sample public relations campaign plans book

MJINTEGRATED MARKETINGCOMMUNICATIONS

Mark James GonzalesIntegrated Marketing Communications. Your audience is waiting.

2130 Sunview Post * San Antonio, Texas 78224 * 210.284.1897 * [email protected]

MJINTEGRATED MARKETINGCOMMUNICATIONS

Mark James GonzalesIntegrated Marketing Communications. Your audience is waiting.

2130 Sunview Post * San Antonio, Texas 78224 * 210.284.1897 * [email protected]

SAN ANTONIO SPORTS ROAD TRIP CAMPAIGN

SUBJECT: San Antonio Sports Road Trip Campaign

TO: San Antonio Sports Public Relations Campaign Review Committee

FR: Mark J. Gonzales, Executive Director

Dear committee members,

Today is a great day for many reasons—one among them being the opportunity

for you to review the much anticipated submission of the MJ Integrated Marketing

Communications public relations campaign plan for San Antonio Sports, hereby attached.

The San Antonio Sports Road Trip, as the campaign will be known, will take the

San Antonio Sports brand out into the community for broad exposure, giving the people

of San Antonio and surrounding areas the chance to see, learn and engage with the San

Antonio Sports youth sports and fitness charity brand.

The campaign has been designed to recoup the $10,000 investment made by your

organization through individual donations. That’s in addition to membership dollars that

are expected to pour in as the community gets to know the San Antonio Sports brand!

The San Antonio Sports Road Trip will be a fun and interactive campaign that

will be summarized in the executive summary to follow.

I’m excited about the prospects of building a strong relationship with San Antonio

Sports and want to personally thank you for the opportunity to submit this plan!

Sincerely,

Mark J. Gonzales,Executive Director

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Executive Summary

ProblemThe San Antonio Sports youth sports and fitness charity brand lacks awareness

and visibility among the community, making it challenging to increase revenue via

memberships and individual donations.

Program GoalThe goal of the San Antonio Sports charity brand campaign is to increase

donations and memberships through brand awareness showing San Antonio Sports at

work helping kids live active and healthy lifestyles.

Target AudienceSan Antonio area adults will be targeted with a focus on individuals who care for

a child(ren) in grade(s) K-5; work in or work in support of a profession in the education

(grade school), health and wellness or public safety fields; and/or homeowners and/or

business owners.

Key Objectives To increase the San Antonio Sports youth sports and fitness charity brand recognition

by at least 25% among all publics between April 2013 and the August 2013.

To stimulate an increase in individual membership levels by at least 50% of March

2013 levels among all publics between April 2013 and August 2013.

To raise at least $10,000 in donations among all publics between April 2013 and

August 2013.

StrategyCampaign efforts will be focused on creating a mobile interactive event that can

easily take the San Antonio Sports youth sports and fitness charity brand into

communities across the San Antonio area to increase brand awareness and visibility.

BudgetThe San Antonio Sports Road Trip campaign expenses will total $10,000 which is

expected to be offset by income from donations expected to be at least $10,000. While

the campaign is expected to break even, membership income is not counted and any

income thereof will benefit the overall San Antonio Sports budget.

EvaluationInformational objectives will be evaluated for effectiveness by administering pre-

and post-campaign surveys from which results will be analyzed and compared.

Behavioral and output objectives will be evaluated by analyzing data from tracking

reports, including comparison of reports before and after the campaign.

Table of Contents

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RESEARCHSecondary Research

Overview 7Problem Analysis 7Client Analysis: SWOT Analysis 11Audience Analysis 20Case Studies 25Summary of Preliminary Research 38Reasoning for Primary Research 40

Primary ResearchObjectives 42Target Publics 42Methods 43Survey Results and Analysis 45Formal Statement of Problem 67

PLANNINGGoal 69Positioning 69Messages 69Objectives 72Effective Communication Priniciples 74Strategies 78Tactics 78

COMMUNICATIONTiming 86Calendar 87Budget 88

EVALUATION 91

REFERENCE 95

APPENDIXAppendix A: Survey Communication Copy - Initial Push 98Appendix B: Survey Communication Copy - Second Push 99Appendix C: Survey Communication Copy - Final Push 100Appendix D: San Antonio Sports Brand Survey 101Appendix E: Event Set-up/Layout and Logos 106

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SAN ANTONIO SPORTS ROAD TRIP CAMPAIGN 5

RESEARCH


Overview

6

Secondary Research


Background

The San Antonio Sports (2010a) vision is simple—“to have healthy kids, places

to play and events that impact.” Its mission is to “transform our community through the

power of sport” (San Antonio Sports, 2010a). San Antonio Sports is a brand that reflects

the aspirations of a San Antonio community who wants to build into its rich tradition a

reputation for being an active and healthy destination (Metro Health, 2010). It seeks to

deliver on this promise through youth sports and fitness programs, attracting premier

sporting events and the development of quality athletic facilities (San Antonio Sports,

2010b). The challenge is that this three-fold approach currently translates into a

perception battle (M. Ullmann-Japhet, personal communication, February 14, 2012)

where there are winners and losers. The winning perception is that San Antonio Sports

brings home high profile premier sporting events worth millions of dollars in local

economic impact and in national and international media exposure. The losing perception

is that San Antonio Sports is a charity who brings home youth sports and fitness

programs that make San Antonio a more active and healthy destination.

Problem Analysis

History of Problem

Strong recognition of the San Antonio Sports brand is what makes the

organization effective in attracting premier amateur sporting events from across the

country and the world. According to San Antonio Sports Delivers for San Antonio (San

Antonio Sports, 2010b), since 1984, volunteers, athletic event participants and sponsors

have provided great support to make sure the San Antonio community is well represented

in the sports world. As one of the premier sports commissions in the nation, San Antonio

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Sports is seen as a formidable force that brings the city significant economic boosts and

national and international media exposure (San Antonio Sports, 2010b).

This strong recognition overshadows the San Antonio Sports brand as a charity

organization in need of monetary donations just like any other charity (M. Ullmann-

Japhet, personal communication, February 14, 2012). Since 1993, San Antonio Sports has

made it a priority to give back to the community through youth development by

providing sports and fitness opportunities to students across the San Antonio area with an

emphasis on those who live in traditionally disadvantaged and underserved communities

(San Antonio Sports, 2010c). Today, there are six sports and fitness programs for youth

in grades K-12 offered by San Antonio Sports with the largest programs reaching over

170,000 students each (M. Ullmann-Japhet, personal communication, February 14,

2012).

Cause of Problem

In an interview with M. Ullmann-Japhet, associate executive director of external

affairs at San Antonio Sports (February 14, 2012), she explained that recognition of the

charity brand of San Antonio Sports may be weak as a result of misconceptions held

among those in the community at large. The organization’s success as a sports

commission tends to draw the most attention from the news media. Headlines usually

focus on the millions of dollars that are brought into the San Antonio economy from high

profile events hosted by San Antonio Sports. This may tend to leave the impression that

San Antonio Sports profits from hosting the events and uses such profits to fund its youth

sports and fitness programs.

M. Ullmann-Japhet (personal communication, February 14, 2012) also cited a

possible second contributing factor to San Antonio Sports’ weak charity brand. She

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indicated that it may be tied to the misconception that San Antonio Sports is a part of the

City of San Antonio and therefore supported by local taxes. While the organization does

receive financial support from the city, the amount of this support is only about 15

percent (San Antonio Sports, 2010b).

A third contributing factor to San Antonio Sports’ weak charity brand may be tied

to brand visibility. While the organization has a distinct and attractive logo, it does not

display this image consistently. Instead, it uses various versions of the logo making it

difficult to quickly identify the San Antonio Sports brand mark among the programs it

supports. Even then, the San Antonio Sports brand is not visible in the community where

people can be aware of its existence.

Consequences

The competition for charitable dollars is stiff and even more so with many

citizens worried about the troubled economy (Philanthropy Journal, 2011). Other funding

alternatives can be expensive, including fundraising events and athletic events (San

Antonio Sports, 2010b). Contributions from local businesses already make up 19 percent

of San Antonio Sports’ income (San Antonio Sports, 2010b). Without a strong charity

brand, finding alternative sources of funds will be a challenge, especially among

individual contributors, known as members, who make up a significant potential for the

organization. This potential is best illustrated by Giving USA 2010 statistics that show 73

percent of total charitable giving comes from individuals (as cited in National

Philanthropic Trust, 2011).

Currently, only five percent of San Antonio Sports’ revenue comes from member

contributions (San Antonio Sports, 2010b). Without public financial support from

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individual members in the community at large San Antonio Sports may find it more and

more challenging to keep its brand promise. Youth sports and fitness programs may

become more limited or even subject to being cut. This is evident in the organization’s

decision to cut the Dreams for Youth fencing program in early January 2012, spurred by

the necessity to reduce budget expenses (G. Castro, personal communication, January 9,

2012).

San Antonio is a fast growing community whose hard work to go from fat to fit

was noted in Quintanilla’s article, “Formerly fat S.A. now is fit but now on other

‘heaviest’ list” (2011). The largest San Antonio Sports youth sports and fitness programs

reach a significant number of students. In two if its programs over 170,000 youth are

given the opportunity to make an active and healthy lifestyle a real choice (San Antonio

Sports, 2010b). San Antonio Sports must grow its programs or the San Antonio

community could find itself lacking in its battle to be active and healthy.

Resolution

It’s no secret that funding youth sports and fitness programs is vital to improving

the overall health and wellness of San Antonio into the future. San Antonio Sports must

position itself as a charity brand whose cause reflects this vital need to the community’s

well-being. Brand visibility must be leveraged in order to gain awareness. This can come

about if San Antonio Sports goes out into parks, athletic facilities, health clinics, grocery

stores and other places that play key roles in health and wellness. People must see the

brand at work and be able to quickly identify the San Antonio Sports brand mark.

Partnering with these role players to create strategies that involve showing the San

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Antonio Sports brand name and its mission will be a key step in establishing charity

brand recognition.

Charity brand recognition reflected by higher numbers of individual member

givers can also translate into additional sponsorship opportunities and increase volunteer

and participation rates at San Antonio Sports events. A high membership reflects a strong

mission. More members can translate into more financial cushion and a bigger budget. A

bigger budget means that San Antonio Sports will have more opportunities to provide a

real positive impact to the youth and future of San Antonio, keeping its brand promise.

San Antonio Sports’ top management, including its communications staff, realizes that

this is a top priority that requires attention. The organization is ready to invest up to

$10,000 to address the problem of its overshadowed charity brand (M. Ullmann-Japhet,

personal communication, February 14, 2012).

Client Analysis: SWOT Analysis

Internal Environment

The San Antonio Sports charity brand may be overshadowed, but the work the

organization does for the community has a significant reach. In two programs alone San

Antonio Sports touches the lives of over 170,000 local youth each (San Antonio Sports,

2010b). These youth are given the opportunity to participate in sports and fitness

activities that encourage an active lifestyle and healthy eating habits (San Antonio Sports,

2010b). Supporting such a cause is vital to the overall well-being of San Antonio as the

community battles against obesity and diabetes (Metro Health, 2010). Youth sports and

fitness programs can also help address the challenge of criminal behavior among local

youth (Carmichael, 2008). San Antonio Sports youth sports and fitness programs place

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special emphasis on those students who are especially at risk in communities that are

traditionally disadvantaged and underserved (San Antonio Sports, 2010b).

San Antonio Sports is different from other charity organizations in that its mission

brings together various sports and fitness entities for a common cause —To Keep San

Antonio Moving (San Antonio Sports, 2010d). Its charity mission is tied to its mission as

a sports commission and its mission as an advocate for the development of quality

athletic facilities (San Antonio Sports, 2010b). This unique brand position gives the

community maximum exposure to sports and fitness activities, whether it’s as a spectator,

a volunteer and/or an active participant (San Antonio Sports, 2010a). The organization is

building into San Antonio’s rich tradition a reputation for being an active and healthy

destination.

San Antonio Sports realizes the importance of building its charity brand. The

organization is well-known for its talented public relations team who has established

strong rapports with the local print, radio and television news media and with the local

business community. The challenge is finding the time to invest in a coordinated social

media strategy that is tied in with a brand awareness campaign. This will be needed to

reach the community at large where the news media falls short. Interns are great help, but

are not enough to execute the dedicated approach required for an effective campaign.

They have various duties and are subject to regular turnover. However, the organization

does have the tools in place. San Antonio Sports maintains its own website, websites for

individual events it hosts, and has a social media presence on YouTube, Flickr, Facebook

and Twitter. It has professional video recording and editing equipment. San Antonio

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Sports is also ready to invest up to $10,000 into its charity brand public relations

campaign (M. Ullmann-Japhet, personal communication, February 14, 2012).

The only major foreseeable challenges that may limit the campaign’s

effectiveness is finding dedicated staff time for internal participation and convincing the

staff to adopt a strict one-version logo policy using its most recent attractive and

distinctive brand mark. Today, San Antonio Sports employs a marketing and

communications staff that includes an associate director for external affairs, a marketing

director, a graphics/web designer and a public relations manager whose individual duties

leave very little or no time to invest in a public relations campaign.

Summary Internal Analysis

Strengths – San Antonio Sports’ mission is vital to the community’s battle

against obesity, diabetes (Metro Health, 2010), crime and drugs (Carmichael, 2008). Its

youth sports and fitness programs reach hundreds of thousands of local youth with an

emphasis on reaching those communities that are disadvantaged and underserved (San

Antonio Sports, 2010b).

San Antonio Sports’ unique brand position gives the community maximum

exposure to sports and fitness activities, whether it is as a spectator, a volunteer and/or an

active participant (San Antonio Sports, 2010a).

San Antonio Sports has a talented and effective public relations team who is ready

to invest in a coordinated social media strategy tied into a brand awareness campaign.

The organization has the parts in place which include its own websites, social media

accounts, video recording and editing equipment and the willingness to invest up to

$10,000 (M. Ullmann-Japhet, personal communication, February 14, 2012).

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Weaknesses – The San Antonio Sports charity brand is weak and

overshadowed. The organization’s success as a sports commission tends to draw the most

attention from the news media, usually emphasizing the significant economic boosts to

the local economy generated by events San Antonio Sports hosts (M. Ullmann-Japhet,

personal communication, February 14, 2012).

