finished cornerstone cottage preschool paper
TRANSCRIPT
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Table of Contents
I. Table of Contents 1II. Executive Summary 3
III. Situation Analysis 4
a. Company Analysis 4
A. Company History
B. Company Culture/Mission
C. Company Problems/Challenges
D. Industry/Category/Overall Market Trends
E. Company Opportunities
b. Consumer Analysis 10
A. Primary Research
1. Objectives
2. Methodology
3. Findings
B. Consumer Demographics
1. Age, Gender, Income, Education, Rationality, Usage, etc.
C. Consumer Psychographics
1. Personality & Motivations
2. Wants/Needs/Problems/Interests
3. Values & Lifestyles
c. Market Analysis..........................................................................................................................................18
1. Market Size & Share
2. Distribution & Rationality
3. Seasonality
4. Development Potential
d. Product Analysis........................................................................................................................................20
A. Product/Service/Cause/Candidate
B. Attributes & Benefits
C. Brand Image/Personality
e. Competitive Analysis..................................................................................................................................21
A. Primary & Secondary Competitors
B. Comparative Attributes & Benefits
C. Comparative Messaging & Media Usage/Spending
D. Comparative Share of Market/Voice
f. SWOT Analysis.........................................................................................................................................23
A. Strengths & Weaknesses (Internal)
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B. Opportunities & Threats (External)
IV. Target Market Profile(s)....................................................................................................................................24
a. Sample Portrayal(s) of Typical Consumer 24
b. Brand Essence Chart 27
V. Objectives 27
a. Marketing Objectives 27
b. Communication Objectives 27
VI. Message Strategy 28
a. Creative Brief 28
VII. Campaign Concept/Direction 28
VIII. Multi Touchpoint Marketing Communication Strategy 29
a. Advertising 29
a. Public Relations ..31
c. Promotional..................................................................................................................................................33
1. Digital Promotions2. Supplemental Promotions3. Radio Partnership Advertising Package Promotion4. Direct Mail Marketing Promotion5. Promotional Sponsorship Banners
d. Direct Response 36
IX. Media Strategy 39
a. Media Objectives 39
b. Tactical Recommendations/Media Mix 39
c. Rationale39
1. Search Engine Marketing (SEM)2. Facebook Advertising3. Ball Field Sponsorship Banners4. Direct Mail Marketing5. Radio Sponsorship Advertising Package6. Supplemental Strategies
d. Timing 45
e. Cost 46
X. Evaluation Plan/Assessment Measures 46
XI. Future Recommendations 47
XII. Appendices 49
a. Research Instruments 49
b. Brand Essence Chart 52
c. Creative Brief 53
d. Media/IMC Flowchart 57
e. Budget Breakdown.................................................................................................................................... ....58
f. Sample Designs/Merchandise..........................................................................................................................59
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II. Executive Summary
Cornerstone Cottage Preschool is a childhood educational institution for
children ages two to five, located in Floyd County Indiana. It is governed by “The
Creative Curriculum" and Early Childhood Education standards to offer children an
unparalleled educational experience. Cornerstone Cottage Preschool’s primary
competition includes other local preschools and daycare facilities in the community
that vie for enrollment numbers and top-of-the-mind brand name awareness within
the community.
In 2014, Anne Day, the school’s founder and CEO, expected that Cornerstone
Cottage would see meek enrollment numbers for the school’s first year of
operations. To her pleasant surprise, enrollment closed with a total of 18 students
signed up for Cornerstone Cottage’s first official school year. This number exceeded
Anne’s predictions of 8-10 enrollees, shedding light on the immense potential for
this new entrant in the local preschool market.
Though the first year of operations was good and enrollment numbers beat
expectations, Cornerstone Cottage Preschool still has little to no brand name
recognition. Its lack of promotional materials and community involvement is a
contributing factor to the low awareness. The subsequent IMC plan addresses these
issues and offers proactive solutions.
The primary target audience for this IMC plan are working parents, ages 25 to
35, with preschool aged children living in the Floyd County communities of Floyds
Knobs, Greenville, and Georgetown, Indiana. The secondary audiences include
primary audience influencers such as the media, relatives, peers, co-workers,
pediatricians, and other professionals who are specialists on childhood education or
likely to utilize Cornerstone Cottage Preschool services.
The following objectives of this 2015-2016 IMC plan, entitled the
FUNDAMENTALS Campaign, will boost enrollment by 30 percent, increase web
traffic by 50 percent, increase foot traffic exposure in terms of visitor tours at the
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preschool’s facility by 10 percent, and increase brand awareness within target
audiences by 25 percent by the end of the second quarter of 2016.
These objectives will be achieved through a holistic marketing
communications approach that demands the creation of a corporate identity to
include logo design, business cards, letterhead, brochures, and branded
merchandise, targeted advertising, public relations, and direct response
recommendations, and implementation of website, social media, and customer
service initiatives and announcements. A strategic combination of these
promotional elements will yield measurable positive results for Cornerstone Cottage
Preschool.
It is imperative that all Cornerstone Cottage Preschool communication be part
of an integrated marketing campaign. Everything that comes from the educational
institution must have a uniform look and feel, which will emanate into a consistent
and superior brand image. The following integrated marketing communications plan
will produce exceptionally higher results than the sum of individual communications
executed separately.
III. Situation Analysis
a. Company Analysis
A. Company History
Cornerstone Cottage Preschool is a startup founded in 2014 by Anne Day,
Owner and Director of Operations. Cornerstone Cottage Preschool offers Floyd
County, Indiana families a full-service preschool facility for children ages 2-5. The
preschool applies elements of Early Childhood Education standards and follows “the
latest theory and research on best practices in teaching and learning and the
content standards developed by states and professional organizations” outlined in
the comprehensive textbook by Diane Trister Dodge, The Creative Curriculum for
Preschool, 4th edition” (Amazon, 2015).
Cornerstone Cottage Preschool offers a high quality education through a
variety of learning opportunities (small groups, large groups, individual instruction);
developmentally appropriate materials; a predictable organized classroom
environment; a strategically organized, yet balanced schedule; utmost attention to
health and safety; engaging and meaningful interactions with adults and peers;
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responsive, supportive, and encouraging staff; and involvement with families
(Cornerstone Cottage Preschool, 2014).
B. Company Culture & Mission
Cornerstone Cottage Preschool believes that nothing is more important than
a child's education. Furthermore, they realize that every child is a unique individual
with his or her own needs, interests, fears and desires. In this view, the staff of
Cornerstone Cottage Preschool understands that children are inwardly motivated to
develop different capacities at different stages. They focus their commitment to
giving the children in their care the opportunities to perfect their naturally emerging
capabilities at each child’s present stage. Cornerstone Cottage Preschool believes
that this approach will cultivate each child’s full potential as students and human
beings. The goal of their learning services is to ensure that every child receives
personal attention, plenty of support, and encouragement (Cornerstone Cottage
Preschool, 2014).
Though Cornerstone Cottage Preschool is grounded in Christian beliefs,
religion is not their highest priority. The preschool’s curriculum operates under The
Creative Curriculum learning structure and philosophy versus a traditional academia
one. The Creative Curriculum is a play-based program where children choose
activities based on their current interests and are encouraged to go at their own
pace. It is a concept that reinforces a child’s natural tendency to be curious and
explore by integrating fundamental lessons into what the children perceive as
playtime. These programs engage children in dynamic and collaborative play while
inspiring them to ask questions, share ideas, and listen. The classroom itself is
broken up into sections, such as an art station, a home/kitchen area, a science
location, a reading center, and a space with blocks and other toys. The instructor’s
role is to educate while facilitating social, behavioral and emotional skills. Through
this innovative curriculum, Cornerstone Cottage hopes to instill a genuine zeal and
excitement for learning, while also preparing children for kindergarten expectations
such as hand raising, mouth covering when sneezing or coughing, and manners
(Day, 2015).
There are 18 children who are enrolled at Cornerstone Cottage Preschool with
ages ranging from 2 to 5. Tuition for the 2014-2015 school year was set at $150 per
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month but will increase to $175 in August 2015. The increase is due to higher than
expected enrollment numbers, increased consumer interest and need, location and
demographic targeting, and the overall success in the first year in business. The
school’s operational hours are strategically set for Monday, Wednesday and Friday,
from 8:30 AM to 12:30 PM. The rationale for this schedule is rooted in The Creative
Curriculum and other early education research that suggests that young children in
have limited attention spans and fatigue easily. For this reason, these children
should not be at preschool for more than 3 hours per day for 3 days per week. The
preschool is open for 4 hours to accommodate busy parents but breaks for play
sessions to scale back the time. Children ages 3, 4 and 5 are grouped together,
while the 2 year olds are kept in a separate group of their own (Day, 2015).
C. Company Problems & Challenges
The alternative to The Creative Curriculum, practiced by Cornerstone Cottage
Preschool, is the traditional academia learning structure. These programs are
considered more didactic and “teacher-managed.” Teachers lead and guide the
class with lesson plans and activities. The design is aimed at heavily “preparing”
kids for kindergarten. Class time is devoted to learning letters and sounds,
distinguishing shapes and colors, time telling, and other skills. Many parents worry
that a Creative classroom is too chaotic and/or that their child isn’t being prepared
academically for kindergarten. For this reason, a lot of people will put their children
in Montessori and take comfort in knowing that they are learning academics early
on. Many parents who favor the academic method also prefer for the classroom to
be broken down based on age groups, whereas Cornerstone Cottage Preschool
consolidates most of their children into one (Day, 2015).
The overall newness of Cornerstone Cottage Preschool makes a lot parents
hesitate and think twice about their enrolling their child. Additionally, when
considering educational institutions, parents of young children prefer to see
longevity in staff experience and facility maintenance. Another challenge the school
encounters is that many parents will go against staff recommendations by pulling
their 5-year-old child from preschool and putting him or her in Kindergarten
prematurely because, quite frankly, it is cheaper (Day, 2015).
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Lastly, the staff of Cornerstone Cottage Preschool is presently not meeting
standards of owner and director, Anne Day. With a 19-year-old teacher’s assistant
and a woman in her mid-60s, the large age gap and varied levels of competency
make it difficult to keep everyone on the same page. For this reason, Anne assumes
the bulk of responsibilities on her own (Day, 2015).
D. Industry / Category / Overall Market Trends
It is generally accepted worldwide that children benefit from a pre-
kindergarten education. In September 2005, the World Bank hosted a series of
conferences that focused attention on the importance of investing in early child
development (ECD) as “a natural starting point for human development and
sustained economic growth and equity”. According to conference specialists,
“Maximizing the human potential is more important than ever before. Children’s
early experience has far-reaching and solidifying effects on the development of
their brains and behaviors, meditating cognitive, emotional, and social behaviors.
These developmental influences are particularly powerful during sensitive periods of
brain maturation.” The conference acknowledged that, though “awareness of early
child development and investments in early child development (ECD) programs and
services have increased during the past decade, much more attention is urgently
needed” (Young, 2007).
