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Spencer Ngatuvai

B Y U P u b l i c R e l a t i o n s

Table of Contents
Introduction to Public Relations Strategic Planning and Problem Solving News Reporting Public Relations Research and Measurement Public Relations Writing and Production Communication Management Principle and Theory 3 15 19 21 46 49

Communications 235Introduction to Public Relations The following is a section of my final group project from Communications 235Intro to Public Relations.

BYUS Healthy You

Action Planning
4. Goal: To raise awareness, educate and motivate the BYU community to improve the health habits at the present and throughout the rest of their lives. (Send out original survey and track differences in August to benchmark progress.) Objectives: 1) To increase knowledge of consequences of healthy and unhealthy eating habits from 13% to 30% by the end of December 2011. 2) To increase knowledge of consequences of healthy and unhealthy physical activity habits from 20% to 50% by the end of December 2011. 3) To educate the BYU community of healthy choices available on campus from 20% to 50% by the end of December 2011. 4) To increase the number of students who eat the adequate number of fruits and vegetables each day from 29% to 55% by the end of December 2011. 5) To increase the number of days per week of exercise to 40% by the end of December 2011. 6) To increase participation in health related programs offered to students and faculty from 13% to 30% by the end of December 2011. 1. Key Publics and Messages: FreshmenThis public contains young adults ranging from 18 to 21 years old who are living alone for the first time. They are interacting with peers who are also experiencing their new independence. They are new to the BYU campus and many know few others on campus. This public has the pressures of succeeding in school and the need to be wanted and accepted in their new social environment. Many also feel the need to impress upper class-men, dorm RAs, parents, professors and church leaders. Some students have access to meal plans that can be used in on-campus locations such as the Canon Center, The Creamery, The Cougareat, and vending machines. Other students have access to kitchens where they are learning to cook for themselves for the first time. Since they are new to campus and new to living on their own, this public creates a perfect opportunity to implement new ideals and habits. The advancement of this campaigns ideals is crucial with gaining the support of this public. We hope for the freshmen to fulfill all 6 objectives. Primary Message: Begin healthy habits now. As you start a new

4 chapter of your life, the healthy decisions you make now determine how you live the rest of your life. Secondary Messages: o Healthy people live longer. By starting healthy habits now as a freshmen, lifelong habits can be formed for the future. o Students will perform better in school. Students want to succeed in school and having healthy habits allows them to do that. o They are less likely to develop heart disease, obesity or diabetes and will longer, healthier lives. o Exercising can give an individual endorphins, which will increase their optimistic outlook. o Healthy habits will prepare you for physical activity on your mission o Take part in active programs offered at BYU to achieve a healthy lifestyle. o Getting involved in BYU activities will introduce students to many different people.

Seniors This public consists of highly educated LDS individuals who are preparing to graduate, are seeking for high paying jobs and most are between the age of 21-30. Many are married and desire to develop or continue to develop families. Having been students for a time, they know and understand the mechanics of BYU and a college lifestyle. Their opinion leaders include current or future employers, family members, spouses, Cecil O. Samuelson, professors, successful business people, mentors, children, parents, roommates and friends. This public also is crucial in completing the objectives of 1, 2, 4, and 5. Primary Message: Students shouldnt leave BYU with just a degree but also with knowledge of a healthy lifestyle for their future. Secondary Messages o Better health will give a person more benefits, such as insurance. Being healthy means lower insurance, and lower insurance is less money. o They should be an example of a healthy lifestyle to develop in their home and pass down to their children. o Living healthy now will lead to better health, longer life expectancy, better performance in future schooling and in future jobs. o Healthy lifestyles can prevent detrimental diseases such as heart disease, obesity and diabetes. o Exercise increases endorphins which will improve your optimistic outlook.

5 Off-Campus Singles These are LDS students that are 18-30 years old and well educated. This public tends to have a lower income and is seeking spouses. One of their primary goals is to succeed in school. They have a minimal amount of extra time due to social activities and hectic school schedules. Their opinion leaders include roommates, significant others, parents, professors, family members, upper classman, Church leaders such as bishop, Cecil O. Samuelson and their friends. This public fulfills the objectives 1, 2, 4, 5, and 6. o Primary Message: By preparing your own healthy food and exercising, you will feel better and do better in school. o Secondary Message: Healthy people live longer. Students that are active and eat healthy perform better in school. Theyre less likely to get those diseases in their future life such as heart disease, obesity, and diabetes. It improves your social life, attitude and your self-confidence. By being healthy, you can feel and look more attractive to others. Exercise can be used as an activity or as a date. Beginning to take part in programs offered at BYU can help you achieve a healthy lifestyle.

Married Students (Families)- at least one of the spouses enrolled in BYU In this public, 23% of the undergrads are married. They are motivated to do well in school, stay financially secure and support their family. Because they have a low budget, married students eat at home. They are preparing for their future with their kids. Opinion Leaders include Church leaders such as bishops, spouses, children, parents and in-laws, friends (usually other married couples). They want to establish healthy habits within the home, raise awareness among their peers and motivate each other to be healthy as well as those around them. It fulfills the objectives: 1, 2, 3, 5, and 6. o Primary Messages-Healthy habits make for healthy families. Beginning a healthy lifestyle now will prevent negative and expensive consequences. o Secondary Messages Exercise and cooking healthy meals together can be a great date.

6 BYU Faculty This public contains 99% LDS Full-time faculty. They value knowledge, the education of their students and their families. This public can possibly be an intervening public, or channel. They are able to motivate students, raise awareness and increase participation within health plans. They are loyal and familiar to the BYU campus and the students. The opinion leaders include Cecil O. Samuelson, Church leaders, their spouses, their students, their family, their children, administration and doctors. The objectives fulfill 1, 2, 3, 4, 5, and 6. o Primary Message- Be an example to your students and family by living a healthy lifestyle. Its never too late to start healthy habits. o Secondary Message Healthy habits can influence relationships. Healthy people live longer and perform better in school. Having a healthy lifestyle can prevent heart disease, obesity, and diabetes. Exercising daily can gives you endorphins and more energy. Partaking in a healthy lifestyle can improve attitudes and prevent depression. Begin by going to the BYU gym often to achieve a healthy lifestyle. Your children will learn healthy lifestyles from your example You can begin building healthy habits by enrolling in BYU health programs. Healthy people live longer, perform better in school and are less likely to get diseases such as heart disease, obesity and diabetes. Healthy lifestyles can make you better, have a more active social life, maintain a good attitude and prevents depression.

Strategy and Tactics: Freshmen: Strategy: To raise awareness of healthy eating habits and lifestyle to freshmen students through social media. Tactics: -Create a Facebook page filled with postings, upcoming events, and communication tools to keep students informed about healthy living. -Weekly texts informing students of healthy living advice.

