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Foster Communities, Educate Families, Empower Children, Decrease Childhood Hunger


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Table of Contents

Foster communities, Educate Families, Empower Children, Decrease Childhood Hunger

The ClientGreater Chicago Food Depository History..Executive Summary....

The ResearchSituation Analysis....Primary Research................................Secondary Research.

Problems and Opportunities for the Brand.

The CampaignCreative BriefCreative StrategyCreative Execution. Print Media/CTA.. Radio... Community Outreach Direct Mail..


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The Greater Chicago Food Depository (History)Due to an unforeseen rise of poverty inthe 1960s, a food bank in Phoenix wascreated to assist with the growing rates ofhunger in the United States. Shortly after,in 1978, a group of concerned individualsdecided to create a similar food bank in

the Chicago area called the GreaterChicago Food Depository (GCFD).Beginning its operations with a startupgrant and donated warehouse space,the GCFD distributed 471,000 pounds offood from 22 donors and 85 agencies inits first year alone. In 1981, Illinoislegislators passed a Good Samaritan law,which protected food contributors fromlegal liabilities. This act helped increase

the number of donors and the amount offood donated to 6.1 million pounds.

In 1986, the Perishable Food Program(Food Rescue) was established whichgathered unused food from restaurantsand caterers. Shortly after, childhoodhunger was becoming morepredominant and the Produce PeopleShare Program became the spawn of thefirst Kids Cafe, which provided after

school, healthy meals to low incomefamilies. In 1998, Chicagos CommunityKitchens, a free 12-week culinary trainingprogram for adults, was founded as wellas the Producemobile, which severed asa farmers market on wheels.

In 2004 the company moved into a larger

building to house all of its programs andfood. Additional programs such as theNourish for Knowledge program forchildren and a Senior Program for olderChicagoans were created. Finally, theMobile Pantry Program began in 2007 in

response to the need of low-incomefamilies on nights and weekends.

Since its inception in 1978, the GCFD hasbecome an international model for foodbanks, distributing 58 million pounds offood last year, including more than 10million pounds of produce, which served90,000 individuals per week and 119,000meals per day. Through its network of 600

food pantries, soup kitchens and shelters,the GCFD not only provides food, butalso tools and resources to serve nearly500,000 people annually and end thecycle of hunger throughout CookCounty.

A Soup Kitchen in 1979

Working on the Flex LineThe Depositorys First Home



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As a non-profit organization, severalfactors can effect the success, or lackthereof, of the GCFD. After conductingprimary research with GCFD employeesand secondary research through the

GCFD website and others likeFeedingAmerica.com, Strength.org, andusda.gov, research indicated that theGCFD had two primary issues: a lack ofawareness about the GCFD programsand an ongoing struggle with reducingthe climbing rates of childhood hunger.Despite consistent donors, a steadystream of volunteers and severalvaluable partnerships, the GCFD ischallenged with spreading the wordabout their child-focused programs,which can significantly aid in reducinghunger in Cook County.

About 37 percent of those served by theDepository are children under 18 andnine percent are children under fiveyears old. Studies have shown that

hunger can impact a childs behavior,development and ability to learn(www.chicagosfoodbank.org ). And withhundreds of thousands of children at riskfor hunger in Illinois, one of the GCFDs2010 Advocacy Initiatives is to ensureevery child has access to nutritious food.The GCFD is not alone in this plight.

President Obamas Child NutritionReauthorization seeks to end childhoodhunger by 2015 through federally fundedchild nutrition programs that make foodavailable to children after school, in the

summer and on weekends. Currentlyoperating in 49 sites throughout CookCounty, the GCFDs Summer FoodProgram will be a key catalyst forproviding food and fighting childhoodhunger in Illinois.

The GCFDs Summer Food ServiceProgram is operated through the KidsCafs and serves children 18 andyounger. The Kids Caf Program is anational initiative that partners with afterschool programs to provide hot,nourishing meals to children which, forsome, will be the only hot meal theyhave all day. The Kids Caf Program alsoprovides tutoring and educationalprograms for children includingcomputer training, music, arts and crafts

and gardens for the children to growfresh vegetables.

The Summer Food Service Program usesthe same foundation as the Kids CafProgram, but focuses on the summermonths to ensure that children from lowincome families can have a free meal,

even when school is not in session.Thousands of children who receive freelunches during the school year becomeat risk for hunger when school letsout (www.chicagosfoodbank.org ). The

Summer Food Service Program addressesthat issue; however, there is a lack ofawareness of this resource. Amongworking poor who have never used apantry, 35 percent stated lack ofinformation about the program orlocation as a reason for not using apantry (2010 Working Poor Study).Therefore, creating awareness andincreasing participation in the SummerFood Service Program is necessary for theGCFD to decrease childhood hunger inIllinois. Our identification of thisBusiness challenge was confirmed by the2009 average daily attendance numbersfor the summer food Service Program.The 2009 daily attendance for theSummer Food Service Program was thelowest in five years.

SUMMER FOOD SERVICE PROGRAM: AVERAGE DAILYATTENDANCE

Data as of February 1, 2010

Illinois FY 2005 FY 2006 FY 2007 FY 2008 FY 200954,899 50,795 50,717 52,917 50,371

Executive Summary

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We know from the primary research we gathered there hasbeen a drastic increase in need due to the recent economicdownturn. The combination of the low attendance numbers andthe recent state of the economy shows that there are childrenwho need the GCFD assistance, but are not receiving it or do

not know what resources are at their finger tips. This advertisingcampaign will create awareness of the Summer Food ServiceProgram with the intention of increasing the attendancenumbers of the Summer Food Service Program in 2010.

Our objective, to decrease childhood hunger in high needneighborhoods in Cook County was coupled with a strategy tocreate awareness of the Summer Food Service Program, thus theFeed the Future campaign was born. In addition to primaryobjective the Feed the Future campaign addresses, we also

identified secondary objectives needed to make this campaignsuccessful.

Feed the Future has a four pillar approach to creatingawareness and reducing childhood hunger. Like the GCFD,which provides not only food but educational and trainingresources, our campaign with mirror this strategy with thefollowing pillars: Foster Communities

Educate FamiliesEmpower ChildrenDecrease Childhood Hunger

Due to our demographic and the importance placed on thefamily unit, our advertising efforts will be directed at caretakers,such as parents, grandparents and older siblings. Our targetaudience has a lower than average income level and less than

average access to technology so the Internet will not beused. Rather, traditional forms of media are more appropriate,including: radio, television, billboards and community outreach.

