i

Executive Summary

This paper discusses an integrated marketing communications (IMC) campaign for Interna-
tional Needs Australia and their SHE brand. This campaign was developed and rolled-out in
cooperation with postgraduate students from Swinburne University of Technology. The over-
all goal of the campaign was to increase brand awareness and regular donations for SHE,
especially by targeting the millennial population. Furthermore, the campaign aimed to re-
spond to INA’s specific objectives to a) gain 500 new followers on social media platforms
(Facebook and Instagram), b) increase nutshell subscribers by 200 individuals, and c) acquire
100 new regular donors.

The campaign was broken down into several IMC elements, each being managed by a team
of three to four students. SHEviews was an event-based experiential marketing tactic used to
achieve INA’s outlined objectives. Additionally, a ‘sliding doors’ style ad was chosen as a
core element in communicating SHE’s purpose and mission. The SHEviews event format
was used as the core campaign tactic with the Sliding Doors Ad shown at the event’s launch.
These key elements provided a basis for teams to work collaboratively as a communications
agency to organise, promote, and launch SHEviews and the Sliding Doors Ad. IMC elements
were events (SHEviews), Sliding Doors Ad, social, campaign coverage, PR / publicity, influ-
encers and sponsorship. Although it is important to consider all IMC elements, this report
focuses strongly on the role of the events team.

Strategic partnerships included Lido Cinemas in Hawthorn, who have strong ties to the Swin-
burne community. Social media platforms were appropriately chosen to attract the target au-
dience as well as suit INA’s preferences. Via these platforms (Facebook and Instagram),
promotional activities were shared, including campaign coverage and event press releases.
GoFundMe was used to create a traffic stream and provide a call to action for all marketing
activities directly leading to donations.

Majority of the campaign activity was executed in the lead up to and across Swinburne’s
week 12, during which the success of the campaign was seen in the $640 dollars raised and
the high level of Facebook event impressions. Key considerations for future events include
extending the promotional timeline, the unideal date and time chosen for the target market,
and the use of data from attendees to drive further traffic. Nonetheless, the SHE brand has
been positively positioned and several new brand assets have been created for further dissem-
ination.

ii
Table of Contents

List of Abbreviations............................................................................................................... iv
List of Figures ........................................................................................................................... v
List of Tables ........................................................................................................................... vi
1 Introduction ....................................................................................................................... 7
2 Situational Analysis........................................................................................................... 8
2.1 Industry and Consumer Overview ............................................................................... 8
2.2 Target Audience ......................................................................................................... 10
2.2.1 Primary Target Audience: Hip-ennial ............................................................ 11
2.2.2 Secondary Target Audience: Clean and Green Millennial............................. 13
3 Communication Objectives ............................................................................................ 16
4 Creative Strategy ............................................................................................................. 17
5 IMC Strategy ................................................................................................................... 21
6 Media Strategy ................................................................................................................ 25
7 Measurement and Evaluation ........................................................................................ 29
8 Conclusion........................................................................................................................ 31
9 List of References ............................................................................................................ 31
10 Appendix .......................................................................................................................... 34
10.1Event Summary .......................................................................................................... 34
10.2Lido Advertising ........................................................................................................ 35

iii
List of Abbreviations
IMC ........................................................................... Integrated Marketing Communications
INA ............................................................................................International Needs Australia

iv
List of Figures

Figure 1. SWOT .................................................................................................................... 9

Figure 2. INA moodboard ................................................................................................... 10
Figure 3. INA’s primary target audience ............................................................................ 13
Figure 4. INA’s secondary target audience ......................................................................... 15

v
List of Tables

Table 1. SMART objectives ................................................................................................ 16

Table 2. Key phases of SHEviews event............................................................................. 20
Table 3. IMC strategy ......................................................................................................... 24
Table 4. Media schedule and budget allocation .................................................................. 27
Table 5. Campaign budget overview................................................................................... 28
Table 6. Campaign measurement ........................................................................................ 30

vi
1 Introduction
The purpose of this paper is to develop an integrated marketing communications (IMC)
plan for the client International Needs Australia (INA) and the SHE movement, ensuring
that a consistent, powerful message is communicated across all platforms and strongly res-
onates with its target audience.

