Corporate Wellness

Communications

A Public Relations Strategy

Anna Werner
Spring 2017

Barrett, the Honors College

Walter Cronkite School of Journalism & Mass Communication
Arizona State University
 Campaign Proposal for
Julia Pearl Wellness
Marketing and Communications Strategies for a Corporate Wellness Consulting Firm

Anna Werner

1
 Table of Contents

EXECUTIVE SUMMARY 3

BACKGROUND 4
CLIENT OVERVIEW 5
SITUATIONAL ANALYSIS 7
PURPOSE OF THE PROJECT 8

RESEARCH REPORT 9
CORPORATE WELLNESS PROGRAMS 10

MARKET ANALYSIS AND TECHNIQUES 16

MARKET ANALYSIS 17
MARKETING TECHNIQUES 23

SWOT ANALYSIS 26

CAMPAIGN PROPOSAL 29
STAKEHOLDER ANALYSIS 30
GOALS, OBJECTIVES, STRATEGIES & TACTICS 32
GOAL 32
KEY MESSAGES 34
IMPLEMENTATION TIMELINE 36
CAMPAIGN EVALUATION 37
FUTURE RECOMMENDATIONS 39

REFERENCES 41

APPENDIX A 44

APPENDIX B 46

APPENDIX C 56

APPENDIX D 61

APPENDIX E 63

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 Executive Summary

The purpose of this project is to establish an initial communications and marketing

plan for Julia Pearl Wellness, a corporate wellness consulting firm planning to launch
in 2017, and to promote the firm and its owner, Julia Pearl, as credible, professional and
experienced.

The first portion includes background information on Pearl, an experienced fitness and
academic professional, and the services and programs she plans to offer through her
business.

A research report is included to provide information on corporate wellness programs

and the growing need for health solutions in America. The rise of chronic conditions
has led to a lifestyle disease epidemic in America, which is increasing health care costs
and decreasing productivity in employees, costing organizations billions of dollars.
Corporate wellness programs have been proven to improve employees health and
boost productivity, leading to organizational savings and success.

Market research provided shows the growth of and opportunity in the corporate
wellness services industry, industry trends, key business successes and a competitive
analysis. Marketing techniques are also analyzed to determine the best practices in
promotion on digital outlets.

The second portion is a campaign proposal for Julia Pearl Wellness and is a creative
product based on the research findings. The campaign defines Julia Pearl Wellness
stakeholders, and gives strategic recommendations and tools to reach and effectively
communicate with them, while developing and promoting a consistent and cohesive
brand.

3
 Background

4
 Client Overview

Julia Pearl

Julia Pearl is a part time health and wellness coach in Phoenix who plans to launch her
own corporate wellness consulting business in 2017. Pearl is an academic instructor at
the College of Health Solutions at Arizona State University (ASU) and has worked in the
fitness industry for over 20 years. From her extensive experience and education, she
has adopted a modern, relatable and holistic approach to wellness. Pearls expertise in
group fitness, personal training, yoga, business management and education sets her
apart from other fitness professionals.

Education

Pearl graduated from ASU in 2014 with a Bachelor of Science degree in exercise and
wellness, health promotion and a masters degree in the science of health care delivery.
With her scholarly education and pragmatic experience in the fitness world, she
considers herself a content expert in her field. Since 2012, Pearl has taught a variety of
courses relating to health and wellness at Apollo College, Bryan University and ASU.

Experience

Pearl has worked as a fitness instructor and personal trainer at various locations,
consulting for individuals, groups and businesses, and teaching a variety of classes
including yoga, strength and conditioning, and cardiovascular interval training. She has
taught over 20,000 classes in a variety of locations in Arizona and Washington
including The Village Camelback, YMCA, LA Fitness and Mountainside Fitness. Pearl is
a certified yoga instructor, Aerobics Fitness Association of America (AFAA) group
fitness instructor, American College of Sports Medicine (ACSM) personal trainer, TRX
Suspension Training instructor, YMCA fitness instructor, and FXP hula-hoop fitness
instructor.

In 2001, Pearl founded Yoga Planet, a yoga studio in Tempe, Ariz. She taught an
average of 20 classes per week, managed 12 independently contracted yoga instructors
and massage therapists, and exceeded $100,000 in revenue within the first year of
business. The studio closed in 2003 as Pearl pursued other business ventures.

For over a decade, Pearl has shared her expertise with others through group wellness
consulting. She worked as a corporate yoga instructor at Healthways, a company that
provides wellness programs, health plans and health systems for employees, for two
years; and as a wellness lifestyle coach at a golf and country club for three years. Pearl

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regularly hosts free wellness webinars for her online followers and occasionally
instructs wellness workshops in the Phoenix area.

Julia Pearl Wellness

To grow professionally and share her knowledge and expertise with others, Pearl plans
to start a corporate wellness consulting business. Through this new business venture,
Pearl will offer her services to businesses and companies, focusing on stress prevention
and management.

Pearl plans to launch Julia Pearl Wellness as a wellness consulting firm for both
individual and corporate clients in the summer of 2017. Through this business, Pearl
will offer consulting services including workshops, seminars and programs to small and
mid-sized companies in the Phoenix area.

Corporate Seminar Series:

The Corporate Seminar Series will be Julia Pearl Wellness primary service. This four-
week seminar series will be tailored to meet each organizations needs and will include
initial one-on-one consultation with each group to develop a personalized strategy for
stress management; four, 60-minute, on-site sessions; stress tests; and educational
material such as flyers, exclusive online content and access to wellness videos.

Each individual week will focus on a different aspect of stress including the philosophy
of stress, effects of toxic stress, benefits of stress and a stress solution. Each in-person
session will include an educational lecture, group exercises and meditation.

In addition, Julia Pearl Wellness will offer shorter wellness consulting sessions one-
to three-hour educational seminars delivered by Pearl to groups and businesses to drive
organizations to purchase her corporate seminar series.

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 Situational Analysis

Julia Pearl is currently developing her business, Julia Pearl Wellness, which she plans to
launch in the summer of 2017. As a health and wellness coach she currently
communicates with her clients through email, webinars and e-newsletters. Pearl also
has a Facebook page and Instagram account to promote her services, but does not use
these tools often. She created a personal website,
www.juliapearlwellness.wordpress.com, to educate and communicate with her clients;
however, she has not updated the content since 2013.

A revamp of Pearls digital presence, including the development of a new website and
social media accounts, will be essential as Pearl expands on her services and launches
her new business. In addition, strategic communications tools and material will be
necessary to help Julia Pearl Wellness promote its services in a clear, concise and
professional manner.

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 Purpose of the Project

Though she has much experience and is extremely qualified in the fitness industry,
Pearl has struggled with marketing herself in prior business ventures. This has been
one of the greatest barriers to starting her own business.

One of Pearls greatest challenges in starting Julia Pearl Wellness has been developing a
cohesive brand and messaging to communicate her various skills and abilities in a clear
and consistent way.

Though Pearl has been effective in communicating with the small client base she has as
a part-time health and wellness coach, she wants to expand her efforts, offering her
services to a larger market within businesses and organizations.

The purpose of this project is to establish an initial public relations and marketing
strategy for Julia Pearl Wellness, a corporate wellness consulting firm planned to
launch in 2017, and to promote the firm and its owner, Julia Pearl, as credible,
professional and experienced.

This campaign will define Julia Pearl Wellness stakeholders, give strategic
recommendations and tools to reach and effectively communicate with them, while
developing and promoting a consistent and cohesive brand to grow the firms clientele
and revenue.

Research Report

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 Corporate Wellness Programs

Employee Health and Organizational Wealth: An Overview of the Need for and
Impact of Employee Wellness Programs in the U.S.

The Lifestyle Disease Epidemic

A century ago, most occupations required physical labor. There was little to no need for
modern day gyms, and the term working out was as foreign as cellphone. With
time, the progression of technology has reduced the need for manual labor. Today,
most Americans sit at a desk for much of the workday a lifestyle very different than
that of their hunting and gathering ancestors. This nontraditional lifestyle has resulted
in an increase in life-threatening health conditions, leading to an epidemic of disease
caused by lifestyle choices.

In a society where most commute to work by car, bus or subway, sit at a desk or are in
meetings throughout the day, and spend free time watching TV, a sedentary lifestyle
has become the norm. Because Americans sit, on average, for four hours a day, most do
not get enough physical activity (McCook, Nizielski, & Pope, 2015). The U.S.
government recommends that adults get at least 150 minutes of physical activity per
week; however, nearly half do not meet this recommendation (Colclogh, 2016). Because
80 percent of American jobs require very little physical activity, physical inactivity has
become one of the leading causes of chronic health conditions among U.S. employees
(Fermin, 2014).

