1. SWOPE HEALTH SERVICES

2. SWOPE HEALTH SERVICES

3. 05
Exectutive Summary
Situation Analysis
Secondary Research
Primary Research
11
13
17
33
INTRODUCTION
SWOT
Target Audience
43
45
PLANNING
TABLE OF CONTENTS
Goals + Objectives
Strategies + Tactics
51
53
EXECUTION
Predictions + Evaluation
Budget
Appendix
67
69
71
CONCLUSION

4. 07
MEET THE TEAM
RJ Seidel
Public Relations
Meghan Scheehan
Account Executive
Alyssa Bower
Creative Director
Zoe Jewell
Media Director
Maddie Nave
Presentation Director
Will Nye
Research Director

5. INTRODUCTION
Exectutive Summary
Situation Analysis
Secondary Research
Primary Research

6. 11
EXECUTIVE SUMMARY
Swope Health Services (SHS) provides healthcare to low-
income and medically underserved communities in the
Kansas City area. SHS is non-profit, Federally Qualified Health
Center with locations throughout the Kansas City community.
To expand the Swope Health Services Brand, Limestone
Creative created the “Live Life to the Fullest” campaign to
reposition SHS as the provider of choice for those seeking
health and wellness services.
Our objective is to increase SHS’s patient population while
also retaining current patients. Through the “Live Life to
the Fullest” campaign, we hope to build lasting, beneficial
relationships between SHS and the Kansas City community.
Perception is a major challenge for SHS, both in the quality
of services provided and of the patient population it serves.
The perception of SHS must be altered in order to retain and
increase patient population.
SHS also finds difficulty in maintaining relationships with
current patients. The patient population often waits until
they believe a trip to the emergency room is their only
option, overlooking SHS as a provider that can address their
preventive needs. SHS must better promote the importance of
preventative care in order to retain and gain regular patients.
The “Live Life to the Fullest” campaign is designed to reach
several goals by the end of 2017. The goals our campaign set
out to accomplish are to increase the patient population at
SHS from 39,000 to 45,000 by May of 2017, raise awareness
of SHS by 20 percent by January 2017, establish relationships
with two Kansas City retirement homes by January 2017 and
to reduce the patient no-show rate by 20 percent by January.
Overall, this campaign is created to increase the integration
of SHS into the Kansas City community. To achieve these
goals, the “Live Life to the Fullest” campaign has suggested
patient referral programs, a walking group, a mural for the
Kansas City public to contribute to, texting reminders and
more participation on social media. Our goal is to not only
increase awareness about SHS, but to build relationships
within the Kansas City community.
The “Live Live to the Fullest” campaign will begin with
promoting a sense of community through word-of-mouth
and interaction. By creating a “raffle for referrals” program
at SHS, current patients, Millennials and Baby Boomers will
be more inclined to discuss aspects of SHS. According to our
research, word-of-mouth is an effective means of attracting
new patients. Our hope with this idea is that it will get new
patients into the door through the current patient population.
Referrers will be entered to win a Fitbit, as well as first-time
patients.
Along with a raffle, SHS’s social media will be active with
monthly stories from SHS patients. Social media is part of
many Millennial and Baby Boomer’s daily lives. Facebook will
feature “Stories of Swope” with pictures of a patient and a
story about how they are living their life to the fullest. Through
increasing visibility of SHS, digital boards will be implemented
throughout the Greater Kansas City area to increase people’s
interaction with SHS. The digital boards will provide SHS
information, such as nearest locations, hours of operation and
possibly recent “Stories of Swope.”
Continuing the initiative of living life to the fullest, there will be
a mural and mobile clinic to establish the presence of SHS in
the community. The mural will spread happiness and inspiration
by allowing individuals to write with chalk what they live for.
We’d also like to encourage pictures of the mural on social
media, with posts featuring the hashtag #livewithSwope. To
attract people to SHS, we would like the mobile clinic to offer
screenings for blood pressure and other simple tests. This
will create an outlet to learn more about Swope and get new
patients through the door.
To further connect with different aspects of the community,
we suggest developing a walking group for retirement homes.
Based on our research, the Baby Boomer population needs to
be encouraged to stay healthy. We would also like to reduce
the no-show rate for current patients by implementing a
text-reminder system so patients do not forget about their
appointments.
This campaign will run from May 2016 through May 2017. We
would like to devote the entire year to increasing the patient
population while also raising awareness. Our primary tactics
will cost an estimated $39,000. We believe that these tactics
will not only encourage new populations to visit SHS, but also
retain the current patient demographic.

7. 13
Swope Health Services (SHS) is a Federally Qualified Health Center (FQHC)
providing primary healthcare and behavioral health services to individuals
in lower socioeconomic classes since 1969. As an FQHC, the center receives
grants under Section 330 of the Public Health Service Act (PHS) and receives
reimbursement from Medicare and Medicaid and other benefits. The sole
purpose of an FQHC is to serve medically underserved areas and populations.
Serving individuals in over 15 zip codes with nine locations in the greater
Kansas City area, SHS focuses on patient-doctor interaction to ensure patients
return regularly for healthcare. It is most important for SHS to focus on giving
its patients the best care and doctor relationship because so many low-income
individuals put their healthcare on the backburner.
WHAT IS SWOPE HEALTH SERVICES?
SITUATION ANALYSIS
SHS provides the following services:
Medical Services:
Immunizations
Health screenings
Eye exams
Physical examinations
Laboratory services
Radiology services
Wellness checkups
Treatment of ear,
nose, throat, cough
and respiratory issues
Pediatric Services:
Well-baby exams
Immunizations
Physicals
Treatment of chronic and
acute illnesses such as
asthma and diabetes
Prescriptions
Parent education
Behavioral Health Services:
Treatment of depression,
anxiety, bipolar disorder,
grief, schizophrenia, post-
traumatic stress, attention
deficit, hyperactivity and
conduct disorders
Other Services:
Transportation for
qualified patients
Healthcare outreach and
enrollment assistance
Health care home program
After hours clinic
OB/GYN Services:
Pregnancy testing
Well-woman exams
Prenatal and postpartum care
Minor surgical procedures
Family planning services
Preventative education
Treatment for HIV/AIDS and
other STDs

8. 15
SHS currently serves 40,000 patients whose demographics include 59 percent
African Americans, followed by 26 percent Whites, 13 percent Hispanics
and 2 percent of other races (e.g., Asians). Of these patients, 51 percent are
uninsured and 35 percent have Medicaid coverage. it had 213,000 healthcare
visits this past year. 80 percent live below the 200 percent Federal Poverty
Level, which allows them to be eligible for sliding-fee discounts. This discount
allows them to pay for prescriptions and appointments at a much lower cost.
SHS is focused on maintaining its current population while attracting new
patients who can afford insurance.
Target Audience
As part of the ever-growing health industry, SHS provides healthcare, costly
by nature, to those who cannot afford it or are uninsured. According to data
from the Kaiser Family Foundation, there are 16 federally-funded, federally
qualified health centers (FQHC’s) in Kansas. These report to the federal
Bureau of Primary Health Care (HRSA), unlike the approximately 100 FQHC
look-alikes that are estimated to exist across the United States (kff.org, 2016).
In our assigned zip codes on average 29 percent of the population is 18-34
years old. The percentage of average annual income below $25,000 varies
from 35 percent to 55 percent (udsmapper.org, 2016).
Market Analysis
SHS faces several challenges involving its image and
awareness. People see SHS as a low-quality provider of basic
health needs. SHS needs to fight the image that it is only basic
healthcare providers for the uninsured poor, and differentiate
itself from other organizations that provide perceivably
similar services, such as urgent care or minute clinics.
Of those who are aware of SHS’s services, many wait too
long to address their health issues. At times, when patients
finally decide they must visit the doctor, their condition has
worsened to the point where they believe the emergency room
is a smarter, cheaper option. SHS must better promote its
wide range of services in order to combat this costly misstep.
Furthermore, SHS must better promote the importance of
preventative care and its expertise therein.
When patients do utilize SHS’s services, oftentimes SHS has a
hard time building lasting relationships with them. SHS must
establish a system of regular contact with patients to remind
them of the services available, and to retain them for future,
and hopefully more frequent, services.
Challenges
It is imperative that SHS take action immediately; there is an
increasing perception among low-income individuals that
preventative healthcare is not important. SHS must reposition
itself as the provider of choice for those seeking health and
wellness services.
To do this, SHS must educate the audiences of the importance
of preventative healthcare and how SHS can play a critical
role in improving each patient’s overall health and wellness.
Additionally, the perception of SHS must be changed to
one that reflects the high-quality, convenient services that
SHS provides in order to retain more patients. SHS provides
excellent services, it just needs to communicate them and
their importance to those who matter most.
Take Action Now