Through research and understanding of the target audience, SHEviews, a cinema event for
Millennials, was created in conjunction with a Sliding Doors Ad, as the basis of the cam-
paign. Careful curation of content and imagery was required to deliver an emotional and
concise message.

This paper, through an IMC plan, aims to increase INA’s overall brand awareness, in par-
ticular on its digital channels, and to increase regular donations, especially addressing the
Millennial target audience. This paper will then expand and provide further details on the
specific IMC elements of the agency that worked simultaneously to achieve the client’s
brief.

7
2 Situational Analysis

2.1 Industry and Consumer Overview

The Australian charity space is incredibly broad and diverse with organisations focusing on
a wide array of local and international needs including health, education, and environmen-
tal protection (ACNC n.d.). This sector is fiercely competitive with over 56,000 registered
charities and is growing by 4% annually. Roughly 65% of registered charities are small,
only receiving annual revenue of less than $250,000 (ACNC 2019). This, as well as the
increased diffusion of Government support, has contributed to the charity sector’s intensely
competitive landscape (McLeod 2016; Schetzer 2016). This sector is largely dominated by
key players with high reach, visibility, and support, making innovation and growth difficult
for INA to attain (McLeod 2016).

INA and the SHE brand are struggling to build brand awareness and maintain regular sup-
port within this crowded market. Though INA is one of only 42 accredited charities in
Australia (INA 2019a), it is not immune to the challenges that arise from industry competi-
tiveness and shifts in consumer behaviour. A limited communication budget places addi-
tional pressure on INA to establish a single voice and make it heard. INA, whose primary
focus is on women’s empowerment and sustainable community development, competes
closely with Women’s Development Agency, Habitat for Humanity, Caritas Australia, and
CARE. Beyond direct market competitors, INA faces peripheral competition from for-
profit organisations with social impact strategies in place (Pearson 2013). Though competi-
tion for donations is fierce, it is also healthy as it can feed INA’s determination to demon-
strate its impact and effectiveness in an authentic and differentiated way (ACNC n.d.).

INA faces challenges arising from its current donor groups. Its primary donor group is
aged 60-70 years and represents almost 30% of INA’s current regular donors (INA 2019b).
This group is decreasing with Australia’s ageing population as elderly donors are reaching
pension age and accessing limited government benefits (ibid.). The growing Millennial
population presents a significant opportunity for INA, where key considerations are evalu-
ated in the target audience section of this report.

A SWOT was developed to better understand INA’s internal and external environment,
indicating areas in which INA is currently succeeding and areas for improvement. This
SWOT can help INA to overcome challenges, be well positioned for the future, improve

8
the integration of its communications, and effectively align its communications to the Mil-
lennial target audience.

Figure 1. SWOT
Source: Own illustration

The moodboard shows images of the people and families that INA has helped through the
SHE project. A yellow heart surrounds the moodboard’s central figure, demonstrating
INA’s kindness, compassion, and dedication to providing hope to thousands of families
globally. Yellow is associated with hope and happiness and is recognised to be central to
INA’s spirit. Yellow also represents the sun, which, like INA, gives life and optimism to
everything that it touches.

9
Figure 2. INA moodboard
Source: Own illustration

2.2 Target Audience

INA is aiming to target Millennials with its SHE movement. Target audience insights can
help INA to adapt its campaign to this particular market, potentially converting this specif-
ic group of people into regular donors (Newberry 2018). Millennials suffer from charity
fatigue due to an abundance of worthy causes both locally and globally (Wynne 2018).
Unfortunately, Millennials are not willing to give up something without getting something
in return, especially a unique experience (ibid.)

To better target and understand Millennials’ behaviour, demographics and characteristics,

the audience is divided into primary and secondary audiences.