The World Bank conference series reported findings, interpretations, and
conclusions that outline the benefits for society and children when ECD is invested
in. For example, pre-kindergarten educational programs decrease the likelihood of
future dropout rates, improve children's cognition and other brain functions, as well
as improve the overall quality of life. It is for these, and many other reasons, that a
greater emphasis has been placed on preschool and daycare educational programs
in the United States to meet the both the scholastic and developmental needs of
children since both parents increasingly work outside the home. The rate of which
parents are requiring and children are receiving pre-kindergarten education in
daycare centers and preschools is at an all time industry high (Young, 2007). Ergo,
it is in the best interest of Cornerstone Cottage Preschool and its conglomerates to
analyze the overall effectiveness and future of these programs.
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In the United States, there are no mandatory public preschools or crèche
programs. Since the U.S. Congress passed the No Child Left Behind Act in 2001,
more money has been made accessible for Head Start and other preschool
programs to make sure that children from low-income families have the opportunity
to attend preschool. Still, most families are on their own in regards to finding and
affording preschool and childcare. Additionally, a unique emphasis has been placed
on the education and development of at-risk or special needs children; so much so
that special education preschool grants have been created to fund preschool
programs that accommodate these children (Young, 2007).
Even though efforts are being made to make pre-school education available
for all American children, preschool tuition rates continue to rise with upper-class
preschools in large cities catering to the children of the wealthy. These schools are
often seen as the first step toward the Ivy League and annual tuition rates are
priced accordingly, making it increasingly difficult for parents to send their children
to quality ECD programs. Since many private programs already exist for children
with parents able to afford the tuition, more federal government efforts are being
made to subsidize programs for children with parents unable to afford tuition costs
for private pre-schools (EMP Advisers, 2012).
The preschool and childcare industry itself is evolving, and most institutions
and parents agree the changes are for the best. Preschool and childcare institutions
are being affected by more parents avidly researching tuition costs which, in turn,
becomes a deciding factor on if they cut hours or even pull their kids out of
organized programs entirely due to job losses or budgetary overheads.
Consequently, educational providers have begun offering flexible hours, predictable
tuition rates or even reduced ones, and payment provisions for struggling families
as an incentive to stay. Parents are also analyzing special programs or fees the
schools incorporate into tuition, which in turn has providers struggling to find ways
to lessen costs while maintaining a quality care program for kids (McClure, 2015)
Many of today’s families rely on the Internet to find quality programs for their
children. There is a plethora of websites that offer free preschool and childcare
listings. Additionally, preschool business owners and their promotional firms are
upping their digital presence via SEO/SEM and social media. These platforms are
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utilized due to low-costs and the overall ease of accessibility. Moreover, in today's
rapid "tell me now" society, communications between childcare provider and parent
have never been more crucial. Where monthly newsletters in addition to daily
greetings and goodbyes formerly sufficed, preschool and childcare providers are
employing a variety of tools to bestow parents with ongoing information about their
child's day. An increasing number of facilities stream live video of classroom
activities throughout the day to offer parents peace of mind and the capability to
check on their child as frequently as desired. Other providers regularly take photos
of children and send to parents, post daily or weekly parent blogs or e-newsletters
online, or even swap text messages or emails throughout the day. Advancements in
technology provide parents and providers with tools for staying "in touch" and
bonding. Even with technology, though, face-to-face communications is still
considered the best for cultivating family involvement and strong relationships with
the foundation of trust (McClure, 2015).
An increased number of preschools now offer bi-weekly or monthly
enrichment and after-school options for children to participate in. Parents nowadays
are busier than ever, yet simultaneously desire their child to partake in an array of
activities. To meet this desire, preschools integrate guest instructors from various
industries (think zoologists, musicians, karate teachers) that kids can interact with
and learn from and/or offer on-site after-school programs that provide healthy
snacks and homework help for children until parents are able to get off work
(McClure, 2015).
E. Company Opportunities
When Anne was asked, “Why would parents in this market choose
Cornerstone Cottage Preschool over competitors?” She replied, “We cultivate the
utmost personal relationship between educators and parents.” Family involvement
is a top priority for the overall success of the school and Cornerstone Cottage
Preschool is excelling at it. Involvement efforts are reiterated through frequent
communication with parents via text messaging, allowing Anne to send photos of
their child learning, and encourages the parents to text her with any concerns or
questions (Day, 2015).
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When it comes to the company’s competitive edge over academically
centered preschools, Anne said, “Most kindergarten teachers will tell you what they
really value is that the children enjoy learning, have a set of experiences that got
them used to a classroom setting, and know how to engage with kids and adults in
another setting. It’s not so much that the new kindergartner has the ability to read
or write” (Day, 2015).
Another unique advantage that Cornerstone Cottage Preschool exhibits is
their routine of sending children home with Friday “Take Home” Folders. This
practice is uncommon for a preschool as it is more commonly seen in kindergarten
and early elementary grades. This small assignment instills a greater sense of
responsibility in the children and parents while simultaneously fostering family
involvement. One side of the folder is designated as “Return to School” -
registration forms, tuition checks, notes back and forth, etc. - and one side is
labeled as “Stays at Home” - activities, crafts, etc. (Day, 2015).
b. Consumer Analysis
A. Primary Research
1. Objectives
The purpose of descriptive primary market research for Cornerstone Cottage
Preschool is to assess the situation of the marketplace by understanding where
opportunities and drawbacks exist, plan future programs and policies, and identify
specific existing and potential customer attitudes. The main goals of Agent C’s
marketing research can be summarized as follows:
● Identify problems that exist related to the marketing or any other factors that
affect the marketing and company awareness.
● Discover precise issues so that the actual problem is identified and defined.
● Collect all the information that is needed to market and generate success
properly.
● Look for and define new markets.
● Find ways to make old or current markets more profitable.
● Identify customer attitudes, needs, interests, concerns, and issues.
● Help develop and implement a plan according to the research findings.
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● Evaluate changes in organizational, market, or community structure by
keeping track of the decisions and monitoring the market constantly.
2. Methodology
The five most common approaches to primary market research are surveys,
focus groups, personal interviews, observation, and field trials. For Cornerstone
Cottage Preschool, Agent C determined that surveys would be most effective in
understanding current clientele’s perceptions, needs, and problems. A concise and
straightforward questionnaire was distributed to every child via the “Return to
School” side of their Friday Folders. This form of “mail” survey was a cost-effective
way to reach our representative target market. This type of research design offers
big advantages such as extremely specific consumer targeting and projections. On
the downside, low returns tend to plague mail surveys - only generating response
rates of 3 to 15 percent. Despite this information, Agent C felt that our clientele
send-home survey would yield above average returns due to several contributing
factors.
For starters, with the study having such a small number of potential
participants (18 parents total), any returned surveys - even just half - would give
the Agent C team and Cornerstone Cottage a better understanding of the clientele
as a whole. However, it is understood that the larger the sample the more reliable
the results would be. For this reason, the questionnaires’ context and content was
strategically written to generate desirable response rates.
The general concern and attitude exhibited by preschool parents was another
element indicating that most will likely jump at the opportunity to give active
feedback in order to better their child’s educational experience. In order to reduce
nonresponse rates, an advance letter was included in the survey. The brief, yet not
overdone, personalized letter made it clear that the participants’ “cooperation and
input” will serve as a “guide in planning future programs and policies” for the
preschool’s organizational structure and curriculum. The research topic was
described and then closed with the surveyor’s appreciation of cooperation.
Furthermore, we offered the parents the opportunity to remain anonymous by
welcoming them to mail the survey in and provided the preschool’s address. It is
understood that in order to gain an accurate scope of the opportunities, needs and
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problems, the surveyed clientele needed the option and privacy to remain
anonymous. Agent C understands that many parent participants would feel
uncomfortable sending in potentially negative comments/reviews to the school with
their child. Finally, the extreme family involvement atmosphere that has already
been established by the preschool indicates that most parents will feel comfortable,
confident and honest in giving their feedback.
The first part of the survey included a Likert response scale that asked 9
opinion questions on a 1-to-5 bipolar scale of 1 being extremely poor and 5 being
excellent. The remainder of the survey consisted of two-point questions that drew
out yes/no or unsatisfied/satisfied answers, yet specifically requested open-ended
elaborations. The combination of both quantitative and qualitative research
methods would give Agent C the advantages of time-efficiency, ease of
interpretation, and the ability to investigate the meaning of responses, while
allowing the participants to respond to the questions exactly as they like.
Appendix A contains a complete transcript of the actual surveys sent home
with the 18 preschool students to be given to their parents, filled out, and returned
to the school.
3. Findings
Of the 18 students, 10 of them returned the surveys filled out by their
parent(s) - an above average 56 percent response rate. Seven out of the ten
surveys received a rating of 5 across the board for the Likert response scale portion.
The areas of discourse on the remaining three surveys showed less than favorable
ratings in the following areas:
● The overall quality of the curriculum offered to your child. (4, 4, & 3)
o The participant who rated this a 3 elaborated, “Not sure - didn’t see
much come home. Which could be a good thing if it’s hands on.”
● The physical appearance of your child’s preschool. (one participant rated it a
3)
o The participant who rated this a 3 elaborated, “Rooms available for
student learning at age levels would be nice.”
● The overall level of comfort with the tuition rate. (one participant rated it a 3)
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● The overall satisfaction with the days and times currently offered. (one
participant rated it a 3)
o Participant commented, “The only thing with the days and times were
that sometimes those times are difficult to get there. Nothing really to
do with you just difficult for us.”
● How well do you feel that your child is being prepared for success in
kindergarten? (3, 4, & 4)
o The participant who rated this a 3 elaborated, “Lots of age groups
together and seeing the really needy ones who are super young makes
me question. We have loved the play-based approach, all learning
together. This has been a great approach our 3 year old. However, I do
feel that the material would not challenge him or prepare him at 4 or 5
years old. Not a huge problem, just a personal parenting preference.”
Generally, parents said that they chose Cornerstone Cottage Preschool
because it was close to home, its cozy and inviting atmosphere, its acceptance of 2
year old students, its tuition rates and Play-based curriculum, the fact that it was
oriented on Christian values, its level of convenience based on times offered and
location, the attitudes of teachers and the director, and the overall cleanliness and
appearance of the preschool facility. Across the board, parents expressed great
satisfaction with Cornerstone Cottage’s overall flexibility, lovingness and care, in-
house field trips, their child’s happiness and development with the obvious
retention of knowledge, and frequent communication via text messages and
Facebook posts.
As far as suggestions go, parents generally said that they would benefit from
a blog with weekly/daily postings that only Cornerstone Cottage parents could
access. All participants said that they would recommend Cornerstone Cottage
Preschool to a friend and praised Anne for welcoming feedback for growth. When it
came to determining how parents initially discovered Cornerstone Cottage, results
indicated that 5 of the 10, or 50 percent, derived from road signage, 3 of the 10, or
30 percent, were referred by a friend or family member, and 2 of the 10, or 20
percent, found the preschool via Facebook.
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When analyzing the results, Agent C has determined that Cornerstone
Cottage’s greatest source of promotion as road signage, yielding a total of 50
percent. Word of mouth advertising has a strong influence, while the school’s digital
presence could be stronger in terms of Facebook advertising and web-based
promotion such as blogs. It is also apparent that some survey participants were
concerned with the school’s play-based curriculum and its effectiveness in
preparing their child for kindergarten. We predicted that some parents would be
more inclined to a more Montessori structured classroom, while others were more
receptive to the hands on activities, in-house field trips, and collaborative learning.
