Issuu on Google+


CrossRoads is a 501(c)(3) nonprofit organization located in Alamance County that provides advocacy and health services to victims of sexual assault. It was founded in 1976 as a crisis hotline for women, and has since evolved into one of the only organizations in North Carolina that provides both adult and child support services. Our team developed a comprehensive social marketing campaign for CrossRoads, rooted in a strategic business partnership with Esteem Athletics. Esteem is a local sports apparel and accessories company that upholds the values of self-esteem and empowerment for young girls. Esteem Athletics not only shares the same mission and vision as CrossRoads, but is also supported by the same demographic that has been loyal to CrossRoads over the years. As such, we developed the campaign “Advocate 4 Us” to emphasize the statistic that 1 in 4 girls will be sexually assaulted by the age of 18 by offering an exclusive product for Esteem to sell with ¼ of the profits benefiting CrossRoads. Our campaign will benefit CrossRoads by developing a strong brand image and resonating impact in Alamance County, thus qualifying it for more grant opportunities from large corporations. Additionally, the campaign will gradually increase CrossRoads’ donor base and its presence in the community. Our team is comprised of four senior Strategic Communications majors from Elon University, who have various professional and academic experiences in the field of public relations. Through extensive research and collaborative efforts, we have generated a multifaceted campaign to assist CrossRoads in achieving its fundraising goals for 2013.

1    


2    


Table of Contents Background & Current Situation………………………………………………………………4 Secondary Research……………………………………………………………………………..8 Primary Research………………………………………………………………………………14 Goals & Objectives……………………………………………………………………………..22 Strategies & Tactics…………………………………………………………………………….24 Evaluation……………………………………………………………………………………….31 Budget & Timeline……………………………………………………………………………...33 Appendices..……………………………………………………………………………………..41 Works

Cited…………………………………………………………………………………...49

3    


Background and Current Situation Composition CrossRoads is a nonprofit organization that functions primarily on volunteer efforts to provide crisis intervention and management, as well as counseling to victims of sexual assault. The organization was founded on the unwavering belief that sexual assault is a serious crime that has historically been more accepted and ignored by society than other crimes. CrossRoads works to change the perception of rape and sexual assault in Alamance County by educating the community through counseling and programming. The organization was founded in response to a growing number of sexual assault cases reported across the county in 1976. A group of women volunteers started the Rape Crisis Alliance of Alamance County, a 24-hour crisis hotline, to provide support to victims of sexual assault. In the early 1980s, this group wrote a grant to a local church and evolved into a United Way nonprofit organization. Once again responding to the needs of the community, Rape Crisis Alliance implemented children’s services and advocacy programs in 1996, and later became the seventh organization in North Carolina to receive a National Children’s Alliance accreditation. Later that year, the agency officially changed its name to CrossRoads to signify the merging of adult and child services. Today, CrossRoads runs on the efforts of a board of directors, full-time staff and volunteers who are trained in crisis intervention or community outreach. The board of directors is led by Deana Joy, the executive director of CrossRoads. This board plans the agency budget, implements public relations and marketing efforts, and develops new organizational policies. Courtenay Pierce is the communications director of CrossRoads and currently manages all of its public relations efforts, primarily working to achieve media coverage for the organization. Trained crisis volunteers provide direct support to sexual assault victims by operating the crisis hotline and accompanying adult clients to Alamance Regional Medical Center for forensic exams. Community outreach volunteers deliver presentations in Alamance County schools on how to identify and report sexual violence. These volunteers also provide information on CrossRoads’ services to church groups and other community organizations. Full-time staff members follow-up on clients’ exams, prepare them for court cases and maintain all pertinent information that is processed during the case. CrossRoads provides each client with law enforcement, therapy and forensic analysis services throughout the duration of each case. The organization and the services it provides are financially supported by fundraisers and private donations. CrossRoads hosts annual fundraising events, including an ice cream social, a holiday wreath and poinsettia sale, a wine and beer tasting, a golf tournament and a motorcycle benefit ride. The wine and beer tasting is hosted at Elon University each spring and tends to be CrossRoads’ most well attended event. The tasting features a variety of international wine and beer labels, as well as a silent auction. CrossRoads also receives funding from local corporations such as Elon University, LabCorp and Glen Raven. The majority of donations, however, come from individuals responding to the letters CrossRoads sent in the mail to Alamance County 4    


households. Relevant Publics CrossRoads serves children and adults of both genders who have been victims of sexual assault. These “clients” come from various cultural backgrounds, ethnicities and socioeconomic statuses in Alamance County. CrossRoads currently lacks the strong donor base it needs to raise funds for its operating budget and maintain its services. The organization is open to targeting any potential donor publics but has identified three major audiences based on its knowledge of the county: the young, nonnative, population; the upper class; and local businesses. The first target public for CrossRoads is the new, younger population of Alamance County. Historically, privately owned businesses and wealthy mill owners contributed the bulk of CrossRoads’ donations. The non-native population that has grown in Alamance over the past decade is different from CrossRoads’ traditional donors in that the people have no connection to the local community; they are in the area because of work, not heritage, and do not have a strong tie to the community’s issues. This public is arguably the most important because it represents the majority of the county and therefore, houses the most fundraising potential. Another important public is the upper class demographic in Alamance County, which CrossRoads refers to as high society. The people within this population are the ones purchasing tickets to philanthropic events and donating larger sums of money to CrossRoads and other nonprofits. This population views philanthropy as part of its social responsibility. It is crucial for CrossRoads to continue developing programming and holding events that appeal to this audience because of the population’s loyalty to Alamance County and its consistent willingness to donate. The last significant audience for CrossRoads to reach is the church population. Most residents belong to one of the 400 churches in the community. The church community has a strong presence and influence in Alamance County but is also the hardest for CrossRoads to reach because of the nature of its services. This population tends to shy away from organizations like CrossRoads because of the implications of sexual activity and sin, and are therefore less inclined to support the organization’s efforts. Competitive Frame CrossRoads is one of three advocacy organizations in North Carolina that offers both child and adult sexual assault response services, and the only one in Alamance County that offers child advocacy services. The only crossover between clients is with Family Abuse Services, which serves adult victims of domestic violence. Additionally, most children who receive care from CrossRoads have domestic violence in their trauma history. Since there are no strong competitors that offer the same services that CrossRoads does, it has the opportunity to capture the complete attention of community members as it pertains to the issue of sexual violence. However, CrossRoads does compete with other nonprofits in the community for donations including Loaves & Fishes, Meals on Wheels and Kopper Top Life Learning Center, among others. 5    


Current Position CrossRoads offers a unique and much needed service to the community, however, the nature of its work is socially stigmatized. CrossRoads has a strong relationship with the people it serves but is not as connected to the greater community as it would like due to the taboo nature of sexual assault. Communicating with the public means addressing sexual topics, which can be uncomfortable. The community tends to support CrossRoads’ efforts to assist children because they are seen as innocent and vulnerable. On the contrary, community members tend to blame and stereotype adult victims, often accusing them of placing themselves in harm’s way. CrossRoads has had difficulty connecting with the community because many potential donors – individuals and organizations alike – do not want to acknowledge that sexual violence occurs in Alamance County every day. When sexual assault is ignored, so is CrossRoads. Direction This campaign will address CrossRoads’ primary issue of raising money to fulfill its operating budget. CrossRoads has not received enough donations to meet its previous budgets, and this year’s $106,000 goal is the highest yet. This campaign aims to resolve this issue by addressing the two secondary issues inhibiting CrossRoads’ fundraising: the lack of a strong donor base and the stigmatization and negative community attitudes toward sexual assault. To raise funds, CrossRoads needs an established donor base that is invested in the values of the organization. The issue is that CrossRoads can no longer rely on the strategies it previously employed to attract donors, which centered heavily on community loyalty. So far, CrossRoads has not determined how to sell the new community on its cause, or how to compel them to donate. The lack of a donor base comes primarily from the negative perceptions of sexual assault in Alamance County. The targeted donors live in different areas from the majority of CrossRoads’ clients, so many residents believe the issues of sexual assault and rape are not present or relevant in their community. This disconnect, in conjunction with the tendency to blame and stereotype victims, has stigmatized the population CrossRoads serves. Vision CrossRoads would like our team to deliver a marketing campaign that is relevant to its key audience, has a specific implementation plan and will have a lasting impact on the community. The client is relying on strategic communications to connect with the community, and in turn, generate donations. CrossRoads’ ultimate goal in executing this campaign is to raise $106,000 through donations and fundraising by June 30, 2013. CrossRoads envisions the catalyst for achieving this goal as changing the perception of adult victims of sexual violence in Alamance County from being negligent or at fault, to being victims of a serious crime that could happen to any person. In terms of clients, CrossRoads has seen the population of children it serves rapidly grow, while the population of adults steadily declines. Adult victims tend to be less inclined to initiate assistance from CrossRoads because of law enforcement’s involvement, causing the organization 6    


to be stereotyped as a police affiliate. As such, CrossRoads would like to diminish this misconception so they can better serve the adult population that has been sexually assaulted. CrossRoads expects that our marketing and public relations efforts will brand it as an organization that strives to serve the entire community. Currently, no limitations have been set for our team except for the anticipated campaign budget to remain between $5,000 to $7,500.

