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CommunityCare Media Plan &

Placement Strategy

Prepared by Catherine Hyle of Indiana University SE

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I. Media Objectives The media objectives for CommunityCare are in accordance with the Integrated Marketing

Strategy and Action Plan. Advertising buys will reflect the campaign goals of building

comprehensive brand awareness of CommunityCare and its services in the areas it serves,

acquiring facility growth through the promotion of preeminent services by targeting potential

patients and sources of referral, and expanding community knowledge relative to urgent care

centers and their general, appropriate use. Additionally, media buys will reinforce the

consumers’ value in choosing CommunityCare in regard to patient convenience through

heightened levels of service, expert and friendly personnel, close proximity, low costs, little to no

wait times and online registration. The attractive new facilities and their state-of-the-art

equipment will also be highlighted through specific buys.

II. Competitive Analysis The following analysis focuses on recent campaign sprints and advertising strategies

implemented by the four major Louisville/Kentuckiana area competitors: KentuckyOne Health,

Baptist Health, Norton Healthcare, Kroger’s Little Clinic and Walgreens Healthcare Clinic.

KentuckyOne Health: Anywhere Care

Agency: Monigle Associates - Denver, CO

Saint Joseph Health System and Jewish Hospital/St. Mary’s Healthcare are two of the most

reputable and respected organizations in the state. In 2012 the two powerhouses united and

rebranded themselves as KentuckyOne Health. This new brand set out with the mission to better

serve all Kentucky residents through an “unparalleled level of accessibility and care”.

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The rebranding campaign was comprised of three primary objectives that included (1) bringing

an integrated, comprehensive and unsurpassed standard of care closer to home, (2) creating one

new name that reflects Kentucky pride and signals the organization’s vision and (3) cementing

brand identity through new logo design standards that seek to express promise, a sense of

optimism, dynamic vision, advancement, innovation and a family look and feel for all brand

touch points (print, web, signage, etc.)

KentuckyOne’s introductory “Better Care is Here” campaign included a TV commercial that

aired during Super Bowl 2012, print, online, radio and out of home advertising (billboards,

transit and alternative mediums). These advertisements reiterated the organization’s promise to

deliver world-class healthcare to every resident in every corner of the bluegrass and spotlighted

real Kentuckians. The message “Better Care is Here” was essential to every consumer touch

point.

“Choose Your Door” is the latest ad campaign that launched Thanksgiving week 2014.

KentuckyOne Health boasts an extensive network of primary care physicians, as well as Urgent

Care, Anywhere Care and Emergency Care facilities. The “Choose Your Door” campaign sets

out to remind consumers of the many options they have when they choose KentuckyOne Health.

Campaign mediums included television, print, outdoor, radio and digital.

KentuckyOne Health’s Anywhere Care urgent care service is single-handedly CommunityCare’s

greatest threat. Anywhere Care stays true to the organization’s steadfast mission to provide

optimum health services by offering affordable care, 24/7, by phone or video chat with no

appointment necessary. This technology is never before seen in the local market because it

guarantees a consultation with a board-certified healthcare provider within 30 minutes or less.

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All providers can assess, diagnose, and treat a variety of urgent care concerns for kids and adults

alike and, when clinically appropriate, are able to prescribe medication. The cost is $35 per visit,

no insurance necessary. Anywhere Care has freed patients from appointment scheduling and

never ending lines in waiting rooms. Ill clients now have the option to get secure and specialized

treatment from the comfort of their living room couch! This feature is one of a kind that will be

difficult to surmount.

Baptist Health Care: Urgent Care Centers

Agency: Prairie Dog | Trozzolo Communications Group - Kansas City, MO

The “Treating You Like Family” campaign debuted the unification and rebranding of Baptist

Healthcare Systems of Kentucky. Ambiguity was diminished when the organization’s seven

hospitals were assigned new bynames that better tethered them together. For example, Baptist

Hospital East is now Baptist Health Louisville, Central Baptist is now Baptist Health Lexington

and so on. The ads ran through May to August of 2013 and highlighted the importance of brand

equity. The organization’s campaign strategy is centered on exceptional customer experience and

accessibility that leads to an emotional connection and overall trust in a healthcare brand.