9. 17
SECONDARY RESEARCH
Swope Health Services provides comprehensive care to patients in the Kansas
City area, regardless of their ability to pay. While its services are vital, SHS
needs help to grow its reach and better serve the community. This section
presents organized information from secondary sources relevant to SHS and
the challenges it faces.
Swope Health Services (SHS) mission is to provide medical services to
underserved communities in the Kansas City metropolitan area. As a federally
qualified health center, SHS generally serves working class individuals and
has dedicated employees available to help patients through the process
of becoming insured. SHS hosts open enrollment events annually and
community events are regularly held to educate its patients on how to make
the most of their insurance benefits.
The New Access Point grant put into place in 2011 is an program aimed at
improving America’s “underserved communities vulnerable populations by
assuring access to comprehensive, culturally competent, quality primary
health care services.” SHS locations qualify as access points because each is
a “full-time service delivery site for the provision of comprehensive primary
and preventive healthcare services that will improve the health status and
decrease health disparities of the medically underserved and vulnerable
populations to be served” (hrsa.org). Not only is there a high level of need in
the Greater Kansas City area, but the employees of SHS also find joy in helping
individuals obtain the healthcare they need. With operating hours every
weekday starting at 8:30 a.m. and six different service locations provided,
(clinic, behavioral health, PromptCare, dental services, emergency walk-in
services and pharmacy), SHS’s main location is the perfect exemplar of an
access point (Swope, 2016). The center represents the mission statement
of SHS: to improve the health and wellness of the community by delivering
accessible, quality and comprehensive patient care.
BACKGROUND ON SWOPE
SHS’s current patient demographic is 59 percent African
Americans, 26 percent Whites, 13 percent Hispanics, and 2
percent other races. 80 percent of patients live below the
200 percent federal poverty level ($23,540 or less for a single
person; $48,500 or less for a family of four) (Kansas, 2016).
Also, 51 percent of current patients do not have healthcare
and 31 percent are on Medicaid. These statistics reveal that
a majority of patients have to pay for their healthcare out of
pocket. However, if a patient is below the 200 percent federal
poverty level they will be eligible for a sliding-fee discount,
which allows patients to have a portion or all of their bill paid.
In this way are the majority of patients at SHS able to afford
their healthcare.
Our target zip codes are 64106, 64108, 64109, 64110, and 6411,
all within the Kansas City area. Each zip code has a particular
demographic makeup that helps to define its populations
specific wants and needs when it comes to healthcare. This
allows us to focus on the specific age range/generation most
found in these areas. The majority of the population in these
zip codes falls within the ages of 18-34, providing the basis
for the target audience of SHS Millennials (udsmapper).
Those over the age of 65, categorized as the Baby Boomer
generation, make up 14.5 percent of the Kansas City
population (Population estimates, 2015). This group often
requires health services more frequently, making the Baby
Boomer demographic a lucrative secondary audience. This
information will allow us to create targeted tactics based on
our findings.
Current Patient Population
$48,500
or less for a
family of four
$23,540
or less for a
single person
200 Percent Federal Poverty Level
Those over the age of 65 make up
14.5 % of the Kansas City population
(Population findings, 2015)
80% of patients live below the
200 percent federal poverty level
51 % of current
patients do not
have healthcare
31% are on Medicaid
African Americans
Whites
Hispanics
Other
59%
26%
13%
2%

10. 19
The National Institute of Health
recommends adults receive annual or
bi-annual check-ups by a physician
to monitor health and check for early
signs of disease.
Despite this, The U.S. Census Bureau
says during 2010, 33% of men and 22%
of women did not visit a medical care
provider (PublicHealth.org, 2016).
Preventive healthcare, such as healthy diets, exercise, vaccinations, check-ups
and routine tests and exams, is essential to good health. 40% of mortalities in
the United States stem from preventable causes.
The USDA classifies our target zip codes not only as low income areas, but
also where at least 33% of the population live over a mile away from the
nearest supermarket. (this is also called a food dessert).
As the target Millennials age, they make their own decisions
about healthcare. Unfortunately, many will ignore preventative
healthcare as part of their routine. Preventive healthcare, such
as healthy diets, exercise, vaccinations, check-ups and routine
tests and exams, is essential to good health. 40 percent of
mortalities in the United States stem from preventable causes
(Insweb, 2016). While high, this statistic can be reduced by
following simple guidelines.
The National Institute of Health recommends adults receive
annual or bi-annual check-ups by a physician to monitor health
and check for early signs of disease. Despite this, The U.S. Census
Bureau says during 2010, 33 percent of men and 22 percent of
women did not visit a medical care provider (“Preventive Care”).
Some preventative healthcare can be monitored without
regularly visiting a physician. Healthier eating habits is one
method that combats a range of diet-related diseases, such
as cardiovascular disease or diabetes (“Access to Affordable
and Nutritious Food”, 2015). Unfortunately, not every area
has immediate access to affordable, healthy food. The USDA
classifies our target zip codes not only as low income areas,
but also as food deserts, defined as areas where at least 33
percent of the population live over a mile away from the nearest
supermarket. These disadvantaged areas also face the problem
of low vehicle access. The USDA classifies areas with low vehicle
access as those with more than 100 households in a zip code
having no access to a vehicle and being over a half mile away
from the nearest supermarket (Ver Ploeg, 2015). Residing in
areas recognized as low income, food deserts and low vehicle
access, our target audiences face substantial barriers to obtain
healthcare of any kind.
Preventative Healthcare
Seeking preventative healthcare is not a priority among low-income
patients. While they associate preventative health with eating healthy
and staying active, they often do not have the resources to eat nutritional
foods and exercise regularly. The current patient population delays
preventative healthcare measures and waits until there is an emergency
to seek treatment from clinics. This in turn, puts them at risk for poor
health outcomes and further need for treatment services.
Low-income persons often perceive preventative medical healthcare
measures as too expensive to afford because they do not have health
insurance to cover their visits. They believe that a visit to the emergency
room will be cheaper than visiting a clinic every few months for a check-
up (Fleary, 2013). They also believe that if they visit the doctor for a
check-up, they will be told that they have a serious health condition that
will require extensive treatment (Keller, 2016).
Residents in our assigned zip codes also have a difficult time regularly
obtaining healthy food. In these food deserts, the population often opts
for cheap, fast and less healthy food out of convenience. The population
may be aware that these options are less healthy, but they are often left
with little choice. These more immediately convenient choices come at
the expense of the population’s overall health (“Access to Affordable and
Nutritious Food”, 2015).
Current Market’s Perception of Preventative Healthcare

11. 21
SHS offers preventative health education for medical issues such as high blood
pressure, asthma and diabetes.
One in three Americans have high blood pressure, according to report on
HealthFinder.gov. By taking steps to lower blood pressure, the risk of heart
disease, stroke and kidney failure is reduced (“Get Your Blood Pressure
Checked”).
Asthma is a chronic, incurable disease. Using an inhaler only treats the
symptoms and not the cause. Untreated asthma can permanently damage
airways, so it is important to learn about preventative treatments before the
symptoms occur (Griffin).
Learning about preventing diabetes is essential because it can delay or
prevent diabetes altogether. Patients can be tested for diabetes, but have
a higher possibility of getting diabetes if they are overweight or obese,
have a family member with diabetes, have high blood pressure or abnormal
cholesterol. African Americans, Pacific Islanders or Hispanics are also more
likely to be at risk for diabetes (“Preventing Diabetes”). 9.5 percent of the
adult population of Kansas has a form of diabetes and 10 percent of Missouri’s
adult population has a form diabetes as well, according to the U.S. Diabetes
Surveillance System.
Why this pertains to current market or future patients
MEDICAL PREVENTATIVE HEALTH SERVICES
Physical
examinations and
sports physicals
Eye
Exams
Labratory
Services
Immunizations
includes the flu vaccine
Despite the reservations of the target market, SHS provides a variety of services,
regardless of a patient’s ability to pay. SHS provides the following services to everyone:
Radiology
Services
Health
screenings
Preventive health
education
Well-men
check-ups
Well-women
check-ups
including tips on managing chronic
conditions such as asthma, diabetes
and high blood pressure
(clinical breast exams,
mammograms)
(prostate exams)
including tests for HIV/AIDS, STDs
and tuberculosis (TB)
SHS also offers immunizations to prevent numerous
diseases. It is important to prevent these diseases
by getting immunizations to prevent an outbreak
of disease (“Vaccines and Immunizations”).
Eye exams are important to get yearly eye exams
because when detected early vision problems
are easier to treat and loss of vision can occur if
untreated over time (“Comprehensive Eye and
Vision Examination”).
Women’s and Men’s wellness exams can detect
early cancers. By catching cancers early more
treatment options are available and can prevent
the cancer from spreading (“Preventive Health
Screenings for Women”).