The overall tonality of the campaign will be cohesive throughout

all forms of media and will generally have a light-hearted visualaesthetic. One of five images, featuring happy children eating,will appear on our print materials . Messages in copy will beused to build trust, educate and encourage our target audienceto utilize the Summer Food Service Program while their childrenare out of school.

The campaign will begin in March, to get our target audiencethinking about their needs for the summer, and run throughAugust.

Executive Summary (continued)



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Situation Analysis(Current Users of the GCFD)

Race:

64 percent non-Hispanic Black 21 percent Latino or Hispanic 12 percent non-Hispanic white

Gender: 51 percent female 49 percent male

Age: 63 percent are over 18

37 percent are children under 18 Nine percent are children under five

Socioeconomic: 44 percent receive SNAP/Food Stamp benefits 34 percent include at least one employed adult 22 percent report their main source of income is from a job 22 percent of clients live in the suburbs 10 percent own the place where they live Six percent of clients are homeless

Repercussions for Adults: 81 percent of households reported a situation during the lastyear where the food they bought "just didn't last and they didn'thave money to get more

47 percent reported having to choose between paying forfood and paying for utilities or heating fuel

44 percent reported having to choose between paying forfood and paying their rent or mortgage

40 percent reported having to choose between paying forfood and paying for gas for a car

32 percent of households with children reported that theirchildren skipped meals during the school year

28 percent reported having to choose between paying forfood and paying for medicine or medical care

26 percent of adult clients said they didnt eat for an entire dayat least once during the last year

25 percent of households served have at least one familymember in poor health

Nearly 678,000 people per year depend on the food provided by the GCFD. According to the 2010 Hunger inAmerica (Chicago Profile) Study, here is how the current user-base breaks down:



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Situation Analysis(Childhood Hunger & its Effects)Hunger Impairs Children in Many Ways

Health Issues: Impedes growth and development More illness, including stomachaches, headaches,

colds, ear infections and fatigue Poorer mental health More hospitalizations Greater susceptibility to obesity and its harmfulhealth consequences

Behavioral Difficulties: More aggressive behavior Higher levels of hyperactivity, anxiety and/orpassivity Difficulty getting along with other children Greater need for mental health services

Academic Difficulties: Have impaired cognitive functioning anddiminished capacity to learn Achieve lower test scores and overall schoolperformance Repeat a grade

Experience school absences, tardiness and schoolsuspensions

National Statistics



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Primary Research (Goals, Strategies and Conclusions)Objectives for the ResearchOur primary objective was to determine the GCFDs greatestbusiness challenge. After reviewing the GCFDs comprehensivewebsite, we identified the areas we needed additionalinformation on to narrow down that business challenge. Theareas we needed additional information on were the: programs,

demographic and psychographic characteristics of thevolunteers and individual donors, seasonality issues, pastadvertising campaigns, challenges, goals and barriers.

StrategyOur strategy was to obtain first-hand information from GCFDemployees so we decided to conduct interviews. Wedetermined that it was best to schedule interviews and conductthem by phone because it was difficult to schedule face to faceinterviews due to their busy schedules and workload. Ourprimary contacts at the GCFD were Bob Dolgan, the Director of

Communications and Meaghan Farno, the Public RelationsCoordinator.

Summary of Research

Point-of-differentiation (if any)Although not in a competitive environment, the other FoodService organization serving Illinois is the Anti-Hunger Federation.The GCFD is much larger than the AntiHunger Federation andserves Chicago and its suburbs, while the AntiHUnger Federation

only serves the West side of Chicago. The AntiHunger Federationis also not part of Feeding America, the nations leadingdomestic hunger-relief charity. The GCFDs name recognitionand broad scope of reach would be an advantage for ourcampaign.

Biggest BarrierMeaghan advised that volunteers are consistent, havingsecured about 14,000 volunteers last year, and there are usually

people on hand to help. She also advised that, althoughthere are periods of seasonality where donations are low, theyhave many resources available and donations stream in year-round.

When asked about the biggest barrier the GCFD faces

Meaghan said it was the lack of knowledge. As a result, wedecided to focus our campaign on increasing awareness of aGCFD program in the communities highlighted by the UnmetNeed Study.

Who is the Target Audience?Eight city neighborhoods were highlighted as prioritycommunities in need of GCFD assistance by the GCFDs UnmetNeed Study: Austin, East Garfield Park, Englewood, GreaterGrand Crossing, Humboldt Park, North Lawndale, WashingtonPark and West Garfield Park.

Source: Wikipedia



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Primary Research (Goals, Strategies and Conclusions ctd.)These communities highlight areas that have a highconcentration of poverty but relatively low levels of GreaterChicago Food Depository food assistance(Greater ChicagoFood Depository).

FactorsDue to the economic downturn, there has been a drasticincrease in people who depend on the GCFD. First time users ofthe GCFD have grown due to high unemployment rates and lossof jobs. Since so many clients are first time users, they areunaware of the available programs. Many communities in theUnmet Need Study have a high concentration of children under18.

Seasonality IssuesFor the Summer Food Service Program the seasonality issue lies in

the function of the program. The SFSP is intended to function asa nutrition link between the end of one school year and thebeginning of the next. Therefore, to be most effective, our adcampaign will have to run from spring through early summermonths (March-August).

Purchase Cycle of ProductsMaeghan Farno, the GCFDs Public Relations Coordinator,advised that the GCFD is constantly receiving food form multipleresources.

Creative RequirementsThrough primary research we found out the creativerequirements for the GCFD. The GCFD wants the Logo present inall ads, press releases or media. The GCFD commonly usesbecause of you someone will eat today. They also include athank you to donors and their Mission Statement. For theSummer Food Service Program past advertising campaigns havebeen based around HungerDoesnt Get a SummerBreak and

FoodThats inWhen School Is Out!

Primary Research ConclusionAfter conducting our primary research, we found that our focusshould be on the children, who are dependent on the financial

stability of their parents. There is a direct correlation to adultunemployment and childhood hunger, as many parents areforced to choose between food and other necessities likerent/mortgage, heat, transportation and medicine (SeeSituation Analysis). But unemployed adults arent the only onesstruggling to provide for their families. Many of the families theGCFD serves has one or more working adults who arechallenged by the rising costs of gas, food and other necessities,leaving them in need of additional assistance.

