Mountain Equipment CO-OP 40th Anniversary Project

MOUNTAIN EQUIPMENT CO-OP ANNIVERSARY PROJECT i

Geoffrey Bird, MKTG 2202 Instructor, BCIT Matthew Rockall, COMM 2200 Instructor, BCIT Fourth Dimension Marketing, BCIT April 20, 2011

Nichole Brown Asia Davies Kul Gill Brett Johnson Jake Kinsey Racheal Matheis,

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Executive Summary
This report recommends an Integrated Marketing Communications (IMC) campaign designed to promote the fortieth anniversary of Mountain Equipment Co-op. Using information from both public and private databases, we present research and trends in Canadas $38 billion outdoor recreation industry. With a market share of over 40%, Mountain Equipment Co-op is currently the industry leader in equipment and clothing retail; however, big-box competitors such as the Forzani Group (through their Atmosphere and Sport Chek stores) and Canadian Tire are strongly positioned to take advantage of an aging and increasingly time-poor society. While Mountain Equipment Co-ops current promotions successfully encourage sales from current members, the co-op needs to reach younger audiences to maintain this market position in the future. The primary audience for the IMC campaign is post-secondary students between the ages of 17-30. Using extensive secondary research, we reveal the high compatibility between the core competencies of the Mountain Equipment Coop brand and the unique psychographic and behavioral characteristics of this consumer group. Further research suggests the importance of strategic timing and creative message delivery in order to capture the attention of this timepoor and media-suspicious group. In addition, we also consider a current members as a secondary audience and the families of students as a potential halo audience. We recommend using advertising, sales promotions and public relations as primary communications tools for the campaign. The majority of a $5 million budget will go into out-of-home advertisements and an outdoor recreation challenge specifically designed to raise brand awareness and loyalty among the target audience. Online, direct and experiential marketing will all function as support tools. In order to break through the clutter and build an emotional connection with the target audience, we recommend a creative theme utilizing a lifestyle appeal. The Celebrate the community thats 40 years strong campaign emphasizes Mountain Equipment Co-ops impressive history as a social and environmental leader while simultaneously positioning itself distinctly from its corporate competitors. By including a crowd of current co-op members engaged in encouraging gestures, the creative images will cause the primary and halo target audiences to feel like they are receiving a genuine invitation. The key to this campaign will be tailoring the key message to fit the unique strengths of each communications tool. Executed correctly, this campaign has the potential to increase Mountain Equipment Co-ops 2011 sales 18.75% over 2009 levels to over $311 million. Furthermore, the emotional connection built between the target audience and the Mountain Equipment Co-op brand will likely continue to reveal itself through increased sales for decades into the future.

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Table of Contents
Executive Summary .......................................................................................................................................................... iii Table of Figures................................................................................................................................................................ vii Table of Appendices........................................................................................................................................................ viii Introduction ....................................................................................................................................................................... 1 Marketing Objectives ........................................................................................................................................................ 1 Situation Analysis.............................................................................................................................................................. 2 Environmental Analysis ................................................................................................................................................ 2 Demographic Trends ................................................................................................................................................. 2 Social Trends ............................................................................................................................................................. 2 Technological Trends ................................................................................................................................................ 2 Stakeholder Identification ............................................................................................................................................. 3 Members .................................................................................................................................................................... 3 Employees ................................................................................................................................................................. 3 Board of Directors ..................................................................................................................................................... 3 Community Partners .................................................................................................................................................. 3 SWOT............................................................................................................................................................................ 3 Strengths .................................................................................................................................................................... 4 Weaknesses ............................................................................................................................................................... 4 Opportunities ............................................................................................................................................................. 4 Threats ....................................................................................................................................................................... 5 Competitive Analysis .................................................................................................................................................... 5 The Forzani Group .................................................................................................................................................... 5 Canadian Tire ............................................................................................................................................................ 6 Le Baron, La Cordee and Altitude Sports ................................................................................................................. 6 Valhalla Pure Outfitters ............................................................................................................................................. 6 Independent Boutique Retailers ................................................................................................................................ 6 LL Bean ..................................................................................................................................................................... 6 Indirect Competitors .................................................................................................................................................. 6 Strategic Decisions ............................................................................................................................................................ 6 Communications Objectives.......................................................................................................................................... 6 Niche Market Communication Objectives ................................................................................................................ 7 iv

Current Member Communication Objectives............................................................................................................ 7 Target Audience ............................................................................................................................................................ 7 Post Secondary Students ........................................................................................................................................... 8 Current Members ....................................................................................................................................................... 9 Positioning Strategy ...................................................................................................................................................... 9 Marketing Mix................................................................................................................................................................... 9 Product .......................................................................................................................................................................... 9 Price ............................................................................................................................................................................... 9 Place ............................................................................................................................................................................ 10 Promotion .................................................................................................................................................................... 10 Marketing Communication Strategy ............................................................................................................................... 10 Primary Tools .............................................................................................................................................................. 10 Advertising .............................................................................................................................................................. 10 Sales Promotion....................................................................................................................................................... 11 Public Relations ....................................................................................................................................................... 11 Secondary Tools .......................................................................................................................................................... 11 Online Marketing .................................................................................................................................................... 11 Experiential Marketing ............................................................................................................................................ 11 Direct Marketing ..................................................................................................................................................... 12 Message Design............................................................................................................................................................... 12 Campaign Theme ........................................................................................................................................................ 12 Messages ..................................................................................................................................................................... 12 Advertising: ............................................................................................................................................................. 13 Creative Strategy for Stakeholders .............................................................................................................................. 14 Pre-testing.................................................................................................................................................................... 14 Media/Message Delivery ................................................................................................................................................. 14 Contact Points and Message Sources .......................................................................................................................... 14 Vehicles ....................................................................................................................................................................... 14 Broadcast ................................................................................................................................................................. 14 Transit...................................................................................................................................................................... 15 Radio ....................................................................................................................................................................... 15 Experiential ............................................................................................................................................................. 15 v

Online ...................................................................................................................................................................... 16 Out-of-Home ........................................................................................................................................................... 16 Promotions and Public Relations............................................................................................................................. 16 Schedule of Media Activities ....................................................................................................................................... 17 Budget Allocation............................................................................................................................................................ 18 Evaluation........................................................................................................................................................................ 20 Post testing .................................................................................................................................................................. 20 Conclusion ....................................................................................................................................................................... 20 Table of Appendices........................................................................................................................................................ 21 Appendices ...................................................................................................................................................................... 22 References ....................................................................................................................................................................... 43

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Table of Figures
Figure 1 - Primary Target Audience Communication Objectives ..................................................................................... 7 Figure 2 - Budget Allocation Pie Chart ........................................................................................................................... 18 Figure 3 - Gantt chart for Media buy............................................................................................................................... 19 Figure 4: MEC Revenues 2005-2009 (Mountain Equipment Co-op, 2011) ................................................................... 22 Figure 5: Canadian Fertility Rates (Office of the Superintendent of Financial Institutions Canada, 2009) ................... 22 Figure 6: Canadian Mortality Rates (Office of the Superintendent of Financial Institutions Canada, 2009) ................. 23 Figure 7: Target Audience Profiles ................................................................................................................................. 24 Figure 8 - Television Storyboard..................................................................................................................................... 28 Figure 9 - Transit Shelter "light up" advertising ............................................................................................................. 29 Figure 10 Station Domination - Platform posters......................................................................................................... 30 Figure 11 - Station Domination Mural ......................................................................................................................... 31 Figure 12 - Station Domination - Crowd ......................................................................................................................... 31 Figure 13 - Station Domination - Escalator ..................................................................................................................... 32 Figure 14 - Viral Video Storyboard................................................................................................................................. 38 Figure 15 - Billboard mockup ......................................................................................................................................... 39 Figure 16 - Pursuit Patches .............................................................................................................................................. 40 Figure 17 - 40th Anniversary Jacket ............................................................................................................................... 41 Figure 18 - Big 4-0 Geo-cache location Map .................................................................................................................. 42 Figure 19 - Big 4-0 Facebook Donations ........................................................................................................................ 42

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Table of Appendices
Appendix A. Appendix B. Appendix C. Appendix D. Appendix E. Appendix F. Appendix G. Appendix H. Appendix I. Appendix J. Appendix K. Appendix L. Appendix M. Financial Statements ......................................................................................................................... 22 Fertility and Mortality Rates ............................................................................................................ 22 Forzani Group Research ................................................................................................................... 23 Canadian Tire Research .................................................................................................................... 23 Table of Target Audience Profiles.................................................................................................... 24 Primary Target Audience Research .................................................................................................. 24 - Broadcast .......................................................................................................................................... 27 - Transit ............................................................................................................................................... 28 - Radio................................................................................................................................................. 32 - Experiential....................................................................................................................................... 33 - Online ................................................................................................................................................ 34 - Billboard............................................................................................................................................ 38 - Promotion ......................................................................................................................................... 39

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Introduction
Mountain Equipment Co-op was the brainchild of six UBC students who wanted to provide inexpensive yet high quality outdoor recreation equipment to cash-strapped post-secondary students. With no previous business experience, the six founders nevertheless identified a niche market in Vancouver with unmet needs. Intrigued by the co-operative business model used by the American outdoor recreation retailer REI, the students opened the first Mountain Equipment Co-op in Kitsilano, Vancouver in the summer of 1971. Today, Mountain Equipment Co-op (MEC) boasts over three million members and operates fourteen stores across Canada. Furthermore, the companys annual sales have grown an average of 6.25% over the last five years. As the company enters its fortieth year as Canadas foremost name in outdoor recreation, it needs to develop a strategy capable of motivating all Canadians, both members and nonmembers alike, to join the celebration. MEC is accomplishing this through an Integrated Marketing Communications (IMC) campaign capable of speaking to both groups while simultaneously promoting the values upon which MEC built its success. MEC will have to meet this challenge with two significant limitations. First, with a budget of only $5 million, the company will have to exercise discretion in choosing its IMC tools and mediums. Second, the companys huge database is limited to its current members. Subsequently, MEC will have to rely on secondary research to determine the shopping behaviors of Canadians at large. This report is divided into three primary sections: a situation analysis, a communications strategy and message design proposal. The situation analysis consists of an environmental scan of the outdoor recreation industry, a company SWOT as well as a competitive analysis. The communications strategy will outline the communication objectives for MECs IMC campaign and define the target audiences. After stating the positioning strategy and marketing mix, it will also rationalize the IMC tool selection. The final section of the report contains the message design strategy, message delivery mediums, and budget. A brief conclusion summarizes the report.