A report by Aon Hewitt identifies physical inactivity, poor diet, smoking, lack of health
screening, poor stress management, poor standard of care, insufficient sleep, and
excessive alcohol consumption eight leading risk behaviors that account for 80 percent
of costs associated with chronic diseases worldwide (2013). These conditions lead to
complications including depression, kidney disease, cancer, lung disease, hypertension,
heart disease, obesity and more (Aon Hewitt, 2013).

Chronic conditions are on the rise and are a major concern for both individuals and
organizations. In the last 10 years, the number of adults with a chronic condition has
grown over 25 percent to total approximately 58 million (Harris Williams & Co., 2014).
In correlation with the rise of chronic conditions, organizational health costs have also
increased. The rise in chronic diseases and associated costs has created a threat to the
success of many organizations.

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For many employees, pressure from the workplace causes excessive stress. Stress is
identified as the leading workplace health problem and a leading behavioral risk that
contributes to chronic conditions (National Center for Chronic Disease Prevention and
Health Promotion, 2015). Per the Future of Wellness at Work study, 78 percent of
Americans describe their jobs as stressful, and 38 percent say that they suffer from
excessive pressure on the job. This stress can lead to a decrease in productivity and
additional health conditions, costing organizations in the U.S. an average of $330
billion annually (Johnston & Yeung, 2016). Stress is a behavior that contributes to life
threatening health conditions such as obesity, which is growing at an alarming rate.

Obesity has become a great concern for both employees and employers. According to
the American Heart Association, nearly 70 percent of American adults are either
overweight or obeseputting them at higher risk for health problems such as heart
disease, stroke, high blood pressure, diabetes and more (American Heart Association,
2016, Section 1). Obesity is hindering the success of individuals and organizations.
Nationally, overweight and obese employees with chronic health problems miss about
450 million more days of work annually compared to healthy workers, resulting in costs
of over $153 billion (National Center for Chronic Disease Prevention and Health
Promotion, 2015). Those with obesity and other chronic conditions are considered
high-risk employees (Sumit Health, 2008). Such employees cost organizations money
both directly through health care costs and absenteeism and indirectly through
disengagement and decreased productivity.

Poor health is one of the leading causes of employee disengagement, loss of

productivity and absenteeism. According to a study by Johnston and Yeung, 24 percent
of workers are actively disengaged, making them a negative asset to the company and
costing organizations in the U.S. an estimated $450-550 billion annually in lost
productivity (Johnston & Yeung, 2016). Organizational costs associated with
absenteeism total more than $225 billion each year in the U.S., approximately $1,685
per employee (Slack, 2016). Costs related to chronic disease, work-related injuries,
stress and disengagement combined total more than $2.2 trillion equivalent to 12
percent of the GDP (Johnston & Yeung, 2016). To be successful, it is important for an
organization to have healthy, present and productive employees. The promotion of
positive behavior change is one method many organizations are using to help decrease
chronic conditions and increase productivity in their employees.

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Wellness Programs

Many organizations are taking steps to promote positive behavior change through
employee wellness programs. The workplace wellness market is worth $40.7 billion
globally and is on the rise, with the U.S. being one of the leading countries to
implement such programs (Johnston & Yeung, 2016). In 2015, 70 percent of
organizations in the U.S. offered wellness programs to their employees (The Society for
Human Resource Management, 2015). Wellness at work is becoming a vital component
of company culture and organizational success.

Corporate wellness programs vary by type depending on different organizations

resources and needs. Some employee wellness programs are in-house programs,
developed and implemented within the organization, while others are out-sourced
services, implemented by corporate wellness consulting firms and other individual
health professionals. While there is no set, universally accepted definition of the term,
employee wellness programs strive to reduce behavioral risks to contribute to healthier
employees and organizational success. Some programs offer incentives and most
include data collection to assess health risks and intervention to promote change.
Various assessments are used to track and evaluate individual progress and gage the
overall success of the program ranging from blood pressure and weight testing to
interviews and surveys (Busum, Mattke, & Schnyer, 2012).

While programs target different behaviors based on different needs, a study by the
Henry J. Kaiser Family Foundation found that most programs relate to the promotion of
tobacco cessation, weight loss and other lifestyle or behavioral changes (Pollitz & Rae,
2016). Within larger firms (those with more than 200 employees) in 2015, 81 percent
offering wellness programs focused on one of these three topics (The Kaiser Family
Foundation, 2015). Most programs are customizable and are developed individually per
organization to contribute to employee and overall organizational success.

Challenges

While employee wellness programs can benefit both employees and employers in many
ways, some organizations struggle with implementing or do not attempt to implement
programs due to both external and internal conditions.

Due to government standards, organizations must follow guidelines while

implementing wellness programs. These standards, outlined in Title I of the Americans
with Disabilities Act (ADA) and enforced by the U.S. Equal Employment Opportunity
Commission, ensure that employee wellness programs are inclusive, adaptable and do
not discriminate against individuals with disabilities. This act also prohibits

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organizations from requiring employees to participate in wellness programs. All
participation must be voluntary. The ADA sets an overarching standard that programs
must be reasonably designed to promote health or prevent disease, meaning that
organizations cannot require employees to spend an onerous amount of time
participating in, or any amount of money on medical exams within programs (U.S.
Equal Employment Opportunity Commission, 2016, p. 31128). With sufficient
resources, most organizations can meet these standards; however, for some it is not
easy. When asked what challenges they faced in accomplishing top health care
outcomes, 64 percent of organizations said governmental regulations and compliances
were some of the most significant (Aon Hewitt, 2015).

High costs are an additional limitation some organizations face when implementing
employee wellness programs. On average, organizations should plan to spend about
$400 per employee per year on wellness programs (Wellsource, Inc., 2011). Some
organizations, especially smaller companies, do not have budgets to support such
costs. According to the 2016 Employer Health Benefits Survey from the Kaiser Family
Foundation, firms with less than 200 employees are significantly less likely than larger
firms to offer health benefits to employees (The Henry J. Kaiser Family Foundation,
2016). In 2011, the Federal government addressed this issue by allocating $200 million
in grant funding to small businesses (those with fewer than 100 employees) through
the Affordable Care Act (Wellsource, Inc., 2011). Businesses may apply to receive grant
funding; however, this process takes time and resources many organizations are not
willing to invest.

Because programs must be voluntary, many organizations struggle with obtaining

sufficient employee participation. Low participation rates are one of the main reasons
programs are not successful. In their literature review, Healey and Marchese found that
less than 20 percent of employees participate in wellness programs offered by their
employers. To further assess wellness program participation, they surveyed 400
randomly selected businessmen and women and found only 34 percent expressed a
clear willingness to participation in a program (Healey & Marchese, 2006, p. 80).
Time requirements and resistance to change are the top reasons employees do not
participate in wellness programs (Colclough C. , 2016). Most wellness programs take
place outside of regular work hours and come at a cost of personal time most are not
willing to give up. For employee wellness programs to be successful, there must be a
need within the organization and recognition of that need by employees.

An additional cause of low participation is a lack of internal promotion and leadership.

Within large organizations (more than 1,000 employees) that offer employee wellness
programs, it is estimated that only 60 percent of employees know about them (Lee,
2016). Programs will only be successful if organizational leaders fully support and take

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part in implementing them. Organizational administrators as well as direct supervisors
must become leaders within employee wellness programs, providing positive advocacy
and additional resources (Colclough C. , 2016). These leaders should serve as internal
marketers to spread awareness of the available programs and services. Without proper
internal promotion and support, programs will not be successful.

Wellness programs can only benefit organizations if employees are willing to change
their personal habits and lifestyle choices. In a 2015 health care survey, 79 percent of
organizations said that motivating employees to make behavior changes was one of the
most significant challenges they faced in accomplishing organizational health
improvements (Aon Hewitt, 2015). Adequate participation for program success is
measured by the number of participants, and by the type of participants in the
program. For example, if low-risk employees make up most of the participants in a
wellness program, the program will not be overall beneficial to an organization.

Benefits

Despite potential challenges, many organizations view employee wellness programs as

investments, which often bring a greater return to individual employees as well as to
employers. Employee wellness programs have been proven to help alleviate depression
and help individuals manage their stress levels (Allegheny Health, N.D.). By lowering
these risk behaviors, programs help lower the risk of chronic disease resulting in a
better quality of life for employees, and financial savings and success for their
organizations.

Research shows that employee wellness programs benefit organizations financially by

reducing health care cost. In a recent study, 44 percent of all organizations with
employee wellness programs were successful in reducing health care costs (The Kaiser
Family Foundation, 2015). An additional research review of 42 published studies
showed that employee wellness programs resulted in an average 26 percent reduction
in health care costs (Alliance for a Healthier Generation, N.D.). In many organizations,
the initial investment of wellness programs results in a positive return financially. For
each dollar invested in employee wellness programs, companies save, on average, $3.45
in health care costs (Sumit Health, 2008). Wellness programs can save organizations
even more in indirect costs.

