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………………………………….................................................................

1

2

2

2

3

4

5

5

6

6

7

8

8

9

10

11

12

12

12

13

13

14

15

16

17

18

19

20

21

22

22

23

24

25

26

27

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………………………………….........................................................................

28

29

29

29

30

31

31

32

32

33

34

35

36

37

38

39

40

41

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.

Page | 29

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.

Page | 30

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.

Page | 31

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.

Page | 32

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.

Page | 34

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.

Page | 35

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

References

Burmeister, Hanna. (July 31, 2014). “The ROI of Small Business Philanthropy”. Grand Rapids

Business Journal. Retrieved from: http://www.grbj.com/blogs/9-small-business-startups/post/80241-

the-roi-of-small-business-philanthropy

Connect Brevard. Retrieved from:

http://www.connectbrevard.org/communityplatform/brevard/map

“Donors – How to Segment”. (Accessed May 19, 2015). Marketing for Nonprofits. Retrieved

from: http://marketingfornonprofits.ca/marketing-best-practices/brand-checklist/donor-

segmentation/

“Economy in Brevard County, Florida”. (2014). Sperling’s Best Places. Retrieved from:

http://www.bestplaces.net/economy/county/florida/brevard

Eisenberg, Richard. (October 4, 2013). “The Charity Divide: Boomers Vs. Gen X and Gen Y”.

Forbes. Retrieved from: http://www.forbes.com/sites/nextavenue/2013/10/04/the-charity-divide-

boomers-vs-gen-x-and-gen-y/

Fetschering, Marc, Alon, Ilan. (2007). “Frameworks, Tools, and Exercises”. International

Business and Marketing Toolkit.

“Giving Statistics”. (2014). Charity Navigator. Retrieved from:

http://www.charitynavigator.org/index.cfm/bay/content.view/cpid/42

Havens, John J., O’Herlihy, Mary A., Schervish, Paul G. (2002). “Charitable Giving: How

Much, By Whom, To What, and How?”. Boston College Center on Wealth and Philanthropy.

Retrieved from: https://www.bc.edu/content/dam/files/research_sites/cwp/pdf/Charitable.pdf

Joslyn, Heather. (August 8, 2013). “Baby Boomers Now Largest Source of Charity Gifts,

Study Finds”. The Chronicle of Philanthropy. Retrieved from: https://philanthropy.com/article/Baby-

Boomers-Now-Key-Source-of/154523

Moreno, Kasia. (March 2, 2015). “The Top Five Most Promising Trends in Philanthropy.

Forbes. Retrieved from: http://www.forbes.com/sites/forbesinsights/2015/03/02/the-top-five-most-

promising-trends-in-philanthropy/

Preston, Caroline. (November 20, 2008). “Most Small Companies Make Charitable

Donations, Survey Finds”. The Chronicle of Philanthropy. Retrieved from:

https://philanthropy.com/article/Most-Small-Companies-Make/225215

Pyser, Stephen. (October 13, 2014). “Millennials and the Reshaping of Charity and Online

Giving”. Nonprofit Quarterly. Retrieved from: https://nonprofitquarterly.org/philanthropy/25017-

millennials-and-the-reshaping-of-charity-and-online-giving.html

“State and County Quick Facts: Brevard County, Florida”. (April 22, 2015). U.S. Census

Bureau. Retrieved from: http://quickfacts.census.gov/qfd/states/12/12009.html