Marketing Objectives
The key marketing objective is to achieve annual sales of $311,192,000 in 2011, realizing an 18.75% increase in sales from 2009 (PricewaterhouseCoopers, 2010).1 A sales focused marketing objective is consistent with MECs mission to provide social and environmental leadership. As a member of 1% for the Planet, 1% of all sales are put back into sustainability initiatives, mitigating the consumption-driven focus often associated with sales objectives. Sales are also quantifiable and easily compared to other key store performance measures, allowing MEC to most accurately determine the strengths and weaknesses of the campaign. A sales growth target of 18.75% over 2009 sales is reasonable because MECs annual sales increased an average of 6.25% between the 2005 and 2009 fiscal years (see Appendix A for statistics). With a campaign budget of approximately 2% of total annual revenues, MEC will be able to double its current sales growth rate.

We are using 2009 as our base year because MEC has not yet released its financial statements for 2010. We determined our sales growth goal of 19% by tripling MECs average sales growth between 2005 and 2009 from 2009 total sales (4 years average sales growth of 6.25%).

Situation Analysis
Environmental Analysis
Canadas natural geography had made outdoor recreation a popular pastime with Canadians. In 2010, Canadian consumer expenditure on recreation increased 20% over 2005 levels to $37,741,900,000 (Euromonitor International, 2011).i2 Furthermore, 43% of Canadians 15 years of age or older have participated in an outdoor activity within Canada, with 74% of Canadians expressing some or great interest in participating in these activities in the near future (Canadian Tourism Commission, 2001, p. 7). Despite these high participation rates, outdoor recreation retailers must adapt to several demographic, social technological trends. The most important of these trends include: The aging of the Canadian population Urban immigration trends Decreasing Canadian fitness levels The growing popularity of electronic and mobile devices The proliferation of online social network usage Advancements in Global Positioning Satellite (GPS) enabled outdoor activities

Demographic Trends Canadas outdoor recreation industry is undergoing a significant shift in its demographic composition. Outdoor recreation pioneers are now either dying off or decreasing participation rates due to health concerns (Euromonitor International, 2011). As Canadian mortality rates continue to outpace fertility rates, the Canadian government is increasingly relying on inflows of immigrants to grow Canadas population (see Appendix B for statistics). The majority of these immigrants settle in urban areas (Euromonitor International, 2011). Social Trends Canadians are less active than they were a decade ago. Overall, the number of Canadians concerned with fitness has declined steadily over the last three years, with only three out of ten Canadians of 15 years of age or older participating in sports regularly (Euromonitor International, 2011). Instead, Canadians are spending more of their free time indoors. With high digital literacy levels and the mainstreaming of in-home entertainment devices, these cocooning behaviors are likely to continue in the future (Euromonitor International, 2011). Technological Trends The number of Canadian households with broadband internet access will increase steadily over the next several years. Already one of the worlds largest user bases of social network sites, improved internet access will continue to drive Canadians to their computers. Social Banker predicts Canadian Facebook accounts to grow 3% over the next year, while professional networking sites such as LinkedIn will also drive more Canadians online (Social Bakers, 2010) (Grant, 2010). Advancements in Global Positioning Satellite (GPS) technology are changing the way Canadians interact with the wilderness. GPS devices, which display geographical coordinates through virtual maps, allow the user to determine their exact location at all times. Over the last year, these GPS devices have become mainstream outdoor tools for both outdoor enthusiasts and novices alike (Garmin, 2011).

This stat includes cultural services which accounts for expenditures on recreation facilities and community centers.

Stakeholder Identification
Members As a retail co-operative, MECs 3.2 million members are their lifeline. They aim to keep their members satisfied, engaged and involved and are proud to report an 88% member satisfaction rating (Mountain Equipment Co-op, 2009) Employees MECs employees represent another important stakeholder segment. MEC encourages balance between work and life by helping their employees reach their recreational goals and to partake in wilderness oriented activities ( Mountain Equipment Co-op, 2011). MEC focuses on empowering employees to grow within the company. Today, 75% of MECs head office is composed of former in-store employees (Retailer Merchandiser, 2009). Board of Directors MECs Board of Directors provides the vision and direction for the company. It is comprised of nine directors with diverse backgrounds, including one of MECs original six founders (Mountain Equipment Co-op, 2011). They are elected in three year terms and represent member interests by evaluating management strategies and decisions. Community Partners MEC is partnered and affiliated with several not-for-profit organizations and outdoor community groups, such as 1% For The Planet, The Big Wild, and Canadian Parks and Wilderness Society (CPAWS). MEC works co-operatively with these groups in an effort to foster change in environmental, social and economic sustainability in the marketplace (Bains, 2009). MECs contributions to these organizations are significant and, in some cases, essential to their performance.

SWOT
Table 1 - Strengths, Weaknesses, Opportunities and Threats

Strengths Highest industry customer satisfaction rates Highest industry customer (member) loyalty rates Perceived as industry leader in Corporate Social Responsibility

Weaknesses Membership as an initial purchase barrier to entry Less product brand adaptability than competitors Fewer locations than big box competitors Low market presence in Quebec

Opportunities Growing popularity of social networking High level of interest in outdoor recreational activities among Canadians Growing immigrant markets

Threats Decreasing physical activity levels among Canadians Growing consumer expenditures on mobile/home electronics products

Strengths MEC boasts one of the highest customer satisfaction ratings in Canada (Mountain Equipment Co-op, 2009). These high satisfaction levels are facilitated by MECs impressive database of member information which it obtains at the point of sign up. Through its database, MEC can match member demographics to specific purchasing behaviors. Using this information, MEC manages its store to best fit member needs through both its staffing and merchandising (MacLaughlan, 2011) (Retailer Merchandiser, 2009). The benefits of co-op membership have also helped MEC achieve higher customer loyalty rates than its competitors. This loyalty is largely derived from MECs democratic structure, which provides members with voting rights in the company (Chabun, 2009). Today MEC is the fourth largest voting democracy in Canada; a status that its members take very seriously. For example, some MEC members display their low numbered membership card like a status symbol (MacQueen, 2002). In this way, many MEC members display behaviors beyond brand insistence, bordering on cultlike devotion. MECs high levels of customer loyalty are indicative of its most valuable strength: its reputation. Today, MEC is widely regarded among Canadians as a pioneer in the environmental movement. As a member of 1% for the Planet, MEC continuously reinforces its brand as an environmental steward and tangibly benefits from networking opportunities (1% for the Planet, 2011). Furthermore, the companys socially responsible business strategy resonates strongly with ethically-minded consumers. For these reasons, Canadian publications repeatedly promote MEC as the best outdoor retailer to get gear without guilt (Cayo, 2007). Weaknesses While MEC members gain many benefits upon joining the co-op, the initial act of signing up acts as a barrier-to-entry to walk-by and tourist sales. Unlike its competitors, customers must provide personal information and a $5 member fee with their first purchase. For time-strapped and out-of-town consumers, shopping at one of MECs neighboring competitors is a far more convenient option. MECs locations are less convenient than those of many of its big-box competitors. With only 14 stores nationwide, MEC presents a high opportunity cost for customers who only need one or two items or customers with urgent product needs. Given these restraints, consumers usually opt to purchase from the nearest retailing center (Reimers, 2009). Thus, MEC is weakly positioned to capitalize on the shopping impulses of current and potential consumers. MEC is also unable to carry all of the brands that its competitors offer. This is particularly true of suppliers which position themselves as high quality brands. In order to protect their image, these companies insist on retailers selling their products at a recommended price that exceed MECs profit restrictions (MacQueen, 2002). Consequently, MEC is unable to meet consumer demand for many perceived high value product brands. Opportunities The explosion of social networking sites has the potential to serve as a significant recruitment tool for outdoor recreation companies. While 90% of indoor activities are either isolated or family centered, North Americans take on a more social focus when engaging in outdoor recreation (Williams, 1995, p. 43). The proliferation of online groups devoted to organizing outdoor group activities over the last decade highlights this element of sociability. Outdoor recreation companies which capitalize on these online mediums will likely attract many new customers through brand association.

