Luxe Agency Document

Final Document for Pretty Smart Women

Table of Contents
The Luxe Agency Bios 3
Executive Summary 5
Part I: Situation Analysis 9
Overview 9
Stakeholder Analysis 10
SWOT Analysis 11
SPEC Analysis 13
Primary Research 16
Theoretical Underpinnings 17
Part II: Campaign Proposal 19
Part III: Appendices
Goals, Objectives, Strategies and Tactics 20
Budget 22
Implementation Timeline 23
Evaluation 24
Appendix A: Production Samples 25
Appendix B: Survey Results 51
2

Taylor Brightwell is currently a junior studying
journalism and mass communication at Arizona
State University (ASU) in the Walter Cronkite
School of Journalism and Mass Communication.
Taylor is also in Barrett, The Honors College, and
pursuing a certificate in Sales and Marketing
Essentials from the W.P. Carey School of
Business. She expects to graduate May 2017 with
a bachelor’s degree in journalism and certificate in
marketing.
In 2013, Taylor enrolled in the Cronkite School to
develop and hone her skills in creative writing and
storytelling through the disciplines of journalism
and public relations. In addition, Taylor is also the
daughter of successful business owners, and as a
result she developed a keen interest in marketing.
Taylor is determined to launch a career that
combines all of these influences.
As an ASU student, Taylor has gained practical
work experience through internships and campus
organizations. She has worked as a copyrighter
for Lucid, a marketing agency in Tempe, Ariz.
There, Taylor gained experience writing content
and developing calendars for a variety of
businesses across multiple business sectors. Taylor also served as the Assistant Vice President
of Public Relations and Greek Relations Chair for Kappa Delta sorority, where she is also a
member.
Originally from Redondo Beach, California Taylor enjoys the beach lifestyle and misses it terribly
while she attends school in Arizona.
3

Shea Mahoney is a senior at Arizona State
University (ASU) studying public relations at the
Walter Cronkite School of Journalism and Mass
Communication. Upon graduation in May 2016, Shea
will receive her bachelor’s degree in journalism and
mass communication with an emphasis in public
relations and a minor from the W.P. Carey School of
Business in special event management.
Shea has always had a strong passion for fashion and
aspires to work in the fashion industry in a public
relations and event management capacity. Shea
developed an early specialization in the restaurant
business. Her father owns multiple restaurants and
she has worked in every capacity of the restaurant
business since the age of 15.
Shea has a variety of work experience that has helped
her hone her talents in public relations and marketing.
She interned for the Office of Special Events at ASU
during her sophomore year. In this role, she worked
closely with ASU’s President Michael Crow on
planning his meetings with state and school officials,
as well as other events such as his State of the University address.
She has also interned for The Knight Agency, a boutique public relations firmed based in
Scottsdale, Arizona. At The Knight Agency, she gained experience working for multiple clients
across a variety of industries, and had the opportunity to be immersed in the agency culture.
When not pursuing her degree, Shea participates heavily in sorority events as a member of Delta
Gamma, and trying new restaurants. She is a native of Litchfield Park, Arizona, and loves to
travel the world.
4

Taylor Nelson is a senior at Arizona State
University (ASU). She is currently pursuing a
combined bachelor and master’s degree through
the Walter Cronkite School of Journalism and
Barrett, the Honor College, as well as a minor in
history. She expects to graduate in May 2016.
Currently, Taylor is starting her second year as a
communications intern with Brodeur Partners, a
global public relations agency in Phoenix. Through
Brodeur, Taylor has gained immense experience
in all aspects of public relations, with a strong
emphasis on media outreach. She has worked in a
number of industries including high tech,
consumer, and sports.
Prior to working for Brodeur, Taylor spent four
years as a barista with Starbucks Coffee
Company, where she was in charge of her store
and district’s respective social media channels.
She has written for Arizona State’s State Press
Magazine, and gained live television experience as
a game day runner for ESPN during various
football events at ASU. In addition, she served as
an events department intern for the Chandler,
Arizona-based nutrition company, Isagenix.
This semester, in addition to the Cronkite PR Lab, Taylor will also be spending time in the Digital
Production Bureau, where she will be working on the social media and online aspects of Cronkite
News. This role will utilize her experience in digital design and social media planning.
In her spare time, Taylor enjoys exploring history through film, literature, and travel. She is a
native of northern California and has been living in Arizona since 2009.
5