Wellness programs also help boost employee productivity and engagement, and reduce
costs associated with absenteeism and workers compensation. Employees that
participate in wellness programs are less likely to take sick days and are more likely to
be productive at work, contributing to organizational growth and success. On average,
employees participating in wellness programs take 1.2 fewer sick days per year than

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non-participants resulting in a 19 percent reduction in absenteeism and approximate
savings of $264 per employee per year (Sumit Health, 2008). Employee wellness
programs have also been proven to reduce employee costs. In a comprehensive study,
organizations saw a 30 percent reduction in workers compensation cost after
implementing worksite wellness programs. (Alliance for a Healthier Generation, N.D.).
Because employee health is directly correlated with organizational success, employee
wellness programs can positively impact the bottom line.

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 Market Analysis
and Techniques

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 Market Analysis

The Corporate Wellness Services Industry

Size, Growth and Profitability

The lifestyle disease epidemic in America is increasing the need for corporate wellness
programs. The U.S. makes up the largest share of the global corporate wellness market.
In 2015, 52 percent of employed workers in the U.S. had access to wellness programs
through their organization (Johnston & Yeung, 2016).

The industry has progressed in the last ten years and is projected to grow even more in
the next five. According to IBISworld market research by Turk, the corporate wellness
service industry is in a stage of growth, with industry value added (IVA) predicted to
grow 7.1 percent annually faster than the rate of the overall economy. In 2007, there
were 431 corporate wellness enterprises in the U.S. That number has increased by 21.7
percent to an estimated 549 enterprises in 2016 and is expected to grow at an
annualized rate of 2.5 percent to reach 621 in the next five years (Turk, 2016).

Number of Establishments in the U.S. Corporate Wellness

Service Industry
650

600
Number of Establishments

550

500

450

400
2007 2009 2011 2013 2015 2017 2019 2021
Year
Source: (Turk, 2016).

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Organizations in the Northeast are more likely to offer wellness programs to their
employees. According to a national employer survey, 66 percent of organizations in the
Northeast offered wellness programs, followed by 51 percent in the South, 49 percent
in the Midwest and 42 percent in the West (Busum, Mattke, & Schnyer, 2012). Most
corporate wellness establishments are located in big business regions where corporate
headquarters are located including California, New York and Florida. Due to corporate
growth in the Southwest, more establishments are projected to open in this region
(Turk, 2016).

The size of the corporate wellness consulting industry can also be measured through
employment. In 2007, there were 2,541 employees working in the corporate wellness
consulting industry. That number is expected to have grown 20.8 percent by 2016 to
3,193; and by 2021 it is estimated that there will be 3,559 employees working in the
corporate wellness industry (Turk, 2016).

Employees Working in the Corporate Wellness Industry

3500
Number of Employees

3300

3100

2900

2700

2500
2007 2009 2011 2013 2015 2017 2019 2021

Year

Source: (Turk, 2016).

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The corporate wellness service industry is expected to continue its growth in
profitability. Corporate profit has grown from 1,743.3 ($b) to an estimated 2,085.5 ($b)
in 2016 and is expected to reach 2,371.4 ($b) by 2021 (Turk, 2016).

Profit Growth of the Corporate Wellness Services Industry

2400
2300
2200
Corpoate profit in $B

2100
2000
1900
1800
1700
1600
1500
1400
2007 2009 2011 2013 2015 2017 2019 2021
Year

Source: (Turk, 2016).

Trends

The future growth of the corporate wellness service industry is predicted through its
key external drivers and trends.

Rise in chronic conditions and health care costs

The increase in chronic conditions is the primary underlying trend increasing

demand within the industry (Harris Williams & Co., 2014). This lifestyle disease
epidemic is leading to an increase in health care costs one of the primary
drivers of the growth within the industry.

Growth of the workforce

The number of full-time employees in the U.S. has been increasing since 2010
due to the rising number of millennials joining the workforce and those in the
older generations retiring later (Statista, 2016) (Johnston & Yeung, 2016).

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 Change in company culture

The rise of a multi-generational workforce has led to a change in company

culture. Previously, there were clear boundaries between the workplace and
ones personal life; however, the dynamic has shifted, resulting in the
integration of work and life (Johnston & Yeung, 2016). Employees expect to be
treated well by their employers, and individuals are more likely to trust
companies that do so. According to the 2017 Edelman Trust Barometer,
treatment of employees was the leading attribute in building trust in a company
(Edelman, 2017). Offering wellness programs can give companies a competitive
advantage in attracting and retaining employees.

As external trends are driving the growth of the market, some internal trends are
changing the future of industry operations.

Focus on VOI vs. ROI

Wellness programs serve as an investment for organizations; however, the

return on this type of investment is not immediate. Yes, implementing corporate
wellness programs can help increase the bottom line; however, these programs
do not deliver instant gratification. For organizations investing in wellness
services, it may take years before employee health care costs decrease. While
financial return on investment (ROI) is important, educating corporations on the
value on investment (VOI) of wellness programs, including increased
productivity and moral, is one of the new trends in promoting such services
(Gensler, 2016).

Behavior change vs. risk identification

Health coaching is also becoming more popular in corporate wellness programs.
Annual health screens and other risk identification methods are being replaced
by a risk reduction mentality. According to Fiona Gathright, CEO of Wellness
Corporate Solutions LLC, "empowering employees to change their behaviors and
lower their health risk is where the focus is" (Esola, 2016, p. 20).

Incorporating technology
The corporate wellness world is developing into a high-tech industry through
online nutrition and weight loss programs, tracking devices such as pedometers,
web seminars and more (Turk, 2016). Firms are developing innovative ways to
use technology.

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Key Success Factors

According to IBISWorld, there are 250 factors that determine the success of a business.
In the corporate wellness service industry, the following five factors are the most
important:

1. Ability to alter services provided in favor of market conditions

Firms that offer a variety of services and flexible programs that can be
personalized to meet the needs of each organization are generally successful.

2. Provision of superior after sales service

The leading firms provide quality customer service and exceed the expectations
of their clients.

3. Having a good reputation

Firms known for delivering results and providing quality programs are more
credible and successful.

4. Access to highly skilled workforce

Having a skilled staff gives firms the ability to provide a variety of different
services to organizations

5. Ability to adopt new technology

Firms that can incorporate the latest technology into their services have
competitive advantage over those who do not. (Turk, 2016)

Competitive Analysis

According to the 2016 IBISWorld Industry Report, competition in the corporate

wellness service industry is at a medium level and is increasing. External competition is
growing due to in increase in in-house wellness programs and organizational
partnerships with gyms and fitness clubs.

The concentration of the corporate wellness service industry is low. In 2016, an

estimated 15 percent of industry revenue came from just four companies. The top four
major players in the corporate wellness industry are ComPsych, OptumHealth Inc.,
Value Options Inc. and Ceridian HMC Inc.

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The barriers to entry in the corporate wellness service industry is medium and
increasing due to costs associated with hiring a skilled variety of employees, providing
health tests and screenings, analyzing data and more (Turk, 2016).

Local Competitors

Some of the top competitors in the corporate wellness industry in the Phoenix area
include:

EXOS an international human performance company headquartered in

Phoenix that offers a variety of employee wellness programs to global and local
companies. Founded in 1999, EXOS has more than 3,500 employees and over 400
locations internationally. The company provides human performance services to
athletes, individuals, groups and corporations. Its clients include Adidas, Mayo
Clinic, and a quarter of the Fortune 100 companies.

VimTrim a health and fitness company in Chandler, Ariz. that offers a variety
of in-home and in-office fitness training services. Founded in 2011, VimTrim has
approximately 10 employees. The company partners with local wellness vendors
to offer customized corporate wellness programs for local companies, but its
primary clients are individuals.

Employee Health Management Systems (EHMS) a wellness company based in

Mesa, Ariz. that offers health solutions that meet the human resource needs of
local and national organizations. Founded in 1989, EHMS has approximately 20
employees. The company provides biometric testing, employee health training
and consulting and employee health promotion administrative services.

Lucas James Celebrity Personal Trainer a luxury healthy lifestyle company in

Scottsdale, Ariz. that specializes in personal training and corporate wellness
solutions. Founded in 1997, Lucas James has approximately 10 employees. The
company offers specialized, high end services such as healthy food delivery and
executive personal training. Its clients include some of the top companies in the
U.S., including U.S. Airways, Nike and Ralph Laruen.