7    


Secondary Research Executive Summary Our secondary research focused on nonprofit organizations that have partnered with large, established corporations in some capacity to achieve their fundraising goals. Our research revealed that corporate-nonprofit partnerships are established through shared goals and values, and must present mutual benefits to the parties involved. These partnerships tend to involve a social marketing campaign that is rooted in establishing the corporate partner as a socially responsible entity, while simultaneously increasing the relevance and impact of the cause or issue that the nonprofit organization serves. This partnership should be well researched, tactical and intentional in that both parties represent similar audiences or uphold common values and work cohesively to address them. Our research also shows that it is in the best interest of both nonprofit organizations and for-profit businesses to join forces in order to achieve their respective business goals as well as motivate social change in the communities that they serve. Secondary Research Objective From our secondary research, we hoped to learn more about how corporate-nonprofit partnerships are established and maintained to assist both parties in achieving their business goals and initiating change in the communities they serve. We chose this direction based on our conversation with Deana Joy, the director of CrossRoads, who mentioned that CrossRoads does not currently partner with any corporations to help reach its donation goals. Our research shows that missing this donation goal will likely continue to be a problem for CrossRoads without the assistance of a corporate partner. Nonprofits tend to face severe limitations due to their minimal budgets and lack of infrastructure. Additionally, they struggle to compete with other nonprofit organizations’ approaches to similar issues affecting society. We aimed to understand how nonprofits strategically leverage for-profit businesses to reach their donation goals, without focusing so heavily on financial gain that the key messages and true purpose behind the partnership is lost. We developed four research questions to guide our research: 1. 2. 3. 4.

What makes a corporate-nonprofit partnership successful or unsuccessful? What are the contributing factors of an unsuccessful corporate-nonprofit partnership? How do nonprofits incentivize or encourage partnerships with large companies? How can corporate partnerships help de-stigmatize the social issues supported by non-profits?

In answering these research questions, we hoped to determine how to find an appropriate local business for a corporate-nonprofit partnership with CrossRoads, and to understand the best practices for maintaining this relationship.

8    


Sources of Information and Method We gathered a wealth of information regarding corporate-nonprofit partnership best practices through various online resources: Resource Guide • “Business of Change: A Resource Guide for Nonprofit Collaboration, ” published by Weber-Schandwick. Though this article was written from the perspective of the business, it gives very thorough and specific detail regarding the important steps necessary before creating a partnership between a nonprofit organization and a corporation, and also provides several case studies, including the Credit-Suisse and Lambda Legal example that we incorporated into our research. Blog •

“Mission Measurement.” All blog posts pertain to social issues and how to effectively create change through awareness.

Articles • “Trends to Watch: Non-Profit and Business Partnerships.” Experience.com hires bloggers to post research findings and suggestions to help nonprofit organizations to achieve their business goals. Many of these other articles were helpful in the beginning stages of understanding the climate of the nonprofit world. • “Catalytic Philanthropy,” published by the Stanford Social Innovation Review. This article defined catalytic philanthropy as a theory on how businesses and potential wealthy donors can help nonprofits increase donations. • “Susan G. and KFC – An Unholy Alliance,” from the Huffington Post. This is an article on the unsuccessful partnership between KFC and the Susan G. Komen Foundation that resulted in declined sales and damaged reputations. • “Canadian Body Shop Founder Margot Franssen Puts Financial Force Behind Women’s Foundation,” from the Vancouver Observer. This is an article on why the founder of the Canadian Body Shop decided to partner with a nonprofit organization to boost her business values, and how it resulted in lasting success for the both the company and the nonprofit. Websites • MAC.com. We used this site to locate a MAC press kit for the release of the 2012 Viva Glam lipstick campaign. • www.thebodyshop.ca. We used this website to observe how the Body Shop incorporates and encourages altruistic giving to its nonprofit partner into its website. • www.nnedv.org. This is the official website of the National Network to End Domestic Violence, which we used to research the comprehensive partnership between Allstate Insurance and the NNEDV. We analyzed the information on creating and sustaining corporate-nonprofit partnerships by identifying the common themes in each of the articles and blog posts. From these, we developed five case studies to ensure that these best practices remained true in real-life application. 9    


Findings Weber-Shandwick Collaboration Guide Weber-Shandwick recently published a resource guide for corporate-nonprofit collaboration, which emphasized the need for nonprofits to engage and cultivate an active support base that not only includes individuals, but also strategic partnerships with corporations. Over the past decade, there has been a growing trend in the number of nonprofit organizations partnering with local and national businesses to develop corporate giving programs that mutually benefit both parties. Often times, these programs consist of launching social marketing campaigns that increase awareness of community issues while raising money for the non-profit organization and enhancing the social responsibility image of the company. Big businesses have moved toward collaborating and building alliances with nonprofit organizations, causing nonprofits to be less skeptical of their social agendas. By partnering with businesses whose corporate values align with the issues that CrossRoads addresses, there is a great opportunity for it to reach a broader audience and ultimately increase donations. Case Studies Credit Suisse and Lambda Legal Partnership Global banking group Credit Suisse and the largest LGBTQ civil rights legal organization, Lambda Legal Defense and Education Fund, established a partnership in 2009 that united Credit Suisse’s business development and employee networking objectives with Lambda Legal’s donor development plans. The union created five functions targeted at different audiences, including a major donor appreciation event and a women’s event called “Libations and Litigation: Celebrating Women in Our Community.” These events took place throughout different times of the year to give donors a chance to donate multiple times, and for Lambda Legal to develop relationships with new audiences throughout the year. Through these events, both organizations were able to increase their exposure to internal and external publics. Lambda Legal expanded its educational messages to audiences that it may not have been able to access otherwise, while Credit Suisse’s support for the LGBTQ community helped establish it as a socially conscious company. MAC Viva Glam Campaign The Canadian cosmetics brand, MAC, is the largest “corporate non-pharmaceutical” donor to HIV/AIDS organizations. With its MAC AIDS Fund and Viva Glam campaign, MAC found a way to de-stigmatize the issue of HIV/AIDS and generate donations from its existing consumers. The Viva Glam campaign partners with a celebrity spokesperson to release an annual lipstick whose sales go directly to the Fund. For this line, MAC operates on a consumer-based model, absorbing the production costs of the Viva Glam lipstick and donating 100 percent of the sales to HIV/AIDS efforts. By soliciting donations in the form of a product, MAC removed the controversial and political tones of HIV/AIDS and made it relevant to its customers. Instead of trying to generate a new consumer behavior and get its customers to donate to an HIV/AIDS foundation, MAC built off its customers’ current behavior – purchasing cosmetics – and incorporated supporting the Fund into their existing routine. The $235 million the Fund has raised indicates how a company and nonprofit can achieve success by catering to their current 10    


customers and developing a philanthropic initiative that still meets their needs. Canadian Body Shop and Canadian Women’s Foundation The Canadian Body Shop is a company that has been dedicated to social activism long before it became a trend for businesses to associate themselves with a community issue. Margot Franssen founded Canadian Body Shop in 1980 and launched a monumental campaign in 1994 to raise money for prevention and recovery programs for domestic violence against women. She did so by partnering with the Canadian Women’s Foundation, a community-based organization that works to empower women with the skills and resources to leave an abusive relationship and end the cycle of poverty. In ten years, Canadian Body Shop raised $1.3 million for these programs and continues to donate to local partners who provide protection to victims of domestic abuse. Canadian Body Shop has a “Values & Campaigns” link on its website where it showcases its social change campaigns and partnerships with nonprofits who share similar values. Consumers can support these causes by signing online petitions or purchasing products with profits directly donated to The Canadian Women’s Foundation. Canadian Body Shop has taken a very strong stance on the issue of domestic violence, and was founded on the belief that all women should be granted the opportunity for protection, love and success. This stance was the driving force behind the partnership with The Canadian Women’s Foundation, and has helped build a strong and loyal following behind both the foundation and the company itself. Allstate Insurance and the National Network to End Domestic Violence (NNEDV) The Allstate Foundation partnered with NNEDV in 2010 and collaborated extensively to create the Allstate Foundation’s Economic Empowerment for Domestic Violence Survivors Program. This initiative provides a wealth of advocacy and medical assistance resources for domestic violence victims, and provides them the opportunity for a fresh start in a violence-free environment. With over 1.35 million American women seeking out domestic violence resources each year, this strong partnership has been committed to targeting long-term resources to end domestic violence and initiate the social change that is necessary to build strong communities The focus of the program is to educate victims and employ them with the skills they need to achieve self-sufficiency. The Allstate Foundation also funds innovative programs and campaigns that are focused on giving women the skills to build a new life, and donates millions of dollars each year to fund programs that focus on domestic violence education. Additionally, Allstate encourages its employees to volunteer in support of domestic violence awareness activities in their local communities. In 2010 alone, Allstate and NNEDV trained 2,963 domestic violence advocates in 878 local programs across 33 states, and reached 25,324 domestic violence survivors through financial empowerment and resources. They established a curriculum entitled “Moving Ahead Through Financial Management,” which is utilized by domestic violence advocates across the United States to help survivors remain free from abuse. A recent study showed that over 90 percent of the participants in the curriculum were very satisfied with it, and more than half reported that they used the curriculum very often. Allstate has also donated over $1 million in direct assistance grants to domestic violence survivors, as well as microloans and matched savings grants to help them secure stable employment. Allstate Insurance and NNEDV were awarded the Best Partnership Award from the Business Civic Leadership Center earlier this year. KFC and Susan G. Komen Foundation 11    