The San Antonio Sports charity brand is not readily recognizable. Contributing

factors may also include low brand visibility in the organization’s charity work and/or the

use of too many versions of the logo.

For those who are aware of the San Antonio Sports youth and fitness brand, there

may be a misconception that the organization is a part of the City of San Antonio and/or

that it fully funds its youth sports and fitness programs with profits from hosting athletic

events (M. Ullmann-Japhet, personal communication, February 14, 2012).

Opportunit ies – San Antonio Sports’ individual member contributions amount

to five percent of the organization’s income (San Antonio Sports, 2010b). Individual

memberships are the single largest potential for future revenue growth. Giving USA 2010

statistics show that 73 percent of total charitable giving comes from individuals (as cited

in National Philanthropic Trust, 2011).

The San Antonio Sports charity brand has been hard at work since 1993 (San

Antonio Sports, 2010c). With its significant reach that touches the lives of hundreds of

thousands of local youth (San Antonio Sports, 2010b), the organization must now

position its charity brand by educating the public and being more visible in the

community through a coordinated social media strategy that is tied to a brand awareness

campaign.

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Threats – To remain relevant in the community San Antonio Sports must keep

up with San Antonio’s growth by finding opportunities to increase its revenue.

Otherwise, the organization faces the real prospect of more cutbacks on its youth sports

and fitness programs.

A lack of staffing to manage and execute a coordinated social media and brand

awareness campaign could stifle any chance the San Antonio Sports charity brand has of

coming out of the shadows. This will hurt fundraising efforts and threaten the

organization’s ability to keep its brand promise.

External Environment

The San Antonio Sports charity brand may not be well known out in the

community at large, but it is recognized by influential publics who share in its mission.

Among its supporters are parents, teachers, coaches, after school programs, local school

districts, local colleges, the city administration, the city parks and recreation department,

the zoo, other charity organizations, local business sponsors, sports clubs and sports

organizations. These supporters are actively involved in partnering with San Antonio

Sports to execute its youth sports and fitness programs (San Antonio Sports, 2010c).

San Antonio Sports is one of several organizations whose mission and vision

involves youth sports and fitness. Silver and Black Give Back, YMCA, YWCA, Boys

and Girls Clubs, Kids Sports Network and I9 Sports are among the organizations whose

efforts and publics overlap with that of San Antonio Sports. These organizations may

compete for the same charity dollars and some of them are active partners of San Antonio

Sports.

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The competition for charitable dollars goes outside of youth sports and fitness. It

includes organizations whose missions and visions support charitable causes that are as

varied and diverse as the communities they serve. These dollars may be even harder to

come by with many citizens worried about the troubled global economy (Philanthropy

Journal, 2011).

The San Antonio Sports charity brand and its mission support an especially

important cause to the local community. The youth sports and fitness programs are vital

to helping change the lifestyle of a San Antonio that suffers from obesity and diabetes

(Metro Health, 2010).

The youth sports and fitness programs also help guide local youth as they make

important life decisions (Carmichael, 2008). This is especially important to youth who

live in disadvantaged and underserved areas of the community where support networks

may not exist and/or where there is a high level of exposure to the negative elements of

society such as crime and drugs.

The effectiveness of a campaign to strengthen the San Antonio Sports charity

brand may be challenged by urgency of the cause (Ainsworth, 2011). Many givers donate

to causes because there is a real and obvious threat to lives and because there is a limited

set of alternatives to address such circumstances. Examples of such causes include

hunger, poverty, homelessness and disease. San Antonio Sports must convince potential

members that youth sports and fitness is a worthy and vital cause. Even then, many who

benefit from its programs may be willing to give, but they may not have the means (M.

Ullmann-Japhet, personal communication, February 14, 2012).

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Summary External Analysis

Strengths – San Antonio Sports has influential publics that are engaged in its

youth sports and fitness programs and/or share in its mission and vision. Supporters

include parents, teachers, coaches, after school programs, local school districts, local

colleges, the city administration, the city parks and recreation department, the zoo, other

charity organizations, local business sponsors, sports clubs and sports organizations (San

Antonio Sports, 2010c).

Weaknesses – The San Antonio Sports cause to support local youth with sports

and fitness programs lacks the urgency (Ainsworth, 2011) that other causes may have

such as hunger, poverty, homelessness and disease.

The public may view the youth and fitness cause as a personal matter guided by

parents who decide how to raise their children. Only beneficiaries who are directly

impacted by these programs may have a willingness to give. Unfortunately, many of

them may not have the means to donate money (M. Ullmann-Japhet, personal

communication, February 14, 2012).

Opportunit ies – The youth sports and fitness programs are vital to helping

change the lifestyle of a San Antonio that suffers from obesity and diabetes (Metro

Health, 2010). San Antonio Sports should position its brand as that of a leading advocate

in addressing these illnesses.

San Antonio Sports should also position its brand as a leading advocate for

reducing youth crime and drug use, given its special emphasis on serving youth who live

in traditionally disadvantaged and underserved areas of the community (San Antonio

Sports, 2010c).

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Threats – The competition for charitable dollars includes nonprofit

organizations who share a similar mission and vision as well as any other charity that

relies on monetary donations.

The competition for charitable dollars is stiff and even more so with many

citizens worried about the troubled economy (Philanthropy Journal, 2011), making grants

potentially more competitive.

Public Perception

San Antonio Sports youth sports and fitness programs have a significant reach

across the community. Local leaders in the political, municipal, business, nonprofit and

academic arenas are among the organization’s biggest supporters and contributors, but

the community at large has yet to provide any sort of significant individual donor

contributions to the San Antonio Sports charity cause (San Antonio Sports, 2010b).

The San Antonio Sports charity brand is overshadowed by the organization’s

function as the sports commission for the City of San Antonio. Many of those in the

community at large may believe that youth initiatives are funded through profits from the

high-profile events hosted by the organization. Others may believe that San Antonio

Sports is funded by or is a department of the City of San Antonio. These misperceptions

may contribute to the low membership of individual donors (M. Ullmann-Japhet,

personal communication, February 14, 2012). Currently individual membership is less

than 400 people (D. Picknell, personal communication, February, 2012).

The San Antonio Sports charity brand may also suffer from low awareness among

the community at large. Its brand mark is attractive and distinctive, but the organization

tends to use various versions of the logo making it harder to recognize and possibly

contributing to confusion and/or misperceptions. This compounds the issue of San

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Antonio Sports’ limited brand visibility outside of its events. The average parent may not

have enough exposure to seeing the brand at work.

Summary Public Perception Analysis

Strengths – San Antonio Sports has a significant reach across the community

with individual programs reaching hundreds of thousands of youth (San Antonio Sports,

2010b).

Its supporters and contributors include community leaders from the political,

municipal, business, nonprofit and academic arenas.

Weaknesses – Many in the community at large may have misperceptions about

San Antonio Sports. Rather than a charity, many may believe that youth initiatives are

funded with profits from high-profile athletic events or that the organization is a

department of the City of San Antonio (M. Ullmann-Japhet, personal communication,

February 14, 2012).

Opportunit ies – San Antonio Sports has a relatively low membership that has

incredible potential for contributing to the organization’s revenue growth (D. Picknell,

personal communication, February, 2012). An information and awareness campaign can

serve as the catalyst to spurring an increase in membership.

Threats – San Antonio Sports may be losing significant amounts of financial

support to other charities due to lack of effective brand positioning. Continued

complacency on the matter may lead to further cuts in youth sports and fitness programs,

making it difficult for San Antonio Sports to keep its brand promise.

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Audience Analysis

The San Antonio Sports charity brand has a diverse set of publics who tend to

overlap as customers, producers, enablers and limiters.

Customers

San Antonio Sports charity brand is focused on youth sports and fitness programs.

The primary customers are the youth of the community. Secondary customers include

parents; school faculty, administration and staff; the local health and wellness force; the

local security and police force; and ultimately the community at large.

Primary Customers

Youth in grades K-12 are the primary public for the San Antonio Sports youth

sports and fitness programs. Support for the charity mission helps the youth of the

community to access sports and fitness opportunities that they may not otherwise have.

San Antonio Sports places a special emphasis on those youth who live in communities

that are traditionally disadvantaged and underserved. These youth may experience health

and socio-economic conditions that contribute to local issues such as obesity, diabetes,

crime and drugs. Youth sports and fitness programs from San Antonio Sports give these

youth an alternative lifestyle choice.

Secondary Customers

Youth engagement in San Antonio Sports youth sports and fitness programs

contributes to a healthier community. This benefits parents; school faculty, administration

and staff; the local health and wellness force; the local security and police force; property

owners; and local businesses, especially small businesses who may tend to be targets of

crime and drug activity. McHale’s journal article reflects that youth who are actively

involved in sports and fitness are youth that generally avoid troubled lifestyle decisions

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such as disengagement from school and drugs (as cited by San Antonio Sports, 2010e).

This means less community resources have to be spent on addressing health and safety

problems leaving more room to invest in productive community projects.

Producers

San Antonio Sports youth sports and fitness programs require a team effort to

execute. Various publics help make the programs happen with financial and operational

support. These publics may overlap, contributing both operationally and financially. They

include San Antonio Sports employees and interns; volunteers, donors, grantors,

sponsors, the city and county governments, other nonprofit organizations, school districts,

local colleges and universities, local businesses, other sports and/or recreation

organizations, health organizations, private schools, parents, and individuals from the

community at large.

Enablers

Publics that help guide the organization as it moves forward on its mission and

vision are consistent contributors to shaping the San Antonio Sports charity brand. Most

notable of these publics is the San Antonio Sports board of directors. This group is made

up of business, academic, media, civic and nonprofit leaders (San Antonio Sports, 2010f).

They lead an influential coalition among the community in an effort to advocate for the

need to have youth sports and fitness programs. Other important publics outside of the

board of directors include grantors; other local business, education, civic, nonprofit and

sports leaders/organizations; and the local news media outlets.

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Limiters

The San Antonio sports charity brand is fortunate to have a mission and vision

that is shared among the community at large. Publics who may reduce or undermine the

success of the organization are other charity organizations who compete for charity

dollars; the city and county governments who are constantly facing public pressure to cut

their budgets and lower taxes; and grantors who may face the challenge of granting less

dollars when the economy struggles.

Key Publics

The San Antonio Sports charity mission is aimed at providing local youth with the

opportunity to participate in sports and fitness activities. The organization places special

emphasis on those youth who live in communities that are traditionally disadvantaged

and underserved (San Antonio Sports, 2010b). This is vital to San Antonio’s efforts at

reducing obesity and diabetes (Metro Health, 2010) as well as giving youth an alternative

to crime and drugs (Carmichael, 2008). Therefore, an effort to bring the San Antonio

Sports charity brand out of the shadows must focus on secondary publics who benefit

from its cause and who provide the most potential for brand growth in terms of visibility

and membership.

Parents

Parents whose children are in grades K-5 and who participate in San Antonio

Sports youth sports and fitness programs benefit by paying little to no cost for the

opportunity of having their children be exposed to active and healthy lifestyle options.

For busy parents, San Antonio Sports is a choice they can trust in keeping their children

out of trouble and away from a sedentary lifestyle. San Antonio Metropolitan Health

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District’s Steps SA Fact Sheet 2008 shows that according to a 2008 Nielsen Media

Research survey, TV viewers in the San Antonio market spend 29 percent more time in

front of the tube than average among cities in the survey (as cited by San Antonio Sports,

2010e). According to the U.S. Department of Health and Human Services, physical

activity helps reduce the chance of children becoming obese and/or becoming diabetic (as

cited by San Antonio Sports, 2010e) as well as the chance of becoming involved with

crime and drugs (Carmichael, 2008). The Cooper Institute's 2008 Youth Fitness Study

also shows evidence that parents can expect better academic performances from their

children (as cited by San Antonio Sports, 2010e). While San Antonio Sports places

special emphasis on those youth who live in communities that are traditionally

disadvantaged and underserved (San Antonio Sports, 2010b), the potential for their

parents to give should not be assumed. Motives for giving and means of giving may

transcend socio-economic circumstances. Parents who benefit from San Antonio Sports

are the greatest growth potential with youth participation in the hundreds of thousands.

Grade school faculty, administration and staff

For grade school faculty, administration and staff, giving to San Antonio Sports

may be well worth the results they see from their students. The Cooper Institute's 2008

Youth Fitness Study indicates that higher levels of fitness are associated with better

academic performance, including high passing rates on the Texas Assessment of

Knowledge and Skills (TAKS), better school attendance, and fewer disciplinary incidents

(as cited by San Antonio Sports, 2010e). McHale highlights that youth who play sports

are 57 percent less likely to drop out of school, 49 percent less likely to take drugs, and

37 percent less likely to become teen parents (as cited by San Antonio Sports, 2010e).

Local health and wellness force

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← For the local health and wellness force, including businesses, clinics, and

hospitals, giving to the San Antonio Sports cause is a stamp on their commitment to a

healthier community. It may also help relieve the stress of high demand on local health

resources. Overweight or obese children are at a greater risk for high cholesterol, high

blood pressure and type-2 diabetes, according to The Cooper Institute's 2008 Youth

Fitness Study (as cited by San Antonio Sports, 2010e). San Antonio Metropolitan Health

District’s Steps SA Fact Sheet 2008 shows that 14 percent of our community has diabetes,

twice the national average (as cited by San Antonio Sports, 2010e). The U.S. Department

of Health and Human Services highlights that physical activity builds and maintains

healthy bones and muscles, reduces feelings of depression and anxiety, promotes

psychological well-being, and helps reduce the risk of developing obesity and chronic

diseases such as diabetes and cardiovascular disease (as cited by San Antonio Sports,

2010e).

Local security and police force, property owners and local businesses

For the local security and police force, giving to San Antonio Sports is a stamp on

their commitment to a safer community. For property owners and local businesses giving

to San Antonio Sports means a safer community to do business in and it means giving

youth an alternative to potentially spending their time committing property crimes.

