Crayola PR campaign

Running head: PUBLIC RELATIONS CAMPAIGN 1
Public Relations Campaign
Alexandria C. Koscevic
West Virginia University

PUBLIC RELATIONS CAMPAIGN 2
Executive Summary
Crayola is a company that, for years, has been known for its superior crayons. While the
company is by far the leader in school supply sales, Crayola has much more to offer. As
technology becomes more important to children at younger ages, Crayola has kept up and been
an innovator. With apps like ColorStudio HD and My Virtual Fashion Show and technology-
based toys like Color Alive, Crayola has embraced this shift in the types of toys children play
with while also continuing its success with crayons. However, many people still view the
company as simply a school supply or arts and crafts brand. The aim of this public relations
campaign is to shift the perception of Crayola as a crayon company, to a company that embraces
and promotes creativity.
The campaign’s strategies and tactics include reaching out to the company’s three key publics:
parents, teachers and children. Highlighting the importance of creativity, while showcasing the
apps and technology-based games Crayola offers, will help promote Crayola’s products while
also creating an understanding that Crayola is synonymous with creativity, not just crayons.
Sending app test kits to mom bloggers and to teachers will allow them to see first-hand how the
products promote their children’s and students’ creativity. The use of social media and website
forums with posts promoting creativity will also aid in this perception shift. Finally, a Crayola
Creativity Tour, with popular speakers and multiple tour stops, will reach all three publics and
will promote creativity in a fun and exciting way.
Much of this plan is low-cost, with press releases and product fact sheets. The Crayola Creativity
tour accounts for a bulk of the budget, but additional sponsorships will be possible as the tour’s
publicity increases. The tour is an important part of the campaign and has the most potential to
be successful in altering the perception of the brand since it reaches all three publics.

As more children at young ages are trading their crayons in for iPads and smartphones, Crayola
must not only make its apps and technology-based games well known to its publics, but it also
must convince them to use these products. Crayola has had such success with its crayons that
many people view it as not only the best but the only choice for their children and students. This
campaign can help the company continue this success by expanding key publics’ perception of
the company as a brand that promotes creativity on paper, tablets, computer screens and any
other way imaginable.

Table of Contents
The External Environment ………………………..……………..…………….…...……………. 5
The Industry ………………………..……………..…………….……………………………….. 6
The Client ………………………..……………..…………….……..……………………………8
The Issue ………………………..……………..…………………………….…………...…….. 10
Promotions ……………….……….………………………..……………..……………………. 13
Market Share ………………………..……………..……….……….……….……...…….……. 17
Competition ……………………….………………………..…………..………...…….………. 18
Resources ………………………..…..…………….……….……………..…………….……… 20
SWOT Analysis …...…….……….………………………..……………..…………….………. 22
Public Profiles ………………………..…………...………..……………..…………….……… 24
Situational Analysis and Core Problem Statement ………………………..…………………… 26
Campaign Goal and Objectives ………………………..……………..…………….………….. 29
Key Publics, Primary and Secondary Messages ……...………………..……………..………... 29
Strategies and Tactics ………………….…………………..……………..…………….……… 38
Campaign Evaluation………………………..……………..…………….……….…..………… 44
Calendar and Budget ………………………..……..……..……………..……...……….……… 46

The External Environment
Companies like Crayola may have a difficult time remaining interesting to children as the types
of toys they choose shift from traditional to electronic.
An increase in technology has led to age compression, or the marketing of toys that were once
for older children to younger children. This has helped change the type of toys with which many
children play (Tansel, 2010).
For instance, one action figure was traditionally marketed for children age five or above, but the
average age of a child who plays with that action figure is now two years old (Tansel, U).
As the age for users of traditional toys decreases, so does the age for electronic games. Mobile
gaming for children ages two to five increased more than any other age group from 2009 to
2011, according to a study (Van Camp, 2011). The average age that children play games on
mobile devices is expected to continue to drop as the industry evolves (“Kids are gaming,”
2013).

Instead of coloring or drawing with Crayola products, children may instead play an electronic
game of a similar effect. Crayola must adapt to this changing marketplace to remain relevant to
two of its key publics, children and their parents.
Still, there exists a demand for traditional arts and crafts products, especially during the back-to-
school season. As the economy continues to recover, parents are planning to spend more for
back-to-school shopping, which typically includes lists of supplies such as crayons, colored
pencils and markers, which could be a positive for Crayola. Fifty-two percent of parents said
they would spend more in 2014 than in 2013, although that increase may be due to higher cost
of school supplies, not an increase in their discretionary income (Chang, 2014).

