William My name is William Stelmach. Everyone calls me Will. I am kind of a nerd.
I have eclectic experience and interests.
I am a self-motivated, creative entrepreneur. I am a marketing professional with 3 years of experience. I graduated from Northwood University with a Bachelorâ€™s Degree, triple majoring in Advertising, Marketing and Management. Currently I am a Project Manager/Account Executive at a small media firm.
My passion lies in utilizing creative problem solving techniques for large and small clients. My technical skills cover a wide range of services including project management, business development, design, copywriting, primary and secondary research, promotions, media planning, media buying, marketing plans, advertising campaigns and pretty much anything else I can get my hands on. Creative thinker Team-worker Close attention to detail Self-starting Methodical Follower of the latest trends Keen follower of emerging technologies and trends in social media, design and mobile I was the Lead Creative Writer for business development proposals I have worked with museums all over the world I was an On-Air Personality for an online radio station I work at a Barnes & Noble on the weekends because of the different people I experience (and I love books) I have a huge appreciation for classic men's style I rock climb, cycle, run triathalons and races I have a huge appreciation for coffee
Stelmach My passion for marketing started when I was about 12 years old. Like most kids my age, I started my own lawn care company catering to my local neighborhood. Eventually I found that I had more fun promoting my services, than I did actually mowing lawns. While in high school I also worked at a retirement community as a culinary artist. As a cook, I learned valuable information about catering to and working with the elderly. I transferred this knowledge to my lawn care company. I effectively developed a marketing strategy targeting the 50+ age demographic. I knew what they wanted and how they wanted to be treated; the chubby cheeks didnâ€™t hurt either. Eventually my business grew, and I was able to generate enough money to pay for my college education. In addition to running my own lawn care company and cooking at a retirement community, I also worked for an online radio station called FlagAss Radio, part of Danhead Productions. The goal of the radio station was to promote local and international independent artists. My primary role was the International Street Team Manager. I contacted artists, gathered their promotional material and concert venues and helped spread the word about their performances. I managed
over 100 Street Team Members in major cities all over the world. When a band was playing in a certain area, I would contact my Street Team in that region, send them the artistâ€™s promotional materials and have them practice guerilla marketing to promote the venue. My secondary roles included my own talk show called the Couch Offensive and selling on-air space to advertisers and artists. While studying at Northwood University I worked at the local Barnes & Noble, where I developed a keen sense of retail strategy and great taste in literature. I also worked with a local museum professional and his magazine, Museum Design Magazine as an Independent Media Sales Consultant. Working with his vast collection of contacts, I developed contact database of over 500 individuals. Utilizing this database I cold-called for sales purposes and developed marketing materials to promote and sell advertising space in the magazine. I also started freelancing my advertising and marketing skills. I worked with both large and small companies, learning every step of the way how to work with clients across multiple industries. You will find examples of these throughout this book.
After college I started working for Design Craftsmen. The company specialized in planning, designing, project managing, engineering, manufacturing and installing exhibits for museums, attractions, visitor centers, sports venues and corporations. My role with the company was the Lead Creative Writer and Marketing Coordinator. I handled all of the creative and technical writing for new business opportunities for the company. As Marketing Coordinator I handled all of the legal forms, contracts, and client communications. New Business was composed of Marketing and Estimating, I ran the Marketing end of the company. I worked on over 70 projects estimated at over $70 million dollars. A list of clients I worked for can be found and the page following my resume. Unfortunately, the company was facing financial problems and closed their doors August 2009. Other past experience includes working for a small media firm called Red Road Media. My title was Project Manager, but my day-to-day varied. I managed all of the companyâ€™s financial responsibilities, designed, wrote, sourced independent contractors, purchased, estimated, invoiced and pretty much anything and everything else.
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Education Northwood University – Midland, MI
Bachelor of Business Administration - May 2008 Triple Major: Advertising/Marketing/Management President’s List: 2 terms Dean’s List: 1 term GPA: 3.8/4.0
Delta College – University Center, MI
Associate of Arts - May 2007 Double Major: Marketing/Management Vice President’s List: 2 semesters Dean’s List: 2 semesters GPA:3.68/4.0
Gentex Corporation - Manpower Temporary Employment Microelectronics Line Operator
Red Road Media Account Manager/Senior Copywriter/Account Planner/Office Administrator
Active Light Sensor (ALS) Gen 5 Rear Camera Display (RCD) Fully trained in the following areas: Fully trained in the following areas: • Molding • S1 Tasks – Assembling Films, Diffusers and LCD Screens • Deflashing • S2 Tasks – Assembling Mirror • Cut Trim Form (CTF) • S3 Tasks – Assembling Mirror and PCB Board Components for Testing Actively Training In: • ALS Line Operations • Striving for quality and continuous improvement in each work task • Effectively working with team members to complete tasks and learn new areas of different departments and operations
• Advertising and branding specialist, develop and pitch effective marketing communication strategies across all forms of media including digital, interactive, print and broadcast • Effectively communicate and lead meetings to discuss client’s needs with designers, producers and fabricators working within and outside the company • Develop effective strategies and recommendations through communication with architects, designers, producers and fabricators on large and small projects as subcontractors • Create and manage project estimates, budgets and timelines with clients and project associates • Write copy for all proposals, qualification packages and newsletters • Research and manage all requests for proposals and qualifications • Write content for client’s marketing materials, websites and various media platforms • Manage and develop all marketing efforts for company promotion including projects for company website, search engine optimization, social media planning and new business projects • Develop layouts, source graphics and put together designs for Chief Creative Director and Designer • Update and manage accounting software for income and expenses • Client List: United States Navy; BRC Imagination Arts; Expo 2010 Shanghai Information and Communications Pavilion; Portraits of Honor: Michigan’s Holocaust Survivors; Cline Close Dyer PLC; Preserve Historic Sleeping Bear; Stanley’s Furniture; Prospect Mortgage; Dow Family Foundation; Edward’s Men’s Shop; Marina Bay Sands, ArtScience Museum; LiliO; Ciulla Design EnergyLab; Ciulla Design Don Ricardo Alegria Learning Center
Design Craftsmen Lead Creative Writer/Business Development/Marketing Coordinator
07/2008-08/2009 *Company Closed
• Write all appropriate proposals and bidding documents for the planning, designing, project managing, engineering, manufacturing and/or installing of exhibits for museums, attractions, visitor centers, sports venues and corporate centers • Interpret requests for proposals, qualifications, and contracts to ensure all components of marketing and estimating materials generate the appropriate solutions to specific projects • Coordinate and lead meetings with the Chief Executive Officer and Chief Operations Officer; estimating and graphics departments; subcontractors and outside vendors for managing and planning information for new business opportunities and on-going projects • Acting Marketing Manager in times of Manager’s absence • Prepare client correspondence for project management on various contract issues and obligations • Layout and design estimates and proposals utilizing Adobe CS3 software • Creation and implementation of web content for effective search engine optimization and management • Efficiently manage time to meet strict deadlines on multiple projects • Streamlined the proposal writing and layout process, decreasing the amount of preparation and writing time by over 40 hours • Successful completion of over 70 projects estimated at over $70 million, never missing a deadline • Sample Client List: Smithsonian Institute, Ferrari, National Parks Service, Connecticut Science Center, among many others
Freelance Advertising and Marketing Services
• Wide variety of services including, but not limited to: design, copywriting, primary and secondary research, promotions, media planning and buying, marketing plans, and advertising campaigns • Maintain client relations on multiple accounts as the account planner and coordinator • Present advertising campaigns and marketing plans to high-ranking employees of major companies • Current and previous client list: Ignis Green Café: Logo Design; Business Planning Riverside Senior Living Community: Complete Marketing Communications Program Great Lakes Loons Baseball Team: Primary and Secondary Research George Jacob: Poster, Mass Mailer and Biography Flyer Design; Copywriting; Promotions; Distribution George Jacob: Graphic Design and Proposal Layout for Alden B. Dow Creativity Center/Northwood University George Jacob: Graphic Design and Promotions for book signing event of Museum Design The Future Journey’s Café: Integrated Marketing Communications Planning, Website and Social Media Planning for Search Engine Optimization and Management; Graphic Design Farm Bureau Insurance: Mark Bone, Independent Insurance Agent- Billboard Design; Media Planning
Museum Design Magazine – Midland, MI Independent Media Sales Consultant
• Create and manage a prospect and client database from scratch of over 500 professionals • Cold-call prospective clients to secure advertising for new trade periodical • Create marketing materials and communications for promotion and sales • Efficiently manage time to meet print deadlines
Danhead Productions – Frankenmuth, MI Street Team Manager and On-Air Personality
• Guerilla marketing for online radio station that promoted local and international artists • Responsible for cold-calling to secure advertising and seek artists for promotion • Manager of a street team of over 100 members from all over the world • Handled all artist promotional items and distributed them internationally • Event marketing at concerts and local artist shows
Honors • Phi Theta Kappa – Honors Society at Delta College 2004-2007 • Who’s Who Among American High School Students 2003, 2004
Activities • Adcraft Club of Detroit 2007-2008 • American Advertising Federation 2007-2008 • Delta Epsilon Chi (DECA) 2004-2007
Community Service • My Sister’s Closet Volunteer • Hurricane Katrina Relief • Frankenmuth United Methodist Church Youth Group
Hobbies and Interests • Rock Climbing • Mountain Biking • Hiking • Writing • Reading
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Community Share: Ready For School Interactive Media Concepts
Red Road Media
Portraits of Honor: Michigan’s Holocaust Survivors United States Navy BRC Imagination Arts; Expo 2010 Shanghai Information and Communications Pavilion Dow Family Foundation Preserve Historic Sleeping Bear Cline Close Dyer PLC Stanley’s Furniture Griggs Building and Remodeling
Design Craftsmen Museum Design Magazine Freelance & School
Journeys Cafe Hello Sushi George B. Jacob Ignis Green Farm Bureau Insurance Riverside Senior Living Community Great Lakes Loons Auto-Owner’s Insurance Victory Motorcycles Graphic Design 101
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The Gentex Community Share Program is a charitable giving fund comprised of over 400 employees contributing through payroll deductions. Collectively employees have contributed and granted over $226,000 to area non profits. In 2011, Community share awarded 6 local nonprofit organizations $81,923. Currently working with Ready For School, a broadly based Holland/ Zeeland initiative ensuring that every child from birth enters kindergarten prepared to succeed, Community Share approached me to help bring awareness to employees of the current available preschool scholarships available to employees. Working with Rachel Burgen, this project is currently in the planning and early design/review phases. The following pages illustrate the beginning of the creative planning process and some sample designs that I submitted.
Creative Exercise I. Purpose A brief statement of what you would want the advertising/branding to accomplish or what you want the consumer to do after exposure to the message. • To have Gentex Employees sign up for the “Read for School” scholarship program. What do we want to achieve? • To bring awareness to Gentex Employees that this current opportunity exists, and to have them sign up. Are there any barriers/obstacles to overcome?
II. Target Market/ Ideal Consumer A series of short descriptive phrases that define to whom you want to talk in demographic, psyhchographic, lifestyle and/or product usage. • Primarily 18-30 year olds. • We’re about 60% female, 40% male. • We have a big chunk of Caucasian (approx. 1/3, maybe a little more), • Hispanic (approx. 1/3, maybe a little less), and • Asian American populations (approx. 20%)… • a few African American but the % isn’t nearly as high as the other 3 • Line Operators • Approximately 1400 children in preschool in the Holland/Zeeland area.
• Utilizing available media channels to reach and communicate with the employees and getting them to sign up. • Posters have not worked in the past. • Only available to low income employees
What are the primary needs we will be meeting?
What would indicate success?
How should we talk to them/not talk to them (i.e. funny or sophisticated)?
• A significant number of Gentex Employee sign up for the program.
• Providing scholarship opportunities to low income Gentex Employees’ children entering preschool.
How might we measure that success?
• Maintain a serious, informative tone that catches their attention and causes them to apply.
• Count the number of collected applicantions from Gentex Employees.
III. Key Benefits Clear and simple statements of those real or perceived consumer needs and wants which the “Ready For School” program will satisfy or that consumer problem which the product or service will solve better than the competition. • “Ready For School” provides the opportunity to build a foundation for early learning and a life time of success. VII. Marketplace Reality What are perceived problems and/or threats? • Gentex Employees not receiving the communication and not taking advantage of this opportunity specifically earmarked for them before the moneys goes to the public.
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Your child is ready for preschool.
You Want To Give Your Preschooler the Education They Deserve But can you afford the afford tuition? We understand your concerns and that is why we are here to help.
Are you? Ready for School is a broadly based Holland/Zeeland initiative ensuring that every child from birth enters kindergarten prepared to succeed. A limited number of Ready for School Scholarships are now available to qualified Gentex employees for up to $500. Give your child the opportunity to build a foundation for early learning and a lifetime of success. Scholarships are granted based on financial need.
Ready for School is a broadly based Holland/Zeeland initiative ensuring that every child from birth enters kindergarten prepared to succeed. A limited number of Ready for School Scholarships are now available to qualified Gentex employees for up to $500. Give your child the opportunity to build a foundation for early learning and a lifetime of success. Scholarships are granted based on financial need. Applications available on the Gentex Human Resources Teamlink Website
Applications available on the Gentex Human Resources Teamlink Website
Scholarships Are Available
Scholarships Are Available
You know what your child needs for preschool.
You know what your child needs for preschool.
But how will you afford tuition?
But how will you afford tuition?
Ready for School is a broadly based Holland/Zeeland initiative ensuring that every child from birth enters kindergarten prepared to succeed.
Ready for School is a broadly based Holland/Zeeland initiative ensuring that every child from birth enters kindergarten prepared to succeed.
A limited number of Ready for School Scholarships are now available to qualified Gentex employees for up to $500.
A limited number of Ready for School Scholarships are now available to qualified Gentex employees for up to $500.
Give your child the opportunity to build a foundation for early learning and a lifetime of success. Scholarships are granted based on financial need.
Give your child the opportunity to build a foundation for early learning and a lifetime of success. Scholarships are granted based on financial need.
Applications available on the Gentex Human Resources Teamlink Website
Applications available on the Gentex Human Resources Teamlink Website
Scholarships Are Available
Scholarships Are Available
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Interactive Media Concepts The following pages illustrate concepts and ideas that can be utilized in trade show and marketing events. The Gentex Interactive Mirror Experience utilizes the latest in iphone and Android Mobile Phone Technology to give users the chance to experience first hand how a sample of how Gentex products work. First the visitor enters the trade show booth and goes through the normal experience. Then visitors are invited to use their smartphone to scan a custom QR code that takes them directly to a digital download of the Gentex Interactive Experience. Once downloaded, this application features four areas with three interactive experiences: • General Company and Product Information • The Auto-Dimming Mirror • Rear Blind Zone Assist • Forward Driving Assist
The Auto-Dimming Mirror In this interactive experience, users will hold their smartphone in a position similar to where a rearview mirror would be placed in their automobile. Behind the visitor will be the bumper with headlights. Utilizing the phoneâ€™s rear-facing camera and a sample background image of a mirror, the headlights will change intensity from normal to bright. The camera would then recognize this change and subsequently auto-dim.
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Rear Blind Zone Assist Much like the Auto-Dimming Mirror experience, the user will hold their smartphone a position to where the rearview mirror would be placed. The same background image of a mirror would be utilized, but with a rectangle sectioned off that would display the camera’s current view. Users would then be instructed to walk backward through an obstacle course using only their mirror as their “eyes”.
Forward Driving Assist Utilizing the same mock up headlights as the Auto Dimming Mirror experience, users would use the rear facing camera of their smartphone. They would be presented with a typical dashboard and windshield background on the screen of their phone that plays like a movie of them driving down a road at night. As the user “drives” and there are no oncoming cars, the user’s headlights would be in the bright intensity setting. Then the movie would display a car approaching and the mock up headlights would turn on. Here the user would see their low-beams engage and then high-beams engage as the traffic goes by.
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I handled all things financial with the company. I managed all of the banking, bills, credit cards, invoicing, estimating, purchasing, taxes, you name it. Another one of my roles was Project/Account Manager. I typically sat down with clients, whether it was new business or a returning client, and find out their needs. I sat down with associates or led meetings by myself. Generally those involved getting to know the client, what they wanted to do, how they wanted to get there, their budget limitations and their overall goals for their company. Usually from there I developed some sort of brief, depending on the project, to inform my colleagues. From there we sat down together and determined cost estimates, timelines and a general idea of who will work on the project and how it will be accomplished. Then I sat down with the client and reported back what was discussed. Generally there was some tweaking to our original thoughts, but we compromised and got to work. Once all of the project guidelines were settled upon, I contacted our contractors and gave them their responsibilities. Whether it was web development, design, programming, filming, editing and/or even fabrication. I also worked as the Senior Copywriter for the company. I typically handled the new business development, proposal, briefings and communications within the company, along with the writing for social media, marketing materials and websites for our clients. My responsibilities extended further in assisting graphic design. Typically I donâ€™t do final design, but I sourced graphics, set up layouts and got everything ready for our designers. So when we needed to do a trifold, I created the template with all of the assets placed inside in a layout, close to what the client will want and let our designers do their magic.
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Portraits of Honor: Michiganâ€™s Holocaust Survivors United States Navy BRC Imagination Arts; Expo 2010 Shanghai Information and Communications Pavilion Dow Family Foundation Preserve Historic Sleeping Bear Cline Close Dyer PLC Stanleyâ€™s Furniture Griggs Building and Remodeling
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Red Road Media was engaged by Portraits of Honor, a non-profit Jewish Holocaust Survivor support group, to design, conceptualize, develop, fabricate and install a complete in-museum exhibit to enhance the understanding of Michigan Holocaust Survivors within the existing Holocaust Memorial Center, Zekelman Family Campus in Bloomfield Hills, Michigan. Red Road Mediaâ€™s team worked on the development of both physical kiosk and museum experience to highlight and display interviews with over 400 Holocaust Survivors utilizing touch-screen interface software, narrated stories, images, maps and educational information for a complete physical and software exhibit. Our team worked with Sir Martin Gilbert CBE D.Litt. a leading British historian and author of over 80 books as well as the official biographer of Sir Winston Churchill, to map the survivor experiences, many of which have been undocumented until this project. The exhibit is currently in process of fabrication and will be installed in spring of 2011. My role in this project included working with exhibit designers during exhibit conceptualization, design development, database creation, face to face Suvivor interviews, original photo scanning, conservation and digitizing of original Survivor photographs, mapping Survivor paths, touch-screen design, exhibit fabrication and installation management, billing, estimating, purchasing, scheduling, client previews and pretty much anything and everything else in between. Click for Opening Day News Coverage
A Work in Progress
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Here users can search Survivors by their experience during the Holocaust. As visitors click each experience, the names on the right fade if they did not undergo that experience
This is the main home page after the attract loop. Here is where visitors choose how they will navigate their experience. Visitors can also bring in pre-printed â€œPassportsâ€? with QR codes and utilize the scanner taking them directly to the Survivor who is on the passport. The QR codes are also syncable with smartphone apps that work with the website.
If visitors know the name of the Survivor, they can type it in. As they begin to type, the list minimizes only showing the names of Survivors with those letters.
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This is where the visitor can find out the Survivors entire life story. This page gives a detailed story of their entire life. Categories include where they were born, their experience during the war, what they did after the war, and even information on their children and grandchildren.
This is the main Survivor profile page. It allows the visitor a brief look into life of the Survivor. At the bottom you can see subtitles. Each Survivor, or a family member, had the opportunity to leave a message to the future generation. Many were read aloud by Survivors or one of their family members.
Each Survivorâ€™s story contains a personal map of the journey they endured during the Holocaust. Working with Sir Martin Gilbert, Red Road Media took each Survivorâ€™s story and plotted each camp on the map for over 400 Survivors. There are two different versions of the map created by Sir Martin Gilbert, including the one shown here and one that shows the entire continent for journeys that went to China. The map features a zoom option to get a closer look at the towns and cities by utilizing a touch slider at the side.
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Behind the Scenes One of the most over looked things when it comes to fun interactives is what actually drives them. The software behind the scenes of this exhibit is no exception. With the initial 400 Survivor profiles came every piece of their life. This data had to be entered in an Excel spreadsheet for the software program to draw from. The screen shots of the software on the previous pages showcase the elegant side of what the opposite page shows. Not only was each detail about the Survivorâ€™s life entered in to cells, but also every file extension pertaining to the Survivor. These included up to 4 different photographs, sound files, maps and anything else the Survivors or their family members gave us. Attention to detail was crucial. Each piece of their information had to be entered in by hand from biographies and each file extension had to be exact. If a file moved to a folder, the file extension would change and corrupt the Survivors profile. The initial 400 Survivors yielded over 11,000 different data entries and the plan is to more than double that number within a year.
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Red Road Media was contracted by Exhibit Works International (EWI) to film a series of videos for a new visitor center at the United States Navy Great Lakes Recruit Training Command near Chicago, Illinois. These series of video interviews described typical Naval career paths that graduates could follow. Red Road Media worked with the RTC to develop interviews, film, produce, edit and install the videos in the interactive kiosks. My role was the Project Manager. My responsibilities included finding a videographer; arranging his travel from Los Angeles to Chicago; arranging rental equipment in Chicago; writing interview questions; initial cutting and editing for the best interview sequences; b-roll editing and photo acquisition; estimating; timeline creation; and billing. I also worked on the winning proposal for this project
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Red Road Media teamed with BRC Imagination Arts, world renowned for the design and production of immersive brand, entertainment and educational experiences, to create and produce the world’s first MultiDimensional Interactive Network Pavilion. The pavilion combined state-ofthe-art interactive digital media, wireless and mobile network technologies and special effects experiences, immersing visitors in a future where today’s dreams are tomorrow’s reality. Supporting the BRC Imagination Arts team, we developed various aspects of the Information Communication Technology Mobile Device that was lent to each visitor and accompanied them throughout the various stages of the Pavilion exhibits and shows. This device let users actively participate in the world’s first multi-dimensional interactive network visitor experience by combining a storage device, interactive media player and Wi-Fi video games,. We developed the Graphic User Interface (GUI), designed two interactive games, developed animation for both 2D and 3D designs, edited a total of 90, one and a half minute videos and worked with integrating and installing this media within the device. My role primarily included project management. I worked with our independent contractors to establish time lines and budgets while ensuring that they were taken care of while in China. I also coordinated the travel and worked with the developers and designers for image licensing and data transfers.
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Red Road Media was recently contracted by the Herbert H. and Barbara C. Dow Foundation to create and manage their website. Having worked with many Dow family foundations in the past, our team fully understands the needs of this group of clientele. From navigation to the information included, the website needed to be informative about the foundation and also serve a purpose with grants without seeming too â€œcheesyâ€?. My primary role in this project is project manager. I handle the relationships with the logo designer, web designer, programmers and server host. I also worked with the client to develop copy and content for the website. I handle all of the estimating, budgets, billing and schedules. This project is still in the development stage, so the website isnâ€™t live yet.
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Interesting Fact: Sleeping Bear Dunes, located in the northwest side of the southern peninsula, is a national park. One of the problems with being a national park is that the National Park Service does not do much to preserve historic buildings. The Preserve Historic Sleeping Bear was created to preserve the areaâ€™s historic landmarks. This project was undertaken by Red Road Media long before I was a part of the team. It has crossed many designerâ€™s doorsteps and is currently in the works with the National Park Service. For this project, I worked not only as one of the lead designers on the graphic panels, but also as the Project Manager. I worked closely with the Preserve Historic Sleeping Bear and the National Park Service on each of these layouts going over copy, pictures, size and layout approvals. After numerous changes from the Preserve Historic Sleeping Bear, the National Park Service took over the project and it is currently on hiatus until a resolution can be found on what to do with all of the information. When viewing these graphics keep in mind that, for the most part, each panel will go in different areas of three different rooms. They describe various objects, but are grouped together for ease of editing. Also keep in mind that some of the long large panels are over 5 feet tall.
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Interactive Flip Panel
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Cline Close Dyer PLC is another of Red Road Mediaâ€™s long time clients. Our teams have worked together for over 8 years creating print, digital, web and video marketing materials. When I first started, Cline Close Dyer was one of the first clients I worked with. From the beginning, they have wanted to update their company letterhead, business cards, brochures and website. These redesigns have gone through many revisions and many staffing changes over the last year, but the following showcases some of the final drafts that will produced when staffing reorganization is complete. I am the Account Manager for Cline Close Dyer, but I also acted as the Assistant Designer in creating the following marketing materials. I am also in charge of leading the website design and programming teams for the final updates to the website. On top of that I handle all of the estimating, budgets, billings, timelines and liasons with the firm.
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Trifold Brochure - Outside
Trifold Brochure - Inside
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Stanley’s Furniture is one of Red Road Media’s longtime clients. We have worked on various projects from web production to television commercials. My role with Stanley’s is primarily Account Management with the website updates and server maintenance. I work with Stanley’s, web developers and designers to update product pictures and information. The link on the next page is one of many commercial produced by Red Road Media for Stanley’s Furniture and Carpeting. For this particular commercial I was the Project Manager, working with Charter Communications for placement and working directly with the client for final approval. I also worked on the scripting, filming and final production of the video. I also lead photography sessions for products and general pictures for print materials. I source out local photographers and work with them on the necessary shots working as the director.
Click To Play *New Window Will Open Vimeo
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Griggs Building & Remodeling is another one of Red Road Mediaâ€™s long time clients. The Red Road Media team handles nearly all of the marketing and media projects Griggs undertakes. My primary role with Griggs is the Account Manager. This includes handling all new projects that Griggs works on. I handle all of the web development, social media, filming and the technical support with their email and computer network. As part of their plan to develop new clientele, I worked with Griggs to completely revamp their website, develop social media and film some new series for their Griggs T.V. I worked on developing the plan for the website along with the copy. This new website would be mostly updatable by their staff with new pictures, backgrounds and link to their social media outlets. As far as social media, I work with their team to develop and update Facebook, WordPress and Youtube. I coordinate with their photographer for any new project shots they may have and consult with them on how to best update their sites. Some of the larger projects may constitute a new Griggs T.V. series or just updates to the various sites. The opposite page showcases a screen shot of their new website next to their old.
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Social Media Griggs Building & Remodeling wanted to make a big push on the social media end of their promotions instead of more traditional routes. In various meetings, the Red Road Media team and I convinced them that it would be an easier way to demonstrate all of their talents. My role was setting up each of these channels and planning the communications for each. Through Facebook, we created a basic way for people in the community to get in touch with the Griggs team and show their support. They also use this outlet to inform the public of trade shows they will be attending, new regulations, and the most recent projects they are working on through photographs and videos. The YouTube page is a unique idea that we came up with to create a sort of mini television series called â€œGriggs T.V.â€? Currently the owner, Darryl Griggs, shows visitors some of the recently completed projects within the Midland Community. The plan is to eventually show viewers how to do various household projects. The Red Road Media team also creates these videos. Videos are showcased on the next spread. WordPress is more of an outlet to explain various projects that the Griggs team is working on. These entries highlight smaller projects that may not be large enough to justify a video, but give the team a chance to share a longer form of showcasing these projects than Facebook offers.
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Click To Play *New Window Will Open Vimeo
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Many projects were in the process of determination at the time the company announced its closure and thus disqualified us from the selection process. Bolded projects were wins.
