AUSTRALIAN ALZHEIMER’S RESEARCH FOUNDATION

CLIENT STRATEGY REPORT

PREPARED BY
KELLY PHILLIPS, LILLIAN BROWN, SAMANTHA ELKINS,
SCOUT ROBERTSON AND SHENISA TENNENT
Executive Summary

The Australian Alzheimer’s Research Foundation (AARF) is a not-for-profit research

organisation, who is wanting to increase brand awareness of their organisation and in turn,
workplace giving to continue to fund valuable research. The purpose of this report is to
evaluate the foundations environment to understand the issues and challenges it faces, and
to recommend effective smart objectives that enable the organisation to reach its goal of being
self-sustaining.

To understand how AARF could achieve its goal, a comprehensive analysis of AARF’s
background including its demographics, operating environment, competitors and current
media was undertaken. The issue background provided critical information that formed the
situational analysis, highlighting that there was a lack of consistency with the brand in relation
to its online presence which was impacting its brand awareness and therefore growth of its
workplace donations. Furthermore, current communications where not reaching the large
millennial demographic who are currently in the workplace and would bring spending power
and influence, as further tailored information on Alzheimer’s disease is required to educate
the group.

Identification of the issues and challenges enabled the smart objectives to be developed which
focussed on ways to effectively encourage workplace giving, increasing brand awareness and
boosting website and social media traffic. An overarching campaign strategy and tagline of
“Together we make a difference” was created to be used throughout communications to
empower the millennial target audience to want to make a difference and donate to
Alzheimer’s research.

The campaign timeline was established to 31 October 2023, to incorporate fundraising

opportunities including workplace giving month in June, Alzheimer’s awareness month and
Christmas, which is a time to encourage giving back. A budget of $12,445.00 has been
proposed, with an option to review and amend if the not-for-profit wants to reduce the cost of
certain activities.

Finally, recommendations have been presented which involve monitoring and evaluation
methods of the campaign from inputs, outputs, outtakes and outcomes to understand any
areas for improvement and the opportunity for continuation based on its success.

AARF Client Strategy Report

Contents

Introduction ......................................................................................................................................... 1
Organisation ...................................................................................................................................... 1
Campaign .......................................................................................................................................... 2
Issue Background .............................................................................................................................. 2
Demographics ................................................................................................................................... 2
PESTLE ............................................................................................................................................. 3
Media Analysis.................................................................................................................................. 7
Competitors ....................................................................................................................................... 9
Situation Analysis ............................................................................................................................ 10
Key issues and challenges ........................................................................................................... 11
Key stakeholders ............................................................................................................................ 13
Key demographics ......................................................................................................................... 15
Goals and Objectives ...................................................................................................................... 16
Communication Strategies ............................................................................................................ 17
Timeline .............................................................................................................................................. 24
Budget ................................................................................................................................................. 25
Recommendations ........................................................................................................................... 25
Conclusion ......................................................................................................................................... 28
References ......................................................................................................................................... 30
Appendix ............................................................................................................................................ 33
Introduction

Organisation

Originally established in 2000 as the “McCusker Alzheimer’s Foundation”, the Australian

Alzheimer’s Research Foundation (AARF) is a non-for-profit based in Perth Western Australia.
Facilitating research into Alzheimer’s disease, their main goal is to work towards finding a
treatable and preventative solution (AARF n.d.). Alzheimer’s disease currently affects 487,500
Australians and is the second leading cause of death (AARF 2021). Working towards the goal
of a world without Alzheimer’s, the foundation’s initiative is to facilitate research into the
disease, as to create early diagnosis, interventions and ultimately a cure for those at risk
(AARF 2021). Such funding allows AARF to conduct research programs including sleep, diet,
exercise studies and blood based biomarkers for early detection (AARF 2021).

Research into the client’s operating environment found that AARF primarily gains funding from
donations, sponsors and bequests (AARF 2021). The foundation operates by putting the
donations it receives towards providing facilities, resources, technology and equipment
necessary for scholars to undertake such research. In addition, AARF contributes largely to
the recruitment of volunteers to participate in their studies. This includes both individuals with
and without Alzheimer’s disease (AARF 2021).

The Research conducted by AARF contributes to the organisation’s aim to raise awareness
about Alzheimer’s disease and its prevalence in our society. In doing so, AARF encourages
better education about the disease to prevent stigmatism and misconceptions people might
have surrounding Alzheimer’s disease. As one of the biggest non-government contributors to
Alzheimer’s Disease Research in Australia, AARF has the objective of becoming self-
sustaining, relying on its supportive donors (AARF 2021).

AARF Client Strategy Report 1

Campaign

This report proposes a comprehensive communications and public relations campaign, based
on contextual analysis and research insights surrounding the client. This campaign is designed
to address the issues and challenges concluded from such research, in order to achieve long
term communication changes in accordance with the client’s mission statement and aims.

Issue Background
To understand the issues facing the organisation, research has been conducted to provide
further context in relation to AARF’s current demographics, operating environment and
market, communications and competitors (Watson and Noble 2014).

Demographics

AARF are currently targeting two broader demographics for their communications; Australian
residents that are at-risk of Alzheimer’s and those that have already been diagnosed with
Alzheimer’s. According to previous research, both demographics primarily consist of people
aged 65+ and would be impacted by AARF’s research and findings (Leifer 2003). Additionally,
AARF are engaging with researchers and academics throughout the industry that have the
potential to contribute to research, as well as individuals and companies that have the potential
to make donations (AARF 2021).

Whilst AARF’s strategy has been successful in gaining donations, there is a large audience
that is not engaging with the organisation which provides further opportunity. The lack of
connection with younger audiences likely stems from the fact that Alzheimer’s disease is seen
to only impact older people and therefore many under 65 would likely not be aware of how
serious and prevalent Alzheimer’s is (AARF n.d.). Increased awareness with a younger
demographic would increase brand reach and donations for AARF.

AARF Client Strategy Report 2

PESTLE
Political (Government)

AARF partners with the Government of Western Australia enabling them to continue their
mission of finding a cure for Alzheimer’s disease (AARF n.d.). The AARF features the
Government of Western Australia on its partners page, however, there is opportunity to raise
further awareness of this partnership which would increase the organisation's profile with the
Western Australian community.