The growing number of immigrants settling in and around major Canadian cities presents a potentially lucrative market to outdoor recreation companies. According to a 2011 report published by Euromonitor International, visible minorities will contribute to 70% of the growth in consumer spending over the next decade and represent one in three Canadians by 2031 (Euromonitor International, 2011). Of these groups, immigrants of Asian descent with high levels of educational attainment and above-average income levels demonstrate the highest proclivity towards outdoor recreation (Winter, 2004, p. 118). Finding ways to engage these immigrant communities could provide outdoor equipment retailers with an effective strategy to compensate for existing customer attrition rates. Advances in Global Positioning Satellite (GPS) enabled technology provide a significant opportunity to outdoor recreation retailers. The mainstreaming of GPS technology has prompted the proliferation of geo-caching, a recreational activity which involves hiding objects in the wilderness and leaving coordinate clues online so that others can seek these objects in the future. Today there are over 1.4 million geo-caches hidden with over 4 million participants (Geocaching.com, 2011). The highly social and interactive nature of geo-caching may act as an effective gateway activity for retailers attempting to get Canadians outdoors. Threats Continuous advances in communications technologies have dealt a double-blow to outdoor recreation retailers. Today, plugged-in students and employees are accessible twenty-four hours a day, leaving much of todays youth feeling short on time. Consequently, young adults today are more inactive than any other generation before them, with the majority citing lack of time as the primary reason for not exercising (City of Winnipeg, 2003). Ironically, when this group does have leisure time, they increasingly opt to stay indoors to use electronic and mobile entertainment devices (Euromonitor International, 2011). In other words, the proliferation of mobile technology is forcing outdoor equipment retailers to fight for the attention of its younger markets.

Competitive Analysis
The retail side of Canadas outdoor recreation industry spans the spectrum from big-box chains to small independent stores. Despite high market saturation, MEC remains the industry leader, representing over 40% of the total Canadian market share (Cayo, 2007). MECs main competitors include: The Forzani Group Canadian Tire Le Baron, La Cordee & Altitude Sports Valhalla Pure Outfitters Independent boutique retailers LL Bean Indirect competitors

The Forzani Group The Forzani Group is a nationally based sporting goods retailer which operates under multiple corporate and franchise banners including Atmosphere, Sport Chek and Athletes world. MEC competes most directly with Atmosphere and Sport Chek due to their similar product assortments. Collectively, these companies account for 20% of the market share in Canadas sporting goods industry (Hoovers Company Report , 2011). The Forzani Groups primary strengths include its high convenience, brand awareness levels, and its strong relationships with brand-name suppliers (see Appendix C for details).

Canadian Tire Canadian Tire is a nationally based public company whose sports and recreation product line competes directly with MEC. The companys primary strengths include its high brand awareness, high company loyalty rates and ability to serve both urban and rural consumer segments (see Appendix D for details). Le Baron, La Cordee and Altitude Sports Le Baron, La Cordee and Altitude Sports are Quebec based outdoor recreation retailers with significant market shares in Quebec. Although these companies sell similar products, they each target a different market segment. Le Baron targets older men, La Cordee targets families, and Altitude Sports targets young urban adults (Le Baron, 2011) (La Cordee, 2011) (Altitude Sports, 2011). All of these stores have a strong historical presence within Quebec with high loyalty rates among their respective target markets. Valhalla Pure Outfitters Valhalla Outfitters is a major market competitor in Western Canada. Founded in the Kootenay region of BC in 1990, the company has grown quickly, opening twelve stores in less than twenty-one years. The Valhalla name is associated with high quality brands and geographically knowledgeable service staff (Valhalla Pure Outfitters, 2011). Independent Boutique Retailers Specialty stores such as Robinsons, AJ Brooks and Fresh Air Experience are complementary competitors with MEC. On the one hand, many of these stores set up in close proximity to MEC in order to capture run off sales from unsatisfied MEC customers (MacLaughlan, 2011). On the other hand, these companies also attract locally-minded consumers who like to support the little guy (Closter, 2009). LL Bean LL Bean is a traditional American brand known for its durability, quality and tradition. They are a major competitor for online sales. During the last fiscal year, LL Beans online sales grew 29%, making the companys online sales more successful than their catalogue sales (Moore, 2011). Traditionally targeting consumers over forty years of age, they recentlyalso started targeting a younger demographic using a grass roots marketing campaign featuring their new Signature Line (Fontenelle, 2010). Indirect Competitors Any company that sells products or services to Canadians for sports or leisure purposes is indirect competition to MEC. The most significant of these competitors include companies in the motorized sport and mobile/home electronic industries. Canadians have been increasing expenditures on motorized sports such as waterskiing, skiing/snowboarding and RVing since the 1960s (Alderton, 2006, p. 317). At the same time, Canadians are increasingly abandoning the outdoors in favor of online activities and electronic entertainment (Euromonitor International, 2011).

Strategic Decisions
Communications Objectives
This integrated marketing campaign requires two sets of communications objectives. The first will be aimed at the target audience, which represents a niche market. The second will be aimed at MECs current members.

Figure 1 - Primary Target Audience Communication Objectives

Niche Market Communication Objectives Given the unique lifestyle of the target audience for this IMC campaign as well as MECs unique status as a cooperative, MEC will pursue unconventional measures for their communications mediums. These measures include: Relatively low brand awareness and brand knowledge objectives Relatively high brand liking and brand preference objectives Relatively low brand trial/use objectives

15% Brand Trial 55% Brand Preference 60% Brand Liking 70% Brand Knowledge

85% Brand Awareness Comparatively low awareness and knowledge objectives account for the target audiences tendency to temporarily lose contact with mainstream communications tools while cramming or working on large projects. During these periods, there is less probability of exposure leading to awareness. Furthermore, in cases where the audience member becomes exposed to the brand, time constraints may prevent him from exploring the brand further. Comparatively high liking and preference objectives account for the high compatibility between the psychographics of the target audience and MECs reputation as a business. Given this high compatibility, should a target audience member seek more information about MEC, the probability that they will also develop positive emotions with the brand is high. A comparatively low trial/use objective accounts for discrepancy between the everyday lifestyle of the target audience and lifestyle represented by the MEC brand. As a whole, the target audience is becoming less physically active. Although a large percentage of the target audience may develop positive feelings towards the brand, the majority are unlikely to actually embrace an active lifestyle. A 15% brand trial/use objective assumes that one out of four people (27%) who develop a preference for the MEC brand also become inspired enough to become MEC members. Current Member Communication Objectives Unlike the target audience, MECs current members are already engaged in an active lifestyle and committed to the MEC brand. For this reason, MEC will pursue two communications objectives intended to measure how successfully the campaign reinforces their value as members and compels higher actively levels. These measures include: Maintaining current member satisfaction rates of 88% Increasing frequency of use rates by 15%

Target Audience
This IMC campaign will be directed at two target audiences: post-secondary students and current members. While post-secondary students are the primary intended audience, MEC will also direct significant resources to communicating with members. For a complete summary profile of the two audience sets see appendices E and F.

Post Secondary Students Forty years ago, post-secondary students were the sole target market for the brand new Mountain Equipment Co-op company. Forty years later, this group once again represents the ideal market segment to project MEC through another four decades. In order for MEC to maintain and grow its membership base, it needs to fully engage a youthful market segment with high potential to influence both the lifestyle and brand choices of those around them. The high level of post-secondary enrollment among the children of immigrants adds the further benefit of attracting immigrant families as a halo audience (Abada, 2011). The following sections outline the demographic, geographic, psychographic and behavioral profiles of post-secondary students. Demographic Profile Post-secondary students are more time-poor than other market segments: nevertheless; almost all of them take vacations during the summer, the same season for which MEC sells most of its equipment. Furthermore, the low income bracket of post-secondary students means that almost all of them live with other people, usually family members or other students. This proximity creates highly personal relationships which lead to greater opportunities for word-of-mouth advertising. Geographic Profile The majority of post-secondary students reside in the same urban areas as MECs fourteen locations and all travel daily to the same institutions. Consequently, this group is easily targeted through advertising and realistically positioned to frequent a MEC store. Psychographic Profile The psychographic of post-secondary students is uniquely compatible with the core competencies of the MEC brand. Although it can be difficult to capture the attention of these students due to their hectic lifestyle, they are always searching for new and exciting ideas to share with others. Living such a hectic lifestyle is also driving this group to seek balance in their lives by pursuing activities which offer a sense of meaning and spirituality (Johnson, 2006, p. 198). Furthermore, they are self-titled humanitarians who are more likely than any other generational cohort to make purchases from companies they perceive as ethical (Abacus Data, 2010). Brands which take a position, and offer a sense of community are also highly attractive to this group (Johnson, 2006, p. 112). MECs unique status as a business co-operative coupled with its esteemed reputation as an environmental pioneer satisfies all of these psychographic needs. Behavioral Profile Post-secondary students display a specific type of brand loyalty which is highly compatible with the MEC brand. This group is in the beginning stages of developing their brand loyalties (Pokrywczynski, 2001). Subsequently, a brand which is capable of making a strong impression on this group early on can easily gain a life-time customer. Postsecondary students are also far more likely than other generational cohorts to purchase products during the introduction and growth stages of the product life-cycle (Pokrywczynski, 2001). Thus, this group acts as a strong center-ofinfluence with high potential to motivate brand purchases from friends and relatives.

Current Members MECs current members represent a captive audience to the MEC brand. As loyal MEC members, this group is seeking reaffirmation of their value to the company. The typical MEC member is: Male 35 years old Earns an income of approximately $75,000 Caucasian A working professional Post-secondary education An urban dweller A value driven and rational shopper A member of the late majority Lives a highly active lifestyle Price conscious

Positioning Strategy

Community Powered
This IMC campaign will utilize a lifestyle positioning strategy in order to satisfy the needs of both target audiences. Consumers do not buy MEC products because they are exceptionally different from those of its competitors; they buy them because they come with shared values and interests needed to feel genuine efficacy within an environment. It is these shared values and interests that are the core strength of the MEC brand. The unique selling proposition (USP) Community Powered speaks to this target audiences attraction to ethical companies and interest in active participation within a community. The use of the word Powered highlights the strength of MEC members as a community while simultaneously suggesting a momentum that connects with this target audiences attraction to new and exciting ideas. At the same time, this USP also satisfies MECs current members need to feel valued. Community Powered suggests that although MEC is growing, it could not do so without the active involvement of its member base.