12. 23
In 2016, about 4,120 women will die from untreated cervical cancer and about
one in eight women will be diagnosed with invasive breast cancer. SHS provides
comprehensive and advanced care for women ages 10 and older. Daily, the OB/
GYN clinic sees the most traffic. According to the 2015 American Community
Survey, women account for 52 percent of the total population in the Kansas
City area (Kansas City).
It is recommended by the United States Department of Health and Human
Services that women receive a well-woman check up once a year. At this
visit, women obtain the recommended preventive services that are age-and-
developmentally appropriate. Women also receive breast and cervical cancer
exams at well-woman exams.
Women widely recognize cervical cancer screening via the Pap test as an
important health behavior. Little research, however, has explored knowledge
regarding Pap testing among socioeconomically disadvantaged women, and
even less has focused on women undergoing routine screening in the general
clinic setting (Breitkopf, 2005). According to the Center for Disease Control
and Prevention, in 2000, 81 percent of U.S. women aged 18 and older had
received Pap testing within the preceding three years, although screening rates
were lower among Hispanics, poor and less educated women. In a study done
Why this pertains to current market or future patientsOB/GYN Preventative Health
SHS provides the following OB/GYN services:
Minor and
major surgical
procedures
Well-woman
exams
Family planning
services
Prenatal and
postpartum care
Preventative
education and
treatment
Pregnancy
testing exams
for HIV/AIDS and
other STDs
In 2016, about 4,120 women will die
from untreated cervical cancer and
about one in eight women will be
diagnosed with invasive breast cancer.
by the University of Texas Medical Branch, large proportions
of a sample of 338 women answered incorrectly to questions
pertaining the purpose of Pap testing. Some thought Pap
testing had to do with checking ovaries and testing for sexual
diseases, although the majority of the sample knew that the
purpose of Pap testing is to check for cancer. In all, minority
women and those of lower socioeconomic status had poor
understanding of Pap testing (Breitkopf, 2005).
Preventative care and knowledge of the situation may assist
in early diagnosis and prevention in women. STD testing is
also important for women to receive frequently as more than
half of people in their lifetime will receive and STD/STI. Family
planning services as well as prenatal/postpartum care is
important for these women to ensure the health of their baby.
Prenatal and postpartum care is very important when a woman
is expecting and recently gave birth. In 2013, six percent of
Missouri women and four percent of Kansas women received
late or no prenatal care during their pregnancy (Kansas &
Missouri). Once a woman conceives, she should “typically
attend regular prenatal visits seven to 11 times per pregnancy”
(Gryzbowski, 2005). The first visit should occur within the first
trimester. Counseling about the risks of smoking and alcohol
and drug use are to be given and information about care
issues such as breastfeeding are discussed. In the postpartum
period, women are susceptible to postpartum haemorrhages,
genital infections, complications with the urinary tract,
psychological problems and a number of other concerns,
which need to be addressed in regular checkups. Appropriate
care for a woman and her newborn is also addressed in regular
checkups in the postpartum period (“Postpartum Care of the
Mother and Newborn”).

13. 25
Children require higher levels of care than adults. Physicians recommend
several immunizations for children before reaching age six, in addition to
annual check-ups. At least 24 visits to the doctor are recommended for proper
health before a child turns two years old.
Despite the necessity of these services for children, the U.S. Department of
Health & Human Services says 10 percent of children do not receive the proper
level of preventive medical care (“Preventive Care”).
Factors contributing to children not receiving proper health care:
Poverty: Poverty is associated with higher rates of poor health and chronic
health conditions in children. Children in poverty have higher rates of poor
nutrition, hospital stays and days missed from school due to sickness. Parents
of these children more frequently rate their child’s health as “fair” or “poor”
than do financially stable parents (Wood, 2003).
Language barriers: One quarter of Spanish-speaking parents defer treatment
for their child because of communication issues with healthcare providers.
Additionally, children from Spanish-speaking families are less likely to have
a usual source of healthcare (Clemans-Cope, 2007). Hispanics make up 13
percent of SHS’s patients.
Why this pertains to current market or future patientsPediatric Preventative Care
SHS’s expert pediatric staff provides a complete
range of health services, including:
Parent Education
Well-baby exams
Immunizations
Prescriptions
Treating chronic
and acute illnesses
Physicals
such as asthma and
diabetes
At least 24 visits to the doctor are
recommended for proper health
before a child turns two years old.
This pertains to the current dental care market because it allows SHS to offer a
unique additional service in dental care that its competitors cannot, potentially
drawing in new patients if the appeal is strong enough. However, currently SHS
has a backlog of patients who need to be treated; due to this, they do not want
to push awareness of their dental care services at this time.
SHS offers continuing oral health education, an outreach program they use as an
alternative to advertising to comply with FQHC regulations. Competitors of SHS,
like the KC Care Clinic among others, offer some, but not all of the same dental
services that SHS does. SHS staff confirm that currently SHS’s dental clinic serves
only children and pregnant women with Medicare, due to the backlog of patients
that it currently has to serve.
A 2015 oral care report found that only 45 percent of Americans currently have
dental insurance and only 30 percent have visited a dentist within the past 12
months (“Marketing Health to Blacks and Hispanics”). This trend is reflected in
consumers with dental insurance and those without, implying a significant lack
of concern over dental health compared to other forms of healthcare, such as
pediatric or OB/GYN.
The same report found a significant group of parents exhibit some form of
confusion over what constitutes proper oral care for children. “Parents who are
already confused over fluoride claims are receiving no clarification or guidance
by brands since product claims differ just as much as professional opinions”. This
presents an opportunity for a healthcare organization to educate parents on which
ingredients are safe and which are not, the kind of education that SHS emphasizes
strongly in its marketing technique.
Why this pertains to current market or future patients
Dental Preventative Care
SHS provides the following dental services:
Extractions
Cleaning
Crowns and
dentures
Sealants
Oral health
education
Fillings
A 2015 oral care report found that only 45 percent of
Americans currently have dental insurance and only 30
percent have visited a dentist within the past 12 months
(Mintel, 2015).

14. 27
BEHAVIORAL HEALTH PREVENTATIVE CARE
SHS Competitors With Behavioral Care
Without Behavioral Care
KC Care Clinic
Samuel U. Rodgers Health Center
Health Partnership Clinic
Jaydoc Free Clinic
Mercy & Truth KCK Clinic
Duchesne Clinic
Silver City Health Center
Southwest Boulevard
Family Care Health Services
for Greater Kansas City
SHS provides community support services. SHS offers outpatient treatment for:
Depression, Anxiety, Schizophrenia, Bipolar disorder, Grief, Post-traumatic
stress, Attention deficit, Hyperactivity, Conduct disorders
SHS has programs targeted to specific mental health needs and offers the
following support services: Psychiatric evaluation and medication services,
Psychological testing, Prevention programs, Crisis intervention, Intensive in-
home consulting for all family members, Support groups for all ages, Support
services in the schools,
Domestic violence intervention
Supportive services for the chronically mentally ill, including housing options
(group homes, apartments) and day programming
Mental Health Court
Behavioral health is a term that encompasses the full range of
mental and emotional well-being—from the basics of how we
cope with the day-to-day challenges of life, to the treatment
of mental illnesses, such as depression or personality disorder.
Substance abuse disorder and other addictive behaviors also
qualify under behavioral health. There are different methods
to treat different behavioral health problems. Most notable
are outpatient services, community support services, group
homes for inpatient services and substance abuse services
(“What is Behavioral Health?”).
Outpatient services include treatment for depression,
anxiety, schizophrenia, bipolar disorder, grief, post-traumatic
stress, attention deficit, hyperactivity and conduct disorders.
Specific services that SHS offers targeted to specific mental
health needs include psychiatric evaluation and medication
services, psychological testing, prevention programs, crisis
intervention, intensive in-home consulting for all family
members, support groups for all ages, support services in the
schools, domestic violence intervention and housing options
for the chronically mentally ill (Swope Health Services).
Three out of four of SHS’s primary competitors offer behavioral healthcare services.
As a competitor, SHS offers it as well and must continue to push awareness of that
offering to the public. A 2014 report by Rutgers about the role of behavioral
health conditions in avoidable hospital use and cost examined the extent of
behavioral health diagnoses among high users of hospital care and people
with potentially avoidable hospitalizations. It found that there was a high rate
of behavioral diagnoses among patients in inpatient services at hospitals in 13
low-income areas of New Jersey. This could indicate that a similar trend exists
within the new access points (NAPs) served by SHS. By emphasizing the financial
savings attainable by using the behavioral health services at SHS, our client can
increase its value to healthcare consumers (Chakravarty, 2014).
Why this pertains to current market or future patients

