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Marketing Plan Team 5:
Megan Wagner, Tamila Vitko, Arron Solano, Caio Monteiro, Ben Dale
Tabe of Conte
Table of Contents
Executive Summary……….…………………………………………………………..………...
Phase I: Strategic:
Organization Overview……………………………………………………………..……….....
Mission Statement…………………………………………………………….…………
Product Offerings………………………………………………………........................
Marketing Goals and Objectives…………………………………..........................
Internal Environment Analysis…………………………………………………………………
Human Resources……………………………………………………………………….
Supporting Relationships……………………………………………………………….
Informational Resources……………………………………………………………….
Financial Resources ……………………………………………………………………
External Environment Analysis………………………………….………………………….....
Political-Legal……………………………………………….……………………………
Economic-Demographic………………………………….…………………………..
Social-Cultural……………………………………………….…………………………..
Technological……………………………………………………………………………
Competitive Environment Analysis……………………………….…..................................
Donor Power…………………………………............................................................
Service and Client Power………………………………….......................................
Competitive Rivalries…………………………………...............................................
Threat of New Entrants…………………………………............................................
Threat of Substitutes…………………………………………….………………...........
SWOT Analysis…………………………………......................…………………………………
Strengths…………………………………...................................................................
Weaknesses…………………………………..............................................................
Opportunities…………………………………...........................................................
Threats………………………………….......................................................................
Segments, Targets, and Positioning…………………………………..................................
Segmentation…………………………………..........................................................
Income Statistics…………………………………......................................................
Generation Statistics…………………………………...............................................
Donor Behavior…………………………………........................................................
Business Philanthropy Statistics…………………………………...............................
Primary Targets………………………………….........................................................
Secondary Targets…….…………………………………..........................................
Tertiary Targets………………………………….........................................................
Positioning………………………………….................................................................
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Table of Contents
Phase II: Tactical
Branding………..……………………………………………………………..………..………...
Marketing Mix………………………………………………………………………………........
Product……………………………………………………………………..………........
Price……………………………………………………………..…………………………
Place……………………………………………………………………………………….
Promotion ………………………………………………………………………………...
Fundraising Events……………………………..………………………………
Advertising…….……………………………..…………………………………..
Sponsorship……………………………………..………………………………..
Direct Marketing...……………………………..………………………………..
Physical Evidence………………………………….…………………………..............
Participants……………………………………………….………………………………
Place……………………………………………………………………………………….
Metrics………………………………….………………………………………………………….
Timeline……………………………………………….…………………………………………
Appendix A……………………………………………………………………………………….
Appendix B……………………………….…........................................................................
References………………………………….........................................................................
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Page | 1
Executive Summary
Brevard C.A.R.E.S. does not need more referrals; it needs more
donors to cover the gap left by continual reductions in state funding.
To that end, a comprehensive marketing plan follows that will
provide Brevard C.A.R.E.S. direction and support to enhance the
current donor program and improve fundraising activities. Senior
management’s support is of utmost importance to the success or
failure of this new plan.
A successful marketing campaign involves communicating the value
of the organization to the potential donor. This involves a structured
process of identifying and understanding the product/service, setting
marketing goals and objectives, analyzing the market,
understanding the strengths and weaknesses and identifying the
opportunities and threats.
Not all donors are the same. For this reason, Brevard C.A.R.E.S. must
divide its market into sensible segments that will allow proper focus
based on previously identified market characteristics. It must also
identify its product, donor price points, places donors are reached,
and the methods to reach them. This will ensure success of marketing
endeavors and usher in a new wave of donor activities.
Brevard C.A.R.E.S. can and will be successful in improving fundraising
activities. However, further support and effort is required in order to
see sizable improvement. The mission of helping children avoid
abuse and entering the foster care system, uniting families, and
changing lives cannot be reached without proper planning for
marketing the brand and building donor support.
Page | 2
P a g e | 2
Organization Overview
Brevard C.A.R.E.S. is a 501c3 organization in Brevard County that works
to prevent child abuse and activate community support for families in
need, allowing them to remain together. C.A.R.E.S. stands for
Coordination, Advocacy, Resources, Education, and Support. It started
as a program of Brevard Family Partnership (BFP) and has the tagline
“Strengthening Families…Whatever it Takes!” It uses the Wraparound
Family Team Conference Model to engage community support for
families, who may self-enroll, be referred through the Florida
Department of Children and Families, or community members.
Mission Statement
The mission of Brevard C.A.R.E.S. is to prevent child abuse and neglect
by supporting and strengthening families so that they can remain
together in the community.
Product Offerings
At the Family Resource Center in the Brevard C.A.R.E.S. Rockledge
complex, families can find information, apply for assistance, and
gather for support.
The Wraparound Family Team Conference Model provides customized
services and programs based on each family’s particular situation and
needs. Families are supported and encouraged to build upon their
strengths, skills, and ongoing successes with the support of
professionally or socially connected community members.