Executive Summary
Pretty Smart Women, LLC, (PSW) is a small technology consulting business founded and
operated by Robin Phillips and Sue Green. The company was formed immediately after the two
women developed an app called SkinneePix.
SkinneePix experienced significant financial success as well general mass popularity, advanced
by the client’s journalism and promotions networks established by the cofounders from their
previous professional work experiences with major networks ABC and NBC. However,
SkinneePix was criticized for promoting body-dymorphic, negative ideals that are often
associated with any sort of picture modification equipment. The client managed to turn that
negative message around and promote the app as a tool for weight loss and a healthy lifestyle.
The client leveraged motivational features of seeing yourself “just a little bit” lighter. The app was
extremely successful, and app purchases continue today. The development of SkinneePix also
gained the client media attention from national outlets such as USA Today and major network talk
shows like Jimmy Fallon and Rachael Ray.
Following the development of SkinneePix in 2014, both Green and Phillips continued to pursue
diverse professional endeavors that included a range of innovations in app development and
traditional entrepreneurial efforts. As a result of these various pursuits, the company website
became a clearinghouse for the founders projects and the brand integrity of Pretty Smart Women
became diluted among the myriad of projects. For example, the website contained information
that ranged from digital products to furniture refurbishing. As a result, the client’s website and
company became a collection point for the cofounders varied business interests. The client
recognizes that lack of attention to the website hindered the company’s progress and brand
awareness.
The Cronkite PR Lab partnered with PSW to provide strategic public relations support for a new
app concept and design focused on animals. The client seeks to sell the app concept and not
venture into the areas of development and distribution as was done with SkinneePix.
At the start of the 2016 semester, the client presented an initial pitch of the app concept to the
Luxe Agency (Luxe) to introduce the team to the concept and to evaluate the pitch for PetSmart
®. Experts like Entrepreneur magazine’s Scott Gerber suggest a “less is more” presentation
model that includes “execution” of the product being pitched (Gerber, 2009). Luxe will work with
PSW to simplify and target the pitch, which in its current form lacks focus and does not clearly
outline executionable next steps.
In addition, the team believes the client has limited themselves to pitch exclusively to PetSmart®.
As an established corporation with a built-in customer base, PetSmart®, based on the team’s
research, does not have an immediate need for the client’s app. The retailer’s current app
appears to be the primary focus, thus a duplicate product may not attract the attention of decision
makers.
In order to address these issues, the team created a refreshed pitch presentation that allows the
client to target multiple pet retailers. The team also conducted research to identify and
recommend appropriate retailers to target. In addition, the team refreshed PSW’s brand and
social media tools in an effort to better position the client in the marketplace as thought leaders
and content creators, thus creating a stronger position for PSW before the scheduled pitch.
6

Organizational Chart
The client’s company consists of two people: Robin Phillips and Sue Green. The company has a
flat organizational structure, meaning that both Phillips and Green have an equal share of control
in the company and areas of responsibility have been equally dispersed.
Phillips and Green both bring different talents to the company. Phillips is considered the strategic
lead of the company, focusing on the content creation and promotional aspects of PSW, whereas
Green is the creative lead, who generates the ideas and leads the development side of the
company.
Pretty Smart
Women
A technology consultant company of
idea generators and content creators.
Robin
Phillips
Strategic Lead
Sue Green
Creative Lead
7

PART I:
Situation
Analysis
8

Overview
Pretty Smart Women, LLC is a tech startup company operated by Susan Green and Robin J.
Phillips, based in Phoenix, Arizona, and founded in 2014. Green and Phillips started the company
after respective successful journalism careers in order to pursue their talents and dreams of
content creation innovators.
The company’s tagline, “Idea Generators. Content Creators.” fulfills the definition of taglines as an
accurate descriptor of the client’s purpose and mission Ideally, taglines are simple clarifications of
what the company offers, and the client’s does just that. (Smith, 2011).
The company’s first app, SkinneePix: Healthy selfie, was an innovating application for both
iPhone and Android devices that allows users to take up to fifteen pounds off of their face in a
photo. The app was widely publicized, but received mixed reviews from both users and industry
gurus. While some praised its innovative qualities, others, such as Salon’s Sarah Gray, called it
the “worst thing to happen to the selfie” (Gray, 2014), and questioned whether it promoted lessthan-ideal
beauty industry standards. Green has always fought such claims, however, and
proudly stated that the true purpose of the app was to create a “healthy selfie” that might actually
put someone on the track to healthy living, as it did for her (Green, 2014).
Following the development and success of SkinneePix, Green and Phillips designed another app,
targeted towards pet owners, and sold as an app concept rather than a built-out application. The
concept is that it will be designed to work in partnership with a pet retailer.
The concept of the app is that it will be an interactive app that supplements the current pet app
being utilized by retailers to enhance engagement and promote community, and increase
revenue and marketing for the company that ultimately develops it. During the secondary
research process, the team determined that most pet retailers have apps that are heavily focused
on promotion and one-way communication with the client; many serve as mere portals to the
retailer’s website. In contrast, PSW’s app concept offers integration and engagement. The app
idea incorporates a Tamagotchi-like virtual pet that the user will care for and play similar to a pet
owner. The client is also interested in the possibility of pitching a virtual reality element for the
app.
There are multiple competitors in the animal app market. For example, apps such as Pet
Playpen, Touch Pets Dogs, and My Talking Tom are other competitors in the virtual pet market.
These apps also allow users to “adopt” virtual pets that users can feed and interact. However,
PSW’s concept is to integrate this app with a retailer’s original app. There are no specifications on
what the retailer’s initial app would need to consist of, though the team searched through major
pet retailer’s existing apps, including PetSmart and Bark Box, and discovered that many retailers
apps consist of nothing more than a mobile storefront and occasional messages from the entity.
The client initially targeted PetSmart. To date, none of the client’s potential competitors listed
above have partnered with a major retailer, again providing the client an added competitive
advantage.
In addition, the proposed app would include relevant tips and advertisements targeted to real-life
pet owners and coupled with Pretty Smart Women’s previous app design, technology, and media
expertise, this product has an organic competitive edge even in the concept stage.
9