15. 29
Primary Competitors
Truman Medical Center (Trumed.org)- services offered:
Transportation
Preventative Health Education
Asthma & Pulmonology
Behavioral Health
Birthing
Cancer Center / Oncology
Cardiology
Chiropractic Services
Diabetes & Endocrinology
Emergency Care
Gastroenterology (GI)
Hernia Center
Infectious Diseases
Medical Pavilion at Hospital Hill
Neurology
Neurosurgery
Obstetrics & Gynecology
Oral Maxillofacial Surgery
Orthopaedics
Podiatry
Primary Care
Samuel U. Rodgers Health Center
(RodgersHealth.org)- services offered:
Southwest Boulevard Family Health
Care Services of Greater Kansas City
(swbfhc.org):
Kansas City CARE Clinic
(kccareclinic.org) - Services offered:
General Medical Services
(Including Treatment for chronic
illnesses such as HIV, Hep C,
Transgender, Diabetes, etc.)
Obstetrics
Pediatrics
Ophthalmology
Chiropractic
Mental Health Therapy
Dental Care
FQHC status
Adult & Senior Care
Behavioral Health
Children & Adolescents’ Health
Dental
Imaging
OB/Prenatal Care
Pharmacy
Podiatry
WIC Program
(Women, Infants & Children)
Women’s Health
FQHC status
General Medicine
Testing & Screening
HIV Primary Care
HIV Case Management
Education, Training and Assistance
Behavioral Health
Support Groups
Dental Services
Pediatric Services
Adult and Senior Health Services
FQHC status, obtained grant in
Oct. 2015, benefits provided to
patients through their Sliding Fee
Payment program based out of
their Midtown location.
Radiology
Rehabilitation Services
Ophthalmology Services
Surgical Services
Trauma Services
Urology
Pharmacy Services
Chronic Disease Management
FQHC status, benefits offered
to patients through their TMC
Discount program.
Secondary Competitors
Walgreens Healthcare Clinic (64128) MinuteClinic
Offers immunizations, physicals, blood
pressure, cholesterol and diabetes
screenings, treatment to minor injuries
and common illnesses. These clinics offer
their own pharmacy. (Walgreens.com)
Located within CVS locations, offers
treatment for minor illnesses and
injuries, screenings, vaccinations,
wellness exams and physicals. Open
until 9 p.m. Does not offer discounts
for uninsured. (cvs.com)
Among its competitors, Samuel U. Rodgers Health Center is the most similar to
SHS because it is an FQHC offering similar services and convenience. Samuel
U. Rodgers offers behavioral healthcare, dental, and an in-house pharmacy,
substance abuse treatment and healthcare for children, adults and seniors. It also
provides transportation for patients; however, it is only available for those who
live within a five-mile radius of its locations. Patients there pay a sliding scale flat
fee based on their income, meaning they will pay anywhere from $35 to $125 for
services, depending on what percentage they are below the Federal Poverty Line
(RodgersHealth.org).
Similar to Samuel U. Rodgers, SHS provides a sliding fee discount on services
depending on the patient’s income. SHS also offers an after hours clinic open until
8:15 p.m., while Samuel U. Rodgers closes its doors, depending on the service and
the day, between noon and 8 p.m.
Overall, although these two clinics have similarities, SHS offers more to patients by
providing better transportation options, an after hours clinic and discounted rates
tailored to individuals rather than a flat rate. SHS and Samuel U. Rodgers were the
two most common health centers patients used within our zip codes.

16. 31
Repositioning
SHS must reposition itself in the minds of its target market in
order to better serve their needs. The case of Hillcrest Health
Center in Tulsa, Oklahoma, provides a classic example of how
effective brand positioning can turn the fortunes of a struggling
hospital. Hillcrest needed a way to not only stand apart from
competitors in the saturated Tulsa healthcare market, but to
also stand above them. Hillcrest had to make deep connections
with those who mattered most.
Simply from the nature of the business, hospitals have
incredible stories. Hillcrest is no exception to this rule. However,
many of these positive tales go unnoticed by the communities
hospitals serve. Many communities do not hear how their
neighborhood hospital helps people they grow up with and
care about. This phenomenon can be intensified by the fact
that many consumers of a hospital’s services keep their stories
to themselves, or expound mainly on the difficulties involved in
having to stay at a hospital in the first place.
The key to building awareness of a hospital in its community
is to brand from the inside out. The often-large staff of a
hospital lives in the community it serves. Their tales of long
hours, sacrifice and service are just as noteworthy as the
stories of excellent treatment their patients tell. This method
lets the community know that staff treating their families are
real, relatable people that care about their well being. This also
shows the Hillcrest staff that their sacrifice is recognized and
appreciated. Hillcrest used this tactic in a line of new posters
as part of the strategic campaign that turned its image around.
Furthermore, this tactic should not solely include the doctors
and nurses that work inside the hospital. First-responders,
who are often already viewed as heroes in their community,
should be included in this group. The hospital associates these
everyday heroes with themselves as part of their campaign.
Using the methods that have seen success in repositioning the
brand of Hillcrest Health Center in Tulsa, SHS can reposition its
brand to see increased awareness in the Kansas City area.

