June 2002

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1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 Promotion Opportunity Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.1 Communications Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.1.1 Competitive Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22.1.2 Opportunity Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42.1.3 Target Market Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42.1.4 Customer Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.2 Market Segmentation Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

3.0 Corporate Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73.1 Corporate Image Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.2 Brand Development Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.3 Brand Positioning Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.4 Distribution Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83.5 Business-to-Business Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.6 Public Relations Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93.7 Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

4.0 IMC Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104.1 IMC Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104.2 IMC Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114.3 Agency Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

5.0 IMC Objective One (Consumer) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125.1 Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125.2 IMC Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

5.2.1 Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135.2.1.1 Advertising Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145.2.1.2 Creative Brief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145.2.1.3 Advertising Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

5.2.2 Sponsorship Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155.3 Media Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155.4 Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

6.0 IMC Objective Two (Distribution Channel) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166.1 Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166.2 IMC Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176.3 Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

7.0 IMC Objective Three (Business-to-Business) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187.1 Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187.2 IMC Methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

7.2.1 Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207.2.1.1 Advertising Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207.2.1.2 Creative Brief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217.2.1.3 Advertising Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

7.2.2 Business-to-Business Promotions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217.2.3 Personal Selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

7.3 Media Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227.4 Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

8.0 Samples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228.1 Sample Logo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228.2 Sample Consumer Advertisement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238.3 Sample Business-to-Business Advertisement . . . . . . . . . . . . . . . . . . . . . . . . . . . 238.4 Sample Storyboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Table of Contents

8.5 Sample Web Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Table of Contents

1.0 Executive Summary

This integrated marketing communication (IMC) plan is designed for a new musical venue, called the Kincaid Theater. The 1,200 seat, all year round, theater will be the only middle-tier musical venue in the greater Eugene-Springfield area, offering the area's 220,000 residents top-quality musical talent that has normally by-past the area. The plan will include an analysis of promotion opportunities, communication, target markets, and market segmentation. The company's corporate strategies, IMC objectives and advertising goals will be clearly established. The plan will also include a media plan and methods that will be employed to evaluate the success of the IMC plan.

The market for live musical entertainment in the Eugene-Springfield area has grown tremendously. In 2001, over 120 performing artists played concerts in the area, generating $5 million in ticket sales. This is a 15% increase over sales the previous year. The potential was far greater than sales level achieved.

The two main target markets for the Kincaid Theater are teenagers/young adults (ages 17-28) and older adults (ages 30-45). Currently, there is no venue for the acts that are popular with teenagers and young adults. Though most top musical acts usually play larger metropolitan areas, there are a large number artists that play venues with 1,000 or more seats. The Kincaid Theater will offer these acts the perfect venue in which to perform in the Eugene-Springfield area. The theater is small enough to give the intimate feeling that this customer group craves when attending live performances, but is it also large enough to attract the popular acts into the area.

The opening of the Kincaid Theater offers the Eugene-Springfield area a unique music venue. To promote this new music venue, the Kincaid Theater will be launching an IMC plan to improve the theater's visibility. The Kincaid Theater will focus on producing advertisements for the local daily paper and the area's local entertainment weekly. The brand image will be developed through types of performers that the theater will be able to draw into the area. The theater's positioning strategy is to be the perfect venue for a concert in the city.

2.0 Promotion Opportunity Analysis

In 2001, over $5 million in sales were generated by musical acts in the Eugene-Springfield area. This represents a 15% increase in sales over the previous year. Sales are expected to increase next year due to the increase in population in the Eugene-Springfield area. Currently there are 220,000 residents in the area. That number is estimated to grow by 8% each year for the next five years. More importantly, is the projected demographics of the new residents. The new residents will share the following characteristics:

• Age: 23-35; • Gender: 60% female, 40% male; • Income: $28,000-$40,000; • Lifestyle: Active.

These residents will be joining a vibrant community that is very much defined by the University of Oregon campus located in Eugene. The university serves over 23,000 students. A combination of the student population and the area's young adults have created a strong base of support for live musical entertainment. The Eugene-Springfield area is located between San Francisco and Portland/Seattle. This makes the area an excellent location for musical artists to schedule a shows in between performances in San Francisco and the metro area further north. Unfortunately, there has not been appropriate venues available to book such shows. The Eugene-Springfield area has several small clubs and concert halls with capacity limits of 300-

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400 customers. On the other end of the spectrum is the Hult Cener for the Performing Arts which has seating for 2,500. The selection is representative of the two extremes, either very small or very large. Many acts have not performed in the area because there wasn't a suitable middle tier (1,200 seats) venue to play in. Only Kincaid Theater now offers a venue that meets the needs of the artists. The theater is much larger than the smaller venue but cheaper with a more intimate feel than the Hult Center.

The Kincaid Theater has a distinct advantage over its competition. Compared to smaller venues, Kincaid can offer a better concert hall that can accommodate more fans. In comparison to the Hult Center, Kincaid can offer cheaper ticket prices due to lower overhead and lower profit thresholds associated with ticket sales.

2.1 Communications Analysis

There is a wide mix of media vehicles that are used to promote live concert performances. In assessing the communication market, the Kincaid Theater reviewed the most effective advertising tools for national and popular regional musical acts. The communication strategy of competitors was examined to establish a clear definition of the market opportunity.

