Running head: MEDC ADVERTISING PLAN

Michigan Economic Development Corporation

ADVERTISING PLAN
December 10th, 2018

Eastern Michigan University

MKTG 369 Advertising
Fall 2018
Joseph Radding, Instructor
MEDC ADVERTISING PLAN 2

Table of Contents

1 Executive Summary pg.3

2 Company Background pg. 4

3 Marketplace/ Competitive Analysis pg. 4

4 Campaign Objectives pg. 8

5 Creative Brief pg. 9

6 Target Audience pg. 11

7 Unique Value Proposition pg. 12

8 B2C Strategy and Tactics pg. 12

9 B2B, B2T / Distribution Strategy pg. 13

10 Media Strategy and Plan pg. 13

11 Online Strategy pg. 14

12 Public Relations Strategy pg. 15

13 Integration Plan pg. 16

14 Evaluation pg. 16

15 Proposed Marketing Communications/ Advertising Creative pg. 17

16 Financial Projections and Budget pg. 19

17 References pg. 20
MEDC ADVERTISING PLAN 3

Executive Summary

The Michigan Economic Development Corporation’s (MEDC) goal is to help build, expand, and

strengthen communities and new market developments all over Michigan as a target for economic growth

and travel. When the MEDC was created in 1999, it opened opportunities in the market for a variety of

businesses across the State. MEDC’s success comes from many small businesses it collaborates with,

which increases the State’s economy, employment, and tourism.

In addition to small business collaborations, the MEDC also operates several in-house units.

These offices often will take on various tasks while still attempting to achieve the main mission of the

MEDC – to foster economic growth and tourism in Michigan. For example, the “Michigan Strategic Fund”

which attempts to remedy decaying infrastructure and economic engines of various cities across

Michigan, and a transportation development agency tackling the crumbing transit infrastructure of the

state (MEDC, 2018a). The scope of operations for this state agency is grand and is dependent on the

various subunits it oversees. The current handling of the “Pure Michigan” brand is inefficient and has the

capacity to capture more of the millennial market. By emphasizing selling features of the state, especially

those in Southeast Michigan, the MEDC can continue their mission to support tourism in the area.

The following is a brief analysis of the MEDC’s current managing office for tourism and, the

current curators of the “Pure Michigan” brand, Travel Michigan. Travel Michigan was entrusted with not

only increasing Michigan tourism, but also with driving the Michigan brand as a whole with advertising

campaigns. Travel Michigan was quite effective a decade ago, and it was nearly unanimously considered

a success with Forbes even naming it as one of the top ten all-time best travel campaigns in 2009

(Borgstrom, 2009). However, times have changed and so too must the tactics and focus of the MEDC.

The campaign has become stuck in its ways, reliving the rut expressed by its early inspiration, the phrase

“Like Alaska, only closer” (VanHulle, 2017a). Which works well with Baby Boomers but is not adequate to

grab younger generations. The markets have evolved, and consumers are getting their information in

mixed forms of media. Travel Michigan can now be viewed as too focused on building the Michigan brand

around wilderness travel while only providing minimal effort to promoting millennial tourism trends,

especially in Southeast Michigan.

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The current situation for the MEDC is not ideal but has plenty of room for expansion. The

customer base for Michigan tourism is changing since the advent of the “Pure Michigan” program, and

now the millennial market is emerging into its own. The oldest millennials are in their mid-thirties and

starting to have greater amounts of disposable income – a large flow of money that could be captured if

the proper tactics are applied. (Kuykendall, McCole, & Nicholls, 2016). Expanding into new markets

presents its host of challenges and the creation of a new office to assemble a fresh campaign focused on

millennial consumers may be in the MEDC’s best interest. Over the last decade the unit has seen a

decline in its effectiveness and connection to Michigan residents. A new office under Travel Michigan with

a specific focus on millennial engagement may remedy some antiquated tactics. An advertising campaign

that showcases Southeast Michigan, leveraging the “Pure Michigan” brand – focusing on the archetypical

concepts of millennial travel. An experience far less curated, one that feels “authentic”, and one more

about the destination or feel rather than the singular events expected (Fromm, 2018).