Additionally the government acknowledged AARF in relation to its work with the Australian
Dementia Network (ADNeT) which is a government funded initiative designed to establish best
practice for Alzheimer’s care and research (AARF 2021). The government recognition
strengthens AARF’s brand and provides an opportunity for the organisation to increase
awareness and donations by promoting this on its owned media channels.

Furthermore, AARF assisted the Royal Commission by contributing towards the report into
Aged Care and Quality Safety in Australia (AARF 2021). AARF’s recommendations were
designed to influence the Commonwealths’ social policy agenda, highlighting the impacts of
dementia and how vital research and care is (AARF 2021). The consultation of AARF by the
Royal Commission highlights how valued the organisation is in respect to age care, which can
be used to build trust with consumers.

Economic

Australia is feeling the effects of both the Covid-19 pandemic and the Russia-Ukraine war,
which have caused prices of everyday goods to soar (KPMG 2022). To reduce the rate of
inflation the Reserve Bank of Australia (RBA) has chosen to increase interest rates, which has
put financial pressure on people, with further interest rate hikes predicted to follow (KPMG
2022). Consumers are being warned to be cautious with their spending which may impact the

AARF Client Strategy Report 3

AARF, who rely heavily on the generosity of workplace giving. Although consumers have seen
a slight wage rise, it has not been on par with inflation, which could result in a reduction in
charitable donations which are viewed as discretionary spending (Nguyen, Robinson, and
Tsiaplias 2022).

Social-cultural

To understand the Australian culture in relation to charity the theory of Hofstede’s cultural
dimensions can be applied to the social-cultural environment (see Appendix A). Australia
scores high on the individualist scale which means they prioritise themselves and their
immediate family over others (Hofstede Insights n.d.). This could impact AARF donations as
if a person is not directly impacted, they would be unlikely to donate. Given the prevalence of
dementia, AARF would increase their presence and donations by running a campaign to
highlight how many people are and will be impacted by dementia. Oppositely, Australian’s
score lower on the power distance scale which highlights that they view each other as equals
(Hofstede Insights n.d.). AARF could utilise this insight to encourage younger people to donate
by informing them on how one day, they will likely be or know someone with Alzheimer’s,
appealing to their nostalgic and empathetic side.

In addition to understanding Australian culture it is important to note the lifestyles and attitudes.
Australian’s have become increasingly health conscious post the Covid-19 pandemic with
many people evaluating who they should donate to, with health donations coming out on top
(JBWere 2021). This is an opportunity to increase AARF donations given the detrimental
impacts of dementia and how leading a healthy lifestyle can help (AARF 2021). Moreover, the
JBWere and NAB Charitable Giving Index reported that corporates and wealthy
philanthropists continued to donate steadily throughout the Covid-19 pandemic, further
highlighting the charitable opportunities for the AARF, and in particular workplace giving
(JBWere 2021).

Furthermore, a Statista report states which age group are most likely to donate with 50 - 64
year olds ranking first and 35 - 49 years ranking second (Statista 2019). According to Statista

AARF Client Strategy Report 4

only 35.5% of 18 - 24 year olds and 53.5% of 25 - 34 year olds donate to charity (Statista
2019). AARF could attract support from 18 - 34 year olds by educating them on how many
young people are impacted by the disease that are in desperate need of help through
research. Millennials are a valuable audience to attract as they value health and are very
influential, meaning they can influence friends and family to donate to their chosen cause
(Bolton et al. 2013). They also are easily influenced, rating influencers high on the trust scale
which provides an opportunity for the organisation to partner with advocates whom millennials
can resonate with to learn more about AARF and its work (Bolton et al. 2013).

Technological

The shift in technology has transformed the way organisations reach their target audience,
with many not-for-profits utilising social media to engage with their consumers, telling their
stories simply through photos and videos (Raithi and Given 2017; Wyllie 2016). This change
provides a great opportunity for AARF to increase its awareness and connect with consumers
as many are using the internet to share health experiences, enabling them to build an active
online community (Wylie 2016). An increase in visibility would likely result in more people
sharing information on the AARF which could also increase donations. Additionally, AARF
could utilise data analytics to understand who they are engaging with successfully and who
they are not but should be, to increase their online presence (Wyllie 2016).

Legal

The Australian Charities and Not-for-profits Commission (ACNC) regulates the not-for-profit
sector pursuant to the Australian Charities and Not-for-profits Commission Act 2012 (Cth)
(ACNC n.d.). The ACNC objectives are relevant to AARF to ensure they remain legally
compliant with the commission, with the organisation being required to report annually on their
activities (ACNC n.d.). As reputation and trust are important to the success of not-for-profits,
AARF will want to ensure they are practicing good governance and continue their open and
honest communications.

AARF Client Strategy Report 5

Additionally, taxation legislation also applies to charity donators who are able to receive a tax
deduction when they donate to a deductible gift recipient (DGR) (ATO n.d.). AARF should
make consumers and businesses aware that they are registered as a DGR as it would
encourage people who wanted to reduce their taxable income, whilst giving to a good cause
to donate.

Environmental

Not-for-profits require donations to be able to support those who need it (Islam, Haque, and
Gilchrist 2017). It was reported that the average Australian gave $603 to charity over the past
two years, with disaster relief funds receiving the most funding (Philanthropy 2021). These
charities have received the most as they have captured a large audience through emotive
content that is informing people on why they are in need of donations (Fundraising &
Philanthropy 2021). Given that dementia is the second leading cause of death globally,
research is needed, which cannot be possible without funding (AARF 2022). To ensure they
are not missing out on valuable funding when competing with other charities, AARF need to
inform and educate their target audience in a way that increases donations.

In addition to attracting new donators not-for-profits need to ensure they maintain their existing
supporters. In 2014 BDO Australia reported that the image of the not-for-profit sector was
being damaged with reports of fraud, breaches of trust and a lack of governance (Islam,
Haque, and Gilchrist 2017). Trouble in the sector could be a threat to the AARF, therefore the
organisation must ensure it is being open and honest with its communications and donations
with its supporters.