“Cribs for Kids” is Brevard C.A.R.E.S.’ Safe Sleeping Initiative which
distributes Grayco Pack ‘n Plays free of charge to parents in Brevard. It
also provides instruction on safe sleeping for infants to reduce infant
deaths due to unsafe sleeping.
Page | 3
Marketing Goals and Objectives
As of this writing, Brevard C.A.R.E.S.’ service providers are at capacity.
Increasing its client base without a matched increase in its scale of
operations would force it to charge for its services, which could be
detrimental for families in need. While the number of clients needing
Brevard C.A.R.E.S.’ services has been increasing, state funding has
continued to decrease, thus for the first time in its history, Brevard
C.A.R.E.S. needs donations to continue to function.
Due to these circumstances, the current focus of Brevard C.A.R.E.S.
marketing strategy is to increase donations. To do this, Brevard
C.A.R.E.S. will need to increase awareness of its brand and build
relationships with potential donors in the community. Through
marketing, Brevard C.A.R.E.S. must solicit donations by communicating
its value to the community. This will allow it to keep its services free, as
well as continue growing so that it can support all the children and
families in need.
Page | 4
Internal
Environment Analysis
Page | 5
Human Resources
Brevard C.A.R.E.S. has a six member board made up of community
members, two having medical backgrounds. The chairman, Christa
Bailey, is a foster and adoptive parent as well as an advocate on child
welfare issues. Though Brevard C.A.R.E.S. has its own staff for many
aspects of the business, certain functions such as payroll and
communications are still handled by BFP employees.
Brevard C.A.R.E.S. employees are encouraged to attend and actively
seek conferences, training seminars, and workshops which teach them
new skills in their given fields. Leadership also tends to be open to
suggestions for new methods and techniques. Some staff members are
overwhelmed by holding multiple roles, sometimes between Brevard
C.A.R.E.S. and BFP. However, there is no single individual holding a
specific marketing role. Fortunately, C.A.R.E.S. does have a graphic
designer contractor who has a very quick turnaround. Currently, while
the organization makes use of volunteers, it has not sought interns to
perform unfilled roles.
Supporting Relationships
Financially, Brevard C.A.R.E.S.’ main supporting relationship is with BFP,
and through them the Florida State Government. In terms of programs,
Brevard C.A.R.E.S. has contracts and rate agreements with a variety of
service providers for evaluations, therapy, and education. It also uses
volunteers for various activities as necessary.
Page | 6
Informational Resources
When possible, employees attend workshops, seminars, and
conferences to better understand their given field and its current
trends. In terms of marketing information, Brevard C.A.R.E.S. has just
begun implementing some metrics, such as trackable phone numbers
on its ads. With clinicians on staff and in management, along with
relevant partnerships, Brevard C.A.R.E.S.’ programs are informed by
current medical and psychological research. The organization has the
ability to control website content in-house, so the website can be
updated and redesigned from within.
The programs are proven to be 90% successful, which was published in
a journal article: “Reducing Risk: Families in Wraparound Intervention”.
These programs also save the state around $2,250 per child monthly by
preventing children from entering the more expensive foster programs.
This information can be very helpful in garnering public support
Financial Resources
Brevard C.A.R.E.S. receives funding from BFP, which receives its funding
from the Florida State Government. This connection has proven to
confuse some donors in the past. Since both organizations’ inceptions,
no additional funding has been needed. Over the years, the state has
granted less and less to BFP, and at this point Brevard C.A.R.E.S. must
seek additional funding through donors. There is no specific budget set
for marketing; however last year’s marketing expenses totaled around
$35,000.
Page | 7
External
Environment Analysis
Page | 8
Political-Legal
As a 501c3, Brevard C.A.R.E.S. is exempt from federal income tax. This
classification also means that as an organization, it cannot conduct
political campaign activities in support of a candidate or party, though
it is permitted to lobby government officials on behalf of their cause.
Despite BFP’s lobbying efforts, the Florida State Government has
continued to cut its funding, thus Brevard C.A.R.E.S.’ funds have been
cut as well. Though new laws to assist with psychology, child care, and
homelessness may lead to the state returning to previous budgets for
BFP, this outcome is uncertain.
All nonprofits are legally required to disclose financial information to the
public. This includes all salaries of executives, employees, and officers,
which are listed on the IRS Form 990. Anyone can access this form
through the IRS.
Economic-Demographic
Brevard County’s population is around 556,000. Since losing the space
program, homelessness and unemployment have been high, with an
estimated 4,000 homeless children. Some displaced families have
taken to living in tents in Wickham Park. The economy is fortunately
beginning to rebound, but for many the situation is still dire. C.A.R.E.’s
prevention programs cost around $250 per month for a single child, as
opposed to $2,500 per month to put a child in foster care, so the state
saves money through the organization’s success.
According to the US Census, around 90% of the county’s population
that is 25 and older have a high school diploma, but only 26% of that
age group hold a Bachelor’s degree or higher. The median household
income is around $48,000 and about 13% live below the poverty level.