Millennials, born between 1981 and 1996, are young adults who are currently 23 to 38
years old (Dimock 2019; Serafino 2018). They have a sceptical view of the world they live
in, and have difficulties discovering their beacons of trust (Parmelee 2019). Millennials are
primarily interested in experiencing the world rather than in rushing into building families,
buying houses or other aspects of “ideal” adulthood (ibid).

10
Millennials have a caring nature, which is why they have high expectations of products and
brands (Price 2017). This generation is almost twice as likely to donate to charity than gen-
erations aged 55 and over (Lancaster 2016). However, Millennials carry scepticism to-
wards charities and the use of funds. This cynicism exists due to Millennials having less
money because of their experiential rather than financial orientation. They need to be able
to track their funds to a tangible source (ibid). It is crucial to note that Millennials require
authenticity and transparency from charities to validate they have spent their money wise-
ly, and that their donations are going straight to the cause and making a noticeable differ-
ence. Therefore, INA must represent itself as an authentic and transparent not-for-profit
organisation.

Social media is frequently used by Millennials, with the majority using social media in the
morning and evening, followed by lunch time breaks and when commuting (Yellow 2018).
The most popular time to access social media for females, aged 18 to 39 years old, is in the
morning. The preferred social media channels of male and female Australian Millennials
are Facebook, Instagram and YouTube (ibid).

To effectively target this generation, it is necessary to understand the key sub-segments

due to differences in Millennials’ lifestyles (Cisco 2016). In terms of INA’s goals with its
SHE movement, these segments were identified as the ‘Hip-ennial’ (primary target audi-
ence) and ‘Clean and Green Millennial’ (secondary target audience).

2.2.1 Primary Target Audience: Hip-ennial

Twenty nine percent of Millennials are Hip-ennials, who can be defined as “cautious,
global, charitable, and information-hungry” (Cisco 2016). A large part of this segment
consists of women who are often students and stay-at-home mums. Hip-ennials frequently
use social media, particularly for entertainment reasons. However, they are generally pas-
sive users, generating content infrequently (ibid). Hip-ennials are genuine and share the
desire to have an impact and make the world a better place (Schawbel 2012). They are in-
terested in staying up to date with global news and giving to charity (ibid).

11
12
Figure 3. INA’s primary target audience
Source: Own illustration

2.2.2 Secondary Target Audience: Clean and Green Millennial

Ten percent of Millennials are Clean and Green Millennials, who are “impressionable,
cause-driven, healthy, green and positive” (Cisco 2016). This segment is dominated by
men and full-time students. Not only do they take care of themselves, they also care for
their environment (Schawbel 2012). These Millennials are more active on social media
than Hip-ennials, posting mainly cause-related content (Cisco 2016). This is important as
INA can leverage social media to address them more effectively.

13
14
Figure 4. INA’s secondary target audience
Source: Own illustration

15
3 Communication Objectives
The overarching objective of this campaign is to sustainably increase brand awareness for
INA and SHE as well as increase regular giving support amongst its target audience.
Communications need to effectively engage Millennials and provide differentiation from
competitors in a unique and authentic way. Table 1 represents an overview INA’s key
campaign objectives.

OBJECTIVE 1 OBJECTIVE 2 OBJECTIVE 3

Specific Gain 500 Facebook Increase Nutshell sub- Acquire 100 new do-
and Instagram follow- scribers by 200 within nors within a 12-
ers within a 3-month a 3-month period month period
period

Measurable Gain 167 followers Achieve 67 new sub- Acquire at least 8 do-
each month, ensuring a scribers each month, nors each month, en-
total of 500 is reached ensuring the target of suring the target of
over a 3-month period 200 is reached in a 3- 100 is reached within a
month timeframe 12-month timeframe