Stakeholder analysis
Primary Stakeholders: Potential App Buyers
The client initially identified the brick and mortar, Valley-based pet retailer, PetSmart, as a target
buyer. However, after extensive research into PetSmart’s culture, The Luxe Agency proposed an
alternate direction that would best fit the spirit and intent of the client’s app. Specifically, the team
suggested that the client targets a wider audience that will both broaden the client’s potential
consumer market, as well as leverage success for the PSW brand. The team conducted research
to identify alternate potential buyers, and has identified BarkBox as the retail primary stakeholder.
BarkBox currently caters to a millennial audience that would be more likely to use an app like the
one proposed by the client. BarkBox is a private company that serves as a provider of pet-themed
products and technology. The company is best known for its subscription service, which sells
products tailored to subscriber’s dogs. The company was founded in 2011 by Matt Meeker,
Henrik Wredlin, and Carly Strife, and now runs under the rebranded name of Bark & Co. Bark &
Co. also runs BarkPost, a dog-themed content site; BarkCam, a dog-specific photo-sharing site;
and BarkBuddy, which is described as, essentially, “Tinder for Dogs.”
Bark & Co. has a strong social media presence. In March 2014, Bark & Co was named by Forbes
as one of the “20 Companies You Should Be Following On Social Media” (Pozin, 2014). Forbes
praised Bark & Co.’s use of humor, and the “dog’s-eye-view” of the world illustrated on the
company’s Facebook page as innovative and relevant content that worked to promote their
product. The BarkBox Instagram has 1.1 million followers, and their posts gain anywhere from
5,000 to 12,000 likes.
Bark & Co. has had extreme investor success, raising more than 15 million dollars from private
equity investors or venture capitalists in their Series B funding round. In February 2014, the
company reported a $25 million revenue run rate, which was projected to grow by 4 times within
the year (Huffington Post, 2013). The company has a strong following, investor base and
presence, which can all spell success for PSW.
Secondary Stakeholders:
• Technology influencers (via social media)
• Millennial audiences (via social media)
• Pet owners (via social media)
10

SWOT analysis
Strengths
Previous app experience
Weaknesses
Outdated, muddled brand image
Connections from previous and current media
careers
Strong understanding of target market
Openness to ideas, innovative
Opportunities
Book publication offers a creative element to
leverage “content creator” aspect of company
Threats
Why does the company need PSW to develop
the app?
Could take the app idea and run with it, without
Pretty Smart Women
Competition from existing apps
Strengths
PSW enters the app pitch with strong previous app design and application experience.
SkinneePix experienced media and consumer success, and as such, the client can leverage this
knowledge and experience from a positive resource position with potential buyers.
Similarly, the client has strong networks across multiple media platforms from past professional
careers in the media. These established media connections can be used as an appealing selling
point for the brand, product, and the buyer.
The client also has a strong understanding of the brand’s target market, since the co-founders are
pet owners themselves. As previously mentioned, the client also has a background media,
therefore, the cofounders journalism careers have enabled them to remain on the ‘pulse’
understanding the attitudes and lifestyle of the millennial generation. These client attributes
allows PSW to have a strong grasp of trends that can strengthen the app pitch to a pet retailer.
Finally, the client’s openness to new ideas, including alternate buyers and a willingness to
undergo a brand refresh, demonstrates flexibility that will prove to be a positive asset in the
future.
Weaknesses
The client’s primary weakness is the outdated brand image. According to the client, PSW LLC
was formed hastily, and for tax purposes, and as such, the brand and the brand image struggle to
accurately reflect potential of PSW. . Additionally, the website was designed to only be a
“temporary home” to the client’s many businesses, unfortunately the “temporary” remained past
its time and negatively impacted the brand. Though PSW tagline is effective and clearly
represents what the client desires to portray, the image, at this time, struggles to complement the
tagline. The team will refresh this image to align all brand images.
11