Because children have the opportunity to get free or reduced

breakfast and lunch during the school year, we decided tofocus our efforts on the time where this convenience isunavailable, the summer. As discussed in the ExecutiveSummary, the Summer Food Service Program allows children toget a free, hot meal during the summer when food may bescare in their homes. It also provides them with fun andeducational activities throughout the day to keep their mindsactive and their bodies healthy.



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Secondary Research (Demographics)Of the eight priority communities identified by the 2006 CookCounty Unmet Need Study, we sought to determine the areasthat would be most effective to target. Knowing that thedemographic of current users throughout the county is 64percent non-Hispanic Black and 21 percent Latino or Hispanic,

we sought to select the areas that reflected this racialmakeup. We also sought to determine the area that hadchildren living in the households and where most householdswere at or below the poverty line, which indicates they coulduse food assistance. Lastly, we identified the areas that hadexisting Kid Caf locations. Our research led us to the 60651 zipcode, which consists of Austin and Humboldt Park, two areasfeatured in the Unmet Need Study.

The 60651 zip code has an average resident age of 26.6 years,which is eight years younger than the Illinois median age (City-Data). The area is made up of a younger population and thereis an emphasis on the family unit.

The percentage of family households is high in the zip code,coming in at 81.2 percent. This is 13 percent higher than theIllinois percentage of family households (City-Data). Twenty-

eight percent of residents in this zip code have incomes belowthe poverty line (City Data) and African Americans make upthe majority of the zip codes population (70.6 percent) whileHispanics make up 26.8 percent of the population (U.S. CensusBureau).

The average household size is 3.6 people, which is one personhigher than the Illinois average household size (City-Data). Themajority (56 percent) of people in the 60651 zip code arerenters (City-Data). Since 2006, the median price of homes hasdropped drastically from the average price of $240,000 in 2006to under $60,000 in 2009 (City-Data). This drastic decline hasmade the area a risky venture for real estate investments,therefore having an effect on community development and

employment.



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In the 60651 area, the most popular mode of transportation totravel to work is driving alone (54 percent), followed by the bus(19 percent), carpooling (18 percent) and finally by the subway(3 percent)(City-Data).

Only 56.4 percent of the population over the age of 16 is in thelabor force (U.S. Census Bureau). Individuals in this zip code seelittle point in spending money on technology beyond thebasics. (Nielsen). They will watch broadcast television that isfree and listen to the radio (Nielsen). The 60651 population is anaverage user of the Internet, but they tend to use dial-up foraccessing it. This population uses cell phones that are either

prepaid or have fewer than 300 anytime minutes (Nielsen). Dueto the low average household income of $39,620, the 60651 zipcode is usually the last to adapt to new technology since theycannot afford high tech goods when they are first released(City-Data and Nielsen).

Households in 60651 include 7,871 spouses, 30,135 children(27,871 natural, 1,135 adopted, 1,129 stepchildren), 6,593

grandchildren, 2,137 brothers or sisters, 992 parents, 3,954 otherrelatives and 3,389 non-relatives. There are 8,717 marriedcouples with children. The size of family households varies:

3,561 with two people

3,988 with three people3,675 with four people2,735 with five people1,684 with six people and1,867 with seven or more people

Demographics ConclusionsThe low education levels in the area need to be considered aswe create our campaign. Only 28.2 percent of individuals over

twenty-five years of age have attained a high school diploma(U.S. Census Bureau). We should also keep in mind the heavypresence of youth in the community and the emphasis on thefamily unit. The high percentage of family households will helpus get the message out because if we reach one individual inthe family unit, that person is likely to tell another family memberor friend about the Summer Food Service Program.

If a parent has to work during the day and does not have foodat home, they can inform their children about the program and

tell them to get lunch at a Summer Food Service site. In the60651 area code there are three Summer Food Service Programsites: The Kelly Hall YMCA, Association House and The West SideHealth Authority.

Secondary Research (Demographics)



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Likewise, many young people are often left in charge of feedingthemselves and their siblings while their parents are at work.Reaching out directly to the youth could also increaseawareness of the Summer Food Service Program.

We know that the majority of adults travel to work in a car alone.And based on the low-income average ($39,620), we can inferthat most cars will not have new technology such as iPod docksor Bluetooth. Many will listen to the radio on their commute towork, since the median commute time is 39 minutes (U.S. CensusBureau). Taking this into consideration, radio bites will be aneffective way to reach working people who drive to work in thisarea. Specifically, radio bites should be played on stations the60651 population tunes in to. The 60651 zip code listens to radio

stations that play oldies, gospel and urban contemporary music(Nielsen). In Chicago these radio stations include WCKG 107.5,WVAZ 102.7 and WSRB 106.3 (Radio Black). These stations tendto have a high number of African American listeners.

Another popular way to commute to work in this community isthe bus. The buses that run into the 60651 area include the 91Austin, 126 Jackson, 66 Chicago-OWL, 70 Division, 7 Harrison, and85 Central (Chicago Transit Authority). The bus provides us withmany options on how to display our ads including the inside and

outside of buses and bus shelters. Bus riders are given somethingto read or look at while on their journey. Because only threepercent of this zip code commute by subway, this would not bean effective platform for an advertisement.

Although the majority of the population is African American, weshould also consider the Hispanic population when creating busadvertisements. Print ads should also be displayed in Spanish to

help reach the Hispanic population. Radio bites can be playedon Hispanic radio stations and if needed translated to Spanish.

The 60651 population are average users of the Internet (Nielsen).Much of the younger population uses their cell phones to access

the Internet (Nielsen). Having an updated website will allowparents and children to access information about the SummerFood Service Program. The GCFDs website is a wealth ofknowledge and is very easy to navigate through. Consideringthat some people in this zip code might not have experiencewith the Internet, their easy to navigate website is essential togetting the message out.

The 60651 population watches broadcast television as opposed

to subscription based programming. The fragmentation intelevision viewership makes it difficult to use as an effectivecommunication channel. Further, the high expense of televisionads makes it difficult for non-profit organizations to afford.

For the 60651 zip code, radio bites, community outreach andCTA bus advertisements are the most effective ways to increaseawareness and participation. Reaching the Humboldt Park andAustin communities will help in increasing the GCFDs coveragein the priority communities and help raise awareness for the

Summer Food Service Program.