Furthermore, ethical considerations are important in relation to the research AARF is

conducting. AARF will be supporting people through trials whose brain function is deteriorating
and therefore, it is important for them to be treated with dignity and respect (Davis 2017).
Consent should be at the forefront when consulting with patients as changes in memory may
impact what level of consent is required and at what stage (Davis 2017). Consent additionally
applies to the organisations communications as AARF will want to connect people to their

AARF Client Strategy Report 6

story using lived experiences of people with Alzheimer’s as this will resonate with people and
increase donations (Fundraising & Philanthropy 2021). To do this successfully AARF will need
to ensure those featured and their families are comfortable to waive anonymity.

Media Analysis

Media analysis is an integral part of campaign planning as it provides a comprehensive

understanding of the current communication strategy in place and the organisations activities
that are covered by said strategy (Ledingham and Bruning 2008). The analysis of AARF’s
media will provide insight into their current communications plan and reach, and what areas
to focus on to increase engagement with their target audience. For the purpose of the media
analysis the PESO model has been adopted which includes paid, earned, shared and owned
media, providing key information on AARF’s media environment (Dietrich 2020).

PESO
Owned Media
Owned media is content that the organisation has created (Dietrich 2020). AARF digital owned
media includes its website and social media platforms (Instagram, LinkedIn, YouTube,
Facebook and Twitter). AARF’s website is easy to navigate, professional and informs the user
of their organisation and mission (AARF n.d.). AARF’s social media platforms are not cohesive
with another, with them displaying differing social media handles which would make it difficult
for the audience to find them. They also could include further information on their organisation
as a blurb to enable the audience to understand their organisation, as well as implementing
consistent hashtags for people to follow to increase reach (Scott 2018). Additionally there is
opportunity for them to diversify their content across their social platforms and increase their
posts to drive engagement and reach. Through the research conducted for the purpose of this
report, there was no owned traditional media found.

Paid Media

AARF Client Strategy Report 7

Paid media is using call to actions for example advertisement through either digital or
traditional mediums (Dietrich 2020). It is unclear if AARF have incorporated digital or traditional
paid media, however it is recommended to in future include paid media through both digital
and traditional mediums to increase brand awareness.

Earned Media

Earned media is outside companies / organisation generating content about AARF,

examples would be the traditional media of news articles and television segments (Dietrich
2020). AARF has featured regularly in the news as a result of its medical research
breakthroughs (AARF 2021). Digital earned media would be posting content relating to
AARF on platforms such as Facebook, Twitter and Instagram.

Shared Media

Shared Media is the organic reach about the brand (Dietrich 2020). Traditional shared media
that AARF have is with its corporate partners that include Commonwealth Bank, Lottery
west, Wesfarmers and ECU (AARF n.d.). Digital shared media that AARF have is through
the social media platform features of reposting content related to AARF. As well as being
tagged in content related to the organisation. Additionally, AARF feature Maggie Beer,
celebrity chef on their Instagram whom they have partnered with recently (AARF n.d.).
However, research cannot identify whether the share was reciprocated on Maggie’s platform
to her large following.

AARF Client Strategy Report 8

 (Dietrich 2020)

Competitors

AARF has competitors both locally and nationally, with Alzheimer’s WA being the main
competitor for AARF in Western Australia (WA). As a result of both Alzheimer’s WA and AARF
being Alzheimer’s charities in WA, they often are confused with one another creating issues
in respect to brand awareness. Dementia Australia Research Foundation and Royal Perth
Hospital Research Foundation are another two foundations that have funded research into
Alzheimer’s disease and are focused on finding a cure / prevention method for the illness.

Dementia Australia

Dementia Australia work closely with government bodies to try and guide government policy
decisions regarding dementia funding, which has assisted them in founding the new Dementia
Australia Research Foundation which supports new talent in the diseases research field
(Dementia Australia n.d.). In 2021 Dementia Australia motivated 440 new frequent donors and
received bequests totalling $4.2 million and had expanded their proceeds through direct mail
by 9.5 percent (Dementia Australia 2021). Their annual report states that they had a total

AARF Client Strategy Report 9

comprehensive income of $7.1 million (Dementia Australia 2021). Additionally, Dementia
Australia have utilised their owned digital media to capture a large following, posting regularly
on their social platforms (Dementia Australia n.d.). AARF would benefit from using Dementia
Australia as a benchmark for future social communications to increase brand awareness.
Furthermore, Dementia Australia has attracted a large amount of diverse, celebrity
ambassadors and patrons including Sir Jackie Stewart OBE, The Veronicas and Nicola
Stevens (Carlton Football Club) which would further increase its brand awareness and
reputation (Dementia Australia n.d.). This is another opportunity that would prove fruitful for
AARF to enable them to establish their brand and increase awareness.

Alzheimer’s WA

Dementia Carers founded Alzheimer’s WA in 1982, due to the demand for increased support
for the many people impacted by Alzheimer’s. Alzheimer’s WA’s goals are to support, educate
and care for the people of Western Australia coping with Alzheimer’s (Alzheimer’s WA 2022).
Alzheimer’s WA differs to AARF as their operations are not through research funding but rather
through advocacy, training and consultancy programs, alongside their support for the
development of services for those affected by dementia (Alzheimer’s WA 2022). As AARF’s
aim is to increase their foundations exposure in WA, particularly, the AARF need to be aware
of Alzheimer’s WA and use them as a source of measurement for the foundations
effectiveness.

Situation Analysis

A situation analysis in public relations enables the understanding of the key issues and
challenges faced by an organisation, and the key stakeholders that must be considering said
challenges (Watson and Noble 2014). The prior research conducted on AARF has identified
the following key issues, challenges and stakeholders.

