Ad 2 San Diego Public Service Overview and Club Objectives The public service committee was formed during the summer of 2011 and immediately looked toward the new year and opportunities to help another local organization. As a team we wanted to improve our public service efforts and improve our end results. Each year we face similar obstacles and whether they are client or committee related issues, we proactively sought to anticipate possible detours. Common issues include clients changing their minds or direction (which not only hurts timelines but resources as well), and committee members not having enough work to do at the beginning and later losing interest. The greatest time consumption hurdle is new client board members, not initially identified, who later demand to be included regardless of their knowledge of the scope of the campaign. Despite such issues, Ad 2 San Diego has still been able to execute campaigns with lasting impacts on organizations in the short and long term. This year was no different, and although these problems still presented themselves, we delivered our program as expected and learned many new lessons which will be applied much more effectively in years to come. Our book will show the overall goals of our client, My Girlfriend’s Closet (MGC), and how we achieved such goals. We will highlight changes implemented to streamline our efforts as a committee, but our main objective is to showcase our work for the selected client. Forming our Committee Objective: Implement tactics to reduce client and committee issues We started the new year with our Ad 2 board retreat to discuss club business and identify our goals as committees. Our public service team was formed of previous committee members and a few new faces. The talent recruited represented traditional & digital agencies, market research companies, project & account managers, media buyers, copywriters and others with promotional marketing expertise. We were very excited to have the supporting cast formed by these professionals and had high expectations of what we could accomplish. The team started the year discussing past campaign efforts, what worked and what didn’t. How could we learn from the past to make this campaign better than our previous efforts? We knew the problems; new decision makers during the campaign, changing the scope of our efforts during the year and our committee members not having enough to do or not knowing what to do and falling off as a result. Tactic: First we addressed and resolved any client-side issues based on past campaigns. We started with the application, revising the form to make sure all information that would help our decision was collected. More in-depth questions were added to help us determine the most suitable client. Tactic: After solidifying our application we sought to recruit eligible organizations, and most importantly, provide them with realistic expectations. We updated all of the related information on our website to ensure organizations understood the process before applying. Tactic: After addressing client-related issues, we sought to alleviate any committee-related bottle necks. Deciding how and where tasks were assigned, a new process was created. We created detailed task lists that allowed committee members to choose specific tasks with clear objectives and deadlines for completion. Results: To measure the success of these initiatives we looked at the amount of campaign changes during the year and the number of committee members that fell off throughout the year. When looking at these two figures, as of 2/13/2012, we were happy to see that we only had one committee member not finish the year due to job reasons, and that there were no changes to our core campaign elements. Ad2SD Public Service is open for business!