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Connecticut Science Center, Hartford, CT Cost: $5,000,000 Smithsonian Institute, National Museum of American History, Star Spangled Banner Exhibit Cost: $3,000,000 Ferrari World Abu Dhabi, Yas Island, United Arab Emirates Cost: $10,000,000 National Park Service, Walterboro’s Tuskegee Airmen Memorial, Tuskegee, AL Cost: $1,000,000 Red Rock Canyon Visitor Center Interpretive Exhibits, Las Vegas, NV Cost: $2,300,000 Kelsey Museum of Archaeology, University of Michigan, Ann Arbor, MI Cost: $500,000 Puget Sound Navy Museum, U.S.S. John C. Stennis Aircraft Carrier, Bremerton, WA Cost: $500,000 Smithsonian Institute’s Abraham Lincoln: An Extraordinary Life Exhibit Cost: $1,000,000 National Park Service Barrier Island Visitor Center, Assateague Island Cost: $ 1,750,000 National Museum of the Marine Corps Exhibit Fabrication and Installation, Triangle, VA Cost: $6,000,000 National Museum of the Marine Corps Exhibit Dioramas, Triangle, VA Cost: $1,200,000 Chik-Wauk Museum and Nature Center Restoration, Grand Marais, MN Cost: $500,000 Bob Bullock Texas State History Museum, Forgotten Gateway: Coming to America Through Galveston Island Traveling Exhibits, Austin, TX Cost: $300,000 Gulf Island National Seashore, Wayside Exhibit Elements, FL and MS Cost: $1,500,000 Garvies Point Museum and Tackapausha Museum, Discovery Centers, East Meadow, NY Cost: $600,000 Independence National Historical Park, Deshler-Morris House/Bringhurst House Exhibits, Philadelphia, PN Cost: $500,000 Maine State Museum, Augusta, MN Cost: $650,000 Edsel & Eleanor Ford House Garage Exhibit, Gross Pointe Shores, MI Cost: $650,000 Museum of Science and History, Jacksonville, FL Cost: $400,000 Santa Monica Historical Society Museum, Santa Monica, CA Cost: $600,000 Kansas City Royals Hall of Fame, Kansas City, KS Cost: $1,500,000 Killens Pond State Park Nature Center, Kent County, Delaware Cost: $400,000 Smithsonian Institution, National Museum of Natural History, Hall of Human Origins Cost: $3,500,000 • NASCAR Hall of Fame, Charlotte, NC Cost: $14,000,000 National Parks Service, National Mall and Memorial Parks, Washington DC Cost: $1,500,000 Athens-Clarke County Interactive Learning Center, Athens, GA Cost: $1,400,000 University of Alabama- Lost Realm of the Black Warrior at the Jones Archaeological Museum, Tuscaloosa, AL Cost: $2,000,000 Science North, Creatures of the Abyss Traveling Exhibit, Sudbury, Ontario Cost: $ Southern Ute Indian Tribe Culture Center and Museum, Ignacio, CO Cost: $2,200,000
Aerospace Museum of California, McClellan, CA Cost: $235,000 Washakie Museum, Worland WY Cost: $1,200,000 Smithsonian Astrophysical Observatory, Black Holes: Space Warps and Time Twists Cost: $650,000 Knox College Heritage Center, Galesburg, IL Cost: $200,000 Sandy Creek Nature Center Environment, Interactive Learning Centers, Athens, GA Cost: $1,400,000 Museum of Science and Industry, Science Storms, Chicago, IL Cost: $6,500,000 New York Hall of Science, Charlie and Kiwiâ€™s Evolutionary Adventure, Corona, NY Cost: $450,000 University of Michigan Harlan Hatcher Library, Ann Arbor, MI Cost: $500,000 Momentum Science and Health Adventure Park, Asheville, NC Cost: $3,000,000 University of Akron Graphics Enhancement, Akron, OH Cost: $300,000 Historical Museum, Tempe, AZ Cost: $3,500,000 Nevada State Railroad Museum, Carson City, NV Cost: $3,500,000 National Museum of the Pacific War, Fredericksburg, TX Cost: $3,700,000 Utah Museum of Natural History, Salt Lake City, Utah Cost: $8,500,000 Texas A&M University- The Association of Former Students, College Station, TX Cost: $1,500,000 Hyperion Treatment Plant Environmental Learning Center, Los Angeles, CA Cost: $2,000,000 City of Memphis, Pink Palace Family of Museums, Memphis, TN Cost: $200,000 State of Idaho Capitol Exhibit, Boise, Idaho Cost: $1,500,000 African American Library, Gregory School, Houston, TX Cost: $600,000 National Park Service, Independence National Historical Park- Wayfinding and Site -Security Signs, Philadelphia Pennsylvania Cost: $200,000 Smithsonian George Gustav Heyes Center Cost: $2,000,000 Nevada State Railroad Museum, Carson City, Nevada Cost: $3,500,000 Discovery Centers at Garvies Point Museum and Preserve and Tackapausha Museum and Preserve Seaford, New York Cost: $600,000 National Museum of the Pacific War (Four Separate Projects), The Admiral Nimitz Foundation, Fredericksburg, Texas Cost: $3,700,000 Missouri State Museum. Missouri Department of Natural Resources, Jefferson City, Missouri Cost: $2,000,000 Tubitak Turkey Science Center Ankara, Turkey Cost: $9,000,000 National Park Service, Portsmouth Village Exhibits Cape Lookout National Seashore North Island, North Carolina Cost: $300,000 Canadian War Museum, Camouflage Exhibit Ottawa Ontario Cost: $1,500,000 Saudi Arabia Lunar Science Center Cost: $8,000,000
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Museum Design Magazine was one of my first forays into the museum industry. While still in college, I worked with George Jacob to develop a marketing strategy to promote his magazine. Utilizing his expansive contacts of various industry professionals, I took thousands of business cards, letters, emails, marketing materials and other communications to develop a database of people who may be interested in advertising in his magazine. This database was also used to contact professionals for stories and other non sales related items. The database was divided into various categories so that George or I could contact these people for various purposes, whether advertising sales or information regarding stories and features. This list was later used to help George Jacob promote his new books and gallery exhibitions. Right is a copy of a Trifold Mass Mailer I designed to promote the magazine. Museum Design Magazine is printed quarterly, so the color blocking reflects the different seasons. This was sent out to various contacts from the database.
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Freelance and School
The following pages represent projects that I have completed as a freelancer and student. They include a diverse group of clients and represent various facets of my capabilities. Each section begins with an overview of the project. It includes various details including how I came in contact with the client and what it was like working with them. Some projects have been implemented, some are just proposals, either way they showcase my ideas and plans that I have developed for clients big and small. I will worn you, they are pretty lengthy as most represent complete planning and implementation.
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Journeys Cafe Hello Sushi George B. Jacob Ignis Green Farm Bureau Insurance Riverside Senior Living Community Great Lakes Loons Auto-Ownerâ€™s Insurance Victory Motorcycles Graphic Design 101
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I have known the Journey’s crew for roughly three years now. One of the employees, who happened to be a good friend of mine, came to me looking for a redesign of their logo and promotional materials. Upon evaluating their needs and their financials, it became apparent that they would not be able to cover the costs of doing any serious advertising. As time went on, they decided to stick with their original logo, but wanted to find a way to become more than just that coffee shop inside of a church, which didn’t help their image as a place where ordinary non-church members could go. So we set out to find the most cost effective means to make the public more aware of the coffee shop, in the cheapest way possible. In doing a little bit of research and asking around, we found that most people found out coffee shops by doing general searches for coffee shop in their area. So search engine optimization and management became number one priority. Since all of the employees have a lot of experience with social networks and a lot of free time, we developed a plan to utilize the most recent and popular social networking sites to date. At the onset of this project, Journeys’ did not even come up on searches for Midland or Bullock Creek coffee shops even the yellow pages. Now it makes it on the first page of search results, and we haven’t even taken advantage of all the social networking sites discussed in this plan. Some of them are a little outdated and are no longer being used.
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Before we begin, I am sure there is one nagging question going through your head, “the country is in a recession, how can I be expected to launch an integrated marketing campaign?” This campaign proposal explores multiple facets of marketing and advertising, focusing primarily on cost effective marketing and advertising techniques.
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During the times of a recession it is essential to innovate. While others are cutting their marketing budgets, Journeys is gaining an extraordinary time to promote their brand and product.
Great leaders and the organization’s they lead translate moments of uncertainty into moments of opportunity in which to not only streamline operations, but also to innovate. Economic downturns make innovation not only more important, but one could argue, that the process of innovation is actually easier to manage and much more cost effective during economic downturns. More importantly, the products of innovation are more valuable during tough times. As we enter this period of economic turbulence, the question is not whether or not to innovate. The question is how to innovate. There is no better time to widen the gap between the competition. During difficult economic times, market needs are more exposed than they are during an economic boom; when the market is saturated with everyone’s “great idea.” Many companies are chasing needs that have already been satisfied. When markets turn south, it’s easier to discern what the market needs precisely because the market is thinking more about what it actually needs and why it needs it. Consumers are simply more thoughtful, more aware, and more focused during economic downturns.
Like innovators before us, use this time to be aware of the market, not afraid of it. The great mistake many companies, especially food service, make during turbulent times is that they quit listening to the market. They pull back on communications precisely at the moment when the market is speaking most loudly. Now is the time to listen to customers. Now is the time to get out into the market and identify those elusive unarticulated needs Journeys has been searching for. Invest in customers. Now they need you most. Loyalty hangs in the balance.
making purchasing decisions. Every dollar matters and therefore every decision a customer makes is examined more closely. If the service isn’t extraordinary, customers will be more likely to delay purchasing it. And, as every great salesman knows, time kills all deals.
Downturns provide the opportunity to strengthen relationships with customers, thereby improving customer loyalty. At a time when consumer sentiment is nearly at an all-time low, rather than reduce customer service, use this time to get closer to customers, connect with them on a deeper level, and show them what’s possible; what the future will hold.
Given the scrutiny that customers place on decision-making in turbulent times, the knee-jerk reaction among most food service companies is to reduce price. However, before one reduces price, they must consider how hard they’ve worked to get to that price. Moreover, consider how much time and effort has been invested into getting Journeys to where it is at. Certainly sales are hurting, but there is something much more valuable at stake, the Journeys brand. Brands are sacred and, in the absence of innovation, stand-alone price reductions can wreak havoc on a brand. In some cases, price reductions in the absence of innovation have led to the implosion of entire companies.
Communications and promotions are not only required to remain relevant, they are signs of hope to employees and to customers that Journeys and its brand are valuable in their lives. During these times, remember that customers are just as worried. Journeys must stay close to them. By helping them get what they want, they will maintain recall and recognition over the long haul; they will continue to open their wallets.
However, price reductions do more than compromise earnings. They compromise customers’ perceived value of the products, services and brand, which ultimately affects the long-term equity of the franchise. Therefore, rather than looking to price reductions, add greater value to customers. Extend them better terms. Improve the purchasing process. Get products to them more quickly. Increase cooperative marketing activities.
It is important to remember that rather than reducing prices, offering more value to customers is far more important, they are looking for more bang for their buck. During difficult economic times, consumers use greater discretion in
This is where increasing communication with customers becomes vital. In addition to staying close to customers, use this time to increase communications with them. In times
of trouble, the worst thing anyone can do is to hide. From a marketing perspective, this involves cutting back communications. Now is the time to grab market share. Downturns provide the opportunity to widen the gap between competition. While others cower, now is the time to grab market share. Rather than compromise the integrity and quality of Journeys’ product, service or brand by paring back ingredients, eliminating features or stripping it to its most basic offering, consider using this time to improve the quality of products, invest in new marketing opportunities. The key is to stay the course of strategy. Now is the time to unleash corporate creativity. The greatest mistake Journeys can make is to mortgage the future by failing to innovate. Remember: one doesn’t need a lot of money to think, but one does need time. Rather than eliminate spending on marketing, now is the time for Journeys to get creative. Creativity doesn’t require a big budget. Ideas are cheap. Communicating value can be less costly by getting creative in your communications with customers. Imagine there is no marketing budget, what would you do? If you are already in the process of tightening your belt anyway, you might as well consider investing in a new pair of pants. This is where the following marketing plan comes in to the game.
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target market analysis Nothing beats a cup of coffee. It’s everywhere, all the time. We drink it I in the morning to wake up. We drink it after dinner to close the meal. We have coffee in bed, on the couch at the table. We mix it with cream or sugar, or skim and fake sugar, or honey. We ice it down when we are hot. We froth it up when we are cool. We drink regular, decaffeinated, imported, gourmet, flavored, blended. We use instant granules for speed, a French press for the richest taste, and a programmable drip for a Monday morning alarm. Whether in fine china or a mug, a demitasse or tall Italian glass, we use coffee daily. Who really knows why coffee has hit the popularity it has today. Maybe it’s the dark, rich color of a freshly brewed pot. Or its pleasingly bitter scent wafting through the air. Or the jolt of caffeine it pumps through our blood. Or maybe it’s just because when you offer someone coffee, you are welcoming them to sit down and stay awhile. And friendliness is always a good business proposition. A recent survey found that 56% of respondents would rather give up sleep, showering, lunch, daily news, or even brushing their teeth than start their day without coffee. Two thirds of American adults are coffee drinkers and nearly half have at least one cup of coffee every day. Coffee drinkers have multiple personalities or psychographic traits. Granted, anyone can be stereotyped into a wide variety of groups, the following breaks down the most common psychographic characteristics of a coffee drinker: The Social Drinker: Shares coffee as a break with family and friends The Comfort Lover: Likes to hold a warm drink in their hands
The Coffee Addict: Must have coffee to get through the day
five or more cups of coffee per day characterizes the Coffee Addict segment.
The Task Master: Use coffee to stay focused
Convenience is what drives most sales to all types of coffee drinkers. Typically coffee consumers are on the go and want a convenient way to get their coffee when and wherever they choose. With Journeys having its drive through, they can easily facilitate convenience.
The Everyday Man: Just looking for a cup of coffee to get them through the day. Coffee purchases for this group are typically determined by cost. The Specialty Drinker: Don’t like black coffee. They like their drinks flavored with syrups, sugars and powders to create drinks that appeal to those with a sweet tooth Kid Coffee: Typically enjoy cold, blended beverages. They typically like less coffee and more sugar. The Quickie/Convenience: Don’t have time to brew their own coffee and want a quick in and out coffee drink The Gourmet Coffee Connoisseur: Enjoy premium coffee and know specific details about blends, brews and various concoctions. As enthusiasts they have created their own culture. They frequent websites where they can order whole bean coffees that are sourced from high elevations, shade grown, etc. Working in a coffee shop and having visited many others, Journeys probably notices that the largest group would be the Social Drinker. They are most likely to live alone and see coffee breaks as a way to connect outside the home with family and friends. Younger coffee drinkers typically make up the Task Master segment. They are more likely to be college students or young working adults who drink coffee to help them accomplish specific tasks like homework or to get through a boring day at the office. Younger coffee drinkers are also driving the flavored and iced coffee crazy, while older groups typically say they prefer the traditional brewed coffee. Someone who drinks
Even during this time of economic crisis, coffee sales have remained resilient. According to the 2009 National Coffee Drinking Trends market research survey, daily consumption of coffee beverages among consumers has remained consistent with 54% of the overall adult population that participated. This is due in part because consumers still see coffee as an integral part of their everyday lives. Even if economic conditions cause some to alter their coffee choices, they are nonetheless continuing to enjoy coffee. The survey also continues by identifying that the average age of coffee drinkers has dropped which indicates that their lifestyles of drinking coffee are ingrained enough to maintain steady consumption. This group is the fastest growing segment with 31% of 18 to 24 year olds drinking coffee daily, where it was 31% in 2006 and 26% in 2005. Of the 25 to 29 age group, 44% report drinking coffee and of the 40 to 59 age group 61% responded that they drink coffee.
statistics • Men drink as much coffee as women; each consuming an average of 1.6 cups per day. • Women seem to be more concerned about the price than men. • Among coffee drinkers, the average consumption in the United States is 3.2 cups of coffee per day. • 65% of all coffee is consumed during breakfast hours • 30% between meals • 5% with other meals • 35% of coffee drinkers prefer black coffee • 60% prefer to add sugar and/or cream • Women indicated that drinking coffee is a good way to relax. • Men indicated that coffee helps them get the job done. • Americans consume 400 million cups of coffee per day making the United States the leading consumer of coffee in the world. • On an average, 250 cups of espresso and coffee drinks are sold per day at almost any espresso drive-thru business with a great visible location. (500 cups per day is extraordinary.) • Independent coffee shops manage to sell 31% of espresso-based drinks, while the rest is brewed coffee. • 61 percent of coffee drinkers said that coffee improves their focus
• 46 percent listed the health benefits of drinking coffee as one of the reasons they drink coffee • Fair Trade certified and organic coffees are the fastest-growing segment of the specialty coffee market • 17% of the adult population consumed a gourmet beverage on a daily basis in 2008 compared with 14% in 2007. • Adults 25-59 led the upswing with 19% of daily gourmet coffee drinkers, an increase of six percentage points from 2007. • Past year consumption of iced and frozen coffee is up significantly from 2007 levels.
• Coffee drinkers are more likely to feel coffee is healthy, with 49% saying that as opposed to 36% of non-drinkers. • Sixty one percent said that coffee improves their mental focus versus 48% of non-drinkers and 59% of coffee drinkers say they are more productive versus 47% of non coffee drinkers. • In 2007 past-day consumption of coffee surpassed that of soft drinks for the first time. While the gap narrowed in 2008, daily consumption of coffee is still directionally higher. • Consumption of cups per day by consumers age 18-24 continued to trend higher in 2008. Young adults who drank coffee consumed an average of 3.2 cups per day as compared with 3.1 in 2007, a significant increase over 2005’s level of 2.5 cups per day. • Positive health messages are clear drivers of consumption. Questions posed to consumers about the health benefits of drinking coffee and is coffee good for my health are both up significantly from 2005 to 46% and 36% from 37% and 26% respectively. After observing this information, it is important to look at demographic make up of Midland County. Granted some of this information is a little dated, from 2000 and 2007, but it does give an idea of what the demographic characteristics of what Midland are. Since coffee drinking has spread across all age groups it is difficult to target just one specific segment of the coffee drinker market of Midland County. Since Journeys is located in a church, and the church caters to a wide variety of customers, the target market can cover all aspects of demographics. For example, if the parent wanted a coffee and their child also wanted something, the parent could order a juice or smoothie for the child. A wide, but focused product offering is what will appeal to all demographics and drive sales.
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overview of the midland statistics Although this information comes from the 2000 Census, many of the same demographic trends exist in Midland County. These statistics can be used as a base to formulate a targeting strategy that will be effective in marketing Journeys. As the demographic data shows, there are many opportunities to target the various segments of Midland. As a suburb of Midland, Bullock Creek can take full advantage of the traffic trends, with 86% of residents traveling to work with an average travel time of 21 minutes. As of April 2009, there were 27,834 commuters working in Midland County that live in Midland County and 10,204 that work in Midland County but do not live in Midland County. Although not all of them will be traveling by Journeysâ€™, a portion of them will be coming from the Bullock Creek, Saginaw or Hemlock area, especially on their way to Dow. Effective communications could give this market a reason to take a detour and utilize the drive through option of Journeys Coffee. Looking at the income levels, the 2008 median household income was $66,750, with a disposable income of $42,580. Taking that information and cross referencing it with the 2006 census data on the amount of household dollars spent on food and beverages, some interesting data comes to light. The average family spends over $8,500 of their income on food and beverages. Of that, $3,448 dollars is spent on food and beverages eaten outside of the home. Granted we are making some broad speculations by comparing two different data sets, but this information can be useful to get an idea of what households are spending. What this information does not take into consideration is non-households, i.e. people living in apartments and/or not part of a family. With that in mind, if we extrapolate this data to encompass everyone in Midland County, I think that we would see an even larger increase of income spent on food and beverages outside of the home. The other information contained in the data set is equally important, but will not be used at this time for marketing purposes. It should not be completely disregarded, but will be given more consideration for later marketing purposes
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earning your media Earned media is media that you do not buy; you have to earn it the hard way. For media to connect with your potential customers and be effective it has to provoke thought. If it doesn’t you not only lose your existing customer base, but no longer attract new business. What Journeys must do is have a way to get the work out quickly and build its brand. This is where social media comes into play. The benefits of social media will allow Journeys to touch every aspect of its brand offering: engagement, reputation, demand and service through posting a blog, photos, tweets, etc. This will have a direct correlation to increased media attention about Journeys’ brand. This form of earned media is not only cost effective, but maintains its status as one of the most current and powerful tools that is being adopted by businesses both large and small in every industry. Once a niche phenomenon, social media is achieving heights proportionate to network television. Predictions have been made that by the end of 2009, Twitter has the potential to reach over 50 million users, one-quarter the size of Facebook. As consumers spend more time online and fragment their attention away from traditional media channels, stakes have risen for companies trying to
market themselves. The new forms of media such as search and social have evolved to an increase in value and investment necessary to reach these consumers. Social media will expose the Journeys brand, products, benefits and value proposition. Social media programs create an influence over the consideration consumers give a brand, proving to be a valuable tool in branding and product development. The various ideas all propose a media mixture that presents a new and unique opportunity for the Journeys brand to differentiate itself by influencing consideration and capturing growth through bettereducated spending around product attributes and branding.
consider purchasing, which could translate into a list of what coffee shops they will want to visit to determine their favorite.
Multiple studies have shown that searchers who engage in social media, especially those exposed to a brand’s influenced social media are far more likely to search for products that they are loyal to. They are also more likely to search for these brand’s products. Although we have not reached the proposed idea of paid search, searches who are exposed to social media are more likely to click on a brand’s paid search advertisement. When consumers search for products, they are more likely to click on organic data, such as social media, because they are more personally engaged. Consumers who utilize social media are 1.7 times more likely to search with the intention of making a list of brands or products to
To apply this idea of earned media, lets first take a look at Journeys’ presence. Open up your internet browser and go to Google. Now imagine that you are not Journeys and you are looking for a place to grab a cup of coffee in Midland or Bullock Creek. What would you type in? Try some keyword searches. Go with Midland, Michigan Coffee or Bullock Creek, Michigan Coffee. Try various searches. Not once does Journeys’ come up on the first page. Actually it does not even come up in the business searches.
Unfortunately there are far too many companies not utilizing this tool. They choose to stay their traditional path buy purchasing their media. Instead of specifically targeting individual consumers and earning their attention, they prefer to attempt to toss a grenade in a crowd and hope it affects someone. The problem that these companies seem to have is that they have no way of engaging with social media in an authentic way. Social media must be earned or it will appear to its denizens as perceived spam.
The majority of this proposal will cover ways that Journeys’ can increase and manage its search engine prevalence and earn its media.
blogging A blog is a form of a web site that organizes information in reverse chronological order with static pages of information. They are the collective voice of the web, more than social communities of any kind. It maintains its status as a powerful tool through its ease of use, powerful capabilities and conveyance of text, audio, video and direct links for readers to utilize. Blogging offers a low point of entry on a technical level and the ease of publishing information on the web. It drives organic traffic, obtains direct links, builds communities and generates massive buzz for the people who know how to use it. Blogging should be used as a way to increase traffic to Journeys. It allows for complete transparency of your brand and to discuss interesting content in a compelling way. It should not be difficult or hard work. A businesses life doesn’t necessarily have to be centered around blogs. Many successful business are able to work less on their blogs and generate more traffic. Blogging, compared to a generic website, is the difference between some traffic and a lot of traffic. Take searches for example, multiple studies have been conducted and show that users click on organic results far more than they do on paid search advertising. It is common knowledge among consumers that paid advertisements lead to sales pages. People seeking products and services don’t want to be pitched to; they want information. They want independent reviews and opinions before making a purchase decision, which is obtained through organic searches from 3rd party sources. Blogs are a fantastic marketing tool. They allows companies to join the online discussion and gradually gain authority in their field. Since Journeys is relatively new and has not done much marketing, they will be able to gain respect through this organic and genuine communication tool as opposed to a materials that would be manufactured, bought or provided from other companies such as vendors.
One reason to blog is that blogging will increase your search engine results position. Remember how we discussed that Journeys isn’t prevalent on Google? Search engines pick up on blogs because they provide regular content updates. If the content is useful, informative and well written with key words, it will also attract quality back-links from other websites. These websites could include churches, other coffee shops and other coffee or religious related materials. These back-links will be the most important factor in determining your website and blog’s page rank. Since Journeys uses its blog as its website, it will invite visitors to explore the various other pages such as the menu link that is conveniently located on the right hand side.
To brand you blog, your site has to be personal to you. Visual impact is a useful way to be noticed and a distinctive style will help people recognize Journeys. The internet is a crowded place, you have to stand out. For most companies, a blog is an extension of a company’s website. For Journeys it your website. There is absolutely nothing wrong with this. In examining the blog, there are clear and precise links to the menu, about and the buzz. In my opinion, not much else is necessary.
Blogging will also establish Journeys as thought leaders in the coffee shop, primarily coffee shops in churches industry. This works the same way as speakers giving speeches about particular topics, industry bloggers are viewed as thought leaders in their fields. They also provide a perfect platform for announcements. It will give your readers regular, useful, conversational content they will return to often. This means you should post important announcements in the blog with confidence that they will reach the right people at the right time. Blogs give your customers a space to comment. When you make these announcements, your readers have the ability to comment and give immediate feedback. You wont have to shout into the dark and never know what your customers are thinking, or if they are reading your mass distributions of promotional materials. Remember, customers are stakeholders in your company. If they feel deeply connected to every part of the shop they are more likely to form an attachment and become repeat customers. Finally it facilitates full engagement in the online conversation about your cases, campaigns and projects. People are already talking about them in the community, don’t sit back and watch, become a part of it.
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what do we blog about? • First of all lets just clarify some things. A business blog is not where you or your employees can vent about their terrible personal days or that rude customer who just received an extra serving of spit with their drink. It is unprofessional, counterproductive and detrimental your brand image. • It should however be an extension of your brands unique selling proposition. You are a socially conscious brand that focuses doing good for the planet and the people. So why not talk about it? • Inform your customers about where their coffee is from, highlight a new area of the world, inform them of the happenings in a new part of the world. • Talk about the independent farmers who are benefitting from fair trade coffee that the reader is enjoying. • Press releases on new services, or a way to get feedback on possible new services. • Discuss your recipes, get new ones from customers • Discuss coffee- what goes into a good cup of coffee, how you draw the perfect espresso, what temperature steamed milk has to reach before it can be mixed to make a latte, etc… Customers will be interested. • It can be used as a way for customers to talk back about how they feel about what you are doing, your drinks and your service, making them feel part of the company. Remember, a conversation goes two ways. • What are you passionate about? • Have you done something unique such as complete a marathon, host an event, or any other exciting events? • How did you get started?
• What causes do you care about related to the store or not? How has your business supported your favorite charity? What are you philanthropic strategies?
• Provide the most convenient methods to get to your business and perhaps list out any unique or historic landmarks around you.
• What is a typical day like at your shop?
• Describe any improvements or upgrades you have made.
• What makes your business different or separates you? • Define your customer service philosophy. • Promote your competitors. Then ask them to compare your shop to their competitors through comments. • Monthly specials, promotions, or clearance items. • You speak with other coffee shops from all over the world, how do your business practices compare, what is similar, what is different? • Interview your customers. • Why you love doing what you do. • How does your business cope during a tough economy?
• Comparison post talk about why one type of coffee or drink is more beneficial than another. Or why certain things go better together than others. • What do you do during your time off (shows you are human)? • Highlight a special customer or company that is directly correlated to your business. • A helpful post or tutorial specifically for others in your industry, i.e. how did you get started? • How can I get into your line of business - - What type of training is required to be a web designer? Do you need certain skills to run a B&B? • What is your personal history and qualifications? • Why are you located where you are?
Since its inception, Twitter has amassed a huge gathering of socialites. It can help manage your identity or brand and help you stand out from the crowd. Brands on the leading edge of technology that maintain the ability to recognize the new and endless opportunities of the internet have recognized this. Small businesses have opened their eyes to this community and nearly doubled their clientele and built not only their own community, but a following of interested consumers. Nothing can build a brand faster than being or doing something remarkable. Simple exchanges of 140 character messages can drive new customers to your business and offer new ways of interacting with loyal customers. Take the following as an example: Joe, a daily regular, wants a specialty drink and a bagel with cream cheese, which may take five minutes to make. Joe is on his lunch break running errands and doesn’t have much time to stop. So while waiting in line at the bank, he accesses Twitter from his iPhone and Tweets:
@Journeyscoffee: I want to preorder a mocha jocha latte and bagel w/ crmchese. In hurry. B there in 10. Possible?
Through a quick reply, Joe’s order is ready to go and he can speed through the drive through and grab his drink and bagel. It could even be carried one step further. You offer free Wi-Fi, customers sitting in your lounge or at some other place in the building could order their goods without having to stop what they are doing to go up to the counter. Through a simple exchange of information users can place their orders and be on their way, making life convenient for not only them, but also even yourself. Twitter could be effectively used to communicate various offers and happenings. Baking some fresh scones or muffins? Why not Tweet:
•Fresh scones/muffins in 20min, get em while they’re hot!
Or what about using Twitter to amass your followers for a huge meet-up. Offer some sort of event such as espresso tasting or live performances. The possibilities are endless.