Marketing Mix
Product
MECs current product lines feature a large assortment of outdoor recreational gear and self-propelled vehicles. All these products offer high quality and durability. MEC ensures high quality by conducting extensive field testing and continually removing products which members rate poorly (MacLaughlan, 2011). MEC also offers an extensive return policy and highly popular rental program which lets customers try gear and equipment before purchasing.

Price
MEC is able to offer a lower price than most of its competitors due to its legal status as a co-operative. Not only is MEC legally restricted from selling at high profit margins, the company receives tax breaks when its competitors are subject to double taxation. This allows MEC to sell its products at the same low price every day. MEC further guarantees its low prices through price-matching.

Place
MEC offers fourteen large retail stores across Canada. These stores are located in Barrie, Burlington, Ottawa, Calgary, Quebec City, Edmonton, Toronto, Halifax, Vancouver, North Vancouver, Victoria, Longueil, Montreal and Winnipeg. MECs most established stores are in British Columbia, while its Quebec stores are relatively new. Products are also available through the MEC online store.

Promotion
MEC currently utilizes digital communications, direct response communications and public relations to promote its brand to its target market. Through online vehicles such as Twitter, Facebook and Flickr, MEC encourages constant discussions. This type of information sharing strengthens emotional connections to the brand, prompting further purchases. By soliciting outdoor photos from members online, MEC fuses its online communications efforts with its direct response communications efforts. Every year MEC selects specific photos go into in-store displays as well as a much anticipated yearly catalogue. Although direct response communications will remain an important marketing tool for MEC in the future, the company recently announced that it will discontinue its print catalogue and focus exclusively on online direct communications. The majority of MECs marketing budget, however, goes into its public relations. Currently, MEC is a member of 1% for the Planet, donating extensively to conservation funds and supporting numerous environmental NGOs. This IMC campaign will continue to utilize these communications tools. However, in order to attract the primary 0audience, this campaign will also focus more heavily on advertising and promotions and include some experiential marketing. The use of advertising will be the most significant departure from MECs current promotional mix.

Marketing Communication Strategy

Primary Tools
Advertising, sales promotions and public relations are the primary communication tools for this IMC campaign due to their high connectivity potential with the primary target audience. These tools will not only contribute most significantly to the communications objectives, but will also receive the largest portion of the campaign budget. Advertising This IMC campaign will heavily utilize advertising in order to generate awareness among the primary target audience, many of whom may be new to Canada and have not yet heard of MEC. The primary strength of this tool is the high proclivity among the target audience to take an effective advertising message viral. Conversely, the target audiences rejection of conventional advertising also makes it an extremely risky tool. This campaign will overcome this weakness by designing a creative advertising campaign which stands out in comparison to mainstream advertisements.

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Sales Promotion A sales promotion will be used as the apex tool of this IMC campaign due to its ability to support every communications objective. The target audience is actively engaged in extracurricular activities and online social networks. Thus, sales promotions are the most effective tool to get this audience buzzing about the MEC brand and generating excitement toward the campaign. A sales promotion exclusively marketed towards current members is also an effective way to increase customer satisfaction and drive further sales. The key weakness of using a sales promotion is that completion requires a call to action that the time-poor primary target audience may not have time to fulfill. This campaign will overcome this weakness by selectively timing the execution of the promotion around the vacation months of the target audience. Public Relations Public Relations are the cornerstone of this IMC campaign. With the support of experiential marketing, this tool will help MEC meet its emotionally charged communications objectives set for its primary target audience, such as building brand liking and brand preference. This tool will also help MEC maintain current member satisfaction rates. The primary strength of using Public Relations is its ability to showcase MECs continued commitment to social and environmental causes which resonate with both target audiences. Green-washing, however, has made many postsecondary students skeptical towards companies which make green claims. In order to use this tool effectively, however, MEC will need to ensure the message is credible.

Secondary Tools
Online marketing, experiential marketing and direct marketing comprise the secondary tools for this IMC campaign. These tools will serve both as primary mediums to accomplish the communications objectives set for MECs current members as well as support tools for the primary communications tools. Online Marketing This campaign will utilize internet marketing to raise awareness and knowledge of MEC. Online marketing is an effective tool for this campaign because the primary target audience is extremely internet savvy, constantly surfing the web and actively engaged in online networks. The primary challenge of using internet marketing will be overcoming advertising clutter. This campaign will overcome this challenge through strategic advertisement placement and heavily investing in online networks to encourage word-of-mouth advertising. Experiential Marketing Beyond raising brand awareness among the primary target audience, MEC seeks to change how they spend their time. In other words, MEC motivates lifestyle change. This is an active process, and experiential marketing is one the strongest tools for creating a lasting emotional impression with the primary target audience (Marketing Magazine, 2007, p. 2). Post-secondary is the stage of life in which most people start acquiring brand preferences and loyalties that last for decades after graduation (Hunter, 2008, p. 36). Thus, experiential marketing is the best tool to connect with the primary target audience during this crucial stage in their growth as a discretionary consumer. One potential drawback of using experiential marketing is the time commitment it demands from a time-poor primary target audience. MEC can overcome this challenge in this IMC campaign through strategically timing its experiential marketing activities. Since current members already live an active lifestyle, experiential marketing provides an excellent opportunity to allow them to share their thoughts and information with each other. This could increase current member satisfaction and stimulate sales.

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Direct Marketing MECs current members are highly responsive to direct marketing (Mountain Equipment Co-op, 2006). For this reason, this IMC campaign will also utilize the high level of personalization offered by direct email marketing to maintain current member satisfaction and encourage further sales. One potential weakness of using direct marketing is that current members are not accustomed to receiving electronic direct email from MEC and subsequently may confuse them for spam. MEC can overcome this weakness by clearly communicating their switch to email direct communications with its members.

Message Design
Campaign Theme
In celebration of the 40th anniversary, MEC will be launching the Celebrate the community thats 40 years strong campaign. Celebrate the community thats 40 years strong speaks to the target audiences in four ways. First, it capitalizes on the target audiences desire to belong to free forming social networks. This is evident through their sign up rates with online communication mediums such as MySpace, Facebook, blogging, forums and most recently, Twitter. This trend is indicative of a generational cohort who is actively attempting to shape their own reality while simultaneously seeking a sense of belonging and validation from their peers. Second, this key message also sends a strong ethical message which connects well with the selected target audience. They are cause oriented and are more likely than other any other generational cohort to purchase their products from companies they perceive to be ethical. Third, Celebrate the Community thats 40 Years Strong connotes feelings which are more likely to prompt participation from the target audience than words connoting isolated individual achievement. While athletes may be attracted to performance related wording, participation rates among non-athletes are more effectively increased through words which relay a socio-cultural system, such as the sociability of group activities, attitudes and value orientations (Ferriss, 2007). The word community is consistent with this goal through its association with cooperation, self-sacrifice and emphasis on shared values. Finally, this key message capitalizes on the anniversary and encourages both members and non members to join in the celebration of MECs remarkable journey to becoming Canadas most recognized retailer in outdoor recreation.

Messages
The Celebrate the Community thats 40 Years Strong campaign will reach the set communications objectives through a variety of communications tools and mediums. The audience will be informed and reminded of MECs anniversary and positioning strategy through the following messages:

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Advertising: Broadcast Television Advertisements will utilize emotional and lifestyle appeals that emphasize the benefits of joining MECs strong community, as well as the sense of accomplishment one may experience by partaking in selfpropelled activities. Radio Advertisements/Sponsorship will be utilized through sponsorship of The Suzuki Report and similar featured radio spots across Canada. These sponsorships will communicate the key message to the audience, as well as inform them of upcoming anniversary promotions and events.

Out of Home Point of Purchase Displays will communicate MECs key message and history to new and current members, as well as prospective members inside and outside the store. The Big 4-0 Challenge updates will be digitally communicated to members in the store. Transit Interior Card Advertisements will communicate messages with more information to the audience as they spend time on transit. The messages will encourage the audience to visit MECs web site and inform them of the anniversary through the use of quick response codes. Transit Station Posters act as an interactive medium that not only communicates MECs anniversary and positioning statement, but engages the audience and encourages them to work together as a community. Station Domination will be used to spread a bold set of advertisements throughout rapid transit systems, which will communicate MECs key message as the user moves through the station. Billboards will showcase Canadas natural outdoor landscape through an un-conventional twist on billboard advertising. Sales Promotion: The Big 4-0 Challenge will encourage the audience to actively become involved in a community basedchallenge by either liking an official Facebook page or hunting for and relocating MECs geo-cache. Online Marketing: Online banner advertisements will direct viewers towards MECs website where they will become aware of MECs message, promotions and events. A Viral Video will be created that utilizes a humorous appeal and communicates MECs key message as well as attract the interest and of the primary target audience. Experiential Marketing: Post-Secondary Gear Swaps will take an existing benefit of being an MEC member to a new level and to a new audience. Gear swap events, which will include activities such as a climbing wall, will be held at postsecondary institutions here MEC can capitalize on the opportunity to make face-to-face interactions with its target audience.