In this study, one of the ten parents felt that this was a good curriculum for the two
and three year olds, while she felt that it did not prepare the four and five year olds
for advancement. The other two ranked the curriculum lower than most because
they would like to see more of their child’s work sent home. The moderate to low
ranking of the school’s physical appearance also links to issues with the curriculum.
The parent who rated the physical appearance as a 3 indicated that she’d prefer an
approach that catered to specific age groups and learning levels. This approach is
better catered to students through a more traditional preschool curriculum rather
than Play-based.
Agent C is confident in the overall customer satisfaction and perception of
Cornerstone Cottage Preschool. Our results clearly indicate where the school is
excelling and where it is falling short in the mind of parents. The responses will help
our team generate strategic marketing and promotional techniques, as well as
specialized consultation advice for the director in regards to the school’s overall
initiatives and future proceedings.
B. Consumer Demographics
Cornerstone Cottage Preschool’s target consumer audience consists of
young, affluent, working married couples with pre-school aged children, living in the
Floyd County communities of Floyds Knobs, Greenville and Georgetown, Indiana.
Floyd County, a fast-growing, forward-thinking, metro fringe community, is heavily
comprised of these textbook “New Suburbia Families.” The majority of these
parents are heterosexual married couples, ages 25 to 35, and earn a combined
household income of approximately 75k-100k. A large portion of this segment is
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college-educated, with 45.9 percent having a bachelor’s degree or higher. More
than two-thirds of these households have both parents earning a salaried income
through the labor force. Approximately 54.2 percent of them work in blue-collar
professions such as hairdressing, construction, retail trade, accommodation and
food services. Comparatively, 45.8 percent of these people are employed in various
white-collar occupations like professional, scientific and technical services,
administration, educational services, and health care. Many live in newer or
renovated subdivisions worth nearly 40-50 percent above the U.S. average
(Experian Information Solutions, Inc., 2015). This energetic demographic are
typically only moderate consumers of most media due to the fact that they are
always on the go and are often too busy to read a newspaper or a magazine. When
it comes to television viewership, many watch network sitcoms and reality shows as
well as sports and entertainment channels. The most frequently watched television
channels for this group are local news networks, CNN, TBS, AMC, FX, ESPN, MTV and
Comedy Central. This segment commonly listens to radio stations that offer news,
sports, classic rock and adult contemporary music. Furthermore, these working
parents go online primarily to trade/analyze stocks, search for jobs, check out real-
estate listings, subscribe to blogs of interest, and seek social media and/or
entertainment updates (Experian Information Solutions, 2015).
Although parents of preschool-age children are the primary target audience,
it is important to recognize that there are multiple influences in the decision-making
process surrounding a child’s education and development. Due to the substantial
importance placed on choosing the proper childcare and early education institution,
the decision making process for this service is considered both high-risk and high-
involvement, signifying that the purchaser conducts thorough research and
deliberation before the making a final decision and the actual purchase itself. The
decision making process may also include input from outside, or ‘non-user’, sources
such as public forums, childcare blogs, and trusted relatives (siblings, grandparents,
aunts, uncles, fictive kin), friends, coworkers or neighbors, and other reliable
community experts (teachers, pediatricians) (. Agent C outlines the Decision Making
Unit (DMU) for early childhood education services in the following list. The DMU is a
collection of individuals who participate in a buyer’s decision making process
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regarding the purchase of a service or product (Halgunseth, Peterson, Stark, &
Moodie, 2009).
● Initiators : Parents and guardians of users, children ages 2-5, are the active
participants in finding an early childhood education program, and are the first
to see the need for such services. This audience segment research and
inquire about the quality, cost, scheduling, and other benefactors of early
childhood education facilities.
● Influencers/Gatekeepers: Parents and guardians of users actively seek advice
from trusted sources such as relatives, peers, co-workers, and pediatricians.
These sources play a persuasive role because they influence the deciders’
brand attitudes, as well as their realization and assessment of other available
brands. Influencers also help the decider gauge their own personal
benchmarks in the childcare and preschool market.
● Deciders/Purchaser: While both parents have significant say in the decision of
the child’s early education, the mother is often the decider of which
institution the family will enroll their child in. Budgetary and scheduling
factors often act as primary factors in the final decision.
● User: The preschool children, ages 2-5, and the parents/guardians are those
who put the service into operation once the decision and purchase have been
made. Their opinions will be important due to their heavy involvement in the
post-purchase evaluation phase of the buyer decision process.
C. Consumer Psychographics
1. Personality & Motivations
These middle-upper class people are characteristically driven in terms of
personal success. They are goal-setters and tend to be overachievers who
simultaneously exhibit qualities in terms of affection, sincerity, excitement,
involvement, competence, and sophistication. They are extroverts who are often
classified as ‘type A’ personalities. They are motivated by anything that will
cultivate or nurture strong relationships and provide stability. They thrive off of
effective two-way communication and a near constant stream of information. They
are very much so in tune with the world around them and yearn to know more. As
relatively new parents, they often come off as nervous or apprehensive in terms for
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what’s best for their child - frequently second-guessing themselves. They are
moved by compelling arguments, factual information, and engaging concepts. They
are analytical in their journey for constant enlightenment and improvement. At the
end of the day, though, their child is the key motivational factor in every aspect of
these parents’ lives.
2. Wants/Needs/Problems/Interests
These people want to consciously know that they are good parents
intrinsically, while also wanting others to perceive them in this way. For this reason,
they are ambitious in terms of their child’s cognitive development and already
begun engaging him or her in forward-thinking concepts such as art, reading,
singing, and socialization. Unfortunately, they tend to struggle with allocating an
ample amount of time to raise their child during work-filled weekdays. To
compensate, this segment is able and more than willing to pay a moderately high
tuition rate for sophisticated childcare. They desire an elevated curricula paired with
trusted, personalized and flexible care. These contemporary, educated, and hard-
working individuals can appreciate an unconventional approach to structured
learning processes.
3. Values & Lifestyles
These market segments have crafted active and children-centered lifestyles.
They drive their kids in SUVs and minivans to obligations, activities and to zoos,
aquariums and campgrounds. They fill their grocery carts with kid friendly and
health conscious eats. These parents have modern hobbies such as owning books,
video games and electronics like cell phones, gaming systems, home theaters.
These people have relatively moderate to large families where it is crucial that
money is managed. They uphold that price and functionality trump style though
they can afford higher priced goods and services. They do most of their shopping
for practical goods, electronics and clothing at retailers like Target, Best Buy and
Wal-Mart and Kroger. Many in this market segment have lengthy commutes to work
ranging from 20-60 minutes. Typically these households are debt-heavy due to first
mortgages and home-equity loans so saving money is valued above all in
purchasing research and prioritization.
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With both parents working, this segment often encounters the need to set
provisions for the education and overall care of their child. The United States
Census Bureau reports that 42.1 percent of young children under 5 years old are
cared for by relatives, compared to 23.5 percent that are cared for by an organized
care facility such as a daycare center, nursery, preschool, or Head Start school
(Laughlin, 2013). While relatives are suitable for babysitting on nights out or
weekends, yet our target demographic understands that this form of child care
simply cannot compare to an organized learning and development program that
occurs at ECD institutions like Cornerstone Cottage Preschool. With both parents
being hardworking professionals, they are ambitious with their child’s education and
willing to pay a higher tuition level to get the best program. Furthermore, as
America continues to be a society of people working long hours, there will always be
the need for childcare. The trend of longer workweeks drives Cornerstone Cottage’s
business.
c. Market Analysis
1. Market Size & Share
In 2013, the Census Bureau reported that the Floyd County population is
comprised of 4.4 thousand children ages 5 and under (The United States Census
Bureau, 2013). This statistic gives an accurate idea of the market size for preschool
age children in the desired market area. The market share possessed by any one
preschool in the area is comparatively small; for example, Cornerstone Cottage
Preschool has 18 students for its 2014-2015 session, a minuscule percentage of the
total market, showing that there is ample room for growth. The secondary target
areas of Georgetown and Greenville have 300 children ages 5 and under (The
United States Census Bureau, 2013). When our secondary target areas are
combined with the primary target market, a substantial untapped market share is
available.
2. Distribution & Regionality
The location of the primary target market is Floyds Knobs, Indiana. This area
is close to Cornerstone Cottage Preschool’s location and makes an average
household income of $91,354. Over 35 percent of these households make six
figures annually, indicating that this is a thriving economic region that can
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comfortably afford the $175 monthly tuition (The United States Census Bureau,
2013). The towns of Greenville, Galena, and Georgetown are considered secondary
target markets. We will target and market directly to those in zip codes 47122,
47124 and 47119, which covers a 15-mile radius around Cornerstone Cottage
Preschool.
3. Seasonality
The New Albany Floyd County school system begins classes on July 31st.
Cornerstone Cottage Preschool and its competitors will be following this schedule
closely, if not exactly. Consumers’ interest and investigation usually extends over a
9 to 12 month period of time before they expect to enroll their child in a preschool
program. Interest levels peak during the final three months preceding enrollment,
or the months of May, June, and July (Zachry, 2013). This is when parents are
researching different preschools in the area and making the decision on where to
send their child. This is also when enrollment begins, and is therefore the period
where revenue is highest for educational institutions such as Cornerstone Cottage
Preschool (Day, 2015).
4. Development Potential
As stated above, there are almost 5,000 children under the age of 5 years
living in the primary and secondary market areas (The United States Census
Bureau, 2013). This, when held against the current market share possessed by
Cornerstone Cottage Preschool, shows the large potential for growth that exists in
this area. Our goal is to grow the size of classes, but not to the extent of
overwhelming the staff or the facilities. If necessary, an afternoon class could be
added to accommodate growth beyond what the current class times can facilitate.
d. Product Analysis
A. Single Product Line/Service/Cause/Candidate
Cornerstone Cottage Preschool provides the service of early childhood
education to children 2-5 years old. This education focuses mainly on classroom
etiquette and preparing the students for the transition into Kindergarten. An
emphasis is placed on teaching proper behavior and conduct, as well as basic
alphabetical, artistic, and mathematical skills. Cornerstone Cottage Preschool
chooses to teach these skills through a play-oriented curriculum that keeps children
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both focused and entertained. This is the only product or service offered by
Cornerstone Cottage Preschool.
B. Attributes & Benefits
Classes are held on Mondays, Wednesdays, and Fridays from 8:30 AM to
12:30 PM, with days consisting of 3 hours, 20 minutes of learning and 40 minutes of
constructive playtime. Class times are kept short in order to hold the children’s
attention, and not overload them with more information than they would be able to
process. A play-based curriculum is used to prepare children for kindergarten and
grade school. The goal is to teach the children proper behavior for school
environments, necessary motor skills, and basic knowledge such as colors,
numbers, shapes, etc. The curriculum is Christian-based, but not religiously focused;
the focus is placed on the learning, and each child is allowed to learn at their own
pace.
C. Brand Image & Personality
Cornerstone Cottage Preschool’s existing image is fun, colorful, and creative.
They are a Christian based, play oriented preschool. They are open, approachable,
and excellent at keeping parents involved and informed. They are low-cost and are
small enough to give each child the individual attention that they need and deserve,
while in a nurturing and engaging environment. The essence of the brand is early
childhood education to ensure a brighter future.