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Create a Facebook fan page. This will allow you to connect with your customers. Journeys can find friends via collected email address and word-ofmouth. This page can be constantly updated with fresh content and create another tool to allow you to be involved in conversations. It can also be fully networked with most of the other recommendations. Every Facebook Page is a unique experience where users can become more deeply connected with Journeys. Users can express their support by adding themselves as a fan, writing on your Wall, uploading photos, and joining other fans in discussion groups. You can send updates to your fans regularly — or just with special news or offers. Add applications to your Page and engage your users with videos, reviews, flash content, and more. Creating a Facebook Page is easy and free. Your fans love you, and their friends will know it. When your fans interact with your Facebook Page, the actions they take are automatically generated into social stories. These stories are published to News Feed, which friends may see the next time they log into Facebook. The stories link back to your Facebook Page, inviting more people to interact with it, generating more social stories and driving even more traffic to your page. Think of it as word-of-mouth marketing, only completely free and happening online. You can increase the viral distribution of your Facebook Page with Facebook Social Ads. Create an ad creative and attach it to stories in News Feed or in the left-hand Ad Space. Social Ads increase the number of friends who will see the story when they visit Facebook, and you can also target the ads to specific demographics. Get valuable metrics about your presence and promotion on Facebook. With Facebook Insights, you have access to data on activity, fan demographics, ad
performance, and trends. With this information, you are better equipped to improve your custom content on Facebook and adjust your ad targeting. Facebook Insights is a free service for all Facebook Pages and Social Ads. Facebook’s robust database of authentic demographic information provides you with a deep understanding of exactly who is engaging with your business and how. From the performance of your social ads to the viral distribution rate of stories about your business, Facebook Insights helps you learn more about your target audience. This demographic information will be far more informative and useful than any Census data could provide, as it will cover many other facets of user’s behavior. Facebook Insights provides the necessary information to improve the content of your Facebook Pages and the performance of your Social Ads. Refine your Social Ad target demographics, budgets and creatives based on Insights data to increase traffic to your Facebook Page or website. Use the data to adjust the content of your Page and optimize for increased engagement with your customers and fans. Facebook Surf allows you to keep track of your potential customer base by closely monitoring the web pages they visit on a daily basis. A counter begins when a user enters your web page, and a notification pops up when the user leaves, alerting them that a story will be published in their news feed. No additional user action is needed for the story to be published. Facebook Surf uses the viral nature of the News Feed to spread the word about Journeys. All friends of the user will be able to see precisely how much time they spend browsing your webpage. Facebook Image Scan is an exciting new addition to the Facebook Business Solutions family. Using a sophisticated computer algorithm developed by Facebook, Image Scan is able to browse the images in a user’s photo album and identify brand markings and products with startling accuracy. For example, drinking out of a Journeys’ coffee cup. The users on Facebook already do an enormous
amount of promotion of your product in Photo Albums by being seen in photographs at Journeys or drinking from your cups. Facebook Image Scan simply intends to bring these promotions to light by tagging them in photos and providing pricing, as well as a link back to your page. In business, the customer is king, but that doesn’t mean they aren’t elusive. Facebook Locate utilizes cell phone and GPS technologies to literally locate a Facebook user’s exact location. The coordinates will be transmitted to the user’s News Feed, and a map of your location can be sent to the user’s phone. Since Journeys uses Wordpress for its blog and website, Facebook can integrate itself with the blog. There are a number of plug-ins for integrating your WordPress blog with your Facebook page: WP-FBConnect offers a way to integrate Facebook Connect with WordPress. This way, Journeys can use its Facebook login to leave comments, having them published to their feed, and have their Facebook avatar show up, with a Facebook designation, on their site. Sociable Facebook Connect — Sociable.es has a Facebook Connect plug-in that is frequently updated and offers other features, like the ability to add a box displaying recent visitors, commenters and friends. WPBook — WPBook does a few unique things, first, it lets you cross-post all of your blog content onto Facebook, which is great if you don’t already have that set-up. Second, it makes sure that comments published on one entry show up on the other. So if you have comments on both your Facebook Note and on your regular blog entry, everyone can see the comments at both places. This is great because it gets content out to more people, but will allow you to no have to track down multiple, separate conversations. Add Your Blog Feed allows your blog content to show up on Facebook, but does not display comments. It’s intended for TypePad users, but good for any blogging platform with RSS support.
Yelp is the ultimate city guide that taps into the community’s voice and reveals honest and current insights on local businesses and services on nearly everything. It is a fun and engaging place for passionate and opinionated influencers to share the experiences they’ve had with Journeys. Yelp is a fun and easy way to find, review and talk about what’s great about Journeys. It will also allow them to tell you what is not so great, which helps recognize concerns and problems that need to be addressed. It is fairly common knowledge that asking friends is the best way to find coffee shops. Yelp will make this process faster and easier by collecting and organizing friends’ and patrons recommendations in one convenient place. Essentially this is word-of mouth marketing - amplified.
TripAdvisor is the world’s largest travel community where users can get real information, advice, and opinions from Journeys’ Patrons. TripAdvisor is a place they can go for insights and tips, a place that is literally alive with experiences and opinions. It’s a place that feels like a local cyber neighborhood coffee shop, a café or pub. A friendly and relaxed community filled with unscripted and honest conversations between travelers. Although not as encompassing and well-known as Yelp or Urbanspoon, another profile on a review site will increase the amount of attention brought to the Journeys’ brand and increase is prevalence on search engines
Yelp has been striving to make life better for people who love to patronize great local businesses. Users find that discovering accurate information on local establishments is as much informative as it is entertaining. Urbanspoon is the world’s leading provider of time-critical dining data, a major division of a very important multi-national corporation, and an all-around big player in the multi-billion dollar restaurant and food service information industry. One of the most widely used restaurant iPhone applications is Urbanspoon. This application will pinpoint the user’s current location and recommend coffee shops and restaurants in the area they are near. Both of these food industry review sites provide searches organic results to real consumer reviews. These two sites are so prevalent that when a consumer searches on Google, they are often on the top of the search results.
Utilize MeetUp, the world’s largest network of local groups. Meetup makes it easy for anyone to organize a local group or find one of the thousands already meeting up face-to-face. More than 2,000 groups get together in local communities each day, each one with the goal of improving themselves or their communities. This tool could be utilized to gather crowds for various events, such as live performances, new menu item samplings, informative philanthropic meetings for new charities or various other events.
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Create a YouTube account. This will allow you to incorporate video into your social media strategy. Much like the blog, it will allow you to take your patrons behind the scenes, giving them a pass to a part of the shop that only insiders are allowed to go. You can provide various videos of latte art, performances and other social happenings. Then when you load these videos to your YouTube account, they can be imbedded into all of your other social marketing tools.
Create an E-Newsletter that explains the latest happenings, new menu items, entertainment news, recipe of the month and anything else you want to tell your patrons about what is happening with Journeys. This will also create a helpful tool to collect email addresses for future opportunities to connect with your patrons. E-Newsletters draw patrons into stores better than magazine and advertisements because they are current, relevant and to the point. They offer a great opportunity to send a value message to consumers who are already loyalists, and therefore more likely to react. They can also be useful to draw people to your other social networking tools. Inform them of all the new ways they can keep in contact and find more information about the information talked about in the letter.
Utilize Google Alerts. This tool can be used to listen to what is being said about Journeys, the website or even a barista. Even by just by setting up a Google Alert system with Journeys can bring priceless insight to the both positive and negative talk that is being said online about the shop. It is highly recommended that you utilize other search terms to gain insight in to the industry and what is happening all over the world. For example, lets say that there is scare with an ingredient used to make your drinks or food or a devastating storm that destroys coffee fields that will increase prices. Journeys will be able to identify these trends and take the proper communication protocol to effectively inform customers.
As noted throughout these social networking ideas, they are fully integrable. With simple links or applications on your blog, users can go easily navigate to each page or see updates from other social networking sites. It is important to note that collecting email addresses will be vital, as some patrons may be hesitant or unknowing to your new social networking opportunities. A simple box that lets users type in their email on the website will become an excellent collection tool. Another pertinent time to collect email addresses will be at the cafe. This can be done when you are ringing up the person’s beverage. As an incentive to give their email address, Journeys can offer a small rebate off their next purchase, which in turn will get them to come back again.
As mentioned earlier, Journeys’ customers range in ages. From high school students to the elderly, from commuters to churchgoers. A common misconception about social media is that it skews heavily to younger crowd, which isn’t entirely false, but easily misunderstood. Studies have recently shown that social media sites do remain most common among the young, nearly all of the recent growth on these sites has come from older people. Nearly 43% of 30-39 year-olds and 29% of 40-49 year-olds say that they use social media networking sites, whereas 70% of 18-29 year-olds use the sites, which has held steady for nearly a year.
When you collect the email address, enter it into a simple database with software like Microsoft Excelor the register operating system. When users sign up for each of these social networking sites, they are required to enter their email address. Now that you have their email address, you will be able to easily find them on each social networking tool. One thing that you must remember is that social media is not a set it and forget it media platform. By engaging yourself with your customers, you are inviting them into a conversation, which goes both ways. These social media platforms will be Journeys’ way of being invited into a conversation. If we research and strategize correctly, Journeys will be the cafe everyone wants to talk to and about.
It is also important to note that these older generation do not simply create a profile and never check it. When asked how often these different generations check these social media sites, 23% of the 18-29 year-olds said that they check these sites several times a day with 15% of the 30-49 year-olds; 16% of the 40-49 year-olds; and 14% of the 50+. These statistic obviously play an important part of Journeys’ social media strategy and should be taken into consideration on the type of information that defines the profile and the information posted on regular updates.
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research proposal background To explore the marketing opportunities that Journeys Coffee Shop has. Journeys is located in Bullock Creek, Michigan and serves a clientele in the surrounding areas including Midland. The shop is located inside of a church and generates business through this, but acts independently of the church. The current marketing problem lies in making the area aware of its presence and gaining/retaining new customers. Through the use of free promotional items Journeys will be able to gain a better understanding the demographic characteristics of its customer base and understand the most efficient methods of communication to retain a steady customer base.
purpose of the research The question that we are trying to answer is:
“Who comes to Journeys?”
The objectives of our research can be identified by asking the following questions: How did you hear about Journeys? How often do you come to Journeys? What types of coffee beverages do you drink? What types of other beverages do you drink? What times of the day are you most likely to drink coffee? What other coffee shops do you patron? What makes a good coffee shop? Do you eat scones, muffins, etc.? Are healthy options important in your decision? Are you a member of the church’s congregation? If not, what church do you attend? Age? Hometown? Distance commute to work? Average time it takes to get to work? What forms of social media do you use? Twitter, Myspace, Facebook, Youtube, Yelp, Urbanspoon, etc. Will you come back to Journeys for more coffee needs? How often do you travel on Poseyville Road? What other offerings would you like to see at Journeys?
methodology secondary research plan
Secondary research should be conducted on other local coffee shops. Careful examination should be conducted on their current offerings, specials, communication methods, communication channels and communication voice/message. It can be done by visiting the shop and observing their menus and patrons and then looking at any marketing efforts they participate in.
exploratory research plan
Through the use of sales database research which drinks and other items have been the most popular. This information can be cross tabulated to include the time of day the items were purchased. For example, more coffee drinks in the morning and more smoothies at lunch. This will reveal the most popular free items to give away and the best opportunity to receive the most and best responses to other research methods. Also conducting informal interviews with customers on what their favorite types of drinks are, how they heard about Journeys and other conversational type questions that will reveal valuable insights into who patrons Journeys. This information should be recorded in a database in a short note form for later reference.
primary research plan
Aformalsurveywillbeconductedtopatronswhocomeandvisittheshop.ThesurveywillbeshortandallowJourneystogaininsightontheirpatrons.Sincemanydrinkstakealittletimeto make, respondents can complete a short survey in this time. It will be representative of the questions asked in Section 2. ThesurveysamplewillconsistoftheremainingJourneyto1,000patrons.Consideringtherearecurrentlysevenopportunitieslisted,andfouropportunitiesremain,thatleavesapproximately 541 free drinks left; if the remaining weeks obtained approximately 143 free drinks. More surveys could be acquired through further promotions or in distribution to all customers. Data will be gathered from the information received in the completed survey. Thedatathathasbeengatheredwillbeenteredintostatisticalanalysissoftware.Statisticalhypothesistestingwillbeconductedontheinformationthatwereceive,andbaseourresearch findings on that information.
deliverables With the information gathered from the statistical data analysis we will be able to answer our question of who comes to Journeys. This information will include who they are along with key details on how to reach them in the most efficient manner possible.
scope What is included in this projectâ€™s scope will be who comes to Journeys. This information will include key demographic features of customers, key travel features and communications methods. The scope also features what offerings customers are pleased with and what they want to see in the future. It will effectively measure the promotional tools currently in use and ways to improve and modify them for future offerings.
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timelines and budget This research will be conducted over the period of the Journey to 1,000 promotional offering. As this schedule is tentative, the research period deadline will also be tentative. During this time, periodic entries into statistical analysis software can be done and analyzed through cross tabulations to obtain at-a-glance views on research results.
sample survey questions The follow questions represent sample questions that could be used on the survey:
Age: Residence: Email: Congregation Member? How did you hear about Journeys? How many times have you come to Journeys in the past month? Favorite type of drink? What part of the day do you drink the most coffee? How many coffee drinks do you have a day? What other coffee shops do you go to? Have you eaten a bakery product from Journeys How far do you commute to work Is Journeyâ€™s on your way to work, daycare etc? What forms of social media do you use? Is there anything else you would like Journeys to offer?
design, media and the future
Recent developments in Journeysâ€™ business model have given way to a new store opening in Downtown Midland, near Main Street. Although it is never a good idea to stop marketing communications, it may be a good idea to step back and come to a realization of where Journeysâ€™ would like to position itself in the mind of consumers. Although Journeys is a separate entity of the Messiah Lutheran Church, its current branding and positioning is still essentially tied to the church. With this new location it will be important to decide whether it will carry this message. The current business model and product offering will carry a broader range of services. One product currently under consideration is having a beer and wine menu, which was even suggested by the Pastor of the church. This offering will have to be given careful consideration how it is communicated to target markets. Clearly it will not be advertised on childrenâ€™s menus at local restaurants, but what about other forms of media such as Review Magazine or Tri-City Magazine? The church bulletin is currently an effective means of bringing people to the cafe located inside of the church, but what about to the new location? Early conversation led to and idea of redesigning the logo of Journeys. Consideration will have to be made on how this design will reflect its current offerings, location, brand and positioning to what it will want to accomplish in the future. Will it still carry the traditional compass? Will we move towards something more coffee oriented? Will it tie more into the City of Midland? Each of these questions, and many more, must be taken into consideration before a complete redesign takes place. Do not forget that it will also be necessary to change all of the current communication channels to the new logo. Some of these include the signs, cups and other advertisements in circulation, which will take a serious monetary investment. The competitive environment will also need serious consideration. The direct competition is obviously Espresso Milano. To keep their current standing as the only coffee shop in the downtown area, it must be expected that they will increase their marketing communications. It will be necessary for Journeys to anticipate this, but what type of communication will they be using? Will they be direct and come out with competitive advertisements like the Apple versus PC advertisements? Will they taught their current offerings? Will these current offerings they are taughting be in line with what your communications will be? Because remember, you both offer coffee so your competitive strategies will be very similar and it will be important to be an early adopter of any messages you want to say because it is not necessarily who offers it best, it is who says it first. Then it will also be important to take into consideration the secondary or indirect competitors of your food and alcohol offerings. Each of these, and many more, marketing communication scenarios will play an integral role in the success of Journeys. How will you use them to become and market leader and differentiate yourself as the premier cafe in Midland?
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The Hello Sushi project came to me one day while I was sitting at my desk at school. I was craving sushi, and looking for a local sushi restaurant in the area. In the Tri-City area there are only three traditional sushi restaurants, with two of them being a chain and the other, Hello Sushi. After I Googled various keywords I came upon a yellow page listing for Hello Sushi. There were no other forms of marketing. So I decided to give the restaurant a try, fell in love with it and wanted to tell the Tri-City area how great my experience was. When I wasnâ€™t working, I thought of various ways that Hello Sushi could promote themselves. The following pages illustrate those ideas with creative concepts. This project never came to life, but does highlight various ideas a company in the food industry could use to promote themselves.
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Before we begin, I am sure there is one nagging question going through your head, “The country is in a recession, how can I be expected to launch an integrated marketing campaign?” This campaign explores multiple facets of marketing and advertising, focusing primarily on digital. During the times of a recession it is essential to innovate. While others are cutting their marketing budgets, Hello Sushi is gaining an extraordinary time to promote their brand and product. Great leaders and the organization’s they lead translate moments of uncertainty into moments of opportunity in which to not only streamline operations, but also to innovate. Economic downturns make innovation not only more important, but one could argue, that the process of innovation is actually easier to manage and much more cost effective during economic downturns. More importantly, the products of innovation are more valuable during tough times. As we enter this period of economic turbulence, the question is not whether or not to innovate - the question is how to innovate. There is no better time to widen the gap between the competition.
n a l p g n i A market
During difficult economic times, market needs are more exposed than they are during an economic boom; when the market is saturated with everyone’s “great idea” - many of which are chasing needs that have already been satisfied. When markets turn south, it’s easier to discern what the market needs precisely because the market is thinking more about what it needs and why it needs it. Consumers are simply more thoughtful, more aware, and more focused during economic downturns. Like innovators before us, use this time to be aware of the market, not afraid of it. The greatest mistake many companies, especially restaurants, make during turbulent times is that they quit listening to the market. They pull back on communications precisely at the moment when the market is speaking most loudly. Now is the time to listen to customers. Now is the time to get out into the market and identify those elusive unarticulated needs Hello Sushi has been searching for. Listen to the market. It’s speaking. Invest in customers. Now they need you most. Loyalty hangs in the balance. Downturns provide the opportunity to strengthen relationships with customers thereby improving customer loyalty. At a time when consumer sentiment is at an all-time low, rather than reduce customer service, use this time to get closer to customers, connect with them on a deeper level, and show them what’s possible – what the future will hold.
Communications and promotions are not only required to remain relevant, they are signs of hope to employees and to customers that Hello Sushi and its brand are valuable in their lives. During these times, remember that customers are just as worried. Hello Sushi must stay close to them. By helping them get what they want, they will maintain recall and recognition over the long haul; they will continue to open their wallets. It is important to remember that rather than reducing prices, offering more value to customers is far more important; they are looking for more bang for their buck. During difficult economic times, consumers use greater discretion in making purchasing decisions. Every dollar matters and therefore every decision a customer makes is
? w o n t h rig
marketing opportunities. The key is to stay the course of strategy. Now is the time to unleash corporate creativity. The greatest mistake Hello Sushi can make is to mortgage the future by failing to innovate. Remember: one doesn’t need a lot of money to think, but one does need time. Rather than eliminate spending on marketing, now is the time for Hello Sushi to get creative. Creativity doesn’t require a big budget. Ideas are cheap. Communicating value can be less costly by getting creative in your communications with customers. Imagine there is no marketing budget, what would you do? If you are already in the process of tightening your belt anyway, you might as well consider investing in a new pair of pants. This is where the following marketing plan comes in to the game.
examined more closely. If the service isn’t extraordinary, customers will be more likely to delay purchasing it. And, as every great salesman knows, time kills all deals. Given the scrutiny that customers place on decision-making in turbulent times, the knee-jerk reaction among some restaurants is to reduce price. However, before one reduces price, they must consider how hard they’ve worked to get to that price. Moreover, consider how much time and effort has been invested into getting Hello Sushi to where it’s at. Certainly sales are hurting, but there is something much more valuable at stake, the Hello Sushi brand. Brands are sacred and, in the absence of innovation, standalone price reductions can wreak havoc on a brand. In some cases, price reductions in the absence of innovation have led to the implosion of restaurants. However, price reductions do more than compromise earnings. They compromise customers’ perceived value of the products, services and brand, which ultimately affects the longterm equity of the brand. Therefore, rather than look to price reductions, add greater value to customers. Extend them better terms. Improve the purchasing process. Get products to them more quickly. Increase cooperative marketing activities. This is where increasing communication with customers becomes vital. In addition to staying close to customers, use this time to increase communications with them. In times of trouble, the worst thing anyone can do is to hide. From a marketing perspective, this involves cutting back communications. Now is the time to grab market share. Downturns provide the opportunity to widen the gap between competition. While others cower, now is the time to grab market share. Rather than compromise the integrity and quality of Hello Sushi’s product, service or brand by paring back ingredients, eliminating features, or stripping it to its most basic offering, consider using this time to improve the quality of products, invest in new
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executive summary The beauty of sushi is that all of the elements are harmoniously at work to create the experience, the taste and the presentation. Marketing is the same way. The proposed plan is a complete and integrated campaign for Hello Sushi in Saginaw, Michigan. This plan encompasses a full spectrum of marketing tools that highlight the recent trends in social marketing. While not all proposed ideas are social marketing tools, each do in fact drive the social environment. This plan encompasses a redesigned logo that transposes and integrates itself fully to create a seamless transition between each piece. From the new website to online social networks, outdoor, direct mail and packaging, everything carries the same message, Grab Life. Thorough research concludes that the proposed target market, Generation Y, will fully appreciate and utilize these tools to increase sales and patronage to the restaurant. This plan does not segregate to just Generation Y. It will also transcend to various other proposed demographic and psychographic segments described within.
introduction It takes more for a restaurant to be successful than knowing how to prepare the most elegant and beautiful entrees. Although craft, skill and creativity do play an important role, the make-or-break aspect of your brand is how you are going to be able to position and market it in the 21st century; to create your niche and unique selling proposition. Having nearly six years of experience in the restaurant business and knowledge of the inner workings, I come to expect great food, great service and a memorable atmosphere. The Tri-Cities, including Saginaw, Bay City and Midland, is a relatively small area with lack of eclectic selection in terms of restaurants, besides the normal franchise chains. This creates an immense opportunity for a small, privately owned restaurant to create its niche and grow profitable.
knowledgeable and more than willing to explain each item. Chefs demonstrate preparation techniques and offer insight into traditional and modern takes on the whole experience. The atmosphere of the restaurant is quiet and clean, demonstrated by a primarily white setting and minimal décor. This campaign is integrated along the tagline “Grab Life.” This tagline was derived from the fact that sushi is fresh. When a person thinks about fresh fish they imagine it being plucked directly from the sea. Though the fish used for sushi has met its ultimate demise, the Grab Life idea illustrates that it was recently caught and prepared. Another idea behind this tagline is that many critics of sushi complain about the texture. Needless to say, since it is raw, one could imagine taking a bite out of a live fish and getting the same texture.
Though there are a plethora of all-you-can eat Chinese and Japanese restaurants in this area, there is only one direct competitor, Genji. Genji offers consumers a fine dining Japanese type eating experience with a twist. Their unique selling proposition or main attraction is their Grill Chefs. These Chefs operate stations where patrons are seated around a large flat grill, many times with complete strangers. The Chef then dazzles patrons with their skillful utensil handling, often tossing the food in the air, emblazing the grill, dancing around and engaging patrons in the cooking experience. Their sushi area is tucked in a back corner, separated from the often loud main dining area. This area is complete with seating that encompasses a sushi bar, intimate and party seating. They offer skilled Sushi Chefs who prepare immaculate entrees in a traditional Japanese manner. Where Hello Sushi distinguishes itself and creates a niche is by offering a smaller dining area with a cynosure solely on traditional Japanese dining. Their menu focuses primarily on sushi and the various types with hors d’ oeuvre’s from a traditional Japanese style that compliment each entrée. Their small dining room allows patrons to obtain a full, immersive dining experience. Staff is
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jefferey scott, president of integrated account services at campbell-ewald suggests:
• They are kids, not miniature adults. You have to have fun and really entertain them;
forms the foundations of that other great tenet of youth marketing: trust.
DON’T BE DULL.
• They have high ideals and want to do something important, they want to stand for something, they believe in the power of collective action, and want you to do the right thing as a company
Generation Y has unprecedented access to product information. Looking for the scoop about a digital camera? Type the brand and model into Google and you’ll be inundated with blogs and reviews. Buying a first car? Go to one of countless auto-enthusiast message boards and you’ll have enough reading material to last you for weeks. Looking for a great restaurant for you and your friends to dine in? You get the idea.
Youth increasingly seek out companies and brands that display a set of core values similar to their own world view. When GAP were rustled for their tenuous connections with child labour in India, their sales plummeted. Similarly, Starbucks is on the defensive with its fair trade policy and now actively fighting back with a “follow the bean” campaign to demonstrate ethical core values at the heart of the organization.
• They value education, love the notion of education and want the best and the most education. You can use this to feed them information and help them feel smarter about the decisions they are making, but you can’t lie to them because they are adept researchers. • Have a strong moral compass, they admire honesty and integrity and they want total integrity. If you stand for something against what they believe, or what they perceive as phony, they won’t buy. • They are incredibly optimistic; they believe that they can have it all and that everything is possible. The world is not win or lose nor a zero sum game to them. Proceed with full optimism and not doom and gloom. • They are determined to get where they are going fast and will not wait around. They have high expectations and think they will get them fast, you need to play in to their need for speed. • They are absolutely color blind and embrace diversity, they want to see their world through your advertising. • They know they are being marketed to. They are the most media saturated market. They want you to know they know and that they don’t mind, and they are not bothered by the media that surround popular culture. You have to be totally transparent and be honest that you are selling them something. Do not pretend to be part of their group by using jargon and attitude.
Gone are the days when you would pick up a magazine and read a professional review column, thinking it was the be-all-end-all say on a product. These days, people are putting their trust in blogs, choosing peer opinion versus expert opinion. Generation Y has extremely fine-tuned bull shit detectors, if they think something is even remotely fake, it probably is. For brands trying to infiltrate Generation Y and its media, the key factor is, and has always been, sincerity. Marketing is no longer something you do to youth, but something you do with them. Step out the ivory tower a minute, forget direct marketing or social media and take a look at the world of the young consumer and, importantly, what works. Take a look at what youth are actually saying about your brand and marketing. Engaging youth is no longer about short term, but a focus on long term creation. Think long term, think organic, think partnership; make youth feel significant, make them feel they belong, welcome to partnership marketing. Believe it or not but “good customer service” consistently features near or at the top when youth are asked what they want. Furthermore, it’s the difference between youth churning from one company’s marketing to the next, as customer service
If you want to engage youth, you need to become part of their universe. The days when you could simply sponsor an event and achieve buy-in are long gone because the market has moved on. Event creation lies at the heart of the most savvy of youth brands. Red Bull, Jones Soda, Boost Mobile and Nike are all event creators. Each is a market strategy brimming with viral potential and long term touchpoints that expose short term campaigns for what they are, small caffeinated spikes in attention that soon die off. Events not only create the peer group stars of tomorrow (think Nike & Air Jordan) but they also offer bags of Social Utility to youth and help companies build tightly defined loyal customers.
target market segments Segmenting one group of consumers to target this campaign is extremely difficult. Sushi consumers cover a large area of diverse and densely populated groups. Hello Sushi’s location places it in the heart of the shopping and business sector of Saginaw. It is also located relatively close to two college campuses. This opens the door for a multitude of new customers. The following represents a few primary psychographic trends of sushi connoisseurs:
The Sushi Lover: People who want to eat sushi for breakfast, lunch and dinner. They simply can’t get enough of it. The Health Conscious: This includes anyone who has committed to a healthy diet. The Student: More and more young people have developed healthy eating habits. The appeal to sushi is that it can be obtained and eaten quickly, while offering a healthy alternative and change of scenery from cafeteria and mass marketed food chains. The Shopper: The avid shopper who frequents the mall with a, “shop till you drop,” mentality. The key is to bring them into the restaurant when they are ready to drop. The Social Butterfly: The type of restaurant goers who eats with large groups of people to experience and enjoy the history and culture of ethnic cuisine. The Curious and Open-Minded: The “if you try it, you will like it,” type of people. Through marketing, publicity and word-of-mouth, these people seek out new experiences. Realistically an integrated marketing campaign can not target everyone. For it to be effective it has to be focused and not completely scatter-brained. However, this does not mean it can not appeal to everyone. The previously mentioned psychographic descriptions cover a broad range of ages and demographic factors. The creative ideas that follow this section appropriate themselves to play off this idea.
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website The redesign of the website is the most crucial aspect of this campaign. The newly created website will be the driving force of communication to all other forms of media. The layout of the interface is neat and clean, maintaining the continuity of the rest of the campaign. The following describes the user interface and how it will play out. When the user first goes to website it will appear white for a brief moment. The redesigned logo will slide across the screen from left to right. When the logo stops the two chopsticks will wave at the user. Then entering from the left will be a rolled up bamboo sushi mat. The mat will unroll and the text for each item will bounce off the mat to add visual appeal. Each of these effects will happen rather quickly to not keep the user waiting.
After the flash interface has played out, the chopsticks will then become the cursor. The user will be able to maneuver the chopsticks as they would a cursor. When the user clicks a link on the bamboo mat, on the left hand side, the chopstick will pick up the word, giving it an almost three dimensional look. The rest of the links will then disappear. The chosen link will rise to the top with the sub-links panning down. In the example illustrated on the right, you can see the user selected Nigiri Sushi, which was at the bottom. In the second frame, you can see that it rose to the top with the sublinks displayed below it.
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The first frame on the following pages illustrates what happens when a user chooses a sublink, in this case Saki. A bamboo mat, similar to the side bar, unrolls and the elements of that specific type of sushi appear in their rawest form, in this case seaweed, salmon, avocado, rice plants, and a chili pepper. These elements in their live, natural form continue to play off the tagline Grab Life. When a user wants to know more about each of the items they can then select a specific item. As illustrated in the picture on the following page, the user has selected the salmon. When the user grabs the salmon, it moves down next to the bamboo mat, with a text box appear next to it. Inside the text box is a sample of the history of using salmon, types of salmon used and how it is prepared. The final page (next page) illustrates the connect portion of the webpage. This link is critical to the entire social marketing plan that is described in the following section. Logos are displayed on the bamboo mat side bar, and are direct links to Hello Sushiâ€™s pages at the sites. In the center is the collection tool for email addresses. The entered email address will be collected in a database and utilized in the social marketing plan.