Strategy: To raise awareness of healthy eating habits and lifestyle to freshmen students through BYUs Healthy You sponsored events. Tactics: -Sponsor halftime races at sporting events to raise awareness about BYUs Healthy You program. Strategy: To help students realize the excitement of exercise and importance of healthy lifestyles through BYUs Healthy You Week. Tactics: -Hold daily contests in Brigham Square where students have exercise contests such as the most push-ups in a minute or three legged races. -Hand out Frisbees to participants and water bottles to winners. Strategy: To raise awareness to freshmen students of healthy lifestyles on through oncampus posters, flyers and magnets. Tactics: -Fill Library and Cougareat flyer holders with our flyers containing health information and tips. -Sponsor booths in the Wilkinson Center handing out BYUs Healthy You water bottles and food pyramid magnets. -Place posters around campus in different buildings promoting BYUs Healthy You Health Week

The following is a case analysis that I did on BP Oil in Communications 235.

BP Response to Gulf of Mexico Oil Spill Around 9:45 a.m. CST on April 20, 2010 the Deepwater Horizon oil rigger exploded and caught fire about 41 miles off the coast of Louisiana. The Deepwater Horizon at the time was drilling the worlds deepest pocket of oil in history. BP [British Petroleum] was principal developer of the Macondo Prospect oil field where the accident occurred. The Deepwater Horizon, owned by Transocean Ltd., was under a contract with BP to drill an exploratory well. BP was the lessee and principal developer of the Macondo Prospect oil field in which the rig was operating (Cleveland, 2010, par. 2). A BP press release stated that multiple companies and work teams contributed to the accident whicharose from a complex and interlinked series of mechanical failures, human judgments, engineering design, operational implementation and team interfaces (BP, 2010, par. 2). Two days after the initial explosion, Deepwater Horizon sank, causing crude oil to gush out of the riser the 5,000-foot pipe that connects the well at the ocean floor to the drilling platform on the surface. Attempts to shut down the flow failed when a safety device called a blowout preventer (BOP) could not be activated (Cleveland, 2010, par. 3). While BP has been deemed responsible for the oil spill by the United States Government, it is not the only factor in this caseTransocean and Halliburton are partly to blame as well. An astonishing 86 days had passed before BP was finally able to put a cap on the oil spill which had spread over a radius of 28,958 square miles (75,000 square kilometers), an area about the size of South Carolina, with the extent and location of the slick changing from day to day depending on weather conditions (Cleveland2010, par.7). Not only was this a tragedy for wildlife reserves and fishing economy, but it was also a tragedy for those living along the Gulf Coast. President Obama set up a compensation fund for those who have lost revenue as well as had property damaged.

9 This compensation fund is under the direction of Kenneth Feinburg who was credited for successfully executing the relief and compensation funds for September 11th. The struggle that BP is now facing is that Feinburgs unpopularity, from belief that he is distributing funds unfairly reflects negatively on BP which is not supposed to be interfering. Feinburg stated that the issue isnt secrecy, but the vast amount of unrealistic claims. For example, one person filed a claim for the entire $20 billion, while another asked for $10 billion; a boat captain sought reimbursement for lost income for himself and four deckhands, but it turns out he didn't have any deckhands; and a fisherman claimed he lost a month on the water, but his boat had a hole in it and was dry-docked even before the spill (Skoloff & Weber, 2011, par. 7). With many people along the Gulf Coast not happy, BP has had to rethink ways to recover its reputation. BP has tried to turn the Gulf Coast oil spill catastrophe into a reputation building opportunity. Tony Hayward, BP president for the last three years, was trying to build a positive reputation for BP before the explosion occurred. The New York Times stated that the accident threatens to overshadow all of the efforts he [Tony Hayward] has made to burnish the tattered reputation of the company after a refinery explosion in Texas in 2005 and a pipeline leak in Alaska in 2006 (Krauss, 2010, P. B1). A BP spokesperson stated that despite the accident, BPremains committed to its gulf drilling program, which contributes 11 percent of the companys worldwide production (Krauss, 2010, P. B1). Goal: The main goal of BP is to minimize the loss of market share. Objectives include: 1. To ensure that BP is ready, willing, and able to help in doing all it can. 2. To ensure public that BP is learning from errors to minimize future problems. 3. To apologize and establish restitution

10 4. To rebuild reputation 5. To restore trust 6. To retain customer base & loyalty From analyzing the objectives BPs intended key publics include: 1. Investors/Share Holders 2. Government 3. Gulf Coast Resident/Employees that were affected 4. Current BP Customers

5. BP Employees 6. Environmentalist Messages and Tactics: 1. Investors/Share Holders The overall message sent to investors is that BPs handling cleanup and restoration well. Keep investing, the company is strong and will weather this storm and continue to prosper. We are determined to do everything in our power to contain this oil spill and resolve the situation as rapidly, safely and effectively as possible (BP 2010, par. 5). This message was sent through traditional mass media such as the New York Times, Huffington Post, and Wall Street Journal. To target investors BPs generated press releases and annual reports to track progress and keep investors well informed. With this strategy of traditional mass media BP can also inform opinion leaders in helping to generate a positive response that will overall affect its goal.

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2. Government As discussed above, the government is responsible for a compensation fund for those affected by the spill. Along with investors BPs overall message to the government is that it is handling the situation well. BP is also taking responsibility for its actions. BP is in direct contact with government officials as well as sending messages through email and annual reports. In this situation BP should have went directly to President Obama as soon as the incident happened instead of delaying. Acting quickly would have portrayed a united front that both the Obama administration and BP would have benefited. 3. Gulf Coast Residents/Employees Initial messages to Gulf Coast residents and employers discussed what BP is doing to protect the livelihood of those along the Gulf Coast as well as inform and raise awareness for all BP is doing to restore the Coast. BPs apologized through traditional media and throughout local communities along with hosting open houses and question and answer sessions. BPs instituted community outreach programs, sponsored local events, and produced local commercials to target these publics. Government compensation funds were established in order to assist local residents for property damaged and to compensate workers who had lost revenue due to the spill. Though these tactics were effective, BP should have worked more with local leaders and relief foundations to help these communities be more aware. 4. Current BP Customers