“Five business expansions that will generate a total of $33.5 million in private investment and

create 444 jobs in Southeast Michigan have received support from the Michigan Strategic Fund, the

Michigan Economic Development Corporation announced today. These projects underscore Michigan's

business-friendly environment and the strength of the state's manufacturing and IT talent, said by Jeff

Mason, CEO, MEDC” (Achtenberg, 2018). This is a great opportunity and start for the people and also a

major impact towards the state’s economy.

Company Background:

The Michigan Economic Development Corporation (MEDC) was created in 1999 by act of

Executive Order No. 1999-1, which split the Michigan Jobs Commission into the Michigan Department of

Career Development and the MEDC (Hohman & LaFaive, 2009). The MEDC is a merging of the public

and private sectors. Empowered by the state and driven by more than 100 business partners, the MEDC

attempts to market the state of Michigan as a prime target for economic growth and travel (Michigan

Economic Development Corporation [MEDC], 2018a). As such they have been entrusted with the “Pure
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Michigan” brand, carried by an interior unit titled “Travel Michigan” and have a vested interest in uplifting

the entirety of the state. Doing such a wonderful job that they have not only created a measurable impact

on Michigan tourism, but the campaign has also won several awards (Borgstrom & Lorenz, 2009).

Marketplace/Competitive Analysis:

Strengths Weakness
● Four national sports teams ● Infrastructure
● Detroit’s resurgence allowing for a ● Crime rate
fascinating “new” experience
● Independent brewing industry

Opportunities Threats

● Growth in perception of Detroit ● Tourism in other states

● Capitalizing on red tide in southern
coastal lines
● Capitalizing on wildfires in western states

Strengths

Though the Pure Michigan campaigns have historically focused on cities such as Traverse City,

and Mackinac Island, the rising of Detroit in a post-recession economy may be a great prospect for the

MEDC. Growth in Detroit has been included several upgrades to sports/entertainment venues, major

businesses like Google coming to the area and the addition of more retail and restaurants to keep up with

demand (The District Detroit, 2018). Several strengths, weaknesses, opportunities, and threats have been

analyzed to provide an objective overview on why Detroit would be a good candidate for Pure Michigan

and the MEDC to push for tourism.

The strengths of Detroit are too big to ignore. A city founded in 1701 has a rich history to tell all

that visit (Detroit Historical Society). The city is home to four national sports teams including the Lions

(National Football League), Tigers (Major League Baseball), Red Wings (National Hockey League), and

recently welcomed back the Pistons (National Basketball Association) (The District Detroit, 2018). At first

glance, a single sports team may not be cash cow, but when you look at the numbers and remember that
MEDC ADVERTISING PLAN 6

four teams are in the same city, it is nothing to scoff at. According to a study listed in a textbook titled

Sports Marketing by Fullerton, the city of Arlington, TX conducted an economic impact study on their local

Major League Baseball team, the Texas Rangers. It is estimated that $155 million is contributed the city’s

economy on an annual basis by having the team play in Arlington (Fullerton, 2017). The economic impact

of having four teams that are regularly broadcast on national television is incalculable due to the

countless factors involved, though inviting their rival audiences to visit Michigan is worth looking into. It is

projected that globally, the sports tourism industry will grow by $4.31 trillion by 2021 (The Boston Globe,

2018). Michigan’s business climate is one of the most favorable in the Midwest.

Michigan also has an incredibly strong craft brewing industry; featuring more than 236 individually

operating breweries across the state (MEDC, 2018c). This is an offering no other state can compete with

and is an incredible driver for tourism. Many Michigan communities have already recognized the

advantage their abundant craft breweries provide and have installed them as the backbone of their

tourism efforts (WSI, n.d.). Breweries drive tourism both from Michiganders and beyond - with many

companies and organizations eager to grab what they can. This being said, brewery driven tourism

should be no stranger to anyone well versed in MEDC activities as the MEDC is already incredibly heavily

involved in the Michigan craft brewing industry; there is even quite an established relationship between

Travel Michigan and the Michigan Brewers Guild already (WSI, n.d.). Overall, Michigan has its ace-in-the-

hole in brewing and only giving it the scraps of attention currently gets is a disservice to both the MEDC

and Michiganders, as there is an incredible amount of money available that only Michigan is capable of

drawing to the state.