Mediums included television, digital, direct marketing and print.

Baptist Health Louisville also premiered “Feel Better” as its new slogan during the 2013 brand

revamp. Subsequently, Baptist Health’s Urgent Care slogan was dubbed “Feel Better Faster”.

Baptist Urgent Care’s bleak website is entirely its own entity that lists treatable ailments,

additional services, locations/directions, a short FAQ section and various patient surveys/forms.

For such a recent modernization/formalization of the brand, it’s shocking that the site appears so

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dated, hastily thrown together and lacking in desirable ambiance. Baptist’s Urgent Care site

simply does not deliver the notion of warmth, hospitality and reassurance that patients crave.

Baptist Health Paducah launched the “Miracles Every Day” in November 2013. This public

relations effort was a television/YouTube series that featured staff and a number of patient

success stories. Each story signed off with the message: “Sometimes it’s hard to believe in

miracles until you see them happening every day.” The “Miracles” campaign earned national

recognition when it received a silver award in the 29th Annual Healthcare Advertising Awards.

Judges awarded the ads based on creativity, quality, message effectiveness, consumer appeal,

graphic design and overall impact.

Norton Healthcare: Immediate Care Centers

Agency: Both internal and Trajectory - Morristown, NJ

Norton Healthcare hasn’t gone through much brand positioning in recent years unlike its

previously mentioned counterparts. Norton wanted to stick to stick to the roots of what they’ve

historically offered clients. “Between Health and Life” was a campaign launched October 2013

with the slogan “Health Should Keep Up With Life”. The promotional series utilized television,

digital and print mediums. In the summer of 2014, Trajectory, a New Jersey based agency,

produced the “You Are Our Health Obsession” campaign with the mission to showcase that

active and healthy choices aren’t things that people do, but rather who they are. The campaign

utilized print, outdoor transit and billboards, television and digital mediums.

Norton Immediate Care Center offers a call ahead service to decrease patient wait times. The

website lists twelve area locations, as well as a representative list of services offered that

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differentiates what qualifies as an emergency room visit versus an immediate care visit.

Additionally, a whole section of the site is devoted to influenza - complete with a cheesy yet

endearing music video about getting a flu shot. Norton Healthcare, in conjunction with Kosair

Children’s Hospital, also offers immediate specialized pediatric after-hours care.

Kroger’s Little Clinic

Louisville, KY Locations

In November 2013, Kroger boasted an impressive 106 Little Clinic locations inside select stores

across the country. As 2014 loomed around the corner, a nationally sharpened focus on

healthcare prompted Kroger to set its sights on opening an additional 50 Little Clinics within one

year’s span across six states - Kentucky included. Aside from the expansion, Kroger set out to

revamp its healthcare facilities by including an electronic registration kiosk, private waiting areas

and two exam rooms to make it “really look like a little doctor’s office”. The company’s

healthcare campaign also expands to investing in healthier food options to be offered on shelves.

Kroger is paying close attention to what the customers wants through simple conversation and

market research analysis. The Little Clinic, though heavily cushioned by word of mouth in the

communities it serves, is advertised through mediums such as radio, television, digital, print and

direct marketing.

A notable Little Clinic site feature is the Wait Time ticker at Your Local Clinic. The ticker

provides a drop down legend that indicates what the wait times are like at your local clinic in up

to the minute format. An extensive list of current services is also made available online,

complete with individual price listings. Even though things seem to be a little pricey and wait

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times may be ridiculous on occasion, the Little Clinic conveniently gives patients the option to

survey the situation before visiting and avoid any financial surprises. Kroger’s health center also

offers an online bill pay option that seems foreign to most health system competitor sites.

Walgreens Healthcare Clinic

Louisville, KY Locations

Walgreens Healthcare Clinics are open 7 days a week plus weeknights located inside select

stores nationwide. The organization’s medical mantra centers on prevention and wellness,

treatment, and monitoring and management. Patients can schedule appointments or walk-in

knowing that most insurance is accepted, an on-site pharmacy is literally right next door and that

they will be treated by a board-certified nurse practitioner. Walgreens Healthcare Clinic website

provides comprehensive lists of services offered, prices, locations and accepted insurance

providers.

