Presented by: Lasting

Impression Ad Agency 

MKTG: 384 Integrate Marketing

Communications, Section 1 
James Madison University 
Cannessa Collins 
11/18/2021 
Campaign Theme: More than Insurance... 
Time Period: January 1, 2022 - December 1, 2022 
Creators: Scott Bowden, Alex Horgen, Sarah
Petrocelli and Shaila Sadia 
 Table of Contents 
Agency Philosophy............................................................................ 1
Meet the Team ..................................................................................... 2
Executive Summary............................................................................ 3
Industry Review.................................................................................. 4
Company Description......................................................................... 6
Product Description.................................................................. 8
Competitive Review............................................................................. 10
Buyer Analysis................................................................................... 14
Personas....................................................................................... 15
Primary Research.............................................................................. 17
Promotional Program and Situational Analysis...................... 19
Segmentation, Targeting, & Positioning............................................ 20
Marketing Goals................................................................................ 21
Campaign Theme.................................................................................. 21
Communication Goals & Strategies.............................................. 21
Creative Brief..................................................................................... 22
Media Plan............................................................................................25
Traditional Advertising Objectives.................................................... 25
Digital Marketing Objectives............................................................ 28
Social Media Objectives.................................................................... 30
Support Media Objectives................................................................. 32
Direct Marketing Objectives............................................................. 34
Sales Promotion Objectives............................................................. 36
Personal Selling Objectives.............................................................. 38
Public Relations Objectives.............................................................. 40
Sponsorship Objectives..................................................................... 42
Media Flowchart................................................................................ 44
Budget Breakdown & Summary...................................................... 45
Measuring IMC Program Effectiveness....................................... 46
Conclusion........................................................................................... 47
Appendix A- Personas............................................................................. 48
Appendix B- Traditional.......................................................................... 48
Appendix C- Sales Promotion................................................................ 50
Appendix D- Public Relations................................................................. 51
Appendix E- Sponsorship........................................................................ 51
References............................................................................................. 52
 Page 1

Agency Philosophy 
Lasting Impression Ad Agency
Unforgettable at First Glance

Mission Statement 
To create lasting impressions that make a positive impact on the community.

Agency Philosophy 
Lasting Impressions ad agency works to make clients feel like family. We do our best to connect with the real world and
more ways than one. Lasting Impressions wants to help those in the community first before anything. Lastly, Lasting
impressions will develop relationships that can make a positive change within this world.

Competitive Advantage 
Lasting Impressions is an agency that is rooted in strong and observable marketing practices, one that will never stop
innovating and believes in outstanding customer service to ensure our clients are left with a positive lasting impression.
 Page 2

Meet the Team 

Hello, my name is Sarah Petrocelli. I am a senior marketing

major with a concentration in professional sales. I am from
Richmond, VA. This year I also have the pleasure of serving
as co-chair of Education and Outreach for SafeRides, a
student run organization on campus.

I am Shaila Sadia and a senior Marketing major. I was born

in Bangladesh, but now live in Sterling, Virginia. I enjoy
learning other languages and about Asian culture as a
hobby. I am also minoring in Asian Studies with hopes to
travel across Asia in the future.

My name is Alex Horgan. I’m from Centreville, Virginia and I

am a senior Marketing major. I am part of the James
Madison University club lacrosse team. In my free time I
enjoy spending time with my friends and watching sports. 

My name is Scott Bowden, I am from Centreville, Virginia

and I am a Senior Marketing Major at JMU. Outside of class I
enjoy outdoor activities such as hiking and pickup sports
with friends.
 Page 3

Executive Summary
Major Target Audiences 
Big Sky Families
35-54, College Graduate, Upscale Income, Middle age, family mix, management/professional employment
Harrisonburg Area (22801, 22802, 22807) (Claritas, 2018)
Up and Comers
25-44, College graduates, upper-midscale income, younger family mix, management/professional employment
(Claritas, 2018)

Time Period of Campaign 

Duration of Campaign: January 1st, 2022 – December 31st, 2022)

Campaign Objectives 
To convert 10 percent of single policyholders to multiple policyholders by December 31st, 2022.
To increase the number of new accounts by 10 percent (compared to 2021) by December 31st, 2022.
Traditional and digital advertising will be used to increase customer awareness by 15% by the end of the campaign
period ending December 31, 2022.
Social Media and digital marketing will be used to increase interest by 12% by the end of the campaign period
December 31st, 2022.
Direct marketing and public relations will be used to increase the desire by 9% by the end of the campaign period on
December 31st, 2022
LD&B will use a sponsored event to increase action by 6% by the end of the campaign period on December 31st, 2022.

Campaign Theme/Slogan 
More than insurance...

Total Budget 
$25,000

Evaluation Program 
Evaluating the effectiveness of the campaign will be quite simple, comparing the number of policies held by LD&B
clients before and after the campaign period along with inquiring new clients as to how they heard of LD&B.

Section Summary 
Industry Review: A description of the industry LD&B competes in and the key factors that influence this industry.
Company Description: A general overview of the history, status, and organization of LD&B.
Product/ Service Review: The service that is the focus of our campaign, the organizations strategic planning and
management used there industry.
Competitive Review: A review of the important direct and indirect competitors within the insurance industry.
Buyer Analysis: A review of the market industry, consumer behavior decisions, and user profiles.
Primary Research: Research gathered from customers through interviews, surveys, and social media.
Promotional Program Situational Analysis: A review of the past and present promotional programs used for media
strategies.
Segmentation, targeting, and Position: A review on the segments targeted for our LD&B campaign.
Marketing goals: The overall marketing goals that we accomplish during our Integrated marketing plan.
Campaign theme: More than insurance…
Communication goals and strategies: Objectives for our campaign relating to brand awareness, knowledge and interest,
favorable attitudes and intentions, and purchase intentions.
Creative brief: A review of our message strategy relating to our objectives, target audiences, advertising appeal, message
strategy, positioning, creative framework, considerations and tactics.
Media Plan: A detailed description of traditional advertising, digital marketing, social media marketing, support media,
direct marketing, sales promotion, public relations/ publicity, and sponsorship recommendations.
Media flowchart: A summary diagram to show the major aspects, events, and activities throughout this campaign.
Budget Breakdown: A detailed break of our budget and how we allocated money to advertisements throughout the entire
campaign.
Measuring IMC program effectiveness: The overall effectiveness of how the campaign will be measured through
conversion rate.
Conclusion: A review of the overall campaign plan and how effective it is.
Appendices: Information and other materials that potentially have value towards the client.
 Page 4

Industry Review 
Industry Description 
LD&B competes in the insurance agency industry and the industry’s property/casualty
consists of home, auto, and commercial insurance. In the industry, 51% of premiums come from property/casualty
and 49% come from life & annuity. The industry is in its mature stage of the business life cycle with high levels
of competition, is highly regulated, and has few product innovations (Gambardella, 2021).

Industry Description 
There are about 422,688 insurance brokers and agencies in the US, as of 2021. The industry has increased in size by
1% for the past five years (Insurance Brokers & Agencies, 2021). The industry brought in 1.28 trillion in 2020.
Locally, LD&B’s main competitors are State Farm, Jenkins Insurance, BB&T/McGriff, Rockingham Group, Blue
Ridge Insurance, and Insurance Center (Shank, 2021).

Growth 
Despite the pandemic, the insurance industry’s revenue grew by 2.7% in 2020. Increased housing premiums
encouraged by social distancing allowed for higher insurance premiums, causing the jump in revenue. As
businesses reopen and people are going back to work many of the policies that were suspended during lockdowns
are being reopened, causing yet another spike in revenue. During this year, there has been an industry growth of 2%
and revenue of $5.3 trillion, thus far (Schulman, 2021).

Current Trends 
1. Consumers want to see that insurance brands care - Several companies in the health insurance industry have
stepped away from traditional category communication to engage with consumers through social campaigns that help
to build brand awareness and foster a trusting environment. LD&B is already an active member of the community
however increasing those interactions will bring more brand value (WARC, 2019).

2. Loyalty strategies underperform in financial services - Loyalty is important in this industry however it is

considered secondary consideration. While one of LD&B’s goals is to retain clients and to have more clients
become multiple policyholders, targeting new audiences will also be a consideration in the promotional program (WARC,
2019).

3. Online and offline video media are extremely effective when they showcase the emotion and humility of the
brand. Using some of the IMC budget to go to making a video that can be displayed on their website that showcases their
work in the community and their core values may be effective at capturing new customers (WARC, 2019).

4. TV and radio are more effective than other digital media lines of communication - A larger portion of the IMC budget
may be used more effectively if put to radio ads or television rather than digital media (WARC, 2019).
 Page 5

Macro-Environmental Factors and Issues 

● Demographic – The insurance industry serves 25 to 80 years old adults, of all genders, who own a car and/or home,
in addition to business owners. Clients usually maintain a stable income and job. Policyholders are those who
want protection in case of accidents, natural disasters, theft, and other threats that may occur throughout one's lifetime
(IBIS Schulman, 2021).
● Economic – One of the most important determinants of insurance agencies success is profitability. Low interest,
little economic growth, and high inflation have a negative impact on insurance profitability (Doroftei and Jakubik, 2015).
● Technological – Technology changes are constant and very relevant as insurance agencies utilize new forms of
technology to adapt their strategies to reach customers. They use technology for information storage and analytics to
better understand customers as well as safeguard private information. By using AI, many insurance agencies offer insurance
quotes without the need to talk to an insurance agent (Schulman, 2021).
● Political – Depending on tax cuts and minimum wage rates, the willingness of customers who hold insurance policies are
affected. Many insurance agencies also provide federal contributions to political parties. During the 2020
election, the insurance industry offered $120 million in federal contributions. Since 1992, most of their
election contributions favored republicans over democrats (OpenSecrets, 2021).
● Legal – Insurance agencies require licenses, as well as following NAIC’s regulations to operate (NACI, 2021). In
most states, it is illegal to not have car insurance and many mortgages require homeowners’ insurance
(Insurance Information Institute, 2021).
● Social – Insurance agencies often donate to charitable causes and sponsor events. Several Insurance companies donated
to Covid-19 causes. Customers prefer insurance agencies to have a trustworthy, active, and helpful image since they want
to be able to rely on them during difficult times (WebFX, 2021).

● Cultural – Many insurance agencies seek to portray an inclusive image. For example, one of the industry leaders,
State Farm, uses the slogan “Like a good neighbor, State Farm is there.” The goal of the slogan is to appear sociable
and reliable even at times where you need them most since they are in the insurance industry that works with you
in case things go wrong. Furthermore, the NAIC regulations prohibit discrimination of insurance policy based on race or
nationality (NACI, 2021).
● Environmental – Many companies have moved to paperless forms of contact to reduce their waste. They have also
switched to devices that conserve energy with Energy Star at their offices and some use renewable energy for all electricity
purposes (Aii, 2021).