Page | 9
Social-Cultural
Forbes identified “addressing root causes of social problems” in the
article “The Top Five Most Promising Trends in Philanthropy”. Socially
conscious people are beginning to put more focus on preventing
problems than they are on treating symptoms. No longer is it enough
to provide aid to those already in a predicament, but rather it is seen
as pertinent to actively prevent certain situations from occurring at
all.
Nonprofit Quarterly reported on trends in Millennial philanthropy, such
as how Millennials prefer to engage with organizations which have a
human focus rather than an institutional one. Millennials also treat
their time, money, and other assets as having equal value, thus want
any charitable process to be as fast as possible. Millennials prefer to
experience the organization’s work without having to physically
witness it on-site. As seen by viral videos like the “ice-bucket
challenge”, it is more important than ever for organizations to
engage the population through social media.
Despite all the attention paid to the Millennial generation, Baby
Boomers donate the most money to charities, according to The
Chronicle of Philanthropy. The baby boomer generation is starting to
move into retirement and end of life planning. Often as people move
from career focus to retirement, they enter a stage of reflection and
begin to think about their legacy, and what they will leave behind.
Those not on stricter budgets may start to spend more money
donating to causes. Others will spend their free time volunteering.
Another option for donating is by leaving instructions in one’s will for
donating a portion of the estate to a charity.
Page | 10
Technological
Social media has become crucial for activating the community, grass
roots organizing, and fundraising for nonprofit organizations. An
organization’s website and presence on social media sites, like
Facebook and Twitter, are critical tools to communicate with
potential donors and supporters.
Technology can also be leveraged in creative ways to fundraise,
making the donating process fast and fun. Donors can pledge funds
through text, or even create personal fundraising pages. Donors can
also donate electronically, using smartphones or computers, making
the donation process quicker and easier than ever before. Those who
choose to donate regularly can have payments automatically
drafted from their bank accounts, and some businesses allow
donations to be automatically deducted from employees’
paychecks.
As picture and video technology advances and becomes more
accessible, even organizations that lack a photographer or
videographer will be able to easily construct visual stories to share
with the community. Artfully crafted photo-text combinations and
short videos can be shared widely over the internet, bringing
recognition and awareness to organizations.
Page | 11
Competitive
Environment Analysis
Page | 12
Donor Power
Donors have a large amount of bargaining power. There are myriad
causes to choose from, and most potential donors have limited funds
designated for charity. Donors can spend any amount they choose,
from a penny to infinity, depending on their wealth, philanthropic
mindset, and the perceived investment in the cause. Nonprofits need
to vie creatively for donor attention and engagement within a market
saturated with causes big and small.
Service and Client Power
The clients of Brevard C.A.R.E.S. are often financially disadvantaged,
and generally cannot afford to pay (at least not much) for services.
This gives the clients power to keep the services free or low cost, as
they simply could not to take advantage of these services otherwise.
Service providers have little bargaining power with Brevard C.A.R.E.S.
Providers often approach the organization to offer services, and sign
annual contracts stating they cannot increase their prices. Since
Brevard C.A.R.E.S. is the only organization of its kind, they retain most
of the bargaining power, seeking new providers if they are unsatisfied.
Competitive Rivalries
In terms of providing services, there is not much competition for
Brevard C.A.R.E.S. Most organizations who do similar work are partners
rather than competitors. In terms of seeking donations however, these
organizations with similar focus directly compete for funds from donors
who share the specific interest in the welfare of Brevard County
children.
Page | 13
Threat of New Entrants
The barrier to entry into the nonprofit market is relatively low, creating
a high threat of new entrants. Anyone who can complete the
paperwork to start a 501c3 may do so. One of the best ways for an
organization to get funding is through large gifts, which rely on the
networking skills within the organization. Any charismatic person with
connections to wealthy philanthropists can potentially elicit
donations. Often, however, donors who are loyal to specific causes
resist switching their charitable giving to other organizations. Due to
the nature of donating, a new entrant into any charitable arena can
affect the market of all nonprofits, regardless of the focus of their
respective causes.
Threat of Substitutes
The threat of substitutes is extremely high in the nonprofit sector.
Always, there is the alternative to not donate money to a cause, and
even if one chooses to donate, there are many causes unrelated to
Brevard C.A.R.E.S. that a person could donate to instead. If someone
wants to affect a cause, he or she could do so without the help of a
nonprofit organization. Anyone could seek out a family in need, and
help them directly, providing funds or support on a one-on-one basis.
Page | 14
S.W.O.T.
