Retirement Community Campaign Strategy

<Client Name>
Retirement Community Campaign Strategy
November 1, 2007

Note: this project plan was created while I was working with
Rare Method

<Client Name> – Campaign Strategy for Retirement Communities

Table of Contents
I. Project Overview: Marketing Strategy.............................................................................2
II. Summary of Product Offering .....................................................................................4
1. Pricing vs. Competitors .................................................................................................................... 4
2. Overview of Facilities ....................................................................................................................... 4
3. SWOT Analysis .................................................................................................................................. 5
III. Marketplace Review ..................................................................................................7
1. Market Conditions ........................................................................................................................... 7
2. Competition & Review of Materials ................................................................................................. 8
IV. Creative Discovery .....................................................................................................9
1. Creative Brief Summary ................................................................................................................... 9
2. Target Audience ............................................................................................................................. 10
a. Primary Target Audience ........................................................................................................... 10
b. Secondary Target Audience ....................................................................................................... 10
c. Primary Audience Needs Profile ................................................................................................ 11
d. Decision Making Flow ................................................................................................................ 12
V. Recommended Marketing Tactics ............................................................................. 13
1. Project Activities ............................................................................................................................ 14
2. Offline Media Budget & Timing ...................................................................................................... 15
3. Discussion of Offline / Traditional Buy Options ............................................................................. 16
a. Print Advertising ........................................................................................................................ 17
b. Radio Advertising....................................................................................................................... 17
c. Out-of-Home ............................................................................................................................. 17
d. Television Advertising................................................................................................................ 18
e. Other Media Considered ........................................................................................................... 18
4. Online Media Budget & Timing ...................................................................................................... 19
a. Pay-Per-Click .............................................................................................................................. 19
b. Banner Ads ................................................................................................................................ 20
5. Microsite Plan ................................................................................................................................ 21
a. Recommended Site Map ........................................................................................................... 21
b. Wire Frames – Key Pages .......................................................................................................... 22
VI. Appendices .............................................................................................................. 25
Appendix A: Growth in Seniors Population in Alberta.............................................................................. 25
Appendix B: Senior Home Ownership ...................................................................................................... 26
Appendix C: Alberta Seniors and Type of Living Arrangements ............................................................... 26
Appendix D: Projections of Continuing Care System ................................................................................ 27
Appendix E: Median Household Income – Selected Communities........................................................... 27
Appendix F: Snapshot of Competitors Promotional Materials ................................................................. 28

1

I. Project Overview: Marketing Strategy
<Client Name> has allocated a total budget of $100,000 to run a 3 month test-campaign in service of their
three retirement communities:
• <Retirement Residence #1>

This document addresses:
• Summary of Product Offering
• Marketplace Overview
• Creative Discovery
• Identification of Target Audience & Decision Marking Process
• Recommended Marketing Tactics

The core challenge is how to market three separate entities, as each with a different name, identity and
distinct personality.

Recommendation 1:
As a solution, we recommend building the traditional campaign around a single “microsite”, which
reinforces the positioning of the three communities.

We recommend a three-part Marketing Strategy execution for this three month campaign:

Traditional Campaign
• Creative Development
• Out of Home (transit / mall)
• Newspaper
• Radio (tbd)

Online Campaign
• Google AdSense Network Banner ads
• Google Pay Per Click
• Banner ad Development

Microsite
• 4 -5 page site
• Provide overview information on the 3 communities
• Call-to-action to ask audience to book site tour with individual property

Additionally, we recommend revising the scope of the “Marketing Strategy” budget in order to free up
additional budget for execution of the above.

<Client Name> – Marketing Strategy for Retirement Communities 2

Recommendation 2:
If the client lead is comfortable with the extent of the research and marketing recommendations
provided within this document, we suggest considering this project “closed” at this stage, and
reallocating the remaining budget to the actual campaign execution.