*See brand essence chart in Appendix B.
e. Competitive Analysis
A. Primary and Secondary Competitors
1. Primary Competitors
● Lafayette Academy Preschool
● Kids of the Kingdom Day School
● Shepherd of the Hills
● Seeds of Knowledge Preschool and Daycare
2. Secondary Competitors
● DeBest Kidz Daycare
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● Little Rascals Daycare
B. Comparative Attributes & Benefits
1. Primary Competitors
● Lafayette Academy Preschool: Lafayette Academy offers educational
preschool services, and is also daycare certified. The rates for their preschool
range from $138-$330 a month, depending on desired classes. Lafayette
offers extended programs so children are able to stay longer than just the
four-hour school day, as well as a summer camp that runs during the months
when school is out of session. Lafayette has the largest portion of the market
share out of all the primary competition (Lafayette Academy Preschool,
2015).
● Kids of the Kingdom Day School: Kids of the Kingdom offers preschool
services, and is church-affiliated, allowing children to stay longer than the
four-hour school day without the facility being daycare certified. Tuition for
Kids of the Kingdom is $250 a month. The educational style of Kids of the
Kingdom is very “Christ-centered,” focusing heavily on Biblical knowledge
and stories/lessons from the Bible, rather than alphabetical and mathematical
skills. Kids of the Kingdom holds a smaller share of the market than Lafayette
Academy, but is still a substantial competitor (Kids of the Kingdom, 2015).
● Shepherd of the Hills: Shepherd of the Hills is church affiliated, offers
preschool services, and allows children to stay beyond regular school hours.
Tuition cost is the lowest among all competitors, around $100-$110. Based on
their mission statement, the curriculum is heavily Christ-centered and
seemingly overlooks educational aspects of preschool such as motor and
critical thinking skills. Shepherd of the Hills is similar to a vacation Bible
school as opposed to a preschool because teaching is mostly from the Bible.
Shepherd of the Hills holds the smallest market share out of all of the
competitors (Shepherd of the Hills, 2015).
● Seeds of Knowledge Preschool and Daycare: Seeds of Knowledge is affiliated
with Floyd’s Knobs Christian Church and offers preschool, daycare, and after
school services. The educational aspects of the preschool focus on the
individual child, employing hands-on learning techniques, while using
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“imagination stations” to help children learn at their own pace. Prices for the
preschool services range from $160-$175 a month, on par with the average
price range of competitors. The market share held by Seeds of Knowledge is
comparable to competitors of Cornerstone Cottage (Seeds of Knowledge
Preschool and Daycare, 2015).
2. Secondary Competitors
The word ‘childcare’ is a loose term for institutions like Little Rascals or
DeBest Kidz that lack educational structure and image. The price for their
services is significantly lower, typically in the $60-$100 a month range.
Children are provided with a guardian, as well as toys, snack time, and
naptime to keep them occupied, but there is little to no learning involved.
These childcare services fluctuate in size on a regular bases, but generally
have between 8-15 children in attendance at any given time.
C. Comparative Messaging & Media Usage/Spending
1. Primary Competitors
● Lafayette Academy Preschool: No real advertising, just Facebook and
website. They rely on word of mouth to gain new clients.
● Kids of the Kingdom Day School: No advertising, only Facebook and a
website. The preschool is church affiliated and gains most of its’ clients
through this avenue.
● Shepherd of the Hills: Again, there is no advertising other than Facebook and
a website. Clientele is almost exclusively affiliated church members.
● Seeds of Knowledge Preschool and Daycare: Advertising is limited other than
the website. Also gains most of its’ consumers through church affiliation.
2. Secondary Competitors
● DeBest Kidz Daycare: Yellow Pages profile but no other media/advertising.
● Little Rascals Daycare: Yellow Pages profile supplemented by a Facebook
page, but no other media/advertising.
e. SWOT Analysis
A. Strengths & Weaknesses (Internal)
1. Strengths
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Cornerstone Cottage Preschool has a satisfied and loyal customer base, who
reported through a survey that they were generally pleased and would continue to
use Cornerstone Cottage Preschool for future children. The low cost is another
strength; at $150 it is well below the competition. The smaller class sizes are a
strength because it allows for more personal interaction with each child. The
relationship cultivated between the educators and the parents keeps parents
feeling informed and involved in the education of their children. The environment is
safe, reliable, and comfortable; while the location is convenient for the target
market.
2. Weaknesses
The recent inception of Cornerstone Cottage Preschool is a factor that
parents consider when searching for preschools; typically, parents prefer a
preschool that has proven longevity. Until Cornerstone Cottage Preschool becomes
more established, lack of longevity will continue to be a weakness. Some also see
the play-oriented teaching style as inadequate, and prefer a more academically
focused model of education. Cornerstone Cottage Preschool is not daycare certified
or church affiliated; because of this, children are not allowed to stay for longer than
a four hour periods each day. Cornerstone Cottage Preschool does not group
children according to age; aside from the 2 year olds, all children learn together. An
additional weakness is the lack of racial diversity; all current students are
Caucasian. This is certainly due to a lack of racial diversity in the target market, but
may be a discouraging factor to families of other ethnicities. A final noted weakness
is that Cornerstone Cottage Preschool does not currently show up on Google maps.
B. Opportunities and Threats (External)
1. Opportunities
Since Cornerstone Cottage Preschool has no desire to become daycare
certified, one option to accommodate substantial growth is to have two class
sessions per day (i.e. a morning and afternoon session.) This would allow for more
children to attend without increasing class sizes to a point of detriment.
2. Threats
Other preschools obviously pose a threat, however, another threat lies in the
growing trend of alternative preschool methods such as cooperative preschools,
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home groups, etc. These options provide children with the social interaction and
learning opportunities of traditional preschools without the high cost. Many parents
opt not to send their child to preschool at all.
IV. Target Market Profile(s)
a. Sample Portrayal(s) of Typical Consumer
1. Jacquelyn is a married Caucasian woman aged 29 years old with a combined
household income of $120,000 per year. She resides in Floyds Knobs, Indiana
near the Cornerstone Cottage Preschool facility. Her regular commute to her
job in Louisville ranges anywhere from 30 to 60 minutes, so mornings are
hectic when she tries to get her 3 year old son Luke ready for preschool. She
works long hours as an RN at Norton Hospital and will frequently have her
husband, who works a 9to5 accounting job, pick up Luke at 12:30 PM during
his lunch break to take him to her mother’s house until one of them is off
work. The demands of her job only allow her weekends with Luke, therefore
she values a preschool that can cultivate developmental skills in a loving,
encouraging and playful environment. Jacquelyn needs a preschool that will
prioritize educating Luke on things that she herself cannot designate copious
amounts of time to. These types of lessons include engaging activities that
teach basic manners, colors, shapes, numbers, and letters. She is a
thoughtful person who carefully weighs all options before making any kind of
purchase. She does her research and actively seeks information to make the
'right decisions' concerning her only child. General knowledge is accessed
from the Internet at home or on a cellular/portable device through parenting
blogs, forums, and articles. She is willing and able to pay more for elevated
education and engagement because she and her husband are unable to raise
their son during the day. Jacquelyn is forward thinking and educated which
allows her to appreciate the value of diversified education for Luke.
2. Amber is a 25 year old Caucasian single mom who generates an income of
approximately $55,000 per year working as a hairdresser Monday through
Thursday in New Albany and bartending Friday and Saturday nights in
Louisville to generate some extra cash. She has little time to spend with her 4
year old daughter, Ava, and values their Sundays off doing fun, mother-
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daughter activities together. Amber and Ava reside in the cost-effective
Edwardsville Trace apartment complex in Georgetown, Indiana. In Ava’s
infancy and first couple years, Amber relied on her retired parents for
babysitting during weekdays and weekend nights. However, Amber
frequently converses with coworkers, friends and family on parenting and
childhood education and recognizes the need for a more sophisticated and
structured childcare institution. Money is tight for her so she works two jobs
and long hours, while cutting budgetary corners to give Ava the ‘life she
deserves’. She will make room in her budget or work more hours to pay a
little more to obtain a quality education for Ava. Amber needs easily
accessible information, as she cannot designate lengthy amounts of time to
research. Word-of-mouth advice and information from her friends, family, and
clients are her greatest sources of influence. She generally accesses Internet
from the Wi-Fi at work while she’s on break because she worries about data
usage and doesn’t have Wi-Fi in her apartment. When she is online, she
primarily grazes social media and parenting articles and uses applications to
check her budget and bank statements. Amber is ambitious and independent
with a keen work ethic and hopes to advance herself. She strives to provide
the highest quality of life for Ava with everything from conscientious food
choices to paying out of pocket for a reasonably priced preschool that
provides her with a well-rounded and caring experience. She relishes
frequent communication with her child’s educator and wants to see Ava’s
active comprehension and retention of knowledge.
3. Nathan is a 32 year old Caucasian electrician who resides in Floyds Knobs,
Indiana with his wife with three kids. His yearly income of $82,000 was
comfortable enough to allow his wife to take time off work after their third
child was born two years prior. However, after a work-compromising non-life
threatening accident, Nathan found himself on extended leave from his job.
This unfortunate circumstance led to the family taking an income hit and his
wife going back to her office job where she earns $45,000 per year. Nathan’s
youngest and only daughter, Megan, just turned two and is quite the handful.
It has become increasingly hard for the injured dad and working mother to
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keep up with the tenacious tot. Nathan and his wife have enough savings to
allocate for child care services but recognize their budgetary constraints.
Nathan and his wife are a hardworking couple that have ambitious goals for
their children. Nathan didn’t attend a typical college and had to work harder
to get to where he is now. He is a traditionalist but with a modern take on life.
Nathan and his wife want their child to have a structured and hands-on
learning experience with supportive and caring instructors. Along with cost,
facility location, flexibility, and convenience are of primary concern for
Nathan. With his wife working a 9to5 in Louisville (which often makes her
commute 60 minutes or more in morning and evening traffic) and his physical
mobility limitations, he needs a preschool that is understanding when he
drops Megan off 10 minutes late or needs assistance getting her into the car
seat when he comes to pick her up. The couple has no extended family
support in the area and they lead a hectic lifestyle with three kids all under
the age of 10. Nathan and his wife have been racked with doctor bills lately
and have put aside their pride to reluctantly take advantage of government
aid programs to better support their family. This family does moderate
research before making purchase decisions and are more influenced by local
promotional efforts (road signage, radio, mailers, etc.) that appeal to their
need of convenience and cost-effectiveness.
b. Market Profiles: Brand Essence Chart - The “Fit” Between Target
& Product
*See Appendix B for Brand Essence Chart
V. Objectives
a. Marketing Objectives
● Increase enrollment by 30 percent for the upcoming 2015-2016 school year.
● Increase web traffic by 50 percent for the 2015-2016 school year.
● Increase ‘foot traffic’ exposure in terms of visitor tours at the facility by 10
percent for the 2015-2016 school year.
● Increase brand awareness within the target audiences by 25 percent by the
end of the 2nd quarter of 2016.
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● Develop a holistic marketing program that will engage target consumers
using different marketing communication tools by the end of the 2nd quarter
of 2016.
b. Communication Objectives
The primary communication objectives of this campaign is to cultivate brand
awareness and enhance favorable brand image. The goal after the implementation
of the marketing communication plan is for consumers to perceive the preschool as
an invaluable asset to their child’s cognitive, social, and behavioral development.