Analysis
Page | 15
Strengths
BFP is a strong and established supporting parent organization
A variety of partnerships allows the provision of a range of care
Programs are proven successful, 90% do not need to return to
program after “graduating”
Programs are proven to save taxpayers money over the foster
system
Some state funding is available and fully supported the
organization until recently
Leadership is open to suggestions, so the organization can take
advantage of trends and technology
The organization has the ability to control website content in-house
The graphic designer provides quick turnaround
Employees actively seek and are encouraged to participate in
training seminars, workshops, and conferences to improve skills
Those with relevant experience have helped lobby state officials
Mission is perceived positively and judged as worthy by a broad
range of people
Focus on prevention before problem escalation matches social
trend in philanthropy
Staff involved truly care about the mission and have a strong focus
toward the programs
Wraparound approach involves the whole community, raising both
the success rates of the programs as well as awareness of the
organization
Page | 16
Weaknesses
The connection to BFP often confuses potential donors
Lack of a clear and concise elevator pitch to explain the
organization to potential donors
Lack an effective number of staff members for administrative duties
including marketing and social media
Because staff members often fill several roles, important tasks get
continually pushed back
The website lacks laymen’s term descriptions of what the
organization does and how
The organization has very little social media presence
Name recognition is relatively low
Never needed to fundraise before, so fundraising efforts are
starting almost from scratch
Very little current donor support
There is little follow-up with graduates of the programs to maximize
sharable success stories
Recent implementation of trackable phone numbers only current
use of metrics to track marketing efforts
Ads seen by the public have lacked information
Staff does not effectively communicate current events between
sectors, making it difficult to communicate those with the public
Confusion over the amount awarded to BFP and the amount that
trickles into Brevard C.A.R.E.S. from the state can mislead donors
about the financial state of Brevard C.A.R.E.S.
Page | 17
Opportunities
Children’s welfare appeals to a wide group of people as a cause
worth supporting
Social trends are moving towards prevention of social problems
rather than treatment of symptoms, which is what Brevard
C.A.R.E.S. does
The organization is near colleges who may provide skilled interns to
help with unfulfilled roles
Those who are helped by this program improve their lives, and thus
may be able and willing to give back through donations or
volunteer work
New laws and initiatives involving psychological care, child
welfare, and homelessness prevention may cause the state to
increase funding
Social media provides cheap to no-cost avenues for engaging
with potential donors and raising awareness of the organization
Children biologically elicit empathy from adults, and people tend
to donate to causes they can empathize with
Technology allows for creative engagement with potential donors
while also making the donation process fast and easy
The economy in Brevard is showing signs of improvement, which
could lead to more donors and larger donations
Page | 18
Threats
Donors are likely limited to the Brevard population, since Brevard
County is the only are served
The Brevard area has been experiencing financial hardships with
the loss of the space program, thus the number with excess funds
to donate has shrunk, while the number of families needing
assistance has risen
Due to the stigma of being associated with the program, it is
difficult to convince people to agree to share their story and allow
their face to be used to promote the organization
Legally, all financial information must be made public, which may
put off some potential donors who underestimate the necessity of
administration spending
State funding may continue to decrease, causing the organization
to rely even more heavily on donors
Other organizations are vying for funding from the population
which is only just recovering from a serious financial crisis
Page | 19
Segments, Targets, and Positioning
Page | 20
Segmentation
The market for individual donors can be segmented by income,
generation, and motivation for donating. The market for donor
businesses can be segmented by size, revenue, and ownership
gender.
Donor Behaviors
Repayer Casual Giver
High Impact
Faith Based See the
Difference Personal
Ties
Income Levels
Low Lower-Mid Mid-Upper High
Generations
Millennials Gen Xers Baby
Boomers Silent and
GI
Businesses
<100 Employees, <$1 million
<100 Employees, >$1 million
Owned by women
Owned by men
>100 employees
Page | 21
Income Statistics
Generational Statistics
According to Charity Navigator’s “Giving Statistics” (Appendix A:
Figure 1), most families making less than $300,000 contribute around 2%
of their income on average annually. Of these incomes under
$300,000, the $30,000 - $39,999 donates the most on average. More
than 50% of households making more than $60,000 donate at least
$500 per year.
As seen in the chart from Best Places (Appendix B: Figure 2), 50% of
Brevard Households have annual incomes under $50,000 per year.
Only 3% of households have incomes over $200,000, which include the
groups which tend to donate the most not only in amount but in
percentage of income. Given the distribution of incomes in Brevard
and the donation habits of these groups,
According to the U.S. Census Bureau (Appendix B: Figure 3), 22% of
Brevard County is 65 or older, which includes the last of the GI
Generation, the Silent Generation, and the older Baby Boomers. Nearly
60% of the population is under 65, which includes the rest of the Baby
Boomers, Gen-Xers, and Millennials. The last 20% are under 18, and not
of an age to target for donations.
Page | 22
Donor Behaviors
According to Marketing for Nonprofits, donors can be segmented in
six ways, based on their philanthropic behavior.
1. High Impact: Donate to charities they view as doing the most
social good
2. See the Difference: Donate to smaller local charities where they
can see a direct impact
3. Faith Based: Donate to organizations supported by their church,
or to causes which align with their personal values
4. Personal Ties: Donate to organizations where they know
employees or have friends who donate
5. Casual: Donate through work or to attend events
6. Re-payers: Donate to organizations that have directly supported
them
A seventh kind of donor can be added: previous donors of Brevard
C.A.R.E.S. Those who have donated already know about the
organization and have proven at least some level of support.