Based on reallocating the balance of the marketing strategy, the recommend execution is as follows:

Initial Budget Allocation Recommended Budget Allocation
$ % of Budget $ % of Budget

Total Budget $100,000 $100,000

Marketing Strategy $11,200 11% $6,200 6%

Ad Campaign Development
Creative $13,331 13% $13,331 13%
Offline media buy $58,000 58% $58,000 58%

Online Campaign Development
Banner ad development tbd $1,800 2%
Campaign Set up and Reporting tbd $3,100 3%
PPC media buy tbd $3,640 4%
Banner Ads media buy tbd $6,000 6%

Microsite tbd $7,900 8%

Unallocated $17,470 17%

Total $100,000 $99,971

If this shift of budget / scope is not a fit for the client, outstanding deliverables include:
• Review of Brand Touch points for each of the 3 retirement communities
• Review of sales process to determine if there are additional opportunities to enhance the brand
experience
• Update the recommended Marketing Tactics as outlined in Section V in order to keep the project
within the total $100,000 budget


II. Summary of Product Offering
1. Pricing vs. Competitors

The pricing of each of the three communities support the positioning as being both premium properties
and offering quality service. The pricing grid research as provided by <CLIENT NAME> shows that the
price points are generally in the same range as most of their identified competitors.

<Retirement Residence #1> (#1)
• <Retirement Residence #1> is priced significantly higher than <Competitor 1> with a $500
difference in starting prices
• <Retirement Residence #1> starting price is only $100 more than <Competitor 2> but offers a
wider range of units
• This community is unique in that they are the only one to offer stand-alone cottage units

• <Retirement Residence #2> is priced slightly higher in comparison to <Competitor 3>
• When compared with the <Competitor 4> there is a significant price difference ($1,000) with
<Retirement Residence #2> starting at $2,045 while the <Competitor 3> starts at $1,200
• <Competitor 4> provides a purchasing option
• <Competitor 5> starts at $2,300 while <Retirement Residence #2> starts at $2,045

• The main competitor of <Retirement Residence #3> is Fountains of Mission, which is priced
higher starting at $2,400 while <Retirement Residence #3> starts at $1,695
• <Competitor 6> also has 2 bedroom suites while <Retirement Residence #3> does not provide
this option

2. Overview of Facilities
<Retirement Residence #1>, <Retirement Residence #2>, and <Retirement Residence #3> are unique
retirement communities that emphasis independent living rather than “assisted living”. Managed by
Diversicare, these three communities help residents create a new home and social network by engaging
them in an active lifestyle with others.

All three lodges provide similar amenities and services including:

• Variety in room suites / types • Dining room with meals prepared by
• Tuck shop / general store Executive Chefs
• Beauty /Barber Services • Breakfast rooms / snack rooms
• Library and computer kiosks • Library
• Building security • Protected landscaped grounds
• Laundry services • Scheduled activities and social events
• Fitness / wellness centers • Safety / emergency system
• Saline swimming pool (Lake #1 only) • Transportation to offsite destinations
• 24-hour Health Care • Private dining room
• Games rooms • Guest room


Notes on Individual Communities:

<Retirement Residence #1> <Retirement Residence #2> <Retirement Residence #3>
• Feels like: 5 Star Hotel • Feels like: ski lodge • Feels like: “grand” but warm/
• Highly independent living environment friendly atmosphere
• Located in established • Residents mainly from • Diverse group of residents
community surrounding neighborhoods • Rich historical background (35
• Upscale, classy, elegant • More active than <Retirement years)
atmosphere Residence #3> • Most equipped to provide
• Residents tend to be high • Location can be viewed as a service to more frail residents
powered, usually professionals challenge or a benefit: outside
• Saline Pool of the busy city with mountain
views

3. SWOT Analysis
Based on property tours, interviews with the key team, and information provided by <CLIENT NAME>,
Rare Method has compiled the following SWOT Analysis.

Strengths – positive elements that are of internal origin
• Positioned and able to deliver as an accessible higher-end seniors community
• Facility and Services address the key needs of seniors (24h health support, activities, dining
room, communal areas)
• Variety of accommodation options
• Competitive pricing in comparison to other local key industry players
• Comprehensive services that are on par with competitors
• Good variety in location options: located in three affluent areas of the city (and therefore likely
to be close to adult children)
• Managed by Diversicare (won 2006 Order of Excellence Profile)
• Participation in events support industry players – i.e. Kerby Center
• Ability to position each property as unique from each other, thereby offering a choice
o #1 feels stately and high-end
o #2 feels serene and peaceful; a lodge like get-away
o #3 is very established and recognized in the market – can build on its reputation as a
Calgary icon