While most of our research shows that corporate-nonprofit alliances tend to reap positive benefits for both parties, this is an instance where the partnership tainted the images of the nonprofit and the business, rather than enhance it. Through the controversial partnership between KFC and Susan G. Komen for the Cure, KFC launched a campaign called “Buckets for the Cure,” where they turned their traditionally red fried chicken buckets pink in an attempt to “make the single largest donation to fight breast cancer ever.” Consumers, journalists and bloggers responded very negatively to this campaign, arguing that linking a serious health issue such as breast cancer to a company that produces fried foods loaded with trans fats and chemicals was hypocritical and in poor taste. The only message that this partnership conveyed to the public was that the Susan G. Komen foundation would do absolutely anything to raise money, even if it meant going against the mission and purpose of the organization. Ultimately, Susan G. Komen lost a great deal of respect from its supporters as a result of failing to strategically partner with a company that upheld similar values. Application/Interpretation Weber-Shandwick’s resource guide demonstrates a nonprofit’s need for a corporate partnership. The findings in the Coca-Cola and Credit Suisse case studies support this opinion and exhibit how a nonprofit-corporate partnership is mutually valuable. The most significant benefit of a partnership is that it helps both organizations reach their goals – the nonprofit sees an increase in donations while the business improves it corporate-social image. Applying these findings to CrossRoads, it becomes clear that the organization needs to partner with a local business or group of businesses to see a substantial increase in its donations. We plan to use the findings in the above case studies to explain to local businesses why partnering with CrossRoads would benefit their images. Our research on MAC’s Viva Glam campaign, the Canadian Body Shop’s partnership with the Canadian Women’s Foundation, Allstate and NNEDV’s award-winning partnership, and the failed KFC and Susan G. Komen pairing highlights the key elements of a successful partnership. A nonprofit needs to work with a business that shares similar values. The Canadian Body Shop and the Canadian Women’s Foundation both thrived because they shared equal views on women’s rights and domestic violence. In stark contrast, the KFC and Susan G. Komen partnership did not resonate with Komen supporters because the image and values of KFC did not mirror those of the consumers. In a sense, the partnership was seen as a betrayal to the Komen values and cause, consequently generating backlash on both organizations. CrossRoads’ partnership should be with a carefully researched business that shares its ideals of community outreach and support. A partnership that is not built on shared values will be counterproductive in fulfilling each party’s goals. As the Viva Glam campaign has demonstrated, directing philanthropy efforts to a corporation’s current consumer base is very effective in raising funds. A campaign that integrates making a donation into consumers’ current routine, as opposed to one that tries to spark new behavior, may be more successful; it allows consumers to receive new messages and incentives to change their mindsets without having to drastically change their behavior. Additionally, the Allstate Insurance and NNEDV partnership exemplifies the opportunity to ignite social reform and change perceptions of a stigmatized issue through collaboration in serving the community. Utilizing the financial stability of Allstate and the educational resources of NNEDV, the partners have been able to address a growing need in the United States through donations, grants and impactful programming. 12    


By researching nonprofits and charitable organizations with very similar needs as CrossRoads, we have developed a firm understanding of the logistics in creating a successful partnership between CrossRoads and a corporate business. In localizing this concept for the purposes of this campaign, though, we still need to determine: • • •

Which business or businesses should CrossRoads partner with, based on their target consumers, company values and nature of their business? How can we strategically utilize this partnership to generate more donation money for CrossRoads, while simultaneously serving the needs of the business? What are the most effective donation tactics for this business and its customers?

13    


Primary Research Executive Summary Our primary research was focused around two distinct trends: 1) local and national businesses nationwide participating in corporate giving programs, where employees are encouraged to donate a percentage of their salaries to a philanthropic organization or cause that the company supports, and 2) corporate businesses that establish partnerships with nonprofit organizations to improve their image of being socially responsible, while helping the nonprofit achieve its financial goals. With these trends in mind, we identified large, successful companies in Alamance County that participate in employee giving, offer corporate donations and/or grants, or have participated in corporate-nonprofit partnerships. We also identified local businesses that promote values that are aligned with the mission and vision of CrossRoads, and whose clientele resembles the demographic that contributes most to CrossRoads in terms of volunteering and giving – 30 to 50-year-old females. Before conducting telephone interviews and examining company websites, we segmented the companies that we researched by industry: retail, beauty/apparel, restaurants and banks. Each of these categories revealed trends which helped concentrate our findings into what types of businesses are the most viable options for CrossRoads to initiate contact with. Our overall findings indicated that applying for grants is the most popular and feasible tactic for nonprofit, 501(c)(3) organizations to quickly reach their fundraising goals, and CrossRoads qualifies for almost every grant program offered by national banks and retail corporations. Statement of Primary Research Objective Through our research, we aimed to identify the types and parameters of grant programs, sponsorships, employee matching initiatives and donations that national companies offer to nonprofits, as well as local businesses whose values reflect those of CrossRoads. We planned to translate our findings into a comprehensive list of national and local businesses that CrossRoads could contact for grant applications or social marketing partnerships. Research Questions/Hypotheses We based our research on the trends that we noticed in employee giving and corporate-nonprofit partnerships. We developed the following research questions to gain more insight into the philanthropic environments of national companies and local businesses in the area: •

What national companies in Burlington offer grants to local nonprofit organizations? What are the stipulations of these grants?

What companies in Burlington encourage their employees to give back to the community? How do they incentivize this behavior? How does employee matching work on the corporate level? What are the smallest and largest amounts that the company will match? What criteria must nonprofits meet in order to qualify for grants from national companies? Does CrossRoads meet these requirements?

• •

14    


What local businesses uphold values that are similar to CrossRoads’? What do they look for in a potential partnership with a nonprofit?

We expected that the national trends of business-nonprofit partnerships and employee giving would be equally prevalent in Alamance County. On the contrary, we found very few local businesses that currently partner with a nonprofit or charitable organization for mutually beneficial purposes. However, we learned that many large, national companies provide local grants for nonprofits seeking financial assistance. These grants outline very specific qualifications in the applications, the most important one being that the organization must be taxexempt under 501(c)(3), and not classified as a private foundation. Additionally, the organization requesting the grant should be aligned with the company’s personal funding priorities. Understanding the corporate fundraising options for nonprofits, especially grant requests, is very critical to this campaign. We aimed to provide the most extensive and diverse list of companies for CrossRoads to reference when considering grants and other programs to pursue. This list could ultimately help CrossRoads achieve its fundraising and budget goals for years to come. Method/Analysis We first divided our research between national companies and local businesses because we had two different goals to achieve on a corporate level and on a local level. For large companies, our research was based solely on how to utilize established businesses to raise money for CrossRoads. However on a local level, our research was based on identifying shared values and fostering a social marketing partnership. We compiled a list of retail corporations, banks, restaurants and apparel stores, and searched the company websites for information on their philanthropic history and associated foundations, as well as giving programs and corresponding organization qualifications. We also conducted informal telephone interviews with several companies to gain more information on the giving programs and grant opportunities they offered. Based on our findings, we formed a list of companies with possible fundraising opportunities for CrossRoads. We then organized these companies by the types of funding programs they support-- employee giving/matching, sponsorships, grants, social marketing or community looked into businesses that attract clients with similar demographics to CrossRoads’ primary donors - upper-middle class women between the ages of 30 and 50 years old. As a result, we targeted women’s boutiques, women’s retailers and beauty salons. We based our final list on each business’ values, client base, past philanthropic and community involvement and interest in partnering with CrossRoads partnerships -- and created a chart outlining the companies’ current practices. The chart below outlines companies in Alamance County that have a history in some sort of partnership with a nonprofit organization, currently participate in employee matching or inproduct donations, or encourage employee volunteerism. As a result of this activism, we feel that CrossRoads can access this list to learn more about potential grant and donation opportunities from companies that have established themselves as strong charitable advocates. 15    


Company Bank of America

Employee Matching Opportunity Ø Bank of America Foundation Matching Gifts Program: doubles up to $5,000 per person, employees’ cash/securities to their favorite nonprofit organization

Contact Info: http://about.bankofamerica.com/e n-us/global-impact/find-grantssponsorships.html#fbid=HKq_i7 qMigj

Victoria’s Secret

Ø United Way Matching Program: 0.5-3% http://www.victoriassecret.com/c of annual employee salaries donated ontact Ø Partners with philanthropy projects that support company’s mission statement and values

McDonald’s

Ø Match minimum of $50 and maximum of $5000 per calendar year to youth, civic and social agencies Ø Field Operators tell McDonald’s headquarters most crucial social needs in communities and company provides match

http://www.aboutmcdonalds.com/ mcd/sustainability/our_focus_are as/community.html

Company Barnes & Noble College

Social Marketing/Partnerships Ø Habitat for Humanity partnership: Barnes & Noble College donates $100,000 supporting Habitat campaign called “BUiLD” Ø University partnership: donates $1 for every Facebook ‘like’ on university textbook rental page; plans to donate $25,000 to enable students to share their support of the philanthropic campaign on their campus Ø Participates in sponsorships of local and national organizations that focus on literacy and youth education

Contact Info: http://www.barnesandnobleinc.co m/our_company/sponsorship/Spo nsorship_main.html

Mary Kay Cosmetics

Ø “Beauty That Counts” Campaign: allocates 100% of profits to causes focused on health and well-being for women and children Ø “Break the Cycle” partnership: Break the Cycle is a nonprofit organization that educates and empowers America’s youth to proactively prevent domestic violence. All profits from Mary Kay Crème Lipstick in Apple Berry donated to cause of each market’s choosing; allowed all

http://www.marykayfoundation.o rg/Pages/Home.aspx

16    


Ø Ø Ø Ø

markets to contribute global efforts while making global impact. Sponsored domestic violence prevention curriculum and Ending Violence DVD Has donated over $14 million since 2000 to domestic violence women’s shelters Has donated $6 million toward research grants to fight cancer Donated $5 million in cash and inproduct donations for Hurricane Katrina

Capital One Bank

Ø Builds partnerships with organizations that focus on and support education, financial literacy and community development initiatives Ø Encourages associates to serve on Board of Directors for nonprofits

http://www.capitalone.com/about /corporatecitizenship/partnerships/

Ann Taylor LOFT

Ø Partners with different foundation/charity each year to sell limited edition designs where 60% of profits are donated Ø Partnership with Good360

http://www.responsiblyann.com/c aringAboutOurPlanet.asp

Company Bank of America

Ø Ø Ø Ø

Grants Over $200 million each year given to support community needs through grants Supports high-impact initiatives, organizations and the development of visionary leaders June 2012: awarded over $22 million in grants to more than 650 nonprofits addressing housing needs Funds benefit over 31 million people