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Creative Strategy for Stakeholders

Table 2 - Stakeholders

Current Members:

Target Audience: Community Partners: Board of Directors:

Current members will be able to participate in gear swaps, as well as collect promotional badges and jackets. The Big 4-0 Challenge will also be made available to members and non-members alike. The Join the Community thats 40 Years Strong campaign will be directed towards the target audience utilizing varied yet integrated communication tools MEC will support its community partners through the Like it for $400,000 campaign. Where MEC will donate up to $400,000 to The Big Wild Conservation Fund. No creative strategy will be developed exclusively for the board of directors. However they will be informed of member satisfaction and signup rates.

Pre-testing
MEC will use focus group testing in order to measure the brand awareness, brand knowledge, brand liking, and brand preference of the target audience. The focus groups will also be used to measure the frequency of use of Mountain Equipment Co-op products and services and how much time they are spending outdoors and on outdoor recreational activities. Focus group testing will be conducted in Vancouver, Toronto and Montreal in order to gage the opinions of target audience members in various Canadian regions. Pre-testing will also allow MEC to make critical changes to the creative aspects of the IMC in the event they are poorly received.

Media/Message Delivery
Contact Points and Message Sources
Contact points for the target audience are broadcast, radio, in-store, out-of-home, transit and online message delivery systems. Television, radio and transit advertisements will be specifically selected to maximize the reach impact.

Vehicles
Broadcast This IMC campaign will utilize two broadcast vehicles: Hockey Night in Canada and American Idol. More details on these programs are provided in Appendix G. Hockey Night in Canada is broadcasted on CBC television. MEC advertisements will run heavily during the NHL playoffs, which average up to 2.948 million viewers (Harrison, 2010). Sports teams also convey a sense of community which the advertisement can capitalize on, prompting the viewer to join the MEC community as well. American Idol airs on CTV Canada during prime time. It is one of Canadas highest rated television shows with an average viewership of 3 million Canadian viewers (Russell, 2011). It also has an average minute audience of 2543 (BBM Canada, 2011). Most significantly, with 40% of viewers falling within the intended target audience bracket, this program provides a powerful medium to increase the reach and frequency of the message (Gorman, 2010).

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Transit This IMC campaign will utilize three transit vehicles: interior cards, transit shelter and station domination. More details on these vehicles are provided in Appendix H. Interior Cards MEC will place interior cards in the busses of six cities: Vancouver, Toronto, Ottawa, Montreal, Calgary and Edmonton. These cities are densely populated and equipped with modern rapid transit systems frequently used by the target audience. MEC will utilize interior cards on university and college bound bus routes such as Vancouvers 99 BLine. Transit Shelter The ads will be set up in multiple locations more oriented and used by students going towards and away from universities. These will be high traffic areas that are used often. The cities that have been chosen for this tool are; Montreal, Calgary, Vancouver, Edmonton, Quebec City, Victoria, Winnipeg, Ottawa, Toronto, Barrie and Halifax. Station Domination MEC will execute Station Domination for one month in Vancouver, Toronto and Montreal in locations that are frequently visited by students, such as Granville Station in Vancouver. Radio MEC will sponsor the Suzuki Report twice daily on 100.5 FM The Peak Vancouver and other similar stations across Canada. The Peaks program host will announce the sponsorship and MECs Big 4-0 Challenge Monday-Friday from March to June. The Peak has an audience of 69,000 listeners, the majority of which fall into the primary target audience age bracket (The Peak 100.5 FM, 2011). Because listeners of the Suzuki Report are environmentally sensitive or active, the sponsorship will create a positive brand association, prompting visits to the MEC website. More details on the radio sponsorship are provided in Appendix I. Experiential MEC will execute bi-weekly gear swaps over the length of the IMC campaign. Large universities such as UBC will host the gear swaps where students can come to exchange used gear and clothing. UBC provides the ideal environment to host the gear swaps because MECs founders used to post the co-ops first catalogues in the Student Union Building on campus before renting a physical store. MEC employees will encourage students to come in buy, sell and exchange any equipment and outdoor clothing in a swap meet where they can interact with other MEC members and each other. It will be open to everyone and hopefully potential members will be able to sign up for a membership on-site. The purpose of this event is to instill a community type effect in students showing them the benefits of gear swaps as a MEC member. MEC will also set up a climbing wall and offer demonstrations to interested customers. They will be able to try out the sport and be interacting with MEC employees who will be demonstrating the benefits and opportunities of an outdoor lifestyle while also promoting the advantages of the MEC community.

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This event will be heavily promoted on radio primarily on youth orientated stations such as The Peak in Vancouver following the Suzuki Report. The DJs will talk about the upcoming event instead of a traditional advertising spot. This will hopefully have a stronger penetration toward the target audience. It will be conducted at major postsecondary institutions across Canada, during the entire length of the campaign. The event itself will only last one day at each location and be heavily promoted leading up to the event on the radio through promotion. More details on the gear swaps are provided in Appendix G. Online Online marketing will immensely help deliver the message across to the target audience and reach the set objectives. In 2009, 80% of Canadians aged 16 and up used the internet for personal reasons (Stats Canada, 2009). That is 21.7 million people which are up from the 73% of people using the internet in 2007. Post-secondary students are constantly surfing the web which leads to a big opportunity to attract new customers. The following methods and vehicles were chosen in order to maximize the reach of the advertisements towards the target audience. (see Appendix K for details). Banner Ads Reddit: ranked as the 45th most daily visited website for Canadians, the target audience is over represented in relation to the general audience (Alexa, 2011). The site itself has a strong sense of community and the key messages will be more easily accepted. NHL.com: Ranked as the 32nd most visited site in Canada and 31.8% of all visits are from Canada, it is highly over represented by the target audience (Alexa, 2011). Primarily visited by males, it will gear towards their sense of community when following teams. Facebook: Is the 2nd most popular site in Canada, and has an average time of 32 minutes on each page view (Alexa, 2011). Students are spending a significant time on Facebook interacting and communicating with friends. Perez Hilton: ranked 242nd in Canada it is highly popular with the female aspect of the target audience and a daily page view count of 160,000 in Canada (Alexa, 2011). This is an excellent way to further the reach towards the female demographic of the target audience. Pre-Roll The viral video will be shown as a pre-roll advertisement on YouTube and CBC.ca. YouTube the 4th most visited site by Canadians and its audience is highly represented by the target audience (Alexa, 2011). The CBC.ca pre-roll will correlate with the online broadcast of the NHL playoffs. There is hope that the humorous appeal of the advertisement will help it spread virally. Out-of-Home The billboard will be set up in Vancouver, Toronto and Halifax for four months during the peak of the campaign, in selective locations that would highlight the environment around them. By using limited cities it will highlight the uniqueness of the advertisement and the message behind it. There also is the chance that the unique and creative aspect will spread virally reaching and even larger audience (see Appendix L for details). Promotions and Public Relations By combining the promotional campaign with public relations MEC will be able to promote its message of community involvement, as well as supporting its stakeholders. The following promotional activities have been chosen (see Appendix M for details).

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Point of Purchase Point-of-Purchase displays will be utilized in all 14 MEC locations across Canada as a form of out-of-home advertising. These in-retail displays act as an effective means of reaching the current membership base and reinforcing the anniversary message. A display will be assembled in a central area of the store in order to encourage purchases from MECs loyal members. This display will include mannequins wearing MECs anniversary edition jackets, and products sporting Member Pursuit Patches. Display cards throughout the store showcasing all of MECs past catalogues will further reinforce the key message, celebrate the community thats 40 years strong. Additionally, each store will exhibit a large LCD TV, which will inform members about The Big 4-0 challenge and track the geo-cache as it travels through Canada. Rack cards for The Big 4-0 will be placed at each register, which will act as a tactile reminder for members to take home with them and share with others. Lastly, window displays and outdoor signs will be utilized in every storefront. The visuals for these displays will be modeled after the visuals used in the Granville Station domination. Pursuit Patches As an incentive to the members, MEC will be providing custom made iron on patches to the members. Each member will be emailed a redeemable credit for one patch, and can buy additional patches for $0.40 each. These patches can be picked up at any of the 14 MEC Retail store across Canada. Not only will this promotion drive customers into the store, it may also prompt the members to make additional purchases as well. These patches are an effective way to reach the current members and remind them of the 40th anniversary celebrations and will further reinforce the key message, celebrate the community thats 40 years strong. There will be nine different patches produced: Cycling, Hiking, Climbing, Electronics/Geo-caching, Travelling, Camping, Water sports and snowshoeing as well as a generic 40th anniversary patch. Each patch represents one of the many categories of MEC products. There is hope to entice the members to collect and swap these patches, and display them proudly as members of the community. Big 4-0 Challenge The Big 4-0 challenge is a Public Relations event during the 40th anniversary celebration. It will challenge the customers to move a GPS enabled geo-cache from Halifax to Vancouver in four months. Each participant can only move the geo-cache a limited distance, before needing to hide it for another participant to find. The campaign will also encourage the use of self-propelled methods of transportation while moving the geo-cache. As an added feature a Twitter account for the Big 4-0 challenge (twitter.com/big4-0challenge) will be set up, which will periodically update the location of the cache, and create buzz on the social networking site. For each person to like this event on Facebook, MEC will donate $0.40 to The Big Wild conservation fund, to a maximum of 1,000,000 likes or $400,000. The tag line for this event will be 4 Months, 4000 Kilometers, $400,000 dollars. In store television displays will be utilized in all fourteen MEC locations across Canada to update the location of the geo-cache and promote members to take part in the challenge either in person, or on Facebook. Each store will also have a leaflet, or card placed near the register for members to take, and share with others.