Weaknesses – negative elements that are of internal origin
• Lack a clearly stated competitive advantage
• Have not clearly identified what makes the three communities distinct from each other
• Location of <Retirement Residence #2> difficult to sell (according to Sales manager)
• There is currently no purchase option
• Low association with local organizations such as the Government of Alberta, Alberta Senior
Citizens’ Housing Association (ASCHA)
• Out of date websites: general lack of information, difficult to search, look dated
• Past marketing activities have not successfully drawn on the strength of having three
communities within Calgary
• Cannot provide more extensive care if guests’ needs escalate (e.g. higher health needs or
Dementia)
• Lack signature “event” that generates awareness in the market place (i.e.: Fountains of Mission –
Calendar Girls)


Opportunities – positive elements that are of external origin
• Growth in Alberta’s aging population with the aging boomers and increasing life expectancy. See
Appendix A.
• Continued strength of real estate market; many seniors own homes and will realize extensive
gains, making this an affordable option
• Senior disposable income is growing. Many are home owners but do not carry a mortgage (See
Appendix B)
• Alberta Seniors have unique spending pattern – largest expense is on shelter (21 per cent of
1
overall total expenditure )
• Lack of staffing and unreliable service delivery with a key competing option (Home Care)
• Educated population’s perception about “retirement communities” can be changed

Threats – negative elements that are of external origin
• Projected growth for Home Living significantly higher than Supportive Living (See Appendix C)
• General negative stereotypes of Senior Living Communities (i.e.: undesirable traits including cold
sterile facility; nursing home)
• Skilled Workers high in demand; retention of talent become more and more difficult
• Increased competition due to the rise in demand in Senior Communities

Please refer to Appendices for additional statistics.

1
Seniors and Community Support. (2007). A Profile of Alberta’s Seniors. The Government of Alberta.


III. Marketplace Review
In order to gain a better understanding of the marketplace in which these three Retirement Communities
are competing in, we have compiled research from a variety of sources to assess the current market
place, opportunities, and challenges.

1. Market Conditions

Industry Background
The government of Alberta has defined three levels of Continuing Care System for seniors:
• Home Living: seniors who live in their own homes
• Supportive Living: combination of housing with supportive services
• Facility Living: long-term care facilities providing extensive care

For the purpose of this report, focus will be placed on Supportive Living and Facility Living. Supportive
Living is a combination of housing with supportive services. Currently, there are an estimated total of
2
22,000 units and 600 facilities under this category. Another form of accommodation that is available for
the elderly is Facility Living which includes long-term care facilities that provide extensive care for seniors
unable to remain at home or in a supportive living center.
3
There are about 180 facilities currently in Alberta with 14,000 residents . A cap on accommodation rates
have been set as of October 1, 2007 for these Facility Living accommodations (private room:
$1,543/month; semi-private room: $1,338/month). Both forms of accommodations are subject to the
Accommodation and Health Service standards. Supportive Living for seniors makes up 5% of Alberta’s
senior living accommodations and Facility Living makes up 3% of the total. (See Appendix D)

The Seniors Community is a lucrative market as Alberta’s aging population continues to climb. The
average age range of a resident staying at a lodge is mid 80’s. <CLIENT NAME>’s properties show similar
stats, with the average ages:
• <Retirement Residence #1> at 84 years old
• <Retirement Residence #2> at 84.5 years old
• <Retirement Residence #3> at 86 years old

Although residents themselves take part in the deciding in which Senior Community to reside in, their
adult children often affect this decision. Adult children’s search for a lodge is usually triggered by a crisis.

These individuals are well-educated professionals, ranging in the age between 45-55 years old. They
conduct preliminary research and shortlist senior communities their family member’s final review. Adult
children also prefer to have their senior parents nearby and will often find accommodations in close
proximity of their own homes. They are willing to pay extra dollars to ensure their senior family
members are receiving quality care in facilities with high standards. Their income levels are usually higher
than the average Calgarian (see Appendix E for median household incomes by neighborhood).

2
Seniors and Community Support. (2007). Supportive Living in Alberta. The Government of Alberta.
3
ibid


2. Competition & Review of Materials
A key competitor to both Supportive and Facility options is the increase in those choosing to employ
Home Care Services. These groups of service providers are strongly backed by the Calgary Health Region
who support seniors to stay as long as they can in their own homes.

These services are extensive and similar to the ones that <Retirement Residence #1>, <Retirement
Residence #3> , and the <Retirement Residence #3> provide. Home Care services emphasize their “one-
on-one” compassionate care while providing seniors the freedom to live at home and range from Home
Support workers to Live in Caregivers. Carewest Innovative Health Care, the Family Caregiver Centre,
Signature Care are a few programs that provide Home Care Services.