17. 33
PRIMARY RESEARCH
To further our secondary research findings, we progressed onto primary research.
To accurately gather information for our primary research goals, we conducted a
series of interviews on Millennials in the Kansas City area and employees of SHS.
As a class, we conducted an exit survey to gauge the perceptions of SHS from
current patients. Finally, we conducted a survey on the general public in the Kansas
City area to gain information about how healthcare providers are chosen and the
current public perception of SHS.
Dan Gillen Paige Kovarik, 23
For a better grasp on SHS, Limestone Creative interviewed
Dan Gillen, a nurse practitioner in the yellow clinic at SHS.
Gillen believes SHS offers the best care for uninsured
patients. The underinsured and uninsured have a limited
number of places where they can seek healthcare and often
are at a disadvantage for the quality of service provided
to them. Gillen, who served as a nurse practitioner at three
other providers prior to SHS, believes SHS provides the same
quality of care found at private practitioners. SHS is unique
because it has one central location that houses all services,
as well as satellite clinics in the communities. An additional
factor that makes SHS unique is the patients. Gillen feels that
SHS goes out of its way to accommodate patients as best it
can by connecting them with transportation, food, clothing
and healthcare services.
When asked what his favorite part was about working at
SHS, Gillen replied it was a combination between his co-
workers and patients. To Gillen, all of his co-workers work at
SHS because they genuinely enjoy improving the health for
people who need it most. He loves inspiring others to make
lifestyle changes and putting patients on track for a healthier
life, one small step at a time.
To learn more about Millennials’ perception of preventative
healthcare, we interviewed a young Kansas City native. Paige
Kovarik recently found full-time employment and moved
from her family’s residence. Faced with the expenses of living
on her own, we believe Paige Kovarik is a good candidate for
SHS services.
Kovarik currently resides in zip code 66206 and is fully
covered by an insurance company based in Kansas City.
Kovarik believes preventative healthcare means being
prepared and doing what she can to ensure she remains
healthy and does not get sick or have any medical issues
throughout the year. Kovarik believes that healthcare is very
important for Millennials and that Millennials should adopt
healthy habits early on to ensure a healthier life later. She
expressed that her 20s are the unhealthiest years because
of alcohol consumption and smoking. Because of this, it
is important to seek health check-ups to ensure serious
damage has not been done. Kovarik thinks people should
receive check-ups annually. Kovarik’s insights were relevant
because it validates our assumptions that Millennials would
make for a great secondary audience and why preventative
health services would be important for Millennials.
INTERVIEW FINDINGS
Hannah Hall, 23 Abby Melgren, 23
For our secondary audience’s needs, we wanted an insight into why
Millennials seek preventative healthcare. We interviewed Hannah
Hall, a 23-year-old woman in Lawrence, Kansas. Hannah Hall
currently resides in zip code 66044 and has full health coverage
provided by her family until she turns 26.
Over the past year, Hall has visited a healthcare clinic for a physical,
strep throat, a cough, a sinus infection and an ear infection. Hall
believes everyone aged 18-34 should visit a physician at least once a
year for a check-up. When asked what was important when seeking
a healthcare provider, Hall responded that it was important to find
a healthcare provider who she can feel comfortable around and
build a long-term relationship with. She stressed the importance
of finding a provider who she could be open with and relay her
personal health needs without feeling uncomfortable.
When seeking healthcare needs, Hall would ideally like to schedule
an appointment 3-5 days in advance. She believes a doctor’s
appointment, in total, should take from 60 to 90 minutes but
understands that certain times of the day are busier than others.
This information was helpful to us because it gave us an insight into
which services Millennials are currently seeking and what qualities
Millennials look for in a healthcare provider.
To understand why many Millennials do not get annual
physicals, we interviewed 23-year-old Abby Melgren who is
currently living and working in the Kansas City area. Her zip
code is 64111. Though she has insurance through her work,
Melgren does not go to the doctor for annual check-ups.
When asked what is important when looking for a healthcare
provider, Melgren expressed she does not need to go to the
doctor in her 20s because she is young and healthy. However,
she does think it is important to have healthcare in case she
gets sick. Melgren considers healthcare important when
illness is present, rather than as a preventative measure.
The conducted interviews gave us valuable data into Millennials’
perception of preventative healthcare. Most participants valued
preventative healthcare, however, some valued healthcare as
something that is important only when one is ill. We gained insight
into the preferred qualities young Millennials look for in a provider. We
also gained perspective from an employee of SHS and why he feels
SHS stands out from competitors.
INTERVIEW TAKEAWAY

18. 35
To gain the current patient population’s perception of SHS, we conducted a series
of exit surveys with patients who were finished with their appointments. As a class,
we were able to interview 162 patients . The survey consisted of 18 questions based
on their perception of the services SHS provides. Through the survey, we aimed to
find ways to make SHS better and look for ways to improve patient retention rates.
Demographics
Not all participants completed this section of the survey, the following
results are based on the number of participants who responded.
PATIENT EXIT SURVEY FINDINGS
Forty-eight percent of individuals surveyed were in the age group of 51-65
years old. Eighteen percent of participants were in the age group of 36-50
years old. Seventeen percent of participants were in the Millennial age range of
18-35. Lastly, the rest (n=97) were in the age range 66-75, just above six percent
(n=97).
Nineteen percent of respondents live in our designated zip codes of 64106-
64111. The zip code with the most patients in our designated zip codes was
64109 (n=33, 30%).
The majority of patients (n=54, 37%) stated they were unemployed. There was
almost an equal number of participants who were full time (N=30, 21%) and
part-time (n=29, 20%).
Women were prevalent as respondents (n=87, 59%) and men lesser so (41%).
Majority of respondents were ‘African American’ (n=110, 74%) and ‘White’
(21%). The least prevalent were ‘Hispanic or Latino’ (3%). An interesting aspect
of demographics is that the receptionist made a point to tell group member
Madeline Nave that SHS sees all types of ethnicities--not just African American
and White. While that does not necessarily apparent in our data, it is important
to realize SHS is all inclusive and caters to all ethnic groups.
The majority of the patients surveyed used Medicaid for
insurance coverage (n=64, 42%). The next predominant
answer was ‘None’ (n=35, 23%).
Medicaid
No insurance
42%
23%
Patient Insurance
Perception of Healthcare
Positive Perception of SHS
A majority of patients were most likely to strongly agree with the
following statements:
I consider healthcare a priority on a daily basis (n=89, 56%), positive
interactions with a medical professional would make them want to
see the same provider in the future (n=101, 63%), it is convenient to
have primary care and behavioral care in the same facility (n=104,
65%), I feel a personal connection with my healthcare provider
(n=69, 43%) and staying healthy is important (n=118, 74%). Patients
were most likely to disagree that they have difficulties paying for
healthcare (n=72, 45%) yet the second most common response
was patients agree to (n= 68, 43%) finding difficulty paying their
healthcare bills.
Patients were most likely to disagree with the following statements:
I find it hard to keep my appointments (n=51, 32%), following my
treatment plan is sometimes difficult (n=66, 42%), I find it difficult
to fill my prescriptions (n=67, 43%) and when choosing between
healthcare expenses and daily expenses I choose healthcare more
often (n=50, 32%).
Overall, current patients at SHS feel personal interactions are most
important when choosing a healthcare provider and the price of
healthcare is a concern.
Out of the 156 patient responses, a majority (n=70, 45%) of patients
drove themselves to SHS, followed by public transportation (n=36,
23%). Patients were most likely to visit SHS for medical appointments
(n=45, 28%) or for other reasons (n=46, 29%) such as the pharmacy
(n=25).
Patients were most likely to describe their services at SHS as
excellent (n=78, 48%), followed by very good (n=41, 25%). When
patients were asked what could make their visit better, the most
common suggestions were to have less wait time (n=59, 38%) and
the ‘other’ category. The ‘other’ category was compiled of patients
specifying improvements such as less wait time in registration,
more staff and more transportation.
Patients said the most common reasons they continue to use SHS
for their healthcare needs was for its convenient locations (n=89,
56%), the affordability (n=72, 45%), they feel they are treated with
respect (n=58, 36%) and the interactions with healthcare providers
(n=53, 33%).
Patients were most likely to hear about SHS from a friend or a
family member (n=84, 55%). Patients also heard about SHS through
their relative mission shelter, caseworker or other hospitals such as
Truman Medical Center.
Patients agreed that SHS is their first choice in healthcare (n=124,
78%), that SHS offers the same quality care found in private
healthcare (n=112, 70%), that the non-medical staff at SHS is
professional (n=143, 89%), that the medical staff at SHS is qualified
(n=147, 92%). Patients also agreed that SHS is a valuable asset to the
Kansas City community (n=151, 94%) and that SHS providers know
a lot of important information about their medical history (n=135,
84%).
Nearly half of the patients said they had missed an appointment
(n=78, 49%). Of the patients that missed appointments, the most
common reasons they missed appointments were because they
forgot about it (n=19, 22%), a scheduling conflict (N=17, 20%), not
being able to find a ride (n=16, 19%) and the most common response
was ‘other’ (n=35, 41%). Of the 35 patients that responded with
‘other,’ the most common reason patients specified they had missed
an appointment was because of bad weather (n=9).
It can be assumed from the data that SHS
patients are loyal to the organization.