The overall challenge for the proposed marketing communication plan is to break
through competitive clutter by changing consumers’ perception that all preschool
institutions perform the same. Consumers must also be persuaded to perceive
Cornerstone Cottage Preschool as value-for-money and of greater quality in
comparison to competitors.
VI. Message Strategy
*See creative brief in Appendix C
VII. Campaign Concept & Direction
Agent C proposes the FUNDAMENTALS campaign to convey a clear, simple,
and unified lens through which to tell the Cornerstone Cottage Preschool story. This
IMC campaign will be characterized by contemporary, stylistic, and creatively
strategic elements that stimulate memorable impressions, and promote the desired
effects. The goal of this creative strategy is to attract new and existing clientele
through conspicuous and aesthetically pleasing brand identity executions. In turn,
Agent C is confident that an appealing and consistent brand identity, recognizable
at all consumer touchpoints, which will correlate revenue, as well as positive brand
imagery and heightened awareness.
Agent C’s creative concept for Cornerstone Cottage Preschool is inspired by
the modern, energetic, artsy, foundationally sound personality that the brand
embodies.
A concept behind the Cornerstone Cottage Preschool name itself is centered
on both Biblical and literal definitions. The architectural term ‘Cornerstone’ means
(1) a stone that forms the base of a corner of a building, joining two walls; (2) an
important quality or feature on which a particular thing depends or is based; (3) to
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speak of the exalted Jesus as the chief foundation stone of the church, the
cornerstone on which all the building depends (Ephesians 2:20; 1 Peter 2:6). The
word ‘Cottage’ essentially means simple house, hence creative emphasis on
simplicity to convey a unified visual look (fonts, colors, photos) and compelling,
relevant messages (FUNDAMENTALS). These elements tie the campaign concept
together, leaving ideal target audiences with a consistent impression and positive
image.
The FUNDAMENTALS campaign and its concepts have “legs”, meaning that it
can be executed efficiently and effectively across different channels like email,
direct mail, web, print ads, and social media. Every aspect of the brand’s
touchpoints will be attractive to both parent and child. They will convey a youthful
ambience, while simultaneously appealing to the need for professionalism and
aesthetics desired by adult consumers. All marketing, communications, and creative
efforts will incorporate key elements from the Cornerstone Cottage Brand Essence
Chart to convey engaging, simplistic, and captivating campaign designs and
messaging.
Agent C’s creative strategy is a direct reflection of Cornerstone Cottage
Preschool’s progressive approach. For this reason, it’s imperative that Cornerstone
Cottage Preschool remains unique in every creative execution so that it is
differentiated in the market.
VIII. Multi Touchpoint Marketing Communication Strategy
a. Advertising Strategies
Agent C’s advertising strategies will be carried out using the following media
executions: supplemental, direct-mail print ads, radio partnership advertising
package (radio, television, digital and signage) Facebook advertising, little league
field sponsorship banners, SEM and Google AdWords. The media chosen will be
strategically created and placed, which will ensure success of the goals our client
and Agent C have developed for the campaign. Cornerstone Cottage Preschool is
located in a small town, which means the advertising media strategies will be
reasonable, cost effective, and geared to the people living within the area of our
targeted demographics.
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The supplemental strategy will include flyers, business cards, road signs, and
brochures. They will be strategically placed in high-traffic areas and/or frequently
visited places such as the Jay C Food Store, Bean Street Coffee Shop, and
Tumbleweed in the Highlander Point area. Direct mail is another medium we will be
using for our advertising pursuits. To bring tangible advertising to potential
customers, the mail pieces will be sent to homes in the nearby zip codes of 47119,
47122, and 47124. We chose these zip codes in conjunction with the location of
Cornerstone Cottage Preschool and to better hone in on our ideal demographic.
Agent C chose to utilize WNAS, New Albany High School’s advertising
package, which encompasses radio, television, and digital advertising media.
Cornerstone Cottage Preschool radio advertisements will run daily on 88.1 WNAS FM
and www.wnas.org, screen time on both AT&T and Time-Warner Cable television,
mentions during each New Albany High School athletic event broadcast, and
business name and web address placement in the advertising section of the WNAS
website. These placements will allow Cornerstone Cottage Preschool to gain a
greater and more specific reach to increase the overall frequency within the
community for a relatively low-cost.
Large sponsorship banners containing the Cornerstone Cottage Preschool
logo, contact information, and general details will be placed on the outfield fences
of Highlander Youth Recreation and Floyd’s Knobs Community Club Little League
program facilities. These banner displays are an economically efficient option with
great frequency and reach potential, without roughly 1-2 hours of exposure with
each crowd during games, roughly 4 nights a week during peak season. The only
foreseeable downfall with this medium’s frequency is the likelihood of the same
families repeatedly viewing these banners for the three years they will be situated.
This potential weakness can also be considered a strength, in having repeated
families familiarizing themselves with the Cornerstone Cottage Preschool brand
over a series of weekly impressions. Alternatively, the banner placements are likely
to cultivate word-of-mouth awareness among these same families. We are confident
that these families are likely to have other young children in their households
and/or know of other families with young children who are in need of preschool
services, which will be remedied by Cornerstone Cottage Preschool.
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Agent C’s final promotional strategy for Cornerstone Cottage Preschool will
be to run a series of Facebook advertisements to generate hyper-targeted exposure
to our ideal audiences. Facebook advertisements will boost promotion of the
school’s specific posts and overall page, thus driving impressions that translate into
revenue for Cornerstone Cottage Preschool. More specifically, these Facebook
advertisements will be ran in two seasonal bursts allowing us to hit key targets
when they are most likely searching for preschool services. The first set will run
from May 25th to June 9th (35 days), which will cost $175. The first burst is targeted
to our demographic audience that will research local preschool options well before
the start of the school year, around the time of June 1st. The second set of
Facebook advertisements will run from July 27th to August 24th (28 days), which
will cost $140. This promotional burst is targeted to those demographic families
who are researching local preschool options last-minute, in close proximity to the
final enrollment date of September 4th. This strategy allows Cornerstone Cottage
Preschool to prominently stand out on Facebook during those crucial, last-minute
weeks before school sessions begin. These hyper-targeted advertisements and
boosted posts will generate likes for the Cornerstone Cottage Preschool Facebook
page by increasing news feed visibility and ‘pop-up’ recommendations.
Advertisements will be honed to families who work and/or live in Georgetown
(47122), Greenville (47124) or Floyds Knobs (47119), all of which are within a 15
mile radius of Cornerstone Cottage Preschool. Keywords that will be used in our
hyper-targeted Facebook strategy are as follows: Preschool, Education, Childhood,
Children, Motivation, Student, Parenting, Motherhood, Childcare, Christianity,
Daycare, Fatherhood, Play, Early Childhood Education, Head Start Program, and
Curriculum & Instruction. These keywords are deemed by Facebook as specific traits
and interests that our target audience shares. Facebook suggests that advertisers
and/or business owners should include at least ten ‘Interest’ keywords to attain
optimal promotional impact.
b. Public Relations Strategies
Cornerstone Cottage Preschool faces many challenges and opportunities for
their public relations tactics. As for their existing public relations initiatives,
Cornerstone Cottage Preschool prides itself on consistent, active, and private
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communication between the organization and internal stakeholders: the parents of
students. This is demonstrated through a constant stream of updates through
Facebook, as well as private texts and emails sent directly to parents’ mobile
phones from the preschool director. Additionally, Friday “Take Home” Folders are
distributed and sent home with students every Friday afternoon, allowing parents to
review their child’s work and correspond with their child’s teacher, if need be.
Furthermore, brand-stakeholder relationships are strengthened via photos and
status updates on Facebook that strictly avoids featuring faces and/or any personal
information of the children. This provision is a key factor in the overall identity and
image of the Cornerstone Cottage Preschool brand; Open, but appropriately private.
Cornerstone Cottage Preschool’s existing public relations communication strategies
reflect their mission statement, exhibit the utmost corporate responsibility,
maintain integrity, and emphasize the importance of high family involvement.
Community involvement activities/programs are also incorporated in
Cornerstone Cottage Preschool’s existing public relations strategy. Cornerstone
Cottage Preschool frequently welcomes firefighter, policemen, and emergency room
representatives to visit the Preschool for the purpose of conducting educational
presentations. These presentations cultivate engaging interactions and
understanding among students. These in-house field trips are an informative, yet
fun, way of instilling a greater sense of community and awareness within the
students.
In regards to future public relations campaign efforts, Agent C advises that
Cornerstone Cottage Preschool advance their community involvement and overall
presence. In addition to the internal practice of inviting community leaders to
educate their students, Cornerstone Cottage Preschool should also reach outward to
give back to the community. While internal involvement is practical, Agent C
suggests that external public relations efforts need to be made to generate higher
brand awareness within the community itself. Cornerstone Cottage Preschool could
execute this goodwill strategy in a variety of ways. As a small-scale P.R. initiative,
Cornerstone Cottage Preschool could venture into an annual toy or canned food
drive during the holiday season. This is a common fundraising event practiced in
schools because it teaches young students the value of volunteering, sharing
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resources, and lending a helping hand to neighbors in need. Additionally, this sort of
effort generates a positive impression on both the parents and the local community
as a whole.
A moderately-sized potential avenue for Cornerstone Cottage Preschool to
explore for public relations could be something as simplistic as donating handmade
“Get Well” cards to children in local hospitals, like Kosair Children’s Hospital,
potentially around Christmastime when it is seasonally appropriate to be charitable
and active in welfare pursuits. This simple donation of time and talent from the
preschool and its students gives way to the opportunity of cultivating brand
recognition on a broader scale. Associating the Preschool with the reputable Kosair
name allows Cornerstone Cottage Preschool to build a positive and compassionate
brand image in the mind of stakeholders. This effort also provides a greater sense
of brand awareness, which could lead to more recommendations for potential
clientele.
c. Promotional Strategies
The objective of all promotional executions for Cornerstone Cottage Preschool
is to raise awareness and create a favorable public image among affluent suburbia
parents in Floyds Knobs, Greenville, and Georgetown, Indiana. Reaching middle to
upper class, two-income working families, can be a challenge because it is such a
specific target audience. With that in mind, this challenge can be remedied by using
highly specific and targeted media vehicles that our desired audience frequently
interacts with and/or is exposed to. The promotional media vehicles we recommend
for Cornerstone Cottage Preschool include: digital marketing, supplemental
materials, radio partnership and advertising package, direct mail marketing, and
sponsorship banners. It is a challenge reaching such a specific target audience in
such a small geographic location, but each of these vehicles can be used to
effectively and efficiently reach ideal consumers.
1. Digital Promotions
The first promotional recommendation for Cornerstone Cottage Preschool is
an online strategy. The goal for online strategies is to make Cornerstone Cottage
Preschool highly visible to potential clients (parents, grandparents, legal guardians,
other relatives, etc.) when researching local preschool options for their 2 to 5 year
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old child. Google AdWords is an excellent online tool for all businesses - especially
those that operate in smaller margins. AdWords is a cost-per-click SEM application,
infused with SEO strategies that can elevate Cornerstone Cottage Preschool’s
position on Google’s search results list, ideally to the number one spot, or at least
the first results page. Additionally through Google, Cornerstone Cottage Preschool
can optimize the preschool’s location on Google Maps. This will establish a strong
online presence in its category, ensure the business location and information is
correct, as well as make the preschool easy to find in a Google search. As a cost-
per-click application, there is no fee to sign up for Google AdWords; you will only
pay when someone clicks your ad. With Google AdWords you can set your own
budget to meet your advertising needs. Reaching those consumers who are looking
online for a preschool their child can attend is paramount. Establishing a strong
online presence through Google AdWords lays a great foundation for Cornerstone
Cottage Preschool to build upon.