12 The main message sent to current BP customers goes along the same lines as messages sent to investors. BP is doing all it can to correct the situation and that it is moving forward. BP also addresses technological advances and future plans that will affect current customers. Messages were sent through annual reports as well as traditional media including BPs official website. 5. BP Employees Job security, trust, and safety within the work place were key messages sent to BP employees. These messages were conveyed through employee meetings, bulletins, and traditional mail. BP employee volunteers helping throughput the community is a great tactic used to positively promote BPs image and ultimately help them achieve its objectives. 6. Environmentalist Main messages sent to environmentalist consisted of the BPs relief efforts and reservation of the Gulf Coast including statements such as BP remains committed to remedying the harm that the spill caused to the Gulf of Mexico, the Gulf Coast environment (BP, 2010, par. 1). BP is enlisting help from government entities as well as outside organizations such as United Way and Red Cross. Channels that these messages were sent consist of Traditional media, BPs official website, and articles or journals published in scholarly magazines. BPs done a tremendous job in raising awareness amidst this specific public. Ultimately BP has struggled with the timing of major events that would have positively impacted its main goal. Such examples include the length of time acquired to cap the oil spill, getting actual funds to those affected, and the extensive amount of time

13 that is needed for cleanup along the Gulf Coast. Budgeting and cost pertaining to claims and other payments total over five billion dollars. Stock has plummeted but is slowly starting to level out. Estimates for 2011 market share values look to be headed in a positive direction. Overall BP did a good job in handling this crisis. BPs restoration process, compensation funds, and volunteer efforts have done a sufficient job in building its reputation. Trust among investors and government officials are slowly rising. Relief efforts pertaining to Gulf Coast residents have helped establish restitution and restored trust. Although BP has handled the situation well, few things could have improved overall results. Such examples include an increased effort to stop the leak when it first broke, taking responsibility earlier on for mistakes made, and sufficiently educating all key publics on the changes made to ensure this crisis will not happen again. References (2010, April 22 ). BP initiates response to gulf of mexico oil spill. Retrieved Feb. 18, 2010, from http://www.bp.com/genericarticle.do?categoryId=2012968&contentId=7061490 (2010, Apri 30). BP onshore preparations for gulf coast oil spill . Retrieved February 24, 2011, from http://www.bp.com/genericarticle.do?categoryId=2012968&contentId=7061712 (2010, April 30). Unanswered questions on the spill. The New York Times on the Web. Retrieved February 18, 2011, from http://www.nytimes.com/2010/05/01/opinion/01sat1.html (2010, August 16). BP Provides $52 million to fund behavioral health support across US gulf coast. Retrieved February 19, 2011, from http://www.bp.com/genericarticle.do?categoryId=2012968&contentId=7064459 (2010, September 19). Statement by BP america on completion of MC252 relief well. Retrieved February 22, 2011, from http://www.bp.com/genericarticle.do?categoryId=2012968&contentId=7065080

14 (2011, February 18). Claims. Retrieved Feb. 24, 2011, from http://www.bp.com/sectiongenericarticle.do?categoryId=9034722&contentId=7064398 Bates, D. (2010, August 30). BP accepts blame for gulf of mexico spill after leaked memo reveals engineer misread pressure reading. Retrieved February 24, 2011, from http://www.dailymail.co.uk/news/worldnews/article-1307439/BP-accepts-blame-GulfMexico-spill-leaked-memo-reveals-engineer-misread-pressure-reading.html Cleveland, C. (2010, December 5). Deepwater horizon oil spill . Retrieved February 23, 2011, from http://www.eoearth.org/article/Deepwater_Horizon_oil_spill?topic=50364#gen0 Krauss, c. (2010, April 29). Oil spill's blow to BP image may eclipse its cost. Retrieved February 19, 2011, from http://www.nytimes.com/2010/04/30/business/30bp.html?_r=1&scp=10&sq=bp%20oil% 20spill&st=cse Skoloff, B. Webber, R. (2011, February 14). Gulf oil spill claims fund, kenneth feinberg under fire. Retrieved February 19, 2011, from http://www.huffingtonpost.com/2011/02/14/gulf-claims-fund-feinberg_n_823045.html Weber, H. R. (2010, August 22). Spill bound BP, feds together. Retrieved February 24, 2011, from http://www.msnbc.msn.com/id/38800962/ns/disaster_in_the_gulf/ Weisenthal, J. (2010, May 1). Now even the new york times hints that the oil spill is obama's katrina. Retrieved February 22, 2011, from http://www.businessinsider.com/now-eventhe-new-york-times-hints-that-the-oil-spill-is-obamas-katrina-2010-5

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Communications 336Strategic Planning and Problem Solving The following is a case we worked on Communications 336. This campaign highlighted ways to increase the number of missionaries responding to the call to serve. This includes only a section of the campaign not the entire thing.

The Case of the Missing Two-Thirds

Background
What we know Results from a recent survey conducted by The Church of Jesus Christ of Latter-day Saints revealed that fewer than one-third of LDS young men in the United States and Canada embark on LDS missions between the ages of 19 and 21. The most recent survey shows 32 out of every 100 baptized males go on missions. This study has been conducted multiple times, each study producing similar results. This case has received some publicity, including an article in the Utah media. The issue seems to begin with the Young Mens program in the Church. The number of quorum members decreases with each ordination received. The sharpest decline in membership for youth comes when it is time for the young man to be ordained a priest. A survey conducted by the Church indicated that even among the priest-age youth, only 55 percent planned on serving a mission. Out of the remaining 45 percent only one out of 20 youth served a mission after deciding they didnt want to as a priest. The issue is prevalent in the United States, but may be even more of a concern outside the country. While only 55 percent of members live in the United States, they make up all but 25 percent of the full-time missionaries in the world. We know of one program the Church used in recent years which had great success. This program was targeted at less-active and part-member families. It was instituted by Elder L. Tom Perry in the North America missions and was implemented by stakes and wards. In the model instituted by Elder Perry, the ward leadership in each ward fasted and prayed for inspiration to know which less active and part member families the ward should reach out to. Each ward was to select five families from the high priests group, five families from the Elders Quorum and five families form the Relief Society. In the wards where this simple model was implemented, reactivation and baptisms doubled. This model could potentially be used as a template for a program targeted at young men.

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What we need still need to know In order to better assess the situation we need to know the reasons why 19-21 year old males arent going on missions. And for those who do decide to go, what are their main incentives? Who has the most influence on these males? Another important factor wed like to know is what social pressures there are. How much does the history of missionaries families affect their decision to go or not go on a mission? We would find it useful to know if males find past transgressions a barrier, if so, how much of a barrier? Wed like to know how focused mission preparation is. Also, what changes a deacons mind about serving a mission? Potential Key Publics The potential key publics include: deacons, teachers, priests, inactive youth, young college students, parents, Young Mens leaders, young converts and bishops. Potential Intervening Publics The potential intervening publics include: bishops, stake president, laurels, LDS single girls, LDS married women, returned missionaries, people who did no serve missions who wanted to (notable figures), public figures who did serve missions, parents and active youth.