The three lodges are also faced with competition from other local senior communities. They are
comparable not only in price, but location, services, and amenities as well. Due to the many residents
who are directly drawn from the nearby communities, other senior lodges in close proximity to
<Retirement Residence #1>, <Retirement Residence #3> , and <Retirement Residence #3> would qualify
as their direction competition.

Main Competitors of <Retirement Residence #1>:
1. <Listed with website>



Similar to the three lodges under <Management Company>, both <Competitor 6> and The <Competitor
1> fall under the umbrella of The Retirement Residences Real Estate Investment Trust. They are marketed
often as being a part of an umbrella management company.

Overall, the competing properties have done a superior job in both the visual appeal in print and online
marketing. We recognize that the Advertising Campaign undertaken by <CLIENT NAME> is the first step in
addressing this issue.

Please see Appendix F for comparisons of competitors’ past promotional activities (websites and print
ads).


IV. Creative Discovery
1. Creative Brief Summary
<Retirement Residence #1>, <Retirement Residence #2>, and <Retirement Residence #3> are three senior
communities that are managed by Diversicare. They are unique retirement communities and NOT
facilities. Emphasizing independent living rather than “assisted living” they help residents build a healthy
home by engaging them in an active lifestyle with others.

All three lodges provide similar amenities and services as outlined in Section II. Although all three
communities have similarities, each evokes its own unique flavour and style.

All three communities recognize that within the senior's community industry there are competitors that
affect them. In addition to nearby senior facilities, they are also in direct competition with the Home Care
systems who encourage seniors to stay at home longer. The number of seniors choosing to stay in their
homes has been growing. This trend is partly due to Home Care services have been romanticized. Their
weaknesses, including inconsistency and the lack of ability to provide the social needs of seniors have
often been downplayed.

Where Home Care service fall short in providing adequate and consistent service for seniors, <CLIENT
NAME>’s three communities have successfully been able to satisfy the required blend of independence
and support.

Key competitive advantageous over rivals include:
• Emphasis on numerous events and activities that engage residents in building social network
• A balance of a tranquil setting due to shared indoor and outdoor space
• Ideal locations offering distinct environments / experiences
• Professional and dedicated staff
• Safe and secure environment while encouraging independent living and freedom
• Encourage family involvement
• Trial rooms and support in transition

These features of the three communities have been marketed in various mediums:
• Print ads (community newsletters, phone directory, Apple magazine)
• Website
• Brochure Packages
• Referrals & word of mouth

Referrals and word of mouth have also been effective in drawing potential residents in to visit the three
lodges. During the visits, strong personal skills and thorough guided tours have allowed the three lodges
to reach capacity.


2. Target Audience
Based on discussions with the teams at each of the three Retirement Communities, we have identified the
following target audiences. The direction of the visual identity and recommended marketing activities has
been tailored to address the primary audience (Adult Children), while still appealing to the secondary
audience.

a. Primary Target Audience
Primary Target Audience: Adult Children / Researcher Role / Decision Maker
• Adults 45 – 55
• Professionals
• Affluent
• Female skew
• Living / working in Calgary (especially South, Northwest, Central)

Role:
• Will conduct preliminary research on-line and through peers to short-list a series of potential
locations
• Will be a co-decision maker together with the potential resident
• May need to play a persuasive role to convince the potential resident that it is time to move to a
community like this

Concerns: / Motivators:
• Health and safety of parent
• Mental well-being of parent (e.g. issues of loneliness or withdrawal)
• Concern about transition and parent’s happiness

b. Secondary Target Audience
Secondary Target Audience: Potential Resident / Decision Maker
• 70 +
• Retired, possible retired professional
• Some health concerns, but do not require continuous care
• Affluent with savings and/or equity built up in house value
• Primarily Calgarians (those from other regions in Canada have adult children living in Calgary)

Role:
• Will be a co-decision maker together with the adult child
• May do some research through peers

Concerns: / Motivators:
• Personal health and safety (access to care)
• Quality of food
• Balance between personal independence and services provided
• Quality of living space
• Emotion around giving up their home, loss of independence
• Social interaction and sense of community
• General amenities
• Cost / affordability


c. Primary Audience Needs Profile

The following document is a summary of our discussions with the sales and marketing representatives at
each of the three communities. This document helps the creative team gain an understanding of who the
target audience is, and what we need to communicate to them.