Radio and newspapers are the dominant advertising vehicles for live concerts. Radio is the advertising vehicle of choice for reaching teenagers or young adults. Newspaper advertisements are focused on the older customers. Live music is a very popular form of entertainment in the area. Surveys have indicated that there is great support for a new venue that will bring in the quality performing artists that customers have to now travel to Portland or Seattle to see.

Through the communication market analysis, several significant findings were revealed.

• Over 90% of respondents believe the area needs a middle-tier (1,200 seats) performance venue in the Eugene-Springfield area.

• A majority of survey Springfield (70%) wants the Eugene-Springfield area to be a major stop for performing artists.

• 80% of Springfield accepts concert tickets in the $30-$40 range at a venue like the Kincaid Theater.

2.1.1 Competitive Analysis

The Kincaid Theater occupies a special niche in the Eugene-Springfield area as a venue for live concert performances. Currently, it is the only 1,200 seat performance theater in area. The smaller venues have seating for up to 500. At the other end of the spectrum is the Hult Performing Arts Center that can seat up to 2,500. During the summer, the Cuthbert Amphitheater (seating capacity 3,000 offers outdoor venue for live concerts. This has created a vacuum in the middle that the Kincaid Theater (seating capacity 1,200) is attempting to fill.

Small Clubs and Concert Halls: There are six small concert halls and clubs in the Eugene-Springfield area serve as venues for live concerts. They are as follows:

• Wild Duck • WOW Hall • Hollywood Taxi • John Henry's • La Luna • Good Times

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All of these small venues specialize in a particular types of musical entertainment. The Good Times and Hollywood Taxi offer rock and roll acts. Their seating capacity is less than 200. La Luna (seating capacity 200) is focused touring jazz artists. John Henry's offers touring alternative bands a venue in which to perform. This venue has a seating capacity of 240. The Wild Duck (seating capacity of 350) and the WOW Hall (seating capacity of 500) are the biggest small performance venues in the area. These two venues get the better known minor performing artists.

Hult Center for the Performing Arts: With a seating capacity of 2,500, the Hult Center can attract national tours of major artists. The central question for the center's management is if a scheduled performing artist can sell out the center. The overhead for the center demands that the facility book artists or performance tours that will sell out all seats. The center has recently had fewer and fewer live concerts by performing artists and more touring theater or dance companies.

Cuthbert Amphitheater: During the summer months the amphitheater opens for six to eight concerts. With a seating capacity of 4,000, the amphitheater attracts major artists that are on national tours.

Table: Competitive Analysis

Competitive Analysis#1 #2 #3 #4 #5

Competitor Wild Duck WOW Hall John Henry's Hult Center Cuthbert

Product and/or Service Wild Duck WOW Hall John Henry's Hult Center CuthbertQuality 4 4 3 5 4Selection 3 3 3 3 4Price 4 4 5 3 4Other 0 0 0 0 0

Location and Physical Appearance Wild Duck WOW Hall John Henry's Hult Center CuthbertTraffic 4 4 3 4 4Appearance 4 3 2 5 4Visibility 4 4 3 5 5Convenience Factors 4 3 3 4 4Other 0 0 0 0 0

Added Value Factors Wild Duck WOW Hall John Henry's Hult Center CuthbertPre and Post Sales Service 0 0 0 0 0Experience 0 0 0 0 0Expertise 0 0 0 0 0Reputation 0 0 0 0 0Image 3 4 3 5 4Stability 0 0 0 0 0Strategic Alliances 0 0 0 0 0Other 0 0 0 0 0

Other Marketing Activities Wild Duck WOW Hall John Henry's Hult Center CuthbertEstablished Sales Channels 0 0 0 0 0Advertising 0 0 0 0 0Post-purchase Support 0 0 0 0 0Incentives 0 0 0 0 0Loyalty Components 0 0 0 0 0Other 0 0 0 0 0Total 30 29 25 34 33

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2.1.2 Opportunity Analysis

The market for live musical entertainment in the Eugene-Springfield area has grown tremendously. In 2001, over 120 performing artists played concerts in the area, generating $5 million in ticket sales. This is a 15% increase over sales the previous year. The potential was far greater than sales level achieved. Without a middle-tier venue that could bring in popular acts, the Eugene-Springfield area was by-past by numerous acts that could not find an appropriate venue to play in. The small clubs and concert halls could not produce enough profit to attract popular acts. The overhead of the largest venues was unattractive because it eats into profits unless ticket sales exceeds 90% of available seating.

The Kincaid Theater's survey of promoters of last year's tours on the west coast, revealed that lack of a venue like the Kincaid Theater kept many performing artists out of the Eugene-Springfield area. The promoters reported that the Eugene-Springfield area has a strong support base for live music with several distinct groups and the only thing missing has been a facility the would bring the performers into the area.

The groups they identified as pivotal to the popularity of live concerts is the following:

Teenagers/Young Adults: Teenagers and young adults enjoy hip-hop, alternative, and hardcore groups. These groups are very popular and play Portland and San Francisco in succession. This tour pattern offers Eugene an excellent opportunity to schedule mid-week concerts of these popular artists. Promoters reported that the base in the Eugene-Springfield is strong and growing. The relative affluence of the area provides a strong support base to afford ticket prices. This group, on average, spends $2,000 a year on entertainment. In surveys conducted with this group, 75% of respondent reported that they would pay more to see a live concert in Eugene rather than travel 200 miles to see the same show in Portland.