Other Key Factors 

Climate Change - As climate changes, the frequency of natural disasters have made customers more conscious of
protecting their homes, automobiles, and businesses. This pressures insurance companies to strictly follow regulations
and exceed customer expectations (Forde, Larsen, & Shokraee, 2021).
AI technology - As consumers move away from traditional forms of advertising and contacting businesses, the insurance
industry is growing their AI technology usage by using more search engine ads and digital marketing. They are also moving
to automating customer service on their website by having a computer-based responder to FAQs. By 2030, vehicles are
expected to become more automated with features like self-driving. This will need to be considered by insurance agencies
by adapting their policies and following new regulations that could be adopted in the future (Balasubramanian, Libarikian,
& McElhaney, 2021).
 Page 6

Company Description 
History of Organization
LD&B began as a humble life and health agency, started by Gene Diener, in 1975. After
Diener started the life and health insurance package, his cousin Jonas Borntrager joined
the team. They later created a benefits administration department. In 1992, Gene merged
with Laymen Insurance Agency to offer property and liability insurance. It was Gene's idea
to transition into employee ownership, in 2004. Today the company is 100% employee
owned. In 2011, the addition of financial services began which made LD&B a full-service
agency (LD&B, 2021).
Organization’s Present Status
Today, LD&B is one of the top Insurance and Financial service agencies in the Harrisburg
area. They have 5 offices in Virginia, the main one being in Harrisonburg. The other 4
offices are in Staunton, Bridgewater, Broadway, Luray, Woodstock, and Mt. Jackson. LD&B
has a 95% customer retention rate which is higher than the industry average of 84%
(Furlong, M., 2021). LD&B puts a great deal of emphasis on their customer service quality
and value the feedback they receive from customers. Over the past 15 years, LD&B has
transitioned into making the company 100% employee owned. Currently, LD&B is looking
to improve its marketing techniques to connect to the mid 20s- and 30-year-olds. LD&B is
focusing on converting single policy holders into multiple policyholders in the personal
accounts department (LD&B, 2021).
Product lines (LD&B, 2021)
ATV Insurance
Auto Insurance
Boat & Marine Insurance
Collector Car Insurance
Condominium Insurance
Earthquake Insurance
Flood Insurance
High Net Worth Coverage
Homeowners Insurance
Mobile (Manufactured) Home Insurance
Motor Home / RV Insurance
Motorcycle Insurance
Personal Umbrella Insurance
Personal Watercraft Insurance
Rental Property Insurance
Renters Insurance
Snowmobile Insurance
Valuable Items Insurance

Target Markets
Currently, LD&B does not segment their market and they do not have a specific target
market that they gear their advertising to. However possible market segments could
include: realtors and banks in the Harrisonburg area, policyholders who have adult
children that will soon be buying their own insurance, current policy holders, and then
new business which would be people who do not currently work with LD&B.
 Page 7
Sales History

LD&B had a total revenue of $3,000,000 in 2020 mainly through Home, Personal Auto, and
Personal Umbrella insurance policies. Although the number of new policies being sold has
been decreasing in past years, there has been an increase in clients renewing their policies
and staying with LD&B. Attached below are graphs further explaining the trends(Shank,
2021).
Marketing Mix
Currently, LD&B does not have a specific marketing mix that they use. In the past they have
tried a digital marketing campaign that was unsuccessful. Currently, their website serves as
their main source of advertising. However, the IMC will include shifts away from their
current marketing mix, or lack thereof.
SWOT
Strengths: LD&B offers a variety of personal account products such as auto, home, umbrella,
policies. They have a positive impact on the community as they are deeply involved in their
communities. In addition, they value high levels of customer service and treat each client
like family which builds trust with clients. Due to building trust with clients, LD&B has a
higher retention rate than the industry average.
Weaknesses: LD&B struggles to convert single policyholders into multiple policyholders.
They also have launched several marketing strategies that have had varying degrees of
success.
Opportunities: LD&B has the opportunity of expanding business by creating relationships
with banks and realtors in the area to increase their word of mouth marketing. In addition,
expanding the target market to younger people that need home and auto insurance in their
mid 20s or who are just now buying insurance for the first time.
Threats: LD&B has several local competitors and they also compete with nationally known
insurance agencies who have offices locally. In addition, As insurance policies increase,
customers may decide to go with another agency (Wagner, 2021).
Positioning
For customers who want easy access to quality insurance for their families and want
customized protection for their home, cars, and other personal assets, LD&B provides a
customer service experience like no other. LD&B is accessible to their community at a
moment’s notice. Unlike all other competition, we provide customization options to
provide our clients with the best policies, a team of representatives always at the ready for
customers convenience, and our 80 insurance provider partners to match the right policy
to the right customer.
Brand Review
Currently the personal lines for new policies are lower than the previous years. LD&B has
had their worst May since 2018. This could be due to covid effects or insurance rates (Shank,
2021).
Other Factors
LD&B has been very high on its company values ever since Gene Diene started the
company in 1975. LD&B follows a 5-value blueprint system, ranging from generosity, service,
integrity, teamwork, and innovation. LD&B is very proud to return their resources back into
our Harrisonburg community. The community in Harrisonburg means a lot to their
organization. LD&B is a generalist full-service agency that can assist on needs from
personal insurance to financial services (LD&B, 2021).
 Page 8

Product Description 
Product/Service Description
The product that is the focus of our campaign is personal accounts, these range from home, auto and
umbrella insurance. Our goal is to convert single policy holders into multiple policyholders. We are also
trying to attract new customers so we can increase our personal account numbers (LD&B, 2021).
Sales History
LD&B had a total revenue of $3,000,000 in 2020 mainly through Home, Personal Auto, and Personal
Umbrella insurance policies. Although the number of new policies being sold has been decreasing in
past years, there has been an increase in clients renewing their policies and staying with LD&B. Attached
below are graphs further explaining the trends (Shank, 2021).
Market Share
Market share was calculated by taking the total LD&B revenue over the total sales for the insurance
industry 3 million/ 881.2 billion = .000003404 (Shank, 2021).

SWOT for Product/Service

● Strengths: By partnering with over 80 insurance companies LD&B is able to find clients personalized
insurance to suit their needs. Many clients who have these types of policies will renew them.

● Weaknesses: A weakness that LD&B struggles with is their inability to lower prices for their customers due
to strict regulations imposed by the government.

● Opportunities: LD&B has the opportunity to showcase their ability to shop around
policies which allows them to provide their clients with the coverage they want at a more
affordable price.

● Threats: Competitors can provide potential clients with a quote immediately without ever
having to speak to a broker, many people enjoy that convenience and LD&B does not
have that type of product offering speed as they prefer an old fashion face to face method of conducting
business. Competitors in LD&Bs geographical area have similar policies and pricing.

Key Benefits
LD&B has many offices throughout Virginia working in local areas to remain accessible to their customers.
LD&B believe in giving a personal touch to their insurance needs. LD&B works to find the best policies for
each customer through partnerships with over 80 insurance providers. Their personal touch keeps
customers satisfied and renewing policies as they trust their brokers and have an established relationship
with the firm. In addition, the company is very involved in the communities they serve and host many
events for their clients and the community LD&B, 2021).
Brand Image
LD&B is an employee-owned company that feels more like a family. They focus on doing good in the local
area by sponsoring charity events to help the community. LD&B strives to help inform individuals about
recent news and updates in the insurance world through their Insurance Blog available to anyone
whether they are a customer or not (LD&B, 2021).
Positioning
For customers who want easy access to quality insurance for their families and want customized
protection for their home, cars, and other personal assets, LD&B provides a customer service experience
like no other. LD&B is accessible to their community at a moment’s notice. Unlike all other competition,
LD&B provides customization options to provide our clients with the best policies, a team of
representatives always at the ready for customer convenience, and our 80 insurance provider partners to
match the right policy to the right customer (LD&B, 2021).
 Page 9
Other Factors
LD&B cannot compete the marketing budget of insurance agencies that are known nationally. For
example, LD&B identified State Farm and Geico as two competitors who are known nationally but have
local offices in Harrisonburg. Their IMC budgets are much larger than what LD&B can afford, so all the
marketing dollars that LD&B has need to be as effective as possible. In terms of competing with other
locally owned insurance agencies, LD&B is the most involved in the community and clients tend to speak
highly of their services. LD&B relies heavily through positive word of mouth to gain traction.

Perceptual Map
The variables of Customizability and customer
service were identified due to LD&Bs community
focus and ability to mix and match policies from
many different providers compared to most
competitors on the market (LD&B, 2021). Farmers
Insurance for example has a limited number of
policies to choose from compared to other agencies
and they lack the personal customer service offered
by smaller agencies (Farmers, 2021). State Farm,
while being a nationwide insurance company has
not let that affect how they communicate with
customers ensuring that all their needs are met,
however they still do not offer as many policies as
other agencies (State Farm, 2021).

LD&B’s most popular personal lines of insurance are

Automobile followed by Homeowners, and then
Personal Umbrella. While Homeowners and Personal
Umbrella still maintain a large portion of total
policies, automobiles are far more common as one
household can have multiple drivers and cars (LD&B,
2021).
LD&B currently has 12,000 clients and a total of
22,000 policies. Currently 80% of clients hold
multiple policies with LD&B while 20% only hold a
single policy (LD&B, 2021).
 Page 10

Competitive Review 
Direct Competitors:
Rockingham Group Insurance
Key Benefits:
Rockingham Group Insurance operates in the states of Virginia and Pennsylvania. They serve niche markets by providing a full
suite of modern and tailored insurance policies and programs. These programs are available to customers in all 50 states and
internationally. Meanwhile the Rockingham Group is constantly improving their technical capabilities and product lines to
better serve their customers (Rockingham Group, 2021).

Positioning:
For individuals or families, Rockingham Group Insurance, is the insurance agency that will provide segment-specific expertise
that will fulfill any personal and business insurance needs.

Promotion Program Mix:

Rockingham Group Insurance utilizes social media advertising including Facebook and YouTube along with other digital
marketing efforts including online banners and posters. They also utilize television commercials and billboard advertisements.

Message and Media Strategy:

Providing service to their customers across the country to develop trust to build long-lasting relationships.

Assessment of Strengths and Weaknesses:

Rockingham Group has offices across Virginia and Pennsylvania and can provide insurance to niche markets across the United
States and internationally. However, they have had no promotional updates in the past three years paired with their slow
customer service response time and lack of customization in policies.
Jenkins Insurance

Key Benefits:
Jenkins Insurance is a family-owned insurance agency operating in the Harrisonburg and Rockingham area. Jenkins believes in
treating the customers as family building relationships so that they can focus on their customers long term goals. By working
with multiple insurance companies Jenkins is able to give their customers a personalized insurance plan to fit any individual's
personal or business insurance needs (Jenkins, 2021).

Positioning:
For individuals or families, Jenkins Insurance, is the insurance agency that will utilize their resources to achieve the customers
long-term goals.

Promotional Program Mix:

Jenkins Insurance & Financial Services focuses on digital marketing with online banners and posters as well as informational
videos on their very own YouTube channel to educate customers on insurance news.

Message and Media Strategies:

Treating customers like family ensuring all their needs are being met with exceptional life-long customer service.

Assessment of Strengths and Weaknesses:

Jenkins Insurance has been operating in the Harrisonburg and Rockingham area since 1983 building strong relationships with
their customers treating them like family. Meanwhile partnering with 13 insurance companies in order to provide personalized
options for customers. However, Jenkins Insurance only operates in Virginia and has had very little marketing efforts over the
years to gain new customers.
 Page 11
Direct Competitors:
Insurance Center of Harrisonburg:
Key Benefits:
The Insurance Center of Harrisonburg works as an independent agency in the Harrisonburg and Rockingham area. Insurance
Center works to develop and modernize its community while making sure to honor and preserve the past. Insurance Center
works with many insurance companies in order to provide customers with modern insurance solutions (Insurance Center of
Harrisonburg, 2021).
Positioning:
For individuals or families, Insurance Center of Harrisonburg, is the insurance agency that will honor the past while working to
build its customers a better future so they can continue to prosper.
Promotional Program Mix:
The Insurance Center of Harrisonburg uses billboard advertisements along with digital marketing including social media
through a Facebook page.
Message and Media Strategies:
Treating customers as human beings, with honor and decency with a supportive and diverse culture striving to never lose the
human touch.
Assessments of Strengths and Weaknesses:
The Insurance Center of Harrisonburg works closely as an independent agency of Erie Insurance meaning that they have all the
resources of a large insurance company while maintaining a close relationship with their clients. However, the Insurance center
of Harrisonburg has very little marketing both online and off.