Opportunities
Co-founder Green will travel to New York later this year in order to attend app concept pitch
meetings while simultaneously, promoting her most recent endeavor, a book publication. Green’s
book, a tale of marriage and social struggles through the generations of one family, is a timely
narrative that amplifies many of today’s societal struggles regarding race and marriage. The team
believes that this is an opportunity to leverage the PSW brand. The team also sees this as an
opportunity to promote the book itself as one of the “creative” aspects of the client’s content
creation mission.
The timing of the New York trip is an excellent opportunity to schedule a pitch meeting with Bark
& Co.
Threats
As with any business pitch, there is the underlying threat that the company will reject the concept.
In addition, there is also the possibility that the company will take the concept of the app and
create a similar app without partnering with PSW. While the client has had to engage in
intellectual property protections with the previous app that PSW owned, the Luxe Agency
suggests that the client ensures that the intellectual property of the concept be regarded with the
considerations as SkinneePix. Luxe will design app mockups in compliance with the submission
standards for intellectual property registration and submission for the client.
12

SPEC analysis
The environment in which PSW exists is a niche market. In addition, with the refresh of the brand,
the team looks to reposition the client into an even more niche market. The team hopes to
position PSW as thought leaders and expert women in technology. In order to better understand
the target audience, Luxe conducted a SPEC analysis of the two environments in which Pretty
Smart Women or PSW will be dealing: that of women in technology, and pet ownership.
Social – Women in Technology
PSW views the core competency of the company as content creation. The founders of PSW exist
in a very competitive field as women in technology. The Clayman Institute for Gender Research
found in a collaborative study with the Anita Borg Institute for Women in Technology (2015) that
the numbers of women in technology are increasing, but in the workplace, women face social
stigmas. For example, the study found that women still face the perception that they are too
family-oriented for the technical world, and such stigmas have been institutionalized in corporate
business environments, such as technology.
The study found that women in technical management positions are more likely to be seen as
less competent than their male counterparts, suffer from poor health because of excessive
workload, and delay having children to accomplish their career goals. The study often found that
there are a selection of workplace issues that affect specifically woman, such as inflexible work
schedules, that have an effect on their recruitment and retention.
Political – Women in Technology
Politically, women still face significant obstacles in the workforce. The wage gap is a significant
example. This affects most industries, and according to the Institute for Women’s Policy
Research, women are generally making only 79 cents for every dollar that men make. However,
women in technology face even more obstacles, as there is a negative perception towards their
abilities and experience. For example, a joint study from Harvard Business School, Wharton, and
MIT Sloan showed that investors preferred a pitch from a male to the same pitch from a female at
a rate of 68 percent to 32 percent, though there was no explanation as to why (Thomas, 2015).
Also, women have become a force in the political space. According to a 2014 article by Politico,
influential women in tech such as Laurene Powell Jobs, the widow of Apple founder Steve Jobs,
have taken political stances on issues such as immigration. Sheryl Sandberg of Facebook has
also been influential in politics, as she continuously makes stands examples that she strongly
believes in (Palmer, 2014). Being a woman in a position of power, particularly in the technology
industry, Sandberg and Jobs are both strong examples of what leveraging publicity, position and
technology can do in terms of influence.
While tangible involvement in politics is not necessarily on or apart of PSW’s agenda, the
examples of this involvement do show the room for growth as women work to overcome
stereotypes and other workplace/professional obstacles.
Economic – Women in Technology
Statistically, women are earning an average of 88 cents per every whole dollar that a man in the
“engineering and engineering technology” space makes. That gap increases in the “computer and
information sciences” field, where women only make 77 percent of what men earn. (Danluu,
2015).
13