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 Marketing Techniques

Promoting Corporate Wellness Consulting Firms: The Application of B2B and

Industry Specific Marketing and Communication Techniques

While some organizations implement wellness programs internally, others utilize

wellness professionals outside of their organization to implement these programs. To
promote employee wellness programs to organizations, corporate wellness consulting
firms leverage different marketing and communications techniques. These firms must
take a business to business (B2B) as well as a specific wellness industry approach to
reach and connect with these organizations leaders, decision makers and employees.

Understanding the Stakeholders

When targeting organizations, it is important to note that there is usually more than
one person involved in the decision-making process. The first step in the marketing
strategy is defining stakeholders and recognizing the different segments of decision
makers (Ginty, Leake, & Vaccarello, 2012). The primary stakeholders of corporate
wellness consulting firms are the senior managers and executive leaders, the main
influencers of potential clients and the decision makers.

The secondary stakeholders include that organizations employees and the direct
supervisors, managers and human resources professionals who interact with employees
daily (Johnston & Yeung, 2016). B2B marketing techniques specifically target primary
stakeholders, but must also keep end users in mind (Katona & Sarvary, 2014). When
corporate wellness consulting firms develop a marketing strategy, their primary
objective is to connect with organizational leaders, but the strategy must also resonate
with that organizations employees.

Using Digital Channels to Reach Stakeholders

The internet is one of the quickest and most effective ways to target and connect with
individuals and businesses. The internet is one of the best channels for B2B marketing
because it applies to every stage of the prospect-to-customer life cycle, from
establishing a brand to maintaining customer loyalty (Ginty, Leake, & Vaccarello,
2012, p. 1). Establishing and maintaining relationships with stakeholders is essential
for success. Digital communication is an established public relations technique that
allows companies to build relationships faster and in a measureable way (Ramon,
2013).

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Social Media and B2B Marketing

Social media is a great marketing tool that is low cost and effective at reaching a large
audience. Though social media have traditionally been utilized more by business to
consumer companies, such platforms are becoming more and more popular among
business to business companies. According to Katona and Sarvary (2014), there was a
9.6 percent increase in B2B social media spending in 2012 alone. As of July 2016, there
were approximately 1.71 billion Facebook users and 500 million Instagram users
(Facebook, 2016). The online presence of the B2B community is expanding as social
media platforms grow.

Social media provide an efficient and low cost way for small businesses to reach and
interact with their target audience. Unlike traditional marketing, which pushes
information to an audience, social media marketing uses a pull approach, allowing
businesses to communicate information, knowledge, ethics and values relating to their
services in a more interactive way. This open system off communication provides an
environment of engagement.

Given the limited budget for this campaign, social media marketing is one of the most
effective ways for Julia Pearl Wellness to promote its brand and reach and interact with
its target audience.

Social Media Strategy

Many companies fail to reach their audience through social media because they are
unsure how to use the channel. One of the biggest challenges, according to Christine
Moorman, director of the CMO Survey, is that many companies view social media as a
cute, promotional activity, when it can be a strategic marketing activity (Katona &
Sarvary, 2014, p. 145). Developing a strategy for social media content and interaction is
essential for success.

Goals

Setting goals and outlining objectives, strategies and tactics for each target audience is
the first step in creating social media content. The goals, objective and strategies for
Julia Pearl Wellness are listed below; and the tactics are carried out in the social media
content calendar (See Appendix B).

24
Tone and Messaging

Finding the right tone for social media content is important to communicate messages
and maintain consistency. In B2B marketing, key messages are important to
communicate clearly because the target audience is generally smaller and more
fragmented (Ramon, 2013). The tone in which these messages are delivered may vary
depending on the social platform being used and the target audience. Overall, the tone
and messaging should focus on increasing brand awareness, humanizing the B2B
company, establishing the company as a thought leader, and connecting with
customers, prospects and industry influencers to increase sales (Katona & Sarvary,
2014).

Facebook

Facebook is the largest social networking platform. Many businesses are on Facebook,
making it a great tool for B2B marketing. Compared to other social networking
platforms, Facebook has the broadest range of options to reach a selective audience. It
creates a primary point of interaction for direct communication with the audience and
can be used to then drive traffic to a website (Facebook, 2016). The users on Facebook
produce a high volume of content, creating a need for Facebook promotions to be
strategic and concise. To effectively promote a service, 80 percent of communications
should focus on educating and entertaining the audience, and 20 percent on
promotional content (Ramon, 2013).

Instagram

While most B2B marketers rely primarily on blogs and platforms such as LinkedIn,
many B2B companies have been successful at utilizing Instagram as a communication
tool. For companies that have a physical presence through visually appealing goods or
services Instagram can serve as a story of success (Katona & Sarvary, 2014, p. 150).
Maersk Line, a B2B shipping company, utilized Instagram to boost brand recognition
and engagement by posting photos of their shipping vessels, containers and other
visual aspects of their services to connect with consumers, rather than other
businesses. While their Instagram campaign did not instantly translate into more
businesses booking their services, it positively affected the bottom line by keeping the
companys products and services both top-of-mind and talk of town (Katona &
Sarvary, 2014, p. 152). Using this strategic marketing tool to reach consumers, or
influencers, B2B marketers can positively boost brand awareness and credibility on
Instagram.

25
 SWOT Analysis for Julia Pearl Wellness

Strengths Weaknesses

Vast experience Small firm

Education Limited budget
Varied skill set Program and business still in
Credible and established in health developing stage
and wellness industry
Connection to business
community
High-touch service

Opportunities Threats

Customizable services and Competition from larger firms

programs External competition
Growing market and need Limited availability
Business growth in Phoenix area Rapid advancement of
Improve internal relations technology

Strengths

The clients greatest strength is her vast and extensive experience both in the academic
and fitness industries. Over the past 20 years, Pearl has instructed more than 20,000
hours of yoga, group fitness and personal training sessions and has provided wellness
coaching to individuals and groups throughout the country. She has worked with all
ages, fitness levels, competencies and abilities. Pearl is also an academic professional
at ASU, where she teaches classes within the health sciences department of the School
of Nutrition and Health Promotion.

Pearl creates Julia Pearl Wellness programs using her knowledge obtained through
personal experience and her scholarly education. She received her Bachelor of Science
degree in exercise and wellness, health promotion and Master of Science degree in
health care delivery from ASU. Within her masters program, Pearl researched behavior
change, specifically the impact of nonverbal communication within the relationship
between health coaches and their clients.

26
Pearl specializes in a wider variety of skills compared to other fitness professionals. She
is certified in yoga, group fitness, personal training, and in various fitness class
formats. Pearl is also a skilled public speaker and has presented at national
conferences. Having a highly skilled workforce is essential in the wellness consulting
services industry (Turk, 2016).

In addition, Pearls credible and established reputation in the health and wellness
industry is a strength of her firm. Having a good reputation is one of the key success
factors within the wellness consulting services industry (Turk, 2016). Since she has
worked intermittently with individual and corporate clients as a health and wellness
coach for over 20 years she is well known and has many connections in the business
community.

Pearls approach to corporate wellness sets her firm apart from others. As a smaller,
boutique firm, Julia Pearl Wellness can offer high-touch services through personalized
interaction and expertise. In this way, she can provide superior after-sales service, one
of the most vital components of success in the industry (Turk, 2016).

Weaknesses

Julia Pearl Wellness primary weakness is that it is a small firm and is limited to the
resources that only Pearl can provide. A key factor that determines the success of a
business in the wellness consulting services industry is its ability to adapt its services to
its clients needs and wants (Turk, 2016). As the sole leader of the firm, Pearl does not
have additional employees. Although she is highly skilled in many areas, her services
are still limited to her own resources.

Being a new and smaller firm, Julia Pearl Wellness has a limited budget. This small
budget may limit Pearl in offering certain services to her clients and may also limit her
ability to market her firm.

Since Julia Pearl Wellness is still in the developing stages, a clear business model has
not been established. The programs and services Pearl will offer have yet to be clearly
defined and organized. To better promote and begin selling her services, addition
internal organization is needed.

Opportunities

Through her high-touch business model Pearl is able offer flexible services to her
clients. Pearl is willing to work with organizations to develop plans and programs that
meet individuals needs. When it comes to wellness programs, one size does not fit all.

27
Firms in the wellness consulting service industry that can alter their services have a
competitive advantage over those that are not open to adaptation (Turk, 2016).

Julia Pearl Wellness is entering a growing market. An increase in chronic conditions

and their impact on organizations is ultimately driving the demand of wellness
consulting services. The industry is expected to continue growing over the next five
years as the need for such services increases.

Corporate wellness consulting services are in greater demand in areas with many
businesses and corporate headquarters. Due to rising costs and overpopulation in the
Bay Area and Silicon Valley in California, many companies are opening offices in the
Phoenix area, driving growth and increasing demand for such services (Dougherty,
2016).