The Industry
About 60 percent of toys purchased in the United States are bought at Wal-Mart, Target or Toys
R Us (Archer, 2007). Americans spend $21 billion a year on toys. However, the market has not
seen much growth in recent years.
The arts and crafts industry in the United States had an estimated total sales of $0.94 billion in
2014, a three percent increase from 2013 (Annual sales data, 2013). Crayola is the leader in
sales in this category, and Play-Doh is second. Although they are both part of the same industry,
the two brands are significantly different, as Play-Doh is considered more of a toy, while
Crayola products are considered art components (Daujotas, 2011).
The United States has the highest share of the arts and crafts market, with 44 percent of arts and
craft sales (Daujotas, 2011).
The back-to-school season and holidays are when many parents buy school supplies for
children. Most school supplies are bought in-store as opposed to online, with 89 percent of
parents who responded to a survey saying they would go to a brick-and-mortar store to make
their school supply purchases. However, many parents will look at products online before going
to a store to purchase them (Chang, 2014).
Major school supply brands are available at stores throughout the country, such as Walmart,
Target, Rite Aid and other large retailers, as well as many small stores.

The Client
Crayola was originally a company called Binney & Smith, named for its two founders, who
created the company in 1885. They originally produced “red oxide pigment used in barn paint
and carbon black used for car tires.” They continued to create various products and, in 1903,
produced the first box of Crayola crayons, after noticing there was a need for “safe, quality,
affordable wax crayons.” The name Crayola was coined by one of the founder’s wives. “Craie”
means chalk in French, and “ola” is taken from the word oleaginous, which means oily
(“Company history,” n.d.).
As the company grew in popularity, Crayola responded to requests for more colors and created
the 48 pack of crayons in 1949 (Hall, 2005). In 1993, in honor of its 90th
anniversary, the
company created the 94 pack, the largest box of crayons it has created to date (“Company
history,” n.d.).
Crayola may be synonymous to “crayons” to many. However, while best known for crayons,
Crayola is also the producer of Silly Putty and professional art supplies through its brand
Portfolio Series (Stein, 2015).
Crayola has been owned by Hallmark Cards since 1984 (“History,” n.d.). The company’s
Northampton County, Pennsylvania, campus employs more than 700 people, including 100 or
more employees at the company’s headquarters (Hall, 2005). Worldwide, the company
employed 1,250 in 2014 (“Company history,” n.d.). The company’s financial information is not
publicly available, as Crayola is privately owned and does not offer a financial report to the
public (“FAQ,” n.d.)

Although it is a large company, Crayola has maintained its old-fashioned family culture, and the
company is engrained in the childhood of millions. One study found that smell of a fresh box of
Crayola crayons is eighteenth most recognizable scent in the world (Coen, 2012).

The Issue
As the types of toys children are interested in move from tangible to digital, Crayola must adapt
to remain relevant. While many parents and children may still choose to use crayons, the digital
options are moving to the forefront.
Crayola is creating products to keep up with the digital age. Vicky Lozano, Crayola’s VP of
Corporate Strategy, said Crayola recognizes that
while the way kids play may be changing, kids
themselves are not. They are curious and want to
be engaged (Coen, 2012).
Crayola has recently created products that stay true
to its brand while also embracing technology, such
as the Color Studio HD kit. According to the
information displayed on the product’s box, the
package comes with an iPad app download and an
iMarker stylus, which users can use as a marker,
colored pencil or crayon. The app has various
animated scenes users can color, then print or digitally share.
The iMarker stylus can be bought alone for $5.95 on Amazon. With 89 customer reviews, the
product has a two-star rating, with many parents citing that the stylus was difficult to use
(Amazon, n.d.).
Crayola ColorStudio HD. Retrieved from
http://shop.crayola.com/colorful-
clearance/color-studio-hd-
9510380000.html.

“The Crayola stylus is too fat, barely worked and needs batteries!? Get a targus stylus for
$20 and you can save money on batteries...and have something that works!” (Lewis,
2011).
The Crayola ColorStudio HD app, however, has 4.5 of 5 stars in the iTunes store. Many
reviewers said they like that the app is fairly easy to use, that it saves paper, and multiple
parents also said they enjoy using the app as well. Poor reviews are mostly due to difficulty with
the stylus.
While the app in “try me mode” is free, full versions, such as the Hot Wheels or Barbie editions,
are $3.99. The full kit, with the app and iMarker stylus, is available on Crayola’s website for
$12.99 (originally $32.99).
Crayola has also combined traditional toys with digital toys, such as the Virtual Design Pro
Fashion Collection app. According to the description on Crayola’s shop website, users create
fashion designs using paper templates and art supplies, and then they scan their creations into a
free app. The app brings the drawings to life
with a virtual fashion show.
The kit, which sells for $29.99 on Crayola’s
website, has received various awards, including
2014 Toy Insider, Parents Magazine, Family
Fun Magazine, and Parents' Choice Award,
according to the product description.
The toy has received a 3.7 out of 5 rating on
Crayola’s website, and many have said their
Crayola Virtual Design Pro. Retrieved from
http://shop.crayola.com/toys/tablet-apps-and-
kits/virtual-design-pro-fashion-collection-
0419210DUM.html.

children love the product. One concern multiple users have listed is that the paper used for the
templates cannot be bought separately, so when their child uses all of the design templates in the
book, they can no longer use the toy. Crayola has responded to these reviews and stated that
additional templates can be downloaded for free online and can be printed out, but that
additional template books are not available to be purchased.
Crayola has not released any details on the sales of these types of products, but executives have
said that the company will continue to create technology-based products (Coen, 2012).