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Hello Sushi’s possibilities and opportunities in the social networking and digital atmosphere are nearly endless. With the countless numbers of tools available for companies, Hello Sushi’s marketing needs to not only inform patrons but also engage them through integrated and immersive techniques. Typically when a customer enjoys a dining experience, they become repeat customers. When that same person comes back to the restaurant, meets the owner and creates a connection, they become a patron, thus increasing their loyalty. This loyalty creates a sense of belonging to the patron, when they feel this connection they make it a point to refer to the restaurant, promote the restaurant and connect their experiences with others. This creates a word-of-mouth buzz surrounding the restaurant, leading to not only new customer opportunities, but also a nearly free marketing tool. This is where social marketing steps into the arena. The relatively inexpensive tool allows Hello Sushi to become closer to their customers through conversing and connecting. Once a restaurant realizes who their customers are; their motivations; preferences and types, social media creates a tool that allows casual customers to become brand ambassadors. With the groups previously defined, and the ever expanding digital atmosphere, all the above mentioned groups will find the appeal of this social marketing plan. The social arena also integrates perfectly into the Grab Life tagline by connecting on social scale involving patron’s lives. The following explores multiple social media types and opportunities that will allow Hello Sushi to optimize a complete, engaging and most importantly, integrated social marketing campaign. Many are obtainable from the multitude of mobile devices which will allow people on the move to find information and choose Hello Sushi as their dining destination. The following showcases multiple opportunities that can be utlized by Hello Sushi:
Register Hello Sushi on Yelp.com, Urbanspoon.com and TripAdvisor.com. Each of these three websites allows customers to view your profile for more information and post reviews of their experience. This will allow curious firsttimers searching for a new dining experience to discover Hello Sushi and also allow you to effectively target local customers
Yelp is the fun and easy way to find, review and talk about what’s great about your restaurant. It will also allow them to tell you what is not so great, which helps recognize concerns and problems that need to be addressed. It is the ultimate city guide that taps into the community’s voice and reveals honest and current insights on local businesses and services on nearly everything. It is also a fun and engaging place for passionate and opinionated influencers to share the experiences they’ve had with Hello Sushi. It is fairly common knowledge asking friends is the best way to find restaurants. Yelp will make this process faster and easier by collecting and organizing friends’ recommendations in one convenient place. Essentially this is word-of mouth marketing - amplified. Yelp has been striving to make life better for people who love to patronize great local businesses. Users find that discovering accurate information on local establishments entertaining.
Urbanspoon is the world’s leading provider of time-critical dining data, a major division of a very important multi-national corporation, and an all-around big player in the multi-billion dollar restaurant information industry.
TripAdvisor is the world’s largest travel community where users can get real information, advice, and opinions from Hello Sushi Patrons. TripAdvisor is a place they can go for insights and tips, a place that is literally alive with experiences and opinions. It’s a place that feels like a local neighborhood coffee shop, a café, a pub. A friendly and relaxed community filled with unscripted and honest conversations between travelers.
Sign up for a Twitter account. This will allow you to create a Twitter profile explaining your business. You can utilize this free tool to create promotional giveaways, specials and announcements, an excellent alternative to mass mailing. It will also
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allow you and your followers to listen to and converse with your customers and potential customers. Twitter is a real-time short messaging service that works over multiple networks and devices.In countries all around the world, people follow the sources most relevant to them and access information via Twitter as it happens—from breaking world news to updates from friends. Simplicity has played an important role in Twitter’s success. People are eager to connect with others and Twitter makes that simple. Twitter asks one question, “What are you doing?” Answers must be under 140 characters in length and can be sent via mobile texting, instant message, or the web. Twitter solves information overload by changing expectations traditionally associated with online communication. It is ambient with updates floating to phones, IM’s, and/or web sites. The result of using Twitter to stay connected with patrons and friends is that you have a sense of what they are up to. This means you can step in and out of the flow of information as it suits you and it never queues up with increasing demand of your attention.
Utilize MeetUp. Meetup is the world’s largest network of local groups. Meetup makes it easy for anyone to organize a local group or find one of the thousands already meeting up face-to-face. More than 2,000 groups get together in local communities each day, each one with the goal of improving themselves or their communities. This tool could be utilized to gather crowds for a sushi eating event, such as new menu items, or even for sushi preparation and training.
mouth. This page can be constantly updated with fresh content and create another tool to allow you to be involved in conversations. It can also be fully networked with most of the other recommendations. Create a blog. This is a great tool to bring customers into the restaurant and kitchen. It will allow them to go behind the scenes of the inner workings and employee mindsets, making patrons feel like a part of the business. Hello Sushi can create updates with information about recipes, employee profiles, and kitchen tips and tricks. This will break down the wall between the kitchen and the dining room. Remember, customers want to be a part of something more than just a meal, they want to feel like they belong and a blog can be that tool. It can even be networked to your Twitter account
Create an E-Newsletter that explains the latest happenings, new menu items, entertainment news, recipe of the month and anything else you want to tell your patrons about what is happening with Hello Sushi. This will also create a helpful tool to collect email addresses for future opportunities to connect with your patrons. E-Newsletters draws patrons into stores better than magazine and advertisements because they are current, relevant and to the point. They offer a great opportunity to send a value message to consumers who are already loyalists, and therefore more likely to react
Create a Facebook fan page. This will allow you to connect with your customers. Hello Sushi can find friends via collected email address and word-of-
about facebook Every Facebook Page is a unique experience where users can become more deeply connected with Hello Sushi. Users can express their support by adding themselves as a fan, writing on your Wall, uploading photos, and joining other fans in discussion groups. You can send updates to your fans regularly — or just with special news or offers. Add applications to your Page and engage your users with videos, reviews, flash content, and more. Creating a Facebook Page is easy and free. Your fans love you, and their friends will know it. When your fans interact with your Facebook Page, the actions they take are automatically generated into social stories. These stories are published to News Feed, which friends may see the next time they log into Facebook. The stories link back to your Facebook Page, inviting more people to interact with it, which generates more social stories and drives even more traffic to your Page. Think of it as word-of-mouth marketing, only completely free and happening online.
get even more distribution with facebook social ads You can increase the viral distribution of your Facebook Page with Facebook Social Ads. Create an ad creative and attach it to stories in News Feed or in the left-hand Ad Space. Social Ads increase the number of friends who will see the story when they visit Facebook, and you can also target the ads to specific demographics. Create a Facebook Page and get started with Facebook Social Ads.
get meaningful statistics Get valuable metrics about your presence and promotion on Facebook. With Facebook Insights, you have access to data on activity, fan demographics, ad performance, and trends. With this information, you are better equipped to improve your custom content on Facebook and adjust your ad targeting. Facebook Insights is a free service for all Facebook Pages and Social Ads.
rely on authentic demographic data Facebook’s robust database of authentic demographic information provides you with a deep understanding of exactly who is engaging with your business and how. From the performance of your social ads to the viral distribution rate of stories about your business, Facebook Insights helps you learn more about your target audience.
make informed decisions Facebook Insights provides the necessary information to improve the content of your Facebook Pages and the performance of your Social Ads. Refine your Social Ad target demographics, budgets and creatives based on Insights data to increase traffic to your Facebook Page or website. Use the data to adjust the content of your Page and optimize for increased engagement with your customers and fans.
promote your business in a fun way Facebook Surf allows you to keep track of your potential customer base by closely monitoring the web pages they visit on a daily basis. A counter begins when a user enters your web page, and a notification pops up when the user leaves, alerting them that a story will be published in their
news feed. No additional user action is needed for the story to be published. Facebook Surf uses the viral nature of the News Feed to spread the word about Hello Sushi. All friends of the user will be able to see precisely how much time he spends browsing your webpage.
facebook image scan Facebook Image Scan is an exciting new addition to the Facebook Business Solutions family. Using a sophisticated computer algorithm developed by Facebook, Image Scan is able to browse the images in a user’s photo album and identify brand markings and products with startling accuracy. For example, eating sushi at Hello Sushi. The users on Facebook already do an enormous amount of promotion of your product in Photo Albums, by being seen in photographs eating your food. Facebook Image Scan simply intends to bring these promotions to light by tagging them in photos and providing pricing, as well as a link back to your page.
keep close tabs on your customers In business, the customer is king, but that doesn’t mean they aren’t elusive. Facebook Locate utilizes cell phone and GPS technologies to literally locate a Facebook user’s exact location. The coordinates will be transmitted to the user’s News Feed, and a map of your nearest physical store location will be texted to the user’s phone.
the potential of the news feed Because the user’s location is published in their News Feed, it opens up a wealth of possibility for the user’s Facebook friends. Due to the viral nature of the News Feed, friends will be able to keep abreast
of the user’s location, and in turn, store locations they are near. The potential for group meeting and mass group purchases at your store is quite exhilarating for your business.
Similar to Facebook is Myspace. Although not completely necessary, Hello Sushi can create an account here and keep patrons informed and engage in conversations and comments.
Create a YouTube account. This will allow you to incorporate video into your social media strategy. Much like the blog, it will allow you to take your patrons behind the scenes, giving them a pass to a part of the restaurant that only insiders are allowed to go. You can provide quick tips, how-to’s from the Chef and the whole dining experience. Then when you load these videos to your YouTube account, they can be imbedded into all of your other social marketing tools.
Utilize Google Alerts. This tool can be used to listen to what is being said about Hello Sushi, the website or even a chef. Even by just by setting up a Google Alert system with just Hello Sushi can bring priceless insight to the both positive and negative talk that is being said online about Hello Sushi. It is highly recommended that you utilize other search terms to gain insight in to the industry and what is happening all over the world. For example, lets say that there is a salmonella scare from a popular fish distributor. Although Hello Sushi may not use them,
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you can communicate to concerned patrons, via your new Blog, Twitter account, Newsletter, Facebook, Myspace, YouTube, Social Calendars, etc., that they are free from harm. As noted throughout these social networking ideas, they are fully integrated. With simple links on your newly designed website, users can go to each page. It is important to note that collecting email address will be vital, as some patrons may be hesitant or unknowing to your new social networking opportunities. A simple box that lets users type in their email on the website will become an excellent collection tool. Another pertinent time to collect email addresses will be at the restaurant. This can be done by putting a line on the customerâ€™s check that they can simply fill in. As an incentive to give their email address, Hello Sushi can offer a small rebate off their next purchase, which in turn will get them to come back again. When you collect the email address, enter it into a simple database with software like Microsoft Excel. When users sign up for each of these social networking sites, they are required to enter their email address. Now that you have their email address, you will be able to easily find them on each social networking tool. It seems that they key idea behind all of this is that no one else in the Tri-Cities is promoting themselves in such a fashion. Granted this could be seen as a negative side effect and many people could disregard Saginaw as a destination point. Mostly, it provides people who already live in the area and people who already plan to visit the area. These social marketing techniques are not being utilized and can offer groundbreaking results in a not-so-groundbreaking media platform. When searching on review sites for restaurants in the area, most customers will find that Hello Sushi is the only restaurant reviewed, or even to have a profile. A popular site, www.celebritysushi.net/blog, portrays just that. It gives a basic idea that all over the media celebrities are seen at various sushi establishments,
granted all over the world, but none-the-less they are eating sushi. Sushi is known as a healthy alternative. Therefore this generation sees beautiful and fit celebrities eating healthy sushi. They also view sushi as a sort of â€œrisk-factorâ€? due to the raw fish. This plays into the whole rebellious teen idea. The social factor of sushi is also an important role. Dining at an American Sushi restaurant can be seen as a social event. Many patrons come with a large group of people and order copious amounts of various sushi types. They then sit their, comment on the texture, taste, ingredients while laughing and having a good time. Which fits perfectly with the whole social campaign. All of the ideas recommended would allow you to infiltrate their social lives and portray yourself as an extension to this social arena by giving patrons a social place to dine. The main point with all of these tools is that they are free. Hello Sushi will not have to pay a cent to sign up and implement these marketing strategies. These strategies are an excellent way to step into the 21st century, and with a little imagination and creativity, Hello Sushi will be able to connect with their customer base.
outdoor/ambient The Tri-City area has many opportunities for utilizing this outdoor advertising. The major I-75 and I-675 routes are high traffic areas that maintain an excellent opportunity for a local business. Outdoor has always been one of the most effective means of advertising money can buy. And it’s even more important to rely on outdoor advertising today as American consumers spend more time with outdoor than watching television, reading the paper or listening to the radio. The one advertisement that they are guaranteed to see is outdoor advertising. When they are driving, they are outdoor’s captive audience.
outdoor advertising is smart because it • Costs less than other forms of advertising. • Targets today’s highly mobile consumer. • Offers competitive reach as compared to other media venues. • Presents creative designs that can create market awareness and name recognition. • Has the audience that television, newspaper and radio must first build.
outdoor research • 15. The number of hours people spend per week in a car. • 2 out of 5 in-car consumers make the decision to shop on the way home. • 49% of the U.S. population notice directional billboards. • 48% of Americans did not pick up a newspaper yesterday. • 1 out of 4 Americans have not watched the evening news in the past week. The main point to understand is that the advertisements not only have to be creative and eye catching, but also maintain the continuity of the scope of the entire integrated campaign. The designed billboards maintain continuity by utilizing the redesigned logo, effective use of white space and same headline. The first billboard designed is simple and direct. It showcases the name of the restaurant, the tagline “Grab Life” and the rest whitespace. What will make this billboard stand out and catch the eyes of consumers is the use of 3-dimensional objects for the chopsticks. In the logo we will use actual pieces of wood, or other objects that will withstand the elements, but allow for easy fastening as mandated by the manufacturer and owner of the billboard. These chopsticks will protrude from the sign and extend downward past the actual sign. Grasped by the chopsticks will also be the word, “Saginaw.” The second billboard utilizes the same ideas as the first billboard. It will be simple and direct, showcasing the name of the restaurant, tagline, whitespace and 3-dimensional chopsticks. Where it differs, is in the positioning of the chopsticks. They will be facing upwards, with the grasping end pointing to the sky. Instead of grasping the words, “Saginaw,” they will be holding different objects. These objects could range from many things such as a bird, airplane, car, people, etc. This further exemplifies the idea of grabbing life.
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to-go packaging Another idea created for this campaign is a re-design of the takeout packaging. Through my observational studies, I noticed many customers come in for takeout sushi. There were two major types of people I noticed who were participating in this. The first was the person on their lunch, looking for a quick sushi takeout. A few customers were even ordering larger portions for many people in the office. The next type were various groups of younger kids. When they walked in they were laughing and having a good time. Two separate groups came in and I overheard them talking about how they were taking it to a party for the guests. A couple of other instances involved couples walking in and talking about their picnic date, and how they were excited to eat the sushi in the park. The current packaging is simple carryout Styrofoam, nondistinctive to the restaurant. Even the plastic bags used to hold them are the common â€œThank Youâ€? bags used by everyone. The proposed packaging is simple, yet elegant and maintains the continuity of all other pieces. It is meant to be a standalone piece, meaning it would not require a bag. Chopsticks are used for handles, being held up by two flaps with holes in them. Since the products that will be held inside are very light, the concern of them tearing or breaking is nonexistent. The container is a box with a cut down the middle where it folds apart. Wrapped around the box is a white sleeve to hold the box together. This sleeve will have the logo and address of Hello Sushi. When the user is ready to open the box, they remove the chopsticks and fold the flaps down. They can then slide the sleeve off and open the box. The inside of the box will be separated down the middle, the long way of the rectangle. The top portion will have three small compartments that will hold packet(s) of soy sauce, wasabi and pickled ginger. Next to those three compartments will be three long and thin compartments. One will hold the chopsticks used to eat the sushi and the second will hold rolled up napkins. The third one will hold a piece of marketing that could show a takeout menu, business card, etc.
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George B. Jacob
Trained as an intern at the Smithsonian, educated at the Birla Institute of Technology & Science formerly under the MITFord Foundation collaboration, University of Toronto and Yale School of Management on full scholarships, George Jacob is a museum design-build professional with over 22 years of experience. A Canadian Commonwealth Fellow, he was the founding Director of the $30 million NASA funded astronomy center and the former Vice President of Oregon Museum of Science & Industry. He enjoys painting as a hobby and frequently exhibits his diverse impressionist works to international audiences. My first encounter with George was during a presentation he was giving in my Advertising Research class. He was giving information about the company he worked for, Design Craftsmen, and was presenting pictures and information about the museums and clients he has worked with. A couple days after his presentation I saw him at a local pub having lunch. We were both sitting by ourselves so I walked over to him and asked if he remembered me and if he would like some company. We talked about advertising, marketing and global politics. Near the end of the conversation, I asked him what the purpose of his presentation was, although it was great, it wasnâ€™t really relevant to the topic at hand. He said that he was looking for young students to work with him on various design and marketing activities. Since then we have become best friends and I am his go-to-guy for any marketing or design activities. Later I started working with him on his magazine Museum Design Magazine. After graduating college, he offered me a position at Design Craftsmen as the Lead Creative Writer/Marketing Coordinator.
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George B. Jacob’s Art Exhibition The first project I worked on for George was to create a mass mailer and a poster for his art exhibit opening. The first idea he had was to call his exhibit “Retrospective.” After discussing with him on how retrospective is more of looking in to the past, I proposed the idea of “Introspective”, which I felt better suits his artwork since it is a portal in to the inner mind of George. Below is the front the direct mail and biography piece created for his exhibition. The first picture on the next page is back of the mass mailer that I created. It was sent to over 100 contacts all over the world and proved to be a great marketing tool. We also used these as handouts/flyers to distribute to people we met. The second picture on the next page is the artist’s biography. This piece has the same front as the mailer. It was distributed and left at the exhibition. It was also used as handouts to distribute to people we met.
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The piece below is the poster that I created for the exhibition opening. It was hung in galleries, coffee shops, bars, libraries, museums, schools and many other places in the Tri-Cities.
Killed Ideas/Concepts These two pieces represent creative concepts I created as a starting point for the project.
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George Jacobâ€™s Book Signing A few months ago George finished his book, Museum Design: The Future. I was put in charge of creating the poster and handout for his book signing at Saginaw Valley State University. The posters and handouts were distributed to various galleries, coffee shops, bars, libraries, museums, schools and many other places in the Tri-Cities. In addition to the book signing, I also arranged for various museum visits so that George could meet with the directors to discuss his book and gift store managers for carrying his book. Most recently we met with the Director of the Detroit Institute of Arts, Graham Beale. I also wrote a press release that was sent out museum and design professionals and various museum, design and architecture periodicals announcing the release of his book. Below is the press release that was sent out via email. The next page are the front and back of the the handout that I created for the book signing event. The page after that is the poster created for the event.
Book Signing Event: August 13, 2009, 5-7 p.m Marshall M. Fredericks Sculpture Museum, Saginaw Valley State University Jazz Trio: Bryan Rombalski and Three Worlds MUSEUM DESIGN: The FUTURE by George Jacob Foreword by Chase W. Rynd, President & CEO, National Building Museum 250 pp. Hard/Soft Cover: ISBN: 1-4392-3574-0 Introduction by Hal Aber, Director Design & Facilities, NMAH, Smithsonian Institution Available on: www.amazon.com George Jacob captures emerging trends from around the world impacting museum design. Museum Design: The Future, offers a comprehensive in-depth view of the forces shaping museum architecture that is beginning to resonate increasingly with globalization, cross-cultural influences, sustainable trends, environmental and geographical pathos and the inter-play of light and line. From Science and Technology, Heritage Sites, Arts & Culture, Natural History and Corporate repositories, these growing meccas of education are spurring regional growth in myriad ways. Essays from the Futurists and peers in the design-build industry offer insightful perspectives into the multi-billion dollar industry on the cusp of influencing policy and lifestyle. The author provides a summative overview of the Futureforwardwhere planned future cities of tomorrow are beginning to embed museums into a way of life- a philosophical shift that reverts to the celebration of living traditions that museums sprung from pre-circa 2nd BC in Alexandria.
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During the summer of 2008, George Jacob and I were bored with the current offerings of restaurants, cafes and nightlife in Midland, Michigan. Having talked about starting our own business for a while, we decided to start laying out some groundwork for starting our own cafe. This project eventually turned into a business plan that we pitched to various local investors. Unfortunately stiff competition laid the groundwork before we could secure financial investment by putting money down on our rental space before we could secure the capital and our investors immediately backed out. The previous page is a concept logo that I created for the project.
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After design the flyers and posters for George Jacobâ€™s exhibition, I was approached by Mark Bone, an Independent Farm Bureau Insurance Salesman. He said that he loved the work that I did for George and wanted me to design a billboard for him. This project was a great learning experience. I learned a lot about dealing with a client and the requirements set by corporate on designers. There were many killed ideas on this project and many proofs had to be created and sent to various levels of the company. It is interesting how a project starts at one point and evolves into something completely different. Oh, and donâ€™t mind the timestamp on the photos, my camera likes to cause problems.
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Riverside Senior Living Community
Riverside Senior Living Community is a retirement home located in Midland, Michigan. This project was done for one of my graduating classes in college. It is a complete marketing communications plan. I still make regular contact with this client to see the progress of their marketing communications. Near the end of this project you will see that we made various recommendations and many of them have been implemented. Although they maintained full occupancy, they were looking for ways to increase the size of their waiting list in case a vacancy opened up. According to the client, the results of the recommendations have caused the waiting list to grow â€œexponentiallyâ€?.
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Executive Summary Riverside Senior Living Community is located in downtown Midland, Michigan. They offer both Independent living and Supportive living services to the senior citizen community. A SWOT Analysis reveals that there are many strengths and opportunities for Riverside and very few weaknesses or threats. After thorough research, it is found that their market opportunity lies in the market potential, sales potential, and sales forecast of the senior housing industry. Their differential advantage lies in location and services offered as compared to other senior housing establishments in the Midland area. Riversideâ€™s target market, the Baby Boomer generation, stands to provide much support for services available at Riverside. This financial support along with proper identification and recognition by the potential clients makes the tradition of 100% capacity at Riverside entirely in reach. Improvement to Riverside Senior Living Communityâ€™s marketing plan is needed in the area of brand image and recognition within the Midland community. Research proves that many Midland community members are aware of Riverside Senior Living Community, but almost three quarters of citizens do not know what services Riverside actually provides. Recommended marketing goals and objectives will be achieved through the marketing strategy of entrenchment with repositioning. It is our goal to have Riverside become recognized as the premier Independent living facility in Midland. With the provided implementation and control procedures there will be an accurate way of measurement for the recommended tactics. Completed financial management forecasts and analysis provide the baseline for many key assumptions and marketing decisions.
Situational Analysis background Riverside Senior Living Community was founded in 1993. It was funded and established by many local organizations. The four largest contributors to Riverside Senior Living Community were: Carl Gerstacker Foundation, Midland Community Foundation, Strosacker Foundation, and Dow Foundation. These foundations were also responsible for funding Riverside’s sister counterpart, Washington Woods. Washington Woods was established in 1979 and due to a high demand in senior living communities, a new wing was built in 1989. With this increase in demand, the city of Midland established Riverside Senior Living Community, or as it was formerly known as, Riverside Senior Citizen Housing. Riverside Senior Living Community is a private pay housing establishment that has the appearance of a luxury hotel. Located in the heart of downtown Midland, it is situated next to many popular restaurants, churches, and other local businesses. The highlight of the location is the spectacular view of the Tittabawassee river on the west side of the building. Above the river is the Rail-Trail that is adorned with flowers and various other vegetation that beautifies the view. Riverside Senior Living Community is owned by the city of Midland. A small staff of 12 employees run and operate the facility and is comprised of: four parttime maintenance workers, one part-time facilities coordinator, one part-time leasing coordinator, two coop high school students, one full-time office assistant, and one full-time manager. These 12 employees keep the facility running 24 hours a day, 7 days a week for the 160 residents living in the community. Riverside Senior Living Community strictly follows
their mission statement which is: “The City of Midland’s Senior Housing staff exists to provide safe, comfortable, affordable housing and a personalized environment for senior citizens by utilizing a caring team approach to combine a unique independent living concept with a high quality of life.” Following this mission, Riverside Senior Living Community’s objective is to keep their facility running and operating at 100% capacity with completely satisfied senior citizens. Riverside Senior Living Community is comprised of 150 rooms. 130 of these rooms are independent living and 20 are supportive living. These 20 supportive living rooms provide 24 hour nursing care, specialized medication management, and specialized meal planning. Riverside Senior Living Community is not licensed to operate as an assisted living center or a nursing home. It operates as an apartment-like apartment complex that attracts senior citizens of all ages for a permanent residence. The unique blending of independent and supportive living, coupled with a supportive health care system and food services, makes Riverside Senior Living Community a popular choice for senior citizens looking to venture out of their homes and move in to a retirement community. The business model of Riverside Senior Living Community is to operate on the income from rent only. Their budget is set by the city of Midland and they are operating on thin margins, so they must conservatively manage their funds. In 1993, the original business model called for the facility to operate on 50% market rent and 50% low-income rent. Market rent is the rate at which Riverside Senior Living Community establishes for their normal occupants. The lowincome rate is for the senior citizens who must survive on a lower adjusted income,
which Riverside Senior Living Community charges 31% of their adjusted income. Recently, Riverside Senior Living Community adjusted their operations to maintain a 60% market rent and 40% low-income rent, to increase margins and to maintain their operations. Future budget arrangements are calling for an even higher increase which entails a 70% market rent and 30% low-income rent schedule. Riverside Senior Living Community has established business relationships with: Heartland Healthcare, Sodexho Food Services, J.E. Johnson Maintenance, Charter Communications, Midland Senior Services, and Midland Dial-A-Ride. Riverside Senior Living Community has signed contracts with each of these companies, except for Midland Dial-A-Ride. Each of these companies provides a special service and each relationship is important to Riverside Senior Living Community’s operation. Riverside Senior Living Community is also directly linked to 9-1-1 emergency services through emergency pull cords and smoke detectors in each room. If either of these devices are set off, a direct alert is sent and emergency services are dispatched immediately. Riverside Senior Living Community has two target markets. The primary target market is senior citizens over the age of 65 who are Midland County residents. Due to the retirement of many 65 year olds, this age range is usually restricted to be on a fixed income. The secondary target market is comprised of the children and grandchildren of senior citizens. These groups are influential and involved in the decision and location of their parent’s and grandparent’s housing choices after retirement. Both the primary and secondary target markets are crucial to the existence of Riverside Senior Living Community, and both must be reached to maintain future operations.