19. 37
Perception Of Healthcare Logo
When patients were asked to look at the SHS logo, 40 percent of patients
noted they immediately thought of healthcare (n=63). When patients were
asked if the SHS logo communicates a high-quality healthcare center to
them, 72 percent agree or strongly agree (n=153). Lastly, whether the SHS
logo accurately represents the healthcare industry, 73 percent chose strongly
agree and somewhat agree (n=154).
Regarding changes to the SHS logo, many respondents said it was fine how
it was. Of the respondents who had an opinion in enhancing or changing
the logo, most said to make the logo bigger. Many others noted possibly a
change of color to make it ‘pop’ could be successful in enhancing the logo.
Also, somehow adding some sort of medical symbol would enhance the SHS
logo’s connection to healthcare.
In all, patients associate the SHS logo with healthcare and a welcoming
community. They also do not want to drastically change the logo, but to
possibly enlarge the emblem.
Exit Survey Takeaway
Current patients at SHS are very pleased with the care they
are currently receiving. Patients value SHS because of its
convenience, affordability and they feel they are treated with
respect. To improve SHS, patients would like less wait time for
their appointments.
As a class, we created a joint class survey to conduct with the general public to
continue our primary research exploration. The survey was conducted online through
Qualtrics, an online survey service tool. Our goal was to gain an understanding
of what makes an ideal healthcare provider and what factors go into choosing a
healthcare provider. We also wanted to gather data about how aware the general
public is of SHS and what their current perceptions are. In total, we were able to
gather valuable insight from 252 participants.
GENERAL PUBLIC SURVEY FINDINGS
Demographics
Not all participants completed this section of the survey. The following
results are based on the number of participants who responded.
Participants were most likely in the age group 18-35 (n=30, 30%).
The second most common age group was 35-50 (n=28, 28%).
A majority of participants who completed the survey were women
(n=159, 63%).
When asked to describe their ethnicity, participants were most
likely to describe themselves as ‘White’ (n=218, 87%). The least
common ethnicity of participants was ‘Hispanic or Latino’ (n=1,
1%) and ‘Native American’ (n=1, 1%).
Regarding employment status, the largest group of participants
said that they are working full-time (n=93, 37%). The other most
common responses were retired (n=74, 29%) or unemployed
(n=51, 20%).
The largest majority of respondents said their total household
income was somewhere between $50,000-$74,999 in 2015
(n=58, 23%). Only eight percent of respondents said they make
over $150,000.
The largest majority of participants have employee-sponsored
insurance (n=112, 44%). The second most common was Medicare
(n=62, 25%), followed by private insurance (n=38, 15%). Only
seven percent of respondents did not have insurance at all.
Sponsored insurance
Medicare
Private insuracne
No insurance
44%
25%
15%
7%
Participant Insurance

20. 39
Healthcare Perceptions Among the General Population
Qualities of a Good Healthcare Provider
Healthcare Trends
Sixty-eight percent indicated that they strongly agree that where they
get their own healthcare is important to them (n=171).
Sixty-five percent indicated that they strongly agree that where their
families get their healthcare is important to them (n=163).
Seventy-six percent indicated that they strongly agree that it is
important to maintain their own health (n=192).
Seventy-six percent indicated that they strongly agree that
preventative healthcare (cancer screenings, preventive visits, dental
exams and vaccinations) is important (n=191).
Sixty-two percent indicated that they strongly agree that they see
their healthcare provider for a physical or checkup every year (n=158).
Seventy-six percent indicated that they strongly agree that it is
important to maintain their family’s health (n=193).
When evaluating a good healthcare provider, respondents prefer a
provider who listens to, cares for and respects their patients (33%,
n=41). Respondents also look for a properly trained doctor who seems
qualified and stays up-to-date with current medical practices when
choosing a medical provider (16%, n=20).
Ninety-one percent of respondents have visited a
healthcare provider at least once in the past year (n=230).
The leading services provided to the respondents were
medical (n=208, 83%), followed by yearly check-ups
(n=182, 72%) and dental (n=181, 72%). Seventy-nine
percent of patients agree that they generally receive care
from the same provider for medical needs.
When selecting a healthcare provider, respondents were
more likely to gain information from a family or friend
(66%, n=167). However, the majority of respondents said
they are in charge of making the primary decisions for
healthcare (56%, n=142).
Respondents Described Preventative Healthcare as...
32%
23%
Receiving regular
checkups, eating healthy,
and exercising
Something that prevents
illness or disease from
spreading
Receiving screenings,
tests, and vaccinations.
Taking care of yourself
21%
17%
Perception of Non-Profit Health Centers
Ten percent of participants associate “non-profit,
community-owned” healthcare center with one that
is not concerned with making a profit, but is more
concerned with patient well-being (n=26).
Seven percent of people associate a “non-profit,
community-owned” healthcare center with a center
that provides healthcare for low income persons at a
lower cost (n=18).
Only one percent of participants associate the words
“non-profit, community-owned” healthcare center
with one that provides a lower quality service (n=3).
General Survey Take Away: Final Take Away:
Through the implementation of the general public survey, we
were able to find that respondents most look for a doctor
who shows qualities of empathy and understanding. Most
prefer a doctor who listens to, cares for and respects them
while also staying up-to-date on current practices. Ninety
percent of respondents have visited a doctor at least once
within the past year. The most popular services provided
were medical, yearly check-ups and dental work. The survey
suggested that few people have negative connotations with
non-profits, which leaves opportunity for SHS.
It is clear from our in-depth interviews, exit survey and general
public survey that the general population of Kansas City
understands the importance of healthcare. The exit survey
at SHS suggests current patients highly value SHS and all
services provided. However, based on the general population
survey, it is also clear that SHS is not a first, or even third
choice for healthcare services in Kansas City. Therefore, our
campaign should focus on raising awareness among the
Kansas City population of what SHS has to offer. Our goal is to
focus on retaining current patients while growing awareness
among the Millennial and Baby Boomer population.
Sixty percent of participants
surveyed have not heard of SHS
prior to the survey (n=152).
If the participants were aware of
SHS, they primarily heard about
the clinic through a family or
friend (n=32, 32%) or a television
ad (n=23, 23%).
AWARENESS OF SHS
have not heard of SHS
through family or friend
through a television ad
60%
32%
23%

21. PLANNING
SWOT
Target Audience

22. 43
SWOT
A SWOT analysis is a study used to identify the strengths, weaknesses, potential
opportunities and potential threats of an organization. After completion of the
SWOT, strategies can be formed in order to improve the company or business in
the best way possible. The SWOT analysis is ultimately the backbone for research
and furthers objectives, strategies and tactics.
Strengths Weaknesses:
All services in-house
Transportation service available
Staff is welcoming, connects with patients and treats
them with respect
Quality Service:
Forty-eight percent of surveyed patients said all
services were excellent
Thirty-five percent of surveyed patients said their
experience was great and needed no improvement
Satellite clinics accessible in Kansas City
A
ffordability: Forty-five percent of surveyed patients
return because of the affordability
Seventy-five percent of surveyed patients strongly
agreed that SHS is a valuable asset to Kansas City
Strong word-of-mouth referrals from current patients
A valuable asset to Kansas City
Large need for healthcare among Baby Boomers, as 54
percent of current patients are over the age of 50
Long wait time
Only eight percent of patients have private
insurance, which means lack of awareness from
people who can afford other healthcare clinics
Lack of awareness among Millennials
Logo does not accurately represent a healthcare
clinic to patients
Thirty percent of patients do not show up to
appointments
Opportunities: Threats:
A large need for healthcare among Baby Boomers
Baby Boomers spend more money on healthcare than
any other generation of patients
Health is important among the general public
Rising importance of preventative healthcare (cancer
screenings, preventive visits, dental exams and
vaccinations) in the U.S.
Importance of targeting Millennials, the largest
demographic in the area
Most Baby Boomers have stayed with their healthcare provider
for years, making it difficult to persuade them to change to a
new healthcare provider
Difficulty of targeting Millennials, who overlook annual
checkups
Millennials also do not feel the need to continue going to the
same doctor--this may prevent patients from returning to SHS
if they go one time
Millennials are covered under their parents’ insurance so they
have the option of private health services
Other competing healthcare services in the area
In conclusion, our group finds that the main strengths of SHS are its relationships
with current patients. It is affordable, convenient and the staff treats the patients
with respect and kindness. Unfortunately, there is a lack of awareness among
Millennials or other demographics that may be able to afford other healthcare
providers. This fact, paired with long wait times for the pharmacy, could make it
difficult to persuade other people in the Kansas City area to choose SHS. Though
Millennials’ value of healthcare is a major opportunity, SHS must be top-of-mind to
ensure they do not choose another provider first.
S
O
W
T

23. 45
TARGET AUDIENCE
Retaining current patients is incredibly vital as they are the
group most in need of SHS. Current patients cannot afford to
go to other healthcare providers and, when in need of quality
care, they turn to SHS. The majority of patients that took
the exit survey at SHS are unemployed (36%) and need an
affordable healthcare provider that can assist in all medical
needs. SHS fulfills current patients’ number one need of being
inexpensive, while also being a one-stop shop.
According to the client briefing document, the current patient
demographic is 59 percent African Americans, 26 percent
whites, 13 percent Hispanics and 2 percent other races. Also,
80 percent of patients who go to SHS live below the 200
percent federal poverty level. The 2015 Poverty Guidelines
state that for a family of four to be below the 200 percent
poverty level they must make an annual income of $48,500
or less (www.medicaid.gov). These families need to put
food on the table, pay their bills, and take care of other life
expenses. Healthcare, though important, can often be pushed
to the wayside for other expenses that may be more pressing.
Thanks to SHS, these patients can afford to take care of
their families and get quality healthcare. The client briefing
document also states that 51 percent of current patients do
not have healthcare and 31 percent are on Medicaid.
The current patients of SHS fit into the “survivor” archetype
in the VALS framework. This class of consumers has the
least resources and, therefore, is the least likely to adopt any
innovation. As they are not likely to change their course of
action regularly, they form into brand loyal customers
Primary: Current Patients
Based on the VALS framework, current SHS patients are
likely to be/do:
Cautious and risk averse
The oldest consumers
Thrifty
Not concerned about appearing traditional or trendy
Take comfort in routine, familiar people, and places
Heavy TV viewers
Loyal to brands and products
Spend most of their time alone
The least likely use the internet
The most likely to have a landline-only household
These statistics reveal that a majority of patients are having to
pay for healthcare out of pocket, but they will be loyal to SHS
for as long as they need healthcare. SHS is a valuable asset
to their community because it provides healthcare at little-
to-no cost. Additionally, if a patient is below the 200 percent
federal poverty level, they will be eligible for a sliding-fee
discount, which helps cut the cost of prescription medication,
among other benefits.