Many organizations struggle with implementing employee wellness programs due to

lack of internal marketing and communication. A wellness program can benefit an
organization only if employees within that organization are aware of and participate in
it. Julia Pearl Wellness has the opportunity to provide organizations with materials and
programs that will boost awareness, form workplace cohesion and improve internal
relations.

Threats

One of the greatest threats to Julia Pearl Wellness is competition, both from other
wellness consulting firms and external entities such as gyms and in-house wellness
programs. Julia Pearl Wellness will have to compete with other wellness consulting
firms based on providing tangible results and affordable, high-quality, flexible services
(Turk, 2016). As a smaller firm, Julia Pearl Wellness may struggle competing against
larger, more established firms in the Phoenix area. As wellness programs become more
popular, many organizations are implementing in-house wellness programs and
forming partnerships with gyms and health clubs (Turk, 2016).

An additional threat to Julia Pearl Wellness is Pearls limited availability. Pearl plans to
operate her firm on a part-time basis while working in her current career. Working with
organizations to develop a sufficient schedule and timeframe for each program will be
challenging.

The ability to adopt new technology is a key factor that determines the success of firms
in the wellness consulting industry (Turk, 2016). Implementing new technology often
comes at high cost, a cost that may not be within Julia Pearl Wellness budget.

28
 Campaign Proposal

29
 Stakeholder Analysis for Julia Pearl Wellness

To obtain clients and generate revenue, Julia Pearl Wellness must have a clear
definition of its stakeholders to drive growth and success.

Primary Stakeholder

Organizational leaders and decision makers

The primary stakeholders for this campaign are the organizational leaders,
decision makers of small to mid-sized companies and businesses in the Phoenix
area. These decision makers are the check signers and may be the senior
managers that will have the final say in the implementation of a corporate
wellness program. The primary stakeholders may also include human resources
professionals and direct supervisors and managers of the employees, especially
in smaller organizations.

Human resources professionals

Many organizations have human resources departments which serve as a link
between management and personnel. Human resources professionals are
responsible for managing and administrating employee benefits, and recruiting
and retaining employees.

Direct supervisors, line mangers

Direct supervisors and managers also serve as primary stakeholders, especially in
organizations that do not have a specific human resources department or in
which leaders and decision makers have little to no direct contact with
employees. Direct supervisors and managers are those one level below the
organizational leaders. Like human resources professionals, they often serve as a
link between organizational leaders and employees. While they are not the
primary decision makers, they serve as important influencers.

Secondary Stakeholders

Employees
The secondary stakeholders for this campaign are the employees of these small
to mid-sized organizations in the Phoenix area. Employees have great influence
on the decision makers, especially in smaller organizations. A survey conducted
by Harris Interactive found that 45 percent of employees are more willing to
remain at their jobs if their organization offers a wellness program (Lee, 2016).

30
 A wellness program will only be successful if there is an underlying need within
the organization and a desire to partake in such a program from the employees.
Getting the employees on board is an essential step in getting approval of the
decision makers.

31
 Goals, Objectives, Strategies & Tactics for Julia Pearl Wellness

Goal

The overall goal of this campaign is to position Julia Pearl as an experienced,

knowledgeable and professional wellness consultant to help promote and grow her
corporate wellness consulting firm, Julia Pearl Wellness.

Objective 1

Develop tools, by March 23, 2017, to help Julia Pearl Wellness reach and connect with
target organizations leaders and decision makers, build clientele and generate
revenue.

Strategy: Identify target organizations, and their leaders and decision makers.

Tactic: Create contact list of local businesses and organizations that might be
interested in Julia Pearl Wellness services.

Strategy: Develop a communications kit to promote services to these organizations.

Tactic: Create an executive biography to introduce Julia Pearl as a credible,

experienced professional.

Tactic: Create a company overview to give a clear and concise description of the
Julia Pearl Wellness firm.

Tactic: Create a proposal template for Julia Pearl Wellness to use when meeting
with organizations.

Objective II

Develop tools, by March 23, 2017, to help Julia Pearl Wellness reach and connect with
target organizations employees to establish credibility and influence decision makers.

Strategy: Promote Julia Pearl Wellness community-based workshops outside of the

corporate consulting programs.

Tactic: Create a flyer template to announce and promote Julia Pearl Wellness
workshops, which will be open to the public.

32
Objective III

Develop and promote the digital presence of the Julia Pearl Wellness brand by March
23, 2017 on three platforms.

Strategy: Leverage social media to reach and connect with organizational

leaders/decision makers and their employees.

Tactic: Create Facebook and Instagram accounts for Julia Pearl Wellness.

Tactic: Take original photos and create organic content.

Tactic: Draft a one-month social media calendar with content for Facebook and
Instagram.

Strategy: Assist in website development and messaging.

Tactic: Provide feedback and suggestions on website content.

Tactic: Take original photos for website content.

Tactic: Provide website verbiage recommendations.

33
 Key Messages for Julia Pearl Wellness

Julia Pearl Wellness provides on-site wellness services that drive organizational
growth and success by improving employee health and productivity.

o Disengaged workers cost organizations in the U.S. $450 550 billion

annually in lost productivity. The Julia Pearl Wellness programs strategically
focus on changing negative behaviors and thus decreasing organizational
costs.

o For each dollar invested in employee wellness programs, companies save

$3.45 on average in health care costs. Julia Pearl Wellness programs are an
investment that can increase financial growth in organizations over time.

o Employee wellness programs help reduce costs associated with absenteeism.

Those who participate in wellness programs take an average of 1.2 fewer sick
days, resulting in organizational savings of $264 per employee per year.
Employees who participate in Julia Pearl Wellness programs can be more
engaged and present in the workplace.

Julia Pearl Wellness offers specialized solutions through customized programs and
high-touch service that large wellness firms cannot provide.

o Each program is tailored to meet the needs of each individual organization

and its employees.

o Julia Pearl Wellness offers credible, high-touch service and works one-on-
one to form relationships with organizational leaders and employees.

Julia Pearl is a wellness expert distinguished by her experience in the fitness

industry, academic background and holistic philosophy.

o Pearl has over 20 years of experience in the fitness industry. She is a

health coach, certified personal trainer, yoga teacher and group fitness
instructor, and has taught over 20,000 hours of fitness and wellness
classes.

o Pearl has a Bachelor of Science in exercise and wellness, and masters

degree in health care delivery. Within her masters program, Pearl
conducted extensive research on behavior change and communication.
She is currently an academic instructor at ASUs School of Nutrition and

34
 Health Promotion, a position that puts her at the forefront of new
knowledge in the health and wellness industry.

o Pearl has professional knowledge of the physical, mental, spiritual and

emotional aspects of wellness and takes a holistic approach to health
promotion, utilizing components of education, fitness and mindfulness.

35
 Implementation Timeline for Julia Pearl Wellness

The following implementation timeline outlines the expected completion of the

campaigns tactics, which are deliverables to Julia Pearl Wellness to help develop and
promote its brand and services.

Task Date Completed

Executive Biography (See Appendix C) Oct. 10, 2016

Company Overview (See Appendix C) Oct. 10, 2016

Proposal Template (See Appendix C) Oct. 10, 2016

Flyer (See Appendix D) Nov. 20, 2016

Social Media Strategy (See Appendix A) Dec. 23, 2016

Social Media Calendar (See Appendix B) Jan. 15, 2017

Contact List (See Appendix E) Jan. 30, 2017

Final Proposal March 23, 2017

36
 Campaign Evaluation for Julia Pearl Wellness

The client should measure the success of this campaign through the delivery of the
communications materials and by the development and expansion of Julia Pearl
Wellness digital presence.

Objective I: Develop tools, by March 23, 2017, to help Julia Pearl Wellness reach and
connect with target organizations leaders and decision makers, build clientele and
generate revenue.

Benchmark: This objective will be met through the identification of target

organizations, their leaders and decision makers by March 23, 2017.

A contact list of target organizations leaders and decision makers has been
provided. The list includes 20 of the top companies with less than 200 employees
in the Phoenix. These companies have acclaimed corporate culture and strive to
provide employee benefits beyond standard programs. The list includes contact
information of these companies leaders and decision makers, as well as links to
the companies social media accounts and websites, so Pearl can contact and
connect with them to promote her services and eventually obtain clientele.

The success of this strategy will be determined by Pearls effort to reach out to
these companies. The objective will be met if she connects with the listed
leaders and decision makers and is able to obtain enough clients to generate
revenue. The final results can be furthered evaluated following the launch of the
business in 2017.

Benchmark: This objective will be met through the delivery of a communications kit by
March 23, 2017, to promote services to target organizations.

A communications kit including an executive biography, company overview and

proposal template has been provided. The provided documents have already
been used by Pearl when she presented her services to an organization in
October.