Indirect Competitors:
Progressive
Sales
Progressive made $42.7 billion in total revenue with a total of 24,719.9 thousand lines established company-wide in 2020
(Statista Research Department, 2021).
Market Share
They had about 13.3% of the market share amongst auto insurers with $33.17 billion in premiums written as of 2020 (Tom
Jacobs, 2021).
Growth
Progressive achieved a net income growth of 4.3% in 2020 even during Covid and grew by 6.92% in personal auto premiums.
(Progressive Corporation, 2020) (Calvin Trice, 2021).
Key Benefits
Progressive has several premium discounts
Rideshare insurance available for Uber or Lyft drivers with personal Progressive auto insurance policy. For financed/leased
vehicle owners, Progressive offers the “guaranteed auto protection” insurance to cover the difference between what you owe
on your car and its actual value in total (Progressive, 2021).
Positioning
Progressive values integrity, respect, customer goals, excellence, and profit (Progressive, 2021).
Advertising and Promotion Budget
They spent nearly $2.18 billion on ads in 2020. 
Promotion Program Mix
Uses social media platforms such as Facebook, Instagram, and twitter. TV ads, YouTube ads, radio, and other forms of digital
marketing. Billboards and posters Influencers, content marketing, search and display, and public relations (Repair Driven News,
2021)
 Page 12
Progressive
Message and Media Strategies
Flo: The Progressive Girl’s success is due to a funny concept and effective execution of creating a unique cultural icon. Flo
stands out with her heavy make-up and outgoing personality. They used Flo and humorous odd situations that are out of the
ordinary and memorable to create awareness and company association. This allows them to get into a customer’s
consideration set.
Message = “You could save hundreds on car insurance,” “Name your price” and “Think easier with Progressive” Essentially,
they want to tell customers that they can help save money with their variety of policies in an easy process (Progressive,
2021).
Strengths and Weaknesses
Strengths:
      1. Efficient workforce and management
      2. Strong financial standing
      3. Very responsive to client’s needs/preferences   
      4. Reliable relationship with retailers
      5. Strong brand recognition
Weaknesses:
      1. Prices vary with the purchase method – insurance online, insurance agents, and over the phone will offer different prices
      2. Lower-than-average third-party ranking – In the J.D. Power 2019 Auto Claims Satisfaction Study, Progressive’s rating was
           856, which was lower than the industry average rating of 868.1
     3. Discounts not available in all states – Their home and auto bundle discounts vary, and not everyone will qualify in their
          locations.
     4. Limited geographical coverage
     5. High operation costs (Tretina, 2020)

State Farm
Sales
State Farm earned $41,986 million in premiums with a total revenue of $78.9 billion for 2020 compared to their $79.4 billion
revenue for 2019 (Statista Research Department, 2021).
Market Share
They have 16.2% of the market share amongst auto insurers with $40.40 billion in premiums written as of 2020 (Tom Jacobs,
2021).
Growth
They experienced a 34% decrease in net income from $5.6 billion in 2019 to $3.7 billion in 2020. However, net worth rose by
8.6% from $116.2 billion in 2019 to $126.1 billion in 2020 due to gains in the stock market (Eggert, 2021).
Key Benefits
State Farm offers a wide range of life insurance options: whole life, term life, and universal life policies with different coverage
options/riders for customization. They also offer a an option where customers can convert their term life policy to permanent
coverage. No-exam insurance is available: State Farm allows customers to get $50,000 in coverage without a medical exam
(State Farm, 2021).
Positioning
State Farm values benefiting the community, fairness, and respect (State Farm, 2021).
Advertising and Promotion Budget
State Farm spent $1.17 billion on advertising in 2020 (Eggert, 2021). 
Promotion Program Mix
State Farm uses social media platforms such as Facebook, Instagram, and twitter. TV ads, YouTube ads, radio, and other forms
of digital marketing are also utilized. Billboards, posters, influencers, content marketing, search and display, and public relations
are also a part of the promotional mix.  (Repair Driven News, 2021)
 Page 13
Geico
Sales
GEICO is an auto insurance subsidiary of Berkshire Hathaway. They generated a revenue of $35.09 billion in 2020 which is
a decrease of about $480 million from 2019 (Statista Research Department, 2021).

Market Share
Geico had 13.6% of the market share amongst auto insurers with $33.92 billion in premiums written as of 2020 (Tom
Jacobs, 2021).

Growth
GEICO experienced a 5.14% growth in personal auto premiums in 2020 (Eggert, 2021).

Key Benefits
1. Excellent Customer Service:
2. 24/7 service all year around
3. Quick and fair claim settlements
4. GEICO Insurance Agents are available all over the country
5. Has substantial resources to pay claims
6. GEICO’s parent company has assets of over $32 billion
7. Low Rates and Great Discounts - could save you 15% or more:
8. Multi-car discount
9. Awards discounts for cars with safety features
10. Discounts available to members of many organizations (Geico, 2021).

Positioning
Geico is the insurance company for individuals and families that value service, integrity, and growth (Geico, 2021).

Advertising and Promotion Budget

GEICO spent an estimated $2.26 billion on advertising in 2020 (Eggert, 2021).

Promotion Program Mix

GEICO uses social media platforms such as Facebook, Instagram, and twitter. TV ads, YouTube ads, radio, and other forms
of digital marketing such as influencers, content marketing, search and display, and traditional marketing such as billboards
and posters along with public relations (Repair Driven News, 2021)

Message and Media Strategies

Message:“15 mins can save you 15%.” Geico aims to promote that their insurance policies provide quick and easy ways
to save money.
GEICO uses a memorable, light humored, talking gecko to provide a funny story that brings their brand promises to life
(Forbes, 2021).

Strengths and Weaknesses

Strengths:
1. Fast-growing auto insurer
2. Provides 24/7 customer service all year around
3. High ratings for financial strength and claims-paying abilities
4. Popular advertising campaigns
5. Coverage for over 22 million motor vehicles owned by more than 13 million policyholders
Weaknesses:
1. Several operational constraints
2. Experienced a drop insurance penetration in 2013
3. Intense competition (Tretina, 2020)
 Page 14

Buyer Analysis 
Market Segment 
Demographic: Married couples and single individuals, lower to upper scale income, high school education 
Geographic: Harrisonburg, Staunton, Bridgewater, Broadway, Luray, Woodstock and Mt. Jackson 
Psychographic: Working-class individuals and families that value health and safety  

Behavioral: people who like to manage risks and provide safety for their family and/or themselves 

Consumer Buying Decision Process 

Problem Recognition: Recognizing the need for a personal line of insurance and being motivated by safety and security to
obtain one 
Information Search: Researching personal lines of insurance based on preferences/needs, talking with family and friends,
listening to word of mouth in their circles of influence 
Evaluation of Competitors: Reviewing and researching competitors such as Blue Ridge Insurance, Rockingham Group and State
Farm 
Purchase Decision: Picking LD&B for the desired insurance needs 
Post Purchase Behavior: Evaluating the decision of picking LD&B by their level of satisfaction of coverage and service.
Experiencing no cognitive dissonance 
Who Makes the Decision? 
The client makes the decision. Both families and individuals will buy the product. 

What Factors Influence the Buying Decision? 

Demographics:  
Income: wealthy individuals may want premium policies 
Marital/Family Status: influence the amount of people needing to be covered by the policy 
Age: influence the types of policies and the amount of coverage that is needed 
Geographic: trusting local companies vs using a nationwide service 
Psychographic: 
Personality: individuals that value safety and security 
Lifestyle: working class vs upper class individuals 
Behavioral: 
Purchase Patterns: how often individuals renew their policy or when they begin looking for insurance coverage 

High or Low Involvement? 

Buying insurance is a high involvement buying decision becuase of the amount of information search that must be done and the
implied risk the customer is taking is high. 
Key Factors that Influence Buyer Behavior 
Factors that may affect the purchase of personal lines of insurance are age, family status, personal/medical history, and income 

Buying Behavior 
Extended problem solving because of how valuable and expensive the purchase can be 
 Page 15

Consumer Personas 
Page 16
 Page 17

Primary Research 
After combing through service reviews on Google Reviews, Facebook, and Yelp, it appears that LD&B is
viewed positively throughout the community. There are a small number of written reviews which might be
due to the nature of the service/product. The limited number of reviews does not provide a big enough
sample size to fully discern the level of contentment about the brand, however, because of the community
engagement efforts and positive reviews over the years, it can be assumed that LD&B is a well-received
brand.

From the years 2016 - 2020, LD&B has received 16 reviews

from customers. Overwhelmingly, the majority of the reviews
have been positive. 75% of the reviews they received have
been 5- star reviews. However, there is a small group of people
who gave LD&B 1-star reviews over the years.
Page 18
 Page 19

Promotional Program
Situation Analysis
Internet Advertisement 

Billboard 

Facebook Page 
 Segmentation, Targeting,
Page 20

and Positioning
Primary and Secondary Target Market:
Our primary target market will be the Big Sky Families segment from Claritas with 7,718 households in the area and the
average household employment being in managerial or professional roles with parents aging from 35 through 54 (Claritas,
2018). Our secondary target market will be the Kid Country USA segment from Claritas with 1,444 households in the area
and a mix of household employment throughout different trades/professions with parents aging from 25 through 44
(Claritas, 2018). LD&B chose these markets because it will give them the best chance to communicate to potential and
existing customers.

Positioning Strategy:
LD&B is focused on personal community involvement and providing customized quality insurance with ease through great
customer service. The goal of the campaign is to portray LD&B as a company that offers friendly customer service since they
care about their customers’ overall experience and wants to connect with the area through their charity
events/sponsorships.

Social Explorer Map:

The 4 graphs represent the target market that will be utilized for the duration of the campaign known as the Big Sky Families
from Claritas. Each of the graphs below depict the number of people within the Harrisonburg area, within a radius of 20 miles,
with the following attributes: age range of 34-65, an income of more than $100,000, a family style household, and those who
drive a car, truck or van. Each dot on the map represents 50 people (Social Explorer, 2021).

Ages: 34-65 Income: More Than $100,000

Mode of Transportation: Cars, Trucks and Vans Style of Household: Family Household
 Page 21

Marketing Goals 
1. To convert 10 percent of single policy holders to a multiple policy holder by December 31st, 2022.
2. To increase the number of new accounts by 10 percent (compared to 2021) by December 31st, 2022.

Campaign Theme 
More than insurance... 
Rationale 
The campaign theme being used for the duration of the campaign is “More than Insurance…”, this theme will showcase how
many roles LD&B plays in the lives of its clients. One section of the campaign will be focusing on “More than insurance, we are
family” emphasizing to clients that LD&B will be there for them throughout life,regardless of what happens. The next section
of the campaign will be focusing on “More than insurance, we are friends” in order for customers to clearly understand that
LD&B isn’t like other insurance agencies, LD&B will be a part of their clients lives sponsoring events around town and doing
what it can to help the community. The third section of the campaign will be focusing on “More than Insurance, we are
neighbors” through the use of this section the target market for the campaign will realize that when dealing with LD&B, they
are not dealing with some bureaucrat from a big corporation, they are dealing with someone who could be living next door to
them. Finally the last section of the campaign will be focusing on “More than Insurance, we are mentors” showing potential
customers how they can take charge of their own futures through using the resources available to them through LD&B. By
using a campaign theme with the ability to be applied over a broad topic will be extremely important in reaching the target
market for the campaign.