Secondary Research (Demographics)



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Secondary Research (Psychographics)According to mybestsegments.com, individuals in the 55 andunder segment read ethnic magazines such as Ebony andEssence and watch Black Entertainment Television. The site alsosays that individuals in this segment own vans and will traveldomestically by bus.

Individuals in the same segment, under age 35, have jobuncertainty and low education levels (Mybestsegments.com).

Despite there career and education troubles,mybestsegments.com lists this age group as being regularshoppers at The Gap. They also enjoy going to the movies,reading Hispanic magazines and watching NoticieroTelemundo, a Spanish television network(Mybestsegments.com).

The second age group under 55, (35-54) represents a largegroup of first-generation Americans who are striving to improvetheir lower-middle-class status (Mybestsegments.com). With

almost a quarter of the residents being foreign born, theeducation levels of this segment are low, with only some of thepopulation going to college. MyBestSegments.com lists thegroup as CVS shoppers who read Seventeen Magazine,purchase Spanish/Latin music and drive Volkswagen GLIs.

Individuals who are 55 and above are classified as Lower toMiddle Class (Mybestsegments.com ). This group is typically high

school educated, living in older neighborhoods and retired. Thissegment is listed as reading ethnic magazines as well and,instead of traveling by bus, they travel by railroad. This emptynesting segment is known to shop at Macys and own ChryslerPT Cruisers (Mybestsegments.com).

Finally, individuals who are 65 years of age and older are listedas being downscale retirees who have lived in their olderhomes and duplexes for many years.



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A third of this population is African American and Hispanic andliving on fixed incomes, as many are widows or widowers. Thispopulation segment is listed as owning Chrysler 300s.Mybestsegments.com states that this group likes to gamble andwatch the NAACP Image Awards. They order their medications

from drugstores and read Catholic Digest magazines.

Since a high concentration of the individuals in this area codeare African American and Hispanic, music choices will morethan likely vary from Latino music to Hip-Hop, R&B and Gospelmusic for older residents. If this is true, the decided markets couldbe targeted on specific ethnic music and television stations.

The site does not list any major grocery shopping stores thissegment utilizes, but based on their income levels, one could

guess that the segment utilizes low price stores such as Aldies orSave-A-Lot. There is even a Wal-Mart store in the area.

In addition to general grocery stores, there will likely be a series

of immigrant run mom and pop stores in the neighborhood.Although Macys and The Gap are listed by the site, thisneighborhood has a few low-priced retail stores as well, such asMarshalls, AJ Wright, Payless, Burlington Coat Factory and OldNavy. Knowing the primary shopping outlets for food andclothing will help us determine the key stores to advertise inand/or around.

The site does not mention anything about this segments religious

practices, however, typically in minority communities, churchesare abundant and often seen as a driving force in thecommunity. In fact, according to a publication by the PewForum, nearly eight-in-ten African-Americans (79%) say religionis very important in their lives, compared with 56% among all U.S.adults (Citation). The site continues to state that Latinos alsoreport affiliating with a religion at a similarly high rate of 85%;among the public overall, 83% are affiliated with a religion(Citation). Understanding the religious practices of our chosentarget market could help us reach out to more community

programs with a potential advertising campaign for our targetmarket, especially with children living with their grandparents.This includes all religious documents/mailers and Sunday morningtelevision broadcasts. Other community programs/facilities toconsider would be any local after school recreational facility forchildren that is not a school already involved in the GCFD.

Seeing as how the younger segment of 35 years and belowhave most of the money troubles, according to

mybestsegments.com, one could assume that the 55 and upage group is still apart of the child raising process, only now theyare raising their grandchildren. According to AARP, in the unitedstates, More than six million children - approximately 1 in 12 -are living in households headed by grandparents or otherrelatives. In many of these homes, grandparents and otherrelatives are taking on primary responsibility for the childrensneeds. Often they assume this responsibility without either of thechilds parents present in the home(Citation). In Illinois

Secondary Research (Psychographics)



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Secondary Research (Psychographics)specifically, 6.6% of all children in the state live with theirgrandparents more than half of which have no parentpresent. 41% of this group is African American Grandparents,and 16% are Hispanic/Latino. 76% are under the age of 60

and 12% live in poverty (Citation). Ad campaigns targetingthe grandparents could definitely benefit the goal ofincreasing awareness and attendance in the GCFDssummer food program, especially if the parents of thechildren are hardly around.

Finally, it appears that the older the people are in thissegment, the more they are able to afford their own housesand cars, meaning that many young parents and childrenare utilizing public transportation. Therefore, a public

transportation campaign targeting the age market of 35 andbelow could be a possibility.

Psychographic Conclusion

Additional research found that the 60651 area codewatched broadcast television as opposed to subscriptionbased programming (Nielsen). After this finding it wasconcluded that marketing efforts would be better spentoutside of television media, as the reach to our targetaudience would be minimal and have little impact on ourbusiness goal. Additionally, focusing on magazine print adswould have little effect on our target audience as mostmagazines are published monthly and on a national scale. Ifmagazines were targeted, it would have to be local weeklypublications that were free, and/or minority focused.However, local magazine subscriptions were not a part of oursecondary research findings, therefore magazines will not beused as a communication tool.

We did find, however, that due to the amount of time thepopulation spend commuting to work via car or CTA, thatreaching them during their commute would more than likelybe our best option. Therefore, we concluded that having a

radio or CTA bus and bus shelter campaign would benefitthe mission of our business objects the most. Additionally,establishing a local presence in the neighborhood throughschools, churches and community groups. would help createa strong local reputation with the 60651 area code.


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Summary of Secondary ResearchThe secondary research helped group four to paint a picture ofthe 60651 population. Through the research we determinedwhich media outlets would be appropriate or inappropriatevehicles to reach our target audience. The following is asummary of what we found:

Demographics: The 60651 population is a young population. The 60651 population is made up of a majority of AfricanAmericans and a minority of Hispanics. The family household percentage is high in the 60651 area andthe average household size is higher than the Illinois average. 28 percent of the 60651 population has incomes below thepoverty line. Majority of the 60651 zip code are renters. The median price of

households has dropped drastically making this area a riskyventure for real estate investment and has had an effect oncommunity development and employment. The majority of people drive to work alone or take the bus towork. Average commute time to work is 39 minutes. The 60651 zip code listens to radio stations that play urbancontemporary, oldies and gospel. Only 56.4 percent of the population is in the labor force.