Walgreens’ most recent campaign was announced on September 9, 2014. Once again, the

organization would partner with the United Nations Foundation in launching the “Get a Shot.

Give a Shot ®” public relations campaign. This year-round collaboration is an effort to provide

life-saving vaccines to sick children living in developing countries. Walgreens has pledged to

donate the dollar value of a vaccine for each additional non-flu, CDC-recommended

immunization that the company administers. This campaign aligns with Walgreens’ desire to

promote happy and healthy lives for its respective community members by extending its reach

across borders, all whilst drawing in a crowd for various and convenient medical treatment

options.

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III. Target Audience Primary audiences encompass adults, ages 18 to 55, with health insurance or appropriate income

levels for private pay options. Specifically, media buys aim to attract the young adult population

and always-on-the-go families with children that live in the specific neighborhoods outlined in

the Integrated Marketing Plan. Secondary audiences virtually fit the same profile as the primary

but the overall reach is broadened to the greater Louisville and surrounding Southern Indiana

metropolitan area. According to the U.S. Census Bureau, approximately 381,223 Louisvillians

are between the ages of 18 and 55. This group is predominantly female (167,209 adult women to

148,344 adult men), heavily Caucasian (approximately 3.8 million) and brings in an average

yearly income of 25 to 50k. This young and thriving workforce boasts the second largest

population in the city next to the largest share, the younger Baby Boomers, ages 45-55.

CommunityCare is poised to debut its chain of urgent care facilities in three of Kentuckiana’s

wealthiest neighborhoods. The first opening, near Shelbyville Road and Hurstbourne Parkway, is

located between Middletown and the Houston Acres district. The real estate in both Middletown

and Houston Acres is some of the most expensive in Kentucky. White-collar employees who

reside in the fields of finance, office administration and healthcare primarily occupy the area.

These people are described as upper-middle class, urban sophisticates who are educated (47

percent with a bachelor’s degree), relatively wealthy (per capita income of $45-70k) and thus,

more established, younger professionals. They enjoy shopping, traveling, supporting the local

arts and leisurely reading. This particular neighborhood is filled with families that have children,

making it a more likely for community ties to develop via family friendly gatherings. The public

school systems are good and the crime rate is notably low.

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The second location, near Lexington Road and Frankfort Avenue, is on the cusp of the St.

Matthews neighborhood and the Crescent Hill district. St. Matthews/Crescent Hill real estate is

more expensive than 93 percent of the neighborhoods in Kentucky and comprises a hearty

mixture of owners and renters. This particular community has a particularly dense variety of

occupational and cultural groups. There are a high number of same-sex households, adults with

advanced degrees and college students. The majority of people are men (54 percent), single (46

percent) and between the ages 18 and 44 (45 percent). St. Matthews/Crescent Hill has an

exceptionally low crime rate, making it an ideal neighborhood for families with children. Like

the Middletown/Houston Acres area, Crescent Hill is saturated with more a more middle class

level of urban sophisticates - defined as moderately wealthy, educated professionals with

acquired tastes in art, travel and food. The neighborhood demeanor can be described as trendy,

rustic, easy to navigate, and relatively quiet.

The final CommunityCare location is set to open on Grantline Road in New Albany, Indiana near

Indiana University Southeast. The median real estate price of this area is more expensive than

approximately 70 percent of Indiana neighborhoods. This suburban area has two complementary

measures of residential income: the average and the extremes. Though it is relatively wealthy

overall, many residents are students - both in college living in apartments or elementary/high

school students living with their parents. The Grantline/Mount Tabor area is better described as a

moderate-income neighborhood, while still yielding an income 49 percent higher than average

neighborhoods in America. This district is heavily comprised of Caucasians (86 percent),

married couples (46 percent) and women (52 percent), with a well-proportioned mix of all age

groups that the younger baby boomers, ages 45-64, still slightly dominate (only 27 percent).