Page | 23
Business Philanthropy Statistics
According to The Chronicle of Philanthropy, 75% of small businesses
owners (having less than 100 employees) give to charity, on average
donating about six percent of profits. The highest revenue businesses
are less likely to give, with only 69% of those bringing in more than
$1,000,000 making donations. 80% of businesses earning $250,000 -
$1,000,000 donated, and 77% of those earning less than $250,000
donated. Female business owners tend to give more than their male
counterparts. 6% of female owners donate more than 10% of their
businesses’ profits compared to 1% of male owners willing to donate
such amounts.
After large growth rates for five years, peaking in 2012 at nearly 17%,
corporate giving has dropped in recent years despite the recovering
economy, according to Indiana University. In 2013 corporate giving
dropped by almost 2% and dropped again by 3.2% in 2014 as
reported by The Chronicle of Philanthropy.
Page | 24
Primary Targets
Potential donors with mid to upper level incomes should be a primary
target since they comprise a substantial portion of the Brevard
County, and their donations tend to be in larger numbers, as they
often donate similar percentages of their incomes as the families at
lower income levels.
Millennials and Baby Boomers present prime targets for donations.
Baby Boomers donate more to charities than any other generation,
and capturing Millennials now will help build donor support in the
future.
High Impact, See the Difference, and Faith Based donors will identify
the most with this organization’s mission due to its highly reputable
cause and local focus. These will each respond to similar messages,
but will be reached in different ways. Re-payers, Personal Ties, and
Previous Donor groups are another primary market. They can be easily
targeted through building a database and already have a
connection to the cause.
Small female-run local businesses earning less than $1,000,000 in
revenue are the strongest nonprofit supporters and the most likely to
lend support to a local organization. There are many mutual benefits
these businesses can reap from supporting a nonprofit such as
employee retention and advertising through sponsorship. Grand
Rapids Business Journal states that coordinated philanthropy efforts
strengthen employee relationships with the organization, and 90% of
customers prefer to know that organizations are donating, and who
they support.
Page | 25
Secondary Targets
Families with lower incomes in the $20,000-$50,000 range should be a
secondary target. They make up around 33% of the county’s
population, and donate on average just over $600 a year. Families in
the top income levels of $200,000 or more could also make a good
secondary target, despite being only 3% of the Brevard population.
The average annual donation from one household in this group could
be more than quadruple that of the lower income households.
The Silent Generation and GI Generation, though mostly on fixed
incomes, sometimes wish to bequeath parts of their estate to charity.
According to Charity Navigator, giving by bequests rose by 8.7% in
2014. These two generations could be targeted together, though the
approach would need to be delicate, given the nature of the
donations. This group makes up 22% of the Brevard population, and
could potentially donate large sums of money in their wills to leave a
positive mark on their community.
Small businesses earning over $1,000,000 in revenue, and those run by
male owners, though less likely to donate and donating less when
they do, are still a good market to pursue. More businesses in this
sector donate than don’t, and though male owned businesses are
not as likely to donate higher percentages of profits, they are still likely
to donate.
Page | 26
Tertiary Targets
Casual donors may not need direct targeting, and will be harder to
build relationships with. This group will most likely be captured
incidentally through partnerships with businesses or event fundraising.
While they have potential for giving, the segment is motivated by the
ease of donation, and will most likely give after brand strengthening
measures rather than targeted marketing.
Larger corporations, even those with child-focused business models,
are likely to already have designated organizations that they support,
mostly ones that operate on national or global scales. Though a local
branch may be persuaded to partner with a local organization, it will
be much more complicated to capture, and Brevard C.A.R.E.S. may
not have the resources or brand recognition at this time to pursue
such relationships. Corporate donations have also been on the
decline in recent years, and may continue to shrink.
Page | 27
Positioning
The core product of Brevard C.A.R.E.S. is the support it provides to
families and children in need. The enhanced product is more
emotional: the emotion the donor feels when helping children, and
the knowledge that the donor is helping prevent a bad situation
rather than attempting to fix it after the fact. A secondary bonus is
that tax dollars are saved with every C.A.R.E.S. success story. These
are the elements that Brevard C.A.R.E.S. needs to communicate to
potential donors.
Brevard C.A.R.E.S. needs to position itself as a trustworthy organization,
using funds responsibly, efficiently, and effectively. Trust is an essential
attribute to donors in all segments. The brand should be associated
with the most effective method of combatting child abuse, focusing
on preventing an at risk child from suffering the way many children
have before. Humans have an innate biological tendency to protect
children, and Brevard C.A.R.E.S. should be seen as the metaphorical
shield protecting children from harm and holding families together.
Until the situation changes, Brevard C.A.R.E.S. should emphasize that
at-risk families are provided services free of charge. Donations to
keep these services running directly represent greater savings in tax
dollars for each child that does not need to be placed in the system.