Weaknesses

The State of Michigan has its weaknesses too. A weakness that residents across the state have

expressed concerns about is the lack of well-maintained traffic infrastructure, specifically the roads and

interstates that are crumbling apart. To combat the aging roads, the state has increased gasoline sales

tax and license plate renewal fees which was the largest gasoline tax hike in 20 years in the state (Eggert,

2017). In more recent news, amidst road and bridge construction, several projects were put on hold due

to a union strike causing construction delays in many parts of Michigan, including Detroit (Egan, 2018).
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These delays cause projects to be prolonged and leave guest and residents at a disadvantage when

trying to navigate the city. With better planning, and cooperation with the construction unions, we can

continue to improve our infrastructure and ease accessibility for those that are visiting Detroit.

Another weakness is the crime rate in the city of Detroit. According to many sources, the crime

rate in Detroit is above the average rate across the U.S, but has seen steady decline since 2002 (Data-

City.com, 2016). The same source states that robberies, assaults, and murders have all decreased and

there are nearly three times the state average of on-duty police officers active in the city. The large police

force and other crime prevention tactics such as acquiring additional K9 support could be instrumental to

reducing crime especially in tourist areas. On their “Progress” webpage, the District Detroit explains how

using K9 units improve the public safety at entertainment venues, “The Ilitch organization donated funds

to purchase specially-trained dogs for local law enforcement, including the Michigan State Police, Wayne

State University Police Department and the Detroit Police Department. The program provides law

enforcement with the latest in threat-detection technology” (The District Detroit, 2018). By being proactive

to criminal activity, we improve tourists’ trust in visiting and being safe in Detroit.

Opportunities

Michigan tourism can capitalize on the environmental disasters that affect the aforementioned

states, wildfires in California and the current algae problem in the beaches in southeastern portions of the

nation. On the website, Visit California, there is an article that addresses the concern of the wildfires and

states that it is still safe for tourists to visit and is not dangerous.

“As of Sept. 27, there are a few wildfires burning in California. However, these fires are

burning in rural California regions and the state remains a safe, accessible destination. Most

tourism regions and California icons remain untouched (Travel Alerts, 2018).”

Florida is known for a spring break beach destination, while the climate is appealing to many

tourists, the ongoing algae red tide has taken over most of the coastal beaches (National Oceanic and
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Atmospheric Administration, 2018). This problem is still ongoing, and the Visit Florida website does not

address the public’s concerns of potentially causing illness to humans as well as harm the sea life as of

October 2018. In fact, a 2018 Washington Post article by Alex Horton reads, “...two children were horrified

to see dead fish littered on the beach” when visiting a Tampa Bay beach. The same article also mentions

that Governor Rick Scott has declared of state of emergency in Florida because of the red tide. With this

environmental issue wreaking havoc on southern coastlines, this presents an opportunity for the MEDC to

use the fear of going to southern beaches in their favor by pushing for tourism hundreds of miles north to

Michigan.

Threats

Michigan tourism is successful however there are a few threats that could hinder future success

those being the coastal states such as California and Florida, in California specifically the weather is

much more moderate year-round.. Florida poses threats to having warmer and sunnier vacations during

the winter months.

Campaign Objectives

Michigan Economic Development Corporation (MEDC), famous for their “Pure Michigan”
campaign, markets strongly to the citizens of the Midwest and to the lower parts of Canada, with their
main goal being tourism. The campaign markets more of the Upper Peninsula, advertising fall colors
(#fallfilter), outdoor activities, and natural beauty. MEDC has been reaching out more to the millennial
markets through social media efforts but we feel that more could be done to achieve the stated objectives:
● Bring more awareness to non-citizens regarding the growth and development of Southeast

Michigan

● Expand social media marketing to reach a younger and expanding market in hopes of tourism

and immigration

● Begin new and modernized marketing tactics that may involve starting a new campaign that is