Achievable This goal is achievable This goal is achievable This goal is achievable
due to the ongoing because executing key because through con-
marketing activity, brand awareness acti- tact made via newslet-
including events such vations such as SHE- ter communications,
as SHEviews to pro- views can yield rich following up with
mote the brand and consumer data from supporting content to
increase awareness ticket and allow INA highlight the impact of
amongst the target to personally thank giving and what dona-
audience attendees and invite tions will be used for
them to subscribe to will help generate
the newsletter more regular and on-
going donations

Relevant This goal is relevant to This goal is relevant to This goal is relevant to
INA’s brief of effec- the brief of building the brief of acquiring
tively engaging with brand awareness for ongoing and regular
Millennials in interna- INA support for SHE in
tional development increments of
and women’s empow- $25/$50/$100 per
erment month

Time Bound This goal is to be This goal is to be This goal is to be

achieved by January achieved by January achieved by November
2020 2020 2020
Table 1. SMART objectives
Source: Own illustration

16
4 Creative Strategy
The creative strategy acts as guiding principles, allowing advertising and content to align
to a foundation that highlights not only the objectives of the campaign, but the overarching
messaging that will resonate with the audience.

Overarching positioning statement

SHEviews provides a vehicle to engage with Millennials and helps increase brand aware-
ness, giving value to customers via entertainment in exchange for donations - a regular
event for regular giving.

Unique selling proposition

Campaign communications should highlight the uniqueness of the SHE brand as providing
support to women and children in need via offering education and sustainable tools for
marginalised individuals. To effectively engage with Millennials and indicate the potential
impact of their donations, content should focus on emotion and information, highlighting
its difference from competitors.

Message strategy

The SHEviews concept is unique as the event has been created by Millennials for Millen-
nials, perfectly understanding this target audience.

Taking an educational approach, through the use of emotive language and imagery, is the
way to foster a deep connection with the target audience. This ensures they understand
INA’s cause and through the Sliding Doors Ad, individuals can realise the impact they are
making through donations.

Being emotive, yet concise is key to capturing the attention of Millennials and below are
external positioning lines that could be used:

1. “Buy tickets. Be a SHERO.” This highlights how buying a ticket is helping support
a great cause, thus becoming a hero in someone’s eyes.
2. “SHEviews. Movies for Millennials.” This focuses on the target audience, creating
a sense of importance and exclusivity.

17
 3. “SHE needs you. YOU can make a difference to her life.” An impactful line, en-
capsulating emotion and the effect one has on others and how helping someone
could really change their life.

The major selling argument is establishing the grounds of how a donation equates to real
impact. Getting that message across to potential donors in a concise and emotive way is
how INA can stand out from its competitors.

Big idea

The terms “Be a SHERO” and “SHEviews” must be used across various mediums. Due to
their short and concise nature, they are naturally translatable across different media types.
To further bolster the brand and its purpose, INA can continue to use these terms to gener-
ate awareness and by keeping things consistent and repetitive, it has the advantage of re-
maining in consumers’ minds. Using a movie event to reach Millennials is unique because
there is the opportunity to network, give generously, but also to enjoy a movie with friends
or by oneself.

Execution

There are several elements that need to be executed in a timely way:

1. Social media pages (outside of INA) will promote the SHE movement, specifically
the SHEviews event.
2. The event will be promoted via INA’s Facebook page, to gain followers and audi-
ence insights.
3. Online entertainment publications will be contacted to generate interest and raise
brand awareness (e.g., Broadsheet, Urban List, Concrete Playground, What’s On In
Melbourne).
4. Partner with universities to connect with target audiences.
5. Partner with independent cinemas to provide event space (i.e. Lido Cinemas) to
kickstart the inaugural event.
6. Events take a full omni-channel experience, encouraging attendees to utilise cam-
paign hashtags to meet objectives and allowing monitoring through data analytics.

18
The event will also feature a short documentary showcasing SHE’s impact, the campaign’s
coverage and Sliding Doors Ad, placing the audience at the centre of SHE’s impact and
connecting them with SHE members.

The campaign’s key message should focus on the individual impact the audience can make
via donations to INA. The vehicle to connect and engage with the target audience is the
SHEviews cinema event.