As many at-risk families are in dire financial straits, charging for these
services could destroy their ability to access the help they need.
Donors should be aware that their monetary gifts allow worst-case
scenarios to continue receiving aid.
Page | 28
Branding
Branding Brevard C.A.R.E.S. has taken multiple forms over the past few
years. Its name, image, and awareness have been linked and
sometimes overlapped with the brand of Brevard Family Partners.
Brevard C.A.R.E.S. has conducted community events, developed a
welcoming logo and connected with local non-profits to spread its
image on its own, but the branding needs to increase.
According to the Stanford Social Innovation Review, discussing
branding for non-profit organizations, “A brand is more than a visual
identity: the name, logo, and graphic design used by an organization.
A brand is a psychological construct held in the minds of all those
aware of the branded product, person, organization, or movement.
Brand management is the work of managing these psychological
associations.” Brevard C.A.R.E.S. can expand on their branding and
begin building a bigger footprint in their local area so when people
hear of the organization or see the logo, they immediately associate it
with a cause they would like to donate or help out with. On the other
side, Brevard C.A.R.E.S. wants a brand that is welcoming to those
entering the program and needing assistance for the wraparound
program.
To create this psychological association with the brand, C.A.R.E.S.
should develop a committee, possibly including community members
to regularly assess all areas of the business and ensure each sector is
working towards the brand.
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Marketing Mix
Product
Brevard C.A.R.E.S. offers an array of support services to help “protect
children, strengthen families and change lives”. C.A.R.E.S.’ mission is to
prevent child abuse and neglect by working with households to create
strong families. Using the Wraparound Care Coordination program,
C.A.R.E.S. involves a ‘natural network’ or people to create a strong
environment for children and avoid the need for foster care.
Price
Currently C.A.R.E.S. offers services for free to families seeking help.
However, recent state funding cuts, with community remaining low,
threaten this ability. Without additional funding, C.A.R.E.S. will need to
charge for their services, which should be avoided if at all possible.
For donations, there should be options to choose a preset donation
amount that receives a preset reward. Small donations can receive
little prizes such as coozies, hats, or t-shirts. Larger donations can
receive larger prizes, if possible donated by community members: a
lunch with a local celebrity, a nice dinner at a restaurant sponsor, etc.
Monthly memberships should be the focus of fundraising efforts, and be
offered at a low-mid price point, usually between 20 and 50 dollars a
month. Monthly members should receive a monthly newsletter, and
other promotional items like magnets, bumper stickers, t-shirts, or even
Brevard C.A.R.E.S. branded pinwheels; any items that help the member
become a personal marketer for the organization. C.A.R.E.S. should
avoid allowing board members from becoming monthly members, as
this could create a conflict.
Brevard C.A.R.E.S. services families throughout Brevard County, Florida;
which includes towns like Titusville, Cocoa, Cocoa Beach, Melbourne
and Palm Bay.
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Place
Brevard C.A.R.E.S. services families throughout Brevard County, Florida;
which includes towns like Titusville, Cocoa, Cocoa Beach, Melbourne
and Palm Bay.
There are several places that Brevard C.A.R.E.S. should be advertising.
By offering wearable items as rewards for donations, Brevard C.A.R.E.S.
can advertise on the bodies of individuals. C.A.R.E.S. should also
appear in magazines, on social media, in restaurants and local
businesses, and be heard on the radio. It can also be brought to
individual homes through door-to-door canvassing efforts.
Brevard C.A.R.E.S. needs a stronger presence across social media to
put its brand in front of more people, and keep the organization in
people’s minds every day. The Facebook page should be frequently
updated with messages about current events and tips for donors or
struggling families. Sharing even loosely relevant memes and
inspirational, feel-good images will allow for re-shares by current
followers, which will increase the number of people seeing the Brevard
C.A.R.E.S. name. Twitter should be used more to generate content as
well, and create hashtag campaigns that can spread awareness of
the organization, its cause, and its mission. The Twitter page and
Facebook page should be linked to each other and the website,
encouraging people to follow through more than one site. Links to
donate should be easily found on all sites. To further increase followers,
donors should be encouraged to like Brevard C.A.R.E.S on Facebook
and follow the organization on Twitter.
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Promotion
Promotion should involve a strong community focus. The core concept
of the organization is to knit the community together, as exemplified
with the wrap-around program. An elevator pitch that describes the
main focus of the organization, as well as why and how people should
help, must be developed for use in ads, canvassing, personal selling,
and event promotion.
Fundraising Events
At least one major event should be held each year that is solely for
Brevard C.A.R.E.S. Other events should be planned if possible, which
may or may not involve partnered organizations.
One such event could be an annual golf tournament with sponsorship
and team fees supporting the cause. Teams will pay up to $500 to
enter such a tournament. Melbourne is a great location for golf events.
If the budget allows, a local event planning business could be
approached to plan these types of events. The event planning
company can use this charitable act to promote itself, so the
relationship could be mutually beneficial.