AARF Client Strategy Report 10

 SWOT

S W O T
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

 Seen as a trusted  Alzheimer’s seen as  Technological shift  Rising interest rates

partner by the an older persons provides an and cost of living
government through disease, which may opportunity to build could impact
public sponsorship impact awareness and grow social media donations as people
and recognition. with the younger to strengthen brand become conscious
generation and a lack awareness. of their spending.
 Good governance of donations.
structure in  Donators are  Competing with
accordance with the  Lack of education and prioritising health other charities that
ACNC. information reaching charities post Covid- are close to
new audiences and 19. people’s hearts for
 Donators can receive how valuable donations, like
a tax deduction as the donations are to  Increase in workplace disaster relief
AARF is a DGR. people. giving through B2B Australia.
and B2C connections
 Effective website.  Those with as corporates and  Not-for-profits have
Alzheimer’s disease wealthy previously been
 Facebook presence is may not want to tell philanthropists were seen as
adequate. their story or top donators untrustworthy from
participate in throughout the reports of fraud and
 Have current campaigns, pandemic. poor governance.
connections to preventing AARF
celebrities. from creating  Increase awareness  Alzheimer’s WA
campaigns that with millennials who (getting their brands
resonate with the value health and are mixed up) and other
public. influential. This can be charities/research
achieved through foundations for
 Lacking brand partnering with people to donate to
awareness and advocates / through workplace
consistency. influencers who giving.
millennials can
resonate with and
trust.

Key issues and challenges

Key findings from research into AARF’s internal and external environment reflect three main
issues and challenges facing the client. These issues are identified from a public relations

AARF Client Strategy Report 11

perspective, particularly when considering the potential pitfalls of the client’s existing
communications strategy.

Inconsistent social media presence

As reflected in the media audit, AARF’s existing social media presence fails to consistently
convey cohesive branding and messaging across its owned media channels. Additionally, the
client’s current social media content is not adapted to each individual platform. As such AARF
has not capitalised upon the affordances of each networking site which can improve message
retention. A lack of consistent brand naming, content messages and hashtags decreases
ability for social media users to differentiate AARF from its competitors, resulting in a lack of
brand awareness. This deficit in visibility decreases the likelihood of interaction and follow
conversion by social media users and the target audience. As such, AARF’s existing social
media presence is outlined as a communications challenge for the client.

Lack of brand awareness

Benchmarking practices demonstrates that one of AARF’s competitors Dementia Australia

has a more comprehensive owned social media presence (Dementia Australia n.d.). With
greater brand consistency and therefore search engine optimisation, Dementia Australia
would likely be the preferential organisation for consumers to interact with when searching for
Alzheimer’s related content. In addition, AARF lacks the contribution of advocates and
influencers to help diversify their brand. Inclusion of gender and race representations, in
particular Indigenous Australians is identified as a key opportunity for the client. Furthermore,
deficits in consistent social media presence can be directly linked to the lack of brand
awareness facing AARF. Lack of brand awareness may also be a result of poor awareness of
Alzheimer’s disease itself. This is another issue outlined by AARF, and one the foundation
actively seeks to counteract through its key messaging (AARF 2021).

Increasing donations through workplace giving

AARF Client Strategy Report 12

Client briefings outlined a desire by AARF to increase donations from workplace giving. This
form of donation has been a source the client has struggled to maintain and increase through
past communications strategies (AARF 2021). And the current economic climate may add
further challenges in this respect as people have less discretionary spending (Nguyen,
Robinson, and Tsiaplias 2022). These challenges may inhibit the client’s ability to increase
fundraising for Alzheimer’s research, which is one of the main objectives of the foundation
(AARF 2021). This struggle to increase the proportion of workplace giving donations may also
be linked to AARF’s overall lacking brand awareness.

The key issues outlined have been taken into consideration during the curation of the
proposed “Together We Make a Difference” campaign. Aiming to reaffirm a stronger branding
and communication strategy for the client, the campaign addresses the challenges
aforementioned.

Key stakeholders

Stakeholders in public relations are defined as those who have an interest in the companies
relations, are associated with them, or could be affected by issues associated with the
company (Clark 2000). In terms of AARF, it is important to acknowledge and highlight the
stakeholders to consider those that are directly and indirectly affected by the campaign.

Stakeholders are first classified into primary, those directly affected and secondary, those
indirectly affected (Clark 2000), and additionally rationalised into latent, active, and aware
according to their relationship with the company (Rawlins 2006). Latent publics are those
affected by business decisions, although do not detect a problem. On the other hand, aware
publics are those who are aware of the problem, and active publics detect the problem and
are active in attempting to create solutions (Rawlins 2006).

AARF Client Strategy Report 13

In terms of the campaign, AARF’s stakeholders are classified into primary and secondary, and
rationalised accordingly:

Primary Secondary

People diagnosed with Alzheimer’s disease People not currently impacted by

Alzheimer’s

Family of people diagnosed with Alzheimer’s AARF social media followers

disease

Australian government Competitors within Alzheimer’s

research/awareness institutes

Current philanthropists

Future philanthropists

ACNC

Health professionals (including medical research

students)

Rationalisation:

Stakeholder / Public Category Context

People diagnosed with
Alzheimer’s disease
Family of people diagnosed
with Alzheimer’s disease
Australian Government
ACNC
Current philanthropists
Active People undertaking clinical trials, searching for
information or receiving support through AARF
Active Family members seeking education, support and
treatment information on behalf of loved ones
Active The Australian government would be active in
wanting to know of any Alzheimer’s medical
research breakthroughs
Active AARF will be in regular contact with the ACNC
as there is a requirement to maintain compliance
as a not-for-profit
Active Those who are already donating and support
AARF

AARF Client Strategy Report 14

 Future philanthropists
AARF social media
followers
Health professionals
(including medical research
students)
Competitors
People not currently
impacted by Alzheimer’s
disease
Aware Those who are considering and will donate and
support AARF in the future
Aware Followers who are engaging with the
organisation via their socials, potentially
increasing the brands reach
Aware Those wanting to gain an opportunity to work on
an Alzheimer’s research program
Aware Given the small number of competitors in
Australia, it is possible the Alzheimer’s charities
would be monitoring one another
Latent People who have not been impacted by the
disease would have low awareness

Key demographics

Demographics can be identified as those being targeted for the campaign, classified into a
specific sector of the market of which campaign messages are targeted to (Michaelson and
Stacks 2011). The process of highlighting and understanding target audiences will inform the
planning, undergoing, and success of public relations campaigns (Michaelson and Stacks
2011). Therefore, demographics will determine the campaign and how it is communicated
(Michaelson and Stacks 2011).