Older Adults (ages 30-45): Promoters believe that this group is the least served and most important group for a middle-tier performance facility to cater to. Their musical taste and interests expands in all directions. They also have the discretionary income to enjoy the best live entertainment. This group, on average, spends $4,000 a year on entertainment. In surveys with this group, 80% of respondent reported that they would pay more to see a live concert in Eugene rather than travel 200 miles to see the same show in Portland.

2.1.3 Target Market Analysis

The two main target markets for the Kincaid Theater are teenagers/young adults (ages 17-28) and older adults (ages 30-45). Currently, there is no venue for the acts that are popular with teenagers and young adults. Though most top musical acts usually play larger metropolitan areas, there are a large number of up-and-coming bands that play venues with 1,000 or more seats. The Kincaid Theater will offer these acts the perfect venue in which to perform in the Eugene-Springfield area. The theater is small enough to give the intimate feeling that this customer group craves when attending live performances, but is it also large enough to attract the popular acts into the area.

The Kincaid Theater offers the same advantages to the older adults. The theater is perfect for the type of artists that are most attractive to this group. This group has noted in surveys that the optimum size for the audience of a live concert is between 1,000 and 1,500. This assures that the entire audience is close enough to the stage to enjoy the performance. More importantly for this group, is the environment that is created in the theater is very important. Survey respondents noted that they want a intimate feeling in the theater.

The target market forecast data provided in the table below. Based on the target market

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analysis, the projected number of customers anticipated by the Kincaid Theater during 2002 will be 62,000. Based on annual growth rate of 12.5%, Kincaid Theater projects a total of 99,321 customers during 2006.

Table: Target Market Forecast

Target Market ForecastPotential Customers Growth 2002 2003 2004 2005 2006 CAGRTeenagers/Young Adults 15% 30,000 34,500 39,675 45,626 52,470 15.00%Older Adults 10% 32,000 35,200 38,720 42,592 46,851 10.00%Other 0% 0 0 0 0 0 0.00%Total 12.50% 62,000 69,700 78,395 88,218 99,321 12.50%

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

$100,000

2002 2003 2004 2005 2006

Teenagers/Young Adults

Older Adults

Other

Market Forecast

2.1.4 Customer Analysis

The Kincaid Theater attracts target customer groups that enjoy the best live musical entertainment. In the past, these customers have driven hundreds of miles to see artists perform. The demographic characteristics of the market is as follows:

Teenagers/Young Adults (ages 17-28): This group is a very savvy and aware segment of the community when it comes to popular culture. The new bands, no matter where they spring up from, are quickly absorbed into their CD play list. Until now, they only place they could see these new bands was Portland. The Kincaid Theater will be their source for live concert of the newest bands. Their demographic characteristics are the following:

• Ages: 17-28; • Sex: 40% male, 60% female; • Family Income: $35,000-$60,000; • Average Price of Ticket: $25.

Older Adults (ages 30-45): The Kincaid Theater is the perfect venue for the hundreds of pop, soul, country, reggae and world beat artists that tour the country every year. Many of these groups seek out venues like the Kincaid Theater. The attraction is simple. The theater

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has what their fans want; an intimate performance environment. This target customer group has very diverse tastes in music. More importantly, they enjoy live performances. Their demographic characteristics are the following:

• Ages: 30-45; • Sex: 45% male, 55% female; • Family Income: $28,000-$50,000; • Average Purchase: $32.

0%

5%

10%

15%

20%

Target Market Growth

2.2 Market Segmentation Strategy

The Kincaid Theater will use the results of the communication market analysis to focus on both teenagers/young adults and older adults. Though there is little or no overlap between the two groups, the typical seasonal scheduling of artists' tours will make it possible to coordinated the theater's offering to satisfy both target customer groups.

Teenagers/young adults will receive slightly more attention in the Spring and Summer which is the strongest tour seasons for artists that focus on the younger age groups. The younger target group has, traditionally, increased entertainment spending during these months. In a recent survey, 60% of respondents reported that they would like to see up to two popular touring bands perform in the area each week during the Spring and Summer. Another concern is that most concerts will take place during the week rather than a weekend. This target customer group is more responsive to concerts during the Spring and Summer months.

During the Fall and Winter months, the Kincaid Theater will present artists that are attractive to both target customer groups but with a decided focus on older adults. One of the strengths of the scheduling plan is the abundance of quality artists for older adults that are touring every season. The Eugene-Springfield area is right off Highway 5 which links Portland to San Francisco, making the area a natural location to add a concert date.

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Table: Market Analysis

Market Segments Pop Alternative Rap Jazz HardcoreTeenagers/Young Adults 3 5 5 2 5Older Adults 4 3 2 5 1Other - - - - -

Teenagers/Young Adults

Older Adults

Other

Target Markets

3.0 Corporate Strategies

To succeed, the Kincaid Theater must accomplish the following:

• Book artists that attract the target customers into the theater in sufficient numbers to hit sales goals.

• Create a concert environment that is comfortable and intimate. • Improve and expand long-term relationship with northwest and national tour

promoters. • Establish advertising visibility with target customer groups. • Develop a profitable theater leasing program.

