George Thomas Hospice Care Proposal The Wishing well campaign – Katie’s Story

Luke  Joseph  Furnival  –  C1251234  Cagin  Yucel  –  C1413786,  Sakinakhanim  Kakantarli  –C1452321,  Somnath  Chatterjee  –  C1469302    Anuraag  Abraham  Peter  –  C1468260  

 

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Table of Contents Executive Summary  ............................................................................................................  3  

Contact Details  .....................................................................................................................  4  1.Background  ........................................................................................................................  4  

2.Objectives and In Scope/Out of Scope  .........................................................................  5  

3.Outline Approach/Deliverables  .....................................................................................  5  4.Work Break down Structure  .........................................................................................  8  

5.Costs  ....................................................................................................................................  9  6.Risk Analysis  ..................................................................................................................  10  

7. Added Value/Innovation  .............................................................................................  11  

8. Responsibilities  ..............................................................................................................  12  Appendix. A. References  .................................................................................................  13  

  3    Executive Summary

Tasked with increasingGeorge Thomas Hospice Care’s (palliative care) legacy

donation income stream to 20% from 8% within 5 years, YPG consultancy have

identified a new marketing strategy and community initiative to achieve this.

YPG have identified that the first area that requires improvement within the current

legacy donation marketing strategy is the absence of a dedicated legacy donation

marketing campaign.

Marketing legacy donations must be achieved in a highly sensitive manner that

highlights the resource usage potential and not the actual transaction. Thus, in order to

appease this requirement, YPG have devised an innovative marketing strategy named

‘The Wishing Well Campaign’, that markets stories of individuals who have received

help and guidance from George Thomas Hospice Care (GTHC). In essence, the

marketing campaign uses real stories, local people and embodies GTHC USP of being

Cardiff’s only bespoke and in-home palliative care charity.

The first marketing campaign that will be introduced is called ‘Katie’s Story’ and it

focuses on a young girl who has been affected by her Mother’s death. However, Katie

has received inspiring and bespoke post-death support unavailable anywhere else in

Cardiff. The campaign makes use of various marketing communication channels,

each one providing a different aspect to the story that allows it to develop and

resonate with the potential donators in a holistic manner.

In essence, ‘Katie’ will become the brand behind the campaign and the story intends

to develop a following that can identify and be touched by the story of a young girl

who has lost her mother. This will allow George Thomas Hospice to indirectly and

passively introduce the benefits of legacy donations in a sensitive and legal way.

Furthermore, the campaign is scalable and flexible, as different stories allow GTHC

to target different donator segments based on psychographic variables and investment

can be controlled, as it is not reliant on one marketing communication medium.

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Contact Details Head Management Consultant Mr. Luke Joseph Furnival Tel: 0775 217 40 78 E-mail: FurnivalLJ@cardiff.ac.uk Head Financial Consultant Ms. Sakinakhanim Kakantarli Tel: 0751 1417976 E-mail: Kalantarlis@cardiff.ac.uk

1.Background

George Thomas Hospice is currently receiving 8% of their total income through

legacy donations. However, George Thomas Hospice wishes to increase this to the

region of 20% within 5 years. Due to the sensitive nature of legacy donations, George

Thomas Hospice Care must implement a marketing strategy that is subtle in regards to

prose, whilst concise and effective in application to yield a substantial ROI. This

situation must be addressed via an innovative communications campaign that

passively entices potential donators.

Root Cause analysis

YPG have identified three possible reasons as to why George Thomas Hospice care is

not reaching its full potential in regards to legacy donations.

Apprehesnion     Absence   Unfamiliarity   Missing  Potential  

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1. Absence of a dedicated legacy fund raising team

2. Apprehension in regards to a creative, sensitive and passive communications

strategy that markets legacy donation

3. A general lack of awareness from the clients perspective

2.Objectives and In Scope/Out of Scope

• Increase legacy share in total annual income from 8% to 20% in 5 years.

• Develop a sensitive yet effaceable marketing strategy

• In the report, the process of campaign in terms of application, cost and

approach must be explained precisely and disseminated to all stakeholders.

• The budget of the marketing strategy must not exceed £10,000.

• The positive effect of the marketing strategy must be reached within 5 years.

• YPG consultants must monitor and sign off the first 4 months of the project

• The application of the marketing strategy is the responsibility of the client

after 4 months.

3.Outline Approach/Deliverables Strategy and Marketing

Project 1 - Katie’s Story

In order to meet the sensitive requirements of George Thomas Hospice, the group will

introduce a marketing campaign known as ‘Katie’s Story’. Details are described

below:

• The campaign will provide a narrative of a young girl who has been affected

by her Father’s death and highlight the care that has been provided to her by

George Thomas Hospice Care.

• The story will evolve through a host of communication mediums, each

providing a different facet of the story.

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• The marketing campaign will be directed at ‘hot zones’ derived by a

‘statistical model’ that employs age, pension type, average life expectancy and

psychographics as desired variables.