Schedule of Media Activities

The media campaign will begin February 13, 2011 with a steady pulse radio sponsorship on 100.5 The Peak in Vancouver, and stations like it across Canada. Also beginning February 13 transit shelter advertising will be placed in eleven major cities, followed by interior cards for busses and rapid transit systems on April 3rd. The month of May

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MEC will transform three major transit stations in Vancouver, Montreal and Toronto via Station Domination for one month. Two television advertisements will be produced and delivered via a periodic pulse method alternating between Hockey Night in Canada on CBC and American Idol on CTV over a 3 month period beginning April 3rd. Throughout the entirety of the Join the Community that is 40 Years Strong campaign, online banner ads will be placed on websites specific to the target market, as well as pre-roll video advertising on YouTube and CBC.ca streaming videos and instore Point of Purchase advertising will be used to draw attention to the varying Public relations events, such as The Big 4-0 Challenge and Gear Swaps.

Budget Allocation
The total budget for the campaign was $5,000,000; the cost estimation has projected that the campaign will come under budget by $20,207. This includes a $200,000 contingency fund that was left to deal with any problems and cost changes that come up through the campaign.

Advertising Public Relations Online Marketing Direct Response Experiential Marketing Sales Promotion Contingency Fund Pre and Post Testing

Figure 2 - Budget Allocation Pie Chart

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The following Gantt chart covers the chosen schedule of media activity for Mountain Equipment Co-ops Celebrate the Community thats 40 Years Strong 2011 campaign.
Client: Target: Market: Launch Date: Campaign Period Agency of Record
Mountain Equipment Co-Op Men and Women ages 18-34 Metropolitan Cities, Canada February 13,2011 February 2011-November 2011 Fourth Dimension Marketing JANUARY '11 Media PLANNED BUDGET
2 9 16 23 30

FEBRUARY
6 13 20 27 6

MARCH
13 20 27 3

APRIL
10 17 24 1

May
8 15 22 29

June
5 12 19 26 3

July
10 17 24 31

August
7 14 21 28

September
4 11 18 25 2

October
9 16 23 30

November
6 13 20 27

December
4 11 18 25

Television
CTV American Idol CBC Hockey Night in Canada $ $ 1,150,000 1,150,000

Radio
Sponsorship 100.5 The Peak - Vancouver 91.3 The Zone - Victoria Montreal (Format of The Peak) Calgary (Format of The Peak) Ottawa (Format of The Peak) Edmonton (Format of The Peak) Quebec City (Format of The Peak) Toronto (Format of The Peak) Winnipeg (Format of The Peak) Halifax (Format of The Peak) Barrie (Format of The Peak) $ $ $ $ $ $ $ $ $ $ $ 73,418 73,418 73,418 73,418 73,418 73,418 73,418 73,418 73,418 73,418 73,418
Ra di o Spons ors hi p Ra di o Spons ors hi p Ra di o Spons ors hi p - Fre nch Ra di o Spons ors hi p Ra di o Spons ors hi p Ra di o Spons ors hi p Ra di o Spons ors hi p - Fre nch Ra di o Spons ors hi p Ra di o Spons ors hi p Ra di o Spons ors hi p Ra di o Spons ors hi p

Out of Home Advertising

Transit Station Domination Vancouver Toronto Montreal Bus Shelter Advertising Skytrain interior Cards Bus Interior Cards Billboards Superboard Vancouver Toronto Halifax

$ $ $ $ $ $

143,915 143,915 143,915 166,900 86,400 123,750

Sta ti on Domi na ti on Sta ti on Domi na ti on Sta ti on Domi na ti on Bus She l te r Adve rti s i ng - 11 ma jor ci ti e s a nd Qui ck Re s pons e Code s Ra pi d Tra ns i t - I nte ri or Ca rds - 6 Ci ti e s a nd Qui ck Re s pons e Code s Bus I nte ri or Ca rds - 11 Ci ti e s a nd Qui ck Re s pons e Code s

$ $ $

33,333 32,333 28,333

Se ri e s 10 Supe rboa rd - Prope l l i ng you outdoors ... Se ri e s 10 Supe rboa rd - Prope l l i ng you outdoors ... Se ri e s 10 Supe rboa rd - Prope l l i ng you outdoors ...

Public Relations
Gear Swap Events The Big 4-0 Challenge Setup Facebook donation $ $ $ 49,500
The Bi g 4-0 Cha l l e nge

25,000 400,000

4 Months , 4000 Ki l ome tre s , $400000

Online
Banner Ads NHL.com Facebook.com Perezhilton.com Reddit.com Preroll Advertising CBC.ca YouTube.com MEC.ca webpage $ $ $ $ $ $ $ 13,500 13,500 13,500 13,500 37,500 37,500 50,000
Hori zonta l a nd Ve rti ca l Ba nne r Adve rti s e me nt Hori zonta l a nd Ve rti ca l Ba nne r Adve rti s e me nt Hori zonta l a nd Ve rti ca l Ba nne r Adve rti s e me nt Hori zonta l a nd Ve rti ca l Ba nne r Adve rti s e me nt CBC.ca Pre Rol l - Sa ti ri ca l a dve rti s e me nt Youtube Pre Rol l - Sa ti ri ca l a dve rti s e me nt MEC.ca re l a unch, a nd MEC.ca /joi nthe communi ty

Point Of Purchase
Net Cost Pursuit Patches $ $ 31,300 49,000
I n s tore PoP a dve rti s i ng, a nd Bi g 4-0 i nforma ti on s cre e ns Purs ui t Pa tche s Di s tri buti on

Direct Response
Email Newsletters $ 23,600

Pre and Post Testing

Focus Group Total Budget Contingency Fund $ $ $ $ 12,000 4,779,793 200,000 4,979,793 Client Approval Signature: Date:
Pre te s ti ng Pos te s ti ng

Figure 3 - Gantt chart for Media buy

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Evaluation
Post testing
For measuring the success of the campaign will be re-evaluating brand awareness, brand knowledge, brand liking, brand preference, and frequency and variety of use as well as the effectiveness of the advertisements on these measurements. The transit advertisements will be measured by evaluating the rate of QR codes being used. The online advertisements will be measured by the click through rates. New members will also be asked to fill out a survey thats asks why they joined MEC, and where did they find out about MEC.

Conclusion
MEC is the industry leader in the $38 billion outdoor recreation industry and a staple of Canadas outdoor lifestyle. Throughout their forty years they have established themselves as the destination to start any journey. From a group of just six members, it has grown to over 3.3 million across the nation. The Celebrate the Community 40 Years Strong campaign will work perfectly with the marketing and communication objectives in order to reinforce the brand of MEC to the target audience and thus increase sales. The Celebrate the community 40 Years Strong campaign will benefit the stakeholders that MEC has developed over its forty year history. Through its lead tools: advertising ,sales promotion and public relations; the Celebrate the community 40 Years Strong campaign will be able to reach the audience through specifically selected vehicles, each designed to maximize appeal in order to change, not only the lifestyle of the audience, but where they shop as well. Promoting the sense of community MEC has, the campaign will be able to accomplish its goal of attracting new members and increasing the overall sales for the fiscal year and in years to come Coming under the allocated $5 million budget the Celebrate the community 40 Years Strong campaign will be a successful evolution for MEC. After all is said and done the only question remaining is:

Have you joined the community?

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Appendices

Table of Appendices
Appendix A. Appendix B. Appendix C. Appendix D. Appendix E. Appendix F. Appendix G. Appendix H. Appendix I. Appendix J. Appendix K. Appendix L. Appendix M. Financial Statements ......................................................................................................................... 22 Fertility and Mortality Rates ............................................................................................................ 22 Forzani Group Research ................................................................................................................... 23 Canadian Tire Research .................................................................................................................... 23 Table of Target Audience Profiles.................................................................................................... 24 Primary Target Audience Research .................................................................................................. 24 - Broadcast .......................................................................................................................................... 27 - Transit ............................................................................................................................................... 28 - Radio................................................................................................................................................. 32 - Experiential....................................................................................................................................... 33 - Online ................................................................................................................................................ 34 - Billboard............................................................................................................................................ 38 - Promotion ......................................................................................................................................... 39

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Appendices
Appendix A. Financial Statements

Revenues (In thousands)

$300,000.00 $250,000.00 $200,000.00 $150,000.00 $100,000.00 $50,000.00 $0.00 2005 2006 2007 2008 2009 Revenues (In thousands)

Figure 4: MEC Revenues 2005-2009 (Mountain Equipment Co-op, 2011)

Appendix B. Fertility and Mortality Rates

Figure 5: Canadian Fertility Rates (Office of the Superintendent of Financial Institutions Canada, 2009)

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Figure 6: Canadian Mortality Rates (Office of the Superintendent of Financial Institutions Canada, 2009)

Appendix C. Forzani Group Research

Collectively, Sport Chek and Atmosphere operate over 200 stores across Canada (Forzani Group , 2011). Located within retail centers, these companies are able to capitalize on time-poor urban consumers while simultaneously maintaining high brand awareness. The Forzani Groups ongoing Scratch and Save campaign will likely further boost brand awareness levels over 2011. The Forzani Group is able to carry a wider range of high quality brand labels than MEC due to its strong relationships with its suppliers. Unlike MEC, the Forzani Group aggressively pursues high sales margins. This goal is consistent the brand image many of the companys suppliers want to project. Consequently, the Forzani Group is able to meet the lifestyle needs of the largest range of consumers.