The marketing strategy for the Kincaid Theater will be to:

• Raise the visibility of Kincaid Theater with the target groups. • Effectively anticipate the type of artist that will be attractive to the target groups. • Differentiate the Kincaid Theater from competitors through an aggressive integrated

marketing plan.

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3.1 Corporate Image Strategy

The primary market for the Kincaid Theater is the young music lover. The theater's corporate image will the best entertainment available between Portland and San Francisco. This will be consistent with the quality of the artists that the theater will bring to Eugene.

3.2 Brand Development Strategy

The Kincaid Theater has a long history in Eugene. For the past 60 years, it has been spacious motion picture theater. Its interior harkens back to a different time and place and offers a wonderful environment for concerts. The brand name of "Kincaid Theater" is a reflection of the importance of this theater in the history of the city. The name has always suggested quality and a good time. Many of the theater's future customers will have been past patrons of the theater when it showed films.

Consistent with the brand image strategy, the brand development strategy and the brand positioning strategy, the Kincaid Theater will use the tagline "Dreams Do Come True!"

3.3 Brand Positioning Strategy

The Kincaid Theater's brand position strategy will reflect what surveys have indicated are the most important concerns of the target customer groups.

• The top artists playing the Eugene-Springfield area. • A concert venue that is big enough to bring in the larger acts but still maintains a

intimate setting for the audience. • Comfortable seating in the theater. • Excellent Acoustics in the theater. • Excellent customer service.

The Kincaid Theater's brand positioning will also be a theater that will work hard to give the customers what they want. With teenagers/young adults, it means that the popular acts don't drive by on their way to Portland or San Francisco. For the older adults, the Kincaid Theater offers a wonderful entertainment environment that will create a lasting memory with the audience.

3.4 Distribution Strategy

The relationship between the Kincaid Theater and tour promoters is most critical to the success of the theater. In order to put the venue on the map, it must become visible to the tour planners. The Kincaid Theater must become a mandatory stop for great artists and bands. This will only occur if the theater is proactive in developing solid relationships with the major promotion companies.

Effective communication is the pivotal issue in the business relationship between music promoters and music venues. The Kincaid Theater will be proactive is removing problems that will impact a successful partnership with the northwest major promoters.

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3.5 Business-to-Business Strategy

The business-to-business strategy for the Kincaid Theater will be to establish a facility leasing program. Currently, the Kincaid Theater has contracts with the Eugene Children's Theater and the Springfield Children's Chorus. Both programs have purchased rehearsal and performance space.

• The Eugene Children's Theater has scheduled two plays for the Fall/Winter season and two plays for the Spring/Summer season.

• The Springfield Children's Chorus has scheduled three performances during the Fall/Winter season and two performances for the Spring/Summer season.

The Kincaid Theater will aggressively seek new customers for the facility among the communities numerous arts, theater, and dance programs.

3.6 Public Relations Strategy

The Kincaid Theater is a city landmark. It remains an endearing symbol of the city's history. As such the theater has a role to play in assisting charities. The Kincaid Theater will offer theater space for fund raising events. The plan is to sponsor four events each year. The summer/fall charity events are the following:

• July 19—Hopeline Concert Benefit, a nonprofit foundation that provides financial and resource support to charities.

• October 4—America's Second Harvest Concert, the nation's largest domestic hunger relief organization. providing food and groceries to 26 million hungry Americans each year.

3.7 Evaluation

The evaluation of the branding, image and positioning of Kincaid Theater will be accomplished through a survey of 400 households and 600 customers attending concerts at the Kincaid Theater. The survey will take place in September. It will be designed to establish how successful the theater has been in delivering its advertising message. Respondents will be asked to judge the theater's image and to comment on the quality of the facility and the overall quality of the artists that have perform there. In addition, respondents will be asked to rank the theater against the music venue in the area. This survey will be repeated in nine months to assess at that time how successful the theater's IMC program has been.

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Table: Evaluation Programs

Evaluation Programs PlanStart Date End Date Cost Manager Department

Brand Awareness 9/1/2002 12/1/2002 $40,000 TBA TBAImage Awareness 9/1/2002 2/1/2003 $20,000 TBA TBAPositioning Analysis 9/1/2002 12/1/2002 $14,000 TBA TBAAdvertising Recall 9/1/2002 12/1/2002 $14,000 TBA TBAOther 6/1/2002 6/1/2002 $0 TBA TBATotals $88,000

Jun Jul Aug Sep Oct Nov Dec Jan Feb

Brand Awareness

Image Awareness

Positioning Analysis

Advertising Recall

Other

Evaluation Programs

4.0 IMC Management

The opening of the Kincaid Theater offers the Eugene-Springfield area a unique music venue. To promote this new music venue, the Kincaid Theater will be launching an IMC plan to improve the theater's visibility. The Kincaid Theater will focus on producing advertisements for the local daily paper and the area's local entertainment weekly. The brand image will be developed through types of performers that the theater will be able to draw into the area. The theater's positioning strategy is to be the perfect venue for a concert in the city.

4.1 IMC Objectives

The IMC objectives for the Kincaid Theater is to firmly establish the theater's brand positioning and image strategies with the targeted customer groups. Based on the communication opportunity analysis, the following three IMC Objectives will be the focus of this IMC plan:

1. Promote the theater's brand image with target customer groups. 2. Strengthen relationships with Northwest tour promoters. 3. Establish the theater's leasing service with local arts and performance groups.