more Southeast Michigan based

MEDC ADVERTISING PLAN
The main objective of the new campaign is to:
● Increase tourism in Detroit and the surrounding Southeastern Michigan area by 30% between
May 2019 and May 2020
Creative Brief
Target Audience Profile
Communication Objectives
Campaign Features,
Advantages, and Benefits
9
● Millennial men and women
○ Primarily ages 21-35
● Located in or near the Midwest region
● High engagement in social media and pop culture
● No or few children
● Shift Michigan tourism efforts to capitalize on nontraditional
advertisements in order to increase millennial engagement
● Shift consumer interpretation of the Southeast Michigan
brand
○ Merge the public interpretations of Ann Arbor and
Detroit in order to create a fusion of small town and
big city attractions
● Our campaign will see a shift in public interpretation of
Southeast Michigan, especially in millennial markets.
● The campaign will provide an immediate boost in tourism
numbers while providing a position upon which a greater
tourism environment can be cultivated.
● Four National Sports Teams (Tigers, MLB; Red Wings, NHL;
Lions, NFL; Pistons, NBA) with areas downtown provides
increasing sports revenue to the city, along with increased
attendance for hotels and restaurants
● Detroit Zoo in Royal Oak (a short drive from Downtown
Detroit) provides an exciting tourist attraction for all ages and
an opportunity to experience the animal kingdom
● Detroit Institute of Art provides an opportunity to experience
famous art pieces and sculptures, along with temporary
exhibits relating to pop culture
● The brand-new Q-line brings back inexpensive public
transportation around the city
● Three casinos (Motor City Casino, Greektown Casino, and
MGM Grand Casino) offers and entertaining nightlife for
adults
● Award winning and nominated restaurants provides fresh and
MEDC ADVERTISING PLAN
Positioning of the Campaign
Key Consumer Benefit
Constraints
Creative Strategy
10
unique cuisine
Due to MEDC being a campaign rather than a product, our
competition is relative to the tourism of other states over Michigan’s.
Because of its close proximity to Michigan, “Enjoy Illinois”, the tourism
campaign for Illinois, is an exceptional threat. “Enjoy Illinois” is
advertises Chicago heavily, making it a clear competitor for Detroit.
However, Michigan presents a number of unique benefits, including
the Detroit history and culture, the college town of Ann Arbor, and a
famous craft brewing scene. We intend on capitalizing these features
by highlighting what makes the state of Michigan special.
MEDC benefits from increased tourism in the area, bringing more
money into the state and elevating the Michigan brand. At the same
time, consumer and tourists do themselves a disservice by not
considering Southeast Michigan for the vacations.
While there are very few constraints associated with the Pure
Michigan campaign, millennials tend to be distrustful of traditional
advertising tactics. The goal of our newer advertising campaign would
be to remain subtle and modern in our advertising techniques.
● Slow moving campaigns utilizing personalized ads to push
consumer perception into seeing the area as having an up-
and-coming culture featuring their interests.
● A social media campaign utilizing “social media influencers”
as a word of mouth reference that millennial markets trust
● Launch of a social media app based on local craft breweries
in order to publicize the craft brewing scene while also
providing means to meaningfully interact with members.
○ This will be aided by a small series of vignettes
meant to push the aesthetic of Southeast Michigan
while also showing off local watering holes.
● By increasing awareness of Southeast Michigan through Pure
Michigan advertisements, potential tourists and immigrants to
Michigan can see the growth that has come to Detroit in the
past several years
● Taking advantage of both traditional (television ads, radio
ads, print media) and nontraditional media (Spotify ads, video
streaming ads, social media, other internet-based marketing)
● Creating a new campaign more focused on Southeast
Michigan can match the rise of potential markets
MEDC ADVERTISING PLAN 11

Tone We will attempt to meet the millennial market at their level by electing
to focus on the benefits millennials would see traveling to the area.
We will choose not to use hard sells, overwhelming pushes, or
shocking claims. Subtle advertising tactics will help the consumer feel
as if it their idea to travel to Southeast Michigan. Also, appealing to
the consumer’s emotions and desires by creating a sense of freedom
and potential that has come into Detroit and Southeast Michigan may
give potential target audiences the desire to visit and start new in a
modernized city.

Slogan/Tagline The current tagline for Pure Michigan, “What will your escape be?”,
offers an okay sense of adventure and freedom for the Upper
Peninsula.

We are proposing that the tagline for the new campaign be “Dream.
Drive. Detroit.”

Logo

Target Audience

Demographic profile of our target Audience

● Location: Mid-west and areas that immediately surround Detroit.