Situation Analysis
Results from a recent survey conducted by The Church of Jesus Christ of Latter-day Saints revealed that fewer than one-third of LDS young men in the United States and Canada embark on LDS missions between the ages of 19 and 21. The Utah News released a survey showing 45 percent of 16 and 17-year old young men said they did not plan to serve a mission, and only one in 20 eventually did serve missions after saying they would not. According to a survey we conducted, most missionaries decided to serve a mission when they were very young. This means teaching about testimonies and missions should start at a young age, as most missionaries decided before they were even deacons to serve. The same survey demonstrated that missionary service from previous family members has a large impact on future missionary service. There are some challenges in trying to persuade young men from ages 19-21 to serve missions. Young men are not being trained effectively from their years in Primary to the time they serve their mission. Finances may be a problem for some young men because missions can cost up to $11,000. Another challenge we face is the time commitment of

17 two years. With other opportunities and interests, it can be difficult for these young men to serve. The worthiness requirement is also another barrier that young men face. Many young men are nervous about talking to their bishop about transgressions. This particular public is hard to reach and persuade. Pressure from peers, leaders, and family members can be hard on the young men. At times these young men cannot see the prospective blessings or other valued life lessons that are obtained while serving a mission. Many young men may have already decided either for or against serving a mission, and its difficult to change the minds of those who already decided against serving one.

Core Problem
Due to a lack of personal testimony of gospel principles, young men ages 19 to 21 are not serving missions; if this does not change LDS young men will not get this crucial experience that will lead to lifelong activity in the Church.

Goal & Objectives

Goal: Increase the percentage of mission-age North American male church members who serve missions. Objectives: 1) To increase the percentage of the four age groups of young men (deacons, teachers, priests and prospective elders) who have a desire to serve a mission by 10 percent within the next two years. 2) To increase the percentage of baptized members ordained as deacons from 79 percent to 85 percent within the next two years. 3) To increase the percentage of deacons ordained as teachers from 70 percent to 80 percent within the next two years. 4) To increase the percentage of teachers ordained as priests from 58 percent to 65 percent within the next two years. 5) To increase the percentage of priests who serve missions from 32 percent to 40 percent within the next two years.

Key Publics & Messages/Strategies & Tactics

Church/Young Mens Leaders

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Church/Young Mens Leaders are our first key public. They include stake presidents, bishops and Priests, Teachers and Deacons Quorum advisers. Their self-interests are teaching the young men in teir quorum key principles to prepare them for missions, help them to receive the Melchizedek Priesthood and to ultimately have temple marriages. They want to teach the young men they have stewardship over how to use the priesthood properly, to be worthy to use their priesthood and how to strengthen their testimonies. They want all of these things because they know the youth of the Church will one day become husbands and fathers in their families and leaders in the Church. Church leaders from Portland, Ore. gave us insight into their self-interests concerning young-men. As one bishop said, One of my biggest priorities as bishop is to get the young men to serve missions. If they can serve an honorable mission, the rest will often take care of itself. This bishops stake president said, My focus this year is helping young men realize the importance of serving a mission. I have seen the difference in my own children and in other members of the stake between those who serve missions and those who dont and the effect it has on their lives. Message: The young men of the Church must be prepared and excited to serve a mission. Your participation and influence in preparing them and getting them excited about a mission is vital to the success of their future families and to the leadership of the Church. In our primary research, two-thirds of those surveyed felt their time in Young Mens was, at most, moderately focused on preparation for a mission. This focus needs to increase, and it begins with you. Strategy: Through the use of interpersonal communication, we will persuade Church/Young Mens leaders to better prepare young men for missions and to make those preparations a priority in their teachings. Tactics: 1) Train the the leaders using a similar model to what Elder L. Tom Perry instituted in the North America missions. We will reach out to struggling young men, which we will refer to as, the Young Mens 5-5-5 program. Each bishopric and Young Mens presidency will fast and kneel in prayer to think of five young men in each quorum to reach out to. They will involve the currently active young men in assisting them in the reactivation efforts. As they do this, the currently active young men will receive missionary preparation in reaching out to their fellow quorum members, and the struggling young men will be brought back into the fold. As they are incorporated into the fold once again, the other messages, strategies and tactics directed toward the young men will increase their testimonies and inspire them to serve missions.

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Communications 321News Reporting The following is a screenshot of an article that I wrote in Communications 321. I had the opportunity to travel to Gonzaga for this article. I was really proud of this piece.
1

Israeli violist makes his way to BYUs campus | 11

TUESDAY

February 28, 2012 Provo, Utah universe.byu.edu

Serving the Brigham Young University Community

CR E AM I NG S
C R O S S C O U N T R Y
RESER STADIUM
CORVALLIS, ORE.

DOAK CAMPBELL STADIUM

TALLAHASSEE, FLA.

COWBOYS STADIUM
ARLINGTON, TEXAS

THE GROVE
Photos courtesy Presten Norton

OXFORD, MISS.

PRESTEN NORTON, BYU GRADUATE

SUPER FAN TRAVELS GREAT LENGTHS TO SUPPORT HIS BELOVED COUGARS

B y S P E N C E R N GAT U VA I
SPOKANE, Wash. he word dedicated seems to be somewhat of an understatement for one Cougar fan who is determined to be BYUs No. 1 supporter. BYU alum Presten Norton, of West Jordan, has literally traveled thousands of miles to

TO CATCH MORE OF NORTONS TRAVELS ON THE ROAD WITH THE COUGARS, VISIT HIS BLOG AT COUGARTRIPS.BLOGSPOT.COM
support Cougar athletics. Most recently The Daily Universe caught up with him at the BYU mens basketball game at Gonzaga University. He had own into Spokane six hours before the game on standby tickets, something he often gets through his moms airline job. As usual, he was decked from head to toe in BYU gear including a white BYU jacket, white baseball cap and even white and blue shoes. It started with a friend wanting to go to a road game, Norton, who grew up in St. George, said. It was a basketball game against the University of Arizona in Tucson,

and from there it just expanded. The reason Norton loves traveling to away games so often is he loves to meet new people and experience the different atmospheres. The best thing is de nitely getting to see new venues, new games and experience new adventures, Norton said. You go to a city you have never been to, and learn new See SUPER FAN on Page 4

Bateman extolls the economics of virtue

B y K AT I E H A R M E R
Virtue isnt just limited to personal interactions, but plays a vital role in economic relationships between individuals, companies and countries as well. Elder Merrill J. Bateman, former president of BYU and Seventy emeritus, spoke to students and faculty at the Wheatley Institutions Everyday Virtue symposium on Friday. T he Ever yd ay Vi r t ue symposium featured several panels discussing virtue in various aspects of life from family and personal life to professional and business life. Elder Bateman, as the keynote speaker, focused on the impacts the virtue of trust has in economic relations, particularly between the U.S. and China. See BATEMAN on Page 4