Fair-type events that feature cooperation-based games and activities
could help develop community ties and an appreciation for supporting
one’s neighbors. Creative activities such as lip-syncing contests
(especially featuring local teachers, pastors, and popular community
members), fashion shows featuring locally-made clothes, or cook-offs
by local chefs (to encourage local sponsorship). With the popularity
and notoriety of Cocoa Beach as a surfing destination, a surf-for-kids
type fundraiser could help raise awareness and provide a fun outlet for
people to support the cause. Having a skate-night for kids at a local
roller rink could also garner community families’ involvement.
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Advertising
Televised advertisements should focus on children and families who
have been helped, and the number of families still in need. Attempts to
illustrate how stress can begin breaking down adults’ sanity should be
avoided, instead emphasizing compassion for those in unfortunate
situations (homeless, impoverished, mental conditions). If possible, a
person who successfully went through the program and has a very
sympathetic story should be used as a spokesperson. The goal is to
elicit empathy for the families in need rather than judgement on how
they ended up in dire situations.
Advertisements should be tailored as much as the budget allows for
the target market which will see them, not every ad needs to be the
same. Ads seen in senior magazines can emphasize how to bequeath
part of an estate or send checks. Ads seen by Millennials should
encourage easy electronic donations, and stress the concept of
prevention.
Sponsorship
Coordination with local businesses and other non-profit organizations
will add to the cause as well. This should be a purposeful effort, and
should benefit all organizations involved. Such activities could be selling
$1 pinups at a local fast-food chain, or asking for sponsorship in varying
levels (Bronze, Silver, Gold, Platinum, etc.) for events. Places like the
Space Center, which has several programs for children, should be
approached about partnering with Brevard C.A.R.E.S.
Page | 33
Direct Marketing
Emails are the easiest and cheapest way to market directly to previous
and potential donors. A database should be created by prompting
donors and site visitors to provide emails. The newsletter should be
created regularly (monthly, bi-monthly, or quarterly) and sent out to
everyone in the database. Previous donors should be targeted with
drip marketing, which involves a series of customized emails that send
out automatically at set times. When a donor first donates, within 24
hours an email goes out to thank them for their donation. After 72
hours, a follow up email will be sent out with other opportunities to get
involved, such as how to become a monthly giver, events to attend, or
volunteer opportunities. A week later, a third email can inform the
donor how his or her money is being put to use, possibly including a
family’s progress story. Next an established monthly newsletter can be
emailed giving updates on the organization and further soliciting
donations and encouraging monthly membership.
Canvassing door-to-door is a powerful way to create grassroots
support, and Brevard C.A.R.E.S. limited service area makes this
technique all the more impactful. Canvassers can knock on doors on
weekday evenings armed with a strong elevator pitch, requests for
donations, requests for signatures for pre-written letters to state
government, and brochures that can be left with everyone covering
basic information and leading people to the website, Facebook, and
Twitter.
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Physical Evidence
Brevard C.A.R.E.S. should strive to achieve clean, organized, and
appropriately themed donor touch points across all media and events.
Events should be decorated and kept clean. Decorations should
present a playful and cheery atmosphere and stick with the C.A.R.E.S.
logo color palette to increase brand perception. Brevard Family
Partnership should be absent or played down from C.A.R.E.S.
fundraising events, as to not steal focus or create confusion among
potential donors.
The Brevard C.A.R.E.S. website should highlight the mission and vision of
the organization through the use of the elevator pitch. Pictures should
be cleanly cropped, clear, and both color and light balanced. Photos
should be representative of families coming together and children’s
wellbeing. Overly dramatized photos depicting stressful situations
should be avoided as they often look staged or awkward, and convey
negativity. The website should be easily navigable and updated
regularly with content about families who’ve been helped, metrics
supporting the organizations mission, and events for fundraising or
volunteer opportunities.
Social media sites should have plenty of content and appear to be
actively updated and used. The logo should appear prominently,
along with a brief statement concisely communicating the mission of
C.A.R.E.S. The sites should attempt to engage in conversations with the
populace, posting content that will generate comments. Both twitter
and Facebook should have easily visible links to donate.
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Participants
As marketing relies on total organizational strategic alignment, all staff
at Brevard C.A.R.E.S. should be informed of the marketing plan. The
staff should also work to spread word of mouth about the organization,
as few will be more informed or passionate about it than those involved
every day. However, having a staff member dedicated to marketing,
as well as one with social media as a main responsibility, would make
the marketing effort far more effective. One of the major points to
developing a solid marketing plan is ensuring there is sufficient staff to
carry out the plan. If staff members feel they do not have time to carry
out the plan, they will resent it, and it will not generate support.
If the budget does not allow for any more staff hires, Brevard C.A.R.E.S.
should make use of college students in the area who could make great
marketing interns. Graduates of the program would also make a great
resource for interns, volunteers, and staff.