Grantline Road stays somewhat trendy with urban sophisticates due to the influx of college

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students every fall. Remarkably, though, this neighborhood is deemed “quiet”. This location has

low crime rates and a plethora of public schools making it ideal for families. The majority of the

working population (32 percent) is employed in management, professional, manufacturing/labor

and service occupations.

All three CommunityCare locations are set to open in the mecca of metro community hotspots.

Residents in these areas frequent the Oxmoor mall, Mall St. Matthews and Green Tree mall -

among other shopping centers that include stores like Target, Wal-Mart, privately owned

boutiques, etc. Additionally, there is an excellent dining selection in all three neighborhoods.

Whether it is a national chain or a hip hometown bar eatery, a greasy burger joint or an authentic

Mexican place, the search to satisfy a hungry stomach is short when scouring these locations.

Louisville native, urban sophisticates of both Gen-X and Gen-Y love going out to eat,

participating in community events, shopping at malls and boutiques, walking in the

neighborhood, spending quality time with family and friends, as well as exhibiting an overall

appreciation and enthusiasm for the arts whether it be visiting a museum, a concert or one of the

many local movie theatres.

IV. Creative Units Advised Media Buys for CommunityCare Positioning Campaign:

● Television

● Billboard

● Digital

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Note that newspaper and magazine print advertising are not recommended as an effective

creative unit because our demographic is comprised primarily young professionals and/or

constantly-on-the-go family men/women with kids. These people either don’t have or don’t want

to make time to sit down and flip through pages of cluttered advertisement overload everyday.

Purchasing these sorts of print ads is risky in that it could be a waste of money due to ineffective

reach and potential for brand disengagement. Direct mail fliers are also not recommended just

for the honest fact that they cost more than they are worth. They end up in the bottom of either a

magazine stack or a trash can. Mailers don’t equate to memorable.

V. Rationale for Selected Media

Television

Traditional television reigns supreme as the dominant ad viewing choice for audiences across all

demographics. Television reaches a massive audience due to the fact that nearly every American

household has at least one TV. Organizations such as Nielsen provide a plethora of informational

statistics that allow agencies to target large portions of their audiences by pairing ads with shows

of a particular rating or time slot. Television advertisements offer audiences a more dynamic

experience with the product or service being promoted. The sensory appeal is heightened through

sight and sound and targeted viewers (when in a presumably relaxed state) are more receptive.

Many modernists argue that digital advertising is the premiere vehicle and crushes television.

Yet, interestingly enough, 25-34 year olds were found to be spending 8 times as many hours

watching TV than using the Internet. Television is ingrained so deeply in American culture that it

will always be an influential and essential component to any successful marketing/media plan.

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This television media buy will solely encompass local network affiliates for the simple fact that

it is unnecessary to spend an exorbitant amount of the allocated budget on expensive cable spots.

CommunityCare is a local company trying to establish local brand recognition therefore we buy

local television spots to increase frequency and maximize desired reach potential. The goal to get

the most number of “spins” possible on the selected channels for the lowest price.

A total of three stations have been selected for the media buy. Each of the stations and their

daypart slots were strategically chosen based on rating points. The objective is saturate the

airwaves by hitting potential client touch points at different times of the day when we know ideal

demographics will likely be tuning in. Dayparts, along with their respective profiles, are

explained in terms of why they would be most effective for the CommunityCare positioning

campaign. Further strategic rationale is detailed below.

Network TV Spots

1. WHAS

6:00-7:00 AM, Monday-Friday

a. WHAS has a 3.43 rating for this Early Morning daypart.

b. Trends show that Louisvillians prefer local morning television to national.

c. The white-collar working class wakes up early to prepare for work and catch the

morning news for weather, traffic and news updates.

d. Parents are up early watching TV while simultaneously preparing breakfast/lunch

for their kids and getting them ready for school. They watch for weather, traffic

and news trends.

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e. WHAS is partnered with DataSphere Technologies Inc. DataSphere offers

geographically-targeted advertising opportunities that assist local businesses in

raising visibility, converting more customers and gaining a competitive edge with

custom marketing packages targeted to specific neighborhoods and communities.