Communication Goals and

Strategies 
Awareness:
Traditional and digital advertising will be used to increase customer awareness by 15% by the end of the campaign period
ending December 31, 2022.
Interest:
Social Media and digital marketing will be used to increase interest by 12% by the end of the end of the campaign period
December 31st, 2022.
Desire:
Direct marketing and public relations will be used to increase the desire by 9% by the end of the campaign period December
31st, 2022, by implementing a sponsored event. The direct marketing and public relations stories will be released 6 weeks
before the date of the event.
Action: LD&B will use a sponsored event to increase action by 6% by the end of the campaign period December 31st, 2022.
By using personal selling and direct marketing to encourage current clients to bundle their insurance or to entice new
customers to become clients.
Action:
LD&B will use a sponsored event to increase action by 6% by the end of the campaign period December 31st, 2022. By using
personal selling and direct marketing to encourage current clients to bundle their insurance or to entice new customers to
become clients.
 Creative Brief 
Page 22

Problem Statement 
LD&B faces a loss of 8% of their customers annually due to clients moving, changing providers, or when they
eventually pass away. LD&B is trying to actively implement new strategies to try and shrink this number to retain
its clients and sell them multiple policies throughout the relationship.
Communication Objectives
Awareness Interest Desire Action
Traditional and digital Social Media and Direct marketing After the sponsored
advertising will be used digital marketing will and public relations event, personal selling
to increase customer be used to increase will be used to and direct marketing
awareness by 15% by the interest by 12% by the increase the desire will be used to
end of the campaign end of the campaign for a sponsored encourage current
period (December st, period (December event. The direct clients to bundle their
2022). st, 2022). marketing and insurance or to entice
public relations new customers to
stories will be become clients. By the
released 6 weeks end of the campaign
Target Audience - Big Sky Families before the date of
the event. These
period (December
st, 2022) action will
Demographics/Geographics tactics should have risen by 6%.
35-54 age, College Graduate, Upscale income, middle increase desire by
age family mix, management and professional 9% by the end of
employment (Claritas, 2018) the campaign
Harrisonburg Area (zip codes: , 22802, 22807) period (December
st, 2022).
Behaviors
Buys almost every piece of outdoors and sporting equipment on the market in order to entertain themselves and
their families. They go hunting a lot too.
Psychographics
Enjoys country music, team sports, and outdoor activities (mostly hunting).
Current Mindset/Preferred Mindset
Currently think that while insurance is important it isn’t always worth the cost of coverage or hassle of finding
policies that suit their needs within their budget due to their hectic schedules.
Insurance is necessary on all the expensive equipment they purchase due to the high likelihood of injury from
improper use and the cost of replacing any equipment that gets broken.
Target Audience - Up and Comers
Demographics/Geographics
25-44 age, College Graduates, Upper-mid scale income, younger family mix that are just beginning,
management and professionals employment (Claritas, 2018)
Harrisonburg Area (zip codes: , 22802, 22807)
Behaviors Page 23

Continuing their education, mostly renters, buys the latest technology.

Psychographics
 Interested in athletic activities and latest technology. Hopes to own a home, increase savings,
and achieve greater success in the future.
Current Mindset/Preferred Mindset
They want to save money and establish security for the future in order to accomplish their lifelong
goals.
Up-And-Comers will believe that LD&B can get them affordable rates to save money for their other
personal expenses in the future. Insurance is a necessity with the uncertainty of everyday life and
they need protection for themselves, their family, and all of their assets they have collected over
time.
Product Positioning
LD&B’s campaign theme is “more than insurance.” Unlike local competitors who aim to protect their clients'
families and possessions, LD&B will be differentiating themselves by going the extra mile as if they were a part of
the family. The campaign theme alludes to the idea that LD&B offers many things to their clients that doesn't just
involve insurance. They offer guidance, mentorship and most of all care.
LD&B was built on quality customer service and the belief and ability to customize insurance to fit the needs of
their clients. By providing great prices and care for all within their community, LD&B is known throughout it as the
people who can be trusted with insurance. LD&B insurance consistently gives back to the community in order to
ensure their clients are valued. Today, LD&B is 100% employee owned and cares for all their employees and
clients.
Campaign Theme
More than insurance
Ex: More than Insurance we are family
Ex: More than Insurance we are friends
Ex: More than Insurance we are allies
At LD&B we are more than Insurance, we are family, friends, allies, and more by staying at our clients' sides 24/7.
LD&B is there throughout customers lives from family occasions, social outings, or even when you need help
changing a tire, LD&B will be there helping you along the way. LD&B strives to uplift their clients and community
using the core values of generosity, integrity, teamwork, innovation, and service through activities such as
sponsoring charity events for the betterment of the community with a personal touch.
Appeal
The advertising appeal is going to be using is a mix of slice of life combined with humor.
This was chosen to make LD&B stand out from its local competitors who are all using emotional appeals. In order to
differentiate LD&B from its competitors, the slice of life and humor will showcase the campaign theme in a new way
that the target audience has not seen before.
Message Strategy
Page 24

By using LD&B as your insurance you will not only be getting quality insurance, but a new member of the
family, a new friend or a new ally.
This message strategy was chosen because LD&B values their community and will provide quality
insurance. This strategy will help show our target audience of families that they will receive the best
service by choosing LD&B insurance.
Executional Framework
Slice of life
We think that a slice of life campaign will be most relatable to our target audience and best help to convey
our message that LD&B is there for its clients 24/7 365 days a year with great coverage. Our framework
will visualize how LD&B cares for its clients like family and treats them as such.
Creative Considerations
Tone: Friendly, compassionate, sympathetic, and sincere
Promises: We bring you into the LD&B family and insure all your needs.
Claims: Provide insurance and financial solutions to contribute to the community.
Colors: Bright, LD&B colors (blue, white, and black)
Type of graphics: Images of common family practices, activities and norms. Such as a family eating dinner
together and taking family walks with their dog.
Creative Tactics
Print Ads: Simply, clear and concise layout with effective headlines, informative
Tv Ads: Memorable visuals, catchy slogan
Digital Ads: Easy to interpret, non-intrusive, simple
Social Media Ads: Simple, easy to read, catches readers eye, and informational
Radio Ads: Motivational and persuasive speaker with catchy slogan
 Media Plan
Page 25

Traditional Advertising
Objectives
Objective 1: 
Traditional advertisements such as TV commercials, magazines, radio, and newspapers will be increased to reach 1,435
households that fall into the target market in Harrisonburg and raise awareness by 15% by the end of the campaign period
(December 31st, 2022). - (Households in Harrisonburg: 7718 Big Sky Families and 1848 Up and Comers) 15% * 9,566
households= 1,435 total households

Strategy 1: 
For our traditional ads LD&B will implement the evocation strategy, appealing to our customers' emotional side using our
slogan “More than insurance...” communicating LD&B cares for their customers and community more than the standard
insurance agency.
Tactic 1: Persuading the audience by using traditional media to connect to their emotions through sentimental and
meaningful promotions that LD&B will implement within the community newspapers and radio.
Tactic 2: Using top-level people like CEO Troy Suter and Vice president Jeff Shank to show credibility and care from even
the core members of LD&B.
Tactic 3: Complimenting customers, “Because you're worth it” mentality, showing that we care about them and will work
hard for them.

Strategy 2: 
For our campaign LD&B will be implementing the ownership strategy, inviting the community to take part in the campaign as if
it were their own in the hopes of invoking new behaviors in potential customers to make them more likely to purchase
insurance.
Tactic 1: Constantly reminding consumers about LD&B throughout the year so that they won’t forget.
Tactic 2: Connecting with families through stories that will appeal to their daily lifestyles and needs.
Tactic 3: Through using an emotional appeal LD&B will try to persuade the audience by connecting with their emotions
using tv commercials and radio ads.

Objective 2: 
LD&B seeks to increase customer action by 10% by using mass media to convert single policyholders into multiple
policyholders throughout the campaign period by using the pulsing scheduling pattern. (Ending December 31st,
2022)

Strategy 1: 
LD&B will be using the pulsing strategy and constantly release ads with varying frequencies over a 12-month
campaign period to remain prevalent on our customer’s minds without giving off the impression of being overly
pushy towards our market.
Tactic 1: Delivery of a uniform brand message “More than insurance…” that can help build a consistent appeal on
LD&B’s brand.
Tactic 2: Creating a memorable image through radio and newspaper advertisements that customers won’t forget
and will be unique to LD&B.
Tactic 3: Producing an experience that customers can relate to and understand easily.

Strategy 2: 
LD&B will be using a utility strategy, marketing the services of LD&B to customers showing how to help them
manage their lives and achieve their goals with LD&B’s help to build a brighter future. LD&B will promote its
usefulness to customers throughout the year.
Tactic1: Using factual information to create trust between our customers and showing through past statistics
how we are beneficial to them.
Tactic 2: Showing customers their problems relating to insurance needs and providing them with the benefit of
LD&B services.
Tactic 3: Providing customers with the best service so they continue to rely on us for all of their personal line
needs.
 Page 26

Budget 
Out of the main budget, the total dollar amount being used for traditional marketing is $2,000. This is 8% of the total
$25,000 budget. The mediums that will be used are newspaper ads (3% of $25,000 = $750) and radio ads. (5% of
$25,000 = $1,250). For newspaper ads, the media vehicle is the Daily News Record and for radio ads, 104.3 Country,
107.9 News, and 98.5 Rock will be used as the media vehicle. Daily News Record charges $365 for 1 black + 1 colored
extra print in their news paper (Daily News Record, 2021). The estimated radio ad cost is $25 for a 30 sec spot in
Harrisonburg, Virginia. Radio ads during the main work-drive times are between 6am - 10am (Gaebler, 2021). Having
LD&B advertise during that time will increase the chance of the message reaching working adults who are usually
more interested in insurance. As for newspapers, the Daily News Record is the most popular local newspaper in
Harrisonburg so they would have a great chance of reaching the local target audience that LD&B is searching for.

Rationale 
If LD&B is able to raise customer awareness by 15% and customer action by 10% LD&B will be able to increase the
number of personal line policies held. With these objectives emphasized to the employees of LD&B to create this new
brand identity and achieve the marketing goals of converting 10 percent of single policyholders to multiple policyholders
by December 31st, 2022, as well as increasing the number of new accounts by 10 percent (compared to 2021) by
December 31st, 2022. Through using the pulsing strategy LD&B will be able to use a mix of flighting and continuous
scheduling year around, building on heavy traditional advertisements during certain periods and low advertisements
during other periods throughout the year. LD&B will also use an emotional appeal strategy to connect with its target
market through our print, radio, and storytelling ads. Some tactics LD&B will implement are using consistent ads, using a
memorable slogan, and storytelling. These tactics will give LD&B a better chance to connect with our target market
within the community.

Deliverables
Print Advertisment Radio Advertisment

My kids are always up to something, but one thing I don’t have to worry about
is knowing that my home and auto are protected. With LD&B, you get more
than just great coverage, you get quality customer service. Spend more time
with your families and less time stressing with LD&B insurance policies. Call us
at (540) 433-2796.
 Page 27

Storyboard
 Digital Marketing
Page 28

Objectives
Objective 1: 
Increase customer interest by 12%, an increase of 1,148 households in the greater Harrisonburg area (22801,
22802, 22807) that fall in the target market for this campaign, by the completion of the campaign period ending
December 31st, 2022, accomplished by a continuous advertising schedule throughout the campaign.