Carmichael provides evidence that youth engaged in organized sports are less likely to

participate in criminal activities (2008). Youth involved in sports are also less likely to

drop out of school and are less likely to be involved in drugs, according to McHale (as

cited by San Antonio Sports, 2010e).

Case Studies

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Fraternal Order of Eagles with Fahlgren Mortine Public Relations

Secondary research reveals that the San Antonio Sports charity brand may be

challenged by lack of recognition and low membership due to public misperceptions and

low brand visibility. A review of public relations cases shows that the Fraternal Order of

Eagles (FOE) had similar challenges before partnering with Fahlgren Mortine Public

Relations to address its own lack of brand recognition and an aging membership (Hendrix

& Hayes, 2010a). The following is a case review as presented by Hendrix and Hayes

(2010a).

Situation and Research

The FOE is an international nonprofit organization that advocates for a diverse set

of social causes in the spirit of liberty, truth, justice, and equality. The organization had

matured and experienced slow growth due to a lack of brand recognition and an aging

membership. Fahlgren Mortine focused public relations efforts on internal audiences to

fully extend awareness and programs.

Qualitative research was conducted across the country and Canada with focus

groups that included local members and officers. The intent was to identify and explore

important local issues, understand motives for membership, and gain perspective on the

relationships between the local membership and the national leadership.

Quantitative research was also conducted across the country and Canada using a

sample of 431 members who were interviewed by telephone with a 19-question

questionnaire. The 10-15 minute telephone interview was conducted by a third-party

organization who asked 16 closed-ended questions and 3 open-ended questions.

Respondents were recruited via postcards and an invitation posted on the FOE website.

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The research helped provide guidance on setting goals that took into consideration

a focus on charity work, solidifying the brand image of “People Helping People,”

understanding how members want to be communicated to, and developing a leadership

program for members.

Planning

Goal – To communicate the FOE brand by arming members with tools and

consistent messaging for more awareness in FOE communities

Objective(s) – To increase membership by 15 percent (no time frame

specified); To increase attendance of nonmembers at FOE functions by 20 percent (no

time frame specified)

Target Audience – FOE membership, leadership, national office support team

and potential members and general public

Strategies – Communicate image-enhancement efforts to membership and the

general public with one voice; Provide easy-to-use guidelines and assistance for media

relations outreach; Reduce the number of FOE communications vehicles; Streamline

messages; Reduce and clarify the number of national charitable properties

Communication

Toolkit – A multiuse binder was developed to assist local memberships to host

more community events, bolster membership recruitment parties, connect with the local

media, etc., with space for additional programs to be added.

PR 101Programs – One-hour workshops were hosted by agency

representatives that highlighted the basics of public relations, marketing and community

relations and that served as an introduction to the toolkit.

26


Charity Brochure – A full-color brochure was developed that detailed the

different charitable funds supported by the FOE.

Media Relat ions Program – A process was developed whereby local

leadership would receive assistance via Fahlgren Mortine in announcing and publicizing

current events and international leadership visits.

Magazine – The publishing schedule for Eagle Magazine, FOE’s publication,

was adjusted to five times a year with a focus on “how-to” articles on leadership,

business and communication skills, and an “In the News” section added to support and

announce the local media outreach for events.

Website – FOE’s website was updated with a focus on time-sensitive

information and short, “fun” stories, scheduled to be launched at the FOE 2007

International Convention.

Evaluation

Overall, the FOE campaign was a success. In 2006 membership increased by 21

percent with a boost of 172,286 members compared to the objective of 15 percent;

Attendance of nonmembers at FOE functions increased on average by 50 percent

compared to the objective of 20 percent.

Case Study Applied

Fahlgren Mortine Public Relations campaign for the Fraternal Order of Eagles

provides a conceptual base upon which to plan a campaign for the San Antonio Sports

charity brand. The case provides an approach to a shared challenge – lack of brand

recognition and a need to increase membership.

Research

27


The strengths of Fahlgren Mortine’s research strategy included its qualitative and

quantitative approach, capturing a more broad perspective and understanding of the FOE

organization and its relationships; and a strong focus on applying this research to FOE’s

internal audiences in order to facilitate a more effective approach to address the external

audiences – potential members and the general public. The focus groups were especially

valuable in seeking to identify and explore issues that were important to local members

and to identify their motivations for joining and remaining with FOE. This is important to

any San Antonio Sports effort to gain and retain individual members.

Planning

The strengths of Fahlgren Mortine Public Relations planning approach included a

clear goal to communicate the FOE brand; measurable objectives; a well defined target

audience that focused on internal audiences to facilitate a more effective approach to

address external audiences; and strategies that focused on streamlining for simplicity. In

fact, the strength of the planning of the campaign could be summed up with the terms

simple and streamlined. The planning approach should be easy to comprehend, execute

and evaluate. For San Antonio Sports, adoption of this approach translates into a planning

phase that is based upon a goal that is definable with objectives that are attainable and

easy-to-measure. The target audience should include between one and three key publics

with strategies that are streamlined for simplicity.

Communication

The strengths of Fahlgren Mortine Public Relations communication plan included

well-defined tactics and an integrated tactical approach. Tactics such as the brochure, the

28


magazine and the website each served defined purposes for the organization in terms of

the information being disseminated. The toolkit, public relations program and media

relations programs were part of an overall effort to garner publicity for potential growth

opportunities. San Antonio Sports’ communication plan can take from this campaign the

need create an integrated and coordinated approach in applying each tactic.

Evaluation

The strengths of the overall Fahlgren Mortine Public Relations campaign for the

Fraternal Order of Eagles are evident given an evaluation that reflects a performance that

exceeded on both of the stated objectives. This occurred because the campaign started by

focusing on its internal audience first. San Antonio Sports can use this case study to help

develop a conceptual base for a public relations campaign that is integrated, coordinated,

simple and streamlined. In the end, the San Antonio Sports charity brand campaign

should be easy to comprehend, execute and evaluate.

American Red Cross, Puerto Rico Region with GCI Group Puerto Rico

Ultimately, increasing membership within San Antonio Sports is aimed at

increasing individual donor revenue. A review of public relations cases shows that the

American Red Cross, Puerto Rico had a similar challenge before partnering with the GCI

Group, Puerto Rico to address a shortage in blood donations (Hendrix & Hayes, 2010b).

Though not a fundraising campaign, the “Descubre el Regalo que llevamos dentro”:

Discover the Gift Inside Tour provides parallels to important strategic and tactical

perspectives that may be adapted to increasing monetary donations. The following is a

case review as presented by Hendrix and Hayes (2010b).


29


The American Red Cross, Puerto Rico found itself coming short of its region’s

need for blood in treating patients. GCI Group, Puerto Rico focused its public relations

efforts on an educational approach that stemmed from formal and informal research it

conducted using data from a 2003 survey and market information submitted by the

American Red Cross, Puerto Rico office. A review of the research revealed that only

three percent of the medically eligible population donated blood with many of those

being members of the older generation. New donors were needed to counteract the effect

of an aging donating population, fatigue of the traditional recruiting channels and hectic

work and life routines. The research showed that among the reasons for not donating

blood were a fear of getting an infectious disease, the belief that there exists a blood

substitute and ignorance about how to donate blood.

Planning

Goal – To increase blood donations by educating the public about what is blood

donation, how to do it and where to do it and by debunking the myths associated with it

Objective(s) – To increase blood donations by 10 percent from February to

June 2005, versus the same period the previous year; To increase by five percent blood

donations for the fiscal year 2005 versus the previous fiscal year; and to obtain the value

equivalent of $90,000 in media coverage

Target Audience – Student ages 16 and up; the general public medically

eligible to donate blood; officials from the Puerto Rican government and from the public

health sector; civic group and community organizations; and the local news media

Strategies – Educate the public about blood donation by touring Puerto Rico;

and make a strategic alliance with the Univision station in Puerto Rico and its news staff

to maximize on news media coverage

30


Communication

Interact ive Museum on Wheels – A custom-made trailer with integrated

interactive technology was designed to tour and attract youth with three cameras, six

DVDs, 11 computers, 7 TV screens. a plasma screen, 10 touch-screen computers and a

system to record personal anecdotes plus mailing of photos taken in the museum through

the Internet.

Press Conference/Inauguration – Included the participation of government

officials and health representatives.

VIP Tours/Welcome Ceremony – A welcome ceremony and VIP tours were

given to the regional press, government officials, hospital directors and university

administrators at each stop.

The Tour – The tour began with an inauguration before heading to 23 stops

where visits were made to locations that included universities, shopping centers, and

parks/community centers in 17 towns.

Teach-ins – Students of public and private schools between 10th and 12th

grades received educational lectures from Red Cross health educators.

Advert isements – Newspaper ads were placed to announce the calendar of

visits.

Posters – A poster was designed and placed in universities a week prior to each

museum visit.

Evaluation

Overall, the “Descubre el Regalo que llevamos dentro”: Discover the Gift Inside

Tour was a successful public relations campaign. There was a 20 percent increase in

31


blood donations from February to June 2005 versus the same period the year before,

exceeding the stated objective of 10 percent. There was a 14 percent increase in blood

donations for the fiscal year versus the previous fiscal year, exceeding the stated

objective of five percent. The campaign obtained the equivalent of $119,465 in media

coverage, surpassing the stated objective of $90,000.

Case Study Applied

The GCI Group, Puerto Rico campaign for the American Red Cross, Puerto Rico

provides strong parallels to strategic and tactical perspectives that can serve as a basis for

designing an effective San Antonio Sports brand charity campaign. The case provides for

the shared goal of increasing revenue – blood in the case of the American Red Cross,

Puerto Rico. Whether it’s a blood drive or a fundraising drive, the insight gained may

prove to be conceptually valuable.

Research

The strengths of GCI’s research strategy lay in the insight gained about the

tremendous potential for increasing blood donations, especially among the younger

population, and in the perspective gained by better understanding the reasons the public

chose not donate. These are key observations that parallel the secondary research of San

Antonio Sports which helped identify a tremendous potential for increasing membership

among several key publics. Similarly, primary research must now focus on understanding

their motivations.

Planning

The strengths of GCI’s planning included a clear goal, measurable objectives, a

well-defined target audience and creative and effective strategies. With a fairly large

32


targeted public, a highly publicized tour of the island proved to be more than enough to

get the job done. Conceptually, this is a strong strategy that San Antonio Sports may find

worthy of further evaluation if it wants to reach beyond the media’s grasp and into the

communities where its brand can be visible.

Communication

The strengths of GCI’s communication plan were based on its unique and creative

tactic in executing the tour. The interactive Museum on Wheels was a definite attraction

on its own which facilitated all other tactics. Teach-ins were also an effective tactic that

enhanced the goal of educating the public. While San Antonio Sports may not have the

resources to support such a vehicle as the Museum on Wheels, there are certainly ideas

that can be taken from the concept and incorporated into its own tactical approach.

Teach-ins are a definite viable tactic that should be adapted as part of the San Antonio

Sports charity brand campaign.

Evaluation

The strengths of the overall GCI Group, Puerto Rico campaign for the American

Red Cross, Puerto Rico rests on its effective strategic and tactical approach that resulted

in a performance that exceeded its three stated objectives. San Antonio Sports can use

this case study to help develop its own campaign with a strong strategy and

communication plan that is creative, unique, attractive and, most importantly, effective.

Boost Mobile RockCorps with Miles Ahead Entertainment

Membership drives often involve incentives. A review of public relations cases

shows that Boost Mobile RockCorps (BMRC) employed its own incentive as it partnered

33


with Miles Ahead Entertainment to increase volunteerism by offering youth participants

entrance to exclusive concerts that featured the day’s chart-topping hip-hop and rock

artists (Hendrix & Hayes, 2010c). As a leader in sports for the San Antonio community,

San Antonio Sports has established relationships with local sports teams that include the

San Antonio Spurs of the NBA, which can be leveraged using a similar approach to

incentivize membership. The following is a case review of BMRC’s campaign as

presented by Hendrix and Hayes (2010c)


Boost Mobile sought to dispel the widely held perception that youth are apathetic

and uninvolved in their communities. It partnered with Rock Corps and Miles Ahead

Entertainment to create a campaign aimed at driving young people to support their local

communities through volunteerism. Boost Mobile conducted research through Marketing

Research Services, Inc. and Wagner Research and Consulting that found that almost three

quarters of those surveyed were in favor of and preferred the idea of giving back to the

community in exchange for a concert ticket. Boost Mobile RockCorps was created to

facilitate moving the campaign forward. Boost also referred to secondary research done

by Teenage Research Unlimited, Inc. which stated that 56 percent of youth between the

ages of 12 and 19 thought that volunteering was an “in” compared to 54 percent the

previous year.

Planning

Goal – To increase volunteerism among youth

Objective(s) – To have 4,000 youth volunteer participants (no time frame

specified); and to have 50 million media impressions (no time frame specified)

34


Target Audience – Boost Mobile customers and potential customers (street-

savvy, active, irreverent youth aged 14-24 who live large yet aspire to the next level in

their lives); strategic partners; and BMRC’s targeted media list.

Strategies – To incentivize youth to volunteer in their communities via their

love for music

Communication

Volunteer Projects – Volunteers worked on a range of service projects,

including building playgrounds, renovating schools, distributing food, and preserving the

environment.

BMRC Media Outreach – Media materials such as news releases, fact sheets,

media alerts, and electronic press kits and resources such as B-Roll production and a

photo wire service were coordinated. BMRC reached out to multiple genres of media,

including entertainment, marketing/advertising trades, philanthropic trades, lifestyle,

urban, alternative, fashion, music, business, major dailies, and national and local TV and

radio stations.

Media Lunch – BMRC hosted a media lunch

Celebrity Interviews – The media was invited to learn more about the project

in interview sessions with the concert host Nick Cannon, concert artist Young Jeezy,

RockCorps co-founder Chris Robinson and Boost Mobile executive Daryl Butler.

Concert – Concerts were held for youth participants who volunteered at least

four hours of their time. The concerts featured the day’s chart-topping hip-hop and rock

artists.

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Media Rooms – High-tech working media rooms served as the location for

photo ops against a BMRC-branded step and repeat, live audio interviews with

performing artists, live streaming BMRC concert video and internet feeds.