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internal environment Analyzing the strengths, weaknesses, opportunities, and threats of Riverside Senior Living community provides a glimpse in to the company and the external environment in which it operates. Looking at the internal strengths of Riverside Senior Living Community, the overall atmosphere of satisfaction and happiness among the residents is strong. This is maintained through their mission of providing a safe, comfortable and affordable living environment to live in. Another strength of Riverside Senior Living Community are the offerings they provide to their residents. The offering of an in-house food service is unmatched by any other senior living communities in the area. The dining is maintained not as just food service, but an experience which utilizes fine dining materials such as linens and real silverware. The company outsources its food services through Sodexho. The residents are required to purchase a minimum of 20 meals per month, but residents often choose to purchase more. This provides residents with the ability to have an at home meal but at the same time to purchase and cook their own food if they wish. The in-house food service also provides residents the safety of not venturing out in unsuitable weather conditions. Another internal strength of Riverside Senior Living Community is the availability of supportive living. This 24 hour care is not the same as what is offered at nursing homes or assisted living centers. Riverside Senior Living Community offers 24 hour care that includes help with meal preparation, personal hygiene, laundry, and medication management. This supportive living enhances the quality of life for the residents so drastically, that many are able to make the transition to an independent living lifestyle. The direct communication with emergency services is also another internal strength of Riverside Senior Living Community. The emergency pull cords and smoke detectors are directly linked with 9-1-1 services which add to the safety and security of the residents and the facility. Riverside Senior Living Community also offers affordable cable television services to their residents through the relationship with Charter
Communications. The cable television service is included in their monthly billing statement, which makes the billing process easier for the residents. The daily activities offered by Riverside Senior Living Community and the activities coordinator are also a major strength. The various activities provided keep the residents social, mobile, and entertained. These activities are communicated through a monthly newsletter that is not only received by each resident, but also by family members so they have the opportunity to participate in the activities as well. A major strength is the location of Riverside Senior Living Community. Since it is located in the heart of downtown Midland, the area offers restaurants, churches, clothing outfitters, sport venues, the Rail Trail, farmer’s market, and various other local events that take place in the community. Riverside Senior Living Community’s weaknesses are very few. One primary weakness is that some of the residents do not feel that they should be required to purchase a minimum of 20 meals per month. Since 40% of the residents live on a low fixed income, some may not be able to afford this service. Along with this, the younger residents may be more apt to prepare their own meals because they are able to provide these services for themselves. Therefore, they feel as if their money can be used for other amenities besides in-house meals. There are many opportunities available for Riverside Senior Living Community. The major opportunity is with the aging population, the amount of senior citizens demanding senior housing is going to increase. With this increase in demand, Riverside Senior Living Community will have the opportunity to communicate to more senior citizens who are looking for independent housing. Another opportunity is to maintain their image of an independent community. With this image, many of the younger senior citizens will view them not as a nursing home or assisted living facility, but as an independent, apartment-like facility where they can continue their normal living. Opportunity also lies in the activities that Riverside Senior Living Community offers. With the new position of activities coordinator being established, they can
concentrate more heavily on what the residents want offered to them and what will keep them entertained and satisfied. Threats to Riverside Senior Living Community come from the external environment. The primary threat that Riverside faces is their positioning and image recognition within the community. Many local doctors, churches, and other organizations recommend Riverside Senior Living Community as a place for the elderly who are looking for an assisted living facility or a nursing home to reside in. However, Riverside Senior Living Community is operated significantly differently than both of these types of facilities and is not licensed to fit either of these facilities’ description. The communication of this incorrect message can be detrimental to Riverside’s desired position of being known as an independent living community and therefore is a danger to their success.
external environment The primary markets for senior citizens are retirement communities, assisted living centers, and nursing homes. A retirement community is an apartmentlike complex where senior citizens can live together in a common place that provides services such as activities, food services, emergency services, and other basic functions that let the senior citizen remain independent, but have a sense of security if the unexpected happens. Riverside Senior Living Community falls under the classification of a retirement community. Assisted living centers are facilities for people who need assistance in the requirements for daily living. Examples of these requirements are activities such as: eating, bathing, dressing, and medication management. Assisted living centers are commonly used when the senior citizen needs more care than a retirement community, but is still independent enough to not live in a nursing home. Riverside Senior Living Community offers these services through what they call supportive services. The final market is nursing homes. Nursing homes are for senior citizens and the chronically ill. Individuals that move in to these facilities are unable to care
for themselves in daily functions and need constant nursing care. Riverside Senior Living Community is not licensed to run as a nursing home facility, and therefore does not offer these services. The market for senior citizen housing is on the rise. The largest age demographic in the United States is the Baby Boomer Generation. This generation consists of more than 77 million individuals who are reaching the age of 60 years or older (Vinzant, 2008). Almost half of this generation is expected to move in to some type of retirement community (MulderSeward, 2008). While some of this age generation tends to move to warmer climates, there are many other factors that influence the decision on where to retire (Mulder-Seward, 2008). Major influences include aspects of safety and activities available not only in the retirement community facility, but in the area that surrounds it (Mulder-Seward, 2008). The general trend for this age group is to live independently and this has sparked the large increase in retirement communities being built.
competitive environment Riverside Senior Living Community is in the industry of retirement communities offering very little assisted living services. Since many retirees choose to stay in the area that they were currently living in, it is important to analyze the retirement communities in the Midland, Michigan area. Many choose to stay in their local home area because they have established friends in the area. Also many still have family and relatives living in the area.
services, so those other establishments are not considered direct competition. Independence Village is located at 2325 N. Rockwell Drive. Similar to Riverside Senior Living Community, they offer many amenities to independent living senior citizens. Amenities that they offer are: library, hobby and recreational facilities, game and activity rooms, elegant central and private dining rooms, guest suites, complimentary laundry facilities, professional activities director, full-service branch bank, hair care salon, exercise room, garden spaces, outside patios and courtyards, covered parking, and other amenities. Washington Woods is located at 821 Cambridge Street. Washington Woods is the sister independent living community of Riverside Senior Living Community and is owned by the city of Midland. Although they are both owned by the city, Washington Woods is direct competition to Riverside. Washington Woods operates much the same way as Riverside Senior Living Community, but offers more lower income housing with 70% of rooms being rented at low income rates and 30% rented at a market rate. Services they offer include: car ports, coin operated laundry, food services, evening snack bar, morning coffee, beauty and bar salon services, storage lockers, library, planned activities, emergency call systems, expanded basic cable, and other services similar to what Riverside Senior Living Community offers.
Currently in Midland there are two competitive retirement communities. These two communities include Independence Village and Washington Woods. Independence Village is a privately owned company, whereas Riverside Senior Living Community and Washington Woods are funded by the city. There are many other assisted living communities and nursing homes in the city of Midland, but Riverside Senior Living Community does not specialize in these
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Market Opportunity The market opportunity for Riverside Senior Living Community can be seen through three aspects: market potential, sales potential, and the sales forecast. The market potential of Riverside Senior Living Community involves the size of the market for senior housing and the geographic area the client serves. The age of 65 proves to be the beginning age of those interested and eligible for senior housing because they are “officially” labeled senior citizens in America (Old age, 2008). Therefore, age 65 is used to define the senior citizens in the target market. With this, there are 35.9 million people nationwide who are over the age of 65. This represents 12% of the total population of the United States (Wan, H., Sengupta, M., Velkoff, V., & DeBarros, K, 2005). Comparatively, in Midland County there are 11,230 people who are over the age of 65. This represents 13.2% of the total population in Midland County (Decision Data, 2007). It was stated earlier that almost half of these 65 and older generation are expected to move into some type of retirement community, which gives Riverside the potential of reaching almost 5,615 senior citizens in Midland County (Exhibit 1). With this type of market potential available, Riverside stands to have a very bright, extensive, and profitable future. However, it should be understood that Riverside must have the ability to absorb the amount of opportunity the market potential provides. The sales potential of Riverside Senior Living Community involves their service being used at 100% capacity. Currently, Riverside is running at 100% capacity but no longer with their previous waiting list in 2000 of over five pages. At capacity, there are 150 rooms filled with around 160 residents. The average price per month that a market rent resident pays is $865.69 (Exhibit 2). Since Riverside has 60% of its occupants paying the market rent rate, there are 96 residents paying
$865.69 per month (Exhibit 2). In one year, the average income from these market rent residents is $997,274.88. The other 40% of residents in Riverside Senior Living Community are low-income renters. There are 64 residents paying an average price of $430.00 per month (Marcy, 2008). This equates to $330,240 per year in income. Totaling the market rent and low-income rent residents’ payments, Riverside’s average gross income per year is $1,327,514.88 (Exhibit 2). With the 100% capacity operations, this proves that the average sales potential per year is at its peak. However, this number does fluctuate when the percentages of market rent residents and low-income rent residents change. When looking at the turnover rates per year at Riverside Senior Living Community, it is necessary to target their previous waiting list of five pages from its operations in 2000. Five pages of a waiting list equates to roughly 300 possible residents (Exhibit 3). If Riverside’s average turnover per year is 40 residents, it is necessary to keep the waiting list at over 160 potential residents, or, about 3 pages of names (Exhibit 3). Cathy Marcy (2008) said that it can be estimated that every fourth person will accept their invitation to join the Riverside community. This shows the need for at least 160 potential clients to fill the 40 openings per year. This will keep the capacity maximized which will keep their sales relatively high and steady. The importance of this waiting list cannot be overlooked. If there are too many potential clients on the waiting list, Riverside runs the risk of frustrating the possible residents by not having rooms available at the client’s earliest convenience. However, the waiting list protocol is clearly explained to interested residents, so this risk is significantly smaller than that of the alternative. If there are too few potential clients, the rooms in Riverside might not run at 100% capacity, thus negatively influencing their income and operations. For the optimum amount of potential resident acceptance
of a room offer, we recommend that Riverside keep their waiting list at 3 pages or more. With a pool of at least 180 residents, the balance and fluidity of servicing wanting residents is increased and the capacity of rooms filled at Riverside is kept steady. The only way in which Riverside’s sales potential will substantially change is with a severe drop in residence occupancy or with a physical addition of more rooms available for rent. The sales forecast for Riverside Senior Living Community entails the number of senior citizens entering senior housing and the percentage change of rent expenses from year to year that residents incur. The sales forecast provides knowledge on the predicted sales for the next operating year and gives a baseline for which all other forecasts can be made from. Currently, Riverside is running at maximum capacity and their ability to continue this pattern seems stable. The market for senior housing is on the rise, which gives backing to the sales forecast in that the predicted revenues will at least be met, if not exceeded. Riverside’s market rent is rising 5% annually and their discounted rent is rising at 1% annually. The rise in annual rent costs is based on the rising utility costs that Riverside faces. With this knowledge, the projected revenue from rent for the 2008-2009 fiscal year is $1,135,000 (See 13.0 Financial Management section). This is a 3.94% change from their actual revenue of $1, 092,000 in the 2007-2008 fiscal year. If the sales forecast predicts any overages, it should be noted that the actual overages will be put into Riverside’s working capital account. The sales forecast shows that Riverside has great opportunity within the senior housing market and we recommend they act to take advantage of this opportunity.
problem identification and
Geographically we will be targeting potential customers in the community of Midland, Michigan. Our research has shown that,
When looking at how to improve Riverside Senior Living Community’s marketing plan, the main focus is on their brand image within the Midland County community. The problem arises with the Midland residents recognizing and understanding the correct brand image that Riverside offers. Citizens in Midland perceive Riverside Senior Living Community as an assisted living or nursing home, when in fact it encompasses neither title. It is an independent living facility but also offers a small section of supportive living. The independent living persona is overlooked by Midland County residents and this damages Riverside’s true brand image and reputation to prospective clients. Therein lays the opportunity for Riverside to enhance their brand image to the Midland community and become recognized as the premier independent, affordable living community for senior citizens. With the aforementioned possibility of over 5,615 Midland County residents over the age of 65 who are looking to move into a retirement community, Riverside has the chance to stage themselves as the best senior citizen housing community in the area. The goal of keeping 100% capacity is well in reach and the occasion to expand their ranks within the industry is attainable.
target market We have two target market approaches for our marketing plan. The first approach is market segmentation for our primary target market. Our primary target market consists of baby boomers. Our second approach will be a segmenting approach within the different age groups of the baby boomer market.
“Many seniors seek independent living facilities within their own communities, where they can stay close to family, friends and familiar surroundings. They are attracted to the convenience of maintain they current lifestyles; use of a neighborhood grocery store, preferred pharmacy, favorite restaurants and community involvement, while transitioning to senior housing. (Boyd, 2007)”
The baby boomer market was born between the years 1946 and 1964 (National Tour, 2002). Within the baby boomer group are two subgroups of baby boomers. The first group is what is known as the leading edge boomers, who were born between the years 1946 to 1954 (National Tour, 2002). The second group is what is known as the trail-edge boomers, who were born between the years 1955 and 1964. As previously noted, the combination of these two markets consists of more than 77 million individuals, many of which are reaching the age of 60 and older. The average household income of the baby boomer generation is $70,000 and beyond (National Tour, 2002). When looking at the baby boomer generation’s income, it can be segmented even further in to different groups that exist in this market. The first group is what is known as the strugglers (National Tour, 2002). The strugglers represent 9% of this generation and have a median household income $30,000 less than the average of $70,000 (National Tour, 2002). Strugglers have saved almost nothing for retirement, because they do not have the financial means to do so (National Tour, 2002). This group is made of up 64% females and 36% males. The second group is categorized as the anxious and represents 23% of the baby boomer generation (National
Tour, 2002). The median household income of the struggler is $10,000 less than the average of $70,000 (National Tour, 2002). This group tries to save money for retirement, but feels that they will be working well into their retirement years (National Tour, 2002). The third group is called the enthusiasts and represents 13% of the baby boomer generation (National Tour, 2002). This group has saved money for retirement and do not plan to work at all during their retirement years (National Tour, 2002). The fourth group is called the self reliant and is the largest group representing 30% of the baby boomer generation (National Tour, 2002). The self reliant have the highest income and education level and therefore have saved aggressively for retirement (National Tour, 2002). The last group is called the today’s traditionalists, which represent 25% of the baby boomer generation (National Tour, 2002). Today’s traditionalists have high confidence that Social Security and Medicare will both be available to them when they retire (National Tour, 2002). The following chart represents the demographic characteristics of the community of Midland from the 2000 United States Census (Decision Data, 2007). 2000 Estimate 2006 Projected 2011 Number of Men and Women 29,226 34,116 37,301 Average Household Income $60,448 $68,898 $74,336 Housing Units (Homes) 24,893 27,721 29,939 Housing Units (Rent) 6,876 7,265 7,544
family life cycle Since the baby boomer generation spans over time period of nearly 20 years, this generation represents all nine stages of the family life cycle which includes: the unmarried and not living with parents, a newly
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married couple; young with no children, a full nest; the youngest child under six, a full nest; the youngest child six or older, a full nest; an older married couple with dependent children, an empty nest; no children at home; head of family in the labor force, an empty nest; family head retired, a solitary survivor in the labor force, and a solitary survivor retired (textbook baby boomer description). Some of this generation is even finding themselves in the role of caregiver to their own parents (National Tour, 2002).
psychographic- values attitudes and lifestyle
The baby boomer generation shares a mindset that is heavily characterized by individuality with a strong emphasis on youth and self-absorption (National Tour, 2002). They have a strong belief in a meritocracy with a lack of respect for authority (National Tour, 2002). Much of this is attributed to the events that took place in their lifetime such as the Vietnam War, anti-war protests and riots, sexual freedom, and the civil rights movement. They contradict their rebellious youth lifestyles by finding ways to climb to the top by building companies founded on these ideals. An example is Ben & Jerry’s ice cream company (National Tour, 2002). Another expression of their generational identity is found in their television and music (Baby Boomer, 2008). This was the first generation to be raised with televisions in their households (Baby Boomer, 2008). People were watching the same television shows and hearing the same news all across the nation and world (Baby Boomer, 2008). Also, the rock and roll music of this generation played an important role on their rebellious attitude and lack of respect for authority (Baby Boomer, 2008). As the baby boomers begin to age, their strong emphasis on youth and self-absorption become apparent. This can be seen in their thoughts on imagining what life could be like without this generation, avoiding discussions on their deaths,
and the anxiety experienced with the realities of life about death (Baby Boomer, 2008). The baby boomer generation has been commonly referred to the demographic that craved excess (National Tour, 2002). This trend is shifting to a more simplistic lifestyle due the high demands of raising their families and the work-life balance (National Tour, 2002). This shifts their attitudes from a more independent and do-it-yourself lifestyle to a higher need for relaxation and adventure (National Tour, 2002). That is not to say that they do not have the desire to be active, independent, and always looking for something new and exciting, but with age they will begin to embrace time and comfort (National Tour, 2002). Using the Clarita’s PRIZM segmenting tool, we can get a better understanding of this group. The first description that best represents the baby boomer group we are trying to target is called, “Middleburg Managers. (Clarita’s PRIZM, 2008)” “Middleburg Managers arose when empty-nesters settled in satellite communities which offered a lower cost of living and more relaxed pace. Today, segment residents tend to be middle-class with solid white-collar jobs or comfortable retirements. In their older homes, they enjoy reading, playing musical instruments, indoor gardening, and refinishing furniture. (Clarita’s PRIZM, 2008)” The Middleburg Manager is further described as having an average household income of $50,050 and generally enjoys playing bingo and doing needlework (Clarita’s PRIZM, 2008). They watch television programs like Hollywood Squares and read the Saturday Evening Post (Clarita’s PRIZM, 2008). They are generally over the age of 55 and live in households without children (Clarita’s PRIZM, 2008). The second type group characterized by Clarita’s is the “Second City Elite. (Clarita’s PRIZM, 2008)” “There’s money to be found in the nation’s smaller
cities, and you’re most likely to find it in Second City Elite. The residents of these satellite cities tend to be prosperous executives who decorate their homes with multiple computers, large-screen TV sets, and an impressive collection of wines. With more than half holding college degrees, Second City Elite residents enjoy cultural activities-from reading books to attending theater and dance productions. (Clarita’s PRIZM, 2008)” The Second City Elite are mostly white, aged 46 to 64, and live without kids in households that they own (Clarita’s PRIZM, 2008). They typically have a graduate’s degree from college, watch Washington Week television, read Inc. Magazine, and have an average household income of $75,708 (Clarita’s PRIZM, 2008).
consumer behavior reference groups
A 1993 report by Time magazine reported that 42% of baby boomers were dropouts from formal religion, 33% had never strayed from church, and 25% were returning to a religious practice (Baby Boomer, 2008). The baby boomers returning to religion were usually less tied to tradition and less dependable as church member than the loyalists who never strayed from church (Baby Boomer, 2008). The baby boomer generation is also more liberal than other generation which puts this generation across the board on hot topic issues such as abortion and homosexuality (Baby Boomer, 2008). The baby boomer generation also values hard work and the amount of time and energy they have spent working in their careers. This is why a vast a majority of the baby boomers will continue to work through their retirement (National Tour, 2002). Another aspect of their career is the interest and enjoyment that working provides them (National Tour, 2002).
discretionary spending The baby boomer generation spends their money on a wide variety of things. They are less likely to buy larger cars and more likely to buy hybrids than other generations (Baby Boomer, 2008). They also have fewer recreational vehicles than older generations (Baby Boomer, 2008). This generation is more likely to help fund their childrenâ€™s college education, which is generally longer and better (Baby Boomer, 2008). Since this generation is in the middle of two large generations, they also spend much of their money on their parents because their parents are living longer than previous generations have (Baby Boomer, 2008). The baby boomer generation spends a large portion on entertainment and accounts for 24.5% of art museum visitors, 26.7% of ballet attendees, and 25% of classical music performance attendees in America (National Tour, 2002). The leading edge baby boomers support a spending habit that gives them a lifestyle that is at least, if not better than, as good as they had experienced in their childhood (National Tour, 2002). Due to the high economic growth in their earlier years, they had the ability to support this type of lifestyle and now have the ability and financial means to save for retirement (National Tour, 2002). The trailing edge baby boomers experienced different economic situations during their early years. They had to deal with high inflation rates and low interest rates, so they maintained a lifestyle that was supported by high debt (National Tour, 2002). Both groups spend just as much, but the trailing edge baby boomers have the mindset that they will always be able to get a loan (National Tour, 2002). It should also be noted that 75% of leading edge baby boomers feel that they are better off than their parents were and that only 54% of trailing edge baby boomers feel that they are better off than their parents were (National Tour, 2002). At least 62% of all baby boomers carry credit card debt of some sort. In terms of travel, baby boomers had the highest travel volume in 1999, accounting for more than 259.4 million trips (National Tour, 2002). They are 60% more likely to stay in a hotel or motel, 35%
more likely to travel for business, 26% more likely to fly than any other generation (National Tour, 2002). They also have the highest spending average per trip of $460, and 13% spend more than $1,000 per trip (National Tour, 2002). Another important fact about this generation is going to be the transfer of wealth from their parents in terms of inheritance (National Tour, 2002). It is estimated that the total inheritance to the baby boomer generation will exceed $10.4 trillion (National Tour, 2002). This large transfer of wealth is due to their parents being more conservative with their money and thus more focused on saving money (National Tour, 2002).
communication habits The baby boomer utilizes much of same communication tools every other segment uses. Keeping in touch with friends and family members is their primary reason for using such communication devices. Cell phones are the primary devices used in communication, but on average the baby boomer spends more on audio equipment, televisions, radios, and computers than any other segment (Anderson & Kennedy, 2007). Close to 74% of the baby boomers use the internet on a daily basis to stay in contact with friends and family members and to research miscellaneous things (Anderson & Kennedy, 2007).
In the housing market of the baby boomer generation, the typical household today has 2,469 square feet with 39% of new homes having four or more bedrooms and 26% having three or more bathrooms (National Tour, 2002). As was stated earlier, nearly half of the 77 million baby boomers will be moving in to an independent retirement community. The trends of the large household will still hold true with baby boomers needing more space with full-size kitchens, additional half bathrooms, dens, and formal dining rooms (National Tour, 2002).
motivations One of the primary motivators for the baby boomer segment is their children (Miller, 1999). They have a large influence on the spending habits of their parents which is on average 17% on items ranging from cars to vacations and they have about 80% of the influence in the purchase of food (Miller, 1999). Another big motivator for the baby boomer segment is the idea of individualism (Miller, 1999). As described earlier, the baby boomer segment grew up in a time where they were the rule breakers, conformity was out of the question, and they did things differently than they were ever done before. This mindset motivates the baby boomer consumer to purchase items that are tailored to their individualistic ideals.
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Positioning and Differential Advantage The intended positioning of Riverside Senior Living Community is as a retirement living community. This type of positioning entails offering services much like that of an apartment complex. A retirement living community offers social activities, food services, emergency services, and other amenities that let the senior citizen remain independent, but gives them a sense of security in case the unexpected happens. Residents can move in to Riverside once they reached the age of 55. Seniors at the age of 55 are still very active and may not have even retired from their current career. Riverside, like that of most retirement living communities, offers supportive living for senior citizens who are in need. However, these services are outsourced through Heartland Healthcare and must be paid by the resident directly. Riverside Senior Living Community is not licensed to offer nursing home services, nor do they wish to offer these services in the future. The actual positioning of Riverside Senior Living Community is where the marketing problem currently resides. The average age of a senior citizen living in Riverside Senior Living Community is 86 years old. Of the 150 rooms currently occupied, 20 of them are held for residents in need of supportive living. This high average age of the residents combined with the supportive living services that Riverside Senior Living Community currently offers, gives the appearance that their community is restricted to the elderly population who needs special care. Community members also currently believe that the facility is only for senior citizens in need of assisted living and nursing home services. Many doctorâ€™s offices and churches throughout the community often recommend Riverside Senior Living Community for these types of senior citizens.
With retirees still being young and mobile, they tend to choose a retirement community with a much lower average age. The current marketing problem that Riverside Senior Living Community is facing is that they are attracting much older residents. Their ideal candidate would be in their sixties, which would give them a much more committed and reliable resident who will stay with them for many years. As previously mentioned, seniors seeking retirement living would like to be nearer to the communities in which they currently reside. This would allow them to be closer to family, friends, and familiar surroundings. Riverside Senior Living Community maintains that niche by being located in the heart of downtown Midland. Being downtown not only gives the benefit of being close to the family, friends, and familiar surroundings, but also close to all of the Midland community happenings. This is ideal for the more active seniors. Riverside Senior Living Community also maintains an exceptional building structure on a unique landscape. On the west side of the building lays the Tittabawassee River and the River Walk, while on the east side there is Main Street in downtown Midland. Each apartment offers a large balcony that overlooks the east and west side of the building and offers residents the ability to be outside. It is important to look at the factors that determine the positioning of Riverside Senior Living Community in comparison to its two competitors: Independence Village and Washington Woods. The factors that we will look at are common factors that retirees look for when choosing a retirement living community. These factors include price, activities, location, security, food, transportation, independence, age of residents admitted, and medical assistance. In terms of price, Riverside Senior Living Community offers (City of Midland, 2007):
Market Rent per month: Main Street/Northeast Side: 2 Bedroom $992.30 Large 1 Bedroom $778.30 Standard 1 Bedroom $745.30 River/Southwest Side: St. 1 Bedroom Bedroom 2 Bedroom 3rd and 4th Floor $792.30 $821.30 $1050.30 1st and 2nd Floor $768.30 $798.30 $1019.30 Lower Level $754.30
Lower Income per month: Efficiency: $28.30 plus 31% of income Standard 1 Bedroom: $34.30 plus 31% of income Large 1 Bedroom: $36.30 plus 31% of income 2 Bedroom: $44.30 plus 31% of income In terms of price, Washington Woods offers: Lower Income Standard 1 Bedroom: $34.60 plus 31% of income Large 1 Bedroom: $36.60 plus 31% of income 2 Bedroom $44.60 plus 31% of income
Market Rent $703.80 $733.75 $954.45
In terms of price, Independence Village offers many different units at many different prices. The way in which the building was constructed left eight different versions of rooms. These different versions of
rooms range from a standard one bedroom, one bath at 625 square feet to a large two bedroom, two bath at 900-1200 square feet. The price range for each of these versions starts at $1,900 per month for the smallest room and $3,200 per month for the largest rooms (Independence Village, 2007). In terms of transportation, both Riverside Senior Living Community and Washington Woods utilize the city of Midland’s public transportation services. Independence Village has an in-house transportation service that takes residents to scheduled places at certain times throughout the day. In terms of activities, Riverside Senior Living Community, Washington Woods, and Independence Village all have activity coordinators that schedule different activities each month for their residents. The activities are communicated through a newsletter to each resident and are all very much attended. In terms of location, Riverside Senior Living Community is the only retirement community in downtown Midland. They are located on a plot of land that is owned by the city. Both Washington Woods and Independence Village are located outside of the downtown area and do not offer the location that Riverside Senior Living Community offers. Thus, Riverside holds a differential advantage in this area. In terms of security and medical assistance, Riverside Senior Living Community and Washington Woods both offer emergency pull cords that alert emergency services. Independence Village offers an emergency call system that is tied directly to their phone service. All three locations offer the required housing emergency systems such as smoke alarms. All three also offer additional health care and supportive living services that are in-house and/or outsourced through various healthcare companies. However, these still must be directly paid for by each resident.
In terms of food services, both Riverside Senior Living Community and Washington Woods have outsourced food services through Sodexho. This company handles all of their food service needs. Independence Village has an in-house chef and dining room staff that prepares and serves their meals much like a restaurant setting. All three locations have a minimum monthly meal purchase requirement and any additional meals are available at a determined rate.
true brand image and be identified as an independent living facility.
In terms of age of admittance, Riverside Senior Living Community and Washington Woods both admit single residents at the age of 55 if their income qualifies them for a discounted rent. In the case of a family, one resident has to be at least 55 for the family to be accepted. For the other residents’ admittance at any income, the age of 62 is the earliest they can be accepted. Independence Village admits anyone who is at least the age of 55. Both Riverside Senior Living Community and Washington Woods’ residents have an average age of 86. Independence Village does not disclose the average age of their residents because they do not feel it is important to ask residents their age. However, they were willing to share that their resident’s ages range from early 50’s to late 90’s. It is our recommendation that Riverside Senior Living Community change its actual positioning in the community of Midland. They will move away from being known as an assisted living and nursing home facility and focus on being known as a venue that offers an independent lifestyle. This will attract younger retirees maintaining an active lifestyle and thus will decrease Riverside’s turnover. To change the actual positioning in the minds of community members, there will be a variety of marketing communication programs dedicated to changing their brand perception and recognition. With this, Riverside Senior Living Community will achieve its
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Marketing Goals and Objectives The marketing goals for Riverside Senior Living Community are very specific and measurable. They are aligned with achieving and capitalizing on the market opportunities that are available. We recommend the following marketing objectives to Riverside Senior Living Community:
Expand customer waiting list capacity to over 180 potential clients (3 pages) Decrease the average age of move-in residents by 10 years Increase the correct brand awareness and image to the Midland County community Be perceived as the premier Independent Living facility in Midland County
As a further marketing objective, we highly recommend that Riverside Senior Living Community continues the longitudinal study using Timberwolf Marketing Groupâ€™s survey and method of data collection. It is recommended this be completed in six month intervals and the collected data be correlated between perceived knowledge and actual knowledge of Riversideâ€™s brand image within the Midland community. By cross-tabulating questions six and seven of Timberwolf Marketing Groupâ€™s survey, Riverside will be able to track their progress in the enhancement of the perception and knowledge of their services offered.
Marketing Strategy Based on Riverside Senior Living Community’s situation analysis, target market, and marketing objectives, the appropriate marketing strategy that will be executed is entrenchment with repositioning. Entrenchment is an appropriate strategy to employ because the senior housing services that Riverside offers are mature in their life cycle and the need for changing its perception in the buyer’s eyes is crucial to their longevity in the senior housing industry. Their service being performed in the mature stage of a product life cycle shows that there are many competitors competing for less and less market share. Although the market for senior housing may appear to be on the rise due to the baby boomer generation, the competition within the industry is high and companies in the industry are always entering and withdrawing (Cohen, 2006). Although there may be a generation of sales, the profits in the market tend to fall. This is consistent with Cohen (2006), who explains that entrenchment requires “digging in” to the current market situation and trying to reposition your product in the minds of the customers differently than it was before the repositioning efforts. With Riverside currently running at 100% capacity, this shows that sales are peaking and with this, there is a need for change in potential clients’ perception in order to make available new pathways for financial success (Cohen, 2006). To achieve entrenchment with repositioning, Riverside will not enter a new market nor will they withdrawal from their current position in the market. They will merely achieve a better, more consistent brand image in the minds of their prospective clients by raising brand awareness within the Midland community. This will require extensive marketing techniques whose main purpose will be to communicate effectively the actual service that Riverside Senior Living Community offers. It will be necessary for the marketing efforts to maintain consistency and reach a large percentage of appropriate target market in order for them to be successful. Welldistributed literature, website exposure, media releases, tour offerings, and word-of-mouth will all be marketing tools that will aid in Riverside’s increased exposure in the Midland community. The next page highlights marketing tactics based on the product offering, price, place and promotions.