Strategy 1: 
For LD&B’s digital ads an evocation strategy will be implemented, appealing to the customers' emotional side using
LD&B’s new slogan “More than insurance...” communicating LD&B cares for their customers and community more
than the standard insurance agency.
Tactic 1: Through an emotional appeal the campaign will persuade the audience to connect their emotions to
LD&B’s sentimental and meaningful promotions evoking memories from the past and aspirations for the future.
Tactic 2: Using top-level people in order to showcase credibility and care from even the core members of LD&B
through the appearance of top-level LD&B team members such as Jeff Shank, Troy Sutter, and Carl Litwiller along
with other team members from LD&B.
Tactic 3: By complimenting customers and creating a “Because you're worth it” mentality in order to show
potential clients that LD&B cares about them and will work hard for their future through testimonials from long-
time LD&B clients and showing the always positive attitudes of every LD&B employee.

Strategy 2: 
LD&B will be using the continuous strategy and constantly release ads over a 12-month campaign period to remain
prevalent on the customers' minds increasing their likelihood to choose LD&B.
Tactic 1: Consistent delivery of a uniform brand message that will assist in building on LD&B’s brand recognition
throughout the community.
Tactic 2: Memorable creation of a lasting impression that customers won’t forget easily and will be unique to the
LD&B experience, something the individual will not be able to find anywhere else.
Tactic 3: Relatable advertisements in order to produce an experience that customers will relate to and is easily
understandable to viewers within the target market and beyond.
Objective 2: 
Increase customer desire by 9%, an increase of 861 households in the greater Harrisonburg area (22801, 22802, 22807)
that fall in the target market for this campaign, by the completion of the campaign period ending December 31st 2022
through a continuous digital advertising schedule throughout the duration campaign.

Strategy 1: 
For LD&B’s campaign implementing the ownership strategy will be key, inviting the community to take part in the
campaign as if it were their own in the hopes of invoking new behaviors in both potential customers and current
customers looking to purchase more insurance to make them more likely to purchase insurance.
Tactic 1: Repetition, constantly reminding consumers about LD&B throughout the year so that they won’t forget all
the opportunities LD&B provides to allow individuals to grow and have a stable future.
Tactic 2: Using storytelling in order to connect with families through stories that will appeal with their daily lifestyles
and needs including family outings and events, time around the house, and the family growing whether it be through
new children, pets, or marriages so the customer sees themself and their possible future through LD&B
advertisements.
Tactic 3: Emotional appeals within the advertisements in the hopes of invoking an emotional response from the
audience but with humor too, customers relating to the main focus of the ad; however, the advertisements would be
showcasing the extreme “out there” cases that are rarely seen but when they happen are a sight to see with LD&B
there to help rebuild.
Strategy 2: 
Implementing the utility strategy, marketing the services of LD&B to customers showing how to help them manage their
lives and achieve their goals with LD&B’s help to build a brighter future. LD&B will promote its usefulness to customers
throughout the year.
Tactic 1: Using facts and statistics to create trust between the customers and showing through statistics from
previous cases how LD&B can be beneficial to them.
Tactic 2: Utilizing the problem-benefit tactic by showing customers common problems of the target market relating
those problems and needs to insurance services and providing them with the benefit of LD&B services.
Tactic 3: Emphasizing great customer service provided to all customers with the best service so they continue to rely
on LD&B to assist them in achieving their lifelong goals.
 Page 29
Budget 
If LD&B is able to increase customer interest by 12 percent and customers desire by 9 percent they will be able to use that
to sell more policies to new and existing customers alike. With these objectives LD&B will be able to meet the marketing
goals of converting 10 percent of single policyholders to a multiple policyholder by December 31st, 2022 as well as
increasing the number of new accounts by 10 percent (compared to 2021) by December 31st, 2022 as long as the LD&B
representatives maintain their friendly attitudes and helpful mentality. Through keying in on the target market's emotional
side with relatable stories and characters while clearly stating how exactly LD&B can help with any number of differing
needs a potential customer may be facing. By positioning LD&B as the insurance agency that is looking to help those
around them while leaving the control with the customer it will be the ideal option for those customers that need some
assistance with their needs but want to feel like their doing it themselves through the use of the ownership strategy in
LD&B’s marketing campaign. This positioning will be solidified within the customer’s minds through the consistent message
they receive throughout the campaign and the transparency and use of the top-level individuals such as the CEO,
President, and Vice Presidents, along with other executives in both the advertisements and the daily operations in the
office and keeping them interacting and available to customers.
Out of the main budget, the total dollar amount being used for digital marketing is $4,000. This is 16% of the total $25,000
budget. The mediums that will be used are SEO (6% of $25,000 = $1,500), banner display ads (5% of $25,000 = $1,250), and
video ads (5% of $25,000 = $1,250). For SEO, the media vehicle is Sharpnet Solutions with keywords such as: “Car
Insurance,” “Harrisonburg Insurance,” “Home Insurance,” “Personal Insurance,” and “Staunton Insurance.” For banner ads,
Google Ads will be used as the media vehicle to display Wide Skyscraper 160x600 and Large Leaderboard 970x90 display
ads online. For the video ads, Youtube & the LD&B website will be the media vehicles that will play a 15 or 30 sec ad.
Youtube’s cost-per-view is $0.10 - $0.30 ($10 per day on average).
Rationale Budget 
The SEO will raise LD&B’s chances of being exposed to locals and be more prominent against competitors when potential
customers are searching for insurance agencies. SEO’s will receive 6% of the total $25,000 because they can cost
$750-$2,000 per month, and the benefits of more exposure online can outweigh the costs. Google Ads are very influential
online and using their platform for display ads is an easy and efficient way to advertise to more people. 5% of the total
budget will be used for Google Ads since the average cost-per-click is $1 - $2. LB&B can isolate the display ads to be shown
in certain local areas to generate a focused target and cut down costs-per-click. Video ads can help LD&B to inform and
entertain potential customers which makes them an essential digital advertising medium. Another 5% of the budget will be
used for displaying video ads on Youtube and the LD&B website since the average cost per day is $10. These mediums can
help LD&B gain more policyholders and encourage current single-policyholders to become multi-policyholders during the
campaign period.

Storyboard
Wide Skyscraper Banner Display Ad
 Page 30

Social Media Objectives

Objective 1: 
Facebook ads will be utilized to increase the following and activity on LD&B’s Facebook page among individuals and
professionals within the target market living in the greater Harrisonburg community (22801, 22802, 22807). The goal is to
increase the number of people that follow LD&B to 2,750, 28% of the households that fall in the target market of 9,566, by
December 31, 2022. The agency will achieve this goal by continuing to create content for the Facebook page and also begin
implementing Facebook ads that will draw people to the LD&B Facebook landing page with continuous release throughout
the campaign ending on December 31, 2022.
Strategy 1: 
LD&B will be using social media to engage with their existing customers, ie. current clients with the goal of informing them
about bundling and increasing the number of current policies and/or renewing their current policies.
Tactic 1: LD&B is currently not posting on social media platforms more than weekly. Once the campaign is implemented
LD&B will be posting bi-weekly on all social media platforms.
Teactic 2: LD&B will make posts during high traffic times for social media which are 9am, 12pm, and 4pm to ensure the
most number of people will interact with/ be exposed to the content that is posted.
Tactic 3: LD&B will be making posts with a call to action. Currently, LD&B mostly creates content with the hopes of
informing their followers. However, LD&B will be posting with the call to action of scheduling a call with a broker or
encouraging people to look at their website.
Strategy 2: 
LD&B will also engage with potential new clients with the goal of drawing them to the LD&B website and landing page and
having them schedule a call with a broker.
Tactic 1: All content will have a feature that will direct clients and prospects to the LD&B website.
Tactic 2: LD&B will be direct messaging prospects and current clients on LinkedIn as a form of personal sales to increase
exposure to the content.
Tactic 3: LD&B will also begin to post video ads on social media. Currently, all of their posts are text and images. Adding
video will diversify the content and help to increase engagement.

Objective 2: 
LinkedIn will be utilized to reach individuals who are graduating as they are active on LinkedIn because of job searching.
LinkedIn will also be useful when connecting with local professionals such as realtors and bankers as LD&B wants to foster a
healthy and cooperative relationship with both of these entities and among individuals and professionals within the target
market living in the greater Harrisonburg community (22801, 22802, 22807). The agency will increase activity on LinkedIn by
making weekly posts and direct messaging professionals and college graduates about policies with LD&B continuously
throughout the duration of the campaign. The goal is to increase the number of people who follow the LD&B page by 800
followers, 8.3% of the households that fall in the target market of 9,566, by December 31, 2022.

Strategy 1: 
The third social media strategy will be to increase engagement with local realtors and bankers to strengthen that relationship
to increase the referral rate from those sources.
Tactic 1: LD&B will provide customer service through Facebook and Linkedin showing how much they value their
customers within the community.
Tactic 2: LD&B will implement a social media calendar to stay organized as they post on Facebook and LinkedIn.
Tactic 3: LD&B will create social media groups to allow customers to interact and build up the LD&B community.

Strategy 2: 
Finally, social media will be used as a form of personal selling to increase direct contact with clients and prospects.
Tactic 1: LD&B will implement the use of storytelling on their platforms to give the customers a feel of the company.
Tactic 2: LD&B will use emotions on these mediums to convey tone towards their target audience.
Tactic 3: LD&B will use polls on their social networks to help increase engagement from their customers.
 Rationale Page 31

By using Facebook and LinkedIn, LD&B will be able to reach more individuals and continue to draw attention to those in their
target market. Facebook is a great platform that will allow LD&B to engage with a new audience within the community.
LinkedIn will give LD&B a chance to reach newly graduated college students and network with local businesses and
professionals. Most facebook users fall within the age ranges of 25-34 years old and most LinkedIn users fall within the age
ranger of 36-55 years old (Statista, 2021). These advertising strategies and tactics were chosen because this will give LD&B
more exposure throughout the local community with a greater online presence. LD&B can differentiate from their competitors
and increase consumer engagement by becoming more active on social media. Increasing LD&B’s following on popular online
platforms will allow customers to directly express their opinions and share LD&B’s page to others allowing LD&B to gain
recognition in the community.

Budget 
The social media budget will consist of 4% of the total $25,000 campaign budget. $1,000 will be allocated to the social media
campaign. The two primary social media mediums will be Facebook and LinkedIn. Facebook will receive $600 (60%) of the total
$1,000 allocated to social media because Facebook ads will require more money. The remainder of the budget, $400, will be
allocated to LinkedIn (40%) . LD&B will be using Facebook ads/posts and LinkedIn posts.

Budget Rationale
Billboards and public transit ads are great ways to reinforce LD&B’s message. LD&B can choose to have several junior-sized
billboards costing $800 dollars in marketable target areas around Harrisonburg. This will allow LD&B to advertise in many
outdoor areas at once. HDPT buses offer public transportation to locals all year round which makes them a valuable media
vehicle. Their bus displays gain lots of exposure from the thousands of locals they encounter. Advertising with HDPT would also
be a good way to reach college students who are jumping off of their parents' auto insurance policies and becoming independent.
HDPT advertisements could promote LD&B in/out of the bus or even while waiting for a bus to arrive at the bus stop shelter.

Facebook Advertisement

LinkedIn Advertisement 
 Support Media Page 32

Objectives
Objective 1: 
 Increase customer awareness by 15% through a mix of transit and billboard advertising, an increase of 1435 households
in the greater Harrisonburg area (22801, 22802, 22807) that fall in the target market for this campaign, by the
completion of the campaign period ending December 31st, 2022 through a continuous contract scheduled throughout
the duration campaign.

Strategy 1: 
Through the use of the evocation strategy, the advertisements will appeal to LD&B’s target market's emotions through
the use of the slogan, “More than insurance…” in order to connect with potential customers through shared values
Tactic 1: By showcasing relatable situations to LD&B’s target market, the campaign will appeal to the emotions of
potential customers to evoke a response.
Tactic 2: Through conducting business transparently, openly discussing any matter in a friendly and positive attitude
all the way from the lowest level employee to the CEO LD&B show it cares about the community and only wants to
help those in it.
Tactic 3: The campaign will emphasize actual data from past and present LD&B clients to show potential new clients
within the target market just how much LD&B can help them achieve their goals.