Evaluation

Overall, the Boost Mobile RockCorps program proved to be successful public

relations campaign. There were 10,000 youth volunteers, exceeding the stated objective

of 4,000. There were 250 million media impressions, far surpassing the stated objective

of 50 million.

Case Study Applied

The Boost Mobile RockCorps and Miles Ahead Entertainment campaign to

promote youth volunteerism provides strong evidence that shows how effective

incentivizing can be in mobilizing an audience to act. San Antonio Sports has an

opportunity to leverage its relationships with local sports teams, celebrities and

personalities to help motivate key publics to donate and become members.

Research

The strength of BMRC and Miles Ahead Entertainment’s research strategy lay in

the insight gained about what motivates youth into action. Thanks to third-party primary

and secondary research conducted for Boost Mobile, youth were found to be willing to

volunteer and considered it an “in” thing to do when incentivized with tickets to an

exclusive concert. For San Antonio Sports, primary research should involve finding out

whether a similar incentive for a sports event should be incorporated as a tactic.

Planning

The strengths of BMRC and Miles Ahead Entertainment’s planning included a

clear goal, measurable objectives, a well-defined target audience and creative and

36


effective strategies. With a fairly large targeted public, a highly publicized concert tour

coordinated to center on media coverage proved to be more than enough to get the job

done. San Antonio Sports can leverage its media relationships in a similar manner to

enhance the effect of any potential incentive it offers to attract new members.

Communication

The strengths of BMRC and Miles Ahead Entertainment’s communication plan

were based on its central focus of executing its incentive plan and attracting local and

national news media to cover concert events. The media were treated like VIPs and their

jobs were made as easy and enjoyable as possible with tactics that included a lunch, high-

tech working media rooms and access to interview celebrities and other VIPs. The San

Antonio Sports charity brand campaign should consider a similar approach to develop

and maximize the incentive idea with media coverage opportunities that can help enhance

its overall effectiveness.

Evaluation

The strengths of the overall BMRC and Miles Ahead Entertainment campaign

rests on its effective strategic and tactical approach that resulted in a performance that

exceeded both of its stated objectives. San Antonio Sports can use this case study to help

develop its own campaign with a strong strategy and communication plan that takes into

account the power of incentive.

Summary of Preliminary Research

A review of secondary research reveals that San Antonio Sports is experiencing a

challenge to its brand identity as a charity due to public misconceptions and low brand

37


visibility. The consequences of this brand identity problem are reflected by low

individual giving and by program cuts San Antonio Sports has made to its youth sports

and fitness programs. Addressing the San Antonio Sports charity brand identity problem

will require a strategy that focuses on positioning the brand as one whose cause reflects a

vital need to the San Antonio community and one that leverages brand visibility in order

to gain awareness.

SWOT Analysis

San Antonio Sports has a strong, talented and effective communications team

with the tools it needs and the willingness it takes to execute a coordinated social media

and brand awareness campaign centered on building brand identity. The challenge is that

under the current integrated marketing communications model, staff resources, especially

time, are stretched thin. San Antonio Sports should consider piloting a new paid media

position focused on coordinating its brand identity campaign to determine whether such

an investment will result in a net increase to revenue.

A San Antonio Sports brand identity campaign can address low brand awareness

and public misconceptions by building upon existing support from its influential publics

and the hundreds of thousands of youth it reaches throughout the San Antonio area. To

attract charity dollars, San Antonio Sports should position its brand as a leading advocate

for addressing obesity, diabetes, crime and drugs – issues that are vital to San Antonio.

Key Publics

Efforts to establish the San Antonio Sports charity brand among the community at

large must focus on its secondary publics who benefit from its cause and who provide the

38


most potential for brand growth in terms of visibility and membership. These publics

include parents who have children in grades K-5; school faculty, administration and staff;

the local health and wellness force; and property owners, local businesses and the local

security and police force.

Case Studies

A review of three successful public relations cases provided insight and

perspective on potential strategy approaches to developing an effective charity brand

identity campaign for San Antonio Sports. First, a brand recognition and membership

strategy should account for understanding the target publics’ motivations. Conceptually,

the campaign should be integrated, coordinated, simple and streamlined. The San

Antonio Sports campaign should be easy to comprehend, execute and evaluate. Second,

its approach towards addressing the issue of increasing membership should be creative,

unique, and attractive. Finally, San Antonio Sports should leverage its relationships with

the media and sports celebrities in an effort to incorporate incentive as part of the overall

strategy.

39


Reasoning for Primary Research

Secondary research revealed areas of opportunity upon which to conduct primary

research that will enhance the development of a strong and effective campaign. This

includes gaining better perspective on the extent of public misconceptions and lack of

brand awareness when it comes to the San Antonio Sports charity brand. Primary

research will also be helpful to determine what people know about the benefits of youth

sports and fitness programs, how they feel about giving to youth sports and fitness

programs, and what motivates them to give to such causes. Finally, primary research will

be helpful to evaluate where the public would expect to see the San Antonio Sports brand

at work and what would motivate them to engage with the brand, including

communication channels and incentives.

40


Primary Research


Objectives

The San Antonio Sports charity brand reaches hundreds of thousands of local

youth each year with its sports and fitness programs. Secondary research shows that

youth sports and fitness programs tend to have a positive impact on the community in

terms of health, fitness and safety. The San Antonio Sports charity brand supports a cause

that is vital to the well-being of San Antonio and the surrounding areas. However,

secondary research indicated that the community was neither aware of the brand nor its

mission and its importance. Primary research was conducted to gain a better perspective

on public perception and brand awareness when it came to the San Antonio Sports charity

brand. It also helped to determine what people knew about the benefits of youth sports

and fitness programs, how they felt about giving to youth sports and fitness programs and

what motivated them to give to such causes. Finally, primary research helped in

evaluating where the public would expect to see the San Antonio Sports charity brand at

work and what motivated them to engage with the brand, including communication

channels and incentives.

Target Publics

Primary research was targeted at secondary publics from the San Antonio area

who benefit from the San Antonio Sports charity brand cause and who provide the most

potential for brand growth in terms of visibility and membership. These publics included

parents who have children in grades K-5; school faculty, administration and staff; the

local health and wellness force; and property owners, local businesses and the local

security and police force.

42


Methods

An online survey was conducted with a snowball convenience and convenience

sample that included a total of 82 adult subjects. Most subjects participated through a

snowball convenience sampling. Twenty-one individuals were prompted to participate in

the survey if they were eligible and not directly associated with the San Antonio Sports

organization (Appendix A). They were then asked to disseminate the online survey link

through available means that may have included e-mail, Facebook and Twitter. Copy was

prepared explaining the survey and eligibility which was distributed with the survey link

(Appendix A). Subsequent copy was prepared for additional pushes that helped complete

the survey sampling (Appendix B, C).

Convenience sampling also occurred at a mall and library and the homes of

friends and family with a total of 21 participants. Smart phones and laptops were used

with available wireless internet networks to execute these surveys.

Subjects were given a survey with 22 questions/items which took less than 15

minutes to complete. The first five survey items were type-in responses. Responses were

subject to a textual analysis that helped determine what the target publics know about the

brand and its mission. Item 1 responses were grouped into six categories that included

sports commission, other sports organizations, youth sports and fitness, sports related

with no details, local sports and fitness and don’t know. Items 2 and 3 responses were

grouped into three categories that included right impression, wrong impression and don’t

know, based on the answer. Item 4 responses were grouped into five categories that

included identified 0 programs, identified 1 program, identified 2 programs, identified 3

programs and don’t know. Item 5 responses were grouped into 8 categories that included

43


donations/memberships, corporate donations, fundraisers, grants, sponsorships, taxes,

don’t know and none. Items 6-8 responses measured what people know about the benefits

of youth sports and fitness programs using a 5 point Likert-type scale where 1 equaled no

positive impact and 5 equaled high positive impact. Items 9-11 responses measured how

people feel about giving to youth sports and fitness programs using a 5 point Likert-type

scale where 1 equaled strongly disagree and 5 equaled strongly agree. Items 12-14

responses measured people’s motivation to give to such causes where 1 equaled very

unlikely and 5 equaled very likely. Item 15 responses measured what would motivate the

subjects to engage with the brand using a 5 point Likert-type scale where 1 equaled

definitely not and 5 equaled definitely to measure the probability of online video

motivating them to engage with an organization. Item 16 responses helped determine

where the public would expect to see the San Antonio Sports charity brand at work using

the multiple choice method which provided six options. These options were e-mail,

website, Facebook, Twitter, YouTube, and none of the above. Responses to the remaining 6

survey items were used to determine the subjects’ gender, family status, occupation, real

estate holdings, location of residence and age. Ethnicity was not considered in this

survey, but should be considered in future primary research to determine its significance,

if any, on the success of a San Antonio Sports public relations campaign.

See Appendix D for the survey instrument.

44


Survey Results and Analysis

1. In the space below, please type in a brief response on what or who you think the San Antonio Sports organization is. If you don't know, don't worry. Just type in don't know.

Figure 1

Eighty-two survey participants submitted a total of 92 responses to survey item 1. Some

participants had multiple answers. Findings corroborate evidence presented in secondary research

suggesting that the San Antonio Sports charity brand is relatively unknown. More participants

(24%) responded by identifying San Antonio Sports as a sports commission than as for youth

sports and fitness (22%). Most participants (37%) could not identify the organization and

answered don’t know. Only 5 percent of participants identified San Antonio Sports with other

sports organizations.

The results suggest that a brand awareness campaign will be needed, but the emphasis

does not necessarily need to focus heavily on differentiating from other organizations as was

suggested in secondary research. However, the existence of confusion between San Antonio

Sports and other organizations suggests that there should be efforts made in the public relations

campaign to differentiate the brand.

45

The San Antonio Sports Organization

Who or what is San Antonio Sports?

24%

5%

22%

37%

7%5%

Sports Commission

Other Sports Organization

Youth Sports and Fitness

Don't Know

Sports Related-No Detail

Local Sports and Fitness


2. In the space below, please type in a brief response on what you think the San Antonio Sports organization does for youth. If you don't know, don't worry. Just type in don't know.

Figure 2

Eighty-two survey participants submitted responses to survey item 2. Results show that

61 percent of participants have the right impression about what San Antonio Sports does for

youth. Thirty percent of participants answered don’t know. There were nine percent of

participants who had the wrong impression in the answers they gave.

The findings suggest that most participants generally have a good idea about what San

Antonio Sports does for youth, but nearly forty percent of participants either do not know or have

the wrong impression about the organization. These findings somewhat contradict secondary and

primary research (survey item 1) which suggest that the San Antonio Sports charity brand is

relatively unknown. This may be attributed to responses categorized as right impression which

don’t necessarily reflect knowledge of the organization, but instead show that some participants

were able to make educated guesses. This means that brand education with a focus on San

Antonio Sports’ mission for youth will be needed to reinforce those who have the right

impression and reduce the number of those who don’t have the right impression or who don’t

know.


What does San Antonio Sports do for youth?

30%

61%

9%

Don't Know

Right Impression

Wrong Impression

46


3. In the space below, please type in a brief description of which youth you think are targeted by San Antonio Sports. If you don't know, don't worry. Just type in don't know.

Figure 3


55 percent of participants have the right impression about which youth San Antonio Sports

targets. Twenty-one percent of participants answered don’t know. There were 24 percent of

participants who had the wrong impression in the answers they gave.

The findings suggest that most participants generally have a good idea about which youth

San Antonio Sports targets, but forty-five percent of participants either do not know or have the

wrong impression about which youth are targeted. These findings somewhat contradict secondary

and primary research (survey item 1) which suggest that the San Antonio Sports charity brand is

relatively unknown. This may be attributed to responses categorized as right impression which

don’t necessarily reflect knowledge of the organization, but instead show that some participants

were able to make educated guesses. This means that brand education with a focus on which

youth San Antonio Sports’ targets will be needed to reinforce those who have the right

impression and reduce the number of those who don’t have the right impression or who don’t

know.


Which youth does San Antonio Sports target?

21%

55%

24%

Don't Know

Right Impression

Wrong Impression

47


4. In the space below, please type in up to three youth programs that you think San Antonio Sports hosts. If you don't know, don't worry. Just type in don't know.

Figure 4


32 percent of participants can identify at least one San Antonio Sports youth program. Thirteen

percent of participants identified three programs. Twenty-seven percent of participants answered,

but identified 0 youth programs correctly. Forty-one percent of participants answered don’t know.

The results reflect that most participants (nearly 70%) are unable to identify any youth

programs. The public relations campaign must incorporate brand visibility and brand awareness

in its strategy whereby all associated youth programs are clearly distinguished as San Antonio

Sports programs. This means strict brand mark management in all materials. The logo design

should be consistent and unaltered so as not to confuse the public. All youth program presentation

materials should clearly display and promote San Antonio Sports and its charity mission to the

extent allowed by partnership agreements.


Identify up to three youth programs hosted by San Antonio Sports.

41%

27%

12%

7%

13%

Don't Know

Identified 0 Programs

Identified 1 Program



48


5. In the space below, please type in a brief response on how you think San Antonio Sports funds its youth programs. If you don't know, don't worry. Just type in don't know.

Figure 5

Eighty-two survey participants submitted a total of 118 responses to survey item 5. Some

participants had multiple answers. Results show that the most frequent response to identifying

how San Antonio Sports funds its youth programs was through donations/memberships (25.4%).

The second most frequent response was don’t know (23.7%). Rounding out the top five responses

were grants (16.9%), fundraisers (11.9%) and sponsorships and taxes which were tied with nearly

eight percent each.

While it is true that San Antonio Sports’ revenue is driven by any one of these responses

or a combination thereof, only a relatively small percent actually come from private

donations/memberships. Three-quarters of all responses were for sources of revenue outside of

donations/memberships. Included in those three-quarters of responses are those who specified

corporate donations. To address this challenge, there must be an awareness campaign that

incorporates a positioning strategy that educates the public about the benefits of giving to youth

sports and fitness programs supported by San Antonio Sports. Informing the public is critical to

increasing the potential for an increase in revenue from donations/memberships.


How does San Antonio Sports fund its youth programs?