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4.2 IMC Budget

The Kincaid Theater's communication budget for this operation will be $300,000. The basic breakdown of this budget will be:

• IMC Objective 1: $220,000 • IMC Objective 2: $50,000 • IMC Objective 3: $30,000

The Kincaid Theater will spend approximately 73% ($220,000) of the budget to achieve IMC Objective 1 to promote artists performing at the Kincaid Theater. The advertising and promotion will be directed toward the target customer groups. The goal will be to sell tickets for the performances.

The goal of the IMC Objective 2 to is assure that the communication and planning process with promoters is free of any obstacles that will impact customer satisfaction. The budget of $50,000 will be used to strengthen the communication links between the distributors and the theater's booking staff.

IMC Objective 3 will focus on the development of the the theater's facility leasing program with local performance groups. The budget of $30,000 will be used to create a program brochure and fund limited customer promotions.

Table: IMC Budget

IMC Budget 2003 2004 2005 2006 2007Consumer $220,000 $224,000 $250,879 $0 $0Distribution Channel $50,000 $50,000 $50,000 $0 $0Business-to-Business $30,000 $29,960 $35,034 $0 $0Total Budget $300,000 $303,960 $335,913 $0 $0

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Total IMC Budget

Monthly IMC Budget

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4.3 Agency Selection

This section will not be used in the IMC plan because the Kincaid Theater will create print advertisements in-house.

5.0 IMC Objective One (Consumer)

The goal of IMC Objective One is to promote ticket sales for artists performing at the Kincaid Theater. This will be accomplished in two parts. The first will be a gala weekend opening for the theater that will be open to the public. The opening will get the area top media coverage and will be used to reinforce the message of the Kincaid Theater being a new music venue that will bring in acts that normally wouldn't play in the Eugene-Springfield area. The second step will be heavy weekly advertising of shows that are scheduled at the theater. This will take the form of half-page advertisements in the Eugene Register Guard, the University of Oregon's student paper (Daily Emerald) and the local paper, Eugene Weekly.

5.1 Budget

The budget for accomplishing Objective 1 will be $220,000. Twenty percent of the advertising budget will be used for advertising development costs. All advertisements and supporting communications will be developed in-house. Of the remaining $176,000 allocated for accomplishment of Objective 1, $20,000 will be allocated for the gala opening weekend for the theater. The newspaper advertisement budget is $156,000.

While the total IMC budget for Objective 1 is $220,000 in 2002, it is recommended that the budget be increased by 10% each year to ensure meeting the ticket sales growth targets. The advertising budget is expected to increase an average of 10% per year.

Table: IMC Budget by Consumer

IMC Budget by ConsumerBudget 2003 2004 2005 2006 2007Advertising $200,000 $224,000 $250,879 $0 $0Gala Opening $20,000 $0 $0 $0 $0Personal Selling $0 $0 $0 $0 $0Sponsorships $0 $0 $0 $0 $0Database Programs $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0Total $220,000 $224,000 $250,879 $0 $0Average $36,667 $37,333 $41,813 $0 $0

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$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Advertising

Gala Opening

Personal Selling

Sponsorships

Database Programs

Other

IMC Budget by Consumer Monthly

5.2 IMC Methodologies

Kincaid Theater's advertising focus is to create a unique personality for the music venue. This brand identity is built upon the fondness the community has for the Kincaid Theater as a cultural center. Many members of the target customer groups has spent time in the facility when it was a movie theater. The Kincaid Theater wants to retain that community feel and inclusiveness. The tagline "Dreams Do Come True!" creates the right message with the target customer groups. The Kincaid Theater wants to be regarded as a central part of the city's nightlife. The tagline will be used in all communication to reinforce the image of the Kincaid Theater as a magical place to enjoy live entertainment.

5.2.1 Advertising

The primary goal of the advertising program is selling concert tickets to the target customer base. The advertising budget is $156,000.

The $44,000 allocated for ad development costs will provide fifty-two half-page advertisements. The half-page advertisement will focus on the scheduled artists that will be performing at the theater. The tagline "Dreams can come true!" will be used in all advertisements.

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5.2.1.1 Advertising Budget

The advertising budget is $156,000. The month-by-month advertising budget is illustrated in the table and chart below. Future advertising expenditures are provided in the following table. It is projected that the advertising budget will increase by 12% per year.

Table: Advertising Budget by Consumer

Advertising Budget by ConsumerBudget 2003 2004 2005 2006 2007Newspapers $156,000 $174,720 $195,686 $0 $0Ad Development Costs $44,000 $49,280 $55,193 $0 $0Other $0 $0 $0 $0 $0Total $200,000 $224,000 $250,879 $0 $0Average $66,667 $74,667 $83,626 $0 $0

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

$18,000

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Newspapers

Ad Development Costs

Other

Advertising Budget by Consumer Monthly

5.2.1.2 Creative Brief

In developing the initial advertisement for Kincaid Theater, the following creative brief will be used.

Objective: To create awareness of artist performing at the Kincaid Theater.

Target Audience Profile: There are two target audiences:

• Teenagers/Young Adults (ages 17-28): Music focus is alternative, hardcore, hip-hop, and rap.