U N I V E R S I T Y
THE ADDRESS WILL NOT BE BROADCAST OR REBROADCAST, NOR WILL IT BE SCREENED AT ANY OTHER VENUE ON CAMPUS.
Benjamin Carson, author and director of the Division of Pediatric Neurosurgery at Johns Hopkins School of Medicine, will discuss America the Beautiful: Rediscovering What Made This Nation Great at a Brigham Young University forum assembly today at 11:05 a.m. in the Marriott Center. His lecture is part of BYUs observance of Black

F O R U M

History Month. A quest i o n a n d answer session w i l l fol low his address, at noon. Carson had a childhood dream of becoming a physician. Growing up in a single-parent home and being challenged by poverty, See FORUM on Page 4

Lawmaker pushes cell phone ban on minors

By SARAH PETERSEN
Nineteen other states have done it, and Utah is looking to add its name to the list. Two weeks ago the Utah Senate decided that 16- and 17-yearold drivers should be held to a cell phone free restriction while behind the wheel. Sen. Ross Romero, Senate minority leader and candidate for Salt Lake County mayor, is sponsoring the bill. After working on the bill for three years, Romero said it all started because of several young drivers concerns. The bill was approved with a Senate vote of 19-9 and was assigned to a House committee for consideration. There were some young drivers who were urging us to pass the bill, Romero said. Their observations were See BAN on Page 4

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Utah voter turnout in presidential elections

This is a screenshot of my final project in Communications 321.

89.5% 1960 89.6% 1964 78.6% 1968 77.3% 1972 77.8% 1976 78.1% 1980 76.4% 1984 82.0% 1988 80.8% 1992 65.8% 1996 69.9% 2000 73.7% 2004 67.8% 2008

Utah voters afliated themselves with the Republican Party, while less than 164,000 voters identied themselves as Democrats. This one-sided political environment is nothing new in Utah. In the years since 1976, Utah has only voted for Republican presidential candidates. It is difcult to motivate voters when they know the outcome of the election, Davis said, adding this downward trend in voting isnt necessarily national. Many states have experienced marked increases in turnout, but Utah continues to decline. Between 2004

tracized for thinking differently. Though not af liated with any political party, The Church of Jesus Christ of Latter-day Saints has always encouraged its members to be active in the political process. In March, the First Presidency of the Church released a letter urging its members to attend a precinct caucus meeting of their choice. We are concerned with the decreasing attendance at these caucus meetings in Utah in recent years, the letter read. Principles compatible with the gospel may be found in the

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See DEMOCRACY on Page 3

Source: Office of the Lieutenant Governor

Provos future temple evokes memories of tabernacles past

B y S P E N C E R N GAT U VA I
Elder Jeffrey R. Holland will preside at the groundbreaking for the Provo City Center Temple on Saturday. The new temple will be built on the site where the Provo Tabernacle once stood. The groundbreaking for the new temple is scheduled for May 12 at 9 a.m. Tickets are required to attend the ceremony and are available from LDS ecclesiastical leaders in the temples new district. The ceremony will also be broadcast to stake centers around Provo. People who are new to the Provo area often drive by the corner of Center Street and University Avenue where they can see the burnt remains of the buildings framework, without knowing the majesty and grandeur of the Provo Tabernacle and its rich history. In 1881, plans were rst made to erect a new, larger tabernacle because the LDS community was outgrowing their old meeting house. The projected cost was $50,000 with a two-year plan to build. Construction of the Provo Tabernacle began in 1883 and was completed three years later. The building wasnt dedicated until nearly 12 years after its completion on Dec. 8, 1898, by President George Q. Cannon, of the LDS Church First Presidency. Before the tabernacle burned down on Dec. 17, 2010, it was used for many civic events, choir performances, graduations and worship services. Provo city Mayor John Curtis said he feels the tabernacle was a place which bound the community togethera lasting piece of history that seemed to be an important part of the city. See TEMPLE on Page 5

Tabernacle history
1885 Memorial services held honoring U.S. President Ulysses S. Grant. 1886/1887 Annual General Conference sessions held in Provo. 1898 Dedicated by LDS Church President George Q. Cannon dedicated the tabernacle. 1908 U.S. President William Howard Taft spoke. 1917 Center tower removed and stained glass windows installed. 1975 Remodeled building placed on U.S. National Register of Historic Places. 2010 Fire destroyed roof and interior.
Sources: utah.com and Douglas Smoot

Seven Days
OF THE UNIVERSE
TUESDAY TUESDAY| 5/8 May 8
True Blue Tuesday Event: time, place. National Teachers Day University Devotional: 11:05 a.m. de Jong Concert Hall (HFAC) John Hoffman, Family, Home and Social Sciences.

Rendering courtesy LDS Church

The groundbreaking for the Provo City Center temple is Saturday, May 12 at 9 a.m. Tickets are required to attend, and the ceremony will be broadcast to Provo stake centers.
stake centers in the area. Utah Valley Convention Center Grand Opening, 10 a.m.-4 p.m. 220 W. Center St., Provo. unvr.se/KA6hI7 Provo Childrens Book Festival, NOON4 p.m. Provo City Academy Square Library, Free. unvr.se/JjyXpl 46th Annual Art Ball: Through the Looking Glass, 6:30 10:30 p.m. Springville Museum of Art, Tickets: $35 in advance or $45 at the door. unvr.se/IPAurP

WEDNESDAY | 5/9
Free Blood Pressure Checks, NOON2 p.m. WSC Terrace, Sponsored by the College of Nursing.

FRIDAY | 5/11
Salt Lake Evening with Friends, 7 p.m. BYU Salt Lake Center, Free, Must register in advance online: unvr.se/IyVdzk Follow His Light Exhibit Opening Weekend, 10 a.m.- 8 p.m. Thanksgiving Point Gardens, Admission: $10. unvr.se/IPanuT

THURSDAY | 5/10
eBay Class, 7 p.m. Provo City Library Computer Lab, unvr.se/IrNWxn The Euro Crisis and Beyond: What Does it Mean for the U.S.? 3 p.m. 238 HRCB, Antonio de Lecea, minister and principal advisor for European and Financial Affairs at the Delegation of the EU to the U.S., unvr.se/JYF2eA

SUNDAY | 5/13
Mothers Day

MONDAY | 5/14
Family Night on the Farm, 5 p.m. Thanksgiving Point, Admission: $5. unvr.se/Ips85F Vibe Performing Arts, 6 p.m. Covey Center for the Arts, Free. unvr.se/J1yVDo

SATURDAY | 5/12
Provo City Center Temple Groundbreaking, 9 a.m. Elder Jeffrey R. Holland will be presiding. Groundbreaking will be broadcast to

21

Communications 318Public Relations Research and Measurement This is an excerpt from my Communications 318 class. BYU Radio was our client. This

Brigham Young University Bradley Lab

Research and Recommendations

Communications 318 - Group 1 Brett Lee Spencer Ngatuvai Kat Orgill Chelsea Jackson Spencer Shamo

December 11, 2012

example includes the executive summary and the quantitative section.