• This penetration strategy will strive to increase client leads and aims to

increase the legacy income by 80% within 3 years.

Advantages

• Non-conventional marketing communications with the use of a brand

ambassador in the form of Katie

• Indirectly introduces legacy donations whilst perpetuating the George Thomas

Hospice brand and utility

• Viral effect – unique communicative story can lead to high response and

interest potential

• Add value to the Cardiff community by highlighting the patient-family/friend

life cycle

Project 2 – Community partnerships

In order to build long sustainable success, YPG will recommend seeking partnerships

in the local area. These partnerships will be with local solicitors and banks, with the

aim to receive legacy-funding referrals through each of these respective organisations.

Details are described below:

• Build upon ‘Katie’s story’ brand and collaborate with the aforementioned

organisations to raise awareness of George Thomas Hospice

• Further education potential donators on the positive contribution they can

make via a trusted source such as a solicitor and/or a bank

• Joint fund raising events to support the commercial and CSR initiatives of

participating organisations

Advantages

• Build strong community links

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• Stronger feedback potential as a result of clients in a financial or life planning

domain

• Access a deeper donator pool and thus revenue potential

• Develop not only the legacy fund but the George Thomas Hospice brand too.

• Create sustainable and reciprocal partnerships

Target Areas

We have identified four key neighbourhoods that present a wealth of opportunity in

regards to geography, demographics and psychographics. This will yield a potential

client base of approximately 47,100 clients that meet the desired criteria. These areas

are Cardiff South West, Cardiff West, Cardiff North and Cardiff East. Further

analysis has uncovered ‘hot zones’ as detailed in figure 1.

Figure 1: Residents in towns marked with a ‘*’ currently have a life expectancy rate below Cardiff’s average. Source: (ONS 2012; ACORN, 2015; CRC, 2012)

• Llanrumney – 1800 aged 65+ *

• Rumney – 1600 aged 65+ * • Trowbridge*

• 5665 people claiming state pension

• 1985 people claiming pension credits

• Cyncoed – 2500 aged 65+ • Llanishen – 2900 aged 65+ • Pentwyn* • Rhiwbina – 3200 aged 65+ • 18505 claiming state pension • 2495 claiming pension credits

• Fairwater – 2300 people aged 65+

• Llandaff – 1700 people aged 65+

• Whitchurch & Tongwynlais – 3200 people aged 65+ • 12,185 claiming state

pension • 2290 claiming pension

credits

• Canton - 2000 people aged 65+

• Ely – 2100 people aged 65+

• 7740 claiming state pension

• 2915 claiming pension credits Cardiff

South West

Cardiff West

Cardiff East

Cardiff North

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Market Communication

Figure 2: Marketing Communication Channels

4.Work Break down Structure

The Gantt shows the initial proposal offering, the acceptance and implementation

until 31st December 2015. Plus, the in-house evaluation week to monitor the success

of the initial marketing strategy is also included. However, the plan is contingent on

objectives being met and thus, can be updated and manipulated. It must be noted that

GTHC will take full responsibility of the project from 8th January 2016 and will

evaluate the marketing strategy from this point.

Table 1: Start and End Dates of each process

Publishing  Katie's  Story  via  Social  Media  

Bus  and  Private  Hospital    Advertisements  

Distributing  Flyers  in    Target  Areas/Local  Newspaper  ads  

Engage  with  local  Solicitors/Banks  

Marketing  Communications  

Title Start Date End Date Duration (days) By Writing Proposal 14.05.15 17.06.15 34 Consultants Presentation 18.06.15 18.06.15 1 Consultants In-House Meeting and Evaluation 22.06.15 29.06.15 7 Both Writing Report 29.06.15 1.09.15 64 Consultants Recording and Preparing a Video 1.09.15 8.09.15 7 Charity Printing and Preparing Flyers 1.09.15 8.09.15 7 Charity Publishing the Video in YouTube 8.09.15 31.12.15 114 Charity Sharing the video and pictures via Social media 8.09.15 31.12.15 114 Charity Advertisements in Private Hospital and Bus 8.09.15 31.12.15 114 Charity Distributing Flyers 8.09.15 31.12.15 114 Charity Email Correspondence 8.09.15 31.12.15 114 Charity Council for Solisitors-1 25.09.15 26.09.15 1 Charity Council for Solisitors-2 20.11.15 20.11.15 1 Charity Evaluation of the Strategy 31.12.15 8.01.16 8 Both

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Figure 3:Gantt Chart of the Project

5.Costs We have identified several marketing channels that we will advise the client to use in order to market and acknowledge the Cardiff population about the Charity’s legacy activities. We plan to allocate around £10,000 per year to support our entire marketing plan. Below is the budgeted allocation by channel.

Table 2: Cost of Marketing Communications (Big Time Radio 2015; SK Advertising 2015)

Type of Advert Price Per Unit Number of

units Total

Distribution of flyers £70 (per 250 un) +200

5000 flyer £1600

Public Transport/Bus Shelter

£167 Per Week 20 week £3340

Public transport/Bus £89 Per Week 20 week £1780 Business vehicle branding

£2000 1 van £2000

Radio £500 + (£30x12) 12 months £860 Video £1000 1 video £1000 Total Cost £10,580

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For this project five audit specialists are required to involve. The below table illustrates the costs incurred for the service provided by them.