• Older Adults (ages 30-45): Music focus is mainstream pop, soul, country, reggae, and world beat artists.

Message Theme: The primary message theme is that the Kincaid Theater is the only music venue of its type between San Francisco and Portland.

The Support: The Kincaid Theater is the only 1,200 seat indoor music venue between San

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Francisco and Portland.

The Constraints: The tagline "Dreams do come true!" is to be used in all communications.

5.2.1.3 Advertising Design

In creating the advertisements for the Kincaid Theater, the following means-end chain was developed.

Attribute: Top music artists playing in Eugene-Springfield area.Benefit: Quality entertainment in a great historic theater.Personal value: No longer have to travel out of town to see these artists.Leverage point: Consistent with the brand image strategy, the brand development strategy and the brand positioning strategy, the Kincaid Theater will use the tagline "Dreams do come true!"Executional framework: Focus on the joy of live music in a great setting.

Advertising Design: The actual print advertisement will utilize an conative message strategy. The advertisement will display the historic arch entrance of the Kincaid Theater. Within the entrance will be a listing of next four artists or bands that will be playing at the theater. The theater name and its tagline,"Dreams do come true!" will be at the top of the advertisement.

5.2.2 Sponsorship Programs

The Kincaid Theater is a unique music venue in the city. As a site for charity concerts, it is the perfect size (1,200 seats) to creat a memorable and profitable event. The Kincaid Theater will sponsor four charity events each year. The summer/fall charity events are the following:

• July 19—Hopeline Concert Benefit, a nonprofit foundation that provides financial and resource support to charities.

• October 4—America's Second Harvest Concert, the nation's largest domestic hunger relief organization providing food and groceries to 26 million hungry Americans each year.

The Spring/Summer charity events have not set at this date but will part of the University of Oregon's Conference on Criminal Justice (scheduled for February 23-25) and the Womenspace Benefit concert (scheduled for June).

5.3 Media Plan

The Kincaid Theater Media plan is focused on printing a half page advertisement in the three major newspapers in the Eugene-Springfield area.

• The Eugene Register-Guard: This is the area's daily newspaper with a circulation of 160,000. Each Friday the paper runs a entertainment supplement called "Ticket." The theater will run a half-page advertisement in each issue of the "Ticket."

• Eugene Weekly: The weekly is a free alternative newspaper of news, arts and entertainment. The Kincaid Theater will run a half-page advertisement in the music section in the weekly.

• Oregon Daily Emerald (University of Oregon): This is the daily university paper for

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over 23,000 students. The theater will run a half-page advertisement in the Friday edition of the paper.

This media plan will produce 52 half-page advertisements. The total cost is $200,000.

5.4 Evaluation

The evaluation of the first IMC Objective will be a survey of how effectively the theater has conveyed its advertising message. The survey will be conducted with 400 households and 600 customers attending concerts at the Kincaid Theater. The survey will assess the respondent impressions on the quality of the theater, the quality of the artist performing at the theater, and the image of the theater. In addition, respondents will be asked to rank the theater against the music venue in the area. This survey will be repeated in nine months to assess the success of the theater's first IMC Objective.

The awareness level and brand image will be charted and if it hasn't increased, it will be possible to modify the advertising plan. The goal will be to assure that the theater is being successful in attracting its target customer groups.

6.0 IMC Objective Two (Distribution Channel)

The Kincaid Theater is completely dependent on its relationship with the Northwest tour promoter in order to attract the artists that will secure the theater's unique potential. Currently, Eugene-Springfield is not considered by many artists who play middle-tier venues (seating 1,000-1,800). The theater booking staff will have to be proactive is building relationships with the major promoters and raising the visibility of the theater. The relationship is critical because there are numerous alternative venues on the west coast and only a finite number of projected performance dates. The competition is intense for the most popular artists. A strong long-term relationship with promoters is the only effective method for becoming and remaining competitive.

6.1 Budget

The budget for the IMC Objective 2 is $50,000. The Kincaid Theater must attract artists that normally do not play in the Eugene-Springfield area. This will only be accomplished by establishing strong, effective relationships with the region's music promoters. The $50,000 will primarily be used for traveling and entertainment purposes. Select promoters will be invited to visit the area and experience the Kincaid Theater for themselves. This will give the theater's booking staff the opportunity to lay the foundation for future partnerships.

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Table: IMC Budget by Distribution Channel

IMC Budget by Distribution ChannelBudget 2003 2004 2005 2006 2007Advertising $0 $0 $0 $0 $0Trade Promotions $0 $0 $0 $0 $0Personal Selling $50,000 $50,000 $50,000 $0 $0Database Programs $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0Total $50,000 $50,000 $50,000 $0 $0Average $10,000 $10,000 $10,000 $0 $0

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

$4,500

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Advertising

Trade Promotions

Personal Selling

Database Programs

Other

IMC Budget by Distribution Channel Monthly

6.2 IMC Methodologies

Personal selling and a database program are the only IMC methodologies that will be used with the region's promoters. It is critical that the theater's booking staff become familiar with the strengths and problem areas of the region's top promoters. This information will be essential if the theater is to remain proactive in its relationship with promoters. The database will collect data on the track record of promoters including problem areas and complaints. This data will be added to by the theater staff. The goal of the database is to provide information that will eliminate problems before they impact the customers' satisfaction with the concert and ultimately the theater's relationship with the promoter.