Cultural – Women in Technology
Culturally, women in technology have a negative stigma, as described above. Despite that, they
are some of the most successful technological entrepreneurs. Company cultures that
unintentionally reflect these attitudes are at risk of driving away strong women candidates
because of their bias. According to Sharon Florentine’s 2015 CIO magazine feature, women
leave the IT field mid-career, despite entering the workforce at the same rate as men.
Florentine credits this significant drop in workers to the harsh reality of company cultures filled
with “overt and subliminal message that [women] just did not belong” (Florentine, 2015).
Social – Pet Owners
A recent study by Mintel shows that a lot of social activity around pets occurs on smartphones for
millennial pet owners. According to the study, 17% of millennial pet owners have a pet-related
app on their smartphone or tablet; 28% of those owners would like to get promotions or coupons
for products for their pet via their phone; and 16% are interested in technology innovations that
would foster a better, stronger relationship between pet and owner.
In addition to our secondary research on this topic, the team will conduct primary research, in the
method of facilitating an online survey to gain insight into the social media habits of pet owners.
This approach is a qualitative research method that offers insight into the attitudes and
motivations of pet owners in a method that is statistically reliable (Wilson and Ogden, 2008).
The results of the online survey demonstrated that pet owners would be interested in an app
about raising a virtual puppy and that they do see the potential for this app to improve an
individual’s caring and compassion skills as well as responsibility in terms of raising a pet. (For a
more comprehensive view of the survey results, please see “Primary Research.” For a full list of
survey questions, please see “Appendix B.”)
Political – Pet Owners
The politics of pet owners vary. While many pet owners are happy to share personal experiences
and stories about their pets with others, there is also the debate among pet owners who desire to
have the “best” food, toys and care for one’s pet. This competition to have the “best” things for
one’s pet also feeds into debates over the products, toys and activities that promote the healthiest
pet.
A survey conducted by Packaged Facts earlier this year showed that 63% of U.S. dog owners
and 59% of cat owners agreed that high-quality dog foods or cat foods are effective for preventive
health care. The 11 th edition of the “Pet Food in the U.S.” market research survey indicated that
organic and natural pet food sales are projected to increase 14.6% annually through 2019.
Currently, organic pet food accounts for only 4% of the overall US market, however the market
share for pet owner’s, who buy organic pet food online is 9.8% and 8.8% pet owners who shop in
stores shop in independent pet stores. For Petco® and PetSmart®, organic pet foods are bought
at a 7.1% and 5.6% rate, respectively, with organic purchases at veterinary clinics not far behind
at 5.3%. “Pet treats have seen an explosion of development in terms of ingredients with functional
or other nutritional benefits, allowing pet owners to indulge their pets guilt free (or with a little less
guilt).”
While food is the most politically regulated aspect of the pet product industry, the American Pet
Products Association outlines an entire list of regulations surrounding other pet products,
including but not limited to collars, medicines and toys (“Fit for a Pet: The Truth About Pet Foods”).
Regulated products come with debate, and therefore all feed into the political atmosphere of the
pet retail industry.
14

Economic – Pet Owners
Economically, pet owners spend billions of dollars each year on their animals. The American Pet
Products Association found that in 2010, 71.4 million American homes had a pet in them, or 62%.
That number is projected to increase to 92 million homes in the next two years.
In 2015 it was estimated that $60.59 billion was spent on pets in the United States. That
economic spending on pets in the U.S. is outlined below:
Breakdown:
Food
Supplies/OTC Medicine
Vet Care
Live animal purchases
Pet Services: grooming & boarding
$23.04 billion
$14.39 billion
$15.73 billion
$2.19 billion
$5.24 billion
Cultural – Pet Owners
There is a very large and often virally popular culture surrounding pet owners and their pets. Most
of this culture surrounds particular breeds or pet characters (such as Doug the Pug or Grumpy
Cat, both viral Instagram sensations.) Pet celebrities are a hot topic, and often shared via social
media.
A lot of the culture surrounding pet owners is focused on sharing tips about ownership, whether it
is a new local groomer, healthy habit for your pet, or the latest treat on the market, pet owners are
frequent information sharers – online or in person.
Dogs can be used as seeing-eye dogs but can also be trained to detect seizures; animals can
also be used in occupational therapy, speech therapy, or physical rehabilitation to help patients
recover. Aside from these therapeutic roles, animals are also valued as companion and can affect
the quality of our lives in a positive manner. (Gee, 2011)
Some research studies have found that people who have a pet have healthier hearts, stay home
sick less often, make fewer visits to the doctor, get more exercise, and are less depressed. Pets
may also have a significant impact on allergies, asthma, social support, and social interactions
with other people. When a child has no brothers or sisters, research shows that pets help children
develop greater empathy, higher self-esteem, and increased participation in social and physical
activities. (Hodgson, 2015)
15

Primary Research
Luxe conducted a survey to gather insight into the level of interest that the client’s target audience
may have for a virtual puppy app. Questions ranged from the current status of pet ownership to
more specific questions about features potential users would or would not like to see in an app.
The survey was disseminated to 708 potential respondents in the Phoenix metro area, 59
individuals completed the survey for a response rate of 8.3 percent, which falls within the typical
average for an online survey which is between a 5 and 10 percent. One hundred percent of
respondents identified themselves as “millennial” demographic, as defined by Pew Research
Survey; respondents identified their ages as between 18 and 34 years old. Overall, the survey
showed that there is significant interest in an app that would allow a user to raise a virtual puppy.
Reviewing the responses, 89.3 percent identified as “ animal lovers” However, significantly less
have animals actually living in their home (34.48 percent). One of the client’s target app users are
animal lovers who could not have pets in the home. The survey’s high percentage response of
potential app users is a strong indicator for the success of the client’s app.
Some of the questions focused on what potential users perceived to be the app’s potential for
promoting particular qualities. For example, the survey asked respondents if they saw the app
potentially teaching responsibility. These questions were designed to support the client’s claims
that the app would promote caring and compassion skills, reduce anxiety, and teach
responsibility. Of the respondents, 71.43 percent, 62.50 percent, and 69.64 percent could
envision the potential for the app to do achieve these purposes, respectively.
Of the total responses, 55 percent indicated “some level of interest” in a virtual puppy app
(ranging from “somewhat interested” to “very interested”). However, users were divided on
whether or not they would be interested in a virtual reality experience that would highlight a “dog
walk of the week.” Of the respondents, 48.78 percent indicated that they were not interested in
such a feature, however, 57.15 percent indicated that they would be interested (ranging from
“somewhat interested” to “very interested”). The respondents’ lack of interest in a virtual reality
component to the app was an unexpected finding, and for this reason Luxe recommends that the
production of the component be delayed until later in the year.
Overall, the survey results confirmed Luxe’s expectations and support for the client’s claims.
16