In addition to the SEM and SEO strategy, Agent C recommends that
Cornerstone Cottage Preschool advertise via Facebook. According to Facebook
Advertising, 64 percent of Facebook users log on every day, making it vital that an
organization utilizes the platform’s advanced networking capabilities. Moreover,
Facebook is a relatively inexpensive advertising option with highly accurate,
accessible, and measurable results. The objective of this strategy is to maximize
reach and frequency within the geographic target area. Paid Facebook promotion
presents Cornerstone Cottage Preschool with the opportunity to not only become
highly visible, but also engage with their target audience on a more frequent and
meaningful basis. Facebook advertisements are also beneficial to potential
consumers who are actively seeking preschool services in that it allows them to
investigate and interact with Cornerstone Cottage Preschool on their own terms.
2. Supplemental Promotions
The second promotional recommendation for Cornerstone Cottage Preschool
involves the utilization of identity package items such as business cards,
letterheads, folders, and envelopes; and supplemental items, such as road signs
and various merchandise. The goal for all supplemental branding related strategies
is to maximize reach and raise awareness of Cornerstone Cottage Preschool among
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ideal audiences in the targeted geographic area. Supplemental and identity
package items, acquired through Vistaprint, are inexpensive and effective ways to
boost awareness of Cornerstone Cottage Preschool.
According to the parent surveys conducted in Agent C’s primary research
phase, 50 percent of respondents discovered Cornerstone Cottage Preschool via
informational road signs. Extrapolating from this data, Agent C is confident that the
same information placed on the previously named supplemental branding pieces
will be effective in increasing brand awareness and interest.
3. Radio Partnership Advertising Package Promotion
The third promotional recommendation for Cornerstone Cottage Preschool is
a radio partnership with the local New Albany High School radio program, WNAS.
The goal for this particular strategy is to increase the brand’s frequency and reach
among target audience members in the designated geographic regions. Partnering
with WNAS is an inexpensive, mutually beneficial sponsorship opportunity, in which
Cornerstone Cottage will receive radio, television, and web-based advertisements,
mention at all New Albany High School home games, and a prominent signage
placement in the school’s main gymnasium.
Agent C rationalizes that many target audience members in the New Albany
Floyd County school district already listen to WNAS Radio and/or attend sporting
events due to the close proximity of schools and heavy community overlap. Agent C
is confident that Cornerstone Cottage Preschool can greatly benefit from the
exposure provided by this promotional radio opportunity.
In addition to the auditory benefits of partnering with WNAS, the radio
station’s package offers an additional local TV spot on Public Access Television for
the duration of the purchased year. This is a simple, and highly appreciated benefit
of partnering with a local radio station, and offers a medium that Cornerstone
Cottage Preschool would, without this opportunity, be unable to afford. Although
this vehicle is only Public Access, the possibility of exposure through this highly
esteemed vehicle is invaluable.
4. Direct Mail Marketing Promotion
The fourth promotional recommendation for Cornerstone Cottage Preschool is
the utilization of direct mail pieces as an introductory approach to better reach the
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designated audience living within the neighborhoods of Floyds Knobs, Greenville,
and Georgetown, Indiana. Agent C recommends direct mail because it allows
Cornerstone Cottage Preschool to reach potential clients at a more personal level,
increase brand awareness, and foster engagement. Outsourced direct mail
companies, such as United Mail or USPS, have the capability to select specific zip
codes that pertain to Cornerstone Cottage Preschool desired geographical area
reach.
5. Promotional Sponsorship Banners
The fifth promotional recommendation for Cornerstone Cottage Preschool is a
sponsorship with both the Highlander Youth Recreation and Floyd’s Knobs
Community Club Little League programs. Sponsorship of these programs is an
inexpensive promotional strategy that offers beneficial, long-term community
recognition. The goal for the sponsorship strategy is to achieve high levels of reach,
frequency, and repeated exposure among stakeholders in the geographic target
area. This upfront investment guarantees three years of exposure to current and
potential clientele that attend t-ball practices and games at the Floyd Knobs
Community Club Little League and Highlander Youth Recreation facilities. Agent C
recommends this promotional strategy to Cornerstone Cottage Preschool due to its
longevity, cost effective impressions, and increased market saturation.
d. Direct Response Strategies
In order to elicit immediate and measurable marketing feedback for
Cornerstone Cottage Preschool, Agent C’s direct response strategies will be carried
out by the following media: email marketing, quarterly surveys, direct mail, and
merchandise. The main purpose of these direct response strategies is to evoke
immediate response by urging parents to take a specific action. Whether it is
picking up the phone and calling, sending an email, or visiting a web page, it helps
Cornerstone Cottage Preschool elicit consumer response. Once the initial response
is submitted, the person's quantifiable and/or qualitative feedback data is captured
and kept for future and/or immediate use in marketing endeavors.
Our first direct response tactic will include email marketing with a 15 percent
discount offer on enrollment within the limited time frame of July 1st through July
8th. We have selected these dates with the 4th of July holiday weekend in mind,
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predicting that parents will have more free time off during this week, and will be
checking their email/using their mobile devices in higher volumes and frequency.
These discount vouchers will be sent directly to the parents of the existing children
at the preschool and will provide a snowball effect for potential clientele. Existing
enrolled families will be instructed to forward the message to other potential
customers. If the potential and existing parents enroll or re-enroll their children,
they will receive the 15 percent off enrollment voucher. This gives parents an
incentive for their child(ren) to attend Cornerstone Cottage Preschool, while
encouraging word of mouth exposure. Budgeting household income is a primary
concern for the target audience families and if Cornerstone Cottage Preschool
exhibits understanding of that, the parents will be more inclined to send their
child(ren) there. Due to the time frame restrictions, a direct and immediate
response strategy would prove effective and efficient in drawing in clientele that
desire the discount enrollment price.
The second tactic utilized for direct response marketing are confidential
quarterly surveys for parents to express their feelings and attitudes about the
preschool. Cornerstone Cottage Preschool would then analyze the surveys and
make appropriate modifications based on stakeholder feedback. The surveys will
be printed out and administered via each child’s individual Friday “Take Home”
Folder. When the parents and/or caretakers drop their child(ren) off the following
Monday, the paper surveys will be placed in a drop-box to ensure confidentiality.
The surveys will be administered in September, December, February, and May on
the first Friday of each month. These particular months are chosen to insure the
appropriate amount of time for parents to have an understanding of how
Cornerstone Cottage Preschool is organized and familiarize themselves with the
staff. Cornerstone Cottage Preschool follows the New Albany-Floyd County
Consolidated School Corporation schedule, where the 2015-2016 school year begins
on July, 31, giving parents of newly enrolled students approximately one month to
become accustomed to the preschool. The quarterly surveys will act as a consistent
tool in effectively tracking and measuring stakeholder feedback and overall
satisfaction throughout their journey with the Cornerstone Cottage Preschool
institution. The survey’s element of confidentiality serves as a platform for parents
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to confidently and freely state their uncensored/unbiased opinion about Cornerstone
Cottage Preschool. Agent C feels that if the parent surveyors’ information were
easily identifiable to the Preschool, they may be prompted to ‘sugarcoat’ or give
less than accurate responses. By using confidential quarterly surveys, Cornerstone
Cottage Preschool can gain immediate and precise responses that foster
improvement on both operational and organizational levels.
The third direct response strategy utilized will be direct mail, which will offer
discounts on tuition, merchandise, and activities offered by Cornerstone Cottage
Preschool. The targeted cities will be Georgetown (47122), Floyds Knobs (47119),
and Greenville (47124). It will be a multi-colored postcard with the logo of
Cornerstone Cottage Preschool, contact information, and details regarding discounts
and activities that are being offered and/or held in that relative time. The point of
using direct mail is to elicit consumers to react in several ways such as participating
in school-related activities, purchasing branded merchandise, and/or enrolling their
child(ren). Additionally, direct mail marketing cultivates awareness and engages a
conversation centered on the Cornerstone Cottage Preschool brand, in regards to
activities, merchandise, or discounts. Direct mail is unique and effective in that it is
a more tangible and personalized medium that will physically be in the hands of
current and/or potential clientele. This medium solicits the likelihood of immediate
awareness, reaction, and response from the consumer’s active engagement,
whether they are reading or, at least, skimming through the preschool’s mail piece.
Merchandising is the fourth direct response strategy, which is tailored to the
students, parents, relatives, and friends to either wear or use in order to create
immediate reaction, brand awareness, and recognition from potential consumers.
The merchandise will display the company logo, website address, e-mail, and phone
number of Cornerstone Cottage Preschool. We will use a variety of merchandising
techniques including: t-shirts, sweatshirts, hats, water bottles, folders, and pens.
The method of distribution is subjective for each individual merchandise item. The t-
shirts will be available for purchase in-house at the Preschool and given as ‘Thank
You’ gifts for volunteer visitors that conduct educational presentations. Sweatshirts
and hats will only be available for purchase within the Preschool. Water bottles,
folders, and pens will be available for purchase and in-house use as well; however,
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these will be distributed as novelties in ‘goody-bags’ during open house events and
individual and/or group Preschool tours. These branded collateral items will be
effective in generating brand awareness, recall recognition, loyalty, and serve as a
minor incentive to recipients, purchasers, and potential clientele.
IX. Media Strategy
a. Media Objectives
Specific media vehicles have been selected with the objective to maximize
Cornerstone Cottage Preschool’s frequency and reach to desired target audiences
and drive sales. Additional objectives include attaining the utmost informational,
community-based awareness, results, and conversation centered on the
Cornerstone Cottage Preschool brand. These objectives will be achieved through
strategic SEM efforts, paid Facebook advertisements, supplemental materials, direct
mail marketing, and radio/television promotions.
b. Tactical Recommendations for the Media Mix
1. Search engine marketing (SEM) via Google AdWords
2. Facebook Advertising
3. Ball field sponsorship banners on the T-Ball outfield fences via Floyds Knobs
Community Club and Highlander Youth Recreational Facility
4. Direct mail marketing
5. Radio sponsorship advertising package via WNAS New Albany High School
that encompasses the mediums of radio, television, digital, and signage
6. Supplemental Strategies
c. Rationale
1. Search Engine Marketing (SEM)
Agent C’s first tactical recommendation for the media mix is to optimize
Cornerstone Cottage Preschool’s web presence through the Google AdWords search
engine marketing tool. This inexpensive, user-friendly platform only makes
businesses pay for results and offers a helpful step-by-step instructional guide to
success. Google AdWords helps businesses get noticed and reach relevant
customers on relevant websites across the web through a range of advanced
targeting options. This is a measurable, accountable, and flexible tool that takes the
guesswork out of marketing. Google AdWords will indicate how many people notice
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Cornerstone Cottage Preschool’s online ads and the click-to-visit percentage.