The main product features of Riverside Senior Living Community are its price, location, social activities offered, food, safety, and security. The feature of price offers the benefit of giving senior citizens an affordable place to live. The feature of location gives senior citizens the benefit of living in the Midland community and partaking in the activities located in the downtown area. Such external activities are planned by the city and include: the Farmer’s Market, the River Walk, the Rail Trail, Great Lakes Loons baseball, and various other festivities that occur throughout the year. The feature of internal social activities that take place in Riverside Senior Living Community give senior citizens the ability to participate in hobbies and interests in the comfort of the complex they reside in. Food is a feature that benefits the residents by giving them the choice of whether or not to prepare meals for themselves. Residents are required to purchase a minimum number of meals, but can purchase additional meals if they desire. The benefits of safety and security are the highlights of senior living communities. Riverside Senior Living Community offers emergency pull cords in every room, medicine maintenance, on staff nurses, a direct link to emergency services, and many other services that allow residents and family members to maintain peace of mind that they are safe and secure. These features translate into benefits that although they may live in a senior living community, they still have the independence of living on their own. The brand image of Riverside Senior Living Community is where the major weakness lies. Currently the citizens of Midland view Riverside Senior Living Community as a nursing home, assisted living center, and/or a hospice center. The strategy for this misconception on the brand image is to change the misperceptions of the community members. This will be done through various marketing communication programs.
price The pricing strategy for Riverside Senior Living Community is similar to a meet- the-competition pricing strategy. Currently, Riverside Senior Living Community is planning on changing the room rental rates from 60% market rent and 40% low-income rent to 70% market rent and 30% low-income rent. Independence Village, a major competitor, does not offer adjusted income or low-income renting at their complex. Washington Woods currently has housing rates at 30% market rent and 70% low-income rent.
place- distribution channel
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Riverside Senior Living Community uses a direct channel to sell its housing. They sell directly to the consumer and do not go through realtors or any other channel intermediaries. Using this method allows Riverside Senior Living Community to give a great deal of explanation and demonstration of its housing and the features that they offer. They are able to be “hands-on” with their consumers and this builds important producer-consumer relationships.
promotion Riverside Senior Living Community uses a form of personal selling to sell its housing. The use of faceto-face selling offers them the advantage of tailoring their message to the potential individual senior citizens. This allows them to convey how Riverside Senior Living Community can meet the specific senior citizen’s needs. A form of promotion that we strongly recommend for Riverside Senior Living Community is to do a public relations campaign with different organizations and events happening in the Midland community. Promoting volunteerism among residents of Riverside Senior Living Community will show the community that the residents living there are active and independent. The community of Midland has many events that the residents could participate in and show their Riverside Senior Living Community pride. For example, participating in Rake-A-Difference, a community project where individuals rake leaves for those who may be unable to do so, would show the mobility of residents. Another volunteer program Riverside Senior Living Community could participate in is Relay for Life. Through this program, residents and employees would walk to support the fight against cancer, those who have battled cancer, and those who have lost their lives to cancer. The Dow Run-Walk is another opportunity for Riverside Senior Living Community. After the Dow Run-Walk has been completed, MidMichigan Health Center holds a Health and Fitness Fair, which educates individuals about certain sports related injuries and gives free health exams and massages. This Health and Fitness Fair
would be an excellent opportunity to promote and discuss Riverside Senior Living Community with the Midland community members. Participating in each of these events and numerous other community projects, are an excellent way to promote Riverside Senior Living Community as a housing facility for the active and independent senior citizens, which is the type of facility the younger generation is looking for. Most of these events also give Riverside Senior Living Community the opportunity to become a sponsor of the event. Sponsoring these events will further promote Riverside Senior Living Community by communicating to Midland the images of the company’s brand, positive social responsibility, and the active lifestyle of today’s senior citizens. Another important form of promotion that correlates with the public relations campaign previously mentioned is to create a “Senior Day.” This Senior Day could be held in the Riverside Senior Living Community facility and offer sponsorships to health facilities, health care providers, health related products, and senior citizen services. The main theme of this event is to promote the independence of living in a facility like that of Riverside Senior Living Community. This event would also take the form of an open house for the facility and give potential residents a chance to view the facility and what it has to offer. We also recommend that Riverside Senior Living Community redesign their brochure. The current brochure does not emphasize the independent lifestyle that Riverside Senior Living Community has to offer. The brochure can show pictures of mobile and independent residents participating in the social activities and dining room offerings that the facility has. It can also show room floor plans with the pricing according to each layout. Portraying this lifestyle in a brochure is an excellent communication tool that can be used to prompt younger senior citizens to consider Riverside Senior Living Community in current or future housing choices. The brochure should also be in a form that can be used as a self-mailer that can be mailed to potential clients in the target market. Their
brochure is a type of promotion that can easily be distributed and help them to gain exposure. Another recommendation that we have for Riverside Senior Living Community is to promote the facility through the use of a billboard advertisement. According to our survey, 14% said they were familiar with Riverside Senior Living Community simply by driving by. This may appear to be a small percentage, but considering the other five choices of how those surveyed knew about Riverside, it was a significant statistic. We feel that placing a billboard in a high traffic area in the community of Midland will further reinforce the facility’s image and induce thought about Riverside Senior Living Community and what they offer. Suggestions for placement of this billboard are: on US- 10 both north and south of the Eastman Road exit, US-127 both north and south of the Mt. Pleasant exit, on M-20 between Mt. Pleasant and Midland, and on I-75 both north and south of the US 10 exit. Following the idea of searching for information through research, we recommend that Riverside Senior Living Community update their website. Their website should convey and maintain continuity by portraying the same images and messages that the redesigned brochure conveys. Our target market is recognized as being particularly active on computers and the internet. The current Riverside website does have a small portion dedicated to a photo tour of the facility, but much more opportunity to show the active and independent lifestyle of residents exists. Currently, the facility’s website is a small segment of the City of Midland’s website. The link to Riverside’s website can be hard to find, even for an experienced internet user. We recommend that Riverside Senior Living Community create their own website through their own domain and server. The current domain name: www.RiversideSeniorLivingCommunity.com, is currently available and able to be used! Using the company’s name for the website will make it easier to communicate and promote through the brochure, events, and billboard previously mentioned.
implementation and control Riverside Senior Living Community’s implementation and control procedures can be seen as a specific stepby-step process on how to achieve the recommended marketing goals and objectives. Riverside Senior Living Community will follow a phased rollout of the plan in order to accomplish these goals. Many of the recommended marketing goals can be achieved in a few simple steps: Increase volunteer participation in Midland community events Estimated date of accomplishment:_______________ Hold a “Senior Day” at Riverside Estimated date of accomplishment:_______________ Create a new brochure for Riverside Senior Living Community showing it as an Independent living facility Estimated date of accomplishment:_______________ Place a billboard advertisement in at least one of the high traffic areas recommended Estimated date of accomplishment:_______________ Revise/update Riverside Senior Living Community’s website information Estimated date of accomplishment:_______________ After implementing these recommendations, Riverside Senior Living Community will see improvement in their image awareness weakness and will be accomplishing the recommended marketing goals. The waiting list capacity will increase because of better exposure and knowledge about their facility and offerings within Midland and surrounding communities. More senior citizens and families of senior citizens will recognize Riverside as an exciting option for senior living and the average age of incoming residents will decrease because younger senior citizens will know about Riverside’s independent living scenario sooner. Senior citizens
will not be too “afraid” that it is a nursing home or assisted living complex to move in so they will move in at an earlier age. With more volunteerism within the community and by holding a Senior Day, many people who had no previous knowledge, or false knowledge, about Riverside will be able to see what being an independent resident at Riverside truly entails. Community members will be able to better understand Riverside’s brand image and correlate their name with the idea that it provides the premier independent living community in the area! The control aspect of achieving these goals can be seen through how the previously mentioned steps can be quantitatively measured. These controls will provide guidelines on what corrective action to take (if need be) in order to keep the marketing plan in place and working. The following controls are recommended: Participate in a minimum of 10 community sponsored events during the 2008-2009 fiscal year Plan and execute at least one Senior Day within the first three months of the 2008-2009 fiscal year Increase new brochure printing and distribution by 50% from the 2007-2008 fiscal year Have billboard placement be within a 50 mile radius of Midland within the first six months of the 20082009 fiscal year Become independent of the city of Midland’s website by creating a website with Riverside’s own domain name within the first three months of the 2008-2009 fiscal year (Ex: www.RiversideSeniorLivingCommunity. com) By following and believing in these implementation and control suggestions, Riverside Senior Living Community will blossom into one of the leading independent living venues in the area.
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financial management financial measurement Riverside Senior Living Community runs as a nonprofit enterprise operation. They are debt-free and earn all of their revenue from the rent collected from their residents. They have 150 rooms for rent, and as of right now there are 91 market rate apartments, and 59 low-income apartments being rented out. Currently, it is a 60% market rent and 40% lowincome rent ratio, but soon they are switching to a 70-30% split. This will equate to 105 market rate apartments and 45 low-income rate apartments in the near future. This change in the number of apartments offered at different prices should aim to give Riverside an increase in revenues. Riversideâ€™s total revenue from rent covers utilities, salaries, and other miscellaneous expenses. Their rates rise annually at about 5% for market rate and 1% for low-income rate; this increase is due to the rising prices of natural gas and other utilities. Riverside balances their budget each year and occasionally they have overages. Any overages go into a working capital account that helps to pay any unexpected expenditures Riverside may encounter. As previously mentioned, the average turnover of rooms per year is about 40. With the average of every fourth person on the list accepting the room, we have concluded that the list needs to be about 160 people, or just shy of three full pages. This shows that the turnover rates combined with renovation taking approximately 4 days, there are 160 days without any rent being collected. Riversideâ€™s per day rent of about $24 means that they have $3,840 of actual uncollected rent per year. Riverside has about a $2,000 advertising budget, with most of this budget being spent on printing informational brochures. If Riverside could expand their advertising budget it would be easier to implement the marketing plan and achieve their correct brand image within the Midland community.
Advertisement is the key to attracting a larger clientele base and boosting Riversideâ€™s ability to meet the demands of the senior housing industry. *Pro-Forma Income Statement has been removed at Client request
Primary Research the big question The question that is being researched is: What is the perception of Riverside Senior Living Community to the Midland Community residents?
objectives The objectives of our research can be identified by asking the following questions: Are you familiar with Riverside and what they offer? (Awareness) What have you heard about Riverside? (Word-of-mouth) How do you view Riverside? (Perception)
methodology secondary research plan Our secondary research will be conducted primarily on the other senior living facilities in the Midland area. Our primary focus will be to examine their brand images in the Midland community. We will also be examining the features that they offer to better understand what places them in the position of either being a retirement community, assisted living center, or a nursing home and how that effects the perception they give to the Midland community.
exploratory research plan Our exploratory research will be conducted using a focus group. Our focus group will consist of six to ten senior citizen residents from Riverside Senior Living Community. We will obtain a sample of residents with a wide spectrum of ages to get a better understanding of their perception of Riverside Senior Living Community before moving in to the facility and their perception of Riverside after they have been living in the Senior Living Community. We will follow a set of scheduled questions to guide the discussion in a productive manner. The questions will pertain to the objectives of perception of Riverside Senior Living Community both when they were choosing a retirement facility and their current perception of the facility now that they have lived there.
primary research plan survey Our survey will be a self-administered questionnaire. Survey will consist of questions based on information gathered from secondary and exploratory research.
sample Our sampling will be non-probability sampling. We will use a quota method using age brackets of our interviewees to make sure we obtain a broad sample that
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best portrays the community of Midland. We will ask them if they would like to participate in the survey and administer it from there upon a positive participation answer.
data gathering Our survey will be administered using a drop-off/ stand-by method of data gathering. We will be sampling 100 participants about Riverside Senior Living Community. We plan to administer our survey in high traffic areas of the Midland community including, but not limited to, the Midland Mall and the Midland Community Center.
data analysis The data gathered from our survey will be entered in to a statistical data analyzing computer program called Minitab. The information gathered from Minitab will allow us to analyze and focus on trends of common information from the completed surveys. We will be using Minitab to count tallies, find correlations, cross tabulate results, and construct meaningful graphs of information.
deliverables and scope We will be presenting our research findings using two primary methods. We will first construct a written report of all of our findings that includes the answers to our research objectives and the answer to our primary question, “What is the perception of Riverside Senior Living Community in the Midland community?” Using the information from our written report, we will present our information using the visual aid of PowerPoint. The scope of our research will include the answers to our objectives. First, of awareness, by answering the objective of, “Are you familiar with Riverside Senior Living Community and what they offer?” Second, of word-of-mouth, by answering the objective of,
“What have you heard about Riverside Senior Living Community?” Third, of perception, by answering the objective of, “How do you view Riverside?” With these objective questions answered we will be able to resolve our primary question of, “What is the perception of Riverside Senior Living Community in the Midland community?” What we will not answer through our research are any managerial problems Riverside Senior Living Community is having issues with. We will focus on what Riverside offers and how those offerings effect the perception of Riverside Senior Living Community in the Midland community. We will not survey respondents from other communities.
Research Results Timberwolf Marketing Group’s survey consisted of 11 questions which helped to retrieved quantitative data that gave us a better understanding of our three research objectives. There were 100 people surveyed, 47 were males and 53 were females. We classified age into 5 different ranges: 11 of those surveyed were between the ages of 18-30, 17 were between the ages of 31-43, 25 were between the ages of 44-56, 26 were between the age of 57-69, and 21 were age 70 and above.
To find out how familiar people are with Riverside Senior Living Community and what they have to offer? (Awareness). The following questions applied: Question 3: Have you heard of Riverside Senior Living Community? 84 people replied “Yes” and 16 people replied “No” Question 5: How familiar are you with Riverside Senior Living Community? (1) (2) (3) (4) (5) Not at All Familiar Somewhat Very Familiar 31 people answered (1), 8 people answered (2), 34 people answered (3), 14 people answered (4), and 13 people answered (5). Question 7: Are you aware of the services that Riverside Senior Living Community has to offer? (1) Not at All Aware
(3) Somewhat Aware
(5) Very Aware
35 people answered (1), 10 people answered (2), 40 people answered (3), 11 people answered (4), and 4 people answered (5). In conclusion, the majority of the people surveyed have heard of Riverside but they are not at all to somewhat familiar with the facility and the services that they offer.
objective 2: To find out what people have heard about Riverside Senior Living Community? (Word-of-mouth). The following questions applied: Question 4: How do you know about Riverside Senior Living Community? 20 people knew about Riverside from advertisements, 20 from a friend or neighbor, 14 drove past the facility, 16 did not know about Riverside, 13 knew from a family member, and 17 know/knew a resident. Question 9: On average, everything that you have heard about Riverside Senior Living Community has been… (1) (2) (3) (4) (5)
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Negative Mostly Negative Neutral Mostly Positive Positive 1 person answered (1), 0 people answered (2), 30 people answered (3), 52 people answered (4), and 17 people answered (5). In conclusion, half of the respondents heard about Riverside from another person and 69% of the respondents have heard positive things about Riverside.
To find out how people view Riverside? (Perception). The following questions applied: Question 6: What type of establishment do you think Riverside Senior Living Community is? 9 people surveyed thought Riverside was a nursing home, 27 thought it was independent living, 39 thought it was assisted living, 1 thought it to be a hospice home, 12 did not know what Riverside was, and 12 people thought it was both independent and assisted living. Question 8: Do you believe that Riverside Senior Living Community is good at what they do? 60 people surveyed said “Yes” and 40 said “No” Question 10: How would you rate Riverside Senior Living Community as compared to other Senior Living alternatives? (1) (2) (3) (4) (5) Very Low Low I Don’t Know High Very High 1 person answered (1), 0 people answered (2), 58 people answered (3), 30 people answered (4), and 11 people answered (5). In conclusion, 73% of the respondents were wrong about the type of establishment Riverside actually is and what they offer. 60% of people surveyed thought Riverside was good at what they do, however, 58% weren’t sure how they would rate Riverside amongst their competitors. Overall, most of the respondents to the survey have at least heard of Riverside but they were not necessarily familiar with the type of establishment it was or the services that Riverside provides. 61 of the respondents felt that they were somewhat familiar to very familiar with Riverside, however, only 26% of those 61 respondents answered correctly that Riverside was indeed an Independent Living Community. This leads us to conclude that the Midland residents’ perception of Riverside Senior Living Community is flawed. The survey shows that many people may believe they understand what Riverside offers but are actually not correct in their thinking. This confirms that Riverside’s brand image within the Midland community can be improved with better advertising pathways and correct views of their services. They are not viewed as an Independent Living Community and this negatively affects their brand image.
Summary Riverside Senior Living Community is located in downtown Midland, Michigan. It offers both Independent living and Supportive living services. A SWOT analysis reveals that there are many strengths and opportunities for Riverside and very few weaknesses or threats. Although competition in the senior housing industry is growing, Riverside’s differential advantage in location and services offered depicts them as a superior choice in the senior housing industry in Midland. Their market opportunity lies in the increasing market potential, sales potential, and sales forecast. Riverside’s target market, the Baby Boomer generation, stands to provide more than ample enthusiasm for services available at Riverside. This should, with proper identification and recognition by the potential clients, make 100% capacity at Riverside a longstanding tradition. Correct brand image and recognition of Riverside’s services in the Midland community is what needs revamping in Riverside’s marketing plan. Currently, our research proves that many Midland community members are aware of Riverside Senior Living Community but 73% are incorrect in knowing what services Riverside actually provides. This confirms that their brand image and recognition within the community is not properly communicated and if this is not fixed, it will negatively affect their financials and future earnings potential. We recommend an entrenchment with repositioning marketing strategy to achieve our recommended marketing goals and objectives. By expanding the customer wait list, decreasing the average age of move-in residents, promoting the correct brand image, and being seen as the premier Independent living facility in Midland, Riverside Senior Living Community will solidify their existence in the senior housing industry. Our clear implementation and control procedures
provide an accurate way to measure the recommended marketing goals and tactics. The use of this step-bystep process in a phased-rollout timeframe will help to: increase volunteerism by Riverside in the community, plan and execute a Senior Day, create and distribute a new, updated brochure, secure placement of a billboard advertisement for Riverside, and produce a Riverside website that is independent of the city of Midland’s. If at any time these suggestions become difficult to implement, the control procedures will provide guidelines on what corrective actions to take in order to keep the marketing plan on pace. Financial forecasts and analysis have also been prepared. The Pro Forma Income Statements show the market rent and low-income rent percent changes for Riverside’s 2008-2009, 2009-2010, and 20102011 fiscal years. The Figured rates and the Given rates provide the baseline for many key assumptions and marketing decisions within Riverside. The effect of changing the market rate and low-income rate rental charges in the future fiscal years shows an increase in operating revenue. We believe that Riverside has an excellent opportunity to seize the title of the premier Independent living venue in Midland, Michigan. Riverside Senior Living Community now has a completed marketing plan and with a few suggested corrections on how to promote their brand image properly, the foundation is laid for unprecedented success.
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Appendices references Anderson, D. & Kennedy, L. (2007). Baby Boomer Segmentation: Eight is Enough. Retrieved April 6, 2008, from http://us.acnielsen.com/pubs/documents/2006_ Q3_4_CI_boomer.pdf Baby Boomer. (2008). Wikipedia: The Free Encyclopedia. Retrieved April 5, 20080, from http://en.wikipedia.org/wiki/baby_boomer Boyd, J. (2007). Booming trends in senior housing. Retrieved April 5, 2008, from http://www.thefreelibrary.com/_/print/printarticle.aspx?id=170194029 City of Midland. (2007). Riverside Place Senior Housing. [Brochure]. Midland, MI: Author. Clarita’s PRIZM. (2008). Segmenting Information. Retrieved April 5, 2008, from http://www.claritas.com/claritas/Default.jsp?ci=3&si=4&pn=prizmne Cohen, W. A. (2006). The Marketing Plan. Cypress, CA: John Wiley & Sons, Inc. Coming of Age Incorporated. (2007). Marketing to Baby Boomers. Retrieved April 5, 2008, from http://www.comingofage.com/marketing-baby-boomers.htm Decision Data Resources. (2007). Demographic Detail Summary Report: Midland County. Retrieved March 25, 2008, from http://midlandtomorrow.org/ storage/45a7b5dcd05a5_43237.pdf Independence Village. (2007). Retirement Living at its Finest. [Brochure]. Brighton, MI: Author. Marcy, C. (2008). Personal Interview held on April 3, 2008. Miller, A. (1999). The millennial mind-set: It’s here, it’s clear, get used to it. Retrieved April 6, 2008, from http://findarticles.com/p/articles/mi_m4021/is_1_21/ ai_53631862/print Mulder-Seward, C. (2008). The Latest Retirement Trend: Retirement Calculator, Inc. Retrieved March 21, 2008, from http://www.retirementtrend.com National Tour Association. (2002). Current Assessment Report: Baby Boomer Market. Retrieved April 1, 2008, from http://www.ntaonline.com/staticfiles/car_boomer.pdf Old age. (2008). Wikipedia: The Free Encyclopedia. Retrieved April 1, 2008, from http://en.wikipedia.org/wiki/Old_age Vinzant, C. (2008). Redefining Retirement: Aging Baby Boomers are creating new options that promise more freedom and fun. Retrieved March 21, 2008 from http://money.aol.com/retire-in-style/senior-living-retirement-trends Wan, H., Sengupta, M., Velkoff, V., & DeBarros, K. (2005). 65+ In the United States: 2005. Washington, D.C: U.S. Census Bureau. Retrieved March 25, 2008, from http://www.census.gov/prod/2006pubs/p23-209.pdf Whitmore, K. & Concelman, J. (2006). Engaging the four generations of workers: A leader’s guide to baby boomers. Retrieved April 7, 2008, from http://www.ddiworld.com/pdf/engagingthefourgenerationsofworkers_aleadersguidetobabyboomers_ar_ddi.pdf
focus group questions 1) Get in their MIND- Find out the process they went through that brought them to Riverside. 2) What are some of the most important aspects you look for when choosing to move into a senior living center? 3) What would you tell others that are living in their homes or elsewhere about Riverside? 4) How do you families feel about you being at Riverside? 5) Do you feel you are receiving a good value for your dollar at Riverside? 6) What is your favorite aspect of Riverside? 7) What is your least favorite aspect about Riverside? 8) If you could change one thing about Riverside, what would it be? 9) What do you think the communityâ€™s perspective of Riverside is? 10) Did Riverside meet or exceed your expectations?
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survey 1) Gender: Male Female 2) Age: __18-30 __44-56 __31-43 __57-69 3) Have you heard of Riverside Senior Living? Y
4) How do you know about Riverside? __Advertisements __Friend or Neighbor
__Drove past __Don’t know about them
__Family Member __Know a Resident
5) How familiar are you with Riverside? (1) (2) (3) (4) (5) Not at All Somewhat Very Familiar 6) What type of establishment do you think Riverside is? (check one) __Nursing Home __Assisted Living __I Don’t Know __ Independent Living __Hospice __ Other: _______________ 7) Are you aware of the services that Riverside has to offer? (1) (2) (3) (4) Not at All Aware Somewhat Aware 8) Do you believe that they are good at what they do?
(5) Very Aware Not Sure
9) On average, everything that you have heard about Riverside has been… (1) (2) (3) (4) Negative Mostly Negative Neutral Mostly Positive
10) How would you rate Riverside compared to other Senior Living alternatives? (1) (2) (3) (4) (5) Very Low Low I Don’t Know High Very High 11) Would you or a family member consider moving into Riverside? Y
I Don’t Know
THANK YOU!! This survey is conducted for a marketing research project and the information used will be kept confidential and anonymous.
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The following project was completed my junior year of college at Northwood University. A good friend of mine, and fellow classmate, worked as an intern for the Great Lakes Loons during their inaugural season. For most of that first season, almost of the home games sold out. He mentioned that some of the employees were worried that the seasons that follow may not be as popular due to a honeymoon effect, people would just lose interest. So in our Market Research class we decided to do a survey Midland residents to see if this was the case. The following report contains our methodology and results from the primary and secondary research conducted by our group.
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Executive Summary background and objectives Our research was conducted to explore the marketing opportunities and threats that the Great Lakes Loons ‘A’ minor league baseball team currently face. Last season, the first season for Dow Diamond, was a tremendous success, but attendance usually drops for a minor league team after their first season. The purpose of this research is to find what will keep the community coming back to Loons games as the Loons move past their inaugural season. We used three objectives to develop and concentrate our research: Why will community members go this year? What did they like about last years games? And, what didn’t they like about last years games?
results In answering our objective question, “Why will they go this year?” our research results show community members would like to see more wins, followed by concession specials, student discounts, crowd interaction, and family events in order to attend games in the upcoming season. In answering our objective question, “What did they like last year?” our results showed that overall, community members were satisfied with the Great Lakes Loons games. What they liked most last year was ticket price, followed by cleanliness, family environment, and game times. In response to our objective question, “What didn’t they like last year?” our research showed us people were most dissatisfied with parking, followed by skill level of players, concession price, and team competitiveness. By these results, we see the answer for our big question: “What will keep people coming to Loons Games?” What will keep them coming is adding previously mentioned things such as family events, student discounts, and concession specials, and by maintaining things like cleanliness and great ticket pricing. People will also come by improving on things like parking, concession price, and team competitiveness.
conclusions In conclusion, to keep people coming we need to maintain things like cleanliness, family friendliness, game times, and the overall fan experience; improve on parking and concession price; and add things like concession specials, student discounts, and more family events. Other important conclusions include that the female market is very applicability to us, that stadium seats are preferred greatly over lawn seats, and that older people tend to attend more games.
recommendations Based on this research, the Loons Research Team recommends removing some lawn area and replacing it with stadium seating. Secondly, we recommend the organization placing a three to four story-parking garage. For our third recommendation we recommend a 10% decrease in concession pricing. Our fourth recommendation is to implement concession specials. Another recommendation we have is to advertise group ticket packages to older generations. Our last recommendation is to improve and promote the family environment. Further research can and should be done on any of these suggestions.
Background and Objectives background
We explored the marketing opportunities and problems of the Great Lakes Loons ‘A’ level minor league baseball team. This team is located in Midland, Michigan, where they play at Dow Diamond. Currently the team has a season that runs from April through September. Through their venue and team, the Loons offer recreation, entertainment, promotional events, concessions, fireworks, and family enjoyment. They also offer different activities during the off-season when the Loons are not playing.
Through our research we wanted to answer the big question of, “What will keep people coming to Loon’s games?” To reach this answer we used a series of objective questions. First, we determined, “What fans liked last year?” We also determined, “What fans did not like last year?” In our final objective we determined, “Why will they go this year?”
Last year, 2007, was the Loon’s first season. This first season for the team, and for Dow Diamond, was a tremendous success. Overall attendance was 324,565 people and 30 of the 68 home games were sold out. That ranked the Loons fifth out of 14 Midwest League teams and 10th out of 60 minor league teams. However, that was last season. Attendance usually drops, and continues to drop, for a minor league team after their first season. We wanted to answer the question of whether the next season, and the seasons that follow, are going to be as successful as the inaugural season. We also wanted to see what current activities and promotions offered are enjoyed by the customers and will keep them coming back. We found out which aspects of the Loons experience keep fans coming back season after season.
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secondary research plan
Our secondary research was primarily conducted on five other baseball teams in the Midwest League. The Midwest League is the league the Loons and other northern ‘A’ level minor league baseball teams play in. The five teams include the Dayton Dragons, Lansing Lugnuts, West Michigan White Caps, Fort Wayne Wizards, and Michigan Battle Cats. We examined the attendance figures of those teams from their first year at the stadium. all the way up to last season. The purpose of this was to discover if there is a “honeymoon effect” in minor league attendance. In other words, it was to determine if there is a general decrease in attendance after a team’s inaugural season and to what degree it happens. We also went beyond attendance figures and examined the different promotional activities that other sports teams offer to positively influence turnout.
Our sampling was non-probability sampling. We used a quota method using age brackets of our interviewees to make sure we got a broad sample that best portrayed the community of Midland. We screened potential candidates before administering the survey by asking them if they had been to a game or not. If they answered “yes,” we then asked them to take our survey and administered it from there.
exploratory research plan We conducted our exploratory research in the Midland community. It was specifically conducted with community members who attended games last season. We interviewed 15 people of various gender, age, and vocation and found out what they thought about our topic so we could determine our primary research questions. We asked five questions through personal or phone interviews. Our first question addressed whether the interviewee had indeed attended at least one game to see if we should interview them. The other questions were open ended and found answers to, and generated discussion about, our research objectives. This research was very informal, and, more importantly, it was personal and relaxed. Primary Research Plan
survey Our survey was a self-administered questionnaire. It included questions gathered from information discovered in our secondary and exploratory research.
data gathering We administered our survey using a drop-off/stand-by method of gathering. We sampled 75 participants, of all age groups, who said they had attended a Great Lakes Loons game. We used four different high traffic areas to administer our surveys.
data analysis Our data was generated from our survey results. We manually read the surveys and individually typed the answers into a MINITAB program. We gave each question and answer a value that was entered into MINITAB. Using the program we conducted calculations to find averages and make cross-tabulations to let us interpret the data we gathered.