Implementation

The key phases for the launch of SHEviews are as follows:

Key Phases Approximate Time Frame

Pre-event

Contact and secure event space

Online ticketing system advertising the event, its cause

and the ability for customers to purchase a ticket

Sponsors secured so that food, raffle prizes and other 4 weeks leading up to the event
donations were available

Promotion of the event through social media, influenc-

ers and online content to raise awareness and generate
excitement

Event

Attendees are thanked for their ticket purchase and/or

GoFundMe donation

Organisers ensure food arrives and guests are enter-

tained and educated about INA’s cause 3 weeks to organize and exe-
cute the day of the event
Attendees have the opportunity to gather further infor-
mation to make a decision as to whether they wish to
donate on the day or at a later date, content must be
readily available to support both options

Post event

Each sponsor is individually thanked for their contribu-

tion to the event and INA’s cause 1 week following the event
Each donor is individually thanked should their details

19
be available

Communications are sent out to all recipients attached

to the SHEviews event to foster relationship between
INA and its future potential supporters
Table 2. Key phases of SHEviews event
Source: Own illustration

20
5 IMC Strategy

The present IMC strategy integrated various elements of the promotional mix to ensure
consistent messaging in relation to brand activity. It outlines the role that each marketing
area plays in meeting the campaign’s objectives.

It is clear that the purpose of activities 1, 2 and 3 are to directly meet the objectives set by
INA during the campaign pitch (Table 3). Additionally, activities 4, 5 and 6 are promo-
tional activities that act in support of the first three objectives, while also independently
acting as brand strengthening exercises – this can be measured in INA’s brand health re-
port.

Events team

As the agency voted for an event-based campaign, the SHEviews event was central to all
marketing activities. This team needed to contact key partners such as Lido and develop a
launch strategy, including film, genre, timing, costs and use of the cinema and foyer space.
Once the event details were confirmed, collaboration with the sponsorship team was neces-
sary to ensure sponsors could cover the costs of the upfront event costs, leaving ticket sales
to go directly to the funds raised from the event. Ticket pricing and promotional content
prior to the screening was negotiated with Lido and INA. Here the events team worked
with the Sliding Doors and Campaign Coverage teams.

An online ticketing page was developed and shared following confirmation of event details
and description. The events team collaborated with the PR, social media and influencer
team worked to promote the event. Prior to the event, event costs were renegotiated to re-
duce campaign expenses and respond to lower than expected attendance. Finally, the event
was successfully launched according to schedule, with the raffle drawn after the movie.

Sponsorship

The sponsorship team’s purpose was to seek at least four different businesses to sponsor
the event. This included donations for a raffle where the cost structure was worked into the
event teams’ budget. They also organised an industry letter and flyer with Swinburne and
ensured sponsor logos were appropriately used.

21
Campaign Coverage and Sliding Doors

The campaign coverage team initially worked to write a script and production timeline.
They liaised with INA and Swinburne students to set up interviews for the shoot day and
edited the footage following production. The Sliding Doors team also worked with INA to
understand the role of the SHE brand. They also created a script, found a narrator and used
brand assets that aligned with the SHE brand. Both the campaign coverage and Sliding
Doors teams worked with Lido and the social media team to ensure correct video format-
ting to dissemination.

PR, Social Media and Influencers

The social media, PR and Influencer teams worked to disseminate the details of the event,
ensuring this included links to purchase tickets, the event page or details of INA’s SHE
initiative. They also shared press releases as well as content created by the Sliding Doors
and Campaign Coverage teams, ensuring content included key sponsor logos. The Influ-
encer team had a tiered approach by using 20 influencers of various followings.