Strategy 2: 
Through the use of various forms of transit advertising, interior and exterior bus advertisements along with banners at
the bus stops, LD&B will never be far from the customer’s mind.
Tactic 1: Through the use of vehicle ads, advertisements on the sides of busses/public transportation in order to keep
LD&B prevalent in the target markets’ minds.
Tactic 2: LD&B advertisements will also be placed at the bus stations themselves as well as billboards on the side of
the road so that while either waiting for a ride or already traveling potential customers will have the advertisement
right next to them throughout their daily life.
Tactic 3: The advertisements themselves will be extremely positive, complementing the customers and offering to
help them achieve their goals their own way.

Objective 1: 
Increase customer action by 6% through non-traditional support media, an increase of 574 households in the greater
Harrisonburg area (22801, 22802, 22807) that fall in the target market for this campaign, by the completion of the campaign
period ending December 31st, 2022 through a continuous contract scheduled throughout the duration campaign.

Strategy 1: 
The campaign will adopt the utility strategy, showcasing how potential customers can use LD&B as a tool to make their day-
to-day lives easier and reduce the amount of stress in the customer’s life.
Tactic 1: Showcasing real numbers from LD&B’s history of helping members of the community the campaign will clearly
state these numbers in an easy to interpret way so the potential client within the target market see how much easier it
will be to achieve their goals with LD&B.
Tactic 2: Through the wording of the advertisements it will be made clear LD&B works for their customer ensuring all of
their needs and wants are not only met but exceeded.
Tactic 3: The advertisements themselves that will be used throughout the campaign will show before and after stories
and images of actual LD&B clients so that potential clients can easily relate to them.

Strategy 2: 
To ensure customer exposure and increase the likelihood of action, the advertisements will be placed at a variety of parking
lots, gas station pumps, and other locations customers won’t be able to avoid.
Tactic 1: By placing advertisements throughout potential clients everyday routine the target market will be exposed to
the message throughout their day to day lives to keep it prevalent in their minds
Tactic 2: The advertisements used for support media will provide a consistent and reliable message in order for the
potential clients within the target market to have a firm understanding of what LD&B can do for them.
Tactic 3: Emphasizing the outstanding customer service received by every customer with the best service and how the
current customers continue to rely on LD&B to assist them in achieving their lifelong goals in order to evoke a response.
 Page 33
Rationale 
If LD&B is able to meet the objective of increasing customer awareness by 15% and action by 6% their representatives will
easily be able to increase the number of policies purchased by existing clients as well as create new clients. With these
objectives emphasized to the employees of LD&B to create this new brand identity and achieve the marketing goals of
converting 10 percent of single policyholders to a multiple policyholders by December 31st, 2022 as well as increasing the
number of new accounts by 10 percent (compared to 2021) by December 31st, 2022. In placing the advertisements
throughout the community potential clients in the target market will be exposed to the advertisements during their day-to-
day lives, inciting them to think about their options moving forward in order to increase customer awareness by 15%. By
keeping a consistent message across all aspects of the support media, LD&B will grow in the target market's mind as the
reliable, friendly, local insurance agency that can assist clients with all of their insurance needs in order to fulfill their
ultimate goals, hopefully increasing customer action by at least 6%. In order to accomplish these objectives, all LD&B
employees will need to put their full effort into keeping the consistent attitude and service given to any and all customers.

Budget 
Support media will take up 18% out of the $25,000 total budget. This means that it will cost $4,500 in total dollar amount.
The mediums LD&B will use are billboards and public transit ads. 13% will be used for billboards which is $3,250 and 5% for
public transit advertisements which is $1,250. For billboards, the media vehicle is through Billboardsin (located off of
81/downtown). Billboards have 4 sizes to offer costing from $800 - $3,500. As for public transit advertisements, HDPT
would be the media vehicle. Bus exterior ads can cost between $150 - $600 and bus interior ads can cost between $20 -
$125 per display per 4 weeks. Bus stop shelters can also host advertisements which can cost between $150 - $600 for small-
medium sizes per display per 4 weeks.

Billboard

Bus Interior Advertisement

 Direct Marketing Page 34

Objective 1: 
Objectives
LD&B’s email campaign will be implemented to increase the email list by 10% to target existing policyholders throughout the
greater Harrisonburg area (22801, 22802, 22807), which will cover 771 new households. LD&B will complete this campaign by
December 31, 2022, using the continuous advertising strategy.

Strategy 1: 
LD&B will use its email campaign to update existing clients about new policies to bundle and educate the target audience about
LD&B’s personal policies. LD&B will use the continuous scheduling pattern and send 2 emails to newly graduated students and
local businesses each week.
Tactic 1: The first tactic used will be an emotional appeal to help lead new customers into looking into LD&Bs personal policy
lines.
Tactic 2: Another tactic used will be emailing new customers LD&B’s recent data and statistics to persuade them to join the
LD&B community.
Tactic 3: LD&B will implement a customer loyalty tactic to personalize messages to potential customers to communicate
their personal and bundle policies.

Strategy 2: 
LD&B will use an evocation strategy to connect with potential customers by appealing to the emotions of new customers
through the slogan, “More than insurance”, and building on LD&B’s reputation throughout the Harrisonburg community.
Tactic 1: LD&B will implement a social media calendar to stay organized as they send emails out throughout the campaign
period.
Tactic 2: LD&B will stay consistent with their slogan by sending emails out and making the slogan the main part of each
message to help show customers how important “more than insurance” is to them.
Tactic 3: LD&B will also use graphics in each personalized message to potential clients to help convey the message to each
customer.

Objective 2: 
LD&B will increase their direct mail plan by 12% to target the newly graduated students and local businesses in the greater
Harrisonburg area (22801, 22802, 22807); they will accomplish this throughout the campaign period ending December 31st,
2022.

Strategy 1: 
 LD&B will personalize its direct mail campaign to inform potential customers of personal line policies and bundles.
Tactic 1: LD&B will use the emotional appeal strategy to connect to the potential customer’s emotions throughout the
campaign.
Tactic 2: LD&B will use a storytelling tactic to give the customers a feel of how well other customers are treated during their
time with LD&B.
Tactic 3: LD&B will use a personalized mail tactic to customize their mail to certain clients in the Harrisonburg area.

Strategy 2: 
LD&B will use a timing strategy and target the newly graduating students and businesses the spring before they graduate school
to engage potential customers early. They will use the continuous strategy for the local businesses so they can target them
throughout the whole campaign.
Tactic 1: LD&B will address customers in their mailing and use top-level people like Jeff Shank to show credibility to potential
customers.
Tactic 2: LD&B will use their memorable slogan in their mailing to create a lasting impression on customers.
Tactic 3: LD&B will utilize a loyalty tactic to personalize messages to potential customers showing them how much they care.

Rationale
With the new objectives in place, LD&B will be able to communicate to potential clients in many new ways that can help build
more relationships throughout the community. Direct Marketing will give LD&B a chance to connect to new potential clients and
give them a personalized message about the personal line policies. LD&B chose these advertising strategies and tactics so they
will receive more exposure throughout the community and gain recognition from potential clients. LD&B plans to utilize these
effective direct marketing strategies to build on their advertising campaign in the greater Harrisonburg area. Direct mail has a
lifespan of about 17 days while emails usually have a few seconds. However, these two combined, can increase the chances of
success by 6 times than normal. LD&B should try to send out emails at least once a week but not daily to prevent burnout from
customers (AllBusiness, 2020).
 Page 35

Budget 
The direct marketing budget will consist of 5% of the total $25,000 campaign budget. LD&B will allocate $1,250 toward their
campaign in dollar amount. $500 for direct emails (2% of $25,000) and $750 (3% of $25,000) for direct mails. The direct email
medium will target the existing policyholders and the direct mail medium will target potential customers. LD&B chose to split
the budget and allocate more towards direct mail because of the fees LD&B will encounter through the postage system. LD&B
will use email advertising for both direct marketing and personal selling but will only be budgeted in direct marketing. The direct
email medium’s media vehicle will be the LD&B’s company emailing system and the direct mail medium’s media vehicle will be
UPS.

Direct Mail Email Banner

 Sales Promotion
Page 36

Objectives
Objective 1: 
Increase customer interest by 12% through consumer oriented promotions such as loyalty programs and and event marketing,
an increase of 1,148 households in the greater Harrisonburg area (22801, 22802, 22807) that fall in the target market for this
campaign, by the completion of the campaign period ending December 31st, 2022 through a flighting contract scheduled
throughout the duration campaign.

Strategy 1: 
For LD&B sales promotion the ownership strategy will be used in order to insight more communication between LD&B and
their potential and existing customers alike. Using the ownership strategy will show potential clients that LD&B is there to
work for them and assist them in making their dreams come to life.
Tactic 1: By framing LD&B and by extension the representatives themselves as working for the potential customers they are
free to take control of their lives.
Tactic 2: Through loyalty programs LD&B will be able to retain more clients for longer periods of time while enticing new
clients to begin working with LD&B.
Tactic 3: The loyalty programs will include “gifts” for long term clients involving LD&B apparel such as t-shirts and sweaters
after a certain amount of time with LD&B to show the customers they are a part of the LD&B family.

Strategy 2: 
The Utility strategy will be implemented throughout the campaign, showcasing to potential new customers along with existing
customers how to use LD&B as a tool in their life to help with all the unpredictability and have some stability.
Tactic 1: By showcasing LD&B as a trusted and credible insurance agency through storytelling of successful examples of
times LD&B has been there to help their community members out of tough situations.
Tactic 2: LD&B’s event marketing and sponsorship of charitable events potential clients within the target market will have
clear examples of LD&B going the extra mile for the sake of their community and overall helpful attitude.
Tactic 3: Through repetition of a consistent message of LD&B focusing on assisting members of the community achieve their
goals it will create a much more local feel to an agency covering a large area.

Objective 2: 
Increase customer desire by 9% through trade oriented promotions such as horizontal cooperative advertising, an increase of
861 households in the greater Harrisonburg area (22801, 22802, 22807) that fall in the target market for this campaign, by the
completion of the campaign period ending December 31st, 2022 through a flighting contract scheduled throughout the duration
campaign.

Strategy 1: 
Through showcasing LD&B’s message across multiple forms of media throughout the buying process, clients will easily
remember all the benefits of working with LD&B compared to other insurance agencies.
Tactic 1: Placing advertisements throughout the clients buying process will increase their willingness to buy not only their
original policies, but bundle policies with deals they are made aware of.
Tactic 2: Keeping a consistent message, attitude, and tone about LD&B and its ability to assist in the community throughout
the buying process will help the clients feel confident with their purchase.
Tactic 3: By showcasing past success rates in the advertisements LD&B will be able to show potential new customers and
existing customers looking to upgrade their policies how helpful their services can be if properly utilized.