Results secondary research findings Through our secondary research we were able to make some important discoveries. For starters, attendance almost always drops off after a minor league baseball teams inaugural season at a stadium—and it almost always keeps dropping. Of the five Midwest League stadiums we researched, three saw the most attendance in their history during their opening season. Another stadium, Fifth Third Field, saw an increase in attendance in the teams first two seasons but after that there attendance has continued to drop. The Dayton Dragons (Fifth Third Field) have stayed impressively consistent in their attendance. Not only has it grown since their inception, but Fifth Third Field also sees the most attendance of any of the stadiums studied. In fact, they have sold out every game since their inception. The Dayton Dragons—and the stadium they play in, Fifth Third Field, will prove to be a very good example of how Dow Diamond should continue to bring in fans.
Attendance from the stadiums studied since their inception: 700,000 600,000
Fifth Third Field
400,000 300,000 200,000 100,000 0 1st Year
secondary research findings – dayton dragon case study
The Dayton Dragons are the first and only team in minor league baseball history to sell out an entire season before it began. Beyond that, they have sold out every game since the there first season in 2000. It’s not about winning either. The Dayton Dragons have posted a .473 winning percentage. The Lansing Lugnuts, West Michigan Whitecaps, and Michigan Battle Cats all have posted better winning percentages since 2000 at .510, .554, and .531, respectively. Even though they don’t win half of their games, Dayton Dragon merchandise is still one of the top ten selling team logos in minor league baseball. Also, they rank number 10 on Sports Illustrated Ten Hottest Tickets in Sports. 1. Detroit Red Wings – NHL 2. Boston Red Sox – MLB 3. Duke Blue Devils – NCAA Basketball 4. Nebraska Cornhuskers – NCAA Football 5. Washington Redskins – NFL 6. Denver Broncos – NFL 7. Sacramento Kings – NBA 8. Dallas Mavericks – NBA 9. Colorado Avalanche – NHL 10. Dayton Dragons – Minor League Baseball (Midwest League)
Fifth Third Ballpark Allen County Stadium C.O. Brown Stadium
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The city of Dayton has an average household income of $27,523. This is comparably lower than that of the locations of the four other teams we studied: Average Household Income $50,000
Another benefit for the Dayton Dragon’s large attendance is that they are affiliated with the Major League Baseball team the Cincinnati Reds, whose home field is only 50 miles way. The close proximity means that Dragon fans are more than likely Red fans as well. This is advantageous towards attendance because it gives Dayton Dragon fans a chance to see the future of their favorite major league program.
exploratory research results
$40,000 $30,000 $20,000 $10,000 $0
Reason #2: Close proximity to major league affiliate
Considering the Dayton Dragons have the worst winning percentage of the teams we studied, and Dayton has the lowest average household income of the studied teams’ cities, how is it that they are still one of hottest tickets in sports? Through our secondary research, these are the reasons we uncovered:
Reason #1: Dayton Dragon games are about family fun and entertainment Fifth Third Field offers those Dayton families with kids on a little league baseball team a special package. With the package, a little league team gets to run a lap around the warning track, get announced by the P.A. announcer, highlighted on the video board, and meet the players after the game. Fifth Third Field features more stadium seating—and consequently less lawn seating—than other minor league stadiums. This just adds to the family appeal of a Dayton Dragon ticket, as families prefer stadium seating. On six dates (April 20th, May 9th, May 22nd, June 19th, July 23rd, and August 17th) the Dayton Dragons offer a McDonald’s Friends and Family Night promotion. The promotion includes four tickets to a sold-out Dragons game, four McDonald’s Extra Value Meals, and four Dayton Dragons baseball caps. A package like this would sell for $120, but the Dragons offer it for $39.99. These particular packages sell out every year.
The first question, “Did you go to a Great Lakes Loon’s game last year?” was a qualifying question we asked to make sure that we got responses from people who have actually attended a game. If they were to answer, “no”, to this question we would have thanked them for their time and moved on to another respondent. The second question, “Do you plan to go again this year?” gave us positive results. No person responded with a definite no and only two people responded with a maybe. The third question, “What was your favorite part?” gave us a wide variety of results. Many respondents liked the cheap tickets and sitting in the lawn seats. They also enjoyed the family atmosphere and the family activities they could participate in. Respondents also enjoyed the concessions, but thought they could be improved, as we will note in a later section. The entertainment that was performed was also an important factor for our respondents. They liked the special appearances by performers and enjoyed the music that was played. Most respondents also mentioned that they liked having fun with their friends and family, as it was a social event for them. The fourth question, “What didn’t you like or what could be improved?” also gave us a wide variety of results. Many respondents made a comment about the concessions and noted important facts like price and variety. A few respondents also mentioned the team’s mascot, Lou E. Loon, was very vexing and thought he shouldn’t be so ubiquitous. Another major concern was the team’s inability to win games. Many respondents noted this in the survey at some point, and some were more serious about it than others. Also, it should be noted that many respondents felt there was really nothing they did not enjoy. The fifth questions, “What would you like to see in upcoming seasons?” and “What will keep you coming back?” were used in conjunction with one another, primarily to stimulate a response if one question didn’t provoke any answers. Each of these questions were important to our main objective of finding out what will keep people coming back to Great Lakes Loon’s games. The responses from our exploratory research were also used in developing our primary research survey.
primary research results As previously mentioned, our three main objectives were: “Why will they go this year?” “What did they like last year?” and “What didn’t they like last year?” The series of questions in our survey gave us an indirect answer to our objectives. We then used these answers to answer our primary research question. Our primary research question was, “What will keep people coming to Great Lakes Loon’s games?” Our results concluded that most people were satisfied with the Great Lakes Loon’s games and will attend games in the 2008 season. Of the seventy-five respondents, seventy-one answered, “Yes”, to attending a 2008 game. Of those seventy-one respondents, forty-four said they would attend one to five games, twenty-five said they would attend six to twenty games, and two respondents said they would attend thirty-one or more games. The series of questions using the Likert Scale gave us a variety of results. Items scoring an average less than or equal to two, which means they were satisfied or very satisfied, were: Ticket Price 1.52 Concession Quality 1.95 Family Environment 1.76 Between Inning Promotions 1.99 Cleanliness 1.6 Game Times 1.81 Overall 1.7
Skill Level of Players 2.87 Team Competitiveness 2.67 Lou E. Loon 2.01 These averages are still very close to the rating of satisfied, but due to the small margins on the averages, there are areas that seek improvement. Clearly, a higher response average means a more dissatisfied response. We then gave respondents a series of nine choices and asked them to list what they would like to see more of in the upcoming 2008 season. They were asked to rank the top three things they would like to see with one being the most important. Listed below are the total averages of the results. More Wins Student Discounts Concession Specials Affordable Tickets More Family Events Better Beverage Selection Giveaways and Prizes More Entertainment More Crowd Interaction
2.04 3.35 3.16 3.91 3.35 3.76 3.57 3.37 3.49
These averages signify the qualities and aspects of Great Lakes Loon’s baseball games that people enjoy. The closer the number is to one, the more satisfied the respondents were. Maintaining these high standards are a part of what will keep people coming back to a Great Lakes Loon’s game.
One of our objectives was to answer the question, “What didn’t you like last year?” The answer to this question can be answered by looking at the opposite end of the Likert Scale, where the average responses were closer to a no opinion or a dissatisfied rating. Concession Price Concession Selection Fireworks Pre and Post Game Concerts Special Entertainment Children’s Play Area Parking
2.83 2.12 2.04 2.4 2.32 2.23 3
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These numbers signify what people would like to see more of in the 2008 season. The margins on these averages are very small, but an average closer to one is what people want to see more of, or an improvement in that area. If the respondent did not mark a certain selection we gave that ranking a four. This means that a closer average to four is what the respondents thought did not need improvement on. Observing the chart, the areas that require the most attention are more wins, concession specials, student discounts, more crowd interaction, more family events, more entertainment, and more giveaways and prizes. Another area of interest that we found was the seating types people preferred. Almost fifty-nine percent of respondents preferred the stadium seating, almost thirty-five percent preferred the lawn seating, and only six percent preferred suites or rentals. This correlates with the survey question where we asked people to rate items. Clearly, lawn and stadium seating are the most inexpensive selections and affordable ticket prices were rated as the least important and needed almost no alterations in the respondent’s opinions.
Age is an important demographic characteristic that must also be analyzed. When we cross-tabulated age and how many 2008 Loon’s games we obtained these results: 0 Games 1-5 Games 6-20 Games 21-30 Games 31+ Games
24 and Under 13.04% 69.57% 17.39% 0% 0%
25-35 0% 61.11% 38.89% 0% 0%
36-50 11.11% 55.56% 22.22% 0% 11.11%
51+ 0% 36.36% 54.55% 0% 9.09%
As the chart shows, the older the respondents were, the more likely they were to attend more games in the 2008 season. When we cross-tabulated the results of the respondents age and their preferred type of seating, we obtained these results:
Our survey respondents were fifty-nine percent male and forty-one percent female. When we cross-tabulated the results of gender and if they will attend a 2008 Loon’s game we found that ninety-one percent of females will attend and ninety-two percent of males will attend.
Lawn Stadium Seats Suites/Rentals
Then we cross-tabulated gender with how many games they will attend and came up with the following information:
As this chart shows, the lawn seating is preferred more by the younger respondents and the stadium seating is preferred more by the older respondents.
0 Games 1-5 Games 6-20 Games 21-30 Games 31+ Games
limitations of the research
Male 7.89% 47.37% 42.11% 0% 2.63%
Female 4.35% 78.26% 13.04% 0% 4.35%
As the chart shows, attending games in the 2008 season has no correlation to gender. It is apparent that males will be attending a larger amount of games than females, but it is still important to note that females are still an important demographic for Great Lakes Loon’s baseball games. Another important aspect relating to gender is the preferred seating type. Lawn Seats Stadium Seats Suites/Rentals
Male 52.63% 39.47% 7.89%
Female 21.74% 78.26% 0%
As the chart shows, males have a stronger preference to the lawn seating than females. Females show a very high percentage in preference for the stadium seating.
24 and Under 65.22% 30.43% 4.43%
25-35 38.89% 61.11% 0%
36-50 11.11% 77.78% 11.11%
51+ 18.18% 72.73% 9.09%
One of the main limitations of our research was our sample size. We were only able to survey seventy-five respondents, due to time and respondent availability. We feel that with a larger respondent size we would have been able to get better results from our questionnaire. Another limitation of our research was that we used non-probability sampling techniques. One way we did this was based on convenience of finding respondents. Another technique we used was judgment sampling on the types of respondents we were going to ask, for example, age and gender. We also used a quota technique with our judgment analysis to get a variety of respondents from different demographics. These techniques deviate from probability sampling, and may have skewed our results. Another limitation of our research was the area in which we conducted our exploratory and primary research. We only surveyed respondents in the Midland, Michigan area. It may have been beneficial to branch out to surrounding areas to get a wider variety of respondents.
Based on the results in researching our “big question”, we decided on a few recommendations for the organization. First, we suggest removing some of the lawn area and placing stadium seats in its place. Around the entire outfield and down half of the right field line is all lawn seating, so the organization has a large selection of places to add the seats. Based on the preference of stadium seating, it will be something that satisfies the majority of the fans. Secondly, we also suggest the organization put in a three to four story-parking garage on the east side of the stadium. This will maximize the parking space the Loons have and accommodate the fans. It will be costly at first, but will make the fans extremely happy and more excited about coming to a game. Thirdly, we suggest a slight reduction in price of the concession food. The fans generally like the selection the stadium has, but in many cases the prices are keeping them from buying and forming a negative opinion of the stadium and organization. We suggest a decrease of price by at least 10 percent. This will make the fans happier with their experience and get them coming to more games. Fourthly, we suggest concession specials. More people will come to a game to utilize their coupons or take advantage of special deals. People love feeling like they have something special and will want to take advantage of this special privilege of getting a discount. For example, a dollar off hotdogs for senior citizens on all Wednesday games, or teens get half off Dip and Dots on Monday games. This gives them another reason to come and makes them feel privileged at the game. This will also increase ticket sales on games early in the week when sales are usually slower. Our fifth recommendation is to advertise group ticket packages to the older generation. They are the ones who want to attend larger multitudes of games. This means advertising ticket packages in newspapers, during the local news, and at community organizations such as Rotary Club or the American Legion, as apposed to marketing the ticket packages at bars, during nightly drama shows, or close to schools and universities. Our sixth and final recommendation is to improve and promote the family environment. This can be done by increasing security and training of game day staff to prevent alcohol abuse. The organization should also add parent/child on field events between innings or use parent/child contestants in the events already in place. We also suggest discounts for ticket packages if taken by three or more members of a family. Tickets are cheap, but buying an eight game or even
season tickets for a family gets pretty expensive. The Loons could give monetary discounts or free games within the package based on the size of package the family wants.
conclusions Our first group of conclusions is for our, “Why did they like last year?” question. Looking at our results from question number seven of our survey, we see they really like the ticket prices. Some other things they really enjoy are the cleanliness of the stadium, the family environment, the game times, and the overall experience at a game. These are all important parts of the Minor League baseball experience, so it is good to see the Loons excelling in these areas. Another thing we concluded from question six was the fans liked stadium seating more than lawn at an almost 2 to 1 ratio, which is obviously a preference of the general comfort that the stadium seats bring. Our second conclusion stems from the objective that asked, “What didn’t they like last year?” We see the fans definitely do not appreciate the parking situation. They also dislike the concession price and the skill level of the players. We also made conclusions from answering our third objective: “Why will they go this year?” People want to see more wins. Other than this, people want to see concession specials, student discounts, and more family events. Combining the conclusions from these three objectives, we have our answer to our large question of, “What will keep people coming to Loons games?” The things they liked and things they want to see this year are the things that will get them coming and maintain them as customers, and the things they did not like will, obviously, definitely not keep them coming to Loons games and need to be improved upon. Other conclusions from our cross-tabulations mentioned earlier in our primary research results show us that both men and woman appreciate the games. We also see that younger people are not as likely to see a high multitude of games in one season, but older people are more likely to attend a high multitude of games. Seeing that people want to see more family events this coming year from question eight, and also that they general like the family environment from question seven, we can conclude that people, in general, like the family atmosphere and the Loons should continue to promote this type of venue.
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Research Proposal background We are exploring the marketing opportunities and problems that the Great Lakes Loons minor league baseball team has. This team is located in Midland, Michigan. Currently the team has a season that runs from April through September. Through their venue and team, the loons offer recreation, entertainment, promotional events, concessions, fireworks, and family time. They also offer different activities during the off-season when the Loons are not playing. Last year, 2007, was the Loon’s first season. The turnout was even higher than expected. The current marketing question is whether the next season, and the seasons that follow, are going to be as successful as the inaugural season. Also, if the current activities and promotions offered are what the customers enjoy and will keep them coming back. We want to find out which aspects of the Loons experience will keep fans coming back season after season.
purpose of the research
The question that we are trying to answer is: “What will keep people coming to Loon’s Games?” The objectives of our research can be identified by asking the following questions: • Why did people go last year? • Why will they go this year? • What did they like last year? • What didn’t they like last year?
methodology secondary research plan
Our secondary research will be primarily conducted using five other teams from the Midwest League. The Midwest League is the league the Loons and other northern “A” level minor league baseball teams play in. We will use the attendance and other information from these teams from their first year of inception until now. The five teams include the Dayton Dragons, Lansing Lugnuts, West Michigan White Caps, Fort Wayne Wizards, and Michigan Battle Cats. We will be examining the attendance figures of these teams for not only their first year, but also the years that follow to see if attendance in the first year is just a honeymoon experience for a team or if attendance rates remain relatively constant. We will also examine minor league baseball attendance in general, as well as different minor league sports teams in the area and the different promotional activities they offer to keep attendance at an optimal level.
exploratory research plan We will interview about 15 people of various gender, age, and vocation to find out what they think about our topic so we can determine our primary research
questions. We will ask five questions through personal or phone interviews. Our first question will address whether the interviewee has indeed attended at least one game to see if we should interview them. The other questions will be open ended and find answers to, and generate discussion about, our research objectives.
primary research plan survey
Our survey will be a self-administered questionnaire. This survey will include questions gathered from information discovered in our secondary and exploratory research.
sample Our sampling will be non-probability sampling. We will use a quota method using age brackets of our interviewee’s to make sure we can get a broad sample the best portrays the community of Midland. We will screen potential candidates before administering the survey by asking them if they have been to a game or not. From there we will ask them if they would like to participate in the survey and administer it from there.
data gathering We will be administering our survey as that of a drop-off/stand-by method of gathering. We will be sampling approximately 80 participants who have attended a Great Lakes Loons game at Dow Diamond in Midland. We plan to use four areas including the Northwood campus, the downtown area, the Midland Community Center, and the Midland Mall.
data analysis The data that has been gathered will be entered into Minitab. Minitab will allow us to focus on trends and common answers found through our surveys. Through Minitab we will also conduct cross tabulations and graphic displays of our data, and base our research findings on that information.
deliverables We will be using two deliveries to show our research. Through these deliverables we will present every part of the work we did to reach a conclusion, and of course we will give the conclusion that answers our big objective question. We will construct a detailed report explaining what we have done. We will also explain our research through a Power Point presentation using important points and relative images.
scope What is included in this project’s scope will be why people came to games, why they will come to games, or why they won’t come to games. What is included in the project’s scope would be the results of the opinions of Loon’s customers who have been to Loons games and had the experience of being at the stadium. This includes young adults to the elderly. We will include people in the in the community. The scope of our project also covers the main reasons why people enjoy the games. What will not be included in this project will be ideas for new projects for the stadium. It will also not focus on moving the organization to focus on attraction factors that are not shared by the largest majority opinion. It will not focus so much on what was good about their first year, but what they should improve or keep doing well. We will not include customers who are not from the area, or who are only here in summer, for instance, snowbirds.
timelines and budget
We have yet to finalize our timeline and budget but here is a rough idea: Budget: Account Manager Project Manager Business Analyst Research Analyst Total
Hours: Rate: 8 $180 10 $150 8 $150 10 $120 36
Total: 1440 1500 1200 1200 5340
Timeline: Week 3 - Define research objective Week 4 - Submit first draft of the proposal Week 5 - Complete exploratory and secondary research Week 6 - Finish final copy of research proposal and final report Week 7 - Complete and administer survey Week 8 - Analyze survey and form conclusions Week 9 - Complete final report Week 10 - Give final presentation
Our first approval will need to take place in week three. Various approvals of our progress will take place from week 3 until week 10 when we present our research.
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survey 1. Gender:
2. Age: 24 and under___
3. How many Great Lakes Loon’s games did you attend last year 1-5___ 6-20___ 21-30___ 31+___ 4. Do you plan to attend a 2008 Great Lakes Loon’s game? 5. If Yes, how many?
6. What is your preferred type of seating? Lawn___ Stadium Seats___ Suites/Rental Areas___ 7. What is your opinion of the following parts of the game or games you attended last year? Please rate the following by circling the number:
1 ----------- 2 ----------- 3 ---------- 4 ----------- 5 Very Satisfied No Dissatisfied Very Satisfied Opinion Dissatisfied
Ticket Price 1 ----------- 2 ----------- 3 ----------- 4 ------------5 Food, snack and beverage quality 1 ----------- 2 ----------- 3 ----------- 4 ------------5 Food, snack and beverage price 1 ----------- 2 ----------- 3 ----------- 4 ------------5 Food, snack and beverage selection 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Family environment 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Fireworks displays 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Pre or post-game concerts 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Between Inning promotions 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Special Traveling Entertainment (Blues Brothers, Zooperstars, etc.) 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Cleanliness of stadium 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Game times 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Children’s play area 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Parking situations 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Skill level of players 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Team competitiveness 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Lou E. Loon 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 Overall experience 1 ----------- 2 ----------- 3 ----------- 4 ----------- 5 8. Rank the top 3 things you would like to see in the upcoming 2008 season, with 1 being the most important. ______ More wins ______ Student discounts ______ Beverages and food specials ______ More affordable tickets ______ More family events ______ Better beverage selection ______ Giveaways and prizes ______ More Entertainment ______ More Crowd interaction
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Auto-Owners Insurance came to our Advertising Campaign class at Northwood University looking to spice up their marketing communications and possibly break into new markets. Our class was broken into six teams or â€˜agenciesâ€™ competing for a cash prize. We were given free reign on anything that we wanted to do and told to be as creative as we wanted. Each team was given a client, or person who worked in the marketing department of Auto-Owners who we could ask questions or run things by. The final exam for this class was pitching our campaign to the 15 highest people at Auto-Owners, including the President and CEO. As a graduating senior, I took charge of my sophomore team as Account Director and Creative Director, leading them to second place, receiving a cash prize of $400.
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Executive Summary Auto-Owners Insurance Agency has a long history of great service to its customers. In service since 1916, Auto-Owners has held true to many important core values. The values include: honesty, hard work, loyalty, prudence, relationships, the team, profit, stability and consistency . These are important core values that every American should hold. Many would consider these values conservative and possibly out of touch with today’s younger generations; however, it’s important to realize that these younger generations also hold many similar core values. It is of the essence to capture this younger market, we believe that once they are exposed to Auto-Owner’s outstanding services, it will lead to a lifelong relationship. The advertising efforts of JAWMAT will reflect the above statements. Our advertising will primarily focus on persons aged 22-30. In order to tap into this younger market, it is important to move towards less conservative forms of advertising. We believe that our campaign will do just that.
Company and Consumer Analysis Auto-Owners Insurance has been known for being one of the top companies in the insurance industry for years. They have successfully hit their target market on several occasions with their marketing strategy leading to an increase in sales. Although, after the last five to six years, Auto-Owners has lost their footing with their marketing strategies and advertising campaigns while other insurance companies have had much success with their advertising. When asking a consumer to name three insurance agencies off the top of their head, more time than not Auto-Owners will not be in that top three. This is caused by an inefficient marketing strategy with addition their competitors have successfully put together respectable advertising campaigns. Auto-Owners Insurance came to Northwood University for assistance and guidance in their marketing department. The class chosen to work on their campaign was then divided up into groups. Our group, Team JAWMAT, has researched your company and the competition. We believe with the data we have gathered, Auto-Owners can and will be the most well known insurance companies in the world, even more so than now.
Market Analysis The market for insurance is wide and very broad. Team JAWMAT believes that Auto-Owners can maintain their traditional and fundamental advertising sense while still exploring new markets with a more creative way. We believe that Auto-Owners Insurance’s target market should be Generation Y, men and women born 19771994. We feel this is an untapped market, with the most potential. Although Auto-Owners has found success with older generations, we believe that Auto-Owners could have equal success with Generation Y. Targeting young adults just getting out of high school, graduating college, and this age group as a whole, we feel that not only will Auto-Owners be able to hit an untapped market, but will also have other advantages. The main advantage is to attract young adult graduates from college who will be looking to buy insurance of some sort, whether for their car or their house. If AutoOwners captures this individual, than not only can they maintain them as a customer for auto insurance, but also maintain them for future insurance needs. They would become life-long customers.
Target Market Analysis demographics and psychographics Generation Y is made up of more that 70 million men and women in the United States born between the years 1977 and 1994 and make up over 20% of the population. By the year 2012 they will have filled the 18-34 demographic age group. 11% of high school students alone have a credit card that is co-signed by a parent, while 40% of teenagers maintain a part time job with an average of at least $100 of disposable income per week. Generation Y is being raised in the age of the active parent. Parents of this generation spend more time with their children than any other generation. Because of this, they are very hands on and do not leave children to make key decisions on their own in areas such as planning achievements, taking part in activities, and show strong belief in the childâ€™s worth. Today, over half of the families with children in this generation eat dinner together all seven days a week. With all of this Generation Y has the belief that they can and will accomplish almost anything, and if they canâ€™t they can always go back home for help and support. Generation Y has a strong sense of entitlement. Growing up in households of active parents and the strong media messages, they are told that they can have it all. They will strive for the quality of life of the rich and famous. They want the best and think they deserve it which gives them high expectations, but also driven and ambitious. An estimated 75% to 90% of Generation Y has a computer at home with more than 50% having internet access. Much of the time spent online is
for entertainment purposes. These technological advances have given Generation Y a unlimited number of choices, so they know that if they canâ€™t what they want from one source, they can immediately find another.
for an extended period of time, but they want to be at the top of the company right away, and are willing to work hard to get there by doing better and faster work than co-workers, because competitiveness is in their nature.
Generation Y is the definition of the melting pot with one out of every three a different ethnicity than Caucasian. Many are also openly homosexual. One out of four of this generation comes from a single parent household. This makes them very tolerant of the diversity that they are surrounded with, making it acceptable if not the norm to interact with different cultures and ethnicities.
marketing to generation Y
Generation Y can be characterized many different ways. They are often called impatient due to the fact that they have been raised in a world that is dominated by technology, giving them what they want in an instant, which can make them feel crunched for time and always be in a hurry. They are also very skeptical of the world they live in. This is caused by media figures being involved numerous scandals. They have also been characterized as expressive because they want to make their point even if self control is taken over by self expression. They are also driven by the image they portray and will often make personal statements this way. They are also inexperienced; they have not seen it all and have not done it all, but they are not afraid to ask questions. Good things about Generation Y is that they are very adaptable, technologically savvy, able to grasp new concepts, efficient multitaskers, and very tolerant. Due to ever changing technology they are able to adapt and be comfortable in a multitude of situations, and they will use their ability to learn to help them adapt. They have great direction and they know what they want. Generation Y is one of the most educated segments. Going to college is the norm today with 64% of women and 60% of men going to college after graduating high school. The hard work of college transfers in to their careers because they expect that they will have to work. They do not plan on being at the same location
Whether it is a business or personal relationship, Generation Y views honesty, integrity, and generosity as the foundation of a good relationship. They are smart and they expect to be given the best, as well as give it. Generation Y is very peer focused, so the value the opinions of others their own age, as well as their parents where they gained their traditional values. Other characteristics of Generation Y include: Philanthropic: Give their time, service, and money Socially Conscious: Believe in giving and helping others Perceptive and Easily Disillusioned: Dishonesty sends them running and causes distrust that is not forgotten To market to Generation Y we need to first appeal to not only the young, but also to their parents, so products need to be practical and affordable. Second, giveaways and promotions are very popular among this age group. They get excited about the possibility of winning something for free. Third, you have to go where they are. Where they spend time, even its online or at the mall, you need to grab their attention where they are. Fourth, you need to remember to market to their uniqueness. They have a certain purchasing process and rely on their parents and peers for recommendations, you can use them to convince them to buy. Fifth, you have to speak to them as intelligent adults and deliver outstanding service; even though they may be young they are still very intelligent.
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jeffery scott, president of integrated account services at
• They are kids, not miniature adults. You have to have fun and really entertain them; DON’T BE DULL.
insurance facts and statistics
• They are going to be exposed to your communications through their parents, and you have a tremendous opportunity to connect with them • They have high ideals and want to do something important, they want to stand for something, they believe in the power of collective action, and want you to do the right thing as a company • They are patriotic, 68% said they would be willing to make personal sacrifices for the country -They value education, love the notion of education and want the best and the most education, you can use this to feed them information and help them feel smarter about the decisions they are making, but you can’t lie to them because they are adept researchers. • Have a strong moral compass, they admire honesty and integrity and they want total integrity. If you stand for something against what they believe, or what they perceive as phony, they won’t buy. • They are incredibly optimistic; they believe that they can have it all and that everything is possible. The world is not win or lose nor a zero sum game to them. Proceed with full optimism and not doom and gloom. • They are determined to get where they are going fast and will not wait around. They have high expectations and think they will get them fast, you need to play in to their need for speed. • They are absolutely color blind and embrace diversity, they want to see their world through your advertising. • They know they are being marketed to. They are the most media saturated market. They want you to know they know and that they don’t mind, and they are not bothered by the media that surround popular culture. You have to be totally transparent and be honest that you are selling them something. Do not pretend to be part of their group by using jargon and attitude.
for generation Y • 7% more likely than the average adult to purchase health insurance and 8% more likely to purchase dental insurance without the use of an agent. • 44% would consider purchasing long term insurance, 13% more than the average adult • 46% consider hospital insurance for emergency cash when hospitalized for outpatient surgery, 16% more than the average adult • 14% are inclined to purchase insurance for their pets, 7% more than the average adult • 50% would consider purchasing health or dental insurance from the internet, phone, or direct mail instead of their agent • 32% of Generation Y and 28% of adults with household income between $50,000 and $75,000 would consider other financial products or services from an insurance company
effectiveness of insurance direct mail and other statistics • 26% of adults with household incomes of $50,000 to $75,000 reported that they read insurance direct mail in 2003, reflecting an 11% increase from adults surveyed in 2002. • 70% of adults surveyed indicated that they are more likely to open insurance direct mail if their name is on the front . • Timing, an interesting looking package, one that conveys a sense of importance, and special offers or discounts prompt over 50% of adults to open insurance direct mail. Weekly direct mail readership has increased six percent from 2002 to 2003 among adults with household incomes of $75,000 or higher.