The campaign for AARF involves targeting:

People aged 20-50 within the work force that have a disposable income to be used for
workplace giving. These people ideally consider themselves to be kind and generous, and
willing to help as they have the means to. They will donate in small amounts as they want to
do their part to help others.

People aged 20-35 that use social media regularly and would be interested in learning more
about charity and research foundations in their area. These people are at an age where they
are beginning to form opinions and values, and therefore are in the position to build knowledge
about donating to charities.

AARF Client Strategy Report 15

Each demographic has been curated according to their relevance to AARF and the campaign,
and the likelihood of each market making a donation. As aforementioned, both age groups in
their respective demographics hold the highest likelihood of donating to charities (Statista
2019). Additionally, there is an opportunity to build relationships with those that may not have
considered AARF in the past including the large millennial group of high spending millennials
(Bolton et al. 2013). Knowing that younger demographics are easily influenced, and
Australians tend to prioritise their family over others, AARF has the opportunity to appeal to
Australians' empathetic side by showing them how easily Alzheimer’s can affect themselves
or their loved ones, and thus influencing them to donate (Bolton et al. 2013; Hofstede Insights
n.d.).

Goals and Objectives

AARF is a not for profit that wants to communicate both Business to Business (B2B) and
Business to Consumer (B2C). The campaign objectives, strategies and tactics reflects the
organisation's communication goal to increase brand awareness and donations within
Western Australia. The overarching campaign message is “Together we make a difference.”
This message tells the story of AARF and how awareness and donations are imperative to
funding research to finding a cure. The Call To Action (CTA) for this campaign is to visit the
AARF website to donate and or learn more. This CTA will be used in all material produced
within the campaign to meet the objectives outlined.

Objective 1: Increase workplace giving by 10% from the 1 November 22 - 31 October 23.

Objective 2: Increase brand awareness of AARF with 20-35 year olds by 30% from the 1
November 22 - 31 October 23.

Objective 3: Increase website and social media traffic by 10% from the 1 Nov 22 - 31
October 23.

AARF Client Strategy Report 16

Communication Strategies

Objective 1: Increase workplace giving by 10% from the 1 November 22 - 31 October

23

Strategy 1: Increase awareness of workplace giving through easy to download and share
online resources for corporates. Resources are to be housed on AARF’s website and the
initiative is to be promoted across their social channels for increased visibility. It is
recommended that AARF promote workplace giving in December, as it is a time of year that
people are charitable and June as it’s the month of workplace giving, in addition to Alzheimer’s
awareness month in June.

Tactic 1: Create a downloadable event toolkit that can be used by corporates to promote their
workplace giving event.

The toolkit is to contain event ideas, social media tiles, posters, banners, stickers and videos
from those impacted by Alzheimer’s saying thank you for raising awareness (which can be
played during the event) (see appendix B). All content features AARF branding, the website
and the hashtag #Australianalzheimer’sresearchfoundation and the headline “Together we
make a difference.” In addition, the toolkit is to feature activities that can be done during the
event to raise further awareness of Alzheimer’s. Activities can include puzzles which increase
brain function, slowing the onset of Dementia to a memory game that allows those to feel what
it may be like to be impacted by the disease. Corporates are encouraged to share their event
on their socials, which can then be reshared by AARF on LinkedIn, Facebook and Instagram
to increase their reach.

Tactic 2: Create promotional material celebrating the new corporate event toolkit (see
Appendix C).

The promotional material is designed to motivate people to take part in the program and should
feature stories and images that resonate with the audience. To encourage people to share the

AARF Client Strategy Report 17

collateral the following wording should accompany it, “Want to support Alzheimer’s research
through workplace giving? Or know someone who does? Download and share our material.”
Brochure and poster to feature a QR code which directs people to their website, which will
raise awareness of the organisation when shared, as well as featuring the brand logo and the
campaign tagline “Together we make a difference.” The brochure and poster are to be
promoted on LinkedIn to target corporates who would like to support AARF through a
workplace giving initiative.

Strategy 2: Focus on building relationships with corporate companies throughout Perth and
promoting awareness of workplace giving with AARF through Business to Business (B2B)
engagement. Efforts will be put towards consultation sessions in the lead up to workplace
giving month, Christmas and Alzheimer’s awareness month, whereby merchandise such as
branded pens and puzzles will be distributed to increase brand awareness and reach.

Tactic 1: Workplace giving consultation sessions.

The AARF will hold presentations with businesses informing staff members about AARF and
workplace giving whilst promoting their not-for-profit for workplace giving efforts. Consultation
sessions are utilised as a way of promoting and informing people of the concept of workplace
giving directly to AARF’s target market in their workplaces, as well as building relationships
with businesses and increasing brand awareness. There will be consultation sessions
throughout June (Workplace Giving Month), September (Alzheimer’s month), and December
(Christmas; when people may be feeling generous to donate).

Tactic 2: AARF merchandising.

In addition to workplace consultation sessions, AARF will utilise merchandising pens and desk
puzzles as a call-to-action to visit the website and to further promote awareness of the AARF
brand. Complimentary branded pens and compact desk puzzles will be dropped off at
workplaces during consultation sessions to be used by staff and will work to combat the issue
of brand awareness as well as prompt action amongst staff members to visit the AARF website
and make a donation.

AARF Client Strategy Report 18

Objective 2: Increase brand awareness of AARF with 20-35 year olds by 30% from the
1 November 22 - 31 October 23

Strategy 1: Increasing Instagram engagement to educate and raise awareness of

Alzheimer’s with millennial users. Instagram is relevant and appealing to the target
demographic for this objective, as it is the most utilised by millennials (Chen 2022). Millennials
are a valuable audience to attract as they are health conscious and also very influential (Bolton
et al. 2013).

Tactic 1: Create a social media schedule.

