Brightside is a non-profit animal shelter that takes in cats and dogs that are picked up as strays or surrendered by owners. The shelter's primary goals are to serve the community by taking in any strays or surrenders that arrive, re-homing as many pets as possible, and housing the animals comfortably while they await adoption. Brightside is a no-kill shelter. While most animal shelters euthanize the animals that are least likely to be adopted in order to free up kennel space for others with higher odds of being adopted, this shelter cares for all animals it takes in until they're rehomed. Unfortunately, because of this, the kennels have become over-crowded, and Brightside doesn't have any money to expand its facilities, so it has stopped accepting new animals. Current communications: - A website with photos and bios of animals currently available for adoption - Thank you notes and follow-up calls for people who adopt animals - Verbal requests that visitors tell their friends to adopt What should Brightside do next? An aggressive publicity campaign, including a letter to the editor of the local paper, messages asking for features on the local news, requests for donated/discounted ad space in the local paper, and time on the local radio station. A social media campaign focusing on Facebook and Instagram users in the US, emphasizing the needs for adoptive homes for animals and donations. Partner with a local elementary school to introduce pets to children, then encourage the children to tell their parents they want pets. An emotionally-engaging TV spot that emphasizes the special bonds between pets and their owners. Informational ads that emphasize the harm of supporting animal breeders over adoption. These would run on TV and in magazines like Modern Dog, Modern Cat, and Animal Wellness. After graduating with degrees in computer science and business from MSU, Donatello founded TubularTech. When he founded the company, Donatello was most interested in applying his skills in app development to optimize pizza deliveries in his hometown. To his surprise and delight, both restaurants and users loved the app. Now, it operates in 50 countries, requires only a small team of programmers to maintain, and brings in over $100 million in profits each month. Pizzerias using the app experienced such a steep increase in demand that they struggled to keep up--adding to the problem, the strong economy has led to labor shortages that have been particularly hard on pizzerias, which pay only minimum wage plus tips. To help them out, Donatello moved TubularTech's focus to the intersection of wearable technology and Al and came up with a piece of wearable technology that makes workers both happier and faster. The tech led to dramatic increases in pizza production and dramatically reduced turnover amongst employees at the five locations where it was tested. The wearable tech is truly revolutionary, and has no direct competitor. Donatello sees nothing but upside for pizzeria owners: he knows this technology would be a profitable investment for them, but he's having trouble getting the attention of these busy business owners when he calls or visits their restaurants. What should Donatello do? Send headsets to all of the morning shows and the most popular internet influencers, so they'll feature this amazing technology. Put all of the budget into a national TV campaign that plays near dinnertime, when everyone's hungry. Put all of the available budget into the upcoming National Restaurant Association Show. Rent the most floor space possible, invest in visuals to ensure it's the most enticing booth, and allow the restaurant owners visiting the show to experience the technology first hand. Show video feeds of their experiences on huge screens, so others are drawn into the experience. Focus on radio: restauranteurs are always listening to the radio, and this budget can buy ads all over the country, so they're sure to hear one. Focus on place ads--make sure every subway seat, every park bench, and every billboard in the greater NYC area says "TubularTech: Radifying your Restaurant." Angus has been playing guitar in various classic rock bands for decades, and is currently working with the best drummer and bassist ever. The band has played a couple of gigs in East Lansing and Detroit, and both went very well. They've been invited to come back to those locations, and they've got a dozen shows on the calendar for the next few months. The guys in the band would love to be able to quit their lame day jobs and pursue their shared dream of focusing on the band, but they would need to make a lot more money for that dream to become a reality. The local venues tend to pay bands a "share of the door." This means that each person that comes to the venue the night of the show pays a \$5-10 cover charge to get in the door, and then buys food and drink separately. The band usually gets 1/2 of the total the venue takes in from this cover charge. So, if 100 people come and pay a $10 cover charge, the venue takes in $1,000, and the band gets half, or $500. The band has learned that local bars and restaurants aren't great marketers--they sometimes forget to post about the shows on social media, and their marketing work isn't great when they do remember. The band's marketing budget is extremely limited. How would it be best spent? Building awareness of the band's music via a print campaign. A YouTube campaign aimed at incenting action (specifically, getting people who already love classic rock to listen to the band's new single). Nothing. It is the venue's job to bring in people--especially since they get most of the money anyway. Radio ads on classic rock stations that call listeners to check out the band's latest single. A tightly-targeted social media campaign focused on making local fans (and local classic rock fans) aware of upcoming events