Who am I?
I’m an “adult child” whose parent has been retired for years, and I’m starting to worry about their
happiness and ability to take care of themselves. My parent lives on their own and has been independent
for years, but lately they don’t have as much ability to do the housework, organize people to do yard-
work. Maybe they had an accident recently and they aren’t as mobile.

My parent isn’t seriously ill, but is no longer self-sufficient, so we both worry about his/her health and
safety around the house. I can sense that he/she is lonely – and as much as I want to be there for them, I
have my own family to take care of and my own life. I can’t be there to fulfill all of their social needs.

I’m a professional, and between my parent’s savings and our household income, the cost of these
communities isn’t the key concern.

What do I think about [the client]?
I’ve heard of these three retirement communities, and I’ve driven past them from time to time. I may
have friends whose parents live in one of these communities, but I don’t know what to expect to find
there. I use the terms nursing home, retirement home, and assisted living interchangeably.

How do you want me to think after the communication?
This family of retirement communities offers independent living options for seniors with a range of
activities, services, health care support and amenities.

I know that my parent will be happy here, and well taken care of, as these communities are higher-end,
service-focused, professionally managed and very friendly.

My parent can make this their new home, complete with new friends and essential supports like 24 hours
health care. This means I won’t have to worry about their safety or feel guilty about them being lonely.

So, in one sentence, what’s the most powerful thing you can tell me?
These communities become the senior’s home and community. These communities offer independent
living, with health, safety, social needs and essential needs taken care of.

Why should I believe you?
• Visual impact of walking in – residents are happy and the facilities are impressive
• Positive testimonials from residents (seniors) and adult children
• These communities are well established and have good reputations

When and where will you be talking to me?
• Print ads / selected transit ads
• Website
• Possibly radio

Where can I continue the conversation?
• By phone when you book a tour


d. Decision Making Flow
According to our discussions with the three Communities, this is the typical decision making process.

Trigger
Health crisis, general wellness
concern, concern about
happiness / loneliness

Research & Info Gathering
Usually conducted by the
adult child: facility, price, level
of care, accommodations

Site Tour Discussions between Adult-
Child and Senior

Additional Research &
Discussion

Final Selection & Decision


V. Recommended Marketing Tactics
<CLIENT NAME>is bringing three properties to market and needs to maximize their marketing budget.
This project has a total budget of $100,000, which encompasses all creative, strategy, and media buy
activities.

We recommend establishing a microsite with an easy to remember address for the call to action for all
marketing materials.

The microsite will act as a portal and will provide information about the three properties, and will direct
them to call to book a tour at the property that fits their needs.

Print Advertising Campaign Online Campaign
• Transit / Mall posters • Initial 3 month run
• Newspaper / Community Papers • Test PPC Campaign in Google only
• Possibly radio (tbd) • Banner ads (text)
• Initial 3 month run • Calgary Market only (by IP address)
• Calgary Market only
Call to action – direct link to:
Call to action to learn more: New Microsite
New Microsite

Microsite Website
• General information about “us”
• Locations (maps & distances)
• Common Questions & Concerns Basic web stats to track
• Choosing the right Community hits and possible contact
• Details on each of the 3 communities form (track by thank-you
page)
Call to action to learn more:
Call to Book a Site Tour

Site Tour Track number of inquires,
• Call sales people at individual properties tours, and closes. Sales
• Goal is to book site tour team to specifically ask if
they are calling because
they’ve seen the print ads
or website


1. Project Activities
Based on a total budget of $100,000, we recommend:
• A traditional ad campaign aimed at the primary audience (adult children) to build name
recognition and to introduce the option of <CLIENT NAME>’s retirement communities
• Traditional execution options to be discussed with the client
• An online campaign aimed at the primary audience who are actively engaged in researching care
options of their parents
• A single microsite for all three communities to address the key decision making concerns and to
reinforce our positioning

Additionally, we recommend revising the scope of the “Marketing Strategy” budget in order to free up
additional budget for execution of the above.