Plan consistent engaging posts, that will increase brand awareness of AARF through follower
engagement and shares. The proposed social media plan will consist of:

 Posting every other day via feed/story/reel for a consistent approach, sharing a range
of content that is identified below.

 Post two tiles/stories/reels a day throughout world Alzheimer's month providing

educational and informational infographic content to improve awareness. This can
include engaging videos, interviews, reel life stories, Alzheimer's facts and what sets
AARF apart from its competitors.

 Integrate engagement with stakeholder profiles, relevant audience, potential partners,

popular groups/pages and influencers relevant to target demographic. This can be in
the form of resharing posts, commenting on posts, utilising hashtags, taking part in
current trends.

 Examples of posts include interview based reels that familiarise the audience with the
influencers and stakeholders of the foundation, even researchers explaining how they
are trying to achieve their research goals. Polls and votes are another interactive tool
that can be utilised on Instagram stories to gauge/measure reactions from followers.

Tactic 2: Utilising social media advertising to increase visibility and engagement rates.

AARF Client Strategy Report 19

Social media advertisements will be incorporated to AARF’s owned media sites to increase
brand visibility. Social media advertising can be used to directly target a certain demographic
and even area. This enables AARF’s ads to be tailored specifically to the target audience,
achieving objective two by increasing brand awareness. It is recommended that AARF uses
advertisements to promote Alzheimer’s awareness month, and if the budget affords,
workplace giving month.

Strategy 2: Building brand awareness within Western Australia by partnering with three new
ambassadors that will resonate with different target demographic (LQBTQIA+ community,
Indigenous Australians, people who have been impacted by Alzheimer’s). New content
featuring the ambassadors is to be generated for AARF social media platforms, Instagram,
Facebook, YouTube, LinkedIn and Twitter. This strategy will be done through traditional media
of billboards, bus backs and poster that will all link to AARF owned media.

As part of this campaign a list of potential ambassadors were developed who are passionate
about WA and that could fit into the role of being an ambassador for AARF. They include:

Kate Welsh

Kate Welsh lived in Perth during the Covid 19 pandemic and was active within the community
when she was here. Welsh still has a place of residence within WA however is back in America
to film Greys Anatomy. She would fit as an ambassador as she one of the stars of Greys
Anatomy which is a TV show has a large following from our target demographic.

Jade Dolman

Jade Dolan is an Aboriginal artist that works heavily within the community. She is part of our
target market. A future campaign recommendation would be to work alongside Jade to create
campaign imagery that includes her work to raise money.

Ronnie & Georgia

They are a Perth based couple that have been on The Block twice and they own their own
renovation business. They are well known by the target demographic and will appeal greatly
to first time home buyers and those who are renovating their own home.

AARF Client Strategy Report 20

Tactic 1: Digitally promote more inclusive new ambassadors.

New ambassadors for AARF include people from diverse backgrounds, to highlight inclusivity
and raise further awareness of AARF. AARF will promote the partnership on their owned
media platforms, when accounted, and at peak charity donation times including workplace
giving month, Christmas and Alzheimer’s awareness month.

Tactic 2: Promote new ambassadors using traditional methods.

The second tactic uses traditional methods such as billboards, bus backs and train carriages
to promote the AARF new ambassadors to their target audience of young adults who work in
the city. These people will see the promotions on their way to work, while waiting in traffic or
at the train station. The target market will engage with the content because of the recognisable
new AARF ambassadors. There will be QR codes on all the material that will link to the AARF
website that direct the user to a donation portal. All social media handles will be displayed
along with the CTA of ‘donate today’. If this tactic is too expensive for AARF to adopt, an online
website banner advertisement on an appropriate online platform could be adopted.

Objective 3: Increase website and social media traffic by 10% from the 1 Nov 22 - 31
October 23

Strategy 1: Evaluate and unify social media platforms for consistency. Evaluating the client’s
existing social media presence works to identify opportunities to unify branding across the
media platforms. In doing so, AARF increases the chances of both brand and message
retention from stakeholders and the target audience. Consistency in name, logo and
hyperlinks will help to establish an easily digestible and cohesive branding for the client. Such
hyperlinks include that of the client’s website, which in remaining easily visible and accessible
throughout AARF’s social media presence, will help to improve website traffic and social media
clicks.

Tactic 1: Unify social media handles and hashtags.

The first tactic for this strategy entails unifying the client’s owned media under the same user
and profile name. Establishing consistent handles and hashtags will enable better Search

AARF Client Strategy Report 21

Engine Optimisation and a stronger brand identity for the client. Currently, AARF’s profile
handles include “aust_alzheimers_research” on Instagram, “Australian Alzheimer’s Research
Foundation” on Facebook and “AustAlzResearch” on Twitter. This tactic proposes the
introduction of one username “AustraliainAlzheimersRF” across all platforms to reduce chance
of confusion, or of the client being hard to find. In addition, the hashtag “
#Australianalzheimer’sresearchfoundation” and #Togetherwemakeadifference will be used
across all social media channels and on the majority of the client’s posts. This will work to
establish stronger brand messaging. This naming and hyperlink consistency will help to
increase social media traffic as the client’s profiles become more cohesive, interconnected
and ultimately easier to find and later engage with.

Tactic 2: Update social media platform profile bios.

Tactic two is focused on updating social media profile bios to be more comprehensive and
appropriate to each respective platform. By using the affordances offered by each platform,
the profiles can improve engagement, visibility and message retention. For instance, AARF’s
current Instagram profile lacks sufficient explanation/summary information about what the
foundation does and is trying to achieve. Other than being classified as a “not-for-profit
organisation” the profile fails to convey key messaging to users. It also includes a hyperlink
to a public lecture that doesn’t open. By updating social media profile bios the client can put
forth an easily digestible statement of who the foundation is, their mission aims and what the
user can do to help. Further information and resources can be offered in Instagram highlights
and also by linking the client’s website. As such, this tactic will help increase website traffic by
providing a readily available link, and brief description on why it’s relevant to visitors of each
social media page.

Strategy 2: Increase engagement on socials which links to website.