Theoretical Underpinnings
The Barcelona Principles
As a result of the collective primary and secondary research, Luxe decided to base the campaign
for PSW on the Barcelona Principles. The Barcelona Principles set an overarching framework for
aligning campaigns that provides a basis for measurement and evaluation programs.
1. Goal Setting and Measurement are Fundamental to Communication and Public
Relations
Luxe developed goals for the client, PSW, which focus on repositioning and rebranding PSW as
well as creating new pitch collateral. These goals provide a look into what needs to be done for
the client and help the team stay on track towards achieving the best outcome on behalf of the
client.
2. Measuring Communication Outcomes is Recommended Versus Only Measuring Outputs
The team determined to focus the measurements of success on the effectiveness of the new
messaging in order to establish a larger following and garner a successful partner for the client.
This approach is focused on the outcomes of the efforts as opposed to the outputs themselves,
as successful outcomes will come as a result of strong outputs. It also ensures that two-way
communication between the client and the target audience is established and strongly valued.
3. The Effect on Organizational Performance Can and Should Be Measured Where Possible
Luxe established goals with the intent of positioning the as a viable option for potenetial business
opportunities and attracting business stakeholders. As the client is an online company, the team
suggests that the client focus on the measurable digital results, such as the increase in followers
and website views.
4. Measurement and Evaluation Require Both Qualitative and Quantitative Methods
In terms of the final outcome, the results will be best measured in both qualitative and quantitative
ways. The specific growth on their social channels and website views will be quantitative results.
However, the overall repositioning of the brand is focused through messaging and other
qualitative vessels.
5. AVEs are not the Value of Communication
The team is not necessarily focused on the amount of coverage that the client garners, as
opposed to the quality of it.
6. Social Media Can and Should be Measured Consistently with Other Media Channels
Social media is a large part of the client’s repositioning. Luxe has placed a heavy emphasis on
the value of these channels, and will be focused on garnering significant increases to the client’s
following across PSW’s social media platforms.
7. Measurement and Evaluation Should be Transparent, Consistent and Valid
Luxe has been consistent in measuring the client’s results over the course of the campaign. The
team has been tracking the client’s social following, and plans to implement tracking on the
17

website views as soon as it is operable, in order to ensure the most transparent, consistent and
valid measurement available.
Cognitive Dissonance
Cognitive dissonance refers to the idea that messages that challenge values and beliefs are
avoided (Wilson and Ogden, 2008). The team took this theory into consideration while refreshing
Pretty Smart Women’s website, particularly in terms of their SkinneePix project page. The client’s
website initially included all of their top tier coverage… including negative coverage. In order to
change the message and position the client as technology consultant experts, the team
eliminated any links to the negative coverage.
Framing Theory
By positioning PSW as technology consultant experts, the team has leveraged the brand so that
the message can be controlled and framed. By implementing affective social media messaging
and targeting topic areas such as women in technology and app innovations, Luxe has created a
platform for the client to speak on these topics as experts, and therefore frame any media
inquiries around that image.
This theory also applies to the messaging surrounding the app idea itself. The Prezi positions the
app as a portal for engagement for the potential buyer, and also works to frame the app itself as
something that the potential buyer needs. The team did so by targeting a specific pain point, or
problem (Sutser, 2013), for the potential buyer: lack of engagement in the mobile market, which is
up and coming. As such, the messaging around the app then becomes ensuring that it is
something the client sees as vital to their future business success.
Uses and Gratifications Theory
The uses and gratifications theory, which states that people actively seek and use media to fulfill
their own needs (Wilson and Ogden, 2008), compliments the use of cognitive dissonance and the
framing theory. The team is suggesting that the client leverages the media they expect to receive
for the publication of Green’s book in early 2017 in order to bring PSW, and the development of
the virtual puppy app, into the limelight, and using that attention to focus on the creative
development strength of the company.
Systems Theory
While determining what pet retailer to pitch, and whom within the company to pitch to, the team
took advantage of the systems theory, which states that every organization has stakeholders to
be dealt with (Wilson and Ogden, 2008). The team identifies the stakeholders for the pitch, which
was Bark & Co. and their creative development team. Additionally, the team identified
stakeholders that will help bring Pretty Smart Women into the right position to pitch Bark & Co.
The team identified millennials as one of these stakeholders, as they make up a large part of Bark
& Co.’s primary market and are a significant stakeholder in their company, as well.
18