The 60651 zip code use their cell phones or dial up to accessthe internet. Due to the low household income average this zip code is thelast to adapt to new technology. There are 30,135 children in the 60651 zip code. Only 28.2 percent of people over 25 have attained their highschool diploma.

Psychographics: 35 years of age and under People in this age group have job uncertainty and loweducation levels. This age group are regular shoppers at the Gap.

This age group enjoys going to the movies, reading Hispanicmagazines and watching Spanish Television Network.

35-55 years of age This age group likes to read ethnic magazines such as Ebony. This age group travels by bus. This age group includes a large group of first-generationAmericans who are striving to improve their lower-middle classstatus. This age group shops at CVS, reads Seventeen Magazine and

purchase Spanish/Latin music.

55-65 years of age This age group is typically high school educated, living in olderneighborhoods and retired. This empty nesting segment is known to shop at Macys.

65 years of age and above This age group is listed as being downscaleretirees who have

lived in their home for many years.This age group lives on fixed incomes since many are widows orwidowers. This age group likes to gamble and read Catholic DigestMagazine.



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Stores the 60651 zip code likes to shop at:Aldi, Save a Lot Food Stores, Walmart, Marshalls, Payless Shoesource and Old Navy

Religious Affiliation:

Typically in minority communities churches are abundant and adriving force in the community. The primary religion of African Americans is Christian and thenine churches in the 60651 area are all Christian Churches.

From the research above we found that the younger populationhas the most money troubles. The older the population the morethey are able to afford their houses and cars. Many youngparents will utilize the CTA in this area making a print campaign

on the CTA an appropriate media vehicle to reaching theparents directly. We found that in this community manygrandparents would be in charge of the child raising process fortheir grandchildren. We think that raising awareness in the oldergeneration could also benefit the ad campaign. Radio is agood medium for reaching the younger and the olderpopulation. Lastly, the research we found on religion led us toincorporate churches in our community outreach strategy anduse the strong community ties of this minority community to raiseawareness for the Summer Food Service Program.

Additionally we found a primary and secondary targetaudience for the advertising campaign. Our main focus will beon the primary target audience but the secondary target will beaddressed as well.

Primary Target Audience:Parents and Guardians: 22-40 years of ageAfrican American and HispanicLow education levelsHigh job instability

Secondary Target Audience:Grandparents, siblings and family friends

Siblings: 13-24 years of ageAfrican American and HispanicMany are still in school, or have dropped outWill more than likely have the same income/job characteristicsas the parents and guardians

Grandparents and family friends: 25-75 years of ageAfrican American and HispanicModerate educationMore job certainty, many are retirees or widows/widowersFirst generation Americans who support their families

Summary of Secondary Research



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Problems and Opportunities for the Brand

SWOT Analysis

Strengths: The GCFD has a very strong reputation in the Chicagoland area as well as a concrete list of partners and donors. It has

a track record of successful programs within the communityincluding its Mobil Food Delivery Program. The organization alsohas progressive outreach methods including a thorough socialmedia campaign.

Weaknessess: A potential weakness of the GCFD is its relianceon volunteers, donors and partnerships. This reliance makes thestability of the organization vulnerable with regard to donations,program sustainability and community sponsorships. Additionally,the member agencies that rely on them become susceptible tothe same vulnerabilities.

Opportunities: Because the GCFD is so well established in theChicagoland area, the opportunity to become a national

organization is very viable. Secondly, even if the organizationremains local, it has a very unique opportunity of fulfilling itsmission on alleviating childhood and adult hunger almostcompletely.

Threats: The economy presents a constant threat to the stabilityof the GCFD. If the economy is down the organization couldface a loss in donations and volunteers.


Stated Business Problem: While the Kids Caf during the school year maintains positive attendance numbers, theGCFDs Summer Food Program for kids is unable to maintain the same positive attendance numbers.

Stated Business Solution: Increase the number of attendees by creating an awareness campaign targeting the

same target audience in multiple ways.


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Creative BriefWhy are we advertising?

Due to the recent economic downturn, childhood hunger hasbecome an acute issue. While there has been an increase inthe amount of people using GCFD services especially first time

usersthe GCFD reports that childhood hunger remains an issue.The GCFD has implemented programs to ensure kids have aplace to get a meal if they need it. The Summer Food ServiceProgram provides meals to kids during the summer. Advertisingfor the Summer Food Service Program will reach and informparents and guardians about the resources they can use in theircommunity to keep their children nourished and healthy.

What is the advertising trying to do?

This advertising campaign will increase awareness of theSummer Food Service Program within the 60651 zip code. Theultimate goal of increasing awareness is to increase theattendance at the Summer Food Service Program.

Who are we talking to?

Our primary target is the parents and guardians of potentialSummer Food Service Program participants in the 60651neighborhood. We hope to increase awareness among parentsand guardians by creating a call to action to utilize the SummerFood Service Program. Our secondary target is the extendedfamily, siblings and family friends of potential Summer FoodService participants in the 60651 zip code. If a member of thesecondary target is aware of the program and knows a childwho could use a meal, we want them to feel inclined to utilizethe Summer Food Service Program.

What do we know about them that will help us?

Drive or ride the bus to work Majority of population African American Minority of population Hispanic

60651 population is younger Have basic broadcast TV Listen to urban contemporary, oldies and gospel radio stations Use phone or dial up to access the Internet Have close ties to religious institutions.

What are the main thought we need to communicate?

Two main thoughts:

1. Inform and engage the targets about the Summer FoodService program including what the program provides, how theycan help and where to find more information.

2. A call to action to break the cycle of poverty. A call toaction to Feed the Future.



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Creative StrategyObjective: Increase awareness of the GCFDs Summer FoodProgram with the potential to increase participation in thefuture.

Strategy: Raise awareness of the GCFDs Summer Food Program

by offering information on the benefits in a multitude of venuesthrough several mediums.

Strategic Model:The overall campaign is structured to provide as muchinformation as possible to the key individuals who make thepurchasing decisions in their households or, in this case, theguardians.

We decided that the way to make the largest impact on

guardians was to advertise to them while they were doingeveryday tasks such as driving or taking a bus to work, going tochurch and taking their children to school. We then developeda strategic model to demonstrate our key target areas.

The two main areas of concentration are Media andCommunity Outreach. While Radio and print ads willencompass our Media portion, Community Outreach will includeall of our grass roots and direct marketing efforts.