Appendix D. Canadian Tire Research

Canadian Tire has been a Canadian retailer for 89 years and operates 482 stores across every Canadian province (Euromonitor International, 2011). Today, not only is Canadian Tire one of Canadas most widely recognized brands, Canadians also identify with the company on a nationalistic level (Euromonitor International, 2011). For these reasons, Canadian Tire is the primary shopping destination many urban and rural outdoor enthusiasts.

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Appendix E. Table of Target Audience Profiles

Table 3 - Target Audience Profiles

Segmentation Category Demographic

Geographic

Behavioral

Psychographic

Post-secondary Students Generation Y 17-32 years old Unemployed or employed part time Single Lives at home, with a roommate, or on residence May belong to a visible minority Urban or suburban dweller All Canadian regions Innovators or early adopter shoppers First is best brand loyalists Rational shoppers Reputation focused Image conscious Time-poor/seeking balance Spends beyond means Experimental Optimistic Cynical towards the media Technologically proficient
Figure 7: Target Audience Profiles

Current Members Generation X or boomer 25 60 years old Income of $60,000 $120,000 Married or common law Traditional house-hold structure Caucasian

Urban or suburban dweller All Canadian Regions Late majority shoppers Value proven brand loyalists Rational shoppers Service focused Image conscious Active lifestyle Vacation regularly Price conscious Set in their ways Realistic Prefer face-to-face communication

Appendix F. Primary Target Audience Research

Demographic Profile Post-secondary students are both male and female. They belong to Generation Y, are between the ages of 17 and 32 years, and are either single or as an unmarried partner. These consumers are students who attend universities, colleges and technical institutes. Many of these consumers are unemployed; however, others work part time in the retail and food/beverage industries, earning an average annual income of $4,500 (Brown, 2007). Their earning potential grows during the summer months as their schedules become more open. These consumers either live on residence at their school, with roommates in shared accommodation, or at home with their parents.

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Geographic Profile The vast majority of post-secondary students reside within urban or sub-urban centers. Although they are concentrated in Canadas four major urban metropoles, many also reside in smaller cities while completing their college and undergraduate studies. Psychographic Profile Post-secondary students are both image and health-conscious. While they are actively pursuing an education, they are time-poor and experience difficulty in maintaining a healthy school/work/life balance. They face high stress levels, and are frequently look for ways to relax that dont involve a large time-commitment or cost. This audience can be described as experimental and optimistic. They enjoy keeping up to date on current events; however, they avoid traditional mediums such as the newspaper by utilizing online news sources. They are highly technologically profient and are actively engaged on one or more social networking sites (Johnson, 2006, p. 55). They are also highly conscious of diversity and accepting of different beliefs and culture. Behavioral Profile Post-secondary students demonstrate a first-is-best type of brand loyalty. If a brand makes a strong impression on them before becoming exposed to competing brands, they typically remain loyal incumbent (Pokrywczynski, 2001). This loyalty, however, can be shaken by brands that are able to communicate in a unique and engaging way. Brands that take a position and stand for something important are particularly attractive to this group, as are brands which convey a sense of community (Johnson, 2006, p. 112) These consumers are early adopters, and will, set examples to the remainder of the population by being more receptive to new products (Pokrywczynski, 2001). In this way, this consumer group engages in rational buying behavior, yet are also highly susceptible to shopping impulses stemming from desire for status. A day in the life of our Target Market

Henry Chow is 23 years old. He moved to Canada from Korea a year ago to improve his English skills, go to school and make new friends. He is currently in his first year of University Downtown Vancouver. Henrys alarm goes off at 9:15 am on Monday morning. The radio plays soothing music from 100.5 the Peak, and it takes only two hits of the snooze button before he is awake and ready to start the morning. The radio plays while Henry rushes to make his bed and brush his teeth. He hears the Peak advertising some sort of Gear swapping eventtaking place at a University downtown. The DJ also mentioned there would be a rock climbing wall on site, and although Henry has never tried rock climbing before he has always wanted to, and he continues to entertain this idea in the back of his mind as he continues his day. Henry grabs his jacket, stuffs a bowl of Ichiban soup into the side of his case, and races across the street to catch his bus before it leaves. Henry tunes into his iPod as he walks past the rows of passengers to find a seat on the back of the bus right next to a large and colorful advertisement. Henry turns to see the two big numbers 4 and 0 on the poster and realizes it is advertising the 40th anniversary of Mountain Equipment Co-op. Henry notices there is a QR code on the ad and takes a scan of it with his blackberry which quickly leads him to the MEC website. Henry gets off the bus at around 11:00am, grabs a coffee at the nearby stand and rushes onto the sky train along with a crowd of bustling passengers. Right away a bold green advertisement catches his eye inside the train, and he sees a similar advertisement to what he noticed on the bus, except this one refers to a Big 4-0 Geo caching challenge. Henry is not aware of what Geo caching is, but he is extremely competitive and loves the idea of a challenge. The sky train 25

stops and Henry finally arrives at the Granville station with only a few minutes before class begins. As he exits of the train he immediately sees a large advertisement that says: MEC celebrate the community thats 40 years strong. He continues to walk along the corridor until he reaches what looks like an animated underground. Henry is enthralled by what he sees. There is a huge mural of outdoor activities among the hallways. When he comes around the first corner he sees the escalator is painted in an outdoor setting complete with a painted sky on the ceiling. Henry has completely forgotten that he is still indoors. Captivated by this appealing animation, he steps onto the escalator that blends into a painted mountain. As he reaches the top of the stairs he rounds a corner and sees another ad that says MEC Celebrate the community, with a large group of people of all different ethnicities, cheering and clapping in support of each other. It finally all made sense to Henry. This dominated station had completely increased his awareness to a company he was almost completely unaware of the month before. Mountain Equipment Co-op was community powered, and the crowd that was cheering him on and he climbed the mountain to get to the top were the members. Henry wanted in this community, and this is where he felt like he belonged. Henrys friend Megan picked him up from school later that day, and Henry was overjoyed to see her. Henry rolled down his window and watched as groups of teenagers and young adults were throwing a ball around a field, rollerblading single file down the side walk, bike riding in groups around the corner or racing each other around a field. Henry longed for a group of friends that he had interests in common with. Henry thinks back to the Rockclimbing wall at the gear swap he heard advertised on the radio. Henry and Megan scrimmaged through their attics together, and foraged through all of their outdoor equipment or clothing that they hadnt used in a while to decide if they should bring it to the gear swap that weekend. Henry collected a bicycle helmet and backpack that he wasnt using, and Megan found a snow jacket that used to be her fathers, and a pair of hiking boots her mom bought her a few years ago that she had gotten sick of wearing. Henry was hoping to switch his helmet and back pack for a sleeping bag so he could go camping in the summer. Henry goes onto his facebook to check his messages and decides to learn more about the geo caching challenge through MECS facebook page. He finds out that many different people will be partaking in this event with a goal to move the cache from Tofino to Halifax after 4 months. For every person that likes the page on facebook, MEC will donate $0.40 towards The Big Wild Conservation Fund. Henry thinks this is the greatest way to support such a cause and likes the status right away on facebook and urges other people to do the same. Henry begins to create quite the buzz about the anniversary and while hes online someone from his class tells him to check out the hilarious new video circulating the online YouTube stream. Henry checks it out to find a viral video by MEC that is playing on the humorous trivial challenges encountered by a young man on a camping trip. A crowd of hikers appears cheering and clapping after the young man in the video succeeds in completing each task; some are as regular as chopping wood or setting up a tent. Henry has never really camped before and laughs to himself as he wonders how long it would take him to light a fire. In the last scene the young man is in a tent with a girl when the crowd appears to clap and cheer in support. This makes Henry think of Megan, because he hopes that one day they will be more than just friends. Henry returns to his apartment, heats up some left over food from the night before, cracks a beer and sits down to watch the hockey game. Canada seems to be very proud of their Hockey Night in Canada and Henry feels like he is growing fonder of the nationalistic spirit the longer he is around it. On a half time commercial break, Henry sees a commercial for MEC come onto the screen. Although he is not a huge fan of annoying commercials interrupting his game time, he seems amused by the reappearing image of the MEC community. Henry appreciates that a commercial is drawing attention to the anniversary and the members of the company for once, rather then the products and sales to be made. 26

Henry turns off the game after a satisfying win of 4-0, and skims through a few chapter of his marketing textbook, while updating his facebook status. Henrys head is overwhelmed with all the thoughts that the advertisements have stirred up in his head all day from the geo caching contest and the MEC anniversary celebrations. He wonders what he is missing out on by not being a member, and decides to sign up online in the morning to become a member. Henry dozes off while thinking about how much fun the gear swap will be, and how he is looking forward to making some new friends from the MEC community. Henry hopes that he can convince Megan to join too, so he will invite her to go camping in the summer.

Appendix G. - Broadcast
Story Board for Television commercial The advertisement will start with a lonely hiker climbing a snowy mountain. Everything is silent except for the wind as we watch him struggle against the snow and frost. In the next scene, the hiker decides to give up, and collapses against a nearby tree. The hiker will be shown wearing various articles of MEC clothing and snow gear. While resting there he begins to hear faint clapping and a cheer in the distance. Suddenly motivated, the hiker gets a burst of energy and begins to propel himself up the mountain again. The exhausted hiker perseveres and finally makes it up to the top of the mountain. He stops and looks down to see a large crowd of hikers (also wearing MEC gear) cheering and clapping loudly for him. This is the community. We will be airing this advertisement on CTV television as well as a pre-roll ad on the CTV website. We will be creating a television advertisement for the campaign; it will incur a $250,000 production cost. We will air the ad on CTV and CBC during select programs 3 times every three days for two months ($10,000 per 30 second spot x 3 x 60) (Bird, 2011) The clapping and encouragement of the crowd will be a re-appearing characteristic we use to represent the strong community support and motivation that MEC has represented for 40 years. This message is evident throughout the campaign with the transit advertisements, and the viral video.