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6.3 Evaluation

The evaluation of the second IMC Objective will be accomplished in the following manner:

• A survey will be conducted of all promoters the theater has partnered with. The survey will focus on the strengths and weakness of the each concert. The goal will be to establish those practices that work and identifying any areas of improvement. Since the trust element is so crucial to the partnership, this quality will also be measured with survey respondents.

• A survey will be conducted with 100 promoters that have yet to work with the Kincaid Theater. The goal of this survey will be to identify what the image of the theater is amongst promoters. Strengths, weakness, but, most importantly, complaints will be noted.

7.0 IMC Objective Three (Business-to-Business)

The Kincaid Theater is the perfect setting for a play, a musical or dance performance, or a lecture. The objective of the business-to-business IMC Objective is the establishment of the theater's leasing program. The theater is centrally located in downtown Eugene with ample parking nearby. The renovation of the theater has improved the facility's amenities, making it more accessible for catered events. The theater's sales staff will promote the facility to the area's theater, arts, and dance groups. In addition, the university will be pursued as a potential customer of the theater as a presentation location for a lecture during a conference or symposium.

Currently, the Kincaid Theater has a lease agreement with both the Eugene Children's Theater and the Springfield Children's Chorus.

7.1 Budget

The budget for IMC Objective 3 is $30,000. The focus of the funding will be the creation of a program brochure, customer promotions, and personal selling. The budget is as follows:

• Brochure: $8,000; • Customer Promotions: $12,000; • Personal Selling: $10,000.

Table: IMC Budget by Business-to-Business

IMC Budget by Business-to-BusinessBudget 2003 2004 2005 2006 2007Advertising $8,000 $8,960 $10,034 $0 $0Business-to-Business Promotions $12,000 $15,000 $18,000 $0 $0Personal Selling $10,000 $6,000 $7,000 $0 $0Sponsorships $0 $0 $0 $0 $0Database Programs $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0Total $30,000 $29,960 $35,034 $0 $0Average $5,000 $4,993 $5,839 $0 $0

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$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

Advertising

Business-to-Business Promotions

Personal Selling

Sponsorships

Database Programs

IMC Budget by Business-to-Business Monthly

7.2 IMC Methodologies

The primary methodologies for the third IMC Objective will be advertising, customer promotions, and personal selling. The goal of the promotions is to attract customers into long-term leasing contracts with the Kincaid Theater.

The brochure will focus on the beauty and intimacy of the theater for performances. Consistent with the theater's image strategy, the tagline "Dreams can come true!" will be used in the brochure.

Consumer promotions is the largest budgeted item for this IMC Objective. Lease rates will be discounted for customers who sign long-term leasing contracts. The plan is to establish a customer base for the program as quickly as possible. In addition, the theater management believes that the theater environment sells itself once the customer hosts an event in the theater.

Personal selling is always a pivotal part of a leasing program. The theater's sales staff has to be proactive without appearing too aggressive. There is a strong community attraction to the theater. Many groups would like to perform in the newly renovated theater. The consumer promotion will jump start that process but personal selling will sustain it.

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7.2.1 Advertising

The primary goal of the advertising program is to promote the theater's leasing program to the target customer base. The advertising budget is $8,000.

There is $2,000 allocated for brochure development costs. The brochure will focus on the performing at the theater. The tagline "Dreams can come true!" will be used in all advertisements.

7.2.1.1 Advertising Budget

The advertising budget is $8,000. There is $2,000 allocated for brochure development costs. The month-by-month advertising budget is illustrated in the chart below. Future advertising expenditures are provided in the following table. It is projected that the advertising budget will increase by 12% per year.

Table: Advertising Budget by Business-to-Business

Advertising Budget by Business-to-BusinessBudget 2003 2004 2005 2006 2007Brochure $6,000 $6,720 $7,526 $0 $0Brochure Development Costs $2,000 $2,240 $2,508 $0 $0Other $0 $0 $0 $0 $0Total $8,000 $8,960 $10,034 $0 $0Average $2,667 $2,987 $3,345 $0 $0

$0

$100

$200

$300

$400

$500

$600

$700

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Brochure

Brochure Development Costs

Other

Advertising Budget by Business-to-Business Monthly

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7.2.1.2 Creative Brief

In developing the initial advertisement for Kincaid Theater, the following creative brief will be used.

Objective: To create awareness of the leasing program at the Kincaid Theater.

Target Audience Profile: The target audience is the local arts, dance, theater, and musical groups and organizations. In addition, the university is also considered part of the target audience.

Message Theme: The primary message theme is that the Kincaid Theater is the perfect venue to present a special performance program or lecture.

The Support: The Kincaid Theater is large (1,200 seats), yet intimate. The theater is centrally located so it is accessible to the entire metro area.

The Constraints: The tagline "Dreams do come true!" is to be used in all communications.

7.2.1.3 Advertising Design

In creating the advertisements for the Kincaid Theater, the following means-end chain was developed.