An organization must be able to support itself. To that end, employees
should be kept well informed of activities conducted in individual
departments. This will ensure knowledgeable communication between
departments and the community at large. Brevard C.A.R.E.S. should
seek to improve internal communication through the use of newsletters,
social media pages, training and marketing meetings.
Page | 36
Process
Electronic donations will provide different outlets for donors to
give funds to Brevard C.A.R.E.S. To donate, the donor will have a portal
to access via the Brevard C.A.R.E.S. website and select a one-time
donation or a monthly donation allotment. This also allows Brevard
C.A.R.E.S. to track donations, new donors and any new characteristics
of donors. The donor will then also be prompted to provide an email,
like Brevard on Facebook, and follow on Twitter.
If a donor would like to donate in a different manner, a donor can
write a personal check or provide a lump sum of money. Through this
route, donors will contact Brevard C.A.R.E.S. to send a check to or
physically drop off their donation at the headquarters.
Our target markets of Millennials and Baby Boomers need both
types of donation process because some prefer the internet and others
prefer human interaction and contact. Donors should receive an
immediate receipt along with an end of year tax letter in the form that
they donated in, in order to take advantage of the tax deduction.
Page | 37
Metrics
In terms of metrics, Brevard C.A.R.E.S. has implemented some trackable
phone numbers from ads. While this is a good start, more should be
done to track who donates and how much. To track which methods
are attracting donations, donors should be prompted to answer how
they heard about Brevard C.A.R.E.S. Donors should also be asked to
provide an email in order to create a database of loyal supporters and
allow for customized marketing campaigns to solicit continued support.
In addition, net funds from campaigns should be tracked to show their
level of success. The successful campaigns can be prioritized over
others and repeated, while providing lessons on how to improve non-
successful ones.
For social media, the correlation of new posts on social media
platforms and the increase in follower base can be tracked to show
how posts are attracting followers. It would also be useful to track user
activity on the website, monitoring the number of visitors who take
action (donate, sign up for mailing list, etc.) within the platform as
opposed to just browsing through it.
As ease of donating is becoming more and more important in the
digital age, this should also be tracked. After making a donation,
donors could rate their perceived ease of donation on a 1-5 scale.
Page | 38
Timeline
Outline marketing budget for the year
Create elevator pitch – implement it on Facebook, Twitter, and the
main website
Create committee on brand image
Begin planning major Brevard C.A.R.E.S. only event
Hire marketing and social media staff/find interns
Redesign site with C.A.R.E.S. specific donation page and positive,
realistic imagery (with graduates if possible)
Set up donor and social media tracking methods; prompts for donor
emails, how donors heard about the organization, and links to like on
Facebook and follow on Twitter
Create donor database and system for drip marketing
Write customized emails for each drip
Create TV, radio, magazine ads for appropriate markets
Create a canvassing team
Acquire prizes for various donation levels, approach sponsors for
larger prize donations
Page | 39
Appendix A
National Charitable Giving Statistics
Income Level Percent of
Families Giving at Least $500
Average Family Contribution
Average Contribution as Percent of
Family Income $1 - $9,999 7.4% $143 2.3%
$10,000 - $19,999 18.2% $359 2.4% $20,000 - $29,999 26.8% $667 2.6% $30,000 - $39,999 32.9% $1,072 2.9% $40,000 - $49,999 36.1% $834 1.8% $50,000 - $59,999 43.7% $1,114 2.0% $60,000 - $74,999 51.7% $1,579 2.3% $75,000 - $99,999 60.6% $1,789 2.0%
$100,000 - $124,999 71.6% $2,641 2.3% $125,000 - $149,999 69.1% $2,386 1.7% $150,000 - $199,999 79.1% $4,660 2.7% $200,000 - $299,999 82.9% $7,049 2.8% $300,000 - $399,999 97.0% $17,539 5.2% $400,000 - $499,999 94.2% $23,709 5.4% $500,000 - $999,999 85.3% $28,354 3.9%
$1,000,000 - up 98.6% $77,999 3.2%
Figure 1
“Giving Statistics”. (2014). Charity Navigator. Retrieved from: http://www.charitynavigator.org/index.cfm/bay/content.view/cpid/42
Page | 40
Appendix B
Brevard Income Distribution Income Level Percentage of Households
$0 - $14,999 11.45% $15,000 - $19,999 5.82% $20,000 - $ 29,999 12.31% $30,000 - $39,999 11.22% $40,000 - $49,999 10.07% $50,000 - $59,999 8.53% $60,000 - $74,999 10.49% $75,000 - $99,999 11.58%
$100,000 - $149,999 11.73% $150,000 - $199,999 3.82%
$200,000 - up 3.00%
Age Distribution in Brevard
Age Range Percent of Population 65 and Over
(Older Baby Boomers, Silent, and GI Generations)
22.1%
18-64 (Younger Baby Boomers, Gen Xers, and
Millennials) 58.1%
Under 18 (Not of Age Yet)
19.8%
Figure 2
Figure 3
Page | 41
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