Part II:
Campaign
Proposal
19

Goals and Objectives
As defined by Wilson and Ogden, a goal is “the result or desired outcome that solves a problem,
takes advantage of an opportunity or meets a challenge.” As part of defining those goals, the
team set objectives, which are “specific, measureable statements of what needs to be
accomplished to reach the goal.”
Luxe has outlined two strategic several goals with corresponding objectives for the client. These
goals involve creating a refreshed brand image to better position the brand in support of the pitch
to Bark & Co. later this year as well as to other potential buyers.
Wilson and Ogden also define strategies as “public-specific approaches specifying the channel to
send the messages to achieve objectives.” As part of those strategies, tactics are developed,
which are “strategy-specific communication products that carry the message to key publics.”
In order to achieve the outlined goals and objectives, the team has developed several strategies
and tactics for the client.
Goal 1: To develop a pitch presentation for PSW to leverage the cofounders skills and
expertise in order to establish an app development partnership with a pet retailer.
Objectives:
• Pitch the app concept to a pet retailer in the fall of 2016.
Strategies:
• Develop an engaging, interactive 10 to 15-minute pitch presentation by April 29 for PSW.
• Partner with the New Media Innovation Lab at the Cronkite School by April 30 to create a
video example to capture the virtual reality experience of the app concept to be used for
client pitches such as Bark & Co.
Tactics:
• Create a Prezi presentation for the pitch by April 29, positioning the app idea as a
necessary integration to Bark & Co.’s current app for audience and customer
engagement.
• Develop app mock ups by April 29, based on the primary research results about what
customers would be interested in seeing in an app to be presented in the Prezi.
• Partner with a marketing spokesperson (to be determined) to help the client bring a
selling voice to the pitch recommendations of spokesperson provided by the team to
client by May 5.
• Storyboard the virtual reality experience of walking a dog. The first draft is expected to be
with the client by April 29, with production in partnership with the New Media Innovation
Lab by the time the client goes to their pitch presentation later this year.
Goal 2: To refresh the Pretty Smart Women brand
Objectives:
• Refresh PSW’s online image by March 24, 2016 so that the online image of PSW
promotes them as experts in the technology space and experienced consultants
• Position the client as a technology thought leader and expert content creators by April 29,
2016.
20

Strategies:
• Reposition the client to social media followers as a relevant, viable content expert utilizing
Twittter.
• Connect the client to the tech industry, particularly regarding app development, through
thought leadership blog posts.
• Connect to the millennial audience and technology industry influencers through social
media, specifically Twitter.
• Create a master social media calendar that includes tweets for the client to schedule
through Hootsuite through May 31
Tactics:
• Create a new website through Wix by March 31.
• Create a new logo with the aid of a graphic designer by March 31.
• Create a Twitter account for the client’s company and a social media content calendar for
that Twitter by March 31.
• Participate in weekly Twitter chats from the Pretty Smart Women Twitter account by mid-
July.
• Target specific hashtags # and topics that will promote the client’s brand in a timely,
topical manner on Twitter by April 29.
21

Budget
The budget below is outlined to aid PSW in achieving three recommended next steps that are:
1. Pitch
Luxe suggests that PSW arrange a meeting with Bark & Co. Due to recent speculation that Bark
& Co. is in a position to be purchased by a major pet retailer (Perez, 2014), the team suggests
that the client pitch as soon as possible in order to gain the most success for the client and the
eventual buyer of the app. In order for the potential buyer to develop the app in time for the
holiday season, development would need to start in the fall, which means that the client should
arrange a meeting with Bark & Co. in late August. Bark & Co. is headquartered in New York City,
and the client should allow at least two full days for the presentation and preparation. A round trip
flight to New York City in August is $279, and hotels average around $200 a night, according to
searches on Kayak.com.
2. Website
The team also suggests that the client move their website to the Wix Premium platform. This will
allow for the client to keep the clean, updated version of the website. It will also allow for them to
keep their domain name, and offers unlimited bandwidth to upload videos. This service costs
$12.92 per month.
3. Social Media Presence
As the client continues to grow their social media channels, the team also suggests investing in
Hootsuite Pro, which would allow for the client to manage multiple accounts on one platform,
including scheduling posts and interacting with followers. Hootsuite Pro costs $9.99 per month.
This budget will allow for the continued success of the client’s new, repositioned brand.
Task
Cost
Flight to New York City in August
Hotel for 3 nights in NYC in August
~ $279 (varies depending on dates)
~ $600 (varies depending on dates)
Wix Premium for one year $155.04
Hootsuite Pro for one year $119.88
Total for 2016 ~ $1,153.92
22