MediaCTA: While many members of our target market take their owncars to work, another large percentage of the target audienceuses public transportation. Therefore a campaign centeredaround this particular segment will take place in, on and around

Chicago Transit Authority Buses.Radio: Due to the large number of commuters and carpoolers inthis population segment, radio will be utilized to target parentsand guardians who have commute to work or school via theircar radio stations.

Community OutreachCommunity Events:Fun, entertaining, youth friendly events will be created with theintention of garnering attention from members of the community

in order to spread awareness of the program benefits.Educational Partnerships:Teachers and educators will be incorporated to inform and assistfamilies with further information about the Summer Food ServiceProgram and its benefits.Religious Affiliation Partnerships:Neighborhood churches will serve as additional resourcelocations for information on Childhood Hunger as well as theSummer Food Service Program.Neighborhood Partnerships:Neighborhood block captains will be put on the ground toassist with the grassroots portion of the campaign. This portion ofthe campaign will incorporate our direct marketing strategy.


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Creative Strategy (Continued)Tone and Creative Summary:Appeal to target audience by using diverse images and soundbites of young children to evoke emotion out of the viewer.Most of the campaign mediums will project feelings of happinessand a sense of caring from the guardians with the intention of

them wanting to evoke the same feelings in the children theyprovide for. The happiness side of the campaign will let theguardian(s) know they can make their children happy by utilizingthe GCFDs Summer Food Program to nourish them. In summary,feeding children makes them happy. Happy children createhappy guardians.

The emotional side of the campaign will try to create a sense ofempathy instead of deep sadness. While direct sadness maymake the target audience feel guilty and ashamed about theircurrent financial situation, creating a campaign that evokesempathy while establishing non-guilt would help the cause ofthe campaign more positively.

The campaign will be serious in tone in order to properly conveythe seriousness of childhood hunger and the importance ofending it. Viewers should be able to walk away with anemotional response to the advertisement they have either heardor seen and feel inspired to take action.

Visual Aesthetic Summary:We learned in primary research that the only visual requirementwas to include the GCFD logo in all print material. We reviewedprevious ad campaigns to see if there were additional visualcues we could build on or incorporate into the Feed the Futurecampaign. Many previous campaigns, including their recent30th Anniversary Because of You campaign, featured adults.

Based on the images, these campaigns are probably mosteffective in appealing to donors or volunteers. Knowing we aretrying to reach a different audience, we sought to create adifferent looking campaign that evokes emotion through usinghappy children as our primary visual.

We also set a few creative requirements of our own. We felt itnecessary to include the Feed the Future logo and tagline in allprint advertisements to make the ads easy to identify and tomaintain consistency. We kept consistent placements of thelogos and used the same fonts for a cohesive look throughout.We also wanted to use colors that were consistent with theexisting GCFD logo, so we chose teal as our primary color.Lastly, it was important that each ad featured the image of achild eating and with a happy expression to confirm our overalltone of happiness and avoid a tone of sadness or shame.


CTA

Radio

Direct Mail

Carnival

January

February

March

April

May

June

July

August

Septembe

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October

Novembe

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Decembe

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Radio

CTA

Direct Mail

Carnival

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Creative Execution (Print Media-CTA)Print Media ObjectiveOur objective is to create the awareness for the Summer FoodProgram by targeting parents/guardians of potentialparticipants in 60651 zip code.

Print Media StrategyWe want to arise awareness through a CTA campaign to reachcommuters, people that spend a lot of time on the publictransportations. We decided to use an emotional approach tograb the attention and then briefly provide our target basicinformation about the Service.

Print Media TacticsWe decided to advertise on CTA based on the fact that,according to our secondary research, a good percentage ofthe people in the 60651 zip code commute for a long time toand from work and do not have a car. We decided to useinterior bus cards and billboards located at the bus shelter. Theaverage bus rider travels five or more days per week and hisrepetitive exposure can positively impact the recall of theadvertisement. Interior bus cards can be customized in differentshape and get the advertisement across to a captive audience.

Bus shelters provide extended exposure to pedestrians, bus ridersand motorists that go through the area.We identifies the routes of the buses of the area and decided tofocus on them (1 Austin, 126 Jackson, 66 Chicago-OWL, 70Division, 7 Harrison and 85 Central). As only few people take thesubway we discard the hypothesis of advertising there.

TimingThe CTA advertising campaign should run for few months startinglate in the spring and ending the last week of summer since wewant to reach the target audience for all the period theprogram is in place and inform them with the right advance.

ScheduleJan Feb Mar April May June July Aug Sept Oct Nov Dec

X X X X


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Creative Execution (Print Media-CTA)CreativityWe decided to have a photo of a child and a short body copythat can quickly explain the program provided. We selectedphotos of happy and smiling babies/kids while they are eating inorder to grab attention and, at the same time, connect the

meal with a happy moment of the day. We chose African-American or Hispanic children as we want the people to identifytheir kids with them. We chose to be very concise in the body asin a bus there is general over thirty feet of advertising space(CTA media kit).We decided to translate the advertisement in Spanish in order toreach the Hispanic community in a better, more direct way.

The headline The expression of a full stomach wants to grabthe attention about child hunger in a positive way, we dont

want to scared people or make them feel sad, but remind themhow happy is a kid when he/she eats. The two words fullstomach should clash with the real situation of our target andtherefore attract the attention. The headline has the same colorof the logo Feed the future in order to make a connection.

In the body copy we decided to put basic information: what wecan offer and how you can get more information to beinvolved. We posted the phone number as it is made of wordseasy to remember, and the website since many people in thetarget access to internet by mobile.The words used are easy and go straight to the information wewant to come across since we dont have a high educatedtarget.The logo Feed the future must be in all advertisements in orderto make them easy to spot and create a common thread toconnect all the different communication activities.



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The Summer Food Service

Program provides your children

with the food they need.


The expression of a full stomach

Call 773-Feed-Kid or visitwww.chicagosfoodbank.org

for information


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for information


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for information


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for information


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for information


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for information


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Call 773-Feed-Kid or visit www.chicagosfoodbank.org

for information


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for information


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for information


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for information

Creative Execution


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Creative Execution (Radio)Radio Commercial: FEED The Future (African American Target)

Marcus: An 11-year-old African American boyMom: A younger (26-36 years of age) African American womanANNCER 1: Older male inviting voice (like Morgan Freeman)

ANNCER 2: Female, motherly sounding voice

SFX: Marcus and his Mom are on a walk. Background noise:sounds of outside:

-Kids playing in a nearby park-Birds chirping-Cars driving by-The sound of walking-foot steps

Marcus: Mom, what color is the sky?