Based on reallocating the balance of the marketing strategy, the recommend execution is as follows:

Recommended Budget Allocation
$ % of Budget

Marketing Strategy $6,200 6%

Ad Campaign Development
Creative $13,331 13%
Offline media buy $58,000 58%

Online Campaign Development
Banner ad development $1,800 2%
Campaign Set up and Reporting $3,100 3%
PPC media buy $3,640 4%
Banner Ads media buy $6,000 6%

Microsite $7,900 8%

Total Budget (pre-GST) $99,971

Marketing Strategy
The original budget for the marketing strategy was $11,200. We recommend reducing the deliverables
(specifically the three website audits), and shift the budget to $6,200.

We recommend reducing the scope of this document in order to free up more budget for media activities.
Investing in the media buy will allow us to offer more exposure for the campaign and therefore better
success for the campaign overall.

If this recommendation is acceptable, the final deliverable for the Marketing Strategy project would be
the final version of this document.


2. Offline Media Budget & Timing
The media buy plan is based on a short-term campaign running in market for three months. Media buy
activities will focus on reaching the RESEARCHER (Adult Children), while being mindful that seniors are
heavy media users (newspapers, community posters and talk radio) and will also be exposed to the
campaign.

Traditional media will direct the user to a common microsite that provides an overview of the three
Retirement Communities and a clear call to action to either a website form or to call the community
directly.

In the long-term, the team recommends planning for an annual campaign with scheduled placements.
Pending the success of the trial campaign, we would work with <Client Name> to develop a media
strategy that speaks to long-term marketing needs, so we are able to keep the three properties top-of-
mind with both the Primary and Secondary markets.

Rare Method’s Offline Media partner is DSA Baron. DSA Baron has provided the following preliminary
recommendations:

Offline Media Objectives:
• Reach the appropriate target markets through targeted media selection.
• Maintain maximum frequency throughout the campaign to establish strong visual identity.

Timing: January – March 2008

Primary Market Coverage: Calgary South, Calgary Northwest, Calgary Central

Media Budget
The media buy budget for the initial campaign is $55,000 - $58,000 (to be confirmed)

Media Recommendation
In order to achieve maximum reach and frequency against the primary and secondary target audience, a
multi-media approach is recommended. Each media choice offers unique strengths in delivery the
campaign message while providing support and complementing the other campaign elements.

Media Selection
Media choices suited to providing visual impact, targeted reach and high frequency have been selected
for this campaign. As we are still developing campaign components at this point, an explanation of the
media choices has been provided but the final plan will be adjusted to fit the final budget, strategy and
creative components.

• Print advertising provides visual awareness for the campaign message and convey specific details
and direction to the website.
• Radio sets tone for the creative message and provide targeted reach and good frequency to
establish awareness.
• Out-of home advertising provides sustained visual awareness and increased frequency for the
campaign message.
• Television advertising provides maximum reach for the campaign message through targeted
programming.


3. Discussion of Offline / Traditional Buy Options
Our media partner DSA Baron has put together the follow “menu” of different traditional media buys for
<CLIENT NAME> to review and discuss to determine which options are best for your market. Please note
that the total buy for all activities listed here exceeds the budget – we will work with <CLIENT NAME> to
prioritize and select the right blend of activities.


a. Print Advertising
Newspaper advertising provides an opportunity to explain details of the campaign message as well as
establish a visual identity. Newspaper will support the other campaign components at the initial launch
period. We recommend the Calgary Herald as the readership of this papers skews high to the older
demographic, as well as higher income/education/employment. Additional ads will be picked up in the
Neighbours edition to increase the reach and to take advantage of the weekly senior’s editorial.

We recommend holding off advertising in the vertical publications after the initial launch phase is
complete in order to allow for maximum weight on the key media components.

Targeted vertical print publications reach the specific sectors of the target market. Kerby News ensures
the seniors are reached. Regional community publications target communities near the properties.
Community newspapers are skewed to females as well. Business Edge reaches professionals as this is a
well read local business newspaper. This publication should be considered in the future to reach
employed urban professionals. Avenue is a good upscale lifestyle publication and Apple is a health and
lifestyle publication. Prime Time Annual will ensure reach to the senior market. TV Times provides reach
to less active seniors.

b. Radio Advertising
We recommend at least one audio component for this campaign. In order to maximize budget efficiency,
either radio OR television will be used. Radio will create awareness, establish an audio mood and provide
frequency for the campaign message. Radio station selection will be based on the latest BBM book. In
order to maximize the efficiency of this campaign, we recommend the top station reaching the active
adult 45-64 age group and one station to reach the Seniors age group. Older demographics are easy to
reach with minimal frequency as they have time to spend listening to radio. Talk radio formats are
efficient to purchase and can skew to upper incomes.