Objective: Raise awareness for our public service efforts and receive a minimum of 10 applications. Now prepared with our revised applications, updated website and committee strategies, the team embarked on finding that perfect client. The methods used were common from previous years and involved an “all team on deck” approach. Tactic: The standard method for our selection was to draft a press release. We utilized our committee copywriter to draft a release explaining the efforts, our club, the public service process and how to apply. Tactic: Our not-so-traditional method (but most effective) was to pick up the phone and call every local non-profit to inform them of the campaign and direct them to our website for application and submission requirements. Results: We had many new and former organizations complete the application by our deadline; in total we received 18 applications. Considering our goals, we held a round of interviews with our top four finalists to ensure the best client was selected. We invited four clients based on committee input, held an event at our Ad Club office and gave each organization 30 minutes to present. After the interviews, My Girlfriend’s Closet was unanimously chosen as our client. Who is My Girlfriend’s Closet and How Can We Help? Overview: Our goal during the selection process was carried over into the discovery phase of our engagement; determining where our resources could make the most impact for our selected client. The ability to interview potential organizations (including our now selected client) allowed us to gain information and direction for the specific campaign. Client: My Girlfriend’s Closet is a San Diego based 501c3 non-profit organization; the non-profit is run by mother-daughter teams, with the daughters being in the same age group as the girls they aim to help. We viewed this unique organizational feature as an added bonus for our campaign efforts. These teenage girls and their mothers collect gently used clothing and accessories donated and then host clothing drives where they give the clothing to foster, homeless and low income teenage girls. They aim to serve females, ages 12-22, where budgets do not allow for new clothing as often as teenagers need. The goals for MGC were different than most; the most common needs we see in our applications are monetary in nature. With MGC our campaign focused on increasing the amount of donated clothing, host more events, and help more girls. With these organizational goals in mind we developed a plan of action and how to reach the above goals. We knew that general awareness would mean more people looking for the client online, more visits to their website, and that ultimately this would lead to more clothing donated. Tracking the amount of clothing donated versus what has been donated in previous events would be difficult since a true count had never been recorded. Considering past efforts and constraints, we determined that digitally measuring our success was the best way to gain insight into whether the campaign worked and display the effectiveness of our tactics. Target Market, Goals & Tactics Target Market Overview: MGC has a few different target markets, all of which were targeted in some facet of our promotional outreach. Women and girls of all ages can donate clothing, younger girls are the potential recipients of actual clothing, and volunteers can be of any age. Target Market 1: 12-22 female girls and potential recipients to clothing. Target Market 2: 12-65 female girls and women as potential clothing donors. Target Market 3: 12-65 males living with wives, daughters and sisters for potential donations. Target Market 4: 12-65 male and females for potential volunteer opportunities. Target Market 5: 12-65 male, female and companies for potential monetary donations. Target Market 6: Businesses interested in hosting additional independent clothing drives. General Goals: Get more clothing donated and increase general awareness. The following

explains the tactics used, followed by a report of our measurement post campaign tactics. Tactic: Build a new website! Reasoning: In our experience, a client’s website often has much room for improvement. When we started our campaign, the MGC website was a single webpage with static and basic information with no call-to-action. Another challenge we faced was converting a potential clothing donation or monetary donation due to lack of usability on the website. We knew that in order to better convert the new interested traffic MGC, needed an upgraded web presence. Result: Rather than listing measured success here, our result is a finished website built on a content management system allowing the client to manage and change content. This was a crucial need for the campaign and in line with our goals, it was also crucial to have this live as early as possible. We also had a phase 2 website enhancement which includes a redesign of the graphic elements to the website with a custom skin to the wordpress site. Tactic: Run social media promotional efforts Reasoning: Social media has proven to be a natural way for us to share a message about a unique organization to multiple networks. Sites like Facebook, Twitter and LinkedIn allowed us the opportunity to quickly and effectively spread not only awareness, but also specific donation related events to help drive donations.. Result: Promotional posts were utilized on Facebook, Twitter and LinkedIn profiles for Ad 2, My Girlfriend’s Closet, the SD Ad Club and many other individual accounts of people who were actively involved from both Ad 2 and MGC. Tactic: Cause Marketing Night Reasoning: In our past experience, Ad2 San Diego has always faced an enormous challenge in receiving media donations for the public service campaign. This year we sought to raise money in advance as a negotiating tool for any media purchases. We invited San Diego advertising and marketing agencies to participate in our first Ad 2 canvas auction to benefit MGC. We held the auction at our annual Cause Marketing Night. We teamed up with FIDM, a well-respected fashion institute in San Diego, to display the donated canvases. We invited the members of MGC to speak at our event, and the response was incredibly positive. The evening also included a guest speaker who specializes in cause marketing. It was a wonderful auction that included a social media campaign where agencies challenged other agencies to produce the best canvas. We provided each guest with auction paddles and had a blast during the bidding. Result: Over 30 canvases were purchased that evening and we raised over $3,000. We will definitely continue this event in the future. Tactic: Radio Promotion Reasoning: With the money allocated from our Cause Marketing Night we leveraged a small amount of money into a significant buy; tapping into channels that reached the largest portion of our target market. Result: We reached hundreds of people from our target audience via radio spots on local stations. Measurement and Results Overview: To measure and report on our success we implemented multiple forms of tracking. Since tracking the actual number of items would be difficult we determined a benchmark on general public awareness by utilizing resources from a marketing research company. Our other metrics came from general website traffic via Google Analytics before and after our campaign. First Tracking Method: Independent Marketing Research (Culturati Market Research) Background & Objectives: Culturati Research designed and executed a quantitative research methodology, their donation totaled $5,700 in marketing research performed. With the goal of awareness in mind, the research study was designed to measure the following:

Pre and post campaign brand awareness; pre and post level of interaction between San Diego County residents and the organization; and to understand any barriers that keep San Diego County residents who are aware of MGC from interacting with the organization. Methodology: Research was conducted before and after the campaign to capture the impact of this campaign. The research was conducted via a 4 minute online questionnaire and used a random sample of San Diego residents. Qualified respondents were male and female, ages 18 to 54. A total of 150 questionnaires were collected, with 75 belonging to Phase 1 and 75 to Phase 2. Findings: Phase 1 measured awareness and involvement with the organization prior to the campaign. This phase showed MGC had low awareness among residents, with only 24% (18 of 75) of those surveyed stating that they had heard of MGC. Of those aware, 10 had heard of the organization but weren’t familiar with it; 5 (28% of those aware) were familiar but had never interacted with MGC; and 3 (17% of those aware) said they were familiar and had actually interacted with MGC. Pre campaign awareness is mainly attributed to word-of-mouth (67% of those aware) and interaction with MGC’s website (22% of those aware), with a couple respondents unsure of how they heard about MGC. Respondents who were familiar but had not interacted with MGC were unsure of its purpose; didn’t know how or where to donate; unaware of volunteer opportunities. The few respondents who were familiar with MGC have interacted with the organization through their website or gave a monetary or clothes donation to them. Phase 2 measured the impact of the campaign, by utilizing the same questionnaire, which showed a 39% increase in brand awareness (from 18 to 25 aware) from the pre-campaign study. The increase in awareness was from word-of-mouth mentions (64%) and an increase in social media presence (20%). Others attribute their awareness to having visited the website. Given the slight increase in brand awareness and interaction with MGC, it seems that the campaign was successful at utilizing social media and the organization’s new website to increase awareness of the organization. Second Tracking Method: Google Analytics Results: Looking at Google Analytics gave us insight into a few different measurements which help us understand whether the efforts were effective. The first graph (APPENDIX 1-A) shows overall site traffic;the most notable insight is the continued sustained traffic. Promotion is still running and we expect this trend to continue. Prior to the campaign, the average daily traffic for MGC was around 20-30 visits per day; we have seen averages between 50-70 per day which is an increase of 100-250%. The metric (APPENDIX 1-B) demonstrates the effectiveness of our targeting by showing user engagement on the website. Previous averages for page views were 30-50 total pages/day; during our campaign this increased to 150-200 pages/day, showing an increase of 400-600%. The third chart (APPENDIX 1-C) shows the amount of branded searches from engines like Google, Bing and Yahoo. The value of this chart shows additional interest sparked by our campaigns. Based on this theory, if someone viewed an online ad, they would click the ad and visit the site. If someone heard a commercial in the car, they’d be interested enough to find out more and visit the MGC website. The typical branded searches for MGC pre-campaign were around 15-20/day; during our campaign these grew to 35-40/day; an increase of 100-200%. The last graph (APPENDIX 1-D) shows the average bounce rate for MGC, traffic that hits the site and views only that page before leaving. As you can see from the graph, the average is trending down, which in our case is the intended goal. The bounce rate for MGC had averaged between 50-90%; during our campaign this decreased to 35-55%. This insight shows our targeting is on par and brings interested relevant traffic where we can aim to convert these visits into volunteers, donations, donors and long-term evangelists of MGC.

AD 2 SAN DIEGO PUBLIC SERVICE APPENDIX

1-A.

1-B.

1-C.

1-D.