This strategy was successful in helping Pearl communicate her services and
company in a clear, concise and professional manner.

The communications kit will continue to help Pearl promote her services if
utilized with additional prospects.

37
Objective II: Develop tools, by March 23, 2017, to help Julia Pearl Wellness reach and
connect with target organizations employees to establish credibility and influence
decision maker

Benchmark: This objective will be met through the successful promotion of Julia Pearl
Wellness services to the public by driving traffic to Pearls workshops by March 23,
2017.

A flyer promoting one of Pearls workshops in October was provided to the

client. The workshop was deemed to be successful if it received at least 50
percent of its maximum possible attendance. The flyer was distributed through
Pearls personal email, was posted in local businesses and successfully helped
promote the event. The number of participants totaled 60 percent of the
workshops maximum possible capacity.

The flyer template will continue to contribute to this objective if it is used by

Pearl to promote and drive traffic to additional events.

Objective III: Develop and promote the digital presence of the Julia Pearl Wellness
brand by March 23, 2017 on three platforms.

Benchmark: This objective will be met through the development of a website, two social
media accounts and content that can be used to reach and connect with the firms
stakeholders by March 23, 2017.

Pearl hired a professional web designer to help her build a website for her firm.
Feedback and suggestions regarding the website content were provided. The
content of this campaign including the key messages and verbiage from the
communications kit were used in developing the websites content.

Photos of Pearl were also taken and edited to be used as website content. These
photos of Pearl and her workshops were posted to her website and were also
utilized to develop social media content.

An Instagram account, @JuliaPearlWellness, and Julia Pearl Wellness Facebook

page were created. A one-month social media calendar with content for both
platforms was delivered to the client. The organic content was developed using
Canva, an online graphic design software.

The success of these efforts will be further evaluated with the launch of the
website and the implementation of the social media content.

38
 Future Recommendations for Julia Pearl Wellness

These suggestions are given to contribute to the growth and ensure the success of Julia
Pearl Wellness beyond this campaign.

Expand on digital presence on Linked in

A LinkedIn account is an additional tool Julia Pearl Wellness can use to reach
businesses and organizations in the Phoenix area. This online tool can help the
firm connect and communicate with organizational leaders and decision makers.

Expanding digital presence on YouTube

Julia Pearl Wellness can reach a greater digital audience through YouTube. Pearl
can create videos, such as exercise videos or educational vlogs, and share them
to boost her credibility, spread awareness of her services, and/or offer her
services to more clients in an additional, more convenient way.

Implement the social media calendar

It is recommended that Julia Pearl Wellness posts the social media content
provided on its Facebook and Instagram accounts. Posts can be scheduled out in
advance on Facebook, but will have to be posted individually on Instagram at the
specific time chosen. To reach the most people, it is recommended that the
client posts at 9 a.m. or 3 p.m. on Facebook, and 8 a.m. or 5 p.m. on Instagram
(Ellering, 2016).

Engaging on social media accounts

Engaging with primary and secondary stakeholders is recommended to boost the
clients digital presence, promoting its brand and connecting with potential
clientele. It is recommended that the client follows organizations in the
Phoenix area. Liking and commenting on relevant content would also help
develop her digital presence.

Internal marketing material

One of the threats to the success of Julia Pearl Wellness programs is the lack of
internal marketing of services among clients. Developing marketing material for
organizations to use to promote these programs and services to employees could
help Julia Pearl Wellness overcome this barrier.

Blog
The creation of original blog content would allow Pearl to share her personal
knowledge and expertise, contributing to her credibility. The blog could be

39
 incorporated into her website and the posts could be shared on Facebook, adding
to original content.

40
 References

Allegheny Health. (N.D.). Facts About Wellness in the Workplace. Retrieved from Allegheny
Health:
http://www.alleghenyhealth.com/uploads/1/1/2/3/11231104/facts_about_corpor
ate_wellness.pdf

Alliance for a Healthier Generation. (N.D.). Facts on Health Promotion for Staff. Retrieved
from Helthier Generation:
https://www.healthiergeneration.org/_asset/xd1mnq/08-734_EWFactSheet.pdf

American Heart Association. (2016). Obesity Information. Retrieved from Heart.org:
http://www.heart.org/HEARTORG/HealthyLiving/WeightManagement/Obesity/Ob
esity-Information_UCM_307908_Article.jsp#.WH0z0rGZN0s

Aon Hewitt. (2013). 2013 Health Care Survey. Aon Hewitt.

Aon Hewitt. (2015). Recognizing the Need for Change. Retrieved from Aon:
http://www.aon.com/human-capital-consulting/thought-leadership/health/2015-
health-care-survey-infographic.jsp

Busum, K. R., Mattke, S., & Schnyer, C. (2012). A Review of the U.S. Workplace Wellness
Market. Santa Monica, CA: RAND Corporation.

Cavico, F. J., & Mujtaba, B. G. ( 2013 ). Corporate Wellness Programs: Implementation
Challenges in the Modern American Workplace. International Journal of Health
Policy and Management, 193-199.

Cavico, F. J., & Mutjaba, B. G. (2013). Corporate Wellness Programs: Implementation
Challenges in the Modern American Workplace. International Journal of Health
Policy and Managment, 1(3), 193-199.

Colclogh, C. (2016). Media Intervention to Increase Employee Participation in Worksite
Wellness Programs. A.T. Still University of Health Sciences. A.T. Still University of
Health Sciences.

Colclough, C. (2016). Media Intervention to Increase Employee Participation in Worksite
Wellness Programs. 1-131.

Colclough, C. (2016). Media Intervention to Increase Employee Participation in Worksite
Wellness Programs. .

Dougherty, C. (2016, Aug. 21). Bay Area Start-Ups Find Low-Cost Outposts in Arizona. The
New York Times.

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Edelman. (2017). 2017 Edelman Trust Barometer Global Report. Edelman.

Ellering, N. (2016). What 16 Studies Say About The Best Times To Post On Social Media.
Retrieved from CoSchedule: http://coschedule.com/blog/best-times-to-post-on-
social-media/#facebook

Esola, L. (2016). Employers Look to Wellness Coaches to Create, Maintain Healthy
Workforce. Business Insurance, 50(11), 20.

Facebook. (2016). Company Information. Retrieved from Investor Relations:
https://investor.fb.com/home/default.aspx

Fermin, J. (2014). Ten Insane Facts About Corporate Wellness. Retrieved from Office Vibe:
https://www.officevibe.com/blog/infographic-corporate-wellness

Gensler, R. (2016). Why are corporate wellness programs still failing? . Employee Benefit
Plan Review, 70(12), 13-14. Retrieved from Helathcare Trends Institute.

Ginty, M., Leake, W., & Vaccarello, L. (2012). Complete B2B Online Marketing. Canada: Sybex.

Harris Williams & Co. (2014). Health & Welllness Services Industry Overview. Hariss
Williams & Co.

Healey, B. J., & Marchese, M. (2006). The Use of Marketing Tools to Increase Participation in
Worksite Wellness Programs. Academy of Health Care Managment Journal, 75-83.

Johnston, K., & Yeung, O. (2016). The Future of Wellness at Work. Global Wellness Institute.
Global Wellness Institute.

Katona, Z., & Sarvary, M. (2014). Maersk Line: B2B Social Media "It's Communication,
Not Marketing". Berkeley-Haas Case Series, 56(3), 142-156.

Lee, J. (2016). How to Talk Corporate Wellness to the C-Suite. Retrieved from EXOS:
http://www.teamexos.com/idea-list/how-to-talk-corporate-wellness-c-suite/

McCook, A., Nizielski, S., & Pope, J. (2015). Scientific American Nutrition for a Changing
World (Preliminary Edition) (Kindle Edition ed.). W.H. Freeman.

National Center for Chronic Disease Prevention and Health Promotion. (2015). At aGlance
2015: Workplace Health Promotion . Retrieved from cdc.gov:
https://www.cdc.gov/chronicdisease/resources/publications/aag/pdf/2015/aag-
workplace-health.pdf
Pollitz, K., & Rae, M. (2016). Workplace Wellness Programs Characteristics and
Requirements. The Henry J. Kaiser Family Foundation.

Ramon, R. (2013). The Facebook Guide to Small Business Marketing (1). Somerset, US: Wiley.

42

Slack, C. (2016). Calculating the True Worth of Corporate Wellness. Retrieved from Team
EXOS: http://www.teamexos.com/idea-list/calculating-the-true-worth-of-
corporate-wellness/

Statista. (2016). Number of full-time employees in the United States from 1990 to 2015 (in
millions). Retrieved from Statista:
https://www.statista.com/statistics/192356/number-of-full-time-employees-in-
the-usa-since-1990/

Sumit Health. (2008). Wellness at Work: Providing the Value of Heath. WageWorks.