● Ages: 21-35

● Generation: Millennials

● Gender: Male and Female

● Nationality/Ethnicity: All ethnicities

● Marital status: Single, Married, Widowed, or Divorced

● Household: No or few children

● Language: English

● Organizational Memberships: Millennials encouraging economic and tourism growth

● Education: High school, College, and/or University

Psychographic profile of Our Target Audience

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● Activities: Active use of social media, video streaming, seeking travel both regionally and

further; touring adventurous cities and beautiful environments (downtown Detroit & Ann Arbor).

Engages in culture, frequently participating in sport team events, patronizes at casinos, constantly

visits museums, and etc.

● Interest: Diverse, great location, jobs and new small business,

● Attitudes: Leaders, Entrepreneurs,

● Values: Historical views and landmarks,

Target Audience Key Problems: Less tourism, Lack of millennials and social media, Economy Market

Desire and Needs: Increase millennial engagement towards tourism advertisements and new markets,

Growth in Economy

Your Detailed Audience Profile including current spending per audience member

We are targeting millennial males and females ages 21-35 with no or few kids and live in the

surrounding Southeastern Michigan. These younger millennials are capable of increasing tourism and

economic growth a lot better with technology such as advertising for business, jobs, local activities or

events, vacations, and much more.

According to the Non-traditional media they managed campaigns such as YouTube and Hulu live

streaming, online radio ads, and social media ads averaging almost to $200,000. While the traditional

media manages radio and print/billboards ads for only $100,000. Other campaigns like press releases,

influencer sponsorship trips, Mid-Campaign Awareness Research and etc., don’t cost as much but yet still

effective towards their customers and branding.

Unique Value Proposition

Dream. Drive. Detroit.

The revitalization of this major city is a huge draw to millennials along with the music, sports and the craft

brewery scene. Creating a potential new hub for tourists.

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B2C Strategy and Tactics

To begin to redefine Detroit as a place to be, we will use our campaign to reposition Detroit as The Art

City. Detroit has a rich history of art and culture. Also, the newly discovered craft brewing market has

taken over Southeast Michigan. All of these attributes would be focused on to create a new perception of

the city.

B2B, B2T, or Distribution Strategy

In order to facilitate a wide reach for our new advertising efforts. We plan to approach a

partnership with many local businesses and attractions. Our communication strategy will be two pronged;

meant to achieve the grand designs of the advertising project and to better meet the needs of our many

partners. First, and foremost, we will broadcast our plans to local businesses, attractions, and other such

tourism drivers. In order to have the “grassroots” feel our target audience craves, this is integral. These

local tourism drivers will be able to interact, not only with the feel of our campaign, but also be able to add

their own flair - as is their right, they are the product. Businesses will be free to adapt any portion they are

featured in and will be encouraged to do so. However, our campaign also needs to hear the actual voice

beneath many of the tourism drivers. As such we will open a forum in which drivers can make themselves

heard. This will be mostly done through a local council, meeting monthly, to create a dialogue meant to

cultivate our initial efforts and develop an adaptive plan for the future.

Media Strategy and Plan:

Media Objectives:
The main objective of our newest campaign is to increase tourism in Detroit and the surrounding

Southeastern Michigan area by 30% between May 2019- May 2020.

Media Strategy and Vehicles:

In order to reach the intended target audience of millennials between the age of 25-35, we will use

several forms of media with an emphasis on digital media. However; both traditional and nontraditional
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advertising vehicles will be used to expand reach into secondary target audience including the persons

age 36-55.

Nontraditional media
· Online Radio Ads- In 2017, Spotify reported 92 million ad-supported users (Spotify, n.d.). To capture
that audience, we will run a 30 second spot. We can use targeting tools that Spotify has built into their ad
platform such as selecting demographic and psychographic information that best fits with our target
audience.
· Video Streaming Ads- To focus on the online consumer, we will run a 30 second commercial on
video streaming services that play ads including but not limited to YouTube and Hulu.
· Social Media- purchasing Influencers, podcast, paid ads on Facebook, Instagram, and Twitter
· Other Internet Marketing- Banner ads for frequency

Traditional media
· Radio Ads
· Print- Billboards

May June July Aug Sept Oct Nov Dec Jan Feb Mar April

Online Radio

Video
Streaming

Social Media

Other Internet
Marketing

Radio

Print

Online Strategy
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With the modern era of information accessed via the internet it is important to not only be competitive in

our physical spaces but also the online realm. Our online plan, in conjunction with our online/ non-

traditional media plan, will focus on informing users of activities, events and programs Detroit has to offer

and push users to book a hotel through a partner hotel booking vendor. We will marry large industries like

our four national sports teams with the small business scene primarily by use of our website.