Mom: Oh Marcus you know the answer to that silly!SFX: The faint sound of Marcus giggleMom continues: The sky is blue

Marcus:What is that red and white sign used for?Mom: Well Marcus, thats a stop sign for drivers. That tells themwhere to stop.

Marcus: Whos that man wearing all blue?

Mom: Thats the mailman Marcus. Thats who delivers our mail.

Marcus: What are we having for dinner tonight Mom?SFX: Silence for 3 seconds

ANNCER 1: If you cant answer this question for your child thinkabout sending them to the Greater Chicago Food Depositorys

Summer Food Service Program. The program provides meals tokids during the summer months so they can take full advantageof their summer vacation with their peers.

Please,dont let a child go hungry, tell them about The Summer

Food Service Program and encourage them to come. Find outthe locations and times of the program at the Greater ChicagoFood Depositorys website or call 773-FEED-KID.

SFX: Outside noise still faintly there.

ANNCER 2: With your help we can FEED the FutureBrought to you by the Greater Chicago Food Depository


Creative Execution


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Creative Execution (Radio continued)Radio ObjectiveOur objective is to increase awareness for the Summer FoodService Program by reaching the parents/guardians of potentialSummer Food Service Program participants in the 60651 zipcode via usage of the radio.

Radio StrategyWe hope to raise awareness through a radio campaign thatuses the stations our target audience listens to. The emotionalimpact of the radio commercial will create awareness andinfluence listeners to tell children about the Summer FoodService Program.

Radio TacticWhy Radio?Radio commercials were chosen based on the secondaryresearch we gathered. Parents/guardians of potential SummerFood Service Program participants in the 60651 zip code are thetarget we want to reach. Through psychographic research wefound that the target audience in the 60651 area listens to radiostations that play oldies, gospel and urban contemporary music(Nielsen). In Chicago radio stations that play this type of musicinclude WGCI 107.5, WVAZ 102.7 and WSRB 106.3 (Radio Black).Secondary research showed commute times to work are long(average 39 minutes) and 54 percent of people in the area

traveled to work by driving by ones self (City-Data). Due to thelow household income ($39,620) in this area the cars peopledrive do not have new technologies such as I pod docks or CDplayers (City-Data). Due to the findings, we concluded radiocommercials to be an effective way of reaching the targetaudience. We will buy media time on 107.5 WGCI to play theFEED The Future commercial that will target the 60651 parents.

TimingThrough research, we found that 56.4 percent of the 60651population is in the labor force (U.S. Census Bureau). During thesummer, kids are out of school and some parents have to workduring the day. We will buy media time during the morning andafternoon commutes to play the Feed The Future radio

commercial. Playing the Feed the Future commercial duringthese times will reach parents who work or run errands during theday and have children who need a meal. We will also run thecommercial on Sunday mornings when WGCI 107.5 play gospelmusic in the morning. This will reach our secondary targetaudience who are older and enjoys listening to gospel music.The radio bites will run from May 1st through August 1st. Runningthe commercial during these months will garner the greatesteffect on the participation of the Summer Food Service Program.

If the radio commercials were to run in January it is likely peoplewould forget about the program when summer time comes andtherefore the parents would not send their children to theprogram. Having the radio commercial run a month beforeschool lets out and during the early summer months will ensureparents and participants know about the program when it is ineffect.

Radio Commercial TimesMorning Drive 6a.m.-10a.m.

Afternoon Drive 3p.m.-7p.m.Sundays Gospel mornings

ScheduleJan Feb Mar April May June July Aug Sept Oct Nov Dec

X X X


Creative Execution


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Creative Execution (Radio continued)Why WGCI 107.5?On the WGCI website there were many factors that pointed tothis station being a good match for our organization andprogram. On the Events section of their website, there was aCommunity section. In this section was an area focused on

Feed The Hungry. This area stated the following:

Feed The HungryAre you looking for opportunities to help others? If so, WGCIwould like to tell you about one of the many great organizationsthat is making a difference in Chicagoland. Feeding Americahelps support the needs of local food banks who are servingchildren, seniors and families throughout the WGCI listeningarea. If you would like to donate, volunteer, or if you needassistance, please visit http://www.feedingamerica.org/ formore information. (WGCI 107.5)

This was a good sign for our ad campaign and reinforced WGCIbeing an appropriate vehicle to reach our target audience. TheGreater Chicago Food Depository is part of Feeding America sothis was a direct link to our organization. Another good sign wasthe ads at the bottom of the WGCI website home page. Theads were for coupons such as grocery coupons and babycoupons. This shows that the advertisers are targeting parents

who have children and may have financial troubles.

When you enter the website there are images of AfricanAmerican young adults all over the home page. Our primarytarget audience would be in the young adult category.Reaching the right target audience is the most important part ofchoosing an appropriate media vehicle. From looking at the

WGCI website and listening to the station I think we will reachAfrican American young parents during the week and olderAfrican Americans (grandparents/extended family) on Sundayswho could benefit from the awareness about the Summer FoodService Program.


Creative Execution
http://www.feedingamerica.org/http://www.feedingamerica.org/http://www.feedingamerica.org/http://www.feedingamerica.org/http://www.feedingamerica.org/http://www.feedingamerica.org/http://www.feedingamerica.org/http://www.feedingamerica.org/


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Hispanic PopulationAlthough the majority of the 60651 zip code is African Americanthere is a large population of Hispanic people in the community.We hope to reach the Hispanic population by playing amodified radio commercial that will be partially in Spanish on aSpanish radio Station. We chose WPPN 106.7 to play theHispanic version of the FEED the Future commercial.

The following is the modified radio commercial to target theHispanic population in the 60651 zip code Radio Commercial:

Radio Commercial: FEED The Future (Hispanic Target)

Diego: An 11-year-old Hispanic boyMama: A younger (26-36 years of age) Hispanic woman

ANNCER 1: Older male inviting voiceANNCER 2: Female motherly sounding voice

SFX: Diego and his Mama are on a walk. Background noise:sounds of outside:

-Kids playing in a nearby park-Birds chirping-Cars driving by-The sound of walking-foot steps

Diego: Mama, what color is the sky?Mama: Oh Diego, you know the answer to that, silly!SFX: The faint sound of Diegos giggleMama continues: The sky is blue.