23.7%

25.4%

6.8%

11.9%

16.9%

7.6%

7.6%

Don't Know

Donations/Memberships

Corp. Donations

Fundraisers

Grants

Sponsorships

Taxes

49


6. Rate the level of positive impact that you think youth sports and fitness programs can have on the health of our community.

Figure 6


65 percent of participants think that youth sports and fitness programs have a high positive impact

on the health of the community. Twenty percent of participants responded with a rating of

somewhat high positive impact while another twelve percent responded with a rating of medium

positive impact. One percent of participants think that youth sports and fitness programs have a

low positive impact on the health of the community while two percent responded with a rating of

no positive impact.

Findings suggest that an overwhelming number of participants agreed with secondary

research. Most participants said that youth sports and fitness programs have a high or somewhat

high level of positive impact (85%) when it comes to the health of the community. Only two

percent of participants thought that youth sports and fitness programs have no positive impact.

This means that community health may be used to position the brand in the public relations

campaign. Significant investment of resources towards educating the public on why and how

youth sports and fitness benefits the health of the community may not be necessary.


Level of Positive Impact on Community Health

2%

1%

12%

20%

65%

No Positive Impact

Low Positive Impact

Medium Positive Impact

Somewhat High Positive Impact

High Positive Impact

50


7. Rate the level of positive impact that you think youth sports and fitness programs can have on the fitness of our community.

Figure 7



on the fitness of the community. Eighteen percent of participants responded with a rating of

somewhat high positive impact while another eleven percent responded with a rating of medium

positive impact. No participant thinks that youth sports and fitness programs have a low positive

impact on the fitness of the community while two percent of participants responded with a rating

of no positive impact.

Findings suggest that an overwhelming number of participants agree with secondary

research. Most participants say that youth sports and fitness programs have a high or somewhat

high level of positive impact (87%) when it comes to the fitness of the community. Only two

percent of participants think that youth sports and fitness programs have no positive impact. This

means that community fitness may be used to position the brand in the public relations campaign.

Significant investment of resources towards educating the public on why and how youth sports

and fitness benefits the fitness of the community may not be necessary.


Level of Positive Impact on Cummunity Fitness2%

0%

11%

18%

69%

No Positive Impact

Low Positive Impact




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Level of Positive Impact on Community Safety

4% 6%

11%

32%

47%

No Positive Impact

Low Positive Impact





8. Rate the level of positive impact that you think youth sports and fitness programs can have on the safety of our community.

Figure 8



on the safety of the community. Thirty-two percent of participants responded with a rating of

somewhat high positive impact while another eleven percent responded with a rating of medium

positive impact. Six percent of participants think that youth sports and fitness programs have a

low positive impact on the safety of the community while four percent responded with a rating of

no positive impact.

Findings suggest that an overwhelming number of participants agree with secondary

research. Most participants say that youth sports and fitness programs have a high or somewhat

high level of positive impact (79%) when it comes to the safety of the community. Four percent

of participants think that youth sports and fitness programs have no positive impact. This means

that community safety may be used to position the brand in the public relations campaign.

Significant investment of resources towards educating the public on why and how youth sports

and fitness benefits the safety of the community may not be necessary, but helpful since 10

percent of participants responded with a low or no positive impact rating and less than half of

participants responded with a rating of high positive impact.

52


9. I feel that youth sports and fitness programs can be and/or are very important to the well-being of my child or children.

Figure 9


most participants feel that youth sports and fitness programs are very important to the wellbeing

of their children with sixty-eight percent strongly agreeing and twenty-two percent agreeing. Six

percent of participants were neutral. The remaining four percent strongly disagreed. There were

no responses to the disagree option.

Findings overwhelmingly suggest that participants feel that youth sports and fitness

programs are important to the wellbeing of their children. With only four percent of participants

disagreeing at all, there will not be as much need to invest resources to try and convince the

public otherwise. This means more resources can be used to focus on branding and awareness.


Important to my child's wellbeing

4%

0%

6%

22%

68%

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

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10. I feel that youth sports and fitness programs will or already help make my community better.

Figure 10


most participants feel that youth sports and fitness programs make their community better with

fifty-three percent strongly agreeing and forty percent agreeing. Five percent of participants were

neutral. The remaining two percent disagreed. There were no responses to the strongly disagree

option.


programs help make their community better. With only two percent of participants disagreeing at

all, there will not be as much need to invest resources to try and convince the public otherwise.

This means more resources can be used to focus on branding and awareness.

Youth Sports ad Fitness

Make my community better0%

2%

5%

40%53%

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

54


11. I feel that youth sports and fitness programs are a worthwhile cause to donate my own funds.

Figure 11


most participants feel that youth sports and fitness programs are a worthwhile cause to donate

funds to with thirty-three percent strongly agreeing and forty percent agreeing. Seventeen percent

of participants were neutral. The remaining ten percent was split at five percent each for disagree

and strongly disagree.


programs are a worthwhile cause to donate to, but with 17 percent of responses being neutral and

another five percent each disagreeing and strongly disagreeing, the public relations campaign

should incorporate a positioning strategy to convince the public of the importance of giving to

youth sports and fitness programs.


Worthwhile to donate my funds

5%5%

17%

40%

33%Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

55


12. Please rate the likelihood that you would donate your own funds to youth sports and fitness programs if you knew it helped make San Antonio a healthier, fitter and safer place to live.

Figure 12


twenty-eight percent of participants are very likely to donate their own funds to youth sports and

fitness programs if they knew it helped make San Antonio a healthier, fitter and safer place to

live. Most survey participants (39%) say they are somewhat likely to give. Seventeen percent are

neutral. Sixteen percent of participants say they are somewhat unlikely (7%) or very unlikely (9%)

to donate their own funds to youth sports and fitness programs if they knew it helped make San

Antonio a healthier, fitter and safer place to live.

Findings indicate that there is not a strong motivation among the majority of participants

to give to youth sports and fitness if they knew it helped make San Antonio a healthier, fitter and

safer place to live. While nearly forty percent of participants indicated that they may be somewhat

likely to give, one-third indicated that they were neutral, somewhat unlikely or very unlikely to be

motivated in this scenario. This means that the public relations campaign messaging strategy

should avoid placing a significant emphasis on the rational that youth sports and fitness programs

make San Antonio a healthier, fitter and safer place to live.


I would donate for a healthier, fitter and safer San Antonio

9%

7%

17%

39%

28%

Very Unlikely

Somewhat Unlikely

Neutral

Somewhat Likely

Very Likely

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13. Please rate the likelihood that exclusive membership incentives would encourage you to donate more of your own funds to youth sports and fitness programs.

Figure 13


thirty-one percent of participants are neutral when describing the likelihood that exclusive

membership incentives would encourage them to donate more of their own funds to youth sports

and fitness programs. Thirty percent answered somewhat likely and thirteen percent answered

very likely. Twenty-six percent of participants say that they are somewhat unlikely (11%) or very

unlikely (15%) to be encouraged to donate more to youth sports and fitness programs if there

were exclusive membership incentives.

Findings show that exclusive membership incentives are a relatively weak motivating

factor for giving more to youth sports and fitness programs. The majority of participants (57%)

said they were neutral, somewhat unlikely or very unlikely to give more if there were exclusive

membership incentives. Only thirteen percent said they were very likely to give more in this

scenario. This means that efforts to incentivize as a tactic in the public relations campaign should

involve limited investment of resources since the return may not justify the expense.


Incentives encourage me to donate more

15%

11%

31%

30%

13%

Very Unlikely

Somewhat Unlikely

Neutral

Somewhat Likely

Very Likely

57


14. Please rate the likelihood that you would donate your own funds to youth sports and fitness programs even if there was no direct benefit to you or your child or children at this time.

Figure 14


thirty five percent of participants are somewhat likely to donate their own funds to youth sports

and fitness programs even if there was no direct benefit to them or their children at this time.

Twenty-eight percent of participants answered neutral while fifteen percent say they are very

likely to donate in this scenario. Twenty-two percent of participants say they are somewhat

unlikely (11%) or very unlikely (11%) to donate their own funds to youth sports and fitness

programs even if there was no direct benefit to them or their children at this time.

Findings show that half the participants are to some degree likely to donate to youth

sports and fitness programs regardless of receiving any direct benefit. In fact, only twenty-two

percent of participants responded that they would be somewhat or very unlikely to donate in this

scenario. This means that there is significant opportunity for growth. Public relations efforts

should focus on shifting the twenty-eight percent neutral rate towards the somewhat likely and

very likely range. This can happen with a priority focus on awareness, branding and positioning

strategies.


I would donate with no direct benefit

11%

11%

28%

35%

15%

Very Unlikely

Somewhat Unlikely

Neutral

Somewhat Likely

Very Likely

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15. Please rate the probability that you would visit the website of an organization or business if its content includes updated and/or interactive video.

Figure 15


fifty-nine percent of participants would definitely (12%) or probably (47%) visit the website of an

organization or business if its content includes updated and/or interactive video. Twenty-one

percent say they are not sure. Twenty percent of participants say they would probably not or

definitely not visit the website of an organization or business if its content includes updated

and/or interactive video.

Findings show that updated and/or interactive video content would more probably than

not attract the public to visit an organization’s website. This means that the public relations

campaign should incorporate video production as a means to increase exposure. This is an

especially plausible approach given the video and graphic production assets already in place at

San Antonio Sports.

Updated/Interactive Video

More likely to visit an organization's website

13%

7%

21%

47%

12%

Definitely Not

Probably Not

Not Sure

Probably

Definitely

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16. Please select one of the choices below that best represents your first source for news and/or events about an organization or business.

Figure 16


thirty-nine percent of participants use e-mail as their first source for news and/or events about an

organization or business. Following e-mail as the number one source are an organization’s

website (27%), Facebook (18%), and Twitter (1%). Fifteen percent of participants say that none

of the options presented are their first source for news and/or events about an organization or

business.

Findings suggest that a coordinated message dissemination strategy should start from e-

mail communications. It will be important to utilize and build upon e-mail lists that include

opinion leaders throughout the community. An e-mail communications campaign can be the main

catalyst to driving traffic to the San Antonio Sports website and its social media channels. Non-

digital means of communications should also be incorporated into the tactical plan to address the

fifteen percent of participants who may not use electronic means as their first source for news.

This is an opportunity to take advantage of traditional media channels such as direct mail and

other print materials like brochures and postcards.

Company News and Events

My first source

39%

27%

18%

1%

15%

E-mail

Website

Facebook

Twitter

None of the above

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A. Please select the term that best identifies your gender.

Figure A

Eighty-two survey participants submitted responses to survey item A. Results show that

sixty-five percent of participants identified themselves as female and thirty-three percent

identified themselves as male. Two percent of participants said they prefer not to answer.

Findings show that there was nearly double the amount of females that participated in the

survey than males. There were no specific publics targeted for the public relations programming

based on gender, however this metric may be helpful for future analysis and planning.

Gender

33%

65%

2%

Male

Female

Prefer Not to Answer

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B. Please select the statement that best identifies your family status.

Figure B

Eighty-two survey participants submitted responses to survey item B. Results show that

most participants’ (59%) answered none of the above when selecting the statement that best

identifies their family status. Twenty-six percent say they are a married parent/guardian with a

child or children in grade(s) K-5 while eleven percent say they are a married parent/guardian

with a child or children not in grade school yet or beyond grade(s) K-5, up to 12th grade. Two

percent of participants say they are a single parent/guardian with a child or children in grade(s)

K-5 while another two percent say they are a single parent/guardian with a child or children not

in grade school yet or beyond grade(s) K-5, up to 12th grade.

Findings show that while the intention of the survey was to target those individuals who

are either married or single with children in grades K-5, a majority of participants identified their

family status as that of neither being a single or married parent with children (59%) or as being a

married or single parent with children that are not yet in grades K-5 or who are beyond grades K-

5 (13%). However, when assessing the overall results of the survey, the findings of item B

suggest that targeting individuals with specific family statuses may have very little impact on the

outcome of the public relations campaign. This is evident in findings that suggest general support

from survey participants for youth sports and fitness programs regardless of family status.

Family Status

26%

11%

2%

2%

59%

Married parent/guardian with a child orchildren in grade(s) K-5

Married parent/guardian with a child orchildren not in grade school yet orbeyond grade(s) K-5, up to 12th grade

Single parent/guardian with a child orchildren in grade(s) K-5

Single parent/guardian with a child orchildren not in grade school yet orbeyond grade(s) K-5, up to 12th grade

None of the above

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C. Please select the term that best identifies the field you work in or support.

Figure C

Eighty-two survey participants submitted responses to survey item C. Results show that

thirty-eight percent of participants work in or support the education field (grade school). Fifteen

percent say they work in or support the health and wellness field while one percent of participants

say they work in or support the safety and security field. Twenty-nine percent of participants

selected the other field indicating that they do not work or support the education, health and

wellness or safety and security fields, but may be employed in another field. Seventeen percent of

participants answered none of the above indicating that they may not be employed for any of a

number of reasons such as being retired or disabled.

Findings show that while the intention of the survey was to target those individuals in the

education, health and wellness, and safety and security fields, close to half of the participants

(46%) work in or support a field outside of these target publics. However, when assessing the

overall results of the survey, the findings of item C suggest that targeting those in specific

occupations may have very little impact on the outcome of the public relations campaign. This is

evident in findings that suggest general support from survey participants for youth sports and

fitness programs regardless of the field they work in or support.

Occupation and Support Work

38%

15%1%

29%

17%

Education (grade school)

Health and wellness

Safety and security

Other

None of the above

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D. Do you own real estate as a homeowner or business owner? Please select the best answer.

Figure D

Eighty-two survey participants submitted responses to survey item D. Results show that

the majority of participants own real estate as a homeowner and/or a business owner. Fifty-eight

percent say they are a homeowner. Two percent say they are a business owner. Another six

percent say they are both a homeowner and a business owner. Five percent of participants say

they are neither homeowners nor business owners, but do own real estate. Twenty-nine percent

say they are neither homeowners nor business owners and do not own any real estate.

Findings show that an overwhelming majority (71%) of participants own property,

whether as a homeowner, business owner and/or owner of real estate in general. This is important

to the public relations campaign positioning strategy. Secondary research supports that giving to

youth sports and fitness programs means a safer community to do business in and it

means giving youth an alternative to potentially spending their time committing property

crimes.