22
 Who is
What are How are you When are
Promotional Promotional Tac- IMC going to Cost to Contingency
Activity Objective you going to going to you going to
Strategy tic Budget measure measure plan
measure? measure it? measure it?
it?
Use of online
ticketing
To encourage
system Should event
regular giving.
Event based cam- measures fail to gain
Provide contact Measured at
paign: SHEviews. Tickets sold tickets sold. attendees
details to in- the end of Events team
Movie screening at and reflect on
1 crease nutshell Events $1,000 the week that to provide $0
the end of the se- GoFundMe GoFundMe why. Consider
subscribers by the event data
mester. donations page notes event timing
200 within a 3- takes place
names and and prepara-
month period
emails of tion.
donors

INA can con-

sider the types
Traffic to
of content
social media This will be
Gain 500 Face- consistent
Post on Facebook websites and Analytics at measured at
book and Insta- with these
and Instagram and use of the back end the end of Social me-
2 gram followers Social Media $0 $0 social media
link to SHEviews hashtags of social the week of dia team(s)
within a 3- platforms that
event page. @Swinburne media pages the SHE-
month period will allow
#SHEviews views event
them to target
@INA
Millennials
and followers
There should
be a strategy
Acquire 100
This will be in place to
new donors Target Millennials Engagement Number of
measured at maintain do-
within a 12- Influencers by using 4 influ- per post or donations will
the end of Influencer nors via use of
3 month period & Ambassa- encers that have a $0 general fol- be noted on $0
the week of team contact details
within the mil- dors strong following in lowing of GoFundMe
the SHE- such as social
lennial demo- this demographic influencers page
views event media handles
graphic
and email
addresses.

23
 Use of online
ticketing
If traffic not
system
To increase generated,
measures
INA and SHE’s Traffic driver Measured at consider the
traffic. Events and
brand aware- Press releases to to ticketing the end of platforms used
PR & Public- PR teams to
4 ness and differ- support the SHE- $200 website and the week that $0 to promote
ity GoFundMe provide
entiate the views event GoFundMe the event key marketing
page notes data
brand in a page. takes place. messages. E.g.
names and
flooded market news web-
emails of
sites.
donors

INA and SHE

can consider
By the date of
To increase collateral to
the event the
INA and SHE’s Find sponsors to bring sponsors
Aim to gain number of
brand aware- cover the cost of the $1,000 By the date Sponsorship on board and
5 Sponsorship at least 4 sponsors and $0
ness and sup- SHEviews event (target) of the event team whether these
sponsors costs covered
port marketing hire. sponsors
should be
activity could make a
known
long-term
commitment
INA can con-
Brand
sider whether
To increase awareness
the basis of
INA and SHE’s Sliding should be
Sliding Doors Ad Aim to Tactic can be the advertising
brand aware- Doors Ad measured in
and campaign cov- $6,000 demonstrate measured via Production can be used
6 ness and differ- and Cam- annual brand $0
erage of the process $12,000 the purpose views on team for future
entiate the paign Cover- health report
of the event of SHEviews social media purposes and
brand in a age undertaken
use content as
flooded market by INA and
a marketing
SHE
asset
Table 3. IMC strategy
Source: Own illustration

24
6 Media Strategy
These vehicles were selected as the most appropriate means of communicating the creative
strategy as well as increasing brand awareness and regular donations, allowing INA to bet-
ter serve and connect Millennials with the SHE movement:

• Events (SHEviews)
• Sliding Doors Ad
• Social Media (Facebook, Instagram, Twitter, Blog)
• Campaign Coverage
• PR / Publicity
• Influencers
• Sponsorship

Launching SHEviews at Lido brought SHE closer to Millennials through an experiential

marketing activity. This approach aligns with Millennials’ preference to connect with
brands through experiences rather than traditional forms of marketing (Kercher 2017). To
cover the cost of the event, further increase brand awareness, and achieve a reasonable
return on investment, the integration of sponsors was necessary. Local businesses were
targeted due to their proximity to Lido and Swinburne as well as reinforcing INA’s com-
munity spirit.

The Sliding Doors Ad, with significant emotional appeal, was created to establish a con-
nection between the audience and the SHE movement by putting them at the centre of the
movement. This played into the egocentric yet caring nature of Millennials. Through this
emotional involvement, Millennials were encouraged to become ‘SHEroes’. While the
campaign coverage allowed INA to demonstrate their authenticity and transparency via
‘behind the scenes’ footage.