Contact Info: http://about.bankofamerica.com/e n-us/global-impact/find-grantssponsorships.html#fbid=HKq_i7 qMigj

Wells Fargo

Ø Supports organizations working to strengthen communities and address vital needs Ø Focus areas include: community development, education, arts & culture, civic engagement, and human services

https://www.wellsfargo.com/abou t/charitable/nc_guidelines

Altria

Ø Invests to improve quality of life in communities facing severe challenges Ø Supports organizations through grants that provide evidence-based programs for children like mentoring, life skills

http://www.altria.com/en/cms/Re sponsibility/investing-incommunities/programs/positive_ youth_development/default.aspx 17  

 


education, and conduct research on positive youth development programs Dell Foundation

Ø Focus areas include: environment, communities, people, supply chain, reporting and governance

http://content.dell.com/us/en/corp /cr.aspx?s=corp&c=us&l=en&cs =04SP1&redirect=1

State Farm Insurance

Ø Company grants focus on safety, community development and education Ø Grant applications for 2013 available from March 1 through June 6 at 3:00 pm Ø Once awarded, funding will begin 1st quarter 2013

http://www.statefarm.com/aboutu s/community/grants/company/co mpany.asp

Best Buy

Ø Assist nonprofits that assist youth in excelling in school and developing 21st century skills Ø In 2012, gave $2.8 million in community grants Ø Grants average $4000-$6000 and do not exceed $10,000 Ø 2013 grant applications open June 1, 2013 Ø Notification date: September 15, 2013

http://pr.bby.com/communityrelations/apply-forfunding/community-grants/

Ø Giving areas: K-12 education, higher education, health & human services (prevention focus), arts & cultures Ø Must take an eligibility quiz

http://solutions.3m.com/wps/port al/3M/en_US/CommunityAffairs/ CommunityGiving/US/Apply/

Target

Ø Public safety grant program Ø In 2011 worked with over 2000 organizations across the country in areas like: law enforcement, emergency management

https://corporate.target.com/corpo rate-responsibility/safetypreparedness/community-safety

Company Ruby Tuesday

Donations & Volunteering Ø Community GiveBack Program: offers donations to local nonprofits that host an event at their local Ruby Tuesday Ø Contribution based on 20% of net sales from guests that bring GiveBack flyer to the event

Contact Info: http://www.rubytuesday.com/givi ng-back

Ø Provides yearly financial and volunteer support to nonprofits including United

http://www.belk.com/AST/Misc/ Belk_Stores/About_Us/Belk_Co

3M

Belk

18    


Local Business Deja Groove Salon Hair Salon & Spa

Way and Susan G. Komen Ø Encourages associates from stores and office locations to participate in charitable causes and fund drives Ø Company-wide Belk Charity generates thousands of dollars in donations to benefit charitable, civic, cultural and educational organizations aimed at improving quality of life in their communities

mmunity.jsp

Shared Values with CrossRoads Ø All female owned and operated Ø “Women for Women”

Contact Info: 422 Huffman Mill Road Burlington, NC 27215 (336) 584-0542

Adierae & Ives Ø Willing to partner with charitable Gifts and organizations that support social growth Jewelry in Alamance County Boutique Ø Holds shopping nights where profits are donated to a charitable organization in the community Ø Often donate items to philanthropy auctions and events

2306 S Church St Burlington, NC 27215 (336) 228-7242

Esteem Ø Celebrates the accomplishments of Athletic females Athletic Apparel Ø Encourages female empowerment by & Accessories promoting six core values central to Company being a female athlete Ø Works with Live Oak Communications, Elon’s full-service, student-run public relations agency; potential for agency to leverage partnership with CrossRoads and execute campaign

P.O. Box 2720 Burlington, NC 27216 Personal contact: Taylor Wilson (Vice President) and Callum Brown (CFO) Email: taylor@profeet.com, callum@profeet.com Phone: (800) 334-1101

Application/Interpretation Our findings revealed distinct trends in corporate giving by industry. The first trend is that national banks and large retail corporations find it especially crucial to communicate how they are upholding their corporate social responsibility to the communities they serve through established grant programs that benefit nonprofits and charitable organizations that promote their values. While most banks’ values tend to center around financial literacy and economic prosperity for all community members, Bank of America, Wells Fargo and Capital Bank 19    


encourage all nonprofits that promote overall community development and human services to apply for their local grants. Wells Fargo specifically employs field operators to identify the specific issues that plague each individual community that the bank serves. With sexual violence being such a prominent issue in Alamance County, Wells Fargo would likely financially support CrossRoads’ services without hesitation. The second trend we identified was in regard to beauty retail companies. Because these companies tend to attract primarily female clientele, their philanthropic involvement is typically focused on women’s issues like domestic abuse, health and wellness, and self-esteem and empowerment. Companies like Victoria’s Secret, Mary Kay Cosmetics and Ann Taylor LOFT have been inclined to participate in social marketing campaigns that connect awareness of a certain women’s health issue to a product. These companies openly support the issues that their clientele are exposed to, and look for much more specific qualities in the organizations they support than banks do. CrossRoads disproportionately attracts females volunteers over males; these same women the ones shopping in stores like Victoria’s Secret and Ann Taylor LOFT, which might ultimately incentivize a partnership between one of these companies and CrossRoads by linking the cause that they serve -- sexual violence and prevention -- with a product that they sell. Large retail companies like Best Buy, Belk, and Target tend to promote and encourage volunteerism to their employees at the corporate level, which then translates into activism and engagement with the local communities that the companies serve. When these employees offer their own money to local nonprofit and charitable organizations of their choice, the company will match or double the amount, resulting in millions of dollars in grants. For CrossRoads, this would mean a huge increase in fundraising dollars if employees of these companies chose CrossRoads as their organization to donate to. For example, one of the key components that BJ’s looks for in honoring employee matching is for nonprofits that work to provide healthcare and health prevention services, and CrossRoads undoubtedly serves this need in Alamance County. Lastly, we found a trend in national restaurant chains like Ruby Tuesday and McDonald’s that work hard to identify nonprofit organizations in the most need of financial assistance. These organizations are then evaluated by how much of an impact they have on their communities or how prevalent of an issue behind the cause they support actually is in their communities. These restaurants tend to contribute through donations, rather than grants, because they do not specifically outline the type of issue at hand - it simply must be affecting a large population. Sexual violence affects such a wide population of Alamance County citizens, and is not demographically specific. The prominence of this issue makes CrossRoads a target for these chains to consider providing a donation or series of donations to. It was much more challenging to find specific examples of how local businesses are currently giving back to the community. However, we found three companies that expressed interest in a partnership that would allow them to increase their reach in Burlington while beginning to establish themselves as socially engaged and responsible. These businesses, like the national beauty companies that we researched, all cater to a predominantly female demographic, and would consequently want this partnership to focus on promoting causes resonate with women. 20    


For this campaign, this could mean creating a lasting partnership between CrossRoads and one of these businesses that would drive fundraising dollars to CrossRoads over time through a social marketing campaign of sorts. For the purposes of this campaign, these findings indicate that corporations and their fundraising programs are valuable and viable resources that CrossRoads should pursue. Its focus on the wellbeing of every community member and status as a tax-exempt, 501(c)(3) organization make it a strong candidate to receive any grant for which it applies. Through its efforts to provide services and care while educating the community, CrossRoads supports the roles that these national banks and retail companies want to play in each community. These findings also indicate that employee matching is another option for CrossRoads to consider. Though this process would require employees to first donate their own personal funds, there is strong potential to double the amount of money coming in to the organization through this method. Ultimately, there are several different ways that this campaign could go. Regardless, though, each of the options that we researched would result in CrossRoads being that much closer to reaching their fundraising goals without having to change what they do and who they serve. Applying for grants and partnering with businesses would simply increase the visibility of CrossRoads’ services. The only limitation in how we collected our data is that we generalized the identified trends from only a handful of businesses. We intended to research all of the companies listed in our initial list, but although it was very extensive, not every company was relevant to CrossRoads. Although our sample size ended up being fairly small, the quality of information that we found was consistent enough to derive themes from. One other limitation is that in researching most of the national companies, we were unable to speak to a live person; most of the information we gathered was through the philanthropy pages on the company’s website, or through an automated telephone system.