Promotions
Crayola’s marketing efforts focus more on the idea that the brand and its products promote
children’s creativity, rather than on the products themselves. Instead of sticking with traditional
television and print advertising touting a new product, Crayola’s marketing efforts promote
conversations with parents who are helping their children find their “sense of self through
expressing their original thoughts and ideas” (Lozano, 2011). Crayola has responded to the
increase of its key publics using the Internet for information, and has increased its spending on
online advertising, promotion and other digital programs to connect with parents and educators.
Much of the company’s outreach to its key public is facilitated by social media such as
Facebook, YouTube, Twitter and Pinterest (Coen, 2012).
Crayola’s Pinterest page
According to Crayola’s Director of Marketing Communications, Nancy Conrad, the company’s
“core ‘mom audience’ is turning to the web for gift and usage ideas; she’s price comparing and
reading reviews before she makes purchases” (Coen, 2012).

To keep its publics engaged, the company is highly involved with Facebook and YouTube.
Crayola’s YouTube page, which has been active for about seven years, has more than 12,000
subscribers. The page has hundreds of videos, which include product explanations, craft
tutorials, commercials, and information on the company’s history. The most viewed video,
which shows how to make a Halloween craft, has been viewed more than 320,000 times.
Crayola’s Facebook page has more
than 2.3 million likes, and the
company makes at least a few posts
per week.
Many posts highlight its products or
creations made by Crayola users.
One post asks users to share their
creations to win a trip to the Crayola
Experience, one of its family
attractions in Pennsylvania or
Florida.
The Crayola Experience is an
attraction that promotes creativity.
Visitors can spend the day at the
facility learning how crayons are
made, creating coloring pages,
Crayola contest promotion on Facebook. Retrieved from
https://www.facebook.com/crayola.

animating creations and creating their own Crayola colors. The attraction can also be rented for
birthday parties, field trips and other outings (Crayola Experience, n.d.).
Crayola Experience is a promotion in of itself, as it shows children different ways they can use
Crayola products. The facility also has a Crayola shop, with the largest selection of Crayola
souvenirs in the world (Cohen, 2012).
Crayola's creations at Bloomingdales.
Retrieved from
http://stylenews.peoplestylewatch.com/2015/02/26/bloomingdales-
crayola-designer-collaboration/
A recent interesting promotion was held at Bloomingdales NYC. As part of its spring line,
Bloomingdales asked six popular fashion designers to create a custom design to “tell an
impactful visual story” using a Crayola crayon color. Designers including Cynthia Rowley and

Rebecca Taylor created dresses and jumpsuits in Midnight Blue, Mango Tango, and other
Crayola colors.
To promote the designs, the designers then created replicas of the outfits out of Crayola crayons.
The crayon designs are displayed alongside the actual pieces inspired by Crayola colors at
Bloomingdales.
Crayola recently announced that it has chosen Golin to handle its PR and social media accounts,
after one year of working with Edelman. Previously, the company worked with Coyne for five
years (Stein, 2015).

Market Share
Crayola is a private company and much of its financial information is not publically available.
However, the company is estimated to hold at least 80% of the U.S. arts and crafts market. High
customer loyalty and brand recognition have played a role in the company’s success (Company
overview, n.d.).
The global arts and crafts market is projected to grow 2 percent from 2010 to 2015. The United
States is the largest market for the category, with 44 percent of sales. However, sales of arts and
crafts products have increased faster in other countries, as many emerging market countries are
seeing an increase in disposable income (Daujotas, 2011).

Competition
In the category of crayons, Crayola is the lead crayon maker in the United States, with Rose Art
in second and Dixon Ticonderoga third (Top crayon makers, 2000).
Roseart, which is a part of MEGA Brands and has various products including art supplies and
arts and crafts kits, was purchased by Mattel, Inc. in 2014. Mattel noted that the purchase is
beneficial because arts and crafts products are popular “among children of all age groups”
(Mattel, 2014).
Most people who have participated in online discussions regarding the differences between
Roseart and Crayola say that Crayola is a superior crayon. Roseart crayons were described as
being too “waxy” with little color (Mommy Savers, 2009).
On Facebook, Roseart, has about 30,000 Facebook likes, and although the company is active on
the site, only gets two or three likes per post, while Crayola gets hundreds or thousands. While
its parent company MEGAbrands does have a YouTube page with some Roseart products
featured, Roseart does not have its own account.
Roseart does run promotions on its Facebook page, with prizes much smaller than those of
Crayola’s. Roseart recently ran a promotion that gave two people its Graphic Skinz product, a
motorized vacuum chamber that applies decals to 3D objects. The post got 654 likes, but more
than a thousand comments, which acted as entries.
A 2006 survey showed that girls prefer arts and crafts toys over boys, who preferred trading
cards and held-held electronic games. More than two-third of girls who took part in the survey
chose the arts and crafts category first, over dolls, hand-held electronic games, stuffed animals
and other categories (Zwiers, 2006).