In accordance with objective three, strategy two aims to increase user engagement across
AARF’s social media platforms. Rather than focusing on cohesive branding to improve media
traffic, strategy two will make use of media trends and a call to action to encourage user
engagement. Increased user engagement will work to simultaneously improve brand
awareness. being synonymous with social media and website traffic.

AARF Client Strategy Report 22

Tactic 1: Use trending content.

The first facet of this strategy is for the client to engage with trending social media content.
This includes incorporating current and appropriate (to the time of the campaign) sounds,
messages, ideas, movements and challenges into the owned social media of the client. For
instance, acknowledging world awareness days, such as “R U OK? Day”. Participating in
trends such as these via Instagram stories or tile posts can easily be linked to Alzheimer’s and
help to portray the client as actively engaging with contemporary ideologies. As such the client
will be more relevant to the target audience and increase visibility across digital media
channels. Incorporating social trends will also be in the form of resharing relevant media, as
to network with both existing and potential consumers. By engaging with current trends
AARF’s key messages will have higher circulation across media platforms, and therefore
increased engagement from the target audience. It’s important to note that the client will
primarily engage with trends relevant to the branding they wish to put forward, the brand’s
target audience or other aspects of its situational analysis (for example acknowledgement of
significant celebrations in Australia etc).

Tactic 2: Create call to action content that drives people to the website.

The second tactic of strategy two entails the creation and promotion of a call to action
message. This message will be disseminated from the client’s social media platforms and is
designed to prompt users to visit their website, and ultimately contribute to the cause via
donation. In a much broader sense, a call to action will encourage any kind of engagement
with AARF’s brand, so that even if users don’t actively donate, the client improves brand
awareness through clicks, followers and impressions. An example of this call to action could
be a swipe across Instagram post addressing the 3 most common misconceptions about
Alzheimer’s. This post can conclude with a “to learn more head to our website” statement.
This will direct users to the website link provided in the Instagram bio. As such a call to action
using the #Togetherwemakeadifference directive will work to increase website and social
media traffic for the client, addressing objective three.

AARF Client Strategy Report 23

Key Messages

The overall key message of the campaign is “Together we make a difference.” This has been
designed to empower people to donate and make a difference as without funding, AARF can’t
continue their research to find a cure.

Additional key messages include:

 AARF is a research foundation that is committed to finding a treatment for Alzheimer’s.

 Alzheimer’s is relevant to everyone, and each person has the power to contribute to
making a difference in finding a preventative cure.
 Alzheimer’s does not discriminate in age; it can impact the younger generation too.

Timeline
A recommended timeline has been established for activities over the next twelve months:
Develop | Promote

Activity Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
22 22 23 23 23 23 23 23 23 23 23 23

Develop workplace
giving downloadable
event toolkit

Develop workplace
giving promotional
material and share on
socials

Facilitate workplace
giving information
sessions with
organisations

Partner and promote

new AARF
ambassadors digitally
and traditionally

Unify social media

account handles, bios
and hashtags

AARF Client Strategy Report 24

 Develop consistent
social media posting
schedule and share
trending/call to action
content

Utilise social media

advertising

Budget

An estimated budget has been determined to achieve the objectives proposed, taking into
consideration that AARF is a not-for-profit. Expenses were kept to a minimum and alternatives
have been suggested where the expense is higher:

Item Expense Income

Event toolkit and promotional material (Canva Pro yearly licence) $ 120.00
Branded merchandise including pens and compact desk puzzles
(150) $ 525.00

Social media advertisements (CPC or CPM) $ 500.00

Ambassadors (free partnership) $ -
Bus backs and billboards (inclusive of not-for-profit discount rate)
*can be adjusted if too expensive for AARF $ 3,500.00

Junior / freelance team member ($30 per hour) (5 hours per work) $ 7,800.00

Total $ 12,445.00

Recommendations

Based on contextual analysis research and the conclusions drawn from this report, several
recommendations for the client have been suggested to follow. The recommendations include
measurement and evaluation which is essential to understanding the success of strategic

AARF Client Strategy Report 25

communications (AMEC n.d.). The AMEC framework formed the foundation providing a
structure for metrics and methods by using inputs, outputs, outtakes and outcomes (AMEC
n.d.) (see Annex D).

Monitoring

Continued Media Monitoring:

Ongoing media monitoring is suggested as a tactic to gain more comprehensive insight into
the campaigns reach and impact (in accordance to the goals outlined by the client). This
monitoring would be conducted via social media analytic tools, specific to each platform. Such
analytics will provide insight into site traffic, clicks and impressions as a way to gauge how
effectively this campaign is first reaching, and secondly engaging with the target audience.
This is inclusive of traffic to the official website.

A secondary monitoring tool would be Google Analytics, which shows which links a user
clicked on to reach the official website. This tool is particularly useful in understanding which
platform is most useful in directing traffic to the website, which is the ultimate goal for the
client’s objectives. Both media monitoring tools will help to directly evaluate objectives two and
three (which relate to increased brand awareness and media traffic).

Talkwalker and Fanpage Karma are two other applications recommended to monitor and
compare media impressions. These applications in particular are useful for comparing the
“Together we make a difference campaign” with that of direct competitors. Both tools would
also be efficient ways of monitoring consumer sentiment and brand awareness.

Regularly updated media audits concluded from these monitoring sites is also recommended.
In doing so the consultancy team can better determine changes in earned and shared media
assets (including traditional and digital media). Collaborating with the selected influencers and

AARF Client Strategy Report 26

ambassadors of the campaign, paying attention to earned media conversations via their
respective platforms would also be an important factor.

Ongoing research

Ongoing research in terms of environmental scanning and social listening is important to

understand how this campaign translates to the client’s operating environment. Conclusions
drawn from such research will inform necessary adaptations or changes required to improve
the campaign’s efficiency.

Upskilling and research into social media updates is also recommended as a form of ongoing
research. Upskilling social media includes knowledge of application updates and utilizing new
affordances. In addition, staying on top of social media trends and prevalent conversations
through social listening/scanning will ensure the campaign remains relevant and interactive to
the target audience. For example, if a significant political movement were to be undertaken in
Australia, we recommend ongoing research as a form of staying up to date on current affairs
relevant to the client’s consumers. As such campaign content can be adapted to include
conversations relevant to this movement, increasing relevance, visibility and interaction by the
target audience.