22

Executive Summary
Research Purpose BYU Radio hired the Bradley Lab to conduct research to gain understanding of who listens to BYU Radio, why they listen and how they listen. BYU Radio also wanted to know if its content and relationship with listeners is effectively maximizing its potential as a missionary tool for the LDS church. Currently, BYU Radio does not have any demographic information concerning who its listener base is or why they listen. Programming decisions are based on assumptions of what executives think their presumed audience will enjoy. The core problem in our research lies in the discovery of three questions. Who is the average BYU Radio listener, are listeners satisfied with current content, and is BYU Radio successfully being implemented as a missionary tool? Research Questions Answered The Demographics of BYU Radios Average Listener Our qualitative research suggests that BYU Radio listeners are typically more than 50 years old with families, and have a household income of over $100,000 a year. In our quantitative research though, we discovered the possibility of a younger audience base with over 80 percent of respondents with an annual household income of less than $100,000. This lower age and income may be a result of the channel through which the quantitative research was conducted. In both sets of data though, listeners were predominantly LDS, Caucasian and from Utah.

23 Listener Satisfaction When asked the question if listeners are satisfied with BYU Radios programming, only 51 percent responded that they were satisfied or very satisfied. Music, the programming genre with the highest listenership also has the highest percentage of dissatisfaction. We also found that the most popular programs were ones that BYU Radio rebroadcasted. Original programming in comparison ranked in the bottom half in listener satisfaction levels. BYU Radios Effectiveness as a Missionary Tool for the LDS Church When asked the question if BYU Radio is an effective missionary tool, 48 percent of listeners responded that they either agreed or strongly agreed. When asked the question if BYU Radios current programming is likely to attract non-LDS listeners, only 31.8 percent of listeners either agreed or strongly agreed. These numbers summarize the thoughts of all five of the individuals we interviewed in our qualitative data as well. Our net promoter score, which measures the likelihood of customers referring friends to a service, is 24, on a scale of 100. Research Methods Employed Our research methods consisted of both qualitative and quantitative research allowing for greater depth and understanding of BYU Radio listeners. Qualitative Research Phone Interviews Our qualitative research took the form of in-depth phone interviews with listeners whose names were generated from a list provided by BYU Radio. We contacted these individuals and gauged their interest in being interviewed with the incentive of a $25 Visa gift card. We then conducted the interviews, with each one lasting between 10-30 minutes. The interviews were recorded and coded according to a variety of themes.

24 Quantitative Research Online Qualtrics Survey Our class developed an online survey through Qualtrics software consisting of 29 questions designed to identify demographic information, what listeners preferred to listen to, how listeners listen, and if listeners feel that BYU Radio is maximizing its potential as a missionary tool. The survey was promoted primarily online. Because of this, we feel that survey results could be skewed toward a younger audience. Only 83 listeners completed the survey, meaning that results cannot be generalized for a population. The information obtained from the survey results though is extremely valuable. Important Discoveries of Research Results In summary, three conclusions can be extracted from our research based on what we now know. First, the average BYU Radio listener is LDS, Caucasian, from Utah and has children. Second, only 51 percent of BYU Radio listeners were satisfied with current programming. Third, BYU Radio is not likely to attract non-LDS listeners with its current programming.

25

Quantitative - Survey Research and Analysis

Methodology After we conducted in-depth interviews with current listeners of BYU Radio we built a survey around the results we found. Our class was divided into four different groups and was tasked to create questions that would give us a better look at what current listening habits of BYU Radio listeners and suggestions for improvement regarding programming. After careful deliberation, we narrowed our survey down to 29 questions. We used Qualtrics, a survey software company, to build and host our survey. The survey began by stating our purpose for the questionnaire and informing willing participants they would be entered in a drawing for prizes such as gift baskets and $25 iTunes gift cards donated from BYU Radio. The survey consisted of demographic questions such as age, gender and residence. Demographic questions were included in the survey in order to get a better idea of who was listening to BYU Radio. The survey also asked questions pertaining to programming preferences, customer service/communication and if BYU Radios association with the LDS faith is being used as a missionary tool. The survey was promoted through BYU Radio programming, BYU Radios website, social media sites such as Facebook and Twitter and the BYUTV blog.

26 Participants could click on a link found on the various channels that would take them directly to the survey. Below is an example of a link found on Facebook: Take this BYU Radio survey for your chance to win a $25 iTunes gift card or BYUtv gift-set!! And help us improve the quality of our Radio Programming. Please click here: https://byu.qualtrics.com/SE/?SID=SV_6nRLUgWdOtFiLVr

Sample Selection, Sample Size, and Margin of Error Our results derive from 83 participants who completed 100 percent of the survey. Of these 83 participants, 54 percent were male and 46 percent were female. Although we had 83 people complete the survey, the sample size is too small to calculate a 95 percent confidence interval. Also, due to the lack of participants, it was impossible to calculate a margin of error. Nevertheless, our team was still able to find significant data from the results of the survey. Missionary Tool One of the major topics we wanted to learn more about through the survey was how effective BYU Radio was as a missionary tool. We found a majority of the respondents are of the LDS faith or have family or friends who are affiliated with BYU. Only four respondents were not affiliated with BYU in any way. This demographic shows the trend of an almost exclusive listenership of members of the church. We also measured the net promoter score for BYU Radio, which measures the likelihood of a listener referring BYU Radio to others. The net promoter score for BYU Radio is 24 out

27 of 100. A healthy net promoter score lies above 50 percent. This shows that listeners are not promoting the station to others. When specifically asked whether a respondent disagreed or agreed with the statement BYU Radios current programming is likely to attract non-LDS listeners, there is an even distribution of respondents both agreeing and disagreeing. The majority of respondents neither agreed nor disagreed with the statement, and only a handful of respondents strongly disagreed or agreed with the statement (see graph on next page). This tells us that the programming is currently not serving its purpose as effectively preaching the gospel to those of other faiths.

To what extent do you agree with the following statement: BYU Radios current programming is likely to attract non-LDS listeners.