Implementation Timeline
The following implementation timeline outlines the dates that each step in the pitch and
repositioning process should be completed by. It should be noted that these dates, particularly
those of for the meeting in New York, are tentative, and currently based on the client’s travel
schedule.
Task
Date Completed
Finalize website and logo designs March 24, 2016
Begin utilizing new Twitter account March 1, 2016
Begin participating in weekly Twitter chat Week of April 1
Conduct online survey March 28 – April 6, 2016
Meet with NMIL April 2016
Finalize pitch Prezi presentation April 2016
Finalize virtual reality example April 2016
Finalize app mockups April 2016
Trip to New York for pitch Fall 2016
Social media content calendar April 1, 2016
Continued social media presence
Ongoing
23

Evaluation
In order to measure the success of the campaign, the client should focus on the executing a
successful pitch and on increasing the company’s online presence.
Goal 1:
For the first goal, of establishing a partnership with a pet product retailer, success will be
measured by successfully producing the tools necessary to secure that partnership, with plans to
develop the app before the end of 2016.
Evaluative Measurement:
The team has successfully developed a Prezi for Pretty Smart Women that highlights their
expertise as technology consultants and explains the idea for the app. The presentation also
includes app mockups. While the presentation is currently tailored specifically to BarkBox, the
team ensured that it can be modified to other retailers as necessary.
The team has also developed a storyboard for the 360 video.
Goal 2:
The second goal of refreshing the PSW brand offers several numerically measurable objectives
such as what is listed below.
Because the client hopes to go to New York for a potential pitch presentation in the fall of 2016,
that was set as a deadline for the online refresh. The website and logo were finalized in March
2016, in order to allow time for the new image to gain traction before the pitch. As of April 19, the
client has not implemented the website design or logo.
Similarly, the Twitter account was set up at the end of March, and has been actively tweeting
since. The team scheduled tweets per the content calendar in Hootsuite, with two tweets a day.
Success of the social media presence will be measured through increased followers. The Luxe
Agency aims to see 50 new followers for the client’s new Twitter account before the completion of
the team’s consulting period for the client. As of April 19, the client had 32 Twitter followers.
It should be noted that the second goal will also be considered a success if a partnership with a
pet retailer is successfully forged in the spring.
24

Part III:
Appendices
25

New Pretty Smart Women Logo:
Appendix A: Deliverables
26

Appendix A: Deliverables (Cont.)
Website screen shots:
Home page:
27

Appendix A: Deliverables (Cont.)
About page:
28

Appendix A: Deliverables (Cont.)
29

Appendix A: Deliverables (Cont.)
Projects page:
30

Appendix A: Deliverables (Cont.)
31

Appendix A: Deliverables (Cont.)
Blog page:
32

Appendix A: Deliverables (Cont.)
Contact page:
33

Appendix A: Deliverables (Cont.)
App mockup:
34

Pitch Prezi presentation:
Appendix A: Deliverables (Cont.)
35

Appendix A: Deliverables (Cont.)
36

Appendix A: Deliverables (Cont.)
37

Appendix A: Deliverables (Cont.)
38

Appendix A: Deliverables (Cont.)
39

Appendix A: Deliverables (Cont.)
40

Appendix A: Deliverables (Cont.)
x
41

Appendix A: Deliverables (Cont.)
42

Appendix A: Deliverables (Cont.)
43

Appendix A: Deliverables (Cont.)
44

Appendix A: Deliverables (cont.)
Content Calendar:
45

Appendix A: Deliverables (cont.)
46

Appendix A: Deliverables (cont.)
47

Appendix A: Deliverables (cont.)
48

Appendix A: Deliverables (cont.)
Appendix A: Deliverables (cont.)
49

Appendix A: Deliverables (cont.)
50

Appendix B: Survey Results
51

Appendix B: Survey Results (cont.)
52

Appendix B: Survey Results (cont.)
53

Appendix B: Survey Results (cont.)
54

Appendix B: Survey Results (cont.)
55

Appendix B: Survey Results (cont.)
56

Appendix B: Survey Results (cont.)
57

Appendix B: Survey Results (cont.)
58

Appendix B: Survey Results (cont.)
59

Appendix B: Survey Results (cont.)
60

Appendix B: Survey Results (cont.)
61

Appendix B: Survey Results (cont.)
62

Appendix B: Survey Results (cont.)
63

Appendix B: Survey Results (cont.)
64

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