Ongoing direct communication with target audience:

To better achieve objective one, a proposed recommendation is to continue two-way

communication with Australian corporate and small business owners to increase workplace
giving. This recommendation goes beyond the communication efforts first established in this
campaign. Ways of ensuring a continued communication style include networking and event
updates through channels like newsletters and LinkedIn. Feedback surveys after
presentations and dissemination of the event toolkit and brochure would also be an effective
way of establishing two-way communication with the target audience. This will help to
encourage longevity in relations between the client and its B2B consumers.

AARF Client Strategy Report 27

Evaluation:

In order to evaluate the success of the campaign, we recommend comparing changes

experienced by the client from the beginning and end of the campaign. This comparison will
be considered in light of how well the SMART objectives of the campaign were achieved. This
can also be achieved by assessing the inputs, outputs and outcomes of the campaign, to gain
a clearer scope of the campaign’s true success.

Recommended evaluation also includes tracking the change in overall donations to AARF
over the duration of the campaign, in particular those in the form of workplace giving. This
evaluation can be made from the start and end of the campaign, but also every 2 weeks to
provide a framework to cross reference with implementation of campaign content. In doing so
associations can be made as to what tactics and strategies had the most impact upon the
target audience or were most successful in achieving the SMART objectives.

Conclusion

This report analyses the Australian Alzheimer’s Research Foundation through a multitude of
tools to understand what communications techniques would assist the company in their public
relations campaign. Understanding the pre-existing demographics that are most familiar with
the organisation assists in establishing other demographics that are not receiving the
information this organisation promotes. The issue background helps establish what other
areas the foundation is weaker in and the impact that the operating environment can have on
the company. Derived from the issue background it then outlined the key issues and
challenges that would be encountered for the foundation in their campaign, which was their
inconsistent media presence, lack of brand awareness and increasing donations through
workplace giving. From this information key demographics, stakeholders and competitors
were established in order to measure the effectiveness of the campaign and establish the key
objectives, which was to increase workplace giving by 10%, increase brand awareness of the

AARF Client Strategy Report 28

AARF with 20-35 year olds by 30% and increase website and social media traffic by 10%.
Using the campaign tagline of “Together we make a difference”, the strategies and tactics aim
to achieve AARF’s goal of increased brand awareness and donations within WA. The
strategies have been developed to span the next 12 months as based on the goal that time is
recommended, with consist of monitoring and evaluation to be undertaken to understand the
campaigns success.

AARF Client Strategy Report 29

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AARF Client Strategy Report 32

 Appendix

Appendix A

Australian values according to Hofstede’s six dimensions.

AARF Client Strategy Report 33

 Appendix B

AARF downloadable corporate toolkit event ideas.

AARF Client Strategy Report 34

 Appendix C

AARF workplace giving and corporate toolkit promotional poster.

AARF Client Strategy Report 35

 Appendix D

The AMEC framework formed the foundation providing a structure for metrics and methods
by using inputs, outputs, outtakes and outcomes.

Strategy Inputs Outputs Outtakes Outcomes Measurement

Strategy 1: Cost of Canva Easy to use Increased Increased Donation

Event toolkit and Pro licence downloadable workplace workplace tracking
promotional toolkit for charity donations
material Event toolkit corporates participation. through Social media
material Target audience workplace analytics
Promotional to feel like they giving, events
Promotional material to be have made a and potential
material shared across difference sponsorship
socials
Increased Increased
understanding awareness of
of AARF and AARF’s brand
Alzheimer’s
disease Increased
following on
AARF socials

Strategy 2: Cost of Promotional Increased Increased Donation

B2B relations merchandising merchandise for understanding awareness of tracking
corporates to of AARF AARF brand
Consultation use Measurement
session material Increased Increase in of sentiment
Promotional understanding workplace and awareness
presentations to of Alzheimer’s giving donations around the
inform AARF brand
businesses and Increase in Expanding through
corporates workplace giving relationships Talkwater
about AARF awareness and with other
participation businesses in Increase in B2B
Perth engagement

Strategy 3: Cost of Instagram Increased Increased Donation

Instagram advertising advertisements awareness of donations tracking
advertisement AARF
and social Creation of social Consist, Increased Instagram
media schedule media schedule engaging Increased following on analytics
Instagram post knowledge of Instagram
informing on Alzheimer’s Measurement
AARF and Increased of sentiment
Alzheimer’s organic and awareness
engagement around the
AARF brand

AARF Client Strategy Report 36

 with followers through
on Instagram Talkwater

Strategy 4: Partnership with New diverse Increased Increased Donation

Promotion of new diverse partnership awareness of donations to tracking
new ambassadors AARF and AARF
ambassadors Promotional Alzheimer’s Measurement
Cost of material disease Increased of sentiment
promotional featuring awareness of and awareness
material inclusive ambassadors Increased AARF around the
of traditional and engagement AARF brand
digital were Updated with AARF Increased through
afforded ambassador through website website traffic Talkwater
section on visits and
Cost of updating website donations Google
website to feature analytics to
ambassadors track web traffic

Strategy 5: Research into Social media Increased Increased brand Change in

Unifying social most efficient presence with awareness of awareness SEO, if people
media name for consistent name AARF across are finding it
message and branding their socials as Increased social easier to locate
retention they will be media and AARF’s social
easily website traffic media accounts
Research into identifiable by
effective social users and the Social media
media bios target audience analytics and
Google
analytics to
track traffic and
CTR

Strategy 6. Research into Content that Change in likes, Increased (Quantitative)

Increasing current promotes comments, engagement Change in likes,
website traffic sociocultural and engagement follows, shared with AARF’s comments,
through social social media from the target and interactions platforms and follows, shared
engagement trends to be audience, whilst increased and
integrated. informing them website traffic. interactions,
of AARF and the website
Research call to prevalence of Improved brand traffic measured
action content Alzheimer’s awareness using analytics
that is emotive in tools
effectively sharing
the “Together we
make a
difference”
tagline

AARF Client Strategy Report 37