To optimize search engine queries and social media cataloging, the following keywords and hashtags will

be used specifically for the new campaign:

Pure Michigan Metro Detroit Events DTW Drive Detroit Detroit Metro
Detroit

Detroit hotels Things to do in Henry Ford Detroit Institute of Museums in Detroit

Detroit Arts

Great Lakes #PM-Detroit What is in Detroit Directions to Detroit Detroit Opera House

Detroit Zoo Music Detroit Restaurants in Coffee Shops in Events in Detroit

Detroit Detroit

Activities in Detroit #PureMichiganDetroit Travel in Michigan Travel to Michigan Michigan Tourism

Metro Detroit Detroit Sports Michigan Sports Detroit Casinos Detroit Night Events
activities

Public Relations Strategy

Our Public Relations (PR) Strategy will serve as a means to highlight special events, promotions, and

announcements, as well as address concerns that may arise based on visitor feedback.

● We will post press release statements on a new Press Release section of our website.

● Respond within 24 hours of a direct message sent to our email, or direct message on social

media platforms

● Be able to recommend specific types of accommodations or venues to visitors.

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Integration Plan

We plan to make gradual roll outs of our campaign over the course of a few months. The

millennial market is highly distrustful at best of advertising, viewing it as a manipulation of their

communication channels (Arnold, 2018). We must become much more insidious in our methods. A loud

and brash advertisement does not convey its message nearly as well as it did with generations past.

Instead, in an Orwellian twist, we have to slowly change the dialogue. Daniel Newman, of Forbes

magazine, went as far as to state “millennials communicate with each other far more than any advertising

campaign can” (2015). We must move slowly and methodically in order to achieve a change in the way

Southeast Michigan tourism is seen. To do this we need to capture the conversation without use of

forceful advertisement, ideally our consumers will never feel advertised to. This will be done through

either heavily personified ads or engaging ads. The former pertaining to ads focused through social media

or radio where basic assumptions about the viewer can be made and can therefore be used to formulate

what exactly should be advertised. For example, an ad on a jazz themed Spotify playlist providing a short

bit on upcoming shows in the area. While the engaging/ entertaining advertising will attempt to levy the

sponsorship of social media “influencers”, provide small entertaining vignettes, or provide an interactive

experience with a phone application. Executed properly, these tactics should not break the consumer’s

immersion in the campaign as a heavily tailored, entertaining experience. The viewer will only see

information pertinent to them or visualization that do not feel like the tradition advertising millennials have

given the cold shoulder to. This will the conversation surrounding public perception of Southeast Michigan

tourism while simultaneously providing reason for the consumer to patron tourism drivers in the area.

Evaluation

There are three main benchmarks that will be used to evaluate the success of the campaign. An

increase in hotel bookings compared to the previous year in the metro Detroit area by 15%, an increase in

web traffic to www.michigan.org by 25% and increase total sales in hotel, rental vehicles, sports, and

entertainment collectively in the area by 30%. We will also monitor social media engagement through the
MEDC ADVERTISING PLAN 17

built-in analytic tools provided by each social media platform and adjust ads/sponsored posts as needed

to increase engagement.

Proposed Marketing Communications/Advertising Creative

As we throw off the shackles of earlier Pure Michigan campaigns, a wholly new campaign rage

forth. In order to capture the millennial market, methods need to drastically change. As discussed earlier,

millennials do not respond to typical media. No longer do consumers watch traditional television

advertising nor do they engage in much print media at all, let alone spend much time viewing print ads.

Instead millennials respond to personalized content, word of mouth, entertaining media, and pervasive

techniques (Ehlers, 2017). As such, not only do the channels by which consumers are advertised to need

changing, but so do the methods.