Table 3: The Cost of Consulting (Wales Audit Office 2014) Grade of Staff Fee rate per

hour Hours worked out

Total

Financial Audit Manager £111 10 £1110 Financial Auditor £56 20 £1120 Performance Audit x 2 £93 60 £5580 Performance Audit Manager £173 30 £5190 Total £13,000 Hourly rates include all direct and indirect costs related to this particular project. Below you can see both direct and indirect core expenses breakdown.

Table 4: Direct and Indirect Cost of Consulting Fee (Wales Audit Office 2014) Direct Costs Financial analysis, Market analysis,

Marketing consulting, Business performance consulting

Indirect Costs Transport costs, catering costs, unforeseen circumstances coverage, etc.

6.Risk Analysis

Table 5: Risks and Mitigation Risk Mitigation Client rejection and offense

Ensure all material has peer acceptance

Challenging ROI objectives

Correct statistical analysis of target areas backed by management to ensure ultimate objective before project launch

Transparent financials

An open and transparent accounting system that reveals fund usage - cross checked by peers

  11    Ineffective communication through ‘Katie’s story’

Create a number of different ‘stories’ to meet the changing market needs

Inconsistent and unsustainable income goals

A dedicated legacy funding team will monitor all progress and disseminate all findings amongst all personnel

Lack of volunteers

Offer certified volunteer opportunities to entice participation

Lack of business partnerships

Encourage CSR initiatives and failing that, work closely with competition

Business partnership and conflicts of interest

Confirm and agree on professional objectives that can govern the relationship and operations.

7. Added Value/Innovation GTHC needs to raise significant funds and differentiate itself from its competitors; an opportunity that it could strive to endeavour and test is honouring those who donate to GTHC whether it may be by legacy donations or any other means of donation. Giving appreciation to those donors or families would add significant value to GTHC and increase the chances of higher amounts to legacies. Thus, a ‘5-point’ plan has been formulated:

1. A book of remembrance of the names of people or families who have given and why they chose to give. The contribution will not be mentioned and this will be done only if the donors are willing to reveal their details. Something like a ‘In memory fundraising’.

2. Remembering donators on their anniversaries or special occasions

3. Dedicating a page in the annual report about those who donated

4. GTHC website needs a dedicated page for legacy donations. We believe the

charity and ‘The Wishing Well’ campaign can perpetuate the GTHC brand and

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its legacy donation section with a dedicated Q & A zone, social media account and contact line.

5. GHTC should try and create a brand community or a brand tribe in regards to

‘Katie’s Story’ campaign. Having enthusiastic supporters and people who are passionate about what GTH

8. Responsibilities Each consultant in respect to his or her experience will be given a key role and thus,

will act as a point of contact with GTHC regarding their skilled area.

Luke Joseph Furnival – Head Management Consultant

• Background: Computer Science and Japanese

• Skills: Communication, leadership, sales and strategy

Cagin Yucel – Financial Consultant

• Background: Mechanical Engineering

• Skills: Financial analysis, analytical thinking and problem solving

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Sakinakhanim Kakantarli – Head Financial Consultant

• Background: Finance and Accounting

• Skills: Financial analysis, financial management, accounting and

organisational skills

Anurag Abraham Peter – Marketing Consultant

• Background: Business Management

• Skills: Strategy, marketing and sales

Somnath Chatterjee – Management Consultant

• Background: Physics

• Skills: Critical thinking, analytical skills and team-work

  13    Appendix. A. References ACORN. 2015. The Smarter Consumer Classification [Online]. UK:ACORN Available at: http://acorn.caci.co.uk [Accessed: 7th June 2015]. Big Time Radio. 2015, Local Radio Advertising [Online]. South Wales: Big Time Radio. Available at: http://www.bigtimecardiff.co.uk/ads/ [Accessed: 8th June 2015]. CRC. 2012. Facts and Stats [Online]. Cardiff: Ask Cardif Available at: http://www.askcardiff.com/content.asp?nav=2872,3257,6571,6572&parent_directory_id=2865&id=13784 [Accessed: 7th June 2015]. ONS. 2012. Dataset and Reference Tables [Online]. UK:ONS Available at: http://www.ons.gov.uk/ons/datasets-and-tables/index.html [Accessed: 7th June 2015]. SK Advertising. 2015. Easy Outdoor Advertising [Online]. Wales: Signkick. Available at: http://www.signkick.co.uk [Accessed: 8th June 2015].

Wales Audit Office. 2014. Local Government audit and inspection fee scales 2014-2015 [Online]. Cardiff: Wales Audit Office. Available at:http://www.audit.wales/system/files/publications/WAO_Fee_Scales_English_2014-15.pdf [Accessed: 8th June 2015].