The digital strategy included Facebook, Instagram, LinkedIn, Twitter and Blog to respond
to social media use of Millennials and the most popular channels for adults between 18 to
39 years (Yellow 2018). GoFundMe was also the most suitable public platform to encour-
age SHE donations due to its reputation and usage amongst Millennials (Wohlfeill 2018).
This popular crowdfunding platform allowed for increased shareability across the selected
digital platforms (ibid.).

25
Influencer marketing is seen to strongly resonate with Millennials due to its apparent au-
thenticity and trustworthiness compared to traditional marketing (Arnold 2018). The rea-
son for this choice of vehicle was based on the power of digital influencers, and their im-
pact on Millennials’ decision-making process, specifically persuading the decision to sup-
port or follow brands (ibid).

Table 4 outlines the campaign’s media schedule, including all IMC elements, objectives
and weekly tasks, as well as associated costs and revenues. A total profit of $640 was
raised for INA’s SHE movement, while exposing SHE to the Millennial generation in an
engaging medium.

In order to better evaluate the campaign’s performance and effectiveness, estimated and
actual costs were calculated for each IMC element. This includes the difference between
these measures as well as donations and final event costing. Estimated costs were deter-
mined by current market pricing and research and serve as approximate figures only. Actu-
al costs were derived from communications within the agency. Table 5 provides an over-
view of the campaign’s costs and thus, return on investment.

26
Table 4. Media schedule and budget allocation
Source: Own illustration

27
 IMC Element Estimated Actual Cost Difference Donations Total
Cost

Event $ (1,235) $ (935) $ (300) $ 565 $ (370)

Sliding Doors Ad $ (6,250) $- $ (6,250) $- $-

Social Media (Facebook,

Instagram, Twitter, Blog) $- $- $- $- $-

Campaign Coverage $ (12,850) $ (300) $ (12,550) $ 300 $-

PR / Publicity $- $- $- $ 610 $610

Influencers $ (2,250) $- $ (2,250) $- $-

Sponsorship $ (1,874) $ (1,189) $ (685) $ 1,589 $ 400

Total $ (24, 459) $ (2,424) $ (22,035) $ 3,064 $ 640

Table 5. Campaign budget overview
Source: Own illustration

28
7 Measurement and Evaluation

Several elements had to come together to ensure the success of the inaugural SHEviews
event. Key considerations are how these results contribute to the overarching communica-
tion objectives. The SHEviews event fell short of expectations, however, there were still
notable contributions to the INA brand and SHE initiative.

The total money raised was $640, which was directly calculated after the event. It is antici-
pated that additional funds will be raised following the event as a late partnership oppor-
tunity arose from a Swinburne connection to a primary school. Event statistics showed that
only 35 tickets were sold to 29 visitors to the event-ticketing page. This highlights how
event promotion and communications should have started earlier to lock in attendees. Fur-
thermore, feedback indicated that the event timing was inconvenient as it took place during
the work hours. Consequently, fewer tickets were sold and less people attended the event.

Facebook event impressions (2,400) and engagement (87 likes) achieved a considerable
amount of reach due to students sharing SHEviews content within their own social net-
works. This generated additional traffic to INA’s social channels. It yielded rich consumer
data from INA’s target audience through online ticketing and social media engagement.

Considering the number of attendees at the event, the Sliding Doors Ad gained a decent
amount of views through social media and the event airing. The cheap production cost of
the Sliding Doors Ad can be used in the future as a brand asset by INA. This is also appli-
cable to the campaign documentary to solidify the relationship between Swinburne and the
SHE brand if shown to students who may wish to volunteer for the project.

Students were able to leverage a strong partnership with Lido and gain more value through
sponsorships than originally anticipated. The value of sponsorship totalled just over
$1,500, which ensured that the majority of profits generated could go towards the SHE
brand. INA can continue to leverage these partners for future events. Furthermore, INA
needs to follow up with sponsors to gain feedback on the event and the joint value it creat-
ed. Organising a sponsorship plan can help INA to understand and anticipate how an on-
going relationship with these sponsors could work.