• 35% of adults with household incomes of $75,000 or higher felt that a knowledgeable agent was the most important service provided by an insurance company. • 20% of adults felt that 24-hour accessibility is most important. • 19% of adults indicated that prompt claim payments were the most important service while 16% felt that courteous customer service was the highest priority. • Only three percent of adults felt that online accessibility was the most important service.
Creative what is facebook? Facebook is a social utility that connects people with friends and others who work, study and live around them. People use Facebook to keep up with friends, upload an unlimited number of photos, share links and videos, and learn more about the people they meet. Facebook is made up of many networks, each based around a company, region, or school. Join the networks that reflect your real-life communities to learn more about the people who work, live, or study around you. Facebook’s Platform enables anyone, anywhere, to build complete applications that you can choose to use. The possibilities are endless. Define your experience on Facebook by choosing applications that are useful and relevant to your world.
establish an interactive presence on facebook: Every Facebook Page is a unique experience where users can become more deeply connected with your business or brand. Users can express their support by adding themselves as a fan, writing on your Wall, uploading photos, and joining other fans in discussion groups. You can send updates to your fans regularly — or just with special news or offers. Add applications to your Page and engage your users with videos, reviews, flash content, and more. Creating a Facebook Page is easy, free, and great for all types of businesses. your fans love you, and their friends will know it: When your fans interact with your Facebook Page, the actions they take are automatically generated into social stories. These stories are published to News Feed, which friends may see the next time
they log into Facebook. The stories link back to your Facebook Page, inviting more people to interact with it, which generates more social stories and drives even more traffic to your Page. Think of it as word-of-mouth marketing, only completely free and happening online. get even more distribution with facebook social ads: You can increase the viral distribution of your Facebook Page with Facebook Social Ads. Create an ad creative and attach it to stories in News Feed or in the left-hand Ad Space. Social Ads increase the number of friends who will see the story when they visit Facebook, and you can also target the ads to specific demographics. Create a Facebook Page and get started with Facebook Social Ads.
measureables get meaningful statistics: Get valuable metrics about your presence and promotion on Facebook. With Facebook Insights, you have access to data on activity, fan demographics, ad performance, and trends. With this information, you are better equipped to improve your custom content on Facebook and adjust your ad targeting. Facebook Insights is a free service for all Facebook Pages and Social Ads. rely on authentic demographic data: Facebook’s robust database of authentic demographic information provides you with a deep understanding of exactly who is engaging with your business and how. From the performance of your social ads to the viral distribution rate of stories about your business, Facebook Insights helps you learn more about your target audience. make informed decisions: Facebook Insights provides the necessary information to improve the content of your Facebook Pages and the performance of your Social Ads. Refine your Social Ad target demographics, budgets and creatives based on Insights data to increase traffic to your Facebook Page or website. Use the data to adjust
the content of your Page and optimize for increased engagement with your customers and fans.
our plan: Create a Facebook page for Auto-Owner’s insurance. Through this page, customers and potential customers will be able to add Auto-Owner’s insurance to their friends list. Doing this will allow them to view AutoOwner’s information, what they stand for, types of services offered, customer comments, and a direct link to Auto-Owners website where they can find an agent closest to them. To attract people to the Facebook page, we plan to launch a guerilla marketing campaign. This campaign will entail a contest for college students to post pictures and videos of their personal car accidents or car accidents that they have witnessed. At the end of a designated time period, Auto-Owner’s employees, independent agents, and Facebook users will have the opportunity to evaluate and judge each picture and video and a prize would be awarded to the best, or worst, picture or video. Prizes could include useful items for college students such as scholarships, bookstore vouchers, computers and accessories, or dorm room accessories.
why? 75% to 90% of our target market has a computer at home with more than 50% having internet access. Much of the time spent online is used for entertainment purposes and social networking sites such as Facebook are the most popular entertainment sites visited by our target market. Giveaways and promotions are very popular among our target market; they get excited about winning something for free. Being where they are is required for reaching this target market, and grabbing their attention through Facebook will put us ahead of the pack. Marketing to their uniqueness is required to reach
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this target market. They rely on their peers for recommendations. Since Facebook users will have to add Auto-Ownerâ€™s to their friendâ€™s page, AutoOwners and agents will have direct access to their personal page and will be able to target potential customers in their area for an extremely personalized campaign.
event marketing graduation fairs A graduation fair is a time when all college seniors gather to learn about what is required of them for graduation. A variety of vendors attend these events. Some vendors include photographers, banks, student loan consolidators, career services, and campus bookstores. Most, if not all, college seniors attend these fairs. This is an excellent time to reach our target market. Since attendees will be finishing college, graduating, and potentially moving on to careers, they will be considering purchasing automobiles and homes and possibly starting families. This is a perfect time to get them thinking about purchasing insurance for their new futures. We designed the first brochure for an event such as this. The brochure is very simple, but functions as a way to gather information. The last page with the AutoOwners logo on one side and the personal survey on the reverse will be used to gather information about prospective clients. The survey will be attached with a perforated edge and will be removed and the remainder of the brochure will be kept by the individual. The brochure sample that we currently have is designed for a Midland, Michigan agent of Auto-Owners, called Ieuters. The design is completely editable to format an agencyâ€™s logo across the top. As an incentive for filling out this personal survey, we have created USB 2.0, flash drives to give away. The company that we found for the cheapest and widest variety of styles and functions of USB 2.0 drives was IPromo. These flash drives are fairly inexpensive compared to the relative costs of acquiring a new prospect. When ordered in bulk, the total costs decreases significantly. Using the Auto-Owners logo, we created an example of what the graphic would look like. This is just a rough sample and the white box around the logo would not be visible, just the blue oval and the contents inside.
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Outdoor billboards It is important to note that all photographs are stock photographs and all rights are reserved to the creator of these stock photographs. Team JAWMAT is using these images for illustrative and educational examples.
mug shot billboard The, “Mug Shot Billboard,” is the first billboard that we designed. We designed this billboard to be transferable to any particular agency, but we used MCI Insurance as an example. Around the outside of the billboard are pictures of the employees at this agency. These pictures will extend outside the basic billboard frame and will be individually cut out to make the billboard more visually appealing and eye catching to the viewer. It also shows a friendlier, real life example of the agents that they will be working with. Inside the billboard frame we used the slogan, “Your Local ‘No Problem People.’” This slogan encompasses Auto-Owners personal slogan, and uses the local appeal for the agency. We also incorporated the individual’s agency logo, along with Auto-Owners. The background is a blue to white fade. The blue that we chose is a lighter hue than the standard Auto-Owners blue. We decided to use this hue so that we do not interfere with Auto-Owners logo. This fade is used in all of our billboard advertisements to maintain continuity.
The right side of the billboard we designated for Auto-Owners. We used to the tagline, “Oops,” to illustrate the humor in what a serious accident this truly is. Generally someone would say something a little more severe if they crashed in to the top of a billboard, but with Auto-Owners it is no problem. The actual graphic of the car extends beyond the frame of the billboard. It will stick out slightly to have the same effect of the Mug Shot billboard.
marilyn monroe billboard The third billboard we created is named, “Marilyn Monroe.” This particular billboard was designed particularly to promote Auto-Owners, not an independent agent. To catch viewer’s attention we used the sexual appeal of a young woman. She is put in an awkward predicament of having her skirt blowing up in the wind, much like the famous Marilyn Monroe photograph where she is stand over the sewer grate and she is holding her dress down. The way this billboard is designed is to incorporate an actual fabric that will blow in the wind outside. The fabric will be fastened to the billboard in the places that are visible on the photograph. We will not be editing the photograph underneath so it maintains its decency. We feel that this will appeal to not only our target market but any viewer. We do not feel that it will be offensive because there will not actually be anything underneath the fabric skirt. We feel the female demographic will not be offended by this billboard, but be able to relate because they may have had a similar experience and know that they should be covered.
oops billboard The second billboard we created is named, “Oops.” This billboard is designed to promote the independent agency and Auto-Owners. We used Ieuters Insurance for this particular example. For this billboard we designated the left side for the independent agent. We used the slogans, “Car Accident? and Need Insurance?,” for this advertisement to state the obvious graphic on the billboard of the car crashing. The text is positioned so that it looks as though the car is actually crashing in to it.
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building advertisements The next series of advertisements that we designed are for adhering to the sides of walls in major parking areas such as large parking lots or parking garages. They can also be used to simulate a car accident in the corner of a wall. In parking lots the graphic will adhere to the wall directly behind a parking space. The crashed car will appear on the wall with a dark shadow behind it to give it a three-dimensional appearance. This will make it look as though an actual collision has occurred between the graphic and the car that is parked in the designated space. This type of advertisement will catch the viewerâ€™s attention, especially the person whose car is parked near it. To accompany the crashed car will be an adhesive graphic of the Auto-Owners logo and the independent insurance agency that chooses to use this graphic.
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television The title of our television advertisement is, “The Window of Shame.” We created this television advertisement to have a more youth focused approach, but it is not to say that the advertisement won’t appeal to other demographics. We tell a story with this advertisement. It describes what a typical meeting with an insurance salesman might be like and shows how a customer might be treated. The main antagonist in this advertisement is Greg, who runs the insurance agency and Jack is the protagonist in this story, who is talking to Greg. The story progresses as Greg is trying to convince Jack to switch to his agency. We use a taste of humor and how Greg’s agency doesn’t have problems because they just ignore their customers. The story finishes with an ashamed Greg that has to validate parking. The final cell is left for the independent agency to customize for themselves. Cell 1 INT: Greg’s office Greg runs an insurance agency with a do whatever it takes mentality. Greg is trying to talk Jack into switching to his insurance agency. Jack, who is visiting, Greg has been insured with Auto-Owners for some time and is very satisfied, with no intention of switching. Greg “So Jack, new car eh? And still on Auto-Owners? (Chuckling) The ole’ “No problem people!” Jack “Yeah, I love my agent, I really have never had any problems with them.” Greg (deviously) “You know Jack, we don’t seem to run into too many problems here either. You know why?”
Cell 2 CUT TO INT: Chris’ cubical Chris is currently in the middle of a conversation with a client. Camera angle reveals that Greg is lurking just outside of Chris’ wall. Chris “… well that might be a problem”---Camera switches to behind Chris as Greg’s face slowly appears over the wall. Greg then points to a door across the room. Cell 3 CUT TO EXT: Outside the agency Chris is pacing back and forth outside a window whistling show tunes to occupy himself. Bill (From inside) “Should someone finish his call?” Cell 4 RETURN
INT: Greg’s office The two are sitting in a brief awkward pause Greg (Sheepishly) “Well uhh, what about your house? Or your life? You know we can cover those too”Jack (Cutting off Greg) “Yeah, Auto-Owners has it covered.” Greg (Ashamed) “Right… well let me just validate your parking.” Cell 5 CUT TO Black screen Agency’s Personal Frame They can add their own personal touch with items such as: Logo, Slogan, and Contact Information
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Conclusion The advertising efforts of JAWMAT are clearly targeted at generation Y. Research has concluded that this market holds many traditional core values, similar to AutoOwners. While this market holds or strives to attain these values, it is clear that they are much less conservative minded than previous generations. Auto-Owners Insurance has been successful for nearly one-hundred years; however, in recent years, it is clear that other companies have gained market share in the industry. They have done this by appealing to generation Y by rather outrageous advertising campaigns. Regardless, these seemingly irrelevant ads have worked. This is why we feel it is important to move towards less conservative advertisements, to appeal to this younger generation. It is essential to focus on this younger generation because we believe that once a potential client is exposed to Auto-Owners, it is highly likely that they will stay with us for a longtime. Auto-Owners prides themselves on building relationships, and if we can get young college graduates or newly employed persons exposed to the outstanding services offered, we believe it will have a snowball effect. Essentially, if they start with auto insurance, years later, they will need home owners, and then life insurance, and so on.
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The following campaign is another one I completed in college for an Advertising Campaign class. It was done for Victory Motorcycles, a sub brand of Polaris. More specific the Victory Vegas 8-Ball Motorcycle. It follows the trends of the time it was completed and utilizes creative marketing and advertising tools specifically targeted to an older generation of motorcycle enthusiasts.
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Situation Analysis There are many competitive brands in the motorcycle industry. The main competitors are Harley Davidson, BMW, Kawasaki, Honda, Suzuki, and Yamaha. The Victory Vegas 8-Ball is priced around $14,000. Of all of our competitors in this motorcycle category, cruiser style motorcycle, BMW has the highest priced motorcycles which are around $18,000. Harley Davidson is comparable to our motorcycle with prices ranging around $15,000. Yamaha’s motorcycles are priced around $13,000. Kawasaki’s comparable cruiser bikes average around $11,000. Suzuki is moderately priced with motorcycles in the $11,000 range. Honda motorcycles are a little cheaper with prices ranging around $9,000. The main advertising messages that it seems all of these companies are using is along the lines of fun, excitement, freedom, and speed. Brands like BMW and Harley Davidson take on two specific brand images. They both take on the sophistication because they are considered more upper class. BMW, Harley Davidson, and the other brands all carry the brand image of excitement. All of these brands are perceived as daring, spirited, imaginative, and up-to-date. The messages they give their consumers give pictures of people riding down highways, at what seems like high speeds, taking tight corners, and enjoying the freedom of the open road. All of these companies schedule their media along the same lines. What seems like the biggest place for advertisement is trade periodicals. Magazines like Cycle World, Rider, American Rider, Bike, Classic Bike, Cruising Rider, Motorcycle Cruiser, and Street Chopper are the most popular motorcycle magazines that have articles containing information about the roadster style bike. Also, male interest magazines, such as GQ, Esquire, and Men’s Health have advertisements in motorcycles primarily from BMW and Harley Davidson. The television advertising done by motorcycle companies are on channels primarily for men. These channels include Speed Network, G4 TV, Spike TV, Bravo, USA, FOX, FSN, ESPN, and Outdoor. Their television advertising is not as heavy
as many other products but it is there. It seems that motorcycles, like many high priced products, offer sales promotions with sales, particularly along the lines of financing. All of these companies offer competitive financing offers like no down payment, low monthly payment, and no interest for a specific time period. It seems that to stay competitive in the market companies must make it easy for customers to afford these products. Each of these companies has a website. Most offer their website as a way to target specific countries by having the website in the language and what products they offer in that country. Many of the sites let you customize the motorcycle that you want and give you a printout of the price and what to take to the dealer to have them order the bike for you, to your specifications. It plays very well into the idea that people want their motorcycles built specially for them. There are many reasons that a person would want to purchase a motorcycle. People enjoy driving a motorcycle for the thrill. They get the thrill of driving the motorcycle with road just inches from their feet. They also get the thrill of having to balance on two wheels on the road while straddling a power engine between your legs. Another reason people want to drive a motorcycle is for the speed and power. Many cars don’t offer consumers the available speed and power that a motorcycle can, especially for the price. Another great reason why someone would want to purchase a motorcycle, especially now, is for the fuel efficiency. Motorcycles can get upwards of 50 miles per gallon. There is also a special culture related to motorcycles. There are many groups of people who journey out together to enjoy the scenic areas of the country. Motorcycles are also a great way to get through heavy traffic areas. People can also enjoy the freedom of the open road, with the wind blowing through their hair. One of the main reasons for not purchasing a motorcycle is the safety issue involved. Motorcycles can be very dangerous, especially with an inexperienced rider. Night driving, congested roadways, and other automobiles are major concerns that have to be
considered more thoroughly for a motorcyclist than a regular automobile. Many people consider this the main reason for not driving a motorcycle. The motorcycle industry is a $14.6 billion market in the United States. There are approximately 6.6 million motorcyclists in the United States. These motorcyclists spend approximately $7.5 billion on new motorcycles Our customer base has many characteristics. 9 out of 10 motorcycle owners are male. The average motorcycle owner is 38. 60 percent of motorcycle owners are 35 or older. The median household annual income of a motorcycle owner is $44,250. One-third of the households have an annual income of more than $50,000. Motorcycle owners tend to live in mostly white, rural counties in the west and Midwest, and where traffic free back roads are plentiful. Motorcycle riders are more likely to crave excitement, freedom, risk taking, and showing off. Older riders like the comfort of cruisers because they have a more relaxed seating position. Comfort and style are key features that the Baby Boomer looks for in a motorcycle. Motorcycle owners are typically more educated and aspire to have a clean living. An external development that is affecting motorcycle industry right now is Hollywood. With the new movie release, Wild Hogs, it is anticipated that motorcycle sales will grow significantly. This movie glamorizes the use of motorcycles with famous actors going through midlife crisis. This plays well into the idea that the Baby Boomer generation is the largest market for motorcycles, and will spark the interest of many more to purchase a motorcycle. There are many regulatory matters that impinge on being able to drive a motorcycle. First the person needs to pass a written test administered by the Secretary of State. They also need to pass safety course or road skills test that is administered by a state certified road skills testing organization. To pass these tests it is almost necessary to enroll in classes that cost money and are often time consuming. This can be disheartening to the Baby Boomer who is still working and may not have time to go through all of these courses and tests.
S. W. O. T. A n a l y s
Experienced and entrepreneurial management and board
Small size can restrict options
Well thought of by buyers
One of few motorcycle stores in the area
Very involved purchase decision
Available manufacturing and repair capacity
High overall production costs relative to competitors
Time and money required to bring new products to market can be overwhelming
Continuing efforts in ensuring quality motorcycles and parts finance
Excellent growth in sales revenue in spring and summer months
Weak cash flow position in the winter months
Unique, high-quality, high price products
High prices Lower quality, lower price competitors
Upturn in local economies giving more people disposable income
Downturn in Michiganâ€™s economy giving people less disposable income
Distinctive name, packaging, and storefront
Entry of lower-cost foreign competitors
Upscale market is likely to remain stable
Premium prices may limit access to mass markets
Increase demands in motorcycles technology
New breakthroughs in safety features New designs and customizations available
High standards in roadway safety
Safety features cost more to manufacture which leads to higher prices High standards in roadway safety mean harder to get endorsements High insurance costs for new riders
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Targeting In terms of demographics, the primary target market of Victory’s Vegas 8-Ball is white men aged 35 to 50 years of age. We are targeting this group that has an annual household income of at least $45,000. These men will also have had a higher education. In terms of psychographics we are targeting men who may be going through that mid-life crisis. These are the type of men who want a change in their life, maybe to appear more youthful and relive their young and exciting days. These men want a little more excitement in their lives. They are starting to question what they have done with their lives and are probably unhappy with their nine to five lifestyles. With these men we want them to have the impression that by riding our motorcycle they will be perceived as a risk-taker. We want them to feel that they have the freedom of the open rode, and not feel tied down to family or work related obligations. These men will fear and admire the associated risks with this motorcycle. There is always the perceived risk of riding a motorcycle, and it will be this market who will want to venture out and enjoy the speed and risks involved with this motorcycle. With the rising gas prices these people will also know the cost savings from the great fuel efficiency they will receive from the motorcycle. In terms of behaviorgraphics we will be targeting men who already have their motorcycle endorsements. We will be obtaining lists of people from the Department of Motor Vehicles and the Secretary of State. These lists will give us names and addresses of people who have the motorcycle endorsement, meaning they have gone through the process of driver’s education of motorcycling. Since these people have already gone through the trouble of obtaining this, they will be more interested in motorcycles than people without the endorsement. These men will also use the motorcycle for more of a leisure time activity, instead of a more practical use of transportation. They will more than likely still drive their cars to work, but on the weekends they will cut loose, and enjoy the open road.
Positioning In terms of geodemographics we will be targeting people in specific regions of the United States. These regions include the west and Midwest. Most motorcycle owners live in these areas of the United States. These regions are well known for their practically traffic free back roads and beautiful scenery. Also most motorcycle owners live in the rural areas of these regions. This is why we are taking on a cooperative advertising campaign with Hickey’s Black Metal Choppers in Saginaw, Michigan. Our secondary market is comprised of men aged 18 to 34 years of age. This younger generation of motorcycle enthusiasts will be much like our older primary group. They will be located in the same regions of the United States, the west and the Midwest. These men will also want to have the same freedom that the older market will strive for. They will also want to feel rebellious. This will be the market of younger people who may not be going through a mid life crisis, but still want to feel their age or younger. This group also enjoys the perceived dangers of riding motorcycles. Knowing that there is the risk involved they will appreciate the speed of the motorcycle and this will make them feel more rebellious. These men will be more inclined to drive the motorcycle for practical purposes. Not only will they seek the improved fuel efficiency they will also want to use it for its ease of mobility. It is estimated that there are 6.6 million motorcycle riders living in this area. These 6.6 million spend approximately $7.5 billion a year on new motorcycles alone. That cost estimate does not include the various aftermarket accessories that can be added on to the motorcycle after the purchase. This is a very large amount of people for only two regions of the United States. This also means that there may be room for expanding our targeting to different regions, if this proves successful.
The position Victory is taking in advertising with the Vegas 8-Ball is to position itself as a better, more stylish motorcycle. The variety of advertisements that we will be using will be based on the position that Harley-Davidson has as a “hog”. The hog image comes from the Harley Owners Group, taking the first letters of each word. When an unaware consumer sees a cruising motorcycle and hears a loud exhaust, it is not uncommon for them to say, “That is a nice hog”, when in fact it may not be a Harley-Davidson. So with the position that we are taking we are going to de-glamorize the image of the hog by comparing our motorcycle to an ugly warthog. We understand that people who may not understand the warthog imagery at first. We feel that this will get their attention, and make them want to read the rest of the advertisement, where they will then be able to put the two together. When we asked men in our demographic age range what they though about the Vegas 8-Ball, compared to a Harley Davidson, everyone said that the Vegas 8-Ball was in fact more stylish, more powerful, and overall better priced. In another one of our advertisements we use attribute positioning to show that the motorcycle is fast. We took the engine specifications and posted them below the picture of our motorcycle. We made them a lighter grey font so that interested buyers wouldn’t feel as though they had to read the entire list. Below the list we put the phrase, “Or, simply put, fast.” When the consumer reads that they may feel more compelled to read the specifications of the engine, especially if they know what it means.
Budget & Implementation Our budget for advertising is comprised of around 2% of Polaris’ selling and marketing budget for the year, which is 108,395,000. Our total expenses are 2,255,924. Broken down this way
Billboards Magazines T.V. Radio Total
214,270 620,346 1,228,487 192,821 2,255,924
Our costs are for production and rental for 8 billboards around Saginaw, Bay, and Midland counties for 12 months. We will be placing them primarily on I-175 and I-675. We chose these two locations because of the proximity to Hickey’s Black Metal Choppers, who sell this motorcycle and other Victory products. In this category of our advertising budget we will also be including bathroom advertisements. We will have a full stall door advertisement that will be put in men’s bathrooms at bars that motorcycle riders attend. This advertisement will be similar to wallpaper.
magazines Our costs are for production and space on the back cover of every issue of Easy Rider for one year. We will also advertise on the inside cover for a year in Biker, and also a one page ad in Auto Trader for a year. The images of our advertisements will change with every issue to intrigue the reader, but will also maintain verbal and visual continuity so the reader will be still be familiar with the advertisement, but will have a change in images.
t.v. Our costs are for production and commercials ran on ESPN, four times a day. We will have our advertisements ran during Sports Center with two, 30 second commercials between 6:00am - 9:00am and twice between 5:00pm and 7:00pm. Commercials will also run on Speed Channel during Two Wheel T.V. three times between 5:00pm & 7:00pm every Wednesday. These will run for a year, changing weekly.
radio Our costs are for production and eight, 15 second spots each day for a year on citadel affiliates such as 93.3 and 104.5. We will be changing the spots monthly so that we make sure we reach our entire target market.
sales promotions We plan to run are monthly discounts and items that involve the purchasers of bikes, maybe a wheel with different discounts and free accessories given for purchasing this motorcycle. Also we will run a promotion for people who purchase our motorcycle, to win a stay in Daytona Beach for one week for Bike Week. We also plan to donate motorcycles to motorcycle classes for the motorcycle endorsements and also to testing facilities. We feel this is good because it puts potential buyers on our bikes to let them know what Victory motorcycles have to offer. Some of the events we are going to sponsor are the Mountain Rock Music Festival in Farwell, the Country Music Fest in Saginaw, the Midland County Fair, and also Daytona Bike Week. At these events we plan to have bikes on display under a tent, letting people get their picture taken on the bike with a girl in a bikini behind them for the men and for the ladies a guy behind them. We will also be giving out t-shirts and other little trinkets. For this we are planning to spend roughly another 2% of Polaris’ selling and marketing budget for the year. To help us with our marketing we will be doing a cooperative advertising campaign with local retailers of our products. The main retailer that we will be working with in the Tri-City area is Hickey’s Black Metal Choppers. We will be supplying them with all of our marketing tools we have already created. When we give these to them, it will be their responsibility to carry out a marketing communications plan with local television, radio, and publications. We will be giving them full rights to edit our communication tools. Using cooperative advertising with our retailers, coupled with our own regional Midwest advertising, we will be able to successfully maintain momentum. Since Polaris will be using the major television and publications to market this motorcycle and the local retailers will be using public and local television, with local and regional publications we will be successful in getting our message across to our target market. We feel that if the retailers use these marketing tools that we have supplied to them they will bring success to their company and Polaris.
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Program Evaluation Like stated earlier, with local retailers and Polaris working together to market the Victory Vegas 8-Ball, we will be able to saturate the market with our advertisements. There will be absolutely no way that anyone in our target market will be able to avoid seeing an advertisement for this motorcycle. The Victory Vegas 8-Ball is a brand new model of motorcycle and will be placed on the market this summer. No marketing or advertising has been done for this motorcycle. We will measure the effectiveness of our marketing campaign with two measures. The first measure will be inquiries about this motorcycle. This will be tracked primarily at the retail store level. Whenever someone calls and inquires about the motorcycle, their name, phone number, and mailing address will be taken along with how they heard about this motorcycle. We will store this information in our databases to use for future marketing communication programs. The next measure that we will use is actual purchases. When a person purchases one of our motorcycles, we will also collect their name, phone number, and mailing address. With these two forms of measurement we will be able to measure the effectiveness of our marketing communications campaign.
Creative This first print advertisement that I created does not seem to be anything special. The goal of this advertisement was not the picture itself, but more the location. Since we decided to do event sponsoring in Daytona during Bike Week, I thought it would be an excellent idea to take these advertisements and place them in the bathrooms along the major highways at rest areas, local â€œbikerâ€? bars, and restaurants that groups would stop at. They would be placed inside of the bathroom stall and wallpapered to cover the entire door of the stall. The person sitting on the toilet would be in the same position he would be on the motorcycle, so it would look almost like he was straddling the motorcycle.
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This was also another idea for a bathroom advertisement. This one could be used for the same purpose of wallpapering a bathroom stall, or it could be used to put in front of a urinal. It was just another concept that I developed for this campaign.
This idea for the print advertisement was for motorcycle enthusiast who may not know much about motorcycles or engine specifications. It may be their first time riding a motorcycle. It was my intent to have the specifications in a lighter text color so the viewerâ€™s eyes would immediately jump down the slogan.
This print advertisement and the one that follows are a series of ideas that I came up with comparing Harley Davidson motorcycles to the Victory motorcycle. It is fairly well known among bikers that the Harley is referred to as a hog. We used this connotation in a negative way to portray Harley’s as unattractive motorcycles. When viewing the advertisement at actual size, it is much more clear that the hog is drooling.
Like stated for the opposite advertisement, this is a continuation of the hog advertisements. We would maintain continuity with these advertisements with the pictures of the hog and the motorcycle and with the slogan, “Better Lookin’ Than A Hog”.
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The following section showcases required pieces for my Advertising Design class at Northwood University. I have included brief overviews by each piece, explaining what it was for and trying to communicate.
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This is a piece that I created for Northwoodâ€™s yearbook. My target market for this piece was graduating seniors, hence purchasing it at the mandatory graduation fair. At this fair there are various vendors like photographers and clothing to get graduating seniors in the moment where they are most likely to purchase items that will help them remember their college years. So this would be a perfect time to get them to purchase a yearbook. This piece was required to be used as a newspaper advertisement, but really it could be used for anything.
The piece to the right was created to get students to get their photograph taken for the yearbook. My inspiration for this piece was a memory that popped in to my head of when I didnâ€™t get my picture taken in grade school for the yearbook. Instead of just not putting you in the yearbook, they put a random clip-art picture. Sometimes it would be dinosaurs or even a geeky looking kid.
This is another piece that I created for the Excel Program. This is a direct mail piece that functions as a reminder for current and potential students. It is calling them to action with the copy on the front. As you can see, I used the same logo and border them as the brochure. This will create a stronger link in the reader’s mind by using repetition and continuity. I also used a newer, “hip”, type of font that younger readers would enjoy.
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The first piece that I designed is for Northwood Universityâ€™s EXCEL Program. This is a self mailing brochure that would be sent out to new and current students. I thought that maybe having a logo for the program would be a better idea for recognition and top-of-mind awareness. At the end of the series of the brochure pictures is another logo idea. I went with the â€œLâ€? breaking away to signify a student excelling and breaking away from the pack. The inside of the brochure has some basic information about the program and logos of organizations that the program works with around the border, it is showcased on the next page.
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