When the respondents were asked if BYU Radio could be an effective missionary tool for the LDS church, the distribution wasnt as even as the question asking

28 respondents opinions regarding BYU Radios attraction to non-LDS listeners. Most of the respondents answered indifferently, they neither agreed nor disagreed with the statement. Combined with those who said it was ineffective it made a majority of 52 percent. Only 48 percent believed it was an effective missionary tool (see graph below). Do you feel that BYU Radio is utilized as an effective missionary tool for the LDS church? As a follow-up question at the end of the survey the respondents were asked to contribute any feedback to better improve BYU Radio. Many of the recommendations insisted on incorporating more LDS content into the programming. The respondents want to center the programming around the LDS Church rather than BYU campus. By centering around church news, many respondents hope this will create a more global and international approach to the programming therefore improving the likelihood of BYU Radio being utilized as a missionary tool. We conducted crosstabs and ran a T-test measuring the correlation between what

Listens for Devotionals/ Inspirational Messages

14 12 10 8 6 4 2 0 What extent they believe BYU Radio is accomplishing its purpose as a missionary tool

29 programming the respondents listened to and whether or not they believed BYU Radio is utilized as a missionary tool. All the graphs featured below prove to be significant figures. The respondents who tuned in for music and devotionals or inspirational messages were more likely to believe that BYU Radio could be utilized as a missionary tool (see graphs below).

Listens for Music

18 16 14 12 10 8 6 4 2 0 What extent they believe BYU Radio is accomplishing its purpose as a missionary tool

Doesn't listen for Music

16 14 12 10 8 6 4 2 0

What extent they believe BYU Radio is accomplishing its purpose as a missionary tool

30

The program preferences have a correlation with the respondents opinions regarding the effectiveness as a missionary tool. To better illustrate the significance of the program preferences, the crosstab between respondents who listen for talk shows compared with respondents who do not listen for talk shows is featured below. Respondents who listen for talk shows are much more likely to believe BYU Radio is effectively utilized as a missionary tool (see graph below). This shows that listeners believe the content is what makes a useful missionary tool. If programming were more tied to the context of the gospel as listeners suggested the trends suggest more listeners would see it as a missio nary tool.
35 30 25 20

What extent they believe BYU Radio is accomplishing its purpose as a missionary tool

Satisfa ction with Progra mming

15 10 5 0 Strongly disagree Disagree Neither Agree nor Disagree Agree Strongly Agree

Doesn't listen for Talk Shows

Listens for Talk Shows

31 We also asked respondents to rate their satisfaction with various aspects relating to BYU Radio such as customer service, accessibility and convenience. For example, 60 percent of BYU Radios listeners found BYU convenient, and 56 percent found it accessible. When asked about satisfaction among BYU Radios programming, only 51 of the respondents were either satisfied or very satisfied. Though there were fewer respondents identifying themselves as dissatisfied listeners of BYU Radios programming, many remained neutral. A neutral respondent in a sense can be identified as a negative respondent because there is no relationship binding them to the programs. The graph below dictates the satisfaction level listeners have regarding the various aspects relating to BYU Radio (see graphs below).

Then we asked listeners specifically about satisfaction among the specific programs BYU Radio offers. Although the various programs have different levels of

32 listeners, every program had at least three people who listened to the program at least once. The most frequently listened to program was Music and the Spoken Word. Generally speaking, most of the responses indicate a satisfaction with the programming themes of BYU Radio: News, Talk Shows, General Conference, Devotionals/inspirational content, sports. Dealing strictly with the content of the programs, the most dissatisfaction occurred among the original programs compared to the broadcasted programs. The highest dissatisfaction among a particular genre of BYU Radios

programming dealt with the music content. Ironically, 59 percent of BYU Radios listeners tune into BYU Radio to listen to music; however, it generates the highest dissatisfaction at 13 percent. Many of the recommendations regarding the programming included suggestions to improve the music broadcast. There is a demand for music

33 among listenership, but there is also an opportunity for BYU Radio to improve the music programming to better satisfy those listeners.

As mentioned before, much of the recommendations from listeners involve improving the talk show content as well as the news section of BYU Radio. These two themes were also a point of target in the commentary when respondents were asked in a follow-up question asking for feedback regarding the programming. Comments included such things as, I used to Love BYU Radio, but all the talk shows are boring and uninspirational, News: how about real news, not recaps from other news sources, or Seems very bland and not very current. Who is BYU Radios Average Listener Although we were able to see statistical significance in our results, our sample size was small, meaning we have a low confidence level for how widespread these results would be in a larger sample size. However, we were still able to identify some important trends in the characteristics of listeners. Based on the results of the administered survey, we determined that the average subscriber was LDS, Caucasian and the majority (over 80 percent) of BYU Radio listeners had an annual household income of less than $100,000. However, since the results for other demographic factors, like gender and age, were relatively evenly distributed for each subcategory (apart from the tail-end age groups), no other category was a dominant factor in identifying listenership. Ethnicity and Religion Our research indicated a lack of ethnic diversity in listenership. The overwhelmingly predominant ethnicity of BYU Radio listeners was Caucasian at nearly 70 percent of all respondents. The second highest ethnicity was Asian

34 which is under 10 percent. Additionally, almost 90 percent of the survey respondents were LDS. Most of the respondents of the survey were from Utah, so these results are reflective of the Utah demographic (see graphs on next page).

Income -- In regards to income levels, the most common income of listeners was in the category of under $50,000 with the second most common category being $50,00099,999. This was surprising, because after conducting our initial background research, we

35 expected most BYU Radio listeners to be in the higher income brackets, as subscribers of Sirius/XM tend to be. The numbers may also be a result of advertising the survey on social media sites, which attracts a younger audience. This younger audience is more likely to listen through online streaming and does not typically subscribe to Sirius/XM Radio. BYU Radio needs to tap more into a Sirius/XM listenership because they represent the national audience you are looking for. For this reason, those in the upper income brackets are an important target audience that needs to be addressed by BYU Radio.

Gender -- Based on our results, we discovered that although male listeners outweighed female listeners 57percent to 43 percent, there really is no statistical significance to men listening at a greater value than women, so this is not a factor in listenership. However, we did learn that men, more than women, tend to listen on the weekends and during the 6 pm to midnight time slot, whereas women tend to listen more

36 often in the mornings between 6 am and noon. This could be a result of the programming on at these hours. Evenings have more sports programming which is appealing to males. We learned that there was no significant difference between male and female listening habits relating to the different programs, except for when it came to sports. In the sports category, over 60 percent of the male listeners listen to sports broadcast, but less than 20 percent of women tune into sports programming. So although the males could be explained by sports, why females tend to listen in the morning could not be answered by our research.

Age -- The age groups that we analyzed were divided into seven different categories. Aside from the tail-end groups of the sample size (under 20, and 70-79), most of the other groups are evenly important for listeners for BYU Radio. Based on the results from our survey, the age group that most commonly listens to sports programming is the age group of 20-39, while in comparison, the age group that commonly listens to Talk Radio are those in the age group of 40-59.