c. Out-of-Home
Several options were considered for out-of-home. Out-of-home provides high frequency, long term
awareness for the campaign message, geographic targeting and visual impact for the campaign message.

i. Exterior Transit Kings
These are recommended to target the active and mobile demographic. The transit kings offer an
opportunity to reach into communities where other outdoor options are limited (or do not exist). The
kings are visible to the target audience as they make their daily commute to work as well as when they
are taking their own children and parents to activities, appointments or shopping. This component will
also reach the mobile seniors when they are out in the neighborhood. The creative materials have
longevity and provide the most opportunity for bonusing. Exterior Transit is mobile, thereby reaching a
larger area of the city and creating the impression that the message is everywhere. The buses can also
reach areas of the city where other forms of Out-of-Home are not available. Exterior Transit is visible to
drivers, pedestrians and transit users, ensuring maximum reach both demographically and geographically.

ii. Mall Posters
Mall Posters are a good choice that reaches the female skewed audience as well as seniors. City sectors
can be targeted by selecting specific malls within the city. Mall posters are recommended for
consideration should budget allow.


d. Television Advertising
Due to cost considerations, either television OR radio will run for the launch campaign. Television
advertising will provide maximum visual awareness for the properties. The audio-visual environment will
ensure the locations and website are highlighted. Careful program selection based on the latest BBM
numbers will ensure maximum reach to the key target audience. Avoiding peak advertising periods will
ensure that premium rates are avoided. In order to stretch the television budget, a mix of 15” spots and
closed captioning tags are recommended.

Television will provide good reach to both target groups as well as provide frequency for the campaign
message. Ensuring that the program selection is limited will ensure high reach. There is a lot of cross-over
viewing between the two demographics and with the Senior market being the highest viewers of
television it is almost impossible not to reach this group. News content will ensure reach to the
professional upscale target group.

Television also incorporates the “prestige” factor to provide a good impression of the services. Creative
can be fairly simple and billboards can be produced for very little cost.

e. Other Media Considered

i. Additional Out-of-Home
• Additional Out-of-Home elements were investigated. These include posters and theatre screen
ads.
• Bus kongs and wraps are effective and provide more visibility but are costly. We are not
recommending these at this time due to budget.
• Posters (10’ x 20”) are another effective medium for visual impact with the larger than life image.
Although exterior transit is effective in reaching the major centres, they are expensive do not
reach the suburban areas. Long term high impact poster campaigns are very expensive and avails
are limited in the key markets. Posters are not recommended for the launch campaign.
• Theatre Screen advertising provides larger than life visual impact. Theatre advertising reaches all
key demos but also has a fair bit of waste circulation with high reach to younger audiences. The
spots run in a continuous loop and run a minimum of once per show. The digital slides are 10” in
length. Lead times are approximately the 10th of the month prior to air. Theatre screen
deadlines are not flexible.

ii. Urban Market free dailies (Metro, RushHour etc)
• During the last 3 months several free dailies have launched in the Calgary. These are not
recommended as they are distributed in the downtown core and near coffee shops. These
papers should target employed Adults but have a younger skew.


4. Online Media Budget & Timing
The online media buy plan will be based on a short-term campaign running in market for three months,
with geo-targeting for Calgarian IP addresses only. As with the offline media, the goal is to reach the
RESEARCHER (Adult Children).

We recommend a combination of PPC (Pay Per Click) ads, Text-Based ads, and designed Banner Ads. Each
of these will direct the user to a central microsite that provides an overview of the three Retirement
Communities, addresses common concerns, and that directs the user to either a website form or to call
the community directly.

The recommended total budget for online media activities is $14,540, which addresses:
• Online campaign research, keyword recommendations, banner-site recommendations, and
campaign set up
• Copy and Design for online banner ads (will reflect traditional campaign)
• First week reporting & tweaks, followed by monthly reporting on both the PPC and Banner-ad
campaign

a. Pay-Per-Click
Search Engine Marketing (SEM) is a term given to a multitude of techniques to help drive online traffic
through either paid or organic search optimization. Whereas results from Search Engine Optimization
(natural ranking) is more credible in the eyes of the user, SEO activities can take four to six months to start
delivering results, and are dependant on the competition around your targeted keywords,

Through a Pay-Per-Click (PPC) program, we can deliver significant traffic to a site regardless of the organic
positioning of the site against the competition.