Diego: What is that red and white sign used for?Mama: Well Diego, thats a stop sign for drivers. That tells themwhere to stop.

Diego: Whos that man wearing all blue?Mama: Thats the mailman Diego. Thats who delivers our mail.

Diego: What are we having for dinner tonight Mama?SFX: Silence for 3 seconds

ANNCER 1: Si Ud. quiere ayudar a sus hijos este verano, por quno acudir al Greater Chicago Food Depository Summer FoodService Program. Este programa provee comida para los niosdurante los meses de verano, para que ellos puedan jugar ydivertirse con sus compaeros.

Por favor no deje que un nio se pase un da conhambre! Infrmeles sobre Greater Chicago Food DepositorySummer Food Service Program y anmelos a que asistan.

Para informacin sobre lugares y horarios, favor de llamaral: 773-FEED-KID; (773-333-3543). Si Ud. tiene una computadoranuestra pgina web es: www.chicagosfoodbank.org

SFX: Outside noise still faintly there.

ANNCER 2: With your help we can FEED the FutureBrought to you by the Greater Chicago Food Depository

Creative Execution (Radio continued)


Creative Execution


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Creative Execution (Community Outreach)Community Outreach ObjectiveOur objective is to create awareness of the Summer FoodService Program by targeting both children and parents throughcommunity outreach. Community outreach initiatives arecommon among low income neighborhoods and, we believe,

community members will be receptive if they can see the value.An outreach will give the community an opportunity to cometogether, as well as an opportunity for the GCFD to reach out tothe community firsthand. Knowing this community has a higherthan average percentage of family households, (81.2 percent)and that there are over 30,000 children in this community, weknew the outreach effort had to be family friendly. Alsoconsidering the religious practices of among residents, wewanted like to incorporate the nine churches in the area into theoutreach efforts.

Community Outreach StrategyCreate a grassroots community campaign targeting parentswith focus on it being a celebration marking the beginning ofsummer for children. We feel this method will be effective dueto the high concentration of families throughout this community.We assume parents will spread the word to other parents andchildren will spread the word to other children. Based on thedemographic makeup and behavioral insight we have for this

community, we will focus on spreading the word through schoolsand churches.

Community Outreach Tactics1. Utilize educators: Solicit school officials to get their schools & teachers involved

in the carnival Request that principals, teachers and other staff volunteer to

work the carnival Engage children by hosting an assembly, given by the GCFD,

to discuss the carnival as well as discuss the fun activitiesavailable during the summer food program. Provideinformational flyers for the children to take home to parents

recapping the information discussed during the assembly aswell as highlighting the summer food program Encourage educators to remind parents of the carnival as

well as the summer food program during end of year reportcard pick up

2. Utilize churches: Place an announcement in the weekly church bulletins

announcing the carnival Engage pastors and other church staff to personally spread

the word to specific families who are in need

3. Additional Tactics: Flyers in the three Kids Caf locations Flyers in grocery stores Flyers in post offices Flyers in other government offices (Unemployment office,

etc.) Flyers at parks

Schedule

Jan Feb Mar April May June July Aug Sept Oct Nov Dec

X X


Creative Execution


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Creative Execution (Community Outreach Carnival continued)

Dont let your Child go Hungry

If you are concerned with how youwill provide food and safe activitiesfor your child this summer, considersending them to the Summer Food

Service Program, sponsored by theGreater Chicago Food Depository.This free and unlimited program isavailable throughout the summerfor children 18 years and under.Visit www.chicagosfoodbank.orgor call (773) 247-3663 for

information on a site near you.

Flyer

Church Bulletin Announcement


Direct Marketing
http://www.chicagosfoodbank.org/http://www.chicagosfoodbank.org/


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Direct MarketingWhat we KnowThe households in 60651 include 6,593 with grandchildren (PRIZM)and there is a strong parenting focus (City-Data). There is astrong sense of community and family (City-Data). It is likely thatgrandparents are at home watching kids while parent are

working. In addition, there is a lot of job uncertainty(mybestsegments.com) which could mean that there areparents who are home during the day.

Direct Marketing ObjectiveTo raise awareness by identifying and recruiting Block Captainswho will serve in the role of getting kids in the neighborhood tothe Summer Food Service Program on a regular basis.

Direct Marketing StrategyDeploy a three part direct mail campaign to raise awarenessand pave the way for a door to door knocking campaign torecruit Block Captains.Direct Marketing Tactics Design and deploy teaser and informative direct mailcampaign to define the need and pave the way for the door todoor campaign. Three-part mailing, one each in March, April and May. Enlist Alderman Maldonados office as the sponsor of the

campaign to legitimize the effort and make it more high profile. Volunteers are trained and conduct a knocking effort torecruit. The goal is to cover the neighborhoods that are withinclose proximity to the food program site.Pitch and reinforce that a sense of community empowers theefforts of Feed the Future.


Direct Marketing


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Direct Marketing


Conclusion


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Conclusion


Why Did We Advertise?

Childhood hunger has remained an issue and has becomeeven more acute as the economic downturn continues. In spiteof the resources available through the GCFD, there is lack ofawareness.

The GCFD has implemented programs to ensure kids have aplace to get a meal if they need it. The Summer Food ServiceProgram provides meals to kids during the summer.

One of the Chicago neighborhoods with the greatest need isthe Humboldt Park/Austin neighborhood.

Advertising for the Summer Food Service Program will reach andinform parents and guardians that they have the resources rightin their community to avoid having their children go hungry.

Why Will it Work?

We understand our target audience and what drives them. Theyhave a strong sense of family and a strong sense of community.

They are mostly African-American and Hispanic.

We have targeted the people who can make a difference, whocan break the cycle of poverty. We have used a message thathits them between the eyes. We have effectively used acombination of advertising and grass roots efforts to appeal totheir emotion around family and parenting.

We raise awareness and, as a result, create a call to action. We

know where our target audience goes, we know what theyread, we know how they consume. By using publictransportation and radio to advertise and reaching out to thecommunity through the carnival and recruitment of BlockCaptains, we strike a balance between mass advertising andcommunity, grass roots outreach.

Feed the Future delivers a powerful and compelling messageof community, education and empowerment empowermentto decrease childhood hunger.

Thank You


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Thank You

Campaign provided by Group Four:

Keren LynchKrystal Hughes

Whitney Dunlap FowlerSusan Fleming

Marzia Castelpietra

edited march whit

Documents