Strategy 2: 
By advertising with other businesses such as realtors and car dealerships, LD&B will be able to get its message of being more
than just insurance being stated without any LD&B personnel present at the time of the original customer interaction.
Tactic 1: Through cooperative advertising with local businesses potential clients within the target market will be exposed to
LD&B and the value the potential client would receive without LD&B being present.
Tactic 2: Partnering with Automotive dealerships will encourage individuals who visit that dealership to go to LD&B for their
automotive insurance needs whether the potential clients purchase a vehicle or not.
Tactic 3: With the LD&B message being expressed to potential customers by individuals unaffiliated with LD&B will show
potential clients how others view LD&B giving them an unbiased opinion that is still giving LD&B praise.
 Page 37

Rational
If LD&B is able to meet the objective of increasing customer interest by 12% and desire by 9% their representatives will easily
be able to increase the number of policies purchased by existing clients as well as create new clients. With these objectives
LD&B will have the ability to showcase its new Brand Identity and achieve the marketing goals of converting 10 percent of
single policyholders to a multiple policyholders by December 31st, 2022 as well as increasing the number of new accounts by
10 percent (compared to 2021) by December 31st, 2022. Through loyalty programs designed to reward individuals for staying
with the LD&B will make the clients feel confident in their choice of insurance and that they are a part of the family. Event
marketing in the greater Harrisonburg area will show individuals that LD&B cares for its community and wants to do all that it
can to uplift it. By using horizontal cooperative advertising LD&B will be able to advertise its message to potential clients
alongside businesses in related fields such as automotive dealerships and realtors in order to build a broader network of
potential clients at a lower cost as the cost of advertisements would be split between LD&B and the partnering company.

Budget 

Sales promotion will take up 16% of the total $25,000 budget which is $4,000 in total dollar amount. It will be further divided
up into 5% for the digital loyalty program app medium which has a dollar amount of $1,250. Another 5% will be used for the
cooperative advertising billboard medium which is $1,250 in dollar amount again. And finally, the remaining 6% which is
$1,500 in dollar amount will be used for the event marketing medium. The digital loyalty program app’s media vehicle will be
the App Store and the Play Store. The event marketing’s media vehicle will be LD&B. The cooperative advertising’s media
vehicle be Billboardsinmycity while sharing costs with another company. Digital loyalty program apps may have a setup fee
ranging from $25 - $100, and then require $19 - $50 dollars to maintain monthly (Donaldson, 2021). On average, the Play
Store requires a 1-time fee of $25 while the App Store requires a payment of $99 per year. Event marketing around
Harrisonburg can cost at least $200 or more depending on the activity and venue. Cooperative advertising billboards costs at
least $300 dollars depending on the size and shared cost from the other partnered company.

Budget Rationale 
A digital loyalty program app will be more engaging compared to other forms of traditional loyalty programs that require paper
cards. It will be less likely to get lost and be able to send push notifications to remind the customers to stay attentive. Digital
loyalty program apps will also help retain customers and be an easier way to analyze the effectiveness from data. Event
marketing will promote LD&B while potential customers are attending community events and portray LD&B as an active part of
Harrisonburg. Cooperative advertising billboards in a junior-size, would be a cheaper way to advertise to more areas around
Harrisonburg since the cost is $800. And by sharing the cost with another company, LD&B can reduce costs.

Cooperative Advertising Billboard

Event Marketing
 Page 38

Personal Selling
Objectives
Objective 1: 
 Increase customer awareness by 15% through direct mail, emails, door-to-door selling, and telemarketing, an increase of
1,435 households in the greater Harrisonburg area (22801, 22802, 22807) that fall in the target market for this campaign, by
the completion of the campaign period ending December 31st, 2022 through a continuous schedule throughout the duration
campaign.

Strategy 1: 
By using the evocation strategy, LD&B representatives can personally show their current and potential clients how they can
assist with the clients wants and needs to create the future the client dreams of for their family in a meaningful way.
Tactic 1: By appealing to the emotions of potential clients through the use of storytelling LD&B representatives will be able
to clarify any confusion or questions they may be asked.
Tactic 2: Through repetition of all of the benefits LD&B can provide to customers the representatives will emphasize the
success they have achieved in the past and become more credible to potential clients.
Tactic 3: LD&B representatives using their past experiences to assist current potential clients will be able to give the
potential clients insights on their past, present, and even future the client was not previously aware of.

Strategy 2: 
By the repetition of a consistent message through personal selling LD&B will be able to amplify its brand image of the
neighborhood insurance agency that's local and cares about all of its clients like family.
Tactic 1: Through the use of LD&B representatives from the area instead of potential clients calling and finding a computer
or call center talking to them like most insurance agencies, at LD&B clients are buying insurance from individuals they
know and trust.
Tactic 2: By keeping a consistent message given to all clients when individuals in the community talk about LD&B the
clients will actively be spreading positive experiences increasing the likelihood of referring a peer to take advantage of all
the services offered by LD&B.
Tactic 3: By actively communicating with potential clients throughout their entire buying process through telemarketing,
email, and physical letters the clients will always have easy access to an LD&B representative.

Objective 2: 
Increase customer action by 6% through sales presentations, handling objections, and follow up communication, and increase
of 574 households in the greater Harrisonburg area (22801, 22802, 22807) that fall in the target market for this campaign, by
the completion of the campaign period ending December 31st, 2022 through a continuous schedule throughout the duration
campaign.

Strategy 1: 
The continuous efforts of LD&B representatives will be key in increasing customer action by following up with potential clients
after a meeting, even if they don’t sign with LD&B to show that no matter what LD&B will always be there for the community if
needed.
Tactic 1: Through LD&B representatives constant communication with potential customers personally following up after
meetings, sending reminders of follow ups and similar activities will show the clients LD&B cares more than the average
insurance agency.
Tactic 2: Due to the continuous communication between the LD&B representative and potential clients as well as their
current clients, the representatives are always available to answer any questions that may be holding clients back from
switching to LD&B.
Tactic 3: Maintaining communication with potential clients in the target market after they decide not to purchase insurance
with LD&B just as a reminder that they can always change their decision and make the switch will keep LD&B in their minds
for the next time they make a large purchase and need more insurance.
 Page 39

Strategy 1: 
 LD&B representatives giving sales presentations to potential new clients along with presentations updating current clients to
and changes in potential policies is the final and most crucial part of the entire marketing campaign.
Tactic 1: By personally meeting with potential clients face to face LD&B representatives will be able to put their best foot
forward and showcase the LD&B brand image through their actions personifying LD&B to the clients.
Tactic 2: Due to the face to face meetings of personal selling LD&B representatives will be able to quickly acknowledge and
respond to questions, concerns, or objections immediately to put the potential client at ease and feel confident that LD&B
will be able to assist them reaching their lifelong goals.
Tactic 3: By bringing in current clients routinely every few years LD&B can show them all the developments in the insurance
industry and show the clients how altering their current policies or adding new ones they were unaware of can be beneficial
to them.

Rationale
If LD&B is able to meet the objective of increasing customer awareness by 15% and action by 6% their representatives will
easily be able to increase the number of policies purchased by existing clients as well as create new clients. With these
objectives LD&B will be able to solidify itself in the local community and achieve the marketing goals of converting 10 percent
of single policyholders to a multiple policyholders by December 31st, 2022 as well as increasing the number of new accounts
by 10 percent (compared to 2021) by December 31st, 2022. By utilizing direct mail, email, and telemarketing along with door-
to-door selling LD&B will always be accessible to the customers. Representatives of LD&B meeting with clients face to face
establishes a personal connection for both parties instead of dealing with a computer, something that is getting exceedingly
rare in the modern world which will help emphasize LD&B’s image of the friendly neighborhood insurance agency.

Budget 
The total dollar amount used for personal sellings is $1,250 which is 5% of the total $25,000 budget. Telemarketing will be one
of the mediums that LD&B will use and will take up 2% of the $25,000 total budget. Telemarketing will use $500 in dollar
amount and its media vehicle will be the LD&B sales team. Door-to-Door will be the other medium that LD&B will use and will
take up the remaining 3% of the $25,000 total budget. Door-to-Door will take up $750 in dollar amount and its media vehicle
will be the LD&B sales team. Emailing and direct mailing will not be included in the personal selling budget since it was already
implemented in direct marketing.

Rationale for Budget 

2% of the budget will be used for paying the phone bills when implementing telemarketing and 3% of the budget will be used to
cover the gas expense for the door-to-door sales team. They will not include hotel expenses since the goal is to promote locally
in Harrisonburg. Gas in Harrisonburg on average cost at least $3.20 and telephone bills for business can cost at least $30 per
month. Telemarketing and door-to-door sales are ways for LD&B to connect to customers more personally and make them feel
closer to the company. This will make customers view LD&B as a company with real people who care instead of just a business.
 Page 40

Public Relations Objectives
Objective 1: 
 Increase customer desire of LD&B by 10% through public relations by being featured in newspaper articles, covering the
greater Harrisonburg area (22801, 22802, 22807), which will cover 771 new households. We will complete this campaign by
December 31st, 2022, using the continuous strategy.

Strategy 1: 
LD&B will continue to use their slogan, “More than insurance” to generate awareness through the organization in their new
articles.
Tactic 1: LD&B will use social media tactics to advertise their public relations events.
Tactic 2: LD&B will implement a customer loyalty tactic to personalize messages to potential customers to communicate
their personal line products.
Tactic 3: LD&B will stay consistent with their slogan by using social media to advertise and make the slogan the main part of
each message to help show customers how important “more than insurance” is to them.

Strategy 2: 
LD&B will use an evocation strategy to appeal to the customers' emotions to persuade them to look into LD&B.
Tactic 1: By consistently advertising community events, potential customers will have a better chance to attend.
Tactic 2: LD&B will use the emotional appeal strategy to connect to the potential customer’s emotions throughout the
campaign.
Tactic 3: Relatable advertisements in order to produce an experience that customers will relate to and is easily
understandable to viewers within the target market and beyond.

Objective 2: 
LD&B will increase customers' awareness by creating a press release for people in the greater Harrisonburg area (22801,
22802, 22807), which will be completed by December 31st, 2022.

Strategy 1: 
 The first strategy LD&B will use is engaging potential customers by informing them of LD&B products and inviting them to
community events for a great cause.
Tactic 1: LD&B will use social media to build on the engagement prior to holding an event.
Tactic 2: LD&B will focus on targeting newly graduated students and local business owners.
Tactic 3: LD&B will use top level people within their advertising to show credibility and persuade many to join them at their
event.

Strategy 2: 
 LD&B will appeal to the emotions of customers to maintain a positive reputation of the brand within the community.
Tactic 1: LD&B will base their event on a problem within the community to attract customers that would like to help.
Tactic 2: LD&B will use testimonials to help promote their event and personnel policies.
Tactic 3: LD&B will continue to hold events throughout the campaign period to help the local community and keep customers
engaged.

Rationale 
 LD&B chose to use newspaper features and community events as their public relations mediums. They are looking to increase
the customer awareness through community events and customer desire through newspaper features. LD&B values helping the
locals within the community and has built their company off the people. LD&B will use emotional appeals and our slogan to
increase engagement of potential and existing clients. They will continue to communicate to their target audience over the
campaign period to build on relationships in the greater Harrisonburg area.
 Page 41

Budget 
Out of our main budget, the total dollar amount being used for public relations marketing is $1000. This is 4% of the total
$25,000 budget. The mediums LD&B will be using are the Daily new record (2%- $500) and WHSV (2%- $500). LD&B chose to
use these because they are popular in the greater Harrisonburg area and are updated daily. LD&B will be able to be featured
within the news and promote certain policies as well as promoting community events. The importance of these mediums will
help LD&B gain more exposure throughout the greater Harrisonburg area.
Press Release

Harrisonburg, VA November 13 – On Tuesday, November 9th CEO, Troy Suter, of LD&B a local insurance
agency in Harrisonburg, VA announced the partnership between LD&B and Project Grows. Project Grows is
an educational nonprofit with the purpose to improve the health of young children through garden-based
education and access to healthy foods. Suter says, “There is no better way to take care of the community we
have been serving 30 years than to make sure they are happy and healthy.”
With Thanksgiving just, a week away, Suter says the partnership will last throughout the duration of the
holidays and into the new year. Project Grows explains. “We believe that all children deserve a healthy life
and future. We believe that the garden is an ideal setting to create a safe and inspiring space for youth that
supports their physical, mental, and social well-being. The partnership with LD&B will allow us to expand our
youth outreach programs and ensure that more children have this opportunity.”
Picture below are two staff members of LD&B at the garden preparing for Thanksgiving.
LD&B will be hosting a Thanksgiving meal at Project Grows on Thursday, November 25th.
 Sponsorship Objectives
Page 42

Objective 1:  
 LD&B will sponsor James Madison University college athletics teams in the greater Harrisonburg (22801, 22802, 22807) area
to increase customer awareness by 10% target potential customers; they will complete this by the campaign period ending
December 31st, 2022, by using the continuous strategy.