Advanced tracking tools allow Agent C to trace traffic, and eventually, sales that the
Cornerstone Cottage Preschool website generated as a direct result of paid
advertisements. Google AdWords also offers insights around the clock by allowing
Agent C to see how Cornerstone Cottage Preschool’s ads are doing at any given
time. This strategy saves time and provides accurate monthly summaries that list
key statistics and numbers. Furthermore, Google AdWords provides Agent C with
the ability to tweak Cornerstone Cottage Preschool’s advertisements, test new
search engine terminology, and pause/restart campaigns at will. The beauty of
Google AdWords is that Cornerstone Cottage Preschool will be discovered by
potential clientele on Google precisely when they are searching for early education
and other like-services. Lastly, Google AdWords allows Cornerstone Cottage to
reach current and potential customers regardless of which device they are on.
Whether it be tablet, desktop, mobile, or laptop, target audiences are able to gain a
greater breadth and depth of knowledge pertaining to Cornerstone Cottage
Preschool with the assistance of Google AdWords
2. Facebook Advertising
The second tactical recommendation for the media mix is paid Facebook
advertising. This tool allows Cornerstone Cottage Preschool to grow their existing
audience and connect with them on a more personalized level through the creation
of multiple campaigns and advertisements, the utilization of advanced targeting
options, and accurate analytical insights on which ads perform best. With over 1
billion people using Facebook, paid advertising on the social media platform helps
Cornerstone Cottage Preschool reach the right ones. Facebook advertisements are a
relatively inexpensive tool that helps drive sales, build brand loyalty, and increase
online/foot traffic and conversation. This strategy benefits current and potential
clientele in that they are able to interact with content on the preschool’s Facebook
Page. Cornerstone Cottage Preschool’s paid Facebook advertisements will cultivate
engaging interactions among target audience members that lead them to feel a
greater sense of community, connectivity, knowledge, and loyalty.
3. Ball Field Sponsorship Banners
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Printed collateral in the form of two, single-sided ball field sponsorship
banners (4’ high x 8’ wide) is the third tactical recommendation for the preschool’s
media mix. One banner will be placed on the T-Ball outfield fence at the Floyds
Knobs Community Club. The second banner will be placed on the T-Ball outfield
fence at the Highlander Youth Recreational Facility. The signs will be hung up during
the months of the season and will be kept up during any additional fall or spring
outdoor sporting events. Banner placements at community sports facilities, such as
these, are a cost-effective method for Cornerstone Cottage Preschool to reach
young mothers, active fathers, and community involved families, all of which
encompass the preschool’s ideal demographic. Field banners are a favorable
medium due to their relative low-cost that guarantees targeted year round
exposure, repeat impressions and community engagement. Additionally, banners
reach a quality audience with a moderate to significant disposable income.
Typically, the average ball field visitor is predicted to spend 1 to 2 hours at either
facility per visit and will return an average of 12 times over a 3 month period alone.
Banner advertising on outfield fences at local youth recreational facilities will
prominently expose the Cornerstone Cottage Preschool brand to a consistently
captivated target audience.
4. Direct Mail Marketing
The fourth tactical recommendation for the Cornerstone Cottage Preschool
media mix is direct mail marketing. This invasive medium puts Agent C’s planning
and in-depth research to use by requiring critical analyses and comprehensive
interpretations in regard to current market trends, demographic profiles, and
communication habits.
These demographic profiles include:
● Zip codes 47122 (Georgetown), 47124 (Greenville), 47119 (Floyds Knobs)
● Age range 20-60
● Single-family dwelling
● Income range 40k-100k
● Homeowner and Renter
● Length at Residence 1-7 years
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We established these parameters for the mailing list to more directly connect
to our desired target audience. We chose a broad age range (20-60) due to the
potential influence of grandparents on child care decisions. Our chosen income
range (40k-100k) is also broad due to the demographics and potential income of our
target audience.
Direct mailers are unique in that they are highly-accurate and efficient. It
requires the utilization of key demographic data to ensure that targeted consumers
- both existing and potential - receive offers and information that meet their
purchasing habits and specific needs and desires. Direct mail is also highly-
customizable, allowing them to be tailored according to specific campaign efforts.
Mailers are also tangible and delivered directly to existing/potential customers’
doorstep, where they can physically touch them, making them more likely to view
its contents. According to a 2013 report by Direct Mail Information Service, over
three quarters of direct mail is opened by the recipients, while 63 percent read the
contents (CMO Council, 2015). Additionally, a direct mail media strategy is
beneficial in several other ways such as versatility in formatting options (brochures,
postcards, coupons); ease of tracking, recording and measuring results; supportive
of other campaign marketing efforts; as well as, a reputable track record of
effectiveness. Although this media option is considered more costly, the following
statistics according to the CMO Council (2015) indicate a positive correlation
between direct mail marketing and success/growth rates, return on investment, and
consumer preference:
● Direct mail has the highest rate of success in new customer acquisition at 34
percent compared with other marketing channels (February 2012).
● Direct marketing spend in the U.S. is will grow 3.4 percent in 2012 to $168.5
billion (September 2012).
● In general, for 2012, an investment of $1 in direct marketing ad expenditures
is predicted to return, on average, $12.18 in incremental revenue across all
industries (June 2012).
● Fifty percent of U.S. consumers prefer direct mail to email, according to a
study released by marketing services firm Epsilon in 2011.
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● 40 percent of consumers say that they have tried a new business after
receiving direct mail, and 70 percent have renewed relationships with
businesses that they had previously ceased usage (2012).
5. Radio Sponsorship Advertising Package
The fifth tactical recommendation for the Cornerstone Cottage Preschool
media mix is to purchase a radio sponsorship advertising package from WNAS New
Albany High School. For the comparatively low price of $200 dollars per year,
Cornerstone Cottage Preschool advertisements will run for a full year and includes
the following:
● Daily radio advertisements on WNAS FM/www.wnas.org
● Screen time on Time Warner Cable Channel, either 25 or 8.6
● Screen time on AT&T Cable TV, a Government Access Channel
● Business name mention during each New Albany High School and Floyd
Central High School athletic events broadcast
● Business name and web address placement in the advertising section of the
WNAS website, and banner placed in main gymnasium of both high schools
As the oldest high school FM radio station in the United States, WNAS New
Albany is a sustainable media vehicle with an immense local following and fan base.
Additionally, 66.6 million US millennials, which encompasses the preschool’s target
market, listen to the radio each week, compared to 57.9 million for both Gen-Xers
and Baby Boomers (Nielsen, 2015). Furthermore, Nielsen reported that 6.3 million of
these millennials listen to public radio each week, for an average of 3 hours 15
minutes (Nielsen, 2014). Based on this statistical data and cost-effective pricing,
Agent C is confident that Cornerstone Cottage Preschool’s key demographic will be
effectively reached through purchasing the WNAS New Albany Advertising Package,
which encompasses radio, television, and digital medium placements.
6. Supplemental Strategies
Agent C’s supplemental strategy will consist of brochures, flyers, business
cards, and road signs. The brochures will have a tri-fold, gloss finish that will have
the mission statement, current curriculum, teacher information, and contact
information. The brochures will be placed in restaurants, coffee shops, and other
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small businesses in the Floyd Knobs and surrounding areas. These brochures will be
integral in gaining exposure to a large number of people that is not limited to our
target audience.
Flyers will be posted on large advertising cork boards in local community
centers and businesses. These flyers will contain basic informational content such
as contact information and open house dates, inviting target audiences to see the
preschool firsthand. We recommend posting these in churches, elementary schools,
business offices, doctor’s offices, and industrial workplace message boards.
The business cards will display the preschool’s name, logo, tagline and
contact information. We want to leave these cards at local business establishments
in the Highlander Point area. Business cards will accomplish the similar
informational objectives as the flyers, but will be a quick decision, “grab-and-go”
type strategy.
The surveys conducted during the primary research stage indicated that 50
percent of parents gained awareness of Cornerstone Cottage Preschool via the
school’s storefront road signage. Agent C wants to stem from the success of this
strategy by placing additional road signage at high traffic areas. For example, an
ideal high traffic location would be State Road 150 and Old Vincennes Road at
Highlander Point, right off I-64, which is in the middle of a major shopping center
that our demographic audience frequents. The road signs will simply contain the
name of the preschool along with the contact information. Agent C intends to keep
road signage straightforward due to current/potential consumers’ having a small
viewing window of 10 to 30 when stopped at the intersection or driving by.
d. Timing
Facebook advertisements will run in two seasonal bursts allowing us to hit
key targets when they are most likely searching for preschool services. The first set
will run for 35 days, from May 25th to June 9th. The first burst is targeted to our
demographic audience that will research local preschool options before the start of
the school year. The second set of Facebook advertisements will run from July 27th
to August 24th (28 days). This promotional burst is targeted to those demographic
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families who are researching local preschool options last-minute, in close proximity
to the start final enrollment date of September 4th.
Flyers, road and direct mail will be executed during late May through late
August when consumers are preparing to enroll their child in a preschool facility.
This strategy will also reach potential clientele that may be opting to switch
preschools. When utilizing the direct mail, specifically, Cornerstone Cottage
Preschool can strategically divide the direct mail into four monthly send-outs. Agent
C has decided to distribute 201 direct mail postcards, per month, to a total of 804
homes from May through August. This strategy facilitates growth and awareness of
Cornerstone Cottage Preschool relative to their enrollment period, while
simultaneously allowing the client to stop distribution if the response rate
overwhelms the realistic parameters of the preschool itself.
The banners at the baseball fields will be displayed year-round for three
years and gain the most exposure from mid-April to mid-June during their Spring
League, and late August to mid-October during their Fall League.
Business cards will be bought in bulk and distributed at-will and on an as-
need basis, year round. The Radio Sponsorship Advertising Package is a bundled
premium that will also be executed year round. The Google AdWords strategy will
be executed continuously up until the $500 budget cap is reached. Additional
budgeting will be allocated to AdWords if effective per request of the client.
*See Appendix D for Media Flowchart
e. Cost
● Search Engine Marketing (Google AdWords) - $0.50 per click, $500 cap
● Facebook Advertising - $315 for a total of 63 days
● Ball Field Sponsorship Banners (Highlander Youth Recreation and Floyds
Knobs Community Club Little League) - $800 for 3 years at each field
● Direct Mail Marketing (Vistaprint) - $498.48 for 804 households
● Radio Sponsorship Advertising Package (WNAS New Albany) - $400 for 2
years
● Supplemental Materials - $290 total
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■ Business Cards- $36.00 for 500
■ Road Signs - Small Size $70.00 for 5
■ Brochures - $150.00 for 200
■ Flyers - $34.00 for 100 half page (8.52x5.47)
Grand Total: $2,803.48
*See Appendix E for Budget Overview
X. Evaluation Plan/Assessment Measures
Cornerstone Cottage Preschool plans on sending out quarterly surveys to
parents, much like the survey that was conducted as primary research. These will
include questions that require feedback towards how they heard about Cornerstone
Cottage Preschool, their thoughts/feelings about their child’s experience, curriculum
that is taught, the type of environment they would like to see their child in,
suggested parent involvement, and any other relevant suggestions/thoughts that
parents might have.
These surveys will act as guides to ensure that the supplemental and direct
message marketing efforts are meeting current needs of our target audience;
especially as new clients arise. The surveys also ensure the staff at Cornerstone
Cottage Preschool that marketing efforts are effective and measurable. This also
heightens the involvement of the parents, making them feel comfortable
participating in expression of opinion, likely resulting in higher word-of-mouth
frequencies.