Real Estate Ownerhship

58%

2%

6%

5%

29%Yes, I’m a homeowner

Yes, I’m a business owner

Yes, I’m both a homeowner and abusiness owner

No, I’m neither a homeowner nor abusiness owner, but I do own real estate

No, I’m neither a homeowner nor abusiness owner and I own no real estate

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E. Please select the choice that includes the term that best describes the area of San Antonio where you live.

Figure E

Eighty-two survey participants submitted responses to survey item E. Results show that

forty-seven percent of participants describe the area of San Antonio where they live as north,

northeast, or northwest. Thirty-percent describe the area where they live as south, southeast or

southwest. Five percent answered west and another five percent answered Downtown San Antonio

while eleven percent of participants describe the area of San Antonio where they live as outside of

the San Antonio area.

Findings reflect that survey participants were not an especially diverse set in terms of the

area of San Antonio they live in. Nearly half of the participants live on the north, northeast or

northwest side and nearly a third live on the south, southeast or southwest side. This survey did

not capture a significant percentage of participants who reside on the west, east or downtown

areas. Those who say they reside outside of the San Antonio area are likely residents of the San

Antonio metropolitan area living in another municipality since survey eligibility was limited to

those who reside in the San Antonio area. When assessing the overall results of the survey, the

findings of item E suggest that targeting those in specific geographic areas may have very little

impact on the outcome of the public relations campaign. This is evident in findings that suggest

general support from survey participants for youth sports and fitness programs regardless of

where they live.

Geography

Where I live

47%

30%

2%

5%

5%

11% North, Northeast, Northwest

South, Southeast, Southwest

East

West

Downtown San Antonio

I live outside of the San Antonioarea

65


F. Please mark the number range that best represents your age.

Figure F

Eighty-two survey participants submitted responses to survey item F. Results show that

twenty-seven percent of participants say their age range is from 45-54. Twenty-four percent say

their age range is from 35-44. Twenty percent of participants say their age range is from 55-64

with another twenty percent saying 25-34. Six percent say their age range is from 18-24 and two-

percent say their age range is 65 and over. One percent of participants preferred not to answer.

Findings reflect a diverse age group of survey participants, especially among those

between the ages of twenty-five and sixty-four. Forty-four percent of participants say their age

range is 25-44 while three percent more say their age range is between forty-five and sixty-four.

When assessing the overall results of the survey, the findings of item F suggest that targeting

those in specific age groups may have very little impact on the outcome of the public relations

campaign. This is evident in findings that suggest general support from survey participants for

youth sports and fitness programs regardless of age.

Formal Statement of Problem

Age6%

20%

24%27%

20%

2%

1%

18-24

25-34

35-44

45-54

55-64

65 or Above


66


In the preliminary analysis, evidence suggested that the San Antonio Sports

charity brand is suffering from low brand awareness related to being overshadowed by

the organization’s sports commission brand and to low brand visibility. A primary

analysis corroborates the problem of low brand awareness. However, this same analysis

shows that the sports commission brand of the organization only slightly overshadows the

charity brand while lack of brand recognition of the organization as a whole is shown to

be the main culprit. Therefore, public relations efforts should focus on brand awareness,

but need not emphasize efforts to differentiate the San Antonio Sports charity brand from

its sports commission brand.

In the preliminary analysis the San Antonio Sports charity brand was also cited as

being weak because of misconceptions that include the impression that San Antonio

Sports uses profits to fund its youth sports and fitness programs and that San Antonio

Sports is supported by local taxes. Contrary to these findings, a primary analysis revealed

that the number one response on how people think San Antonio Sports pays for its youth

programs is through donations/memberships. No one cited profits as their answer and

only about eight percent of survey participants said taxes, making it one of the least cited

answers. Nearly twenty-four percent answered don’t know. Therefore, while it will be

necessary to engage in an education campaign about the importance of

donation/membership dollars to fund San Antonio Sports youth sports and fitness

programs, there need not be an emphasis on differentiating various revenue streams.

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Goal

PLANNING

68


The goal of the San Antonio Sports charity brand campaign is to increase

donations and memberships through strategic brand awareness, visibility and positioning

efforts that show San Antonio Sports at work in helping kids live active and healthy

lifestyles with places to play and events that impact.

Positioning

Primary research reveals that among all publics there is overwhelming consensus

that youth sports and fitness is important to the community’s health, fitness and safety.

Furthermore, they feel that youth sports and fitness is important to their children. San

Antonio Sports must leverage this positioning to build awareness about its own youth

sports and fitness charity brand. The great news is that the San Antonio Sports vision

—“to have healthy kids, places to play and events that impact”—is well in line with this

sentiment. Therefore, the San Antonio Sports charity brand campaign title and slogan will

be: The San Antonio Sports Road Trip—A Drive for Active and Healthy Kids.

Messages

Spokespersons

San Antonio Sports’ efforts to build awareness for its youth sports and fitness

charity brand and encourage all publics to give on an individual basis either as a member

or donor will leverage the help of athletes; business, political and community leaders; and

parents and their children that benefit from participating in San Antonio Sports youth

sports and fitness programs.

First, San Antonio Sports will leverage relationships it holds with local sports

celebrities via its San Antonio Sports Hall of Fame connections as well as its professional

connections with various local sports entities such as the San Antonio Spurs. The

69


principles of ethos will be applied in formulating their messaging to all publics.

Individuals who will be approached will not only be recognized in the community for

their athletic efforts, but also recognized as credible sources for their efforts in

contributing to the community’s well-being, including support for San Antonio Sports.

Such individuals will include Marie Ferdinand-Harris, a WNBA all-star who played for

the San Antonio Silver Stars, former Spurs players and San Antonio Sports hall of famers

Bruce Bowen, Sean Elliot and David Robinson, and others from various sports.

Second, San Antonio Sports will leverage existing relationships the organization

has with business, political and community leaders. The principles of ethos will be

applied in formulating their messaging to all publics. Among those who will be

approached will be Julián Castro, mayor of San Antonio, for his work in transforming

San Antonio into a healthier and more active community through his appointed Mayor’s

Fitness Council. Coaches and coordinators who are actively involved in San Antonio

Sports youth sports and fitness programs will also be asked to participate.

Finally, San Antonio Sports will approach parents and children who benefit from

participating in San Antonio Sports youth sports and fitness programs to provide

testimonials reflecting on how San Antonio Sports has helped their lives in terms of

health and fitness and how they feel about the programs they participate in. The

principles of logos will be applied to parents’ messaging and the principles of pathos will

be applied to children’s messaging.

The following message samples have been formulated under the principles of

ethos, logos and pathos.

Ethos Appeal

San Antonio Sports Hall of Famers and other athletes

70


I’m proud to be associated with an organization that recognizes the power of sport

and the positive impact it has on our kids. San Antonio Sports’ charity cause for youth

sports and fitness reaches thousands of elementary kids all across the San Antonio

community. Giving to San Antonio Sports is worthwhile and will help it continue to grow

and reach even more youth. Already, their Dreams for Youth afterschool program is

helping expose hundreds of underserved youth to sports they may not otherwise have

access to. The San Antonio Sports Road Trip—A Drive for Active and Healthy Kids event

is a great chance for residents to get out and learn about what I’ve had the great privilege

of being involved in—the San Antonio Sports organization and the work it does for the

health and fitness of our kids.

Business, political and community leaders

San Antonio Sports is a charity organization whose vision is “to have healthy

kids, places to play and events that impact.” Their youth sports and fitness programs

bring this vision to life and are in line with the Mayor’s Fitness Council’s mission of

transforming San Antonio into a more active and healthy community. The San Antonio

Sports Road Trip—A Drive for Active and Healthy Kids event is a great opportunity for

area residents to get out and learn about San Antonio Sports and give to a cause that’s

good for us all—the health and fitness of our kids.

Logos Appeal

Parents

San Antonio Sports has been there for my child/children where I just didn’t have

the means to be. Their free youth sports and fitness events like the San Antonio Sports

Valero Go!Kids Challenge and the Dreams for Youth afterschool program have made it

71


easy for me to be involved with my child/children’s health and fitness. I think that all the

children in our community deserve these opportunities so I know the importance of

giving to San Antonio Sports. The San Antonio Sports Road Trip—A Drive for Active and

Healthy Kids event is a great way for everyone to get out and learn about San Antonio

Sports and the reward of being able to give to its youth sports and fitness cause.

Pathos Appeal

Children

San Antonio Sports’ Dreams for Youth afterschool program lets me have fun and

be healthy! I get to play new sports with the other kids and they give us free water with

healthy snacks. I like it better because at home it can be boring inside.

Objectives

Impact

Informational

1) To increase the San Antonio Sports youth sports and fitness charity brand recognition

by at least 25% among all publics between April 2013 and the August 2013.

2) To increase San Antonio Sports youth sports and fitness brand event identification of

at least one San Antonio Sports youth sports and fitness program by at least 20%

among all publics between April 2013 and August 2013.

Behavioral

3) To stimulate an increase in individual membership levels by at least 50% of March

2013 levels among all publics between April 2013 and August 2013.

4) To raise at least $10,000 in donations among all publics between April 2013 and

August 2013.

72


5) To persuade at least 700 individuals among all publics to register to win the San

Antonio Sports Road to Fame Internet Contest between April 2013 and August 2013.

6) To stimulate an increase in traffic by at least 20,000 hits to the San Antonio Sports

website between April 2013 and August 2013.

Output

7) To have the San Antonio Sports Road Trip Event visit at least 25 different sites across

the San Antonio area including San Antonio Sports events, the San Antonio Zoo and

local parks and recreation centers between April 2013 and August 2013.

8) To visit at least 25 different H.E.B grocery store locations between April 2013 and

August 2013.

9) To distribute at least 7,000 San Antonio Sports Road to Fame Internet Contest

refrigerator magnets among all publics between April 2013 and August 2013.

10) To send one news release per week to each of the major TV and print media outlets in

San Antonio between April 2013 and August 2013.

Effective Communications Principles

The San Antonio Sports Road Trip campaign will apply eight principles of

communication to its strategy and tactics. These principles include source credibility,

salient information, effective nonverbal cues, effective verbal cues, two-way

communication, opinion leaders, group influence, and audience participation.

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Source Credibility

The San Antonio Sports Road Trip campaign will call on a number of individuals

to act as spokesperson for promoting the organization’s cause. Youth sports and fitness is

already a cause that is supported among the general public so it is important that San

Antonio Sports build itself as the face and voice of that cause for all youth in the San

Antonio area. Among those individuals who will represent the San Antonio Sports cause

are those who already know the organization and who are viewed as credible sources in

the arena of youth sports and fitness. They include San Antonio Sports Hall of Famers

and local athletes from various sports; local business, political and community leaders;

and parents and children who benefit from the various San Antonio Sports youth sports

and fitness programs.

Source credibility will also be enhanced through sponsors of the San Antonio

Sports Road Trip Event giveaway. San Antonio Sports will negotiate

sponsorships/partnerships with H.E.B. and Coca-Cola –Dasani Water—two well-known

and trusted brands—to give away bottled water and to giveaway fruit as refreshments at

each road trip event. Sponsorships/partnerships will also be negotiated with the San

Antonio Parks and Recreation Department and the San Antonio Zoo to further enhance

credibility through association.

Salient Information

The San Antonio Sports Road Trip campaign will go out to those places where

parents and their children practice living active and healthy lifestyles. These same places

will also include members from other publics who know the importance of youth sports

and fitness. A partnership will be negotiated with the San Antonio Parks and Recreation

74


Department to bring the San Antonio Sports Road Trip Event to parks and recreation

centers all across the San Antonio area. Other partnership negotiations will include the

San Antonio Zoo and San Antonio Sports own events that include the San Antonio Sports

Valero Go!Kids Challenge Field Day and the San Antonio Sports Fit Family Challenge.

The time of year will also be crucial to the saliency of the message. The San Antonio

Sports Road Trip campaign will take place during spring and summer when people tend

to be more active and when parents are spending more time with their children. The time

and places for the campaign will enhance the saliency of the San Antonio Sports Road

Trip overall message—A Drive for Active and Healthy Kids.

Nonverbal Cues

The San Antonio Sports Road Trip campaign will be communicated through a

number of non-verbal forms. The San Antonio Sports brand logo and slogan will be

visible on the San Antonio Sports brand-wrapped cargo van; sponsorship, announcement

and education material including banners, display panels and refrigerator magnets; and

volunteers and staff who will be running each event wearing their branded t-shirts. The

setting will be at local parks, recreation centers, the zoo, and San Antonio Sports events

that will include an activity zone to keep active, an education zone to learn about San

Antonio Sports and a giveaway zone featuring free bottled water and fresh fruit.

Verbal Cues

The San Antonio Sports Road Trip will feature messages that are short and simple

using the principles of ethos, logos and pathos. The messages will be communicated in a

fun and active tone that both children and adults can understand. All messages will be

focused on the benefits of San Antonio Sports youth sports and fitness programs in order

75


to build a strong association between youth sports and fitness in general and the San

Antonio Sports charity brand. Messages will also incorporate the campaign title and

slogan—The San Antonio Sports Road Trip—A Drive for Active and Healthy Kids.

Two-Way Communication

The San Antonio Sports Road Trip campaign will rely heavily on two-way

communication beginning with the San Antonio Sports Road Trip Event. The event will

travel across the San Antonio area to meet residents that include all publics on a face-to-

face basis. Dedicated volunteers and staff will be able to discuss the San Antonio Sports

youth sports and fitness programs and sell residents on the benefits of becoming

individual members/donors of the organization.

Next, two-way communication will be encouraged through participation in the

San Antonio Sports Road Trip to Fame Contest. The contest will be based on a point-

system that accounts for a participant’s level of interactivity with the San Antonio Sports

youth sports and fitness brand whether online, going to San Antonio Sports events or

even referring others to participate.

Opinion Leaders

San Antonio Sports will reach out to San Antonio Sports Hall of Famers and other

athletes; business, political and community leaders; and coaches, coordinators and

parents who are actively involved with San Antonio Sports youth sports and fitness

programs. Their participation as spokespersons will be a great compliment to their role in

spreading the word to others in their respective communities about San Antonio Sports

youth sports and fitness programs and the San Antonio Sports Road Trip campaign.