21    


Goals and Objectives OVERALL GOAL: Reach fundraising goal of $106,000 During our initial meeting with CrossRoads, we learned that the organization has not met its budget and fundraising goals over the past few years. These fundraising dollars are directly allocated toward treating children and adults in need of health, counseling and legal services after being sexually assaulted. When CrossRoads is unable to generate enough donations, it is consequently unable to provide sufficient and necessary resources and services to its clients. As such, the ultimate goal of this campaign is help CrossRoads achieve its fundraising goal of $106,000 by December 31, 2013. Meeting this goal will require the campaign to drive consistent funding into CrossRoads while simultaneously increasing its donor base. GOAL 1: Create a lasting partnership with a local business with shared values Our secondary research indicated that corporate-nonprofit partnerships are currently one of the most popular and effective methods for nonprofits to quickly raise funds and increase their donor base, while helping their corporate partners solidify their positions as socially responsible companies. Our subsequent primary research consisted of identifying potential local business partners for CrossRoads that have expressed interest in promoting its mission through social marketing. The campaign should result in branding our partner as a company that firmly stands against sexual violence while simultaneously encouraging the store’s consumers to donate to CrossRoads through donations as well as the purchase of a specialty product. We will measure the success of this campaign by the visibility of CrossRoads’ mission and services to our business partner’s consumers. However frequently the company measures profits and instocks of products will determine how often we track the success of this aspect of the campaign. • •

Objective: To implement a social marketing campaign with a local businesses that will attract 100 additional donors to CrossRoads by September 2013 Objective: To have the business partner allocate 15% of sales from a specialized product to CrossRoads through this partnership

GOAL 2: To create a cohesive brand portfolio for use in grant applications that will qualify CrossRoads for the greatest number of grants Following our secondary research, CrossRoads requested that we identify banks and national corporations with established grant programs for nonprofits and charitable organizations. Our research indicated that CrossRoads’ standing as a tax-exempt 501(c)(3) organization in conjunction with its mission to provide the highest quality of life to the community it serves qualifies it for the bulk of grants that these corporations offer. We plan to establish a compelling brand personality for CrossRoads that is both easily identifiable in grant application and apparent in their partnership with a local business. This goal will be measured by the number of grants for which CrossRoads qualifies, and if it reaches or exceeds our $6,000 goal. 22    


• •

Objective: To increase funding through 12 different grants Objective: To develop necessary materials for qualify CrossRoads for optimum number of grants

GOAL 3: Increase CrossRoads’ donor base Our research identified that CrossRoads has struggled to develop a sufficient donor base in the Burlington community. Even if CrossRoads’ donors contributed consistently, it would still miss its fundraising goal because there are simply not enough of them. Through partnering with a local business, our campaign aims to reach a new demographic of donors who are compelled by the services CrossRoads provides thus building a stronger donor base. We plan to measure the success of this goal by providing an information sheet at the checkout counter of the store where customers can fill in their contact information. We can track the new donor rate by taking the email address of each and compiling a list exclusively for new donors from the campaign. We can then compare this list prior to the campaign to determine how much the donor base increased. •

Objective: To increase CrossRoads’ donor base by 45% through the collection of contact information after the purchase of a specialized product

23    


Strategies and Tactics Executive Summary This campaign is designed to foster a business partnership with Esteem Athletics by combining their shared values to produce a social marketing campaign that will cultivate a stronger donor base for CrossRoads and drive continual revenue into the organization. The overarching theme of this campaign is community advocacy for those victims that cannot advocate for themselves. Our creative concept of “Advocate 4 Us” will communicate the impact that sexual violence has on the target audience that the campaign addresses. With one out of every four girls falling victim to sexual assault by the age of 18, this campaign will empower mothers to advocate for their daughters and support CrossRoads in the process. By tapping into a demographic that CrossRoads shares with Esteem Athletics, there is a dual opportunity to increase awareness of both brands, while establishing CrossRoads as a leader in sexual violence advocacy and differentiating it from other nonprofit organizations competing to receive grants from large corporations. Publics Addressed by the Plan Type of Support

Medium

Target Public

Key Messages

Grants

Banks

Community Giving Department

CrossRoads’ need for grants in order to continue to adequately serve the community through educational outreach and advocacy

CrossRoads

Grant writer/ Communications Department

Communicating the impact of the campaign through grant writing

Esteem Athletics

Product manufacturers & vendors

Responsible for creating the specialty product exclusively for this campaign

Partnership

Esteem Athletics

Local dance studios

Headquarters

Need to receive their buy-in to launch the campaign by communicating how the partnership is mutually beneficial. The partnership will bring life to the core values that the company boasts while driving traffic to its website and increasing sales.

Studio director

Studios will serve as the physical medium for the campaign to live. The directors must be willing to allow CrossRoads and Esteem to sell product in their studios that will not compete with their existing inventory. 24  

 


Shared Profits

Potential Donors

Esteem Athletics online

Local dance studios

Team coaches

The majority of Esteem Athletics’ consumer base consists of team coaches who order products in bulk online. As a result, the design of our online ad for “Advocate 4 Us” must resonate with their interests and needs.

Mothers of dancers

Mothers inherently desire to protect their daughters. This campaign should capitalize off of that sentiment to compel these mothers to advocate for young girls that don’t have anyone to protect them.

Creative Concept “Advocate 4 Us” We developed the theme of “Advocate 4 Us” based on the statistic that one out of every four girls will experience sexual violence before the age of eighteen. The concept behind “Advocate 4 Us” represents the fact that many victims of sexual violence do not receive support from their communities. This issue is often stigmatized or ignored altogether, particularly in Alamance County, and as a result, many victims do not report the crimes committed against them. CrossRoads is not only a resource center for those who have experienced sexual violence, but also an advocacy organization that works to raise awareness of sexual violence and reduce its stigma in the community. In other words, CrossRoads advocates on behalf of its clients. Whether communicated to the members of the community or to banks, the ultimate message of our campaign is the same - in giving funds to CrossRoads, a donor can advocate for those whose voices are not being heard. Key Messages One in Four In communicating with target consumers, we want to continually drive attention to the statistic that one out of every four females will experience sexual violence before the age of eighteen. This is the purpose of the representation of the word “for” as the number four in “Advocate 4 Us,” as well as the correlation to “¼” of the proceeds from a specialized Esteem Athletics product that will go directly to CrossRoads’ funding. We anticipate the majority of our product consumers to be mothers, and our plan is to make them feel emotionally accountable to their own daughters’ safety, ultimately compelling them to donate to our cause. Community Outreach We want to communicate to banks that CrossRoads advocates for every member of the community. Through partnerships with local businesses, CrossRoads will raise awareness of the issues of sexual violence in Alamance County while sustaining the resources it provides to affected members of the community through donations. In order to qualify for the most grants, CrossRoads must prove its influence on improving the quality of life for all community members. The “Advocate 4 Us” campaign will help CrossRoads gain momentum and position it as a catalyst for positive change in Alamance County. These are the types of nonprofit 25    


organizations that banks are most willing to give grants to because they have lasting impacts in the communities they serve. Campaign Strategies 1. Partnership with Esteem Athletics 2. Social marketing campaign 3. Grant applications Campaign Tactics 1. 2. 3. 4.

Teal Headbands (online sales; studio sales) “Advocate 4 Us” Facebook page “Advocate 4 Us” pledge cards Grant application portfolio

1. Partnership with Esteem Athletics Our first strategy is based on a partnership with Esteem Athletics, a cheerleading and dance apparel brand based in Burlington. The majority of CrossRoads’ donors are upper-middle class, 30-50 year-old women; however, there is room to expand this segment by appealing to those who are also mothers with teenage daughters – an audience with whom Esteem already has an established relationship. Partnering with Esteem will allow CrossRoads to expand the reach of its communication to the larger audience of women ages 30-50 that Esteem already serves. 2. Social Marketing Campaign Our next strategy is to leverage the partnership with Esteem Athletics to launch “Advocate 4 Us” as a social marketing campaign to raise awareness of sexual violence and CrossRoads’ services while inciting action among our target audience. This campaign is multifaceted; first, it consists of the partnership component with Esteem Athletics, where teal headbands will be sold and advertised on its website with one fourth of the proceeds going to CrossRoads. The Esteem website will feature an “Advocate 4 Us” banner advertisement on its homepage and product page, in addition to a link to CrossRoads’ website. The goal of this aspect of the campaign is to ensure that anyone who visits the Esteem Athletics website will immediately be aware of its partnership with CrossRoads and understand how its cause directly correlates with the values of confidence, self-esteem and vigilance that Esteem upholds. The most frequent visitors to Esteem’s website include local gymnastics and dance coaches that order product in bulk for their teams. Second, this partnership will extend into local dance and gymnastics studios where the teal headbands will also be sold. Buyers of the headband will be given an “Advocate 4 Us” pledge card with facts about sexual violence. The back of the card will feature information about CrossRoads and a space to fill out email information and make an annual donation pledge. The headbands will be sold on caddies near the exit, which will serve to increase the visibility of CrossRoads to the Esteem’s and CrossRoads’ shared demographic of 30-50 year-old women 26    


that, a) donate the most time and money to CrossRoads each year, and b) who visit these studios regularly because of their daughters. The goal of this aspect of the social marketing campaign is to capture this segment of the community with a message that resonates with its lifestyle in a venue that they already frequent, leading to a larger pool of donors and ultimately helping CrossRoads achieve its fundraising goals. The partnership with the dance studios will be a collaborative effort between CrossRoads and Esteem Athletics. Since the target audiences of Esteem and the dance studios are very similar, Esteem will sell the same teal headbands that they will online through the “Advocate 4 Us” campaign with ¼ of sales going directly to CrossRoads. This benefit the studios by fostering goodwill with the community by advocating for the same girls who attend these studios. The studios will need to agree to let CrossRoads set up stands for the product to be sold on, but CrossRoads’ volunteers will facilitate sales. 3. Grant Applications Our third strategy is to capitalize on the “Advocate 4 Us” campaign to build a cohesive portfolio for CrossRoads to leverage when applying for grants from banks and national companies in Burlington. CrossRoads expressed that acquiring grant money is extremely critical in order to reach its fundraising goals. Being able to articulate and prove how invested the community is in CrossRoads through the “Advocate 4 Us” campaign will make it a better investment for these banks. The goal of this portfolio of materials is to create a strong brand image for CrossRoads that will qualify it for the greatest number of grants from a variety of potential donors. As a result of this campaign, CrossRoads will be able to compile and deliver a cohesive package including its involvement with and outreach to the community to the banks from which it is applying for grants. This campaign should ultimately increase the impact that CrossRoads has on the community it serves through social marketing awareness and business partnerships. This type of reach will qualify CrossRoads for the greatest number of grants from banks. This campaign must convince these banks that CrossRoads needs grant money in order to continue to adequately serve the community. This campaign will give CrossRoads a complete grant application package that will consolidate and simplify the grant writing process. The grant writer will be solely responsible for articulating how much of an impact the campaign has on the community. The grant writer can utilize the list of banks that we compiled in our primary research as a starting point. Campaign Tactics 1. Teal Headbands For this campaign, we will partner with Esteem to create a teal headband whose sales will go to CrossRoads. A headband is a common item for dancers and gymnasts and is consistent with the other products Esteem offers. Furthermore, it meets the wants and needs of these females and, therefore, appeals to CrossRoads’ target audience and the ones with the buying power: the mothers. Teal is the official color of sexual assault awareness and the colored headband is a 27    