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Figure 8 - Television Storyboard

Appendix H. - Transit
Transit Shelter Advertising Transit Shelter Single production cost of $25,000 (Bird, 2011), as well as a $645 cost per 4 week placement (Vancouver Transit Advertising, 2011) in Metropolitan areas. The transit ads will be a way to showcase the anniversary. The viewer will so a blank number 40 with the words make some noise underneath it followed by a light bulb. The viewer will then realize if he/she makes noise by clapping their hands the number 40 will soon light up getting brighter and emphasizing the anniversary. This will be easier to convey due to ambient noise in cities, passing cars will also help trigger the lighting up of the 40, It will also be easier to accomplish the goal of lighting up the number 40 in groups. The reader will then read the message Celebrate the community 40 years strong thus showcasing how it is easier to accomplish a task while working together. The transit ads will be a unique and engaging that will encourage the audience to work together to accomplish a goal. They will work together as a community and work together to make the40 light up and show them that we are in fact powered by the community. This advertisement shows off the anniversary and highlights that we are a community focused retailer. The call to action is to get the audience to work together and interact with the ad in order to accomplish the goal of lighting up the 40.

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Before

After
Figure 9 - Transit Shelter "light up" advertising

The purpose of using a transit ad is to focus on customers that are on the go as well as focusing on students whom are heavy transit users. The idea is that most students travel in groups and are therefore more willing to work together in order to accomplish the goal. There will also by a QR code on the advertisement that will direct customers to the website giving them more information on the benefits of joining MEC. The benefits of this idea are that it is a unique and eye-catching display that will encourage onlookers to read and participate in the message that they will otherwise choose to ignore. There also is a strong aspect that it will spread by word-of-mouth and virally. The limitations of the ad are that if customers choose not to engage with the interactive display the message will not be as heavily communicated. Station Domination Production costs - $25,000 per print ad, based on Geoffs Term Project Outline (Bird, 2011) Poster Boards - $646 per 70.75 x 45 poster (Vancouver Transit Advertising, 2011). Wall/Floor Mural - $2,290 per 8 x 10 area (Vancouver Transit Advertising, 2011).

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According to Geoff, the Station Domination pricing should be estimated by the total cost of poster board and mural advertising available in the stations. (Bird, 2011)

Figure 10 Station Domination - Platform posters

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Figure 11 - Station Domination Mural

Figure 12 - Station Domination - Crowd

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Figure 13 - Station Domination - Escalator

Skytrain Interior Cards Rates of $48 per sign (Vancouver Transit Advertising, 2011), we will create 50 to be used in each rapid transit system in Canada. Bus Interior Cards Rates of $25 per sign (Vancouver Transit Advertising, 2011) per 4 week period will be used.

Appendix I. - Radio
Each 30 second spot costs $300, with a production cost of $1200 per language. We will have one ad run twice a day for four months, as noted in the project outline.

The Suzuki report is a common sense daily message from Canada's best known scientist, environmentalist, and broadcaster. Dr. David Suzuki has 30 years of award winning work in broadcasting and explains the complexities of science in a compelling and easily understood way. The sponsorship ads will be changing throughtout the campaign.

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The show hosts will be deliverying the messages, this will create a more naturally expression on the message. The followingtranscript is an example of what an host would be saying on 100.5 The Peak: Chris Coburn: The Suzuki Report was brought to you today by Mountain Equipment Co-op who are celebrating their 40th anniversary this year, they will be hosting a gear swap at the UBC campus today, so come on down and bring all your outdoor gear that your are not using and maybe find something new to try. They also have set up a large climbing wall, for newcomers to come and experience a new sport its a great even for the community so come celebrate the community thats 40 years strong.

Appendix J. - Experiential
University Gear Swap

Gear swaps will be held at universities across Canada where MEC stores are located such as the University of British Columbia in Vancouver and The University of Toronto. They will be open to the public; they can come in and buy, sell and swap any form of outdoor gear with others. There will sign-up booths in order to encourage the guests to join MEC. A rock-climbing wall will be set up and demoed to encourage guest to try something new and to get them active. Gear swaps will be held in and around the11 major cities throughout the campaign. An estimation of $6250 per city includes rental of a climbing wall, employee set-up and tear down time, and travelling costs.

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Appendix K. - Online
Banner Advertisements

Reddit is a social news website owned by Cond Nast Digital, users or redditors submit content from around the Internet, combining popular news stores, pictures and videos in one convenient location. Date collection from Alexa.com breaks down the audience demographic for reddit as follows:

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Facebook is one the most popular websites in the world, information is constantly being shared across it. The following data collected on Alexa shows that the target audience spends a significant amount of time on the website.

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NHL.com was chosen because it appeals more the male demographic of the target audience, the following data from Alexa shows that the target audience is well represented on the site.

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Perez Hilton was chosen because of its reach with the female aspect of the demographic, it is used by many female students as a stress reliever, the ads that will be featured on the site will hope to play into that calmness and encourage them to go outdoors.

Viral Advertisements MEC will also push an online advertisement that is a parody of the main commercials. It will consist of a man chopping wood and when he finishes there will be a crowd cheering. This follows along the lines of the television commercial where one person is a member of a community. Next the man will be setting up a tent, when he finishes the same crowd will be cheering again. The next scene will be at night and you will see the man and a womens silhouette inside of the tents making love and when he finishes the crowd will be cheering once again. This will then be followed by the key message: propelling you outdoors for 40 years. This humorous approach will be placed as a

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pre-roll advertisement on YouTube Videos as well as placed on both the campaigns Twitter and Facebook pages. Hopefully this humorous approach and novelty of the ad will help it get shared through social media.

Figure 14 - Viral Video Storyboard

Appendix L. - Billboard
Production cost of $25000, and rate of $6250 per 4 week placement (Pattison, 2006). The billboard itself will be a simple frame, which focuses the viewer to see the natural beauty that is the Canadian outdoors. This is a simply and creative way of showing the viewer that there are outdoor activities that they can do nearby. The message the viewer will read is Propelling you Outdoors for 40 Years This will be highlighted by the fact that they are being shown the outdoors that the might soon ignore. The main message that we want to convey towards out audience is that MEC has be supporting and encouraging members to go and explore the beautiful outdoors of Canada. By simply highlighting the outdoors naturally we can show off and encourage members and hopefully members to go and explore and be active in their outdoor community. The simple frame concept encourages onlookers to notice and take in the environment that surrounds them every day that they usually would tend to ignore.

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Figure 15 - Billboard mockup

The benefits of using the idea are that it simply and beautifully highlights the natural beauty of what is around Canadians every day. Some of the limitations of the message is that it will be only located in limited cities and also due to weather changes and at night the billboard will be harder to see and unable to get the message across.

Appendix M. - Promotion
Badges The patches will be first advertised in the electronic direct mail to current members of Mountain Equipment Co-Op. Each customer will be provided an electronic ticket prompting them to come into their closest MEC store to receive a patch of their choosing. The 100% discount will only be able to be applied once per membership. The patches will be promoted via email throughout the campaign, as well as in store signage and employee enforcement. The production for each badge will be approximately $.49 each (Patches 4 Less, 2011) 2, 75% embroidered patch with iron on backing. We expect this price to lessen as we plan to order 10,000 copies of each of the ten Pursuit Patches.

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Biking

Camping

Climbing

Geocaching

Anniversary

Hiking

Kayaking

Snowshoeing
Figure 16 - Pursuit Patches

Watersports

Each patch will cost approximately $0.49 each, although they may be discounted more with a large bulk order. Prices estimated from http://www.patches4less.com/pricing.htm (75% Embroidery, 2 patch, add iron-on backing).

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In Store Displays A central exhibit will be implemented in each MEC location. This display will showcase three mannequins: an adult female, an adult male and a child. The figures will be wearing MEC gear, including the Anniversary Edition Rain Jacket. Each figure will wear a backpack or bag that will sport a MEC ember pursuit patch. The mannequins will be purchased from an online supplier for a cost of $80-$100 each. Signage placed with the display will elucidate on the jacket, patches and the key message.

Figure 17 - 40th Anniversary Jacket

Big 4-0 Challenge Rules and regulations can be found on the Geocache website at http://www.geocaching.com/about/guidelines.aspx and must be fully adhered to at all times. Mountain Equipment Co-Op is not responsible for accidents or injury while participants are taking part in the Big 4-0 Challenge. In MEC stores across Canada television displays will be showing where the geocache is across Canada, they will also explain what geocaching is and more information on the challenge. We are also using $25,000 of the allotted budget for the Big 4-0 Challenge costs, the geo-cache will include a GPS enabled device, and may require maintenance or even replacement by an employee from the nearest MEC location. For each person to like the Big 4-0 Challenge on Facebook, we will donate $0.40 to a maximum of $400000 to the Big Wild conservation fund. We will have one television set up in every MEC Retail store to broadcast the most up-to-date location of the Big 4-0 Challenge Geo-cache. The PoP has a production cost of $25,000 as noted in the project outline.

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Figure 18 - Big 4-0 Geo-cache location Map

Figure 19 - Big 4-0 Facebook Donations

Direct Response Email Newsletters Production of the direct response newsletters will include mentions of all the current promotions, and will cost approximately $500 per newsletter, and $350 charge per 50,000 emails sent. (Korby Imagery, 2011)

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