2. WLKY

Noon-1:00 PM, Monday-Friday

a. WLKY has a 3.68 rating during this Daytime daypart.

b. Daytime television aligns with our demographic standards because it primarily

targets women - presumably stay-at-home mothers with young children or even

new mothers on maternity leave. Notably, daytime slots target our college student

demographic, along with retirees and preschool aged children.

i. Adult women are statistically the highest demographic that tunes into

midday talk shows, specialized programs and newscasts.

ii. Most colleges (such as the University of Louisville) provide scholars with

a grace period of around noon until 1:30 PM where no classes are offered.

This allows them to potentially head home for a lunch break between

classes. Many students also opt to take strictly morning classes as an

opportunity to have the afternoon and evening off. These are potential

daytime TV slot viewers.

c. WLKY provides an online viewership profile that indicates alignment with

CommunityCare’s target market in that 57.5 percent of viewers are female, 66

percent have some college education or more, 43 percent are white collar workers,

and 60 percent of the WLKY.com audience falls within 25-54 demographic.

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d. WLKY is also partnered with DataSphere Technologies Inc. DataSphere offers

geographically-targeted advertising opportunities that assists local businesses in

raising visibility, converting more customers and gaining a competitive edge with

custom marketing packages targeted to specific neighborhoods and communities.

3. WAVE

7:00-8:00 PM, Monday-Friday

a. WAVE has a 6.01 rating during this Prime Time daypart.

b. Prime time is the daypart with the highest profile because the top rating programs

are televised during this time of 7 to 11:00 PM. The high ratings can be credited

to the masses coming home from work or school and unwinding through the

means of watching their favorite shows. Most viewers tend to stay tuned for

evening newscasts that immediately follow the primetime block. Adults, ages 18-

49 (also known as A18-49 ratings), are the advertising demographic that

advertisers and media buyers are usually most interested in. These rating numbers

are important in that they translate how well a show is doing. Since this age group

encompasses a large sum of our demographic, the rating of this channel’s prime

time slot has been taken heavily into consideration.

i. Based on demographic analysis, this prime time slot is ideal for the

CommunityCare ad campaign to air. Working men and women - whether

it be in white-collar jobs or college, want to come home after a long day

and relax with a new episode of that show that they just can’t get enough

of. Parents usher their children through the door after school with

promises of watching TV after homework is complete and dishes are

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washed after dinner. Young adults and their friends gather in the living

room for their traditional beer, pizza, favorite TV show and good times.

Couples reunite after stressful 9-5 jobs to watch “their show” together.

Ever since its debut, television has been an American household staple and

favorite past time. Many Americans center their day on that time to finally

kick back, relax and be entertained. This gives CommunityCare the perfect

opportunity to engage the masses with creative and heightened television

advertisements that have the potential to reap massive benefits in brand

awareness and subsequent sales growth in the local sphere.

Billboard

Many people assume that newspaper ads and direct mailers, aside from television, are the most

effective forms of promotion because they are easily quantifiable. They also regard billboard

messages to be far too short to have a persuasive effect. That’s not the case though. Billboard

advertising is an invaluable, must-have when it comes to purchasing media for an ad campaign.

Their purpose is to not overtly persuade you but rather a building block that strengthens a

brand’s image and awareness. Its true - most people tend to look at a billboard ad for no more

than 5 seconds and that’s totally fine. CommunityCare’s billboard campaign will seek to promote

recall rather than persuasion. When it comes to quantitative measurements of effectiveness, the

only numbers that need to be taken into account are the road and/or foot traffic that will have a

crisp view of that billboard at any given time of the day. People in transit during their commute

to and from work are the most captive audience. This window of drive time is one of the few idle

periods they will have all day. Sure they may not look at the ad for more than 5 seconds -

whatever - the point is that they do look. Billboards are the best form of exposure because they

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hold the key to the perfect formula of reach and frequency - especially if they drive/walk by it on

a regular basis.