Group Influence

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San Antonio Sports will reach out to community groups with a heavy focus on

homeowners associations across the San Antonio area to help spread the word about the

San Antonio Sports Road Trip Event coming to their neighborhood parks.

Audience Participation

San Antonio Sports is taking its youth sports and fitness charity brand campaign

to the people. The San Antonio Sports Road Trip campaign will visit parks, recreation

centers, the San Antonio Zoo and San Antonio Sports events so that people can come and

interact with the brand. They will be able to participate in a sports activity zone, learn

about the organization in a San Antonio Sports education zone, enjoy giveaways in the

form of healthy refreshments to include water and fresh fruit, talk directly with San

Antonio Sports volunteers and/or staff members and even register to participate in the

San Antonio Sports Road to Fame Contest where there’s even more activities waiting for

them. The contest will allow registrants to earn points based on their level of participation

with the San Antonio Sports youth sports and fitness brand and on how many others they

can get involved with their efforts.

Strategies

1) Create a mobile interactive event that can easily take the San Antonio Sports youth

sports and fitness charity brand into communities across the San Antonio area to increase

band awareness and visibility.

77


2) Create incentives for the public to attend the mobile event and to continue interacting

with the San Antonio Sports youth sports and fitness charity brand after they leave the

event.

3) Create an educational component that rewards the public for participating and getting

others involved with the campaign.

4) Leverage existing relationships with celebrities, leaders and parents to enhance news

appeal and promote the San Antonio Sports youth sports and fitness charity brand

campaign and the benefits of giving to the cause.

5) Devise road trip marketing opportunities that can further enhance exposure of the San

Antonio Sports youth sports and fitness charity brand.

Tactics

The San Antonio Sports Road Trip Event

The San Antonio Sports Road Trip is a campaign geared to bring San Antonio

Sports out to the people of Bexar County. The San Antonio Sports cargo van will be the

centerpiece of the campaign as it functions as a “mobile billboard” traveling throughout

the San Antonio and surrounding areas with its full vehicle body brand wrap featuring the

distinctive and attractive San Antonio Sports logo. A San Antonio Sports Road Trip

vehicle decal will be added for campaign exposure (See logo design in Appendix E,

Figure 2). This will help build visibility across the community as the vehicle makes its

way across the San Antonio and surrounding areas. The San Antonio Sports Road Trip

includes stops all across Bexar County at places and events where people engage in

activities that reflect active and healthy lifestyles. This includes the San Antonio Sports

Valero Go!Kids Challenge Field Day, the San Antonio Sports Fit Family Challenge, local

78


parks and recreation centers, and the San Antonio Zoo. Each of these stops will feature

attractions that include an activity zone, a San Antonio Sports education zone, a

contest/member registration zone, and a giveaway zone geared at encouraging the

community to engage with the San Antonio Sports youth sports and fitness brand.

The event will be designed so that all the materials, equipment, furniture, props

and free product needed for execution can be transported in the cargo van. For increased

exposure, a sponsorship deal will be worked out with H.E.B. to supply fresh fruit that

will be used as part of the giveaway at the road trip events. Prior to arriving at each event

location, the San Antonio Sports cargo van will make a stop at a nearby H.E.B.

supermarket to pick up fresh fruit. This is a great marketing opportunity for both San

Antonio Sports and for H.E.B. The store’s high traffic and trusted name will enhance

exposure and credibility. San Antonio Sports will negotiate an arrangement whereby San

Antonio Sports Road to Fame Internet Contest promotional refrigerator magnets can be

passed out to H.E.B. customers along with a flyer announcing the San Antonio Sports

Road Trip Event schedule and details about the San Antonio Sports Road Trip to Fame

Internet Contest (See contest logo design in Appendix E, Figure 3).

After picking up fresh fruit from H.E.B., the cargo van will make its way to that

day’s event location. The San Antonio Sports van will park and unload its cargo in a

designated high visibility area measuring approximately 60 feet wide by 50 feet long.

Set-up will be simple. There will be three tables with chairs and associated sponsor and

announcement banners, three stanchions with associated sponsor banners, equipment and

supplies for up to three fun sports activities, five easels with associated educational

panels, marketing and promotional materials including the promotional road trip magnets,

79


contest registration cards and donation/membership cards. The free water and fresh fruit

will also be unloaded and arranged near the designated giveaway zone tables. The cargo

van crew will be two with other volunteers and staff joining them independently. There

will be three sponsors that are tentatively set as the San Antonio Parks and Recreation

Department, H.E.B and Coca-Cola’s Dasani bottled water whose names will be featured

on the banners. This will enhance credibility of the event with the association of trusted

brands. San Antonio Parks and Recreation will share their banner space with the San

Antonio Sports Road Trip logo.

Once set-up is complete the event will begin and last approximately three hours

wrapping up just before dark. The cargo van will function as the main attraction that gets

the public’s attention. The public will then be encouraged to approach the San Antonio

Sports Road Trip Event with two of the stanchion sponsor banners announcing free water

and fresh fruit respectively. The third stanchion will feature an announcement to register

for the San Antonio Sports Road Trip to Fame Contest to win a San Antonio Spurs

Experience.

As the public continues to approach the event, they will notice the activity zone,

especially if they have kids. This zone is meant to attract kids who can then bring their

parents. It keeps the kids busy and gives parents a chance to learn more about the Road

Trip.

As the public enters the event and passes the activity zone, the first table they will

be greeted at will be the contest /membership registration table. The public will then be

encouraged to learn about San Antonio Sports youth sports and fitness programs at the

education zone right behind them. There will be five display panels highlighting the

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various San Antonio Sports youth sports and fitness programs and their impact on the

community. For those who register for the contest, the education panels will be one of

their first chances to earn points. From the contest/membership registration table the

public may either visit the education zone or they may move to the next two tables where

there will be free water and free fruit. As the public exits the event, the cargo van will

serve as brand reinforcement with its body brand wrapping and road trip contest decal

being the last impressions the public sees as they leave.

The San Antonio Sports Road to Fame Internet Contest

The San Antonio Sports Road Trip Event is only the first step of engagement with

the San Antonio Sports brand. At the contest/membership registration table the public

will receive a promotional refrigerator magnet that announces the San Antonio Sports

Road Trip to Fame Internet Contest and provides the San Antonio Sports website address

where they can register to play. These are the same magnets that will be given away at

the H.E.B. stores visited prior to each stop. The contest will be a points-based system

where participants earn points based on their level of engagement with the San Antonio

Sports youth sports and charity brand and on the amount of people they are able to get

involved with the organization. The individual who accrues the most points by the end of

September will win a San Antonio Spurs Experience that includes meeting a San Antonio

Sports Hall of Famer who played for the Spurs and a family four-pack of lower-level

tickets to watch the San Antonio Spurs in action at a home game. The Spurs are a great

hook in attracting participants because of their local popularity. The individual who

comes in with the second-highest point total will win a $500 gift card and the individual

81


who comes in with the third-highest point total will win a $250 gift card. A sponsor will

be sought; otherwise there will be a selection of gift cards to choose from.

Registration for the contest will be free. Participants will fill out and submit a

contest registration form that asks for the individual’s name, e-mail address, phone

number, mailing address, gender, ethnicity and birth year. Participants can do this in

person at the event or online. Those who register in person will receive instructions via e-

mail. The participant will then be able to create an online profile where they can log in

and play. Points will be tracked and recorded online. One way to earn points will be to

correctly answer daily quiz questions where the participant will engage in a scavenger-

type search of the San Antonio Sports website to learn more about San Antonio Sports

youth sports and fitness programs and how local youth benefit. Similarly, points will be

earned via weekly interactive video quizzes. Points will be earned through other means of

participation as well. The more the participant donates to San Antonio Sports as a donor

or member the more points they earn. Attending San Antonio Sports events are yet

another opportunity to earn points. Still others ways to earn points are by referring others

to San Antonio Sports events, including the San Antonio Sports Road Trip events. A viral

video contest showcasing user-generated spots between 30 seconds and one minute long

about the benefits of participating in youth sports and fitness programs will allow

participants to earn as many points as they can get people to watch their spot within 30

days of the posting. The video will be submitted to San Antonio Sports and posted on the

San Antonio Sports YouTube channel and website with a San Antonio Sports youth

sports and fitness promotional spot appearing prior to each video. This will give the

organization even more exposure as people click to watch. Participants will also be

82


encouraged to post their San Antonio Sports Road Trip video spot on Facebook and a link

to the video on Twitter. In sum, the more a contest participant participates and refers the

more points they accrue towards being the highest point-earner and winning the San

Antonio Sports Road to Fame Internet Contest. The winner will be notified by mid-

September 2013 and invited to the San Antonio Sports Hall of Fame Golf Classic in

October 2013 where they will be recognized.

Media Coverage

The San Antonio Sports communications staff has done an incredible job in

building media relations with most, if not all, the major TV and print media outlets

throughout the San Antonio area. In order to be consistent with the organization’s

existing information and media efforts the San Antonio Sports Road Trip campaign will

use the existing San Antonio Sports media and information kit to disseminate campaign

information to the media and other partners. Campaign materials that will be added to the

kit include the refrigerator magnet featuring the San Antonio Sports Road Trip logo and

the call to action to register to win a San Antonio Spurs Experience; the San Antonio

Sports Road Trip event schedule with scheduled spokesperson appearances; and the San

Antonio Sports Road to Fame Internet Contest information sheet. A weekly news release

will be sent to the major TV and print media outlets in San Antonio between April 2013

and August 2013 announcing that week’s scheduled event locations and spokesperson.

Additionally, local media reporters for both Spanish and English TV and print

news media will be approached to do a weekly youth sports and fitness education spot.

For TV, the spot will be taped at the prior week’s road trip event. Video production

support will be offered, if needed, to avoid tying up resources at the TV stations.

83


Timing

The San Antonio Sports Road Trip campaign will kickoff in April and close in

August, lasting 16 weeks. People tend to be more active during spring and summer as

warmer weather and vacation time kicks in, especially for the kids during summer. This

COMMUNICATION

85


is a prime opportunity to go out into the community to places where people are active and

looking to keep themselves fit and healthy. Fittingly, the San Antonio Sports Road Trip

will kickoff at the San Antonio Sports Valero Go!Kids Challenge where the expected

attendance will be three thousand. The road trip will then travel to one location every

Saturday and Sunday thereafter through August. Locations will include parks and

recreation centers and up to three visits to the San Antonio Zoo. The finale of the

campaign will take place at the final San Antonio Sports Fit Family Challenge event in

August. The 16-week duration of the campaign will provide broad exposure to San

Antonio and surrounding areas and allows contest participants to learn about the

organization through interactivity and to carry the San Antonio Sports Road Trip

campaign message to a greater number of people across the San Antonio area. There may

be up to 33 road trip events throughout the campaign if all goes well. However, the

campaign objective is to execute at least 25 events in case there are unforeseen issues

such as bad weather.

Message Pattern

The San Antonio Sports Road Trip campaign message strategy will follow a

pulsing pattern. The overall message will follow a regular schedule throughout the 16-

week campaign, but only on Saturdays and Sundays when more people are out and about.

Calendar

Tactics Timeline Frequency

Schedule times and dates with San Antonio Parks and Recreation and with San Antonio Zoo

Between now and March 1, 2013 N/A

86


Negotiate Sponsorships Between now and March 1, 2013 N/A

Schedule Spokespersons Between now and March 1, 2013 N/A

Schedule Volunteer, Intern and Staff Time


Shop/Negotiate/Select Contest Administrator


Road Trip EventApril – August 2013

Specific dates TBD-Pending event scheduling for Go!Kids and Fit family

Challenge for 2013

Every Saturday and Sunday*Subject to weather conditions

Road Trip ContestApril – August 2013


Challenge for 2013

On-going

SpokespersonApril – August 2013


Challenge for 2013

Every Saturday and Sunday* Based on availability

News ReleaseApril – August 2013


Challenge for 2013

Every Friday

Youth Sports and Fitness News Spot

April – August 2013Specific dates TBD-Pending event

scheduling for Go!Kids and Fit family Challenge for 2013

Every Saturday or Sunday*Based on availability

Notify Contest Winner By mid-Septemeber N/A

Announce Contest Winner at SAS Hall of Fame Golf Classic

October 2013Date TBD

N/A

Budget

The San Antonio Sports Road Trip campaign will have a fixed allocated budget.

Negotiations with sponsors will include cost sharing on the products they supply and on

any promotional material on which their name appears, including banners and the

refrigerator magnets. Staffing of the events will include volunteers, interns and San

87


Antonio Sports staff. Sponsors may also provide there own staff in place of those from

San Antonio Sports at their discretion and cost. Negotiations will occur to provide

sponsored boxed meals for all staff.

The San Antonio Sports Road Trip Campaign Budget

ITEM COST

Cargo Van $3,050

Gas and Maintenance $3,000

Promotional Decals $50

Event Set-up $300

3 Tables Supplied

12 Chairs Supplied

6 Banners @ $75 ea., $450 less $200 paid by sponsors $250

3 Stanchions Supplied

5 Easel stands Supplied

5 Posters $50

5 Mounting Boards Supplied

Sports Activities-Equipment/Supplies Supplied

Marketing Materials/Supplies $3,300

Refrigerator Magnets @ $2,000/8,000 less $800 paid by sponsors $1,200

Contest Registration Forms- Sponsorship negotiation to cover excess $50

Event Staff Branded T-shirts- Sponsorship negotiation to cover excess $1,000

Donation/Membership Forms $50

Bottled Water- Sponsorship negotiation to cover excess cost or cover full $500

88


Fresh Fruit- Sponsorship negotiation to cover excess cost or cover full $500

Public Relations Material $50

Media/Information Kit $50

Contest Administration $3,000

Graphic Design (In-House) $150

Video Production (In-House) $150

Total $10,000

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Evaluation

The effectiveness of the San Antonio Sports Road Trip campaign will be

evaluated based on whether the 10 stated objectives were met. This will be accomplished

by comparing these objectives to actual results of the campaign due by mid-September

2013 in the areas specified by the objective.