24. 47
Our interviews with Kansas City Millennials gave us enough
information to reach the conclusion that Millennials would
make for a great secondary audience. Millennials are young,
open-minded, technology-oriented and make up the largest
majority of the zip codes that SHS serves. Millennials are
also impressionable and at a point in their lives when they
are starting to lay down their own roots, separate from their
parents. This means finding a quality healthcare provider that
is also affordable and fits their on-the-go lifestyle.
Through through our research, we were able to find that
healthcare is important among Millennials. They are quick to
use their laptops and smartphones to book their healthcare
appointments. Whether they are moving out of their family’s
home or starting a family of their own, Millennials are
concerned with finding a good financial deal. Many have also
been hit hard by the recent economic recession and currently
have below-average salaries. Fifty-four percent of Millennials
say they have delayed or avoided treatment due to cost
considerations. They feel that the cost of healthcare and
prescription drugs is alarming, making them ideal candidates
for a low-income healthcare provider. http://academic.
mintel.com.www2.lib.ku.edu/display/760452/(http://www.
pewsocialtrends.org/2010/02/24/Millennials-confident-
connected-open-to-change/)
Millennials:
According to the VALS framework, Millennials generally fit
into the “Experiencer” and “Striver” archetypes. Experiencers
are the group of consumers who have high resources, but
also need a mode of self expression. Mostly characterized by
young adults, it consists of people who want to experience
being different. This class of consumers is filled with early
adopters who spend heavily on food, clothing and other
youthful products and services. The Striver archetype is
a low resource consumer group that wants to reach some
achievement. These customers do not have the resources
to be an achiever, the next level in the VALS framework. If
a Striver can gain the necessary resources such as a high
income or social status, then they can move on to become
an Achiever.
Based on the VALS framework, our target audience of
Millennials is likely to:
Want everything
Be first in and first out of trend adoption
Go against the current mainstream
Be up on the latest fashions
Love physical activity (are sensation seeking)
See themselves as very sociable
Believe that friends are extremely important
Be spontaneous
Have a heightened sense of visual stimulation.
Have revolving employment; high temporary
unemployment
Use video and video games as a form of fantasy
Are fun loving
Are imitative
Rely heavily on public transportation
Are the center of low-status street culture
Desire to better their lives but have difficulty in realizing
their desire
Wear their wealth
According to an article in “Current Gastroenterology
Reports,” most Baby Boomers have at least one chronic
health problem. Fifty-four percent of participants who took
the SHS exit survey were above 50 years old, suggesting the
majority of SHS patients are Baby Boomers. Older adults
(45+) are most likely to point to the importance of physical
wellness. Because aches and pains may begin to arise at this
point in life, the limitations of abilities could begin to show.
Nutritional health is more important to women, particularly
women 55 and older. http://academic.mintel.com.www2.lib.
ku.edu/display/760448/
Baby Boomers are a generation that fits into the “Achiever”
and “Believer” archetypes. Achievers are mainly motivated
by achievements. These individuals want to excel at their
job as well in their family life. Thus, they are more likely
to purchase a brand that has shown its success over time.
Achievers are said to be high-resource consumers but, at the
same time, if any brand is rising, they are more likely to adopt
that brand faster. Believers are more social by nature and,
because of this, they are also more likely to believe other
consumers. They are characterized by lower resources and
are less likely to accept innovation on their own. They are
the best class of word-of-mouth consumers.
Baby-Boomers:
Based on the VALS framework, our target audience of Baby
Boomers is likely to:
Have a “me first, my family first” attitude
Believe money is the source of authority
Be committed to family and job
Be fully scheduled
Be goal oriented
Be hardworking
Be moderate
Act as anchors of the status quo
Be peer conscious
Be private
Be professional
Value technology that provides a productivity boost.
Believe in basic rights and wrongs to lead a good life
Rely on spirituality and faith to provide inspiration
Want friendly communities
Watch TV and read romance novels to find an escape
Want to know where things stand; have no
tolerance for ambiguity
Not desire to change society
Find advertising a legitimate source of information
Value constancy and stability (can appear to be loyal)
Have strong me-too fashion attitudes
These archetypes are not guaranteed to be 100 percent
accurate, but they are a set of standards we can uniformly
apply to research so that we can generate data. A Striver
or Experiencer might have more resources than most of the
other individuals grouped into that archetype.

25. EXECUTION
Goals + Objectives
Strategies + Tactics

26. 51
GOALS + OBJECTIVES
PHASE 1
GOAL:
OBJECTIVE:
STRATEGY:
To retain current patients while utilizing word-of-
mouth to attract new patients
To grow population of patients from 39,000 to
45,000 by May 2017
Promote a sense of community through word of
mouth and a strong social media presence.
PHASE 2
GOAL:
OBJECTIVE:
STRATEGY:
To put SHS in people’s minds
To raise awareness of SHS from 40 percent to 60
percent by January 2017
Establish integration with Kansas City community
PHASE 3
GOAL:
OBJECTIVE:
STRATEGY:
To encourage healthy living among baby
boomers
To establish relationships with 2 Kansas City
retirement homes by January 2017 in order to
start walking groups
Promote healthy, active living to those living in or
near retirement homes in Kansas City
PHASE 4
GOAL:
OBJECTIVE:
STRATEGY:
To reduce no-show rate for current patients
To reduce patient no show rate to 20 percent by
January 2017
Implement a text-reminder system so patients do
not forget about their appointments.

27. 53
STRATEGIES + TACTICS
PHASE 1
We would like to reward current patients and attract new
patients by creating a raffle. According to our research, word-
of-mouth is a very successful way of attracting new people.
Current patients of SHS will have the ability to grab a referral
card from the check-in desk. One card will be kept on file at
SHS with the current patient’s name (Patient A). Patient A can
then give the other card to Patient B— someone they think will
attend SHS. If Patient B returns to SHS with the card and gives
it to the front desk, Patient A will be entered into a raffle to win
a Fitbit. Patient B will also be entered into a separate raffle for
new patients.
Patients will be allowed to take as many referral cards as they
wish and can be entered into the drawing as many times as
they would like. There will be a drawing every six months for
current patients and for new patients. Our hope with this idea
is that it will get new patients through the door thanks to the
current patient population.
Tactic #1 Raffle for Referring
“Stories of Swope” will be a series of
postings on Facebook where current
patients can share their stories about
how SHS has changed their lives or
why their health is important to them.
We would like to focus on inspiring and
uplifting stories. Our goal is to have a
patient of the month that has an inspiring
story to share. Currently, SHS has 661
likes on Facebook and we believe that
this new series will attract more traffic
to the page. To encourage patients to
share their stories, we suggest SHS gives
a $50 gift card to a restaurant or grocery
store for each patient that agrees. Willing
participants write and share their story
on Facebook, tag SHS and then SHS
chooses one to win.
To get people to follow this “Stories of
Swope” Facebook, we would encourage
people to follow the account at the
events that would be held (mural/mobile
clinic, photo kiosk, walking group), as
well as current patients.
Tactic #2 Stories of SHS