While many arts and crafts toys are not geared toward a specific gender, such as crayons, more
craft kits and similar products are geared toward girls than boys.
Crayola products. Retrieved from http://shop.crayola.com/toys#pmin=15.01&pmax=20.
Roseart products. Retrieved from http://www.roseart.com/products/craft-kits.

Resources
Crayola is known as the leader in crayon and other children’s art supplies throughout the
country, and although financial information is not public, the company’s revenue did increase
by three percent in 2013 (Rosen, 2014).
Although it has been around for more than a century, the company is known as an innovator in
the arts and crafts industry, and has listened to its key publics as it created new products they
wanted (Coen, 2012).
The brand has strong brand loyalty and trust. Many adults are able to recall fond memories of
using Crayola crayons during their childhood. Users have commented on the Crayola lovemarks
page that “nothing smells more like childhood than the distinctive, warm, waxy scent of these
crayons” and that a 64 pack was a child’s “most prized possession.”
The company’s corporate office is located in Easton, Pennsylvania. Crayola has five officers:
president and chief executive officer, chief financial officer and international executive vice
president, executive vice president of human resources and administration, executive vice
president of global operations, and executive vice president of global business development and
digital strategy (“Company history,” n.d.).
Crayola divides its business into three major categories:
• Products sold to retail stores through traditional distribution chains
• Products sold to schools, education distributors, office supply retailers and specialty
markets
• Products sold overseas through its international division (“FAQ,” n.d.).

In 2014, the company employed 1,250 people worldwide. Manufacturing facilities are located in
Easton, Pennsylvania; Bethlehem, Pennsylvania; and Mexico City, Mexico (“Company
history,” n.d.).
International sales facilities are located in Canada, Australia, Mexico and Italy (“Company
history,” n.d.).

SWOT Analysis
Strengths
• Crayola is a well-known brand with a good reputation.
• Moms, one of the company’s key purchasers, are loyal to Crayola and view it as a brand
they can trust.
• Crayola is the leader in sales of arts and crafts products.
• Crayola is active on Facebook, Twitter, Pinterest and YouTube, and has a large following
on each platform.
Weaknesses
• Crayola has become synonymous with “crayons.” The company may have a difficult time
selling products based in technology, when it is known as a brand that makes more
traditional, tangible toys like crayons.
• Crayola’s Portfolio Series, with professional art supplies, may not sell well due to
Crayola being known as a children’s brand.
Opportunities
• Crayola understands that it must adapt to stay relevant, and it is doing so with the
creation of apps and other technology-based products.
• A higher number of children, the largest user of Crayola products, are using mobile
devices to play games at a younger age. Crayola can expand its offerings in the mobile
marketplace.
Threats

• Crayola products are more expensive than those of Roseart or other competitors.
• As children begin using technology at a younger age, many lose interest in traditional
toys like crayons.
• Many people expect to download mobile apps for one or two dollars or for free. As
Crayola expands its mobile games, it must find a way to make them profitable, either
with in-game purchases or by convincing parents that its apps are worth paying for.

Public Profiles
The key intervening publics for Crayola are moms and educators. Crayola products are more
expensive than other arts and crafts brands, so it may appeal to a demographic of a slightly
higher income level than other brands. The brand is also known for high-quality products, so
parents who are willing to spend more for superior art supplies for their children are also more
likely to choose Crayola.
Throughout the years, Crayola has created products to answer the wants and needs of those
target audiences. The company created dustless chalk after inquiries from teachers, as well as
washable markers at the request of mothers (Company history, n.d.).
An annual survey by Smarty Pants shows that Crayola is the number one most loved brand by
moms in the United States. Moms who were surveyed ranked brands based on “brand
awareness, popularity and love.” The survey has been held since 2010, and Crayola has been the
number one choice every time. The only other toy company on the list of 50 brands is Lego,
which was at spot 21 in the 2014 survey (Smarty Pants, 2014).
A survey respondent, the mother of an 8-year-old girl, said “Crayola has the best products. My
kids love them. It is a waste of time to buy any other brand” (Smarty Pants, 2014).
Crayola is a member organization of the Partnership for 21st
Century Learning, or P21, a
national organization that “builds partnerships among education, business, community and
government leaders” to help children in the U.S. compete in a global economy. Involvement in
this type of organization portrays Crayola as a brand that cares about children’s’ futures,
furthering Crayola’s image as a trustworthy, dedicated brand.

Crayola should continue to expand its partnerships with influential organizations, such as the
startup Donors Choose, a charity that allows public school teachers to post details about projects
and the funding their classrooms need. Anyone can donate money to projects, which range from
educational field trips to paint supplies. A partnership between Donors Choose and Crayola
would reflect positively on the company, and would further enhance the positive association
teachers and parents have with Crayola.