subtle way to represent CrossRoads and its services. Online Sales The online sales of the teal headbands will be monitored by Esteem Athletics, since its website will sell the product. CrossRoads will need to collaborate with Esteem to determine the initial amount of product necessary to launch the campaign so Esteem can order sufficient inventory from its vendors. Once the product begins generating sales, Esteem’s finance department will allocate the agreed portion of sales to CrossRoads. This transaction will involve the finance chair of the Board of Directors at CrossRoads, who will monitor the amount of revenue coming into the organization throughout the duration of the campaign. Studio Sales The teal headbands will be sold in the following Burlington-based dance and gymnastics studios: • Amber’s House of Dance • Arts Alive • Burlington Academy of Dance • Burlington Dance Center • Kidsport Gymnastic Academy The target audience for these sales will consist of the mothers of the female dancers and gymnasts. Since these caddies are a direct function of CrossRoads’ awareness and education efforts, we propose volunteers (both communication education and crisis hotline volunteers) monitor the money box and pledge cards that will accompany the caddies. At the beginning of each day, one CrossRoads volunteer will be responsible for dropping off the money box and pledge cards to each respective studio, and at the end of the day, a volunteer will be responsible for picking up these items and storing them at CrossRoads’ office. Additionally, CrossRoads’ community education volunteers will be responsible for facilitating headband sales at the studios and answering questions the mothers might have about the organization during purchase. This would require CrossRoads to create shifts for volunteers so there would always be a representative from CrossRoads present at the caddies. These responsibilities should then be explained at the training that CrossRoads conducts after hiring a new group of volunteers. Customers will pay out of pocket for the teal headbands at the time of the purchase, and CrossRoads will count up the amount of money that they make from the bands at the end of each month. During this time, they will calculate out 75 percent of the profits and write a check to Esteem Athetics for that amount, and keep the remaining 25 percent to go toward fundraising. 2. Advocate 4 Us Facebook page This campaign will also include a social media component so the campaign can exist outside of the dance studios and the Esteem website. We will create a separate Facebook page exclusively for Advocate 4 Us, which will clearly explain the purpose of the campaign, its impact on the community, and how to get involved. The Facebook page will also serve as an open forum for discussion on the issue of sexual violence, and how it needs to be addressed in Alamance 28    


County. The manager of this Facebook page should post throughout the week, with content ranging from relevant articles to statistics and photos from the dance studios. This page should tie all of the components of the campaign together by creating two-way communication with the target audience. In order to create awareness of this page, we will implement a Facebook advertising strategy. Facebook advertising is an inexpensive and efficient method to drive traffic to the Advocate 4 Us page, and CrossRoads has the capability to specify the demographics of the Facebook users for the advertisement to reach. 3. Pledge Cards An “Advocate 4 Us” themed pledge card will come with the purchase of each headband. These cards will come in the box with the headbands that are ordered online, and will be distributed by CrossRoads’ volunteers to the studios. Those who pledge donations can send their cards to CrossRoads in the mail or fill the card out on the spot and have it stored in the money box. When the CrossRoads volunteer picks up the money, he or she will also pick up the pledge cards. Another CrossRoads volunteer will be responsible for entering the email addresses on the pledge cards into CrossRoads’ donor listserv. Including these pledge cards with the headbands will help generate further funds for CrossRoads and expand its local donor base by collecting emails to add to its listserv. 4. Grant Portfolio A grant application portfolio will be created for the grant writing aspect of the campaign. Included in the portfolio will be an information sheet on CrossRoads, a summary of notable work the organization has done, its financial information and a letter of application for each grant, along with any other materials a grant application may request. The director of public relations for CrossRoads will most likely be the person in charge of compiling the information included on each sheet and writing the application letters. We recommend one grant portfolio and application to be sent out at the end of every month. The portfolio is intended to expedite the grant application process for CrossRoads and allow the organization to efficiently apply for multiple grants. Grant applications give CrossRoads the opportunity to obtain large donations from banks and quickly obtain the money needed to achieve its fundraising goal. Obstacles There are a few issues that may arise while executing our campaign strategies and tactics. The first major issue that may surface is there is a low demand for the teal headbands. This campaign is based on the assumption that headbands are a high-turnover item that will generate continuous sales. If these headbands prove to be a low-indexing item (meaning they sell at a slower rate than other Esteem products), CrossRoads will suffer a huge loss by not receiving the adequate revenue it needs to achieve its fundraising goals. The low demand for the headbands would also prove to be an issue in studios if mothers do not feel the need to purchase them for their 29    


daughters. Ultimately, this would cause the “Advocate 4 Us” message to get lost and seem irrelevant. To avoid this obstacle, we could help Esteem conduct a brief online or telephone survey to see how likely consumers are to purchase a headband from its website. If we discover from the results that another item would be more suitable for the purposes of this campaign, we would move forward with that option. Another potential obstacle for this campaign is that the partnership between CrossRoads and Esteem Athletics might be misunderstood or misconstrued. We run the risk of offending mothers or coaches who are not receptive to hearing the message CrossRoads aims to share with the community, and this could deter their business from Esteem, which would also harm CrossRoads. This obstacle can be avoided by being especially meticulous and intentional with the language that we use concerning CrossRoads and how the nonprofit is conveyed. Keeping in mind that sex might be a taboo subject for some members of the target audience, we can use alternative words and portray the issue in a preventative tone rather than an a blaming one, in order to appeal to the greatest variety of personalities and values. In terms of the grants portion of the campaign, a potential obstacle is competing for these grants among the many other nonprofit organizations in Alamance County. There are several organizations that claim to promote community outreach and education as much as CrossRoads does, so it is our responsibility to ensure that this campaign differentiates itself from the efforts of other nonprofit and charitable organizations.

30    


Evaluation Evaluation Criteria In measuring the success of this campaign, we will evaluate the following criteria: • • • • •

Teal headband sales Number of grants awarded Increase in donor base Media impressions Social media activity

Teal Headband Sales We suggest evaluating the sales of the “Advocate 4 Us” teal headbands on a bi-monthly basis, taking into consideration the fact that sales may taper off after the first six months, as the same clients will begin cycling through the studios. These sales will be evaluated by establishing bimonthly profit goals for Esteem Athletics and CrossRoads. These goals will be determined by the time of year and corresponding frequency of studio guests, and the amount of money generated from sales. Tracking headband sales will determine how effective the social marketing campaign was in generating more funds for CrossRoads. Grants We will evaluate the success of the grant application initiative by comparing the number of grants CrossRoads receives against the number of grants for which it applied. Our goal is for CrossRoads to submit 12 different applications for $500 grants over the course of the fiscal year. Many of the national banks that award these grants to nonprofits allow organizations to apply for multiple grants at a time, depending on their level of financial need and how effectively they promote their mission. The number of grants that CrossRoads receives will indicate the effectiveness of its grant portfolio materials and its position as a community resource. Increase in Donor Base In evaluating the growth in donor base, we propose that CrossRoads keep a running total of the number of “Advocate 4 Us” pledge cards that are submitted by maintaining an Excel spreadsheet. This spreadsheet should include the person’s name, email address and phone number, as well as the date the pledge card was submitted. Additionally, the “Advocate 4 Us” pledge card will have an optional box to check if the consumer would like to receive CrossRoads’ newsletter. The names collected on this spreadsheet will then be added to CrossRoads’ existing donor list. CrossRoads will have the ability to easily measure the difference in the number of donors as often as it sees fit. This evaluation process will ultimately determine how successful the “Advocate 4 Us” campaign was in achieving its primary goal of increasing the CrossRoads donor base.

31    


Media Impressions The hope is that this campaign will garner coverage from local media outlets that reach potential donors, such as the Burlington Times-News, The Pendulum and Elon Local News. This will require CrossRoads to create a press release and small media kit for the communications department at CrossRoads to utilize in order to secure media coverage. We recommend that these press releases be disseminated during the inaugural week of the campaign, and the CrossRoads’ Communications Chair should be responsible for tracking the coverage and collecting media clips. The ultimate purpose of collecting media clips is to keep track of which publications mention CrossRoads and “Advocate 4 Us” in addition to how often, which will give CrossRoads a clear idea of which publications to target for future coverage. Social Media Activity We recommend that the person who maintains the CrossRoads Facebook page manage the “Advocate 4 Us” Facebook account as well. Facebook Analytics provides a very simple and straightforward means to measure the amount of activity that occurs on the page on any given week. We propose CrossRoads pays special attention to the number of followers, comments and visitors to the page. Facebook Analytics aggregates a line graph that depicts the traffic to the site each week. When large announcements or special promotions are made on the page, we recommend that CrossRoads evaluates how many people know about them by checking how many visitors click on the page that day. In measuring the effectiveness of Facebook advertising, Facebook automatically aggregates how much traffic increased to the “Advocate 4 Us” page during the designated dates that the ads appeared on users’ sidebars. This information is presented in a very similar format to Facebook Analytics, and will allow CrossRoads to easily determine if Facebook advertising is a tactic it wants to employ to direct traffic to “Advocate 4 Us.” We recommend that Crossroads keeps a record of these line graphs and statistics by taking screenshots of the results and maintaining them in a folder. The purpose of saving them individually is so the results can be compared to the number of users that click on the “Advocate 4 Us” page during a non-Facebook advertising period.