In addition to the surveys, Agent C plans to request GRPs from WNAS New
Albany in order to track frequency and reach during Cornerstone Cottage
Preschool’s promotions.
In order to measure our Facebook activity, Facebook has manageable tools
called “Insights” in their activity section. This allows Agent C to track how many
people have viewed their page, how many likes they have received, and how many
people each of their post reached on a weekly basis.
To track our Google AdWords, Agent C will utilize Google Analytics, a free
program manager that Google offers. It allows us to track impressions, click-through
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rates, website traffic, and eventually our sales that result in from the paid
advertisements.
XI. Future Recommendations
a. Recommendation Content
General recommendations for Cornerstone Cottage Preschool include
focusing on continuing the existing social media techniques while extending into
other social networking applications. For example, the Facebook page of
Cornerstone Cottage Preschool is currently the only social media outlet for the
brand. It is also the main hub for parents, staff, and general updates, while serving
as the primary informative source for inquiring clientele.
A recommendation for extending the social media strategy is to seek other
social networks that are more “brief-update” based, such as Instagram and Twitter.
These social media outlets are not prime hubs for information, but rather for casual,
regular updating. Facebook is dominated by back and forth communication and
equally balanced visual and textual material. Twitter and Instagram, however,
heavily utilize one or the other, textual and visual, respectively. Extending
Cornerstone Cottage Preschool’s social mediums to either or both of these
networking platforms would allow the existing Facebook page to remain informative
and clear, where major updates and information is shared. Twitter and Instagram
could serve as the regular involvement hubs, sharing small, but active, updates
among the parents that choose to “follow” the preschool on these mediums. This
adheres to the parent request for a private blog. Extending the social media usage
to other networks becomes increasingly important as the age demographic of the
parents becomes younger, and more tech-savvy. The parents of incoming students
will be more youthful, affluent with technology, and in-touch with social media
trends. In order for Cornerstone Cottage Preschool to appeal to these young, savvy
consumers, it is pertinent that they stay modern and ever-growing in their social
media stations.
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Appendix A
Research Instruments
References
A Millennial Majority for Audio, Today. (2015, March 5). Retrieved from
http://www.nielsen.com/us/en/insights/news/2015/a-millennial-majority-for-
audio-today.html
Cornerstone Cottage Preschool. (2014). Retrieved from http://www.cornerstone
cottagepre.com/
Day, A., (2015, February) Personal Interview during Client Discovery Meeting.
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Dodge, D., Colker, L., & Heroman, C. (2002, June 26). The Creative Curriculum for
Preschool, 4th edition. Retrieved from http://www.amazon.com/The-Creative-
Curriculum-Preschool-4th/dp/1879537435
EMP Advisers. (2012). Country Report on U.S.A. Retrieved from
http://www.empadvis
ers.com/county_reports/usa.pdf
Experian Information Solutions, Inc. (2015). Affluent Suburbia: Marketing to the
Parents with Mosaic. Retrieved from http://www.experian.com/small-
business/marketing- affluent-suburbia-parents.jsp
Facts & Statistics: Direct Marketing. (2015). Retrieved from
https://www.cmocouncil.org/
facts-stats-categories.php?view=all&category=direct-marketing
Floyd County QuickFacts from the US Census Bureau. (2015, March 21). Retrieved
from http://quickfacts.census.gov/qfd/states/18/18043.html
Halgunseth, L., Peterson, A., Stark, D., & Moodie, S. (2009). Family Engagement,
Diverse Families, and Early Childhood Education Programs: An Integrated Review of
the Literature. Retrieved from
http://www.naeyc.org/files/naeyc/file/ecprofessional/EDF_Literature Review.pdf
Kids of the Kingdom Preschool. (2015). Retrieved from firstsouthernonline.com/kids-
of- the-kingdom.html
Lafayette Academy Preschool. (2015). Retrieved from
http://www.lafayetteacademypresch
ool.com/
Laughlin, L. (2013, April 1). Who’s Minding the Kids? Child Care Arrangements:
Spring 2011. Retrieved from https://www.census.gov/prod/2013pubs/p70-
135.pdf
McClure, R. (2015). Top Trends in Child Care - Child Care is Changing. Retrieved
from http://childcare.about.com/od/evaluations/tp/trends.htm
Seeds of Knowledge Preschool and Daycare. (2011). Retrieved from
seedsofknowledgellc.com
Shepherd of the Hills Lutheran Church - Missouri Synod. (2015). Retrieved from
sothluth.org.
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Young, M. (2007). Early Child Development From Measurement to Action: A Priority
for Growth and Equity. Retrieved from http://portal.oas.org/LinkClick.aspx?
fileticket=KevGn
fLUtQs=&tabid=1282&mid=3694
Zachry, A. (2013). 8 Questions to Ask When Looking at Preschools. Retrieved
http://www.parents.com/toddlers-preschoolers/starting-
preschool/choosing/picking-the-right-preschool/
Parent Survey
Dear Parents,
In an effort to maintain and improve the quality of Cornerstone Cottage
Preschool, we would appreciate your comments and suggestions. Your responses
can remain anonymous and you are welcome to mail it to the school if you so
choose to: 7007 Highway 150, Floyds Knobs, Indiana 47119. The survey will be used
only as a guide in planning future programs and policies. Please take a few minutes
to fill out this form, and return it to the office or in your child’s school bag by
Monday, February 9th. Many thanks for your cooperation and input into our
program. Sincerely, Anne Day, Teacher and Director, Cornerstone Cottage
Preschool.
The Likert 1-to-5 response scale contained the following statements:
● The overall quality of care your child has received.
● The overall quality of the curriculum offered to your child.
● The effectiveness of communication between you and your child’s teacher.
● The effectiveness of communication between you and the director.
● The physical appearance of your child’s preschool.
● The overall cleanliness and appearance of the preschool facility.
● The overall level of comfort with the tuition rate.
● The overall satisfaction with the days and times currently offered.
● How well do you feel that your child is being prepared for success in
Kindergarten?
The following two-point, open-ended questions included:
● Please elaborate on any of the above [Likert scale] ratings if need be.
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● Overall, has your child enjoyed preschool this year? Please briefly elaborate.
● How did you initially discover Cornerstone Cottage Preschool? Please briefly
elaborate.
● What made you choose Cornerstone Cottage Preschool over other preschools
in the area? Please briefly elaborate.
● Do you feel comfortable and welcome when you come to visit? Please briefly
elaborate.
● Did you find updates via Facebook/personal text messaging on classroom
activities/your child’s day helpful? Please briefly elaborate.
● Do you feel that the programs and/or instructors brought into the school,
such as Rainbow Puppets, Silly Safaris, fire fighters, police officers,
veterinarians, librarians, dentists, were constructive? Please briefly elaborate.
● Would you recommend our program to a friend? Please briefly elaborate.
● Any additional comments and/or suggestions?
Appendix B
Brand Essence Chart
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Appendix C
Creative Brief
Company Contact Information/Project
Cornerstone Cottage Preschool
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Anne Cooper Day (Director)
(812) 951-3941
FUNDAMENTALS Campaign (Summer 2015-Summer 2016)
Product/Personality
Cornerstone Cottage Preschool is an early education institution for children ages 2-
5. Their curriculum is based on the “play” initiative and prepares children for
Kindergarten based on academic learning as well as basic behavioral skills and
etiquette such as raising hands, covering mouths, and please and thank you’s.
Children are encouraged to learn at their own pace regarding their individual skill
level. Teachers support each child’s self-initiated play and introduces purposeful
instructional activities that engage children in learning. Cornerstone Cottage
Preschool involves engaging children in interactive play, asking questions, sharing
ideas, listening, personal attention, support, and encouragement.
Key Fact/Background Overview
Children between the ages of two and five need preparatory education before going
into Kindergarten. Cornerstone Cottage Preschool is relatively new, so they need
assistance in raising brand awareness, and emphasizing the importance of early
childhood education. Competing local preschools have demonstrated longevity over
Cornerstone Cottage Preschool, so it is imperative that they establish credibility
early on. If their child(ren) has not been in preschool before, the parents weigh the
factors between Christian-based, non-Christian based, and the way the children are
taught. The economy is in a state of recovery, so parents must weigh tuition cost.
Cornerstone Cottage Preschool has been seen by some consumers as overly play
oriented, and this campaign will attempt to create a more professional brand image.
Problem/Prospect Need
The marketplace situation is affecting consumers because they may not want to
branch out from known preschools to a new one. Consumers face issues such as the
economy, lack of awareness, and unknowns. Advertising can help solve the need for
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awareness and information about the preschool.
Communication Objective/Desired Attitude or Behavioral Change
The purpose of this campaign is to raise awareness of Cornerstone Cottage
Preschool in the target market by 20% by December 2015, and increase enrollment
by 30% for the 2015-2016 school year. A secondary objective is to increase traffic
to Cornerstone Cottage Preschool and its website or Facebook page by the second
quarter (May) of 2016. Ideally consumers will feel excitement when researching the
preschool, we want them to know this is the best preschool in the area for their
child.
Target Market/Audience Segment
The target market is young and affluent working couples with preschool aged
children in Floyds Knobs, Greenville, and Georgetown, Indiana; many of which live in
new or renovated subdivisions. Targeted consumers typically have a college-
education and work in blue or white-collar professions. These families have both
parents that work to generate two incomes to classify them as middle to upper-
class families. These families are ambitious with their children’s education and are
willing to pay to get the best education. They drive SUVs and Minivans to zoos,
aquariums, and campgrounds. They shop for practical goods, electronics, and
clothing at retailers like Target, Best Buy, Wal-Mart, and Kroger. The parents
typically drive 20-60 minutes to get to work. These households are debt-heavy, so
the need to save money is crucial. Many watch network sitcoms, reality shows,
sport channels, and entertainment channels. The most viewed channels are ESPN,
MTV, and Comedy Central. Since they are always on-the-go, they frequently listen
to radio stations that cover a broad range of categories such as: news, sports, and
music. These working parents go online to trade stocks, search for jobs, visit social
media applications, and look at real-estate listings.
Consumer Insight/Sweet Spot
The consumers’ mindset is to find a preschool that will fit their child(ren) the best.
Parents want to be involved and receive feedback from the preschool. Consumers
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perceive preschools as a tool to better prepare their child for kindergarten, and they
want to get the best knowledge for their child that they possibly can. The clientele
are more likely to be persuaded if they can see relatable information. The
aspirations and dreams for their child and the fears they have for their children are
all be factors to be considered.
Promise/Takeaway/Major Proposition
Cornerstone Cottage Preschool prides themselves in a play-based curriculum, a safe
and welcoming facility, reasonable tuition, low teacher/student ratio, and quality
care for their child(ren) that meets the parents’ needs and expectations.
Support/Substantiation/Source of Authority & Credibility
● The role of play is prominent
● Involvement with families
● Organized, yet balanced schedule
● Responsive, supportive, and encouraging staff
● Safe facility
● Predictable classroom environment
● Individual, large group, or small group instruction
Creative Guidelines/Executional Elements/Mandatories
● Company name and Logo
● Website address
● Facebook address
● Vibrant colors
● “FUNDAMENTALS” Tagline
Mood/Tonality/Voice
● Fun
● Progressive
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● Artsy
● Healthy & Safe
● Engaging
● Unique
● Professional
Appendix D
Media/IMC Flowchart