SHEviews launch sets a benchmark for further campaigns undertaken by INA in collabora-
tion with Swinburne. Key considerations for future events include a more ideal screening

29
schedule, improved promotional efforts prior to the event, use of additional social chan-
nels, and the use of consumer data to target existing and new donors.

Table 6 provides an overview of campaign results for each tactic.

Measurement Target Actual

Tickets sold (number) 60 35

Refunds (number) 0 0

Event visitors (number) 60 29

Money Raised including

$1,000 $640
GoFundMe Donations (incl. from raffle)

GoFundMe Donors
60 29
(incl. from raffle) (donors)

Ticket traffic (views) 60 24

63 (YouTube)
35 (at event)
Sliding Doors Ad (views) 100 12 (Facebook)
70 (Facebook impressions)
24 (Facebook engagements)

Facebook event impressions 1,000 2,400

Facebook event engagement 100 87

Facebook influencer followers (combined) 60,000 57,200

Instagram influencer followers (combined) 100,000 74,200

LinkedIn influencer followers (combined) 1,000 1,000

Sponsorship donations (catering, monetary

$1000 worth $1,539
support & raffle prizes)
Table 6. Campaign measurement
Source: Own illustration

30
8 Conclusion
This campaign provided INA with the opportunity to increase its brand awareness, espe-
cially on digital channels, and interact with its new target audience (i.e. Millennials), po-
tentially expanding its donor group. To ensure a successful execution of the campaign and
launch of the inaugural SHEviews event, it was crucial to work cross-functional within the
agency as well as to connect the chosen IMC elements. Besides, a consistent message
needed to be communicated. Not only was it necessary to gain insights about the Millenni-
al generation, it was also important to effectively address them and highlight a satisfying
return from regular giving. Consequently, an event-based marketing campaign SHEviews
was launched. Promotional activities were mainly rolled-out online to reach this target au-
dience.

To sum up, the campaign raised a total of $640 dollars, while presenting INA and its SHE
movement to Millennials prior, during, and after the event. Although the timing and pro-
motion of the event were not optimal, all costs were covered and INA had the chance to get
a better understanding of Millennials. Since Millennials use Facebook, YouTube, Insta-
gram and Snapchat frequently (Yellow 2018), INA should use these platforms for promo-
tions in the future. Promotion on Instagram was not very successful, providing future po-
tential for INA.

31
9 List of References
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Commission, May, viewed 1 November 2019,
<https://www.acnc.gov.au/tools/reports/australian-charities-report-2017>.

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generation-z-begins/>.

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April, viewed 1 November 2019, <https://www.thecut.com/amp/2018/04/i-think-about-
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viewed 13 October 2019, <https://www.stylus.com/hdrsht>.

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<https://www.jbwere.com.au/for-purpose-organisations/philanthropic-services/thought-
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32
Newberry, C 2018, ‘How to define your target market: a guide to audience research’,
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33
10 Appendix

10.1 Event Summary

Following the initial pitch, the Event Team firstly contacted Lido to discuss the campaign
and potential launch strategy. After exchanging ideas with both Lido and Nives, an event
date and time were confirmed along with the movie, ad, and campaign coverage. Ticket
pricing was negotiated with INA and its target audience in mind to achieve the maximum
potential donations. An online ticketing page was developed and shared following confir-
mation of event details and description. Raffle structure and prizes were discussed with the
Sponsorship Team to coordinate required tasks between IMC elements. Prior to the event,
event costs were renegotiated to reduce campaign expenses and respond to lower than ex-
pected attendance. Finally, the event was successfully launched according to schedule,
with the raffle drawn after the movie. After all expenses, the event raised a total of $640
for INA while gaining much needed exposure to Millennials both on and offline.

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10.2 Lido Advertising

35