Situation Analysis and Core Problem Statement
As the type of toys children choose shifts from traditional to electronic, Crayola must adapt so it
does not become a brand of the past. As a well-known and loved brand, Crayola has become
synonymous with crayons. Children’s parents and grandparents have memories of coloring with
their Crayola crayons, and many want to continue that tradition by buying Crayola crayons for
the youngest generation. However, technology has changed the way children play. Instead of
choosing crayons and coloring books, many children reach for a tablet or mobile device.
Crayola can still remain relevant to these children by increasing the knowledge of its
technology-based programs, as outlined in the objectives for the campaign. Both parents and
teachers, two of the company’s key publics, must be aware of Crayola’s apps and must
understand how they can encourage creativity. The campaign’s goal is to make the expansion of
Crayola’s digital offerings well known to these publics, so the company is regarded as a brand
that promotes children’s creativity, instead of a brand that sells crayons and other school
supplies.
Situational analysis:
As a leader in the market, Crayola has a unique opportunity to lead the way in the industry of
technology-based arts and crafts toys. Creating more technology-based options will place
Crayola at the forefront of the changing toy industry, as more parents and children are interested
in these types of options. Children are being introduced to technology-based toys at younger
ages, and by creating and marketing more products for mobile and tablet use, Crayola can remain
relevant to two of its key publics, children and their parents.

Crayola is known as a crayon company, and for generations, people have associated the brand
with that tangible product. This perception of the brand may make the promotion of more
technology-based programs difficult. However, Crayola does have a great reputation and ranks
favorably among its publics, which may help the company as it introduces new ways for children
to be creative. The company must not abandon the creation and marketing of its tangible
products, but must instead become known as a brand with products that promote creativity,
whether it be with crayons or through technology.
Core problem:
Because technology is becoming a part of children’s lives at younger ages, they are growing up
using computers, tablets and mobile devices as ways to play and be creative, which could lead to
a decrease in the sale of traditional toys like crayons.

Campaign Goal and Objective
Goal:
The campaign’s goal is to change the perception of Crayola from a crayon company to a brand
that is synonymous with fostering creativity in children through traditional and technology-based
mediums.
Objectives:
In 90 days after the start of the campaign, increase parents’ knowledge of Crayola’s mobile apps
by 20 percent.
In six months after the start of the campaign, decrease the amount of parents who view Crayola
as brand that only sells school supplies by 25 percent.
In three months after the start of the campaign, increase educators’ belief by 15 percent that
Crayola’s iPad apps are a good way to promote creativity in the classroom (in schools that have
integrated iPad use).

Key Publics, Primary and Secondary Messages
As Crayola looks to become known as a brand that promotes creativity, instead of a crayon
brand, Crayola’s three most important publics are moms, teachers and children.
1. Moms
Demographic and psychographic profile
The specific age group for this target audience is about age 20-40, as this group is more likely to
have young children. Moms are typically the lead decision maker when it comes to purchasing
toys or school supplies, and they are a powerful group of consumers and influencers. U.S. moms
control about 73 percent of a household’s spending, and they control $4.3 trillion of the $5.9
trillion in consumer spending each year (Miley & Mack, 2009).
Although gender roles have evolved throughout the years, and many moms have full-time jobs,
moms are still more likely to take the traditional role of caretaker, and do most of the household
chores. Moms are also more likely to do grocery shopping, plan birthday parties and other
events, and also help children with homework (Miley & Mack, 2009).
Motivating self-interests
Between juggling a job and taking care of children, moms are busy. They want to be able to find
information easily and quickly, any many use social media to interact with brands and learn more
about them before making purchases. Moms also want to be engaged in two-way
communication, and won’t be sold on a marketing message that is simply pushed out to its
audience. Many moms are also bloggers, and they enjoy discussing their experience with brands
as well as learning about others’ experiences through blog posts (Marketing, 2009). Many moms

are highly involved with their children’s learning, and they want the best for them as they grow
up.
Status of current relationship with the organization and issue
Crayola has done a good job reaching this audience, with social media presence and quick
responses to posts. Crayola has been named the top brand most loved by moms for five
consecutive years in a survey by Smarty Pants. One mom surveyed said that Crayola products
are her favorite, and that she used them as a child and now she buys them for her daughter.
Another mom said that Crayola products are the best, and it would be a waste of money for her
to buy any other brand for her children (SmartyPants, 2014).
As far as the technology-based
products go, many parents have
taken to social media to voice
concerns about Crayola’s apps.
Many moms have written on
Crayola’s Facebook page
expressing frustrations that the
app would not work correctly or
that the stylus to be used on a tablet was difficult to use.
Those who did not have technical problems with the app, however, have expressed how happy
their children are with the products and say they are impressed with Crayola’s innovative ideas.
Third party influentials and other opinion leaders

One issue that may influence moms’ decisions on whether to not purchase technology-based
games may be their perception of Crayola. Moms grew up using Crayola crayons, and they view
the brand as a crayon company. This may lead to moms having a difficult time viewing Crayola
as a company with apps and technology-based toys.
Many moms use blogs and social media to help them make purchasing decisions, so other moms
may also be influential when they are considering these products (Marketing, 2009).
What objective this public will help accomplish
This public will help accomplish two objectives:
In 90 days, increase parents’ knowledge of Crayola’s mobile apps by 20 percent.
In six months, decrease the amount of parents who view Crayola as brand that only sells school
supplies by 25 percent.
Primary messages:
Crayola is an innovator in fostering children’s creativity. Crayola understands how to encourage
creativity, with traditional and cutting edge technology-based tools.
Secondary messages:
Your child will have the best tools to encourage creativity with Crayola apps and toys, like Color
Alive.
Technology is becoming an important part of children’s lives at younger ages, and your children
need the skills to understand technology and incorporate it into their lives.