28. 55
We would like to implement an interactive digital screen
that will be placed at bus stops around the Kansas City
area. Screens will be fitted to a side of the bus stop. The
interactive digital screens will show bus stop patrons where
SHS clinics are located. They can touch the screen to see
the nearest SHS clinic, what services they provide, hours of
operation and what bus route can be taken to reach each
clinic. We suggest to start with one bus stop and integrate
5 more digital screens by May 2017.
Tactic #3 Digital Board
Update website: We suggest updating the current website
to make it more user-friendly and inviting. We suggest using
a new color scheme, which can be found below, as well as
integrating specific infographics on the main page.
Increase likes: Our goal is to increase SHS Facebook likes
from its current 661 to 1,000 by January 2017.
Secondary TacticsPrimary Palette
Secondary Palette

29. 57
To establish the presence of SHS in the Kansas
City community, we would like to create
a mobile mural that will inspire our target
audience to live life to the fullest. Chalkboard
paint will be painted on 10’ X12’ wooden board
with wheels. This blank, mobile chalkboard
will have “I Live For…” written across the
top. Ideally, the mobile chalkboard will be
positioned in popular pedestrian areas and
at events. Because this tactic encourages
creativity and empathy, we think Millennials
would respond well. We would like to place the
chalkboard at First Fridays in the Kansas City
Crossroads Art District. This monthly event is
heavily populated among Millennials and will
help put SHS in their minds. Along with First
Fridays, we would like to place the mural at a
farmers market on the third Saturday of the
month, as we believe that the Millennial target
audience is health conscious.
As pedestrians walk by, we would like them to
give inspiring reasons for why they live. This
in turn will hopefully inspire them, and others,
to live a healthier life so they can continue
doing the things they love. Chalk is the ideal
medium because, if for some reason profanity
written, it can be easily erased. We would also
like to place a sign in front of the board that
reads, “Please keep in mind, this board is for
inspiration and encouragement.”
To attract people to SHS, we would like the
mobile clinic to follow the mural and offer
screenings for blood pressure and other
simple tests. This will create an outlet to
learn more about SHS which in turn could
get new patients through the door. We would
also like to encourage people to sign up for
an appointment at SHS while they are in the
mobile clinic. We would like to film and take
pictures of the participants’ responses to
place on mediums such as Facebook and
Instagram. Digital media will help spread the
word and gain further awareness about SHS.
We would also like to implement the hashtag
#LiveWithSwope in all SHS media posts.
COST: The total cost of the operation will be
at the very most $115.00 for the board, chalk
paint and markers.
Tactic #1 Mural + Mobile Clinic
PHASE 2

30. 59
We created a 60-90 second long advertisement that could
be posted on SHS’ social media platforms, as well as on local
television stations.
Tactic #2 Commercial Advertisement for SHS

31. 61
Our group would like to start walking groups in September,
when the weather has cooled, at local retirement homes. This
time frame also gives SHS some time to build relationships
with a specific retirement home. The Baby Boomer population
needs to be encouraged to stay healthy to live a long life, but
they are also the population that desires social activities. A
walking group is the perfect way for this specific population
to spend time with others and it encourages living healthy.
We would like to conduct the walking group once a week at
different locations throughout the greater Kansas City area.
Once a month, we would like the mobile clinic to also visit
the retirement home (maybe the first walk of each month).
The first session could be from September 2016 to November
2016. The second session could be March 2017 to May 2017.
Tactic #1 Walking Group for Retirement Homes
PHASE 3
First Fridays | October 7
Crossroads @ 7 p.m.
Farmers Market | October 15
City Market @ 7 a.m.
Senior Walking Club | October 11
Meet at Crown Center @ 10 a.m.
Senior Walking Club | October 25
Meet at the Nelson Atkins @ 10 a.m.
We would like to create a newsletter called “Live With
Swope,” which ties into the hashtag previously mentioned,
#livewithswope. We’d like this newsletter to go out at
the beginning of the month to current patients and the
retirement homes that SHS builds relationship with. The
newsletter content will also be posted on social media.
The newsletter will share the dates of when events will be
going on for the month, like the walking group, mural +
mobile clinic, as well as sharing the Facebook testimonial.
Information about the raffle for current patients and new
patients would also be mentioned.
Secondary Tactics

32. 63
We would like to develop a text message system to remind
patients of their upcoming appointment in order to reduce no-
show rates. From the surveys conducted, we found that a large
reason why patients do not show up for appointments is because
they simply forget. Doctor’s offices today have an automated
system that sends out text messages to current patients on
designated days to remind patients of their appointments. We
would like to send a friendly message four days prior to their
appointment, saying the date and time of their appointment,
along with a reminder to coordinate travel needs ahead of time.
We would also like the system to send a text message the day
before their appointment, again reminding them of the date and
time. We suggest a note that SHS doctors are looking forward
to meeting with them in the texts also. Positive messages will
hopefully alleviate anxiety the patient may be experiencing about
the appointment. This system could eventually be expanded to
the pharmacy services to alert patients that prescriptions are
ready to be picked up, thus relieving patients of wait time.
Tactic #1 Text Message Reminders
PHASE 4

33. CONCLUSION
Predictions + Evaluation
Budget
Appendix

34. 67
PREDICTIONS + EVALUATION
OVERALL GOAL
OBJECTIVE:
PREDICTION:
EVALUATION:
To increase the integration of
Swope Health Services (SHS)
into the Kansas City community.
We predict that through the use
of Limestone Creative’s “Live
Life to the Fullest” campaign,
SHS will see an increase in
patient retention rates and
growth among millennial and
Baby Boomer demographics.
Through the evaluation of each
tactic, the overall campaign’s
success can then be evaluated.
PHASE 1
OBJECTIVE:
PREDICTION:
EVALUATION:
To grow population of patients from 39,000 to
45,000 by May 2017
We predict that the patient population will grow
from 39,000 to 45,000 by May 2017.
SHS will document all new patients who come to
SHS in its database and will be able to evaluate
the success of the campaign from that data.
PHASE 2
OBJECTIVE:
PREDICTION:
EVALUATION:
To raise awareness of SHS from 40 percent to 60
percent by January 2017
By January 2017, we predict that the awareness
of SHS will increase by 20 percent in the Kansas
City community.
SHS will reconduct the general public survey in
popular millennial and Baby Boomer locations to
gauge increase in awareness.
PHASE 3
OBJECTIVE:
PREDICTION:
EVALUATION:
To establish relationships with 2 Kansas City
retirement homes by January 2017 in order to
start walking groups
By establishing walking groups at two Kansas
City retirement homes, we predict that some of
the residents will become interested in SHS.
By comparing the registration for the walking
groups to SHS’s database, SHS can evaluate the
effectiveness of the walking groups for driving
new traffic.
PHASE 4
OBJECTIVE:
PREDICTION:
EVALUATION:
To reduce patient no show rate to 20 percent by
January 2017
We predict that the patient no-show rate will be
reduced by 20 percent by January 2017 through
the implementation of the “Live Life to the
Fullest” tactics.
Through the SHS database, SHS will be able to
monitor patient no-show rates.

35. 69
BUDGET
This is the projected budget for the overall campaign. Only primary
tactics are quoted here. Additional budget line items may be
added. This is also an estimate of what will need to be spent on
each individual aspect. Projected costs are subject to change.
Raffle for Referring Change
Stories of SHS: ($50 a month)
Digital Board: ($6,000 per board)
Mural + Mobile Clinic
Newsletter: ($30 for 150 printed per month)
Text message reminders: ($200 a month)
Grand Total:
$320
$600
$35,000
$115
$360
$2,400
$38,795

36. 71
Swope Health Services Central
3801 Blue Pkwy,
Kansas City, MO 64130
The Gardens at Northgate
3000 Swift Ave
North Kansas City, MO 64116
816-471-4222
Megan, assistantmanager@gardensatnorthgate.com
Bishop Spencer Place
4301 Madison Ave
KCMO 64111
(816) 931-4277
Jo Hendrix, jhendrix@bishopspencerplace.org
19
min
drive
12
min
drive
APPENDIX
15
7
OCTOBER WALKING GROUP DATES
Senior Walking Club | October 11
Meet at Crown Center @ 10 a.m.
Senior Walking Club | October 25
Meet at the Nelson Atkins @ 10 a.m.

37. First Fridays | October 7
Crossroads @ 7 p.m.
Farmers Market | October 15
City Market @ 7 a.m.
11
25
OCTOBER MURAL DATES

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