For all informational impact objectives, a pre-campaign survey will be executed in March

2013 and a post-campaign survey executed in August 2013. The results of the two

EVALUATION

90


surveys will be compared to determine campaign effectiveness. The surveys will be

executed in the same manner as described in the next paragraph.

A short 10-minute online survey will be conducted with a snowball convenience and

convenience sample that includes at least 150 adult subjects. The surveys will target

individuals who care for a child(ren) in grade(s) K-5, ages 18 and up; lives in the South,

East, West or Downtown sides of San Antonio; works in or works in support of a

profession in the education (grade school), health and wellness or public safety fields;

and/or who is a homeowner and/or business owner in the South, East, West or Downtown

sides of San Antonio. However, the survey will be open to anyone who lives in and

around the San Antonio area, ages 18 and up.

Behavioral impact objectives and output objectives will be evaluated based on

tracking reports that will be measured from April 2013 to August 2013.

Impact Objectives

Informational

1) Results from the August 2013 post-campaign survey will be compared to the results of

the March 2013 pre-campaign survey to evaluate whether there was an increase in San

Antonio Sports youth sports and fitness charity brand recognition by at least 25%

among all publics.

2) Results from the August 2013 post-campaign survey will be compared to the results

of the March 2013 pre-campaign survey to evaluate whether there was an increase in

San Antonio Sports youth sports and fitness brand event identification of at least one

San Antonio Sports youth sports and fitness program by at least 20% among all

publics.

Behavioral

91


3) Membership levels will be measured in March 2013 and September 2013 and the

results compared to evaluate whether there was an increase in individual membership

levels by at least 50%.

4) Donations will be tracked between April 2013 and August 2013 to determine whether

at least $10,000 in donations was raised among all publics.

5) Contest reports will be evaluated post campaign to determine whether at least 700

individuals among all publics were persuaded to register to win the San Antonio Sports

Road to Fame Internet Contest between April 2013 and August 2013.

6) Analytic reports will be evaluated post campaign to determine whether there was an

increase in traffic by at least 20,000 hits to the San Antonio Sports website between

April 2013 and August 2013.

Output

7) Final tracking reports will be assessed to determine whether the San Antonio Sports

Road Trip Event visited at least 25 different sites across the San Antonio area including

San Antonio Sports events, the San Antonio Zoo and local parks and recreation centers

between April 2013 and August 2013.

8) Final tracking reports will be assessed to determine whether at least 25 different H.E.B

grocery store locations were visited between April 2013 and August 2013.

9) Final tracking reports will be assessed to determine whether at least 7,000 San Antonio

Sports Road Trip refrigerator magnets were distributed among all publics between


92


10) Final tracking reports will be assessed to determine whether one news release per

week was sent to each of the major TV and print media outlets in San Antonio between


93


References

Ainsworth, D. (2011). Why do some causes raise more money than others? Third Sector.

<http://thirdsector.thirdsector.co.uk/2011/07/26/why-do-some-causes-raise-more-

money-than-others/>

Carmichael, D. (2008). Youth Sport vs. Youth Crime: Evidence that youth engaged in

organized sports are not likely to participate in criminal activities. Active Healthy

Links Inc. http://www.imspa.co.uk/news/docs/132_Sport%20and%20Crime.pdf

REFERENCE

94

http://www.imspa.co.uk/news/docs/132_Sport%20and%20Crime.pdf


Hendrix, J.A., & Hayes, D.C. (2010a). Fraternal Order of Eagles increase understanding

and awareness. In J.A Hendrix & D.C. Hayes (Eds.), Public Relations Cases (8th

Ed.), (pp. 123-130). Boston, Ma.: Wadsworth Cengage Learning.

Hendrix, J.A., & Hayes, D.C. (2010b). “Descubre el regalo que llevamos dentro”:

Discover the gift inside tour. In J.A Hendrix & D.C. Hayes (Eds.), Public

Relations Cases (8th Ed.), (pp. 159-167). Boston, Ma.: Wadsworth Cengage

Learning.

Hendrix, J.A., & Hayes, D.C. (2010c). Boost Mobile RockCorps. In J.A Hendrix & D.C.

Hayes (Eds.), Public Relations Cases (8th Ed.), (pp. 168-175). Boston, Ma.:

Wadsworth Cengage Learning.

Metro Health, City of San Antonio (2010). Mayor’s Fitness Council.

<http://www.sabalance.org/MayorsFitnessCouncil.aspx>

National Philanthropic Trust (2011). Charitable giving statistics.

<http://www.nptrust.org/philanthropic-resources/statistics/>

Philanthropy Journal (2011). Donors plan to cut giving, study says.

<http://www.philanthropyjournal.org/news/top-stories/donors-plan-cut-giving-

study-says>

Quintanilla, M (2011). Formerly fat S.A. now is fit but now on other ‘heaviest’ list.

MySA.com. < http://www.mysanantonio.com/news/local_news/article/Formerly-

fat-S-A-now-is-fit-but-now-on-other-3264302.php>

San Antonio Sports (2010a). Home. < http://www.sanantoniosports.org/>

San Antonio Sports (2010b). San Antonio Sports Delivers for San Antonio.

<http://www.sanantoniosports.org/sasdelivers.pdf>

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San Antonio Sports (2012c). Kids programs.

<http://www.sanantoniosports.org/kids_programs.htm>

San Antonio Sports (2010d). About us. < http://www.sanantoniosports.org/about.htm>

San Antonio Sports (2010e). The need is real.

<http://www.sanantoniosports.org/kids_needs.htm>

San Antonio Sports (2010f). Board of Directors.

<http://www.sanantoniosports.org/bod.htm>

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Appendix A Survey Communication Copy – Initial Push

It is so important to San Antonio Sports to develop a strong and effective San Antonio Sports charity brand for all of our campaigns.

I've developed an online survey that will help us determine what people know about the benefits of youth sports and fitness programs, how they feel about giving to youth sports and fitness programs, and what motivates them to give to such causes.

Finally, the survey will also be helpful to evaluate where the public would expect to see the San Antonio Sports brand at work and what would motivate them to engage with the brand, including communication channels and incentives.

The survey is short and will take about 10 minutes to complete. Thanks in advance!

APPENDIX

97


Also, it would be great to have others participate in the survey. Please send the survey link to your colleagues, friends and family to complete it. It would be a great help to have as many individuals complete it as possible! My sample size must be at least 150.

Here are the people I would prefer to survey (Our target audience):

-Any individual who cares for a child(ren) in grade(s) K-5, ages 18 and up.-Any individual who lives in the South, East, West or Downtown sides of San Antonio.-Any individual who works in or works in support of a profession in the education (grade school), health and wellness or public safety fields.-Any individual who is a homeowner and/or business owner in the South, East, West or Downtown sides of San Antonio

**This list is not exclusive, but any individual who meets at least one of these criteria would be preferred. The survey is open to anyone who lives in and around the San Antonio area who is age 18 and up.

Here is the survey link:

http://markjamesgonzales.wufoo.com/forms/san-antonio-sports-brand/

Once again, thank you very much!

Regards,Mark Gonzales

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Appendix B

Survey Communication Copy – Second Push

Thanks for all your help in getting the SAS Survey out. I'd like to do another more push. There are around [number] individuals who decided for one reason or another not to take the survey and I'd like to see if they can reconsider.

Here's a script you can use in this next push:

Hi everyone (can be personalized),

Many of you have been great sports in deciding to take our San Antonio Sports Brand Survey. Thank you!

For those of you who decided not to take the survey and who reside in the San Antonio area, I'd like to make a request for you to reconsider.

The survey is really easy and is taking about [] minutes on average to complete. You don't have to know all or any of the answers to the type-in questions. For those questions, just type in "Don't Know".

Your completion of the survey is just the push we need to be able to make the best assessment we can of the San Antonio Sports Brand as we plan ahead for our future.

Here's the survey link:http://markjamesgonzales.wufoo.com/forms/san-antonio-sports-brand/

Thank you very much,(Your Name)

99

https://owa.mex02.emailsrvr.com/owa/redir.aspx?C=7b90e9daf5684a9fa20c8f2c3ebea16d&URL=http%3A%2F%2Fmarkjamesgonzales.wufoo.com%2Fforms%2Fsan-antonio-sports-brand%2F


Appendix C Survey Communication Copy – Final Push

Thanks for all your help in getting the San Antonio Sports survey out. I'd like to do one more push. There are around [] individuals who have still decided for one reason or another not to take the survey and I'd like to see if they can reconsider.

Here's a script you can use in this third and final push:

Hi everyone (can be personalized),

Many of you have been great sports in deciding to take our San Antonio Sports Brand Survey. Thank you!

For those of you who decided not to take the survey and who reside in the San Antonio area, I'd like to make one last request for you to reconsider.

The survey is really easy and is taking about [] minutes on average to complete. You don't have to know all or any of the answers to the type-in questions. For those questions, just type in "Don't Know" if you don't know the answer. Your completion of the survey is just the push we need to be able to make the best assessment we can of the San Antonio Sports Brand as we plan ahead for our future.

Here's the survey link:http://markjamesgonzales.wufoo.com/forms/san-antonio-sports-brand/

Thank you very much,(Your Name)

100

https://owa.mex02.emailsrvr.com/owa/redir.aspx?C=7b90e9daf5684a9fa20c8f2c3ebea16d&URL=http%3A%2F%2Fmarkjamesgonzales.wufoo.com%2Fforms%2Fsan-antonio-sports-brand%2F


Appendix D

The San Antonio Sports Brand

The purpose of this survey is to investigate public perception in regards to the San Antonio Sports brand.

There are no foreseeable risks involved in responding to this survey, and no personal identifiable data will be requested. You will not be identified in anything written about this study. The data resulting from your participation may be used in publications and/or presentations, but your identity will not be disclosed. If you have questions about the research or your rights as a participant, now or in the future, you may contact the principal investigator, Juyan Zhang, PhD at [email protected] (210.458.6777).

Your participation is much appreciated in responding to each question/statement that follows.

Instructions: Please write your own brief response to each of the following five statements in the space provided. If you don’t have an answer, please write don’t know.

1. In the space below, please write what or who you think the San Antonio Sports organization is.

2. In the space below, please write what you think the San Antonio Sports organization does for

youth.

3. In the space below, please describe which youth you think are targeted by San Antonio Sports.

4. In the space below, please write up to three youth programs that you think San Antonio Sports

hosts.

5. In the space below, please write how you think San Antonio Sports funds its youth programs.

Please Continue to next page

101

mailto:[email protected]


Instructions: Please mark the appropriate number for each of the three statements below where 1 equals No Positive Impact and 5 equals High Positive Impact.

6. Rate the level of positive impact that you think or know youth sports and fitness programs can have on the health of our community.

No Positive Impact 1 2 3 4 5 High Positive Impact

7. Rate the level of positive impact that you think or know youth sports and fitness programs can have on the fitness of our community.


8. Rate the level of positive impact that you think or know youth sports and fitness programs can have on the safety of our community.


______________________________________________________________________________

Instructions: Please mark the appropriate number for each of the three statements below where 1 equals Strongly Disagree and 5 equals Strongly Agree.

9. I feel that youth sports and fitness programs can be and/or are very important to the well-being of my child or children.

Strongly Disagree 1 2 3 4 5 Strongly Agree

10. I feel that youth sports and fitness programs will or already help make my community better.


11. I feel that youth sports and fitness programs are a worthwhile cause to donate my own funds.


______________________________________________________________________________

Please continue to next page

102


Instructions: Please mark the appropriate number for each of the three statements below where 1 equals Very Unlikely and 5 equals Very Likely.

12. Please rate the likelihood that you would donate your own funds to youth sports and fitness programs if you knew it helped make San Antonio a healthier, fitter and safer place to live.

Very Unlikely 1 2 3 4 5 Very Likely

13. Please rate the likelihood that exclusive membership incentives would encourage you to donate more of your own funds to youth sports and fitness programs.


14. Please rate the likelihood that you would donate your own funds to youth sports and fitness programs even if there was no direct benefit to you or your child or children at this time.


______________________________________________________________________________

15. Please rate the probability that you would visit the website of an organization or business if its content includes updated and/or interactive video, where 1 equals Definitely Not and 5 equals Definitely.

Definitely Not 1 2 3 4 5 Definitely

16. Please select one of the choices below that best represents your first source for news and/or events about an organization or business.

E-mail Website Facebook Twitter YouTube None of the above

______________________________________________________________________________

Please continue to the next page

103


Instructions: Please mark the best answer for each of the six statements/questions below.

A. Please mark the term that best identifies your gender.

Male

Female

Prefer not to answer

B. Please mark the statement that best identifies your family status.

Single parent/guardian with a child or children in grade(s) K-5

Single parent/guardian with a child or children not in grade school yet or beyond grade(s) K-5, up to 12th grade

Married parent/guardian with a child or children in grade(s) K-5

Married parent/guardian with a child or children not in grade school yet or beyond grade(s) K-5, up to 12th grade

None of the above

C. Please mark the term that best identifies the field you work in or support.

Education (grade school)

Health and wellness

Safety and security

Other

None of the above

D. Do you own real estate as a homeowner or business owner? Please mark the best answer.

Yes, I’m a homeowner

Yes, I’m a business owner

Yes, I’m both a homeowner and a business owner

No, I’m neither a homeowner nor a business owner, but I do own real estate

104


No, I’m neither a homeowner nor a business owner and I own no real estate

E. Please mark the choice that includes the term that best describes the area of San Antonio where

you live.

Downtown

North, Northeast, Northwest

South, Southeast, Southwest

West

East

I live outside of the San Antonio area

F. Please mark the number range that best represents your age.

18-24

25-34

35-44

45-54

55-64

65 or Above


Thank you for your participation.

105


Appendix E

San Antonio Sports Road Trip Event Set-up/Layout

Figure 1

106


San Antonio Sports Road Trip Event Logo

Figure 2

107


San Antonio Sports Road to Fame Internet Contest Logo

Figure 3

108


San Antonio Sports Cargo Van with Logos

Figure 4

109

sample public relations campaign plans book

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