The Henry J. Kaiser Family Foundation. (2016). 2016 Employer Health Benefits Survey. The
Henry J. Kaiser Family Foundation.

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Kaiser Family Foundation.

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Overview of Employee Benefits Offerings in the U.S. The Society for Human Resource
Management.

Turk, S. (2016). IBISWorld Industry Report 0D4621 Corporate Wellness Services in the U.S.
IBISWorld. IBISWorld.

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Employer Wellness Programs and Title I of the Americans with Disabilities Act.
Retrieved January 18, 2017, from U.S. Equal Employment Opportunity Commission:
https://www.eeoc.gov/laws/regulations/qanda-ada-wellness-final-rule.cfm

Wellsource, Inc. (2011). Wellness Program Costs. Retrieved Jan. 18, 2017, from Wellsource:
http://wellsource.com/wp-
content/uploads/2015/08/How_Much_Should_a_Wellness_Program_Cost.pdf

43
 Appendix A

Julia Pearl Wellness Social Media Strategy

Facebook

Tone
Professional, educational, knowledgeable

Goal
Form relationships by connecting and engaging with organizational leaders and
decision makers of local businesses and companies to boost clientele.

Target audience
Primary stakeholders Organizational leaders and decision makers of small to mid-
sized companies and businesses in the Phoenix Area.

Objectives and Strategies

O. Boost brand awareness
S. Include logos on images
S. Keep images and voice professional and concise
O. Promote and develop a need for Julia Pearl Wellnesss services
S. Promote the importance of employee wellness through educational articles
and facts
S. Promote exclusive benefits of Julia Pearl Wellnesss services
O. Boost credibility
S. Connect organizations problems to solutions through Julia Pearl
Wellnesss services
S. Promote professionalism, experience, education and unique techniques
O. Drive traffic to website
S. Include website link in posts
S. Use call to action verbiage

Instagram

Tone
Professional, but fun; helpful, welcoming

Goal
Connect and engage with employees of local businesses and companies to boost brand
awareness, credibility and influence primary stakeholders.

44
Target audience
Secondary stakeholders Employees of small, local companies and businesses;
individuals ages 30 to 60 looking to improve their personal health and wellness

Objectives and Strategies

O. Promote the Julia Pearl Wellness brand
S. Include branded logo on images
S. Maintain consistent look
S. Position Julia Pearl Wellness as fun, but also professional
O. Boost credibility
S. Educate followers with expertise
S. Post tip of the week posts to offer free personal expertise
O. Present a Call to Action
S. Use verbs, ask questions and give solutions through Julia Pearl Wellnesss
services

45
 Appendix B
Social Media Content Calendar

46
 Julia Pearl Wellness Social Media Content Calendar
FB = Facebook, I = Instagram
Monday
FB Explore corporate wellness
solutions and boost your business.
With over 20 years of experience
in the fitness industry, an extensive
education and research-backed
philosophy, Julia Pearl designs
custom on-site wellness programs
and seminars to improve the
overall health of your employees.
Visit www.juliapearlwellness.com
to learn more!
I Become your best self! My custom
wellness services are key to
helping you accomplish your goals.
Visit www.juliapearlwellness.com
to contact me and learn more
about my services including private
consulting, corporate programs
and seminars, webinars,
workshops and retreats (link in
bio). #JuliaPearlWellness
#WellnessSolutions www.dropbox.com/s/yep45jnv1ytfjj6/J
#WellnessServices #BestSelf PW_Social_1.jpg?dl=0
Wednesday
FB Set wellness goals to help boost https://www.entrepreneur.com/article/2
moral and improve employee 84438
performance within your business.
Learn more via
@entrepreneurmagazine and
contact Julia Pearl Wellness to
discuss a strategic wellness plan
for your organization.
Www.juliapearlwellness.com.

47
I Change your thinking. Focus on
what you want to accomplish, write
it down and make a plan. What are
your goals? #TipOfTheWeek
#JuliaPearlWellness #Wellness
#Goals

https://www.dropbox.com/s/e0ub4h7g
vnba3bv/JPW_social_2.jpg?dl=0
Friday
FB Why should you invest in worksite
wellness? Studies by the Center
for Disease Control report that
organizational health costs are
reduced by $3.27 for every dollar
allocated to worksite wellness
programs. Contact Julia Pearl
Wellness for more information on
how corporate wellness solutions
can help boost your business.
Www.JuliaPearlWellness.com.

https://www.dropbox.com/s/gbukz3ttml
gopd3/JPW_Social_3.jpg?dl=0

48
I Strive for progress, not perfection.
#JuliaPearlWellness #Progress
#Wellness #Yoga

https://www.dropbox.com/s/zg0z56s11
bbsmz0/JPW_social_4.jpg?dl=0
Monday
FB Adults should participate in http://www.heart.org/HEARTORG/Hea
moderate activity at least 150 lthyLiving/PhysicalActivity/GettingActiv
minutes each week; however e/Get-Moving-Easy-Tips-to-Get-
according to the Center for Active_UCM_307978_Article.jsp#
Disease Control and Prevention,
over half of U.S. adults don't meet
these recommended guidelines.
Check out these quick and easy
tips from the American Heart
Association to help you get
moving! Looking for more
motivation and tips? Message us!

49
I Make time to get moving. Wake up
20 minutes earlier to get in a
morning walk, or ride your bike to
work instead of driving. Every step
counts! #TipOfTheWeek
#JuliaPearlWellness #Wellness
#Move #BeActive

https://www.dropbox.com/s/2lgvfwll0d
3kaj7/JPW_social_5.jpg?dl=0
Wednesday
FB Fact: 80% of Americans work in
jobs that require little or no
physical activity. Julia Pearl
Wellness's corporate programs
incorporate education with
exercise to help your employees
become more active and healthy.
Learn more at
www.juliapearlwellness.com.

I Relax and rejuvenate through my

workshops and retreats. Learn
more about upcoming events at
www.juliapearlwellness.com.
#JuliaPearlWellness #Wellness
#Yoga #WellnessWorkshop https://www.dropbox.com/s/vg3duktza
#Retreat zlxkqd/JPW_social_6.jpg?dl=0

50
 Friday
FB Reach for success by starting at
the roots. Visit my site to learn how
a personalized corporate wellness
program can boost your
organization's wealth by improving
employee health.
Www.JuliaPearlWellness.com.

I The best version of yourself is

within your reach. Let me help you
get there.
Www.JuliaPearlWellness.Com.
#JuliaPearlWellness #Success
#Wellness #BestSelf

Monday
FB Your corporate success depends http://www.success.com/article/7-
on the success of your employees, ways-to-build-your-employees-self-
which stems from their self- confidence
confidence. Confident employees
are competent employees and are
more willing to try new approaches
and build creative strategies. Boost
your business by boosting
confidence with these 7 techniques
from Success.com.

I Love others, but also love yourself.

Personal success stems from self-
love. Every morning write down
something you love about yourself
and keep it on your mirror, in your
car or another place you will see it
often. #TipOfTheWeek
#JuliaPearlWellness #SelfLove
#Wellness #Love

https://www.dropbox.com/s/goi8b5poa
93o7b2/JPW_Social_8.jpg?dl=0

51
 Wednesday
FB At Julia Pearl Wellness we believe
in promoting behavior change
through education, movement and
mindfulness, providing your
organization with a unique
approach to worksite wellness.
Learn more at
www.juliapearlwellness.com.

I Strength does not come from what

you can do. It comes from
overcoming the things you once
thought you couldn't.
#JuliaPearlWellness #Wellness
#Inspiration #Quote #Strength
https://www.dropbox.com/s/emg9xfpsq
ej4lxp/JPW_social_9.jpg?dl=0
Friday
FB Fact: Companies that offer
corporate wellness program, on
average, see a 19% reduction in
absenteeism and a savings of
$264 per employee, per year. Let
Julia Pearl Wellness help change
your business. Visit
www.juliapearlwellness.com for
program options and additional
information.

https://www.dropbox.com/s/5hxyc4xblj
pm2hu/JPW_Social_10.jpg?dl=0

52
I Mental health is just as important
as physical health. When you
change your thoughts you can
change your habits and eventually
your life. Visit my website to learn
more about how the Julia Pearl
Wellness techniques can help you.
Link in bio. #JuliaPearlWellness
#Wellness Solutions #Change
#Health

https://www.dropbox.com/s/9l7xuqhrw
aw4zrx/JPW_Social_11.jpg?dl=0
Monday
FB Encourage employees to break http://www.npr.org/sections/thesalt/20
lunchtime away from desk time to 15/03/05/390726886/were-not-taking-
boost your organization's health enough-lunch-breaks-why-thats-bad-
and wealth. Here's how lunch for-business
breaks can boost productivity and
more via NPR.