CommunityCare will employ a total of three billboards for this positioning campaign. For

optimum exposure for desired results, placement of these billboards should be in close proximity

to the neighborhoods CommunityCare occupies with respect to the clientele it wants to attract.

Additionally, all three billboard spots are precisely present in notoriously high traffic zones near

local businesses, restaurants/bars, shopping centers and suburbia. Potential clients who are stuck

in traffic or who frequent these areas are likely to notice the boards on a routine basis.

1. The billboard highlighting the New Albany CommunityCare location shall be placed near

the Grantline Road exit off of I-265. The billboard should be facing westbound I-64 to

direct and/or promote recall to the facility located near that exit.

2. A billboard shall be placed on Shelbyville road, near Mall St. Matthews, promoting the

Houston Acres/Middletown CommunityCare location on Shelbyville Road. The billboard

should be facing traffic that is headed eastbound Shelbyville road towards the

Hurstbourne intersection to better direct and/or promote recall to potential patients that a

facility is in the direction that they are heading.

3. The billboard accentuating the St. Matthews/Clifton CommunityCare location shall be

placed by the traffic light, overlooking Gerstle's and Diamonds Pub, where Shelbyville

Road turns into Frankfort Avenue and intersects with Lexington Road. To avoid

confusion and potential traffic pattern dilemmas, the billboard should face Shelbyville

Road and the oncoming commuters heading towards the location. This will subsequently

indicate and/or promote recall to patients that there is facility just around the corner.

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Digital

The number one reason that advertising online should be considered as a marketing tool is

because it is simply here to stay. The Internet and its capabilities are expanding more and more

everyday and will soon, if not already, be a force to reckon with. Advancements in digital

technology have changed everything from how people communicate, to the way in which they

get their information, to how they make their purchases. By breaking barriers daily, the Internet

has become a part of people’s lives and will grow to be even more invaluable in the years to

come. Online advertising is cost-efficient and allows businesses to use it to its utmost advantage.

It’s a flexible and efficient tool that leaves much room for creativity and interactive functionality.

Furthermore, its important to note that CommunityCare’s target market audience is

predominantly comprised of Gen-X and Millennial natives. The Gen-X folk are the ones that can

recall the innocent days of computers being so large that they occupied an entire room!

Nowadays they literally fit in the palm of your hand and people keep mistaking them as

“phones”. These brave souls bore witnesses to the understandably baffling and rapid progression

of technology. Through all that though, this generation is still regarded as adaptable and well

versed in technology. This makes them the often underestimated, yet perfect target for digital

advertising efforts.

Millennials on the other hand, practically founded the online/social media movement. These

young adults are incredibly inept to all things digital and unknowingly present a challenge to the

world of advertising. Agencies and the brands they represent are in a constant arms race to get

just one measly step ahead of the generation who has technology practically scorched into every

fiber of their DNA. With a seemingly predisposed fluency and overall comfort with technology,

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Millennials exhibit a positive outlook on how it affects their lives - citing that new advancements

make life easier and they feel more connected to the things and people they love.

Understanding the majority of our target audience through their interactions, perceptions and

levels of comfort with technology is crucial. Digital marketing/media buys, when utilized

properly, have the potential to be the utmost compelling forms of advertising. In conjunction

with CommunityCare’s one-of-a-kind online registration feature, the final media buys will

employ three online marketing tools that significantly increase a digital campaign’s odds of

objective success and target responsiveness.

1. Paid Facebook Advertising

Facebook’s paid advertising platform specializes in leveraging an influx of traffic and

fans to not only a company’s Facebook page but also to their website and ultimately to

the doors of their facility. The service itself is considerably inexpensive and allows

marketers to effortlessly zero in on their desired demographics. The targeting feature

alone is what sets online advertising apart from the traditional! This state of the art tool

gives backend users the ability to target specific groups of people based on geography

(country, city, state, zip code) and characteristics such as age, gender, likes and interests -

even marital status, education level and so on. Facebook also provides features that allow

companies to measure and optimize ad performance for a higher yield on returns.