Attribute: Best venue for a special performance. The theater has the necessary seats, is cheaper than larger facilities, and offers a more intimate setting.Benefit: A great theater without the overhead.Personal value: Performing in a great historic theater.Leverage point: Consistent with the brand image strategy, the brand development strategy and the brand positioning strategy, the Kincaid Theater will use the tagline "Dreams do come true!"Executional framework: Focus on the joy of performing in a great setting.

Advertising Design: The actual print advertisement will utilize a conative message strategy. The advertisement will display the historic arch entrance of the Kincaid Theater. Within the entrance will be a listing of a couple of well known artists or bands that will be playing at the theater. Inserted into the list is a local arts program, like the Eugene Children's Theater. The theater name and its tagline,"Dreams do come true!" will be at the top of the advertisement.

7.2.2 Business-to-Business Promotions

The budget for the business-to-business promotions will be $12,000. To promote the leasing program, the theater will offer a 20% discount of leasing rates for programs signing a long-term lease. Currently, the Kincaid Theater has signed long-term leases with the Eugene Children's Theater and the Springfield Children's Chorus. Both programs signed year-long leases and will be hosting several performances at the theater throughout the year.

The theater will offer the same discount to the university for single event leasing. The goal will be to promote additional university programs to schedule lectures or performances off-campus in a theater that is better what is available on the university campus.

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7.2.3 Personal Selling

The theater's sales staff is the critical link to the customers. Personal selling will create the relationships with community programs that will facilitate sales in the leasing program. The budgeted $10,000 will be used for entertainment with perspective customers. The entertainment will be complementary tickets for concerts and performances of artists performing at the Kincaid Theater.

7.3 Media Plan

The media plan for the IMC Objective 3 is the creation and distribution of a program brochure.

7.4 Evaluation

Like the other IMC objectives, the evaluation of this objective will be achieved by using a survey. The survey respondents will be the area's arts, dance, theater, and music groups and programs. The survey will have 100 respondents from the creative and university communities. Respondents will give their views on the Kincaid Theater and the leasing program. The visibility of the program will be established as well as the respondents impression of the quality of program, quality of local productions at the theater, and the cost of leasing the theater.

The survey will conducted once a year. The goal is to establish problem areas and complaints that the program must eliminate.

8.0 Samples

8.1 Sample Logo

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8.2 Sample Consumer Advertisement

8.3 Sample Business-to-Business Advertisement

Under development at this time.

8.4 Sample Storyboard

Currently being produced.

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8.5 Sample Web Page

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Appendix Table: IMC Budget

IMC Budget Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr MayConsumer $36,666 $16,666 $16,666 $16,666 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667Distribution Channel $4,166 $4,166 $4,166 $4,166 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167Business-to-Business $2,499 $2,499 $2,499 $2,499 $2,500 $2,500 $2,500 $2,500 $2,501 $2,501 $2,501 $2,501Total Budget $43,331 $23,331 $23,331 $23,331 $23,334 $23,334 $23,334 $23,334 $23,335 $23,335 $23,335 $23,335

Appendix

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Appendix Table: IMC Budget by Consumer

IMC Budget by ConsumerBudget Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr MayAdvertising $16,666 $16,666 $16,666 $16,666 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667Gala Opening $20,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Personal Selling $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Sponsorships $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Database Programs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total $36,666 $16,666 $16,666 $16,666 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667Average $6,111 $2,778 $2,778 $2,778 $2,778 $2,778 $2,778 $2,778 $2,778 $2,778 $2,778 $2,778

Appendix

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Appendix Table: Advertising Budget by Consumer

Advertising Budget by ConsumerBudget Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr MayNewspapers $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000 $13,000Ad Development Costs $3,666 $3,666 $3,666 $3,666 $3,667 $3,667 $3,667 $3,667 $3,667 $3,667 $3,667 $3,667Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total $16,666 $16,666 $16,666 $16,666 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667 $16,667Average $5,555 $5,555 $5,555 $5,555 $5,556 $5,556 $5,556 $5,556 $5,556 $5,556 $5,556 $5,556

Appendix

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Appendix Table: IMC Budget by Distribution Channel

IMC Budget by Distribution ChannelBudget Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr MayAdvertising $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Trade Promotions $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Personal Selling $4,166 $4,166 $4,166 $4,166 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167Database Programs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total $4,166 $4,166 $4,166 $4,166 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167Average $833 $833 $833 $833 $833 $833 $833 $833 $833 $833 $833 $833

Appendix

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Appendix Table: IMC Budget by Business-to-Business

IMC Budget by Business-to-BusinessBudget Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr MayAdvertising $666 $666 $666 $666 $667 $667 $667 $667 $667 $667 $667 $667Business-to-Business Promotions $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000Personal Selling $833 $833 $833 $833 $833 $833 $833 $833 $834 $834 $834 $834Sponsorships $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Database Programs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total $2,499 $2,499 $2,499 $2,499 $2,500 $2,500 $2,500 $2,500 $2,501 $2,501 $2,501 $2,501Average $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417

Appendix

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Appendix Table: Advertising Budget by Business-to-Business

Advertising Budget by Business-to-BusinessBudget Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr MayBrochure $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500Brochure Development Costs $166 $166 $166 $166 $167 $167 $167 $167 $167 $167 $167 $167Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Total $666 $666 $666 $666 $667 $667 $667 $667 $667 $667 $667 $667Average $222 $222 $222 $222 $222 $222 $222 $222 $222 $222 $222 $222

Appendix

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