Highlighted section represents location of CPC in Google

Cost-Per-Click is much like an online auction of sorts, where advertisers compete for the opportunity to be
in first place for any given search term. With most CPC networks it’s the advertiser that bids the highest
cost per click that receives top billing in the section(s) dedicated to sponsored listings.

PPC Campaign Outline
• <CLIENT NAME> to work with Rare Method to develop an initial “seed list” of targeted words to
spark our research
• Rare Method to develop a list of up to 150 targeted key-words /key-phrases and corresponding
ad text in Google Search Engine only
• Campaign will be targeted to reach Calgary IP addresses only
• Targeted average daily spend of $40 / day for a net media spend of $3,640
• Monthly spend / success reporting (done in combination with the banner-ad reporting)


b. Banner Ads
Rare Method will develop two types of banner ads for the <CLIENT NAME> retirement communities: text-
based ads as well as multi-panel display ads, both of which will link through to the microsite developed to
support the campaign.

“Vote Alnoor” at the top of this page was an IP-address
text ad

Both the “Accenture” and the “Home Depot” ads are
samples designed display ads

Designed and Text Banner Ad Outline
• Banner ads to be served to Calgary IP addresses only
• Rare Method to recommend selected websites based on target demographics and availability of
Google Banners
• Rare Method to show concept for one 3-panel story-boards for display ads for approval and
production
• Approved banner ad will be executed in both formats (“Leaderboard” and “Rectangle”)
• Rare Method to recommend text for text-only ads
• Targeted average daily spend of $66 / day for a net media spend of $6,000
• Monthly spend / success reporting (done in combination with the PPC reporting)


5. Microsite Plan

As aforementioned, all traditional and on-line campaigns will direct the audience to a central microsite.
The microsite design and content will be influenced by the Creative direction and tone of the ad
campaign, keeping the following in mind:
• It’s the call to action for the traditional and online campaigns
• The microsite’s objective is to provide enough “overview” info to satisfy those conducting
research into a retirement community
• The site will not provide detailed / exhaustive information on the facilities or pricing
• The primary call-to-action on each of the individual community pages will be to call to book a
tour
• The secondary call-to-action will be to visit the website of each individual community (suggest
“visit the <Retirement Residence #3> s website for more detailed information”)

a. Recommended Site Map


b. Wire Frames – Key Pages

Home Page


Interior Page – Sample Community Page


Book a Tour Page


VI. Appendices
Appendix A: Growth in Seniors Population in Alberta
Although Alberta is considered one of the youngest populations in Canada its population is aging rapidly.
The main contributing factors include low fertility rates, increasing life expectancy, as well as the aging of
4
baby boomers. In fact 360,000 seniors make up 10.7% of the Alberta population . This has been growing
steadily where Alberta’s overall population has grown 98% over the past 35 years, the seniors population
5
has increased by 162% and is expected to climb to 21.4% by 2031 .

4
Carr, Sarah, Seniors and Community Support. (2007). Population aging- facts and implications. The Government of Alberta.
5
Ibid


Appendix B: Senior Home Ownership
The percentage of home ownership amongst seniors was higher than the Alberta population as a whole.

Of seniors who owned their homes, almost 16 percent had a mortgage in 2001. The remaining 84 percent
had no mortgage. In comparison, almost 60 percent of all Alberta homeowners had a mortgage. While
seniors were more likely to be mortgage-free than other Albertans, the percentage of seniors with a
mortgage increased from almost 12 percent in 1996, to 16 percent in 2001.

Appendix C: Alberta Seniors and Type of Living Arrangements


Appendix D: Projections of Continuing Care System

Appendix E: Median Household Income – Selected Communities
Most adult children look for Senior Communities within close proximity of their own homes; a comparison
of their average income is reviewed below.

Median Household Income
Community Year 2000
Calgary $57,879
Lake #1 $92,715
#2 $104,947
Mayfair $116,131
Source: Statistics Canada, 2001 Census of Canada


Appendix F: Snapshot of Competitors Promotional Materials
Note: Detail Competitive Analysis has been provided by the client
Arbour Lake Fountains of Mission

Lakes of Rocky Ridge Evergreen Club

McKenzie Towne The Edgemont


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