32    


Budget & Timeline Budget Plan Activity

Quantity

Lowbudget

High-budget Contact Info

Headbands

100

$0 (provided by Esteem)

$0 (provided by Esteem)

Esteem Athletic

Counter displays

6

$40.44 ($6.74 ea.)

$66.00 ($11.00 ea.)

Low: White Wire Counter Top Display Rack W 12 Peg Hooks- 12"W X 15"H www.amazon.com High: Six-Hook Counter Display (2" Black Plastic Hooks) www.azardisplays.com

Pledge cards 100 (printing)

$50.00

$50.00

Color Print, Double-Sided Standard Sized Postcard (min. 100) www.officemax.com

Folders for grants

$43.08 ($3.59 ea.)

$59.40 ($4.95 ea.)

Low: 50% Recycled Presentation Folder, Raised Ink, 2 Pockets, Black + 1 Color (Item #322041) www.officedepot.com

12

High: Presentation Folder, Full Color, 2 Pockets (Item #522752) www.officedepot.com Fact sheets (printing)

12

$1.08 ($.09 ea.)

$5.88 ($.49 ea.)

Low: Black and White, One-Sided on White 20# Paper www.officemax.com High: Color, One-Sided on White #24 Paper www.officemax.com

Cash box

6

$119.94 ($19.99 ea.)

$184.02 ($30.67 ea.)

Low: Vaultz Cash Box Black (VZ01002) www.amazon.com High: PM Company SecurIT 33  

 


Combination Cash Lock Box, 11.5 x 7.75 x 3.25 Inches, Beige, 1 per Box (04961) www.amazon.com 11 1/2 x14 Clasp Envelopes

12

$18.95 for 50

$18.95 for 50

Stamps

12

$4.08 ($.34 ea.)

$21.60 US Postal Service ($1.80 ea. speciality/ho liday stamps)

Facebook Advertising

6 months of continuou s ads

$50.00 ($.05 costper-click, based on 1000 clicks)

$80.00 ($.08 www.facebook.com/ads/create cost-perclick, based www.facebook.com/help/318171828273 on 1000 417 clicks)

$303.49

$467.97

Total

www.envelopes.com/business/claspenvelopes

Timeline Month

Action

January

January 07: Live Oak Communications meeting with Esteem Athletics to discuss logistics of partnership with CrossRoads January 13: Receive buy-in from Esteem Athletics; draw up contracts of agreements January 13-17: Secure studio locations January 14: Live Oak orders all materials for campaign (counter displays, cash boxes, etc.); send pledge cards to Office Max January 15: Complete eligibility tests for grants January 16-23: Grant eligibility pending January 16: Pledge cards ready; Live Oak team delivers pledge cards to CrossRoads January 17: CrossRoads orders first batch of 100 headbands January 18-February 15: Headband production January 23: Live Oak team launches “Advocate 4 Us” Facebook page January 24-31: Complete all grant writing; all applications submitted January 26 - February 03: Live Oak team on Fake Break

February February 16: First batch of headbands arrives at CrossRoads February 18: CrossRoads Community Education Volunteers distribute headbands, counter displays, cash boxes and pledge cards to the six studio locations February 19: First official day of campaign; begin Facebook advertising 34    


February 24: CrossRoads orders second batch of headbands (amount TBD depending on demand for first batch) February 26: Live Oak logs results of first two weeks of Facebook advertising March

March 05: First bi-monthly profit logging March 05: CrossRoads writes Esteem Athletics check for 75% of profits March 05: Second batch of headbands arrives at CrossRoads March 06: CrossRoads Community Education Volunteers distribute headbands to six studio locations; order third batch of headbands (amount TBD) March 07: All grant applications submitted March 12: Log results from second two weeks of Facebook advertising March 19: Second bi-monthly profit logging March 19: CrossRoads writes Esteem Athletics check for 75% of profits March 19: Third batch of headbands arrives at CrossRoads March 20: CrossRoads Community Education Volunteers distribute headbands to six studio locations; order fourth batch of headbands (amount TBD) March 22 - April 1: Live Oak team on Spring Break March 26: Log Facebook advertising results

April

April 02: Third bi-monthly profit logging April 03: Fourth batch of headbands arrives at CrossRoads April 04: Headband distribution; order fifth batch of headbands April 09: Log Facebook advertising results April 18: Fifth batch of headbands arrives at CrossRoads April 16: Fourth bi-monthly profit logging April 19: Headband distribution; order sixth batch of headbands April 23: Log Facebook advertising results April 30: Fifth bi-monthly profit logging

May

May 03: Sixth batch of headbands arrives at CrossRoads May 04: Final round of headband distribution May 7: Log Facebook advertising results May 14: Sixth bi-monthly profit logging May 16 - May 21: FINALS for Live Oak team May 22: End of work with Live Oak Communications

June

Week of June 17: CrossRoads receives grant acceptance or denial

Denotations: *Live Oak action *CrossRoads action *Grant-specific action *Elon breaks

35    


36    


37    


38    


39    


40    


Appendix A: Press Release FOR IMMEDIATE RELEASE DATE: February 19, 2013

FOR MORE INFORMATION CONTACT: Deana Joy Executive Director of CrossRoads Contact: (336) 228-0813

Local Businesses Partner for Citizens in Need CrossRoads and Esteem Athletic launch campaign to support victims of sexual violence BURLINGTON, N.C.- Feb. 19, 2013- Two businesses from Alamance County, CrossRoads and Esteem Athletic, have partnered to create a social marketing campaign focused on offering support to victims of sexual violence. The multifaceted campaign, called “Advocate 4 Us,” begins on Feb. 19, 2013 seeks to raise awareness and funds for victims of sexual violence in Alamance County. “As an organization that is based on inspiring young female athletes to be comfortable in their own skin, at Esteem, we firmly believe in the mission and values of CrossRoads. By joining forces, we have the potential to make a big difference in the lives of our fellow neighbors right here in Alamance County. Through this partnership, we can not only raise awareness for victims of sexual violence, but we can help CrossRoads achieve their fundraising goals while helping to serve the community that our business serves,” said Taylor Wilson, Vice President of Esteem Athletic. Esteem Athletic will create teal headbands to promote sexual violence awareness, which will be sold in local athletic venues, including dance studios and sporting goods stores. Because 1 in 4 females will be a victim of sexual violence before she reaches the age of 18, one-fourth of all headband proceeds will go towards CrossRoads. “We’re thrilled to begin our partnership with Esteem Athletic. Esteem Athletic empowers young girls to be the best version of themselves, and we hope that our joint campaign will reflect the same sentiment,” said Deana Joy, executive director of CrossRoads. In addition to increasing its presence around the greater Alamance County area, CrossRoads hopes that this partnership will also expand and solidify its donor base so that it can achieve its annual fundraising goals. ABOUT CROSSROADS: CrossRoads is a 501(c)(3) nonprofit organization located in Alamance County that provides advocacy and health services to victims of sexual assault. It was founded in 1976 as a crisis hotline for women, and has since evolved into one of the only organizations in North Carolina that provides both adult and child support services. For more information, visit: http://crossroadscares.org/ ABOUT ESTEEM ATHLETIC: Esteem Athletic is a cheerleading and dance apparel brand based in Burlington. Its mission is to celebrate the accomplishments and leadership of young female athletes. It believes that sports are essential to developing independence and confidence in young girls, and its apparel reflects its support for these values. For more information, visit: http://www.esteemathletic.com/

41    


Appendix B: Grant Letter

Deana Joy CrossRoads Sexual Assault Response & Resource Center 1206-B Vaughn Rd. Burlington, NC 27217 Jan. 24, 2013 To Whom It May Concern: CrossRoads is a 501(c)(3) nonprofit organization located in Alamance County that provides advocacy and health services to victims of sexual assault. It was founded in 1976 as a crisis hotline for women, and has since evolved into one of the only organizations in North Carolina that provides both adult and child support services. To achieve this year’s fundraising goals, we have launched a campaign called “Advocate 4 Us” with the help of our community partner, Esteem Athletic, a sportswear company that strives for the empowerment of young girls. Together we will sell teal headbands to raise funds to support our operating costs as well as raise community awareness of the deepening impact of sexual violence in Alamance County. Despite our efforts, revenues from our headband sales will not be enough to meet our fundraising goals. As such, we appeal to your organization for additional funding in the form of a grant. Because of your support for nonprofit organizations and their benevolent missions, we feel that CrossRoads is worthy of your donation. We look forward to exploring such possibilities with you. Thank you for your time and consideration. For further information, please feel free to contact me at djoy@gmail.com. Sincerely,

Deana Joy Deana Joy Executive Director CrossRoads (336)228-0813 42    


Appendix C: Advocate 4 Us Pledge Card Front:

Back:

These pledge cards will be available for studio visitors to pick up as they purchase their teal headband. The design of the front of the pledge card is intended to strike an emotional chord with our target audience as they are with their daughters. The copy reads: “1 in every 4 females will experience sexual violence by the age of 18. 4 in every 4 females have the power to help.” We intend for this call-to-action to compel these women to support our campaign by filling out their contact information for CrossRoads to add to its donor list, as well as contributing a small donation. We have not yet determined the prices of each level of donations, as this will be dependent upon the partnership with Esteem and the price of the headbands. 43    


Appendix D: Facebook Page

Above is how we imagine the design of the Adovcate 4 Us Facebook page to appear. We want to keep it simple and user-friendly, and will aggregate content that is relevant to our target audience, and more conversational than business-oriented. We want this Facebook page to serve as a forum for women to share their personal feelings advice on motherhood, especially as it concerns teenaged girls. We will also post photos and videos throughout the campaign. 44    


Appendix E: Facebook Sample Content February 2013   •

February 19: Today kicks off our “Advocate 4 Us” campaign! For the next few months, many businesses in our area will be selling teal athletic headbands in support of CrossRoads. Make sure you buy some for you and yours next time you’re at one of these studios with your daughter(s)! Amber’s House of Dance Arts Alive Burlington Academy of Dance Burlington Dance Center Kidsport Gymnastic Academy   We look forward to seeing you there!