Audio Advertising:
While we are cutting television advertising entirely, we are not ridding ourselves of all forms of

traditional media. Audio only ads will be featured on both online and traditional radio. These ads will be

tailored by the musical genre presented in order to target consumer interests, and better facilitate better

consumer response. Listeners will be provided will a quick expository piece mentioning upcoming shows

in Southeast Michigan or its historical status with the genre. For example, a Jazz listener would be

presented with a brief sell by local Jazz clubs such as Cliff Bell’s or Baker’s Keyboard Lounge. While a

punk listener may hear a brief introduction to the resurrection of the local punk scene and the new

location for The Sanctuary.

Word of Mouth:
Millennials have an advertising Achilles heel; while they remain skeptical of anything they

perceive as advertisement, they are more than willing to engage in “influencer marketing”. In fact, 84% of

millennials vocally did not enjoy or trust traditional marketing (Arnold, 2018). However, this aversion to

advertisement is not shared with advertisement brought forth by “influencers”. These influencers are

highly popular figureheads of pop culture, various social media stars, video game players, cultural icons

and so on. Each has their own cult following and each can provide a service to advertisers, with 87% of
MEDC ADVERTISING PLAN 18

millennials approving of product placement in videos featured by influencers (Arnold, 2018). We plan to

build the brand of Southeast Michigan on the back of this nontraditional method. Our campaign will see

the sponsoring of many influencer visits to the area and their patronage of local tourism drivers. A handler

will be provided for the trip and try to curate a photogenic and informative experience that will provide

good press both in influencer creations and their voice itself.

Entertaining/ Interactive Media:

For engaging the millennial market properly, we have two strategies - both pushing the local craft

brewing scene. First, a riff on the wildly successful app launch by 19 Crimes in their campaign to market

the wine as a product for twenties males, we will launch our own app - attempting to capture a very similar

market. We will launch a “matching app” much like those offered by Tinder or Grindr, a concept very well

known by millennials in an attempt to market local craft brewing vendors. Craft breweries will be given

profiles by which they can upload pictures, write short biographies, and even upload drink menus or

specials. The main form of presentation for these profiles would be presenting users with a quick sell for

the brewery and then, if they select the “heart” button, the app will add the brewery to the user’s favorites

tab while providing directions to the physical brewery. However, the app will also have modes for

exploring all profiles and a search function, for the discerning consumers. Secondly we a visual ad series,

which will provide a small collection of vignettes showcasing a series of three to five local photogenic

scenes centered around a simple, entertaining formula. Each vignette will feature an establishing shot

featuring a beverage of some sort, panning up to absorb the scene, and a closing shot back “into” the

beverage. Each scene will have the location written in the bottom right corner, helping consumers see

Southeast Michigan as a tourism center while also providing a way to find said location if they wish to

experience it themselves. At the end of each small ad, the words “Drink It In” will appear in white upon a

black background, fading out to be replaced by “Pure Michigan”

Financial Projections and Budget

Looking at budget projections for the campaign over the course of one year:
MEDC ADVERTISING PLAN 19

IMC Activity Cost

Non-Traditional Media $200,000

Video Streaming Ads (i.e. YouTube, Hulu)

Spotify Online Radio Ads

Social Media Ads

Other

Traditional Media $100,000

Radio Ads

Print/Billboard Ads

Press Releases $5,000

Mid-Campaign Awareness Research $20,000

Application Development $100,000

Monthly Forums $10,000

Post-Campaign Awareness Research $20,000

Influencer Sponsorship Trips $500,000

Variance $5,000

Total: $1,245,000

Due to the lower priority of traditional media vs. non-traditional media in this campaign, the

budget for traditional media is significantly lower than non-traditional media, with the highest budgetary

need being “Influencer Sponsorship Trips”, due to the higher cost per trip. Recently, MEDC reported in

their annual report for 2017 that their tourism revenue for Michigan reached just below $2.7 billion and

their amount spent on advertising for the year was $16.5 million (2018). Adding the total estimated cost of

our campaign to the advertising costs, and increasing the revenue by 30% (the goal of the campaign), it is

safe to assume that the ROMI would be about the amount listed below:

3.5 billion−18 million /18 million=193.4

MEDC ADVERTISING PLAN 20

References
Achtenberg, K. “Five Companies Expanding, Adding Jobs in SE Michigan | Michigan Business.”
Achtenberg, K. (2018). Michigan Economic Development Corporation (MEDC).
www.michiganbusiness.org/press-releases/2018/10/five-companies-expanding-adding-jobs-in-se-
michigan/
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