I Get out of the office and grab a

healthy lunch or pack one to go
and enjoy it away from your desk.
Taking a mid-day break can help
boost your energy and creativity,
because where you eat your lunch
can be just as important as what
you eat for lunch. #TipOfTheWeek
#JuliaPearlWellness #LunchTime
#Wellness #EatClean

https://www.dropbox.com/s/byagmvj7n
csvmyr/JPW_social_12.jpg?dl=0

53
 Wednesday
FB When it comes to corporate
wellness, one size does not fit all.
That's why Julia Pearl Wellness
takes a personalized approach to
developing a plan that works best
for your employees and
organization. Visit
www.juliapearlwellness.com to set
up a meeting and find what
strategy fits your organization best.

I Not one size fits all. That's why I

create personalized wellness
strategies and programs that work
best for you. Let's chat!
#JuliaPearlWellness #Wellness
#WellnessPlans https://www.dropbox.com/s/eohzerdli8
#WellnessPrograms 97o40/JPW_Social_13.jpg?dl=0

Friday
FB Fact: 78% of Americans describe
their jobs as stressful. The Julia
Pearl Wellness Stress Reduction
Program is a four-week, on-site
program that can help your
employees lower these stats. Visit
www.juliapearlwellness.com for
more information.

https://www.dropbox.com/s/sugg713bi
skw9ob/JPW_Social_14.jpg?dl=0

54
I Remember your goals?? Keep
reaching for them!
#JuliaPearlWellness #Wellness
#Goals #Motivation

https://www.dropbox.com/s/7uzwpbeoj
rjx5oc/JPW_Social_15.jpg?dl=0
Monday
FB "Positive emotions are linked with https://positivepsychologyprogram.co
numerous benefits including m/positive-psychology-workplace-
improved health, wellbeing, labor-of-love/
longevity, and a greater quality of
life." Foster positivity in the
workplace by focusing on PERMA:
Positive emotions, Engagement,
Relationships, Meaning and
Accomplishment. Find out more
via Positive Psychology.

I Having a positive outlook on life

can help improve your health and
overall wellbeing. Take time to
appreciate both the small triumphs
and great accomplishments
throughout your wellness journey.
Know that everyone falls down at
some point, but getting up and
moving forward is always the most
rewarding option. #TipOfTheWeek
#JuliaPearlWellness
#WellnessJourney #BePositive
#BeHealthy

https://www.dropbox.com/s/e7fmipkf9y
roqit/JPW_Social_16.jpg?dl=0

55


Appendix C
Communications Kit
Biography, Company Overview, Proposal Template

56
 Julia Pearl
Wellness Consultant, Innovative Educator, Fitness Expert

Julia Pearl is the owner and founder of Julia

Pearl Wellness, a corporate wellness
consulting firm specializing in on-site
employee stress reduction programs. With a
Master of Science in health care delivery from
Arizona State University and over 20 years
working in the fitness industry, Pearls
education and experience make her a
distinguished wellness expert. Through
evidence-based research, advanced skill and
first-hand knowledge, Pearl has developed
exclusive worksite wellness programs that
focus on physical, mental, spiritual and
emotional health.

Pearl thrives on sharing her passion for health and wellness with others and has
devoted over 20,000 hours to working with clients in yoga, group fitness and
personal training. She has developed a specialization in wellness consulting by
providing personalized coaching to individuals and various groups over the
past 20 years and believes that education is an essential component of behavior
change.

As a lecturer at the School of Nutrition and Health Promotion at ASU, Pearl

creates and delivers innovative curriculum to help students develop into
successful health professionals. In addition, Pearl shares her knowledge and
advice with a larger audience by hosting online webinars that are open to the
public.

Pearl is an American College of Sports Medicine (ACSM) certified personal

trainer, an Aerobics Fitness Association of America (AFAA) certified group
fitness instructor and an eRYT registered yoga instructor, a certification that
requires 5,000 hours of training.

57
 Julia Pearl Wellness
Company Overview

Julia Pearl Wellness provides wellness consulting solutions for Phoenix-area

businesses and organizations. Founder and wellness coach, Julia Pearl,
combines research-based educational material, physical activity and
mindfulness components in her four-week, on-site stress reduction programs
for employees. Her high-touch model creates customized strategies to
promote healthier lifestyles, which increase productivity and organizational
performance. For more information, please contact Julia Pearl at
info@juliapearlwellness.com.

58


Stress Reduction
A four-week corporate seminar series

59
 About the program

The Julia Pearl Wellness Program combines evidence-based educational

material, physical activity and mindfulness components in a four-week seminar
series developed for groups of 10 to 200 individuals. The program includes
four 70-minute sessions led by Pearl at the worksite, making it easy and
convenient for employees to participate.

The program also includes:

v One-on-one consultation to develop personalized strategies
v Material for promoting the programs to employees
v Confidential pre- and post-testing to assess individual growth

Each week will focus on the following components

Week one

Physiology of Stress The underlying mechanisms and hormonal

responses the body uses to eliminate,
reduce or cope with stress

Week two

Effects of Toxic Stress Understanding and reducing toxic stress

that leads to weight gain, cravings, sleep
issues and other long-term health
implications

Week three

Benefits of Stress Understanding good stress, or eustress, and

how to utilize it to enhance productivity

Week four

Stress Solutions Evaluation of stress test scores and program

results and development of solutions for
managing future stress

Prices start at $999

60


Appendix D
Flyer

61
 62
 Appendix E
Target Organizations Outreach List

63
 Target organizations in the Phoenix Area with less than 200 employees

Organizatio Contact Contact Email Phone Facebook Website

n Name Name Title Address Number
Co+Hoots Kay Community hello@cohoo 602.688.2825 /cohoots www.cohoots
Tanstrum Manager ts.com .com
Seed Spot Corinn Perry Director Of corinn@seed 602.456.9944 /SEEDSPOT/ www.seedspo
Administrati spot.org t.org
on
Equity David Outlaw Senior david.outlaw 480.428.3305 n/a www.equity
Methods Manager, @equitymet methods.com
Valuation hods.com
and HR
Advisory
Services

Longboard Howard Managing info@longbo 602.910.6962 /longboardas www.longboa

Asset Fraiser Director ard-am.com setmanagem rdmutualfun
Management ent/ ds.com
Ashton John Ashton CEO john.ashton 602.222.2101 n/a www.ashtont
Tiffany, LLC @ashtontiffa iffany.com
ny.com
Taylor RyMar Rodney Managing rptaylor@tr- 480.951.0517 /taylorrymarc www.tr-
Corp. Taylor Principal corp.com orp corp.com
The James Veronique CEO info@thejam 480.248.6710 /TheJamesAg www.thejame
Agency James esagency.co ency sagency.com
m
Renters Kevin Ortner CEO info@renters 480.626.2226 /rentersware www.renters
Warehouse warehouse.co house warehouse.co
Arizona, Inc. m m
Picmonic Ken Co-Founder + feedback@pi /picmonic www.picmoni
Robertson EVP OPS cmonic.com c.com
Clear Title Scott Chief Title spearson@cl 480.278.8484 /ClearTitleof www.cleartitl
Agency of Peterson Officer eartitleaz.co Arizona eaz.com
Arizona m
Answer 1, Chris Hudock Director of csr@answer1 602.234.0111 Answer1Com www.answer
LLC Human .com munications 1.com
Resources
Bishop Fox Francis Leading contact@bis 480.621.8967 /BishopFoxC www.bishopf
Brown Partner hopfox.com onsulting ox.com
Axosoft Hamid Founder marketing@ 480.362.1900 /Axosoft www.axosoft.
Shojaee axosoft.com com
Rose Law Jordan Rose Founder and jrose@rosela 480.505.3936 /jordan.r.rose www.roselaw
Group President wgroup.com .3 group.com

64
Arizona Bill Burke President n/a 480.641.1042 /arizona.ston www.arizona
Stone & e stone.com
Architectural
Products
Landings Margaret President info@landin 480.967.9475 /LandingsCU www.landing
Credit Union Hunnicutt and CEO gscu.org scu.org
Frazer Ryan Jim Ryan Managing jryan@frgala 602.277.2010 /Frazer- www.frgalaw.
Goldberg & Partner w.com Ryan- com
Arnold, LLP Goldberg-
Arnold-LLP
LaneTerralev Beau Lane CEO info@laneter 602.258.5263 /laneterralev www.laneterr
er ralever.com er alever.com
Owens Scott Harkey President info@ohpart 602.254.5159 /ohadvertisin www.owensh
Harkey ners.com g arkey.com
Advertising
Lovitt & Charles President info@lovitt- 602.956.2250 /lovitttouche www.lovitt-
Touche Touche touche.com touche.com

65