February 20: What a great turnout on our first day! We were lucky to have the opportunity to meet so many of your inspiring daughters! With your support, we will have the chance to reach other young girls in need of our assistance. Thank you, thank you, thank you! February 21: We as women are very fragile when it comes to our feelings. We think Jane Austen said it best: “A lady's imagination is very rapid; it jumps from admiration to love, from love to matrimony in a moment.” -Jane Austen, Pride & Prejudice February 22: Today, encourage your daughters to be heroes in their schools and on their dance and gymnastics teams. Share this quote with them: “Above all, be the heroine of your life, not the victim.” - Nora Ephron February 23: Sexual violence is something that is not specific to any socioeconomic bracket, ethnicity, or geographic area. We encourage you to make a donation or volunteer a few hours every so often with CrossRoads to make an impact on lowering the statistics of women who experience sexual violence at some point in their lives. Please visit our affiliate website: www.crossroadscares.org to learn more about how to get involved! February 24: We believe that the mind is the most beautiful feature that any woman can boast: “Lock up your libraries if you like, but there is no gate, no lock, no bolt that you can set upon the freedom of my mind.” -Virginia Wolf February 25: February is almost over, but there is plenty of time to purchase your teal headband from Esteem Athletic, with ¼ of the proceeds benefiting CrossRoads Sexual Assault and Resource Center! Your daughter is begging you for one, anyway...all of your teammates probably have them already! During your next visit to one of the dance studios listed below, bring a few extra bucks and purchase one! Amber’s House of Dance Arts Alive Burlington Academy of Dance Burlington Dance Center Kidsport Gymnastic Academy 45  

 


February 26: 1 in 4 young women will experience sexual violence by the age of 18. 4 in 4 young women have the opportunity to help. Advocate for those girls who might not have any way to advocate for themselves, and make a small donation to CrossRoads by simply purchasing a teal headband from Esteem Athletic in your local dance studio. We appreciate your altruism!

  March 2013 •

March 1: Happy March 1st! The first few weeks of Advocate 4 Us have been incredible, all because of you! We look forward to meeting many more of you and your daughters during your next visit at your local dance studio! March 2: We are all strong and empowered women! Here’s a quote for you to carry with you today: “I am no bird; and no net ensnares me: I am a free human being with an independent will.” -Jane Austin, “Jane Eyre” Even in the 1400s, we knew how much grace and power we have as women!

• • •

March 3: Ever wondered why the headbands we’re selling are teal? Teal is the color for sexual violence awareness. By purchasing or wearing one, you are advocating for the women and survivors or sexual violence - you should be proud of yourselves! March 7: We cannot begin to express our gratitude for how generous all of you have been throughout this campaign! We hope your daughters are loving their headbands as much as we are! March 8: Happy Friday!! Today is the perfect day to spend part of your afternoon volunteering with CrossRoads. What an incredibly way to begin your weekend! March 10: We look forward to seeing you in the dance studio tomorrow! March 12: We are all lucky to have love in our lives in some capacity. Remind your daughters that the strongest basis of any relationship is friendship. We think Gillian Anderson said it best: “Well, it seems to me that the best relationships - the ones that last - are frequently the ones that are rooted in friendship. You know, one day you look at the person and you see something more than you did the night before. Like a switch has been flicked somewhere. And the person who was just a friend is... suddenly the only person you can ever imagine yourself with.”

March 15: This year, the Easter bunny can leave a treat that isn’t packed with sugar and preservatives. Promote your kids’ healthy lifestyles and support a good cause by buying one of our teal headbands at any of our local business partners.

March 17: It’s almost Spring! Are you ready for sundresses and sandals as much as we are? You’ve gotta love a beautiful spring day in Burlington! March 21: Spring is here! As the flowers come out, so does your warm weather wardrobe. There’s nothing better to match this season’s pastels than our teal headbands. March 22: Just because you’re on spring break it doesn’t mean your workouts have to take a break too! See you in the dance studios with your fabulous teal headbands! March 31: Happy Easter! Take time to appreciate how lucky you are to be surrounded by supportive family members today, while others in our own community may not be as lucky. While you are counting your blessings, stop by www.crossroadscares.org to learn more about how you can help your neighbors.

• • •

46    


April 2013 •

• •

April 1: You worked all winter long for your spring break body, now keep up the hard work! Summer is right around the corner, and with one of our teal headbands, you can work toward a better you and support a better Alamance County! April 2: Keep your head up during this rainy weather! April Showers bring May Flowers...at least we hope so! April 5: April showers got you down? What’s a better way to brighten your workout than accessorizing with one of our teal headbands? Not only will you look good, but you’ll also feel great about helping a good cause. April 7: Your daughters are grateful for you every single day, and we are grateful for you sharing your kind and open hearts with us by supporting CrossRoads and Esteem Athletic. So many new donors and friends! We appreciate you! April 9: Remind your daughters that beauty is NOT what’s on the outside but on the inside that matters! Yves Saint-Laurent said it best: “The most beautiful makeup of a woman is passion. But cosmetics are easier to buy.”

• •

April 10: What do you enjoy doing on rainy day? Share with us here! April 12: Sometimes the perfect pick-me-up is dancing to some old school Whitney Houston and Celine Dion with your girlfriends! Your daughters might not be familiar with those artists - share a fun dance with them and snap a photo or two to share with us! April 15: We have appreciated your continual support for the fight against sexual violence this year. We are ALL survivors and we can ALL help other women be survivors too! All donations, big or small, are appreciated! April 17: We have to thank Esteem Athletic for continuing to send us so many fabulous teal headbands! They are definitely this year’s fashion must-have--and the proceeds support a great cause! That’s a win-win in our books. April 20: Keep this season’s humidity from interfering with your workout with one of our teal headbands!

May 2013 • • •

• •

May 3: Our last order of teal headbands just arrived! Make sure you stop by any of our local partners to buy some before they’re sold out! May 5: Our headbands are selling like hotcakes! Get them before they’re gone, folks! May 10: We cannot believe it is already almost the end of the school year, which means we’re are almost all out of teal headbands to sell -- tell your friends to tell their friends! A great product that supports a great cause. How can you do better than that? May 15: We are literally days away from summer! It’s getting hot out there and we are sure you could use a headband to keep that sweaty hair from falling in your face! It’s the last couple of days that we are selling them -- support CrossRoads by making a quick purchase! May 16: The final days of the “Advocate 4 Us” campaign are approaching! Make sure you’ve bought one of our teal headbands in support of sexual violence awareness. May 23: It’s the last week of this year’s “Advocate 4 Us” campaign! Make sure you fill out one of our pledge cards so you can keep supporting CrossRoads throughout the year! 47  

 


May 30: Thank you, thank you, thank you to everyone who bought one of our teal headbands in support of CrossRoads this season! And a special thanks to our community partners who helped with our “Advocate 4 Us” campaign:

Amber’s House of Dance Arts Alive Burlington Academy of Dance Burlington Dance Center Kidsport Gymnastic Academy   Together we are working toward safer Alamance County!

48    


Work Cited Beshimov, E. Trends to Watch: Non-Profit and Business Partnerships. Experience. Retrieved 16 September, 2012 from http://www.experience.com/alumnus/article?channel_id=nonprofit&source_page=editors_picks &article_id=article_1159823359871 Kramer, M. R. (2009, Fall). Catalytic Philanthropy. Stanford Social Innovation Review. Retrieved 16 September, 2012 from http://www.ssireview.org/images/ads/2009FA_feature_Kramer.pdf MAC AIDS Fund, (n.d.) Campaign History. Retrieved on 16 September, 2012 from http://www.macaidsfund.org/#/glam/campaignhistory MAC Cosmetics (2012) Mac AIDS Fund [Media Kit]. Retrieved from http://www.macaidsfund.org/file/278.pdf Pirello, C. (2010, April 16). Susan G. and KFC: An Unholy Alliance. Huffington Post Blog. Retrieved 16 September 2012 from http://www.huffingtonpost.com/christina-pirello/kfc-cancersusan-g-and-kf_b_539355.html. Stoymenoff, A. (2012, March 7). Canadian Body Shop founder Margot Franssen puts financial force behind Canadian Women's Foundation. Vancouver Observer. Retrieved 16 September, 2012 from http://www.vancouverobserver.com/people/2012/03/06/investing-women-makesstrong-communities-says-philanthropist-margot-franssen?page=0,1 Tieman, R. (2010, October 1). Case study: Coca-Cola and WWF hail their unlikely alliance. Financial Times. Retrieved 16 September, 2012 from http://www.ft.com/cms/s/0/f010b492-cceb11df-9bf0-00144feab49a.html#axzz26fCHkWQH) Weber-Shandwick & Gill Foundation. December 2009. Business of Change: A Guide for Corporate-Nonprofit Collaboration. Retrieved 16 September, 2012 from http://www.webershandwick.com/resources/ws/flash/BusinessofChangeResourceGuide.pdf Yang, E. (2009, November 2). Corporate-Nonprofit Partnerships: What Makes Them Work. Message posted to http://missionmeasurement.com/ideas/blog_entry/corporate-nonprofitpartnerships-what-makes-them-work

49    


Advocate 4 Us Campaign