Strategy 1:  
 LD&B will plan to sponsor JMU athletics to engage the future graduating students that will need insurance out of college.
Tactic 1: LD&B will use emotions on these mediums to convey tone towards their target audience.
Tactic 2: LD&B will bring top featured people like Jeff Shank to show credibility to younger students.
Tactic 3: LD&B will do extensive research on athletics so they can deliver relevant information to potential customers.

Strategy 2:  
LD&B will use the sponsorship to attend as many JMU games as possible to get their name out there and be a memorable brand
for JMU students.
Tactic 1: LD&B will use scheduling tactics to make certain they are organized throughout the campaign period.
Tactic 2: LD&B will use scheduling tactics to make certain they are organized throughout the campaign period.
Tactic 3: LD&B will use a loyalty tactic to appeal to the potential customers' emotions.

Objective 2:  
 LD&B will Host an event for ProjectGrows, a local nonprofit in Harrisonburg in the greater Harrisonburg area (22801, 22802,
22807) to increase customer interest by 12% to target consumers in the area; they will complete this by the campaign period
ending December 31st, 2022.

Strategy 1: 
 LD&B will focus on using the evocation strategy to appeal to the target market's emotions, by using our slogan “More than
insurance” to connect with customers.
Tactic 1: LD&B will use the emotional appeal strategy to connect to the potential customer’s emotions throughout the
campaign.
Tactic 2: Through holding events LD&B will have a chance to treat customers well and show how much they value the
community.
Tactic 3: LD&B will use a consistent message over social media to advertise an event to ensure the event is big.

Strategy 2: 
LD&B will use their sponsored event to build brand awareness and get a chance to meet clients that LD&B can build a
relationship with.
Tactic 1: LD&B will complement customers and create a “worth it” mentality in order to show clients how LD&B treats their
customers.
Tactic 2: Holding events that will be memorable and create a lasting impression on customers that they won't forget easily.
Tactic 3: LD&B will produce an experience that customers can relate to and understand easily.

Rationale  
LD&B chose to use their sponsorship marketing on events relating to James Madison University athletics and ProjectGrows
events. They will work to build customer awareness through attending and holding events to help support and show how much
they value their community. If they are able to complete these objectives then they will be able to to meet the marketing goals
of converting 10 percent of single policy holders to a multiple policy holder by December 31st, 2022 as well as increasing the
number of new accounts by 10 percent (compared to 2021) by December 31st, 2022 as long as the LD&B representatives
maintain their friendly attitudes and helpful mentality. Through focusing on appealing to the emotions of customers and leaving
lasting impressions, LD&B will be able to create more relationships and build on their business. LD&B will be able to solidify
their message through featuring top level people like Jeff Shank and being consistent throughout the campaign period. These
tactics will help LD&B communicate more effectively over the course of the campaign period.
 Page 43

Budget   
Out of the main budget, the total dollar amount being used for sponsorship marketing is $5,000. This is 20% of the total $25,000
budget. The mediums being used are James Madison University athletics ( 10%= $2,500) and an LD&B charity event (10%=
2,500). The media vehicle will be the James Madison football team (4% of sponsorship budget- $1,000), basketball team 3% of
sponsorship budget- $750), and girls track and field team ( 3% of sponsorship budget- $750) . The vehicle used for the charity
event will be a local nonprofit ProjectGrows. We chose to pick a sport in each of the seasons throughout the school year so
LD&B can use the continuous scheduling pattern over the course of the campaign period. It is important that LD&B allocates
20% of their budget for sponsored events, LD&B values the community and wants to give back to those who support their
business.

Sponsorship Event
 Media Flowchart
Page 44

For the traditional advertisements, LD&B will use a pulsing scheduling strategy through their campaign. This strategy combines
both flighting and continuous scheduling by using low advertising throughout the campaign and heavy advertising during
certain months in the campaign. During this campaign, LD&B will use print ads, storyboards, and radio ads.

For the digital marketing schedule, LD&B will use the continuous scheduling strategy. LD&B will utilize this strategy by
continuously releasing ads over the 12-month campaign to remain relevant in the minds of their customers. Digital marketing
will consist of skyscraper/ banner ads and online videos through youtube and the lD&B website.

For social media marketing, LD&B will use the continuous scheduling strategy. LD&B will implement this strategy to gain
exposure from existing and potential clients all through the 12-month campaign. LD&B will use Facebook and LinkedIn to
engage with more customers within the community.

LD&B’s support media campaign will use the continuous scheduling strategy. This strategy will be used to increase the
likelihood of action all through the 12-month campaign by using billboards and bus stop advertisements.

For the direct marketing campaign, LD&B will use the continuous scheduling strategy. LD&B chose to use this strategy to gain
more recognition from potential clients in the area by sending emails and personalized mail to clients all through the 12-month
campaign period.

LD&B sales promotion campaign will use a flighting schedule strategy throughout the duration of the 12-month period. This
scheduling strategy will run for a few weeks at a time then release no ads after that until the next promotion comes. This
strategy is helpful for running seasonal events and short promotions throughout the campaign.

LD&B’s personal selling campaign will run all throughout the year building on continuous action from clients.

For the public relations campaign, LD&B will use a continuous scheduling strategy for the duration of their 12-month campaign.
This strategy will help build awareness for customers within the area by advertising in newspapers and about community
events in the area.

The last campaign LD&B will run will be a sponsorship, this will use the continuous scheduling strategy. LD&B will use this
strategy so they can be advertising and organizing their JMU athletic events and ProjectGrows events throughout the
campaign.
 Budget Breakdown &
Page 45

Summary

Items that take up larger percentages of the total budget are the most expensive items, tactics that have smaller
percentages are not as expensive, but equally valuable to the success of the IMC plan. The newspaper ad of choice was
chosen because of the geographic location of its readers and its popularity. The radio stations were chosen for the same
reason. Both newspaper and radio ads are relatively inexpensive compared to other line items and will provide LD&B with a
broad basis of coverage for which their ad can be seen. Search Engine Optimization or SEO will be covered by Sharpnet
Solutions company as they are local to the Harrisonburg area and will be able to provide LD&B with expert advice on SEO.
Currently, LD&B is the 7th search result to appear on the first page of results when Googling “personal insurance in
Harrisonburg VA”. LD&B is not even above the scroll on the first page of results, and they are below all the national
competitors and a few of their local competitors. If LD&B can appear before the local competition, they may be able to
increase their client base. The banner ads will allow LD&B to become a ubiquitous presence to its target market, which will
incentivize current clients to increase their number of policy holdings. The video ad will give people a first-hand
understanding of what it is like to be a client of LD&B and how it is better than its competition. LD&B already has a following
on Facebook, however, with a more skillful understanding of social media in general LD&B will be able to better connect
with their clients and community thus spreading their message and values. The billboard and the public transit ads will
remind the community that LD&B is right here in the community and ready to take care of its clients. The personal selling
will be done in-house by LD&B staff. The staff will be calling on current and prospective LD&B clients with the goal of having
them renew their policy with LD&B, bundle with LD&B or open a policy with LD&B. The stories in the newspaper and on the
local nightly news station will give the community a bias-free view of LD&B and its mission to serve the community and
clients. The stories in the newspaper will be about the sponsored events that LD&B will be hosting with JMU athletics and
ProjectGrows. The measurement and evaluation will also be done in-house by LD&B to determine the effectiveness of the
campaign.
 Measuring IMC Program
Page 46

Effectiveness: Evaluation
Program
The overall effectiveness of the campaign will be measured through conversion rate. The campaign will be
deemed successful if the marketing goals are accomplished. The marketing goals are: to convert 10% of single
policyholders to multiple policyholders and to increase the number of new accounts by 10% by the end of the
campaign period.
Message pre-testing will include a central location projection test for radio ads and a direct mail test will be
used on mailed advertising as well as email, and finally a series of focus groups will be put together in order to
test how well the message is received. The central location projection test will occur at Harrisonburg Valley
Mall. This location was chosen because the mall has a wide cross section of the localities in which LD&B will be
advertising to. During this test participants will be recruited from the mall and asked to listen to several
versions of the same radio for LD&B. The ad that is received the best by the audience is the one that will be
utilized throughout the campaign. The focus group testing will be conducted in the LD&B office. During the
focus group the participants will be asked to rate their overall feelings/attitudes of LD&B’s current brand then
do the same for the proposed changes that will take place during the campaign.
Post testing will be strategy and objective specific. For digital ads, emails, and SEO, the click through rate will be
measured. For emails and SEO the targeted click through rate is 12% and 5%, respectively. To measure the
effectiveness of the website, website traffic will be measured. Promotion and sponsorship will be measured
through conversion rates and how many new prospects are added after the promotional event.
 Page 47

Conclusion
The objective for the project was to create an integrated marketing plan for LD&B Insurance and Financial
services that gives them an opportunity to use within the Shenandoah community. LD&B is a company that
deeply values its community which shows through their actions as they have been very active in many events
throughout the years locally. By implementing a mission statement based on creating a positive impact within
the community, as well as the campaign slogan “More than insurance..”. LD&B can show their customers that
they are the first priority and LD&B will go beyond the normal means. First, the industry and company
information were used to create a detailed plan that will fit LD&B’s style. Major target audiences were in the
25-54 age range, some were recently graduated students and others were upper-scale income families.
Targeting these groups provided an opportunity to convert single policyholders to multiple policyholders and
increase the number of new accounts. To keep the customers’ attention, a comprehensive media plan with
various forms of advertising and marketing was used. Traditional advertising will utilize the campaign theme
throughout the print ads, radio ads, and storyboards. These will focus on the target market's emotional side
with relatable stories and characters while clearly stating how exactly LD&B can help with any number of
differing needs a potential customer may be facing. Next, the implementation of multiple other forms of
advertisements like direct marketing, sales promotion, social media, and sponsorships which will allow LD&B
to connect with the community using Lasting Impressions’ strategies and tactics. Gaining exposure through
these media platforms will take LD&B towards their company goals. Lasting Impressions recognize the
importance of quality customer service to not only LD&B but as a general business basic principle. Throughout
the year, various forms of marketing tools will be used. A diversity in these forms of marketing will let locals
experience exposure without a quick burnout. Interesting ads that connected to the audience emotionally was
the main goal in trying to retain current customers while encouraging potential customers to join. It was very
important for Lasting impressions to build on LD&B’s consumer-oriented philosophy and continue following
the same path. By gaining a bigger presence within the Shenandoah area, LD&B will be able to increase
customer awareness and desire.
 Appendix
Page 48

Unused Deliverables

Print Advertisements

Storyboards
 Page 49

Radio Advertisements
 Page 50
Other Advertisements

Display Advertisement

Social Media Advertisement

Junior Sized Billboard

 Page 51
Bus Exterior Advertisement
Direct Mail

Email Banner

Event Marketing Poster

Digital Loyalty Program

Public Relation
Sponshorship
 Page 52

References
Page 53
Page 55
Page 56
Page 57