Paid Facebook advertising will allow CommunityCare to accurately target its primary

demographic on a broader metropolitan scale while still engaging audiences who are in

close proximity. Page posts and promotions have the ability to be “boosted” which

increases the odds of foot and website traffic, as well as new clientele walking in the

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door. The power of Facebook advertising would also allow CommunityCare to build

loyalty and instill brand equity by connecting regularly with patients - answering

questions, kind wishes, positive posts, and so forth. This kind of positive interaction with

clientele and reinforcement of company values will undoubtedly drive sales, build

awareness and instill knowledge through expanded reach and generated interest.

2. Google AdWords

Google AdWords is a popular and inexpensive advertising tool that allows businesses to

target individuals who are already in the market for the specific product or service they

offer. Google Adwords creates advertisements for your business that appear in Google

search results, while simultaneously recognizing your website as a part of Google’s

massive content network. Search engine marketing comes into play when determining

where ads appear and how a company’s website is found. SEM is pivotal to the success

of any digital ad campaign. The Google AdWords tool also provides reports that offer

insights on new customers, ad traffic, geo-location and so on, allowing marketers to tailor

advertisements to the type of customers it attracts. Google AdWords are beneficial for a

company because they are able to target and cater instant solutions to customers in need!

CommunityCare would prosper from Google AdWords by catering to potential clientele

currently searching for urgent care providers in the primary market area. This tool could

also foster foot traffic and potential facility expansion into secondary markets and so on.

For example, lets say Google AdWords continuously reported mass amounts of incoming

site visits were from people in the Highlands of Louisville. This kind of realization could

give life to a fourth store located on Bardstown Road in an effort to better serve patients

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in that area. The possibilities to amp up customer services, satisfaction and brand

awareness are endless for CommunityCare.

3. YouTube Advertising

With over 1 billion visits each month, YouTube owns one of the largest stakes in web

real estate that just won’t stop growing! One would assume that a company’s

advertisement would get buried in so much streaming content - 1 billion is a scary

number - but that’s not the case. In fact, most companies are quick to opt for popular web

marketing tools like the previously mentioned Facebook Advertising and Google

AdWords. YouTube is a lesser-known, unsaturated and inexpensive tool for brand

growth. Refined targeting is also a beneficial feature that allows companies to capture

two separate demographic groups, thus promoting awareness and driving sales.

Purchasing YouTube ad slots to promote CommunityCare would exhibit a competitive

and creative edge over other urgent care centers that are saturating the market. Studies

also show that audiences are more receptive to video advertisements because visuals are

easier for the brain to process. As previously mentioned in the Competitive Analysis,

Baptist Healthcare of Paducah created a YouTube miniseries campaign, “Miracles Every

Day”, that was recognized on a national level for excellence in advertising. If executed

correctly, a stellar campaign that utilizes this the YouTube vehicle could provide

boundless recognition, brand equity and sales.

VI. Geographic

The geographic scopes of these media acquisitions are highly specific to CommunityCare’s

primary markets: New Albany, St. Matthews/Crescent Hill and Middletown/Houston Acres. The

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first map below displays blue circles representative of where billboard placements are deemed

effective in regard to high traffic exposure and relative proximity. The numbered pins on the map

represent the three store locations and surrounding neighborhoods. The second, scaled back map

encompasses the remainder of Louisville Metro and reflects the secondary target market. It’s

important to note that these outliers are all potential market shareholders - from Pleasure Ridge

Park all the way to Crestwood.

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Digital and television media buys will have the integrated capabilities to reach all Kentuckiana

locations shown to better promote growth and draw in prospective patients in the Louisville

market. Billboard advertising is kept local to promote recall and formulate a strong consumer

base in the city where CommunityCare was founded.

VII. Seasonality

The period of late December through early March is the most cost effective times to buy

television airtime due to low demand. The CommunityCare initial sprint begins January 2, 2015,

therefore making TV the savviest medium to purchase for this particular campaign. Winter

months also welcome common illnesses and minor injuries, thus making it imperative that

CommunityCare has its metaphorical face out there and advertising through the use of optimal

mediums. Additionally, these specific months are when Nielsen pays the most attention to the

Louisville market - all thanks to a little tournament called March Madness. While Louisville is

considered a mid-sized market with no pro sports teams, it dominates NCAA viewership every

year with an astounding average household rating of 16.6.