You reinforce your position as a mom that wants the best for her child by choosing Crayola
ColorStudio HD and other Crayola apps.
These apps and technology-based products will be a smart purchase, because Crayola is a brand
you have trusted for years.
Crayola is a brand that connects with you through social media, and will continue to do so if you
have any questions about or need help with these products.
2. Teachers
Teachers are highly educated, are mostly women, and many teachers have above-average
household incomes. In 2000, the U.S. had 4 million elementary and secondary school teachers
(Loyle, 2001). Teachers ages range from 20s to 60s and older, and most are married. Teachers
may have taught the same grade for decades, and while they may be used to a routine of teaching
the same curriculum each year, they are passionate about their students’ learning.
A teacher’s main goal is to be effective in teaching key objectives to students each year. They are
motivated by their students doing well in class, and also by positive feedback from students and
parents.
Crayola has worked to create a relationship with teachers that has led to them view Crayola as
more of a resource than simply a school supply brand. The company’s website has an Educator
Resources section with lesson plans, creative activities and professional resources. In the lesson

plan section, teachers can search for activities to do with children in the categories of language
arts; math; science, ecology and technology; social studies; and visual arts. The Professional
Resources section lists ways teachers can help with green initiatives at their schools, how they
can narrow the achievement gap, and how they can connect with parents. Crayola even has a
Creative Leadership Grant that it gives out annually to schools that incorporate creativity
throughout its lessons and school community (Grant program, n.d.).
Third party influentials and other opinion leaders
Teachers have budget constraints that may make purchasing technology-based learning apps
from Crayola difficult. While some schools have integrated tablets into the classroom for
learning purposes, many do not have the budget to do so, which would make many of the
technology-based learning options impossible in these classrooms.
Other influencers include school boards, school administration and parents, all of whom are
vocal in the education children are receiving.
This public will help me accomplish the objective “In three months, increase educators’ belief by
15 percent that Crayola’s iPad apps are a good way to promote creativity in the classroom (in
schools that have integrated iPad use).” However, this could also help with my other two
objectives:
“In 90 days, increase parents’ knowledge of Crayola’s mobile apps by 20 percent.
supplies by 25 percent.”

By integrating these apps into classrooms, teachers and students may also explain to parents how
the apps are helping them learn. This will lead to an increased awareness of the technology-based
games as well as a decreased perception that Crayola only sells traditional school supplies.
Primary message:
When considering how to incorporate technology into your classroom, choose Crayola apps and
digital tools.
Secondary messages:
Technology is becoming an even more important part of education, and students need to be given
the tools to keep up.
Crayola has partnered with the startup Donors Choose, a charity that allows public school
teachers to post details about projects and the funding their classrooms need, so your school can
afford to integrate technology.
Crayola is a brand you trust and use in your classroom.
Crayola cares about your students and wants to help you encourage their creativity.
3. Children
Children, boys and girls ages three to 15, are another key public. This key public is part of a
family that is middle-class to upper-middle class, and has parents who are somewhat
technologically savvy. Children are eager to learn, explore and try new things.

Children get bored quickly and want to try new, cool toys and games. They are becoming less
interested in traditional toys, like crayons and coloring books, at younger ages. Instead, they are
increasingly interested in technology based toys and games. Mobile gaming, for instance,
increased for children ages two to five increased more than any other age group from 2009 to
2011 (Van Camp, 2011).
Crayola has used its website to reach out directly to this key public. The site’s Playzone section
has numerous games, craft ideas and a coloring page maker. Crayola also holds contests, such as
the Charm it! Design-a-charm contest, which allows kids ages and under to draw a design to
become a charm. These types of contests encourage children to use Crayola products and also
keep them interested in being creative.
While these examples promote the use of traditional art supplies, the brand is also promoting
creativity as a whole. The Crayola Experience, an attraction with 25 hands-on activities for
children and families, is one way the brand is attracting this key public while also promoting
creativity and technology. The attraction is located in Easton, Pennsylvania, with an Orlando,
Florida, location set to open this summer (Crayola experience, n.d.). Many of the activities
available incorporate technology, and the attraction is also home to a large Crayola store, which
sells all of Crayola’s technology-based items.
Third party influential and other opinion leaders
Parents play a large role in the purchasing decisions of their children. However, children are
increasingly becoming more important in the decision-making process in households. Experts
estimate that two- to 14-year-olds influence more than $500 billon a year in household purchases

(Calvert, 2008). More than 70 percent of parents say they ask for their children’s opinion
regarding purchases, and nearly all parents listen to their children when the product being
purchased is mainly for the child (White, 2013).
Another influence for children are their friends. A child is more likely to ask his parents for the
new, cool Crayola app if his friends have the app.
Children can help accomplish two objectives:
“In 90 days, increase parents’ knowledge of Crayola’s mobile apps by 20 percent.
supplies by 25 percent.”
Children are often the most knowledgeable about technology, and they may ask their parents to
purchase one of these games or toys for them. Parents may not be aware that Crayola has these
types of products until their children mentions them, which could also help change their opinion
that Crayola simply sells crayons and other school supplies.
Primary message:
Crayola is a brand that will help you be creative with the use of technology and fun, innovative
apps and games.
Secondary messages:
Technology is becoming a bigger part of your life and the lives of your peers at younger ages.

Crayola is an innovator in arts and crafts, and the company uses and understands technology
better than its competitors.
When you use Crayola’s ColorStudio HD and Color Alive, your friends will also want to have
these products.

Strategies and Tactics
Crayola’s image must evolve as the toy market changes. The introduction of technology to
children at younger ages has affected what types of toys they play with, with many using
computers, tablets and mobile devices at the age they had typically played with crayons. These
strategies and tactics will move Crayola toward the campaign’s goals of increasing parents’
knowledge of mobile apps, decreasing parents’ belief that Crayola is just a school supply brand,
and increasing the amount of teachers who feel Crayola apps should be integrated into the
classroom.
By reaching parents through influencers such as other moms who are bloggers, and other parents
who like Crayola’s mobile apps, this campaign can positively affect parents’ opinions of
Crayola. Connecting with teachers at conferences and through startup and grant organizations
will increase their understanding of Crayola’s apps and thus increase the likelihood they will
integrate the products into the classroom. These strategies and tactics will increase key publics’
knowledge of the products while shifting the image of Crayola from a crayon company to a
company that promotes creativity.
Objective:
In 90 days, increase parents’ knowledge of Crayola’s mobile apps by 20 percent.
Strategy:
Educate moms who are bloggers so they can spread the word about the apps.
Tactics:
• Research to find moms who blog that have many followers and are influential.

• Send emails to those moms asking them if they would like to try Crayola’s mobile apps
with their children.
• Send product kits to those moms and children with sample ColorAlive HD packs, as well
as information sheets on the product.
• Keep in contact with them to foster a relationship as they write a post detailing their
experiences with the products.
• Monitor their blogs to see their opinion of the products, as well as comments from other
mom bloggers.
Strategy:
Explain how innovative Crayola’s new mobile apps are through TV news.
Tactics:
• Contact TV news outlets to discuss the products and pitch the story of how Crayola’s
product offerings are expanding.
• Find kids and moms who love the mobile apps and would like to talk about them and use
them in a TV interview.
• Find technology experts who would talk about the high level of technology used.
Strategy:
Use social media to create a dialogue between moms who are familiar with the products and
moms who are not.
Tactics:
• Ask moms to submit their children’s creations made on mobile apps through videos or
photos on Facebook.
• Share those posts to highlight the products to all Crayola’s Facebook audience.

• Respond to all questions or concerns in the comments of each post.
Objective:
supplies by 25 percent.
Strategy:
Promote the Crayola Experience attraction’s opening in Orlando, Florida, this summer through
various media outlets.
Tactics:
• Send out a news release to TV, radio and newspapers discussing the Crayola Experience
and how it fosters creativity.
• Call TV, radio and newspaper reporters to invite them to a preview event at the Crayola
Experience, which will highlight the technology-based creative aspects of the attraction.
• Invite a small amount of parents and children to the preview event to interact with the
attractions and interview with the media.
Strategy:
Promote all types of creativity with a Crayola Creativity Tour in multiple cities.
Tactics:
• Reach out to speakers like John Cleese, an actor and now a speaker on creativity, as well
as artists and musicians to headline the tour.
• Promote the tour through press kits sent to TV, radio and newspapers, which explain that
the tour is fun, free and has a goal of promoting creativity of all kinds.

• Use social media to promote the various tour dates and locations, and to invite parents
and children.
• Contact media in each of the cities the tour will visit, and encourage them to attend and
interview speakers.
Strategy:
Explain to parents the ways they can use Crayola products to help foster creativity in their
children.
Tactics:
• Create a monthly e-newsletter that gives parents tips on how to foster creativity, as well
as examples on how Crayola’s technology-based products allow children to be creative.
• Create a section on Crayola’s website specificially for parents, with tutorials and tips on
Crayola products, including videos and articles.
• Create a forum for parents to reach out to other parents and Crayola about products, ideas
and questions about fostering creativity at home.
• Use social media to promote the resources for parents.
Objective:
In three months, increase educators’ belief by 15 percent that Crayola’s iPad apps are a good
way to promote creativity in the classroom.
Strategy:
Promote Crayola’s mobile products at the International Society for Technology in Education
conference.