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VIII. Flighting Ad Strategy

CommunityCare’s yearlong positioning campaign is one that requires a flighting (also known as

bursting) advertising cycle. It is ideal to condense all media efforts and activity into shorter time

frames in order to generate a high impact with each new message. The media schedule will also

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initiate long periods of hiatus, which often indicates a new campaign behind the scenes, in the

works.

When organizing a flight schedule, it is important to consider that earnings and/or business may

revolve or peak around certain months, holidays or seasons. Comprehensive understanding of a

client’s industry and its fluctuations can be used to an advertiser's full advantage when initiating

campaign sprints. A flighting schedule almost ensures that a client’s campaign or message will

be more impactful.

Ultimately, it is crucial that the client recognizes maximum initiative and effort put forth in

making the yearlong campaign a success. Long stretch campaigns, such as this, have a larger

window of opportunity and more time to formally introduce and make a name in the community.

Therefore, it is required that advertising messages are scheduled in blocked intervals of 12 week

flights in different time frames of the year. The first flight campaign will begin January 6, 2015

and come to a close on March 31, 2015. The summer flight campaign will commence on July 6,

2015 and end September 28, 2015. In sum, CommunityCare will only advertise 24 months out of

the year.

IX. Exposure Time Frame

The following calendar exhibits the flight schedule in which CommunityCare will campaign.

Both flight schedules have been chosen to ensure the greatest possible exposure for target

demographics.

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The winter campaign is rooted in the fact that flu season, amongst many other illnesses, hits

hardest in the winter and this is when target audiences will be in the market for urgent care.

Additionally, this campaign runs through March where, here in the Ohio River Valley, is when

allergies start creeping up. This is important to consider when campaigning. The rationale for the

summer campaign is that a lot of people spend these months outdoors and when accidents

happen - and they will - potential patients will seek help through the urgent care industry.

Secondly, the summer schedule centers on late summer aka back to school time for our targets

with children. These kids are going to need immunizations and physicals that CommunityCare is

more than apt to provide.

X. Frequency and Reach Analysis

Given CommunityCare’s industry and current situation, this campaign should primarily focus on

attaining higher frequency levels. The rationale for this decision is that new organizations need

as much exposure as possible to create maximum brand awareness and boost sales. As marketing

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and media specialists, it is our job to make the client’s primary goals and objectives a landslide

achievement. Additionally, healthcare organizations are unique in that they literally serve all

demographics - everyone is going to get sick and require treatment at some point in their lives,

no one is excluded. The selected media vehicles are already strategically placed in highly

saturated areas of Louisville Metro and it’s likely that they will hit a wide range of demographics

outside of our primary or even secondary markets. All in all, if our message/vehicle reaches an

unintended audience it is most certainly not the end of the world. The more brand awareness and

patients through that door, the better.

XI. Budget Priorities

Network Television purchases that were based on frequency and daypart ratings, will require

$70,000. The WAVE Primetime daypart purchase cost the most money, followed by WLKY’s

Daytime slot, and then the WHAS Early Morning daypart. Billboard purchases, based on

location, size and campaign duration, will expend $50,000. Digital media purchases, with all

minor details considered, will consume the final $30,000 of the $150,000 media buy budget.

The following chart displays the percentage of the budget each media vehicle individually

absorbs.

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It is important to understand that budget fluctuations do occur and to have a Plan B and even a

Plan C. If a budget increase occurs, depending on how significant, it is suggested that the

advertising schedule move from flighting to a more consistent pulsing. This would entail either

plumping up current media vehicles or purchasing new ones. If a decrease in budget were to

occur, it is recommended to scale back the number of weeks in the flight schedule. In this case of

this scenario, the number of weeks allocated to advertise would completely relative to how much

of the budget the campaign is losing. Furthermore, media buys and placement would indefinitely

be trimmed - first and foremost with TV. In the event of either situation, the proceeding media

marketing action plans would indefinitely need to be renegotiated and discussed with the client.