Tactics:
• Reach out to speaker at the event beforehand, to explain Crayola’s products and
encourage them to include Crayola in their presentations.
• Have knowledgeable Crayola employees at an exhibit to speak to educators about how to
integrate the apps into their schools.
• Invite educators to learn more by signing up for updates, and keep connected with those
teachers through email.
Strategy:
Increase the amount of schools with children who have access to iPad use in the classroom.
Tactics:
• Use social media to encourage teachers to sign up for Donors Choose, a startup that
Crayola partners with to bring technology to the classroom.
• Send press releases to TV, radio and newspapers that encourage teachers to apply for
Crayola’s Creative Leadership Grant, which it gives out annually to schools that
incorporate creativity in the classroom.
• Use the Educator Resources section of Crayola’s website to post articles detailing how
teachers can apply for grants for iPads and other technology through sites like grants.gov.
Strategy:
Enlist the support of teachers who use Crayola’s iPad apps to explain how the app have helped
children in the classroom.
Tactics:
• Use Crayola’s Facebook page and website to ask teachers to share their stories of how
they have integrated Crayola’s apps into their student’s learning.

• Select a few of these teachers and schedule a visit to their schools to further discuss how
Crayola’s technology can continue to be a part of their classrooms.
• Contact media and ask them to attend to talk to teachers, students and Crayola
representatives about how Crayola’s apps have helped foster children’s creativity.

Campaign Evaluation
Objective 1
Criteria
The number of parents who know about Crayola’s mobile apps increased by 20 percent in 90
days.
Tools
The total number of parents in the U.S. can be measured by using information from the U.S.
Census Bureau, which shows that there are 70,348,982 children 17 and under in the U.S.
Taking into account the data that shows the amount that live with one parent and the number that
live with two parents, there are a total of 116,450,777 parents that live with a child who is
between the age of zero and 17.
Twenty percent of the total is 23,290,155. Sprout Social can be used to keep track of mass media
coverage, social media and blogs. This social media management and engagement software can
help the company estimate whether this percentage of the target population is targeted.
Objective 2
Criteria
The amount of parents who view Crayola as brand that only sells school supplies decreased by
25 percent in six months.
Tools
A group of 1,000 parents with children between the ages of 4 and 16 around the U.S. will be
surveyed via an Internet survey. Before the campaign, the group will be asked their opinion of
Crayola and about their knowledge of its product offerings. Questions in the survey will ask

these parents to list the type of products Crayola offers, as well as ask them if they are familiar
with any apps or technology-based games from Crayola. These findings will be collected to see
the percentage of parents who said they believe Crayola only creates school supplies.
Then, 90 days after the public relations campaign begins, the group will be asked the same
questions. By comparing the results from the first survey to these results, it will be clear whether
25 percent fewer parents view Crayola as a brand that only sells school supplies.
Objective 3
Criteria
Educators’ belief that Crayola’s iPad apps are a good way to promote creativity in the classroom
has increased by 15 percent in three months.
Tools
The company will have representatives email 2,000 surveys to teachers at randomly chosen
schools across the country, which ask them whether or not they would use Crayola’s iPad apps to
promote creativity in the classroom. Questions on the survey would include whether they are
familiar with Crayola’s apps, what their opinions of the apps are, and whether they trust Crayola
to provide this type of technology to their students. If they agree to participate, the teachers will
have the opportunity to try a selection of Crayola’s apps in the classroom. Three months later,
those teachers would again be contacted via email to determine if 15 percent more of the
respondents feel positively about using the products in the classroom.

Calendar and Budget
The proposed calendar and budget for the Crayola public relations campaign is strategically
planned to give Crayola the best return on investment possible. The campaign will begin in
June, with tactics that will be best completed in the summer months. Because parents have more
time with their children when school is out during summer, the campaign begins with tactics
such as parents sharing their children’s mobile app creations and sending out product test kits.
Tactics for teachers, who also have more free time during the summer, include promoting
Donors Choose and Crayola’s Leadership Grant, for which applications are due at the end of
June. Other tactics for teachers, such as Crayola visiting schools with teachers who have
integrated Crayola’s mobile products, will take place during the school year. Also taking into
consideration the school year, the Crayola Creativity Tour is set to be planned during the
summer months and then take place throughout the school year. All throughout the campaign,
items like Crayola’s website and various social media accounts will be updated to promote
parent resources.
Most items on the budget are very low-cost, because the tactics are based on forming
relationships with moms, children and teachers. The Crayola Creativity Tour, which has ten
stops around the country, is the most expensive item but one that has the potential to make a
huge impact on children, parents and teachers. Although difficult to estimate a return on
investment, the tour would not only lead to an immediate increase of Crayola products sold, but
it would also change the way these publics view Crayola. By helping children, parents and
teachers view Crayola as a company that focuses on creativity of all kinds, including with the
use of technology, this tour could lead to a huge number of future sales. Overall, the budget is
low-cost compared to the return on investment in terms of increased sales, as well as helping

change the perception of Crayola from a crayon company to a company that is embracing
technology and promoting creativity.

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