37 In terms of how the audience accesses BYU Radio, over 65 percent of listeners listen to BYU Radio via the live stream online, with the remainder of listeners tuning in via Sirius XM. Interestingly, all 65 percent of respondents that accessed the live stream online were in the age category of 20-39. (See graph on next page)

Does BYU Radio Communicate Well with its Audience? In reviewing the high satisfaction levels in questions related to customer service, promotional efforts and social media, we were able to conclude that communications with BYU Radios audience is already incredibly successful.

38

In regard to customer service, many of our participants appreciated the way in which BYU Radio ran its operations. About 41 percent were satisfied with BYU Radios customer service with a small margin being unsatisfied. Many participants appreciated the quick response from BYU Radio personnel but felt the accessibility of BYU Radio could improve. After analyzing our survey we realized that BYU Radio has lacked past promotional value. We feel that more promotions will increase listener participation and ultimately broaden the listener base. Many of our participants felt that BYU Radios social media sites could improve in some way or another. Of those that took the survey, 86 percent suggested that BYU Radio increase its use of visual aids. Second to visual aids, promotions and the ability to request songs straight from the social media site were the next highest request from listeners. From the survey we discovered that most individuals wanted to see an improvement on-line with social media. We also found most of the respondents that took our survey have not used social media and would be open to trying it out if introduced to it (see graph below). Effective use of social media could be key in increasing following.

39

Conclusion
The results varied from our predictions. Unfortunately, the responsiveness to our survey was not as large as we initially anticipated. With only 83 survey participants, it is difficult to make any concrete, significant statements. However, there are beneficial suggestions and data BYU Radio can consider to improve its station. The general demographic is Caucasian of an LDS faith with an income less than $100,000. There were more male participants than female. The two most popular age group respondents included 20-29 and 50-59 year-olds. As a whole, a majority of the participants do not consider BYU Radio an effective missionary tool. The programming is mildly appreciated, but listeners suggest real news regarding the LDS church and its international affairs. Most of the indifference and negativity revolve around news and talk shows. As mentioned above, customer satisfaction levels with social media, customer relations and promotions in relation to BYU Radio were all favorable or neutral.

40

Strategic Recommendations
SWOT Analysis After conducting our background and primary research, we developed a new SWOT analysis to better display strengths of BYU Radio, weaknesses and areas for growth.
STRENGTHS -Already existing customer base -Customer Service WEAKNESSES -No significant past promotional efforts -Doesnt relate to nonLDS listeners -Lack of popularity for original programming -Dissatisfaction with programming in general OPPORTUNITIES -Social media expansion and use as missionary tool -Expand listener base to non-LDS listeners -Develop original programming -Devote more time to popular programming THREATS -LDS Stereotype

-Cost of Sirius XM

-Accessible from a number of different sources -Religious content (name recognition)

-Pandora/Spotify/podcasts (create your radio profile)

Situation Analysis: BYU Radio was formerly known as Bonneville International LDS Radio, but was given to BYU in 2002 (BYU Radio). Due to BYU Radios similar nature in messaging to LDS Radio, BYU Radio has been able to sustain the same relatively loyal listener-base that was formerly listening to LDS Radio. In the turnover from LDS Radio to BYU Radio, BYU Radio sought to differentiate itself from its former patron and provided a wide variety of programming for its audience. BYU Radio used to be a strictly Internetstreamed radio, but is now more commonly viewed as satellite radio as it airs on both satellite radio and on satellite television services. The newly-acquired state-of-the art

41 equipment and facility has enabled BYU Radio to address and discuss numerous topics. BYU Radio broadcasts a wide-range of programming subjects; including sports, talk radio, music, and religious discussion. BYU Radios current threats include being stereotyped as an exclusively Latter-day Saint station. More importantly, listeners are currently dissatisfied with programming. BYU Radios ability and resources to expand, coupled with the fact that Americans are spending an increased amount of time with media, provides a good opportunity for BYU Radio. However, competing radio stations and online streaming channels pose a viable threat to the audience expansion of BYU Radio. In order to be successful with its current audience and future audiences, BYU Radio needs to utilize its resources as a missionary tool. Core Problem/Opportunity If BYU Radio does not accept its purpose as a missionary tool while satisfying current listeners, then future development for building and attracting relationships with new listeners will be hindered. Recommendations From our research, we have generated four strategic recommendations that we encourage BYU Radio to consider and implement moving forward. 1) Improve social media content as a missionary tool -- One recommendation we felt would greatly improve the quality of BYU Radio is to improve the social media content for its listeners. To keep in line with the desire for BYU Radio to be a stronger missionary tool for the LDS church, we recommend that BYU Radio shift its messaging to focus more heavily on LDS related material. Having more LDS related content on

42 BYU Radios social media will generate a stronger brand image for the organization as a whole. 31.8 percent of listeners either agree or strongly agree that BYU Radio does not attract non-LDS listeners. Consequently, BYU Radio should take advantage of the opportunity to promote missionary content. In conjunction with LDS themed material on BYU Radios social media sites, we also suggest an increase in two-way communication between BYU Radio and its listeners. We suggest that BYU Radio monitor its social media sites to actively engage its listeners because 54 percent of current listeners are not aware that BYU Radio has a Facebook page or Twitter account. If BYU Radio can increase its social media presence and actively engage its listeners, it will in turn be able to take advantage of search engine optimization and increase its brand recognition in hopes of attracting a larger audience. 2) Reach a broader base through featuring non-LDS speakers -- We recommend that in an attempt to reach a broader listener base, BYU Radio bring in non-LDS speakers to talk about various faith promoting materials. We feel that this recommendation will help increase traffic of BYU Radio and promote better relationships with other religions and have a wider reach in the United States. This recommendation is meant to bring in a larger audience base for BYU Radio. One of BYU Radios main goals was to increase its listener base outside of Utah and attract listeners from all religions. Most religions are seeking opportunities to share their message with others. This shows a measure of good will with the LDS faith and may increase listenership if listeners are aware that BYU Radio offers a large variety of other faith based programs. 3) Develop original programming in consideration of listener preferences -According to our research, only 51 percent of the surveyed listeners are satisfied with the

43 current programming of BYU Radio. We recommend that BYU Radio spend some time reevaluating their current programming to match what their current listeners would like to listen to. The most listened to program on BYU Radio is Music and the Spoken Word. Along with Music and the Spoken Word many listeners tune-in to BYU Radio for devotionals, General Conference talks and sporting events; it is pertinent to mention that none of these programs are part of BYU Radios original programming. Listeners wanted to hear more of the real issues facing the LDS Church. Another suggestion was to have more news updates. We also found that most listeners wanted to hear more music broadcast and less talk show type programs. 4) Devote more time to popular programs -- Our last suggestion for BYU Radio is to devote more programming time to shows or topics of which the majority of your listeners enjoy listening to. As mentioned above, many listeners wanted to hear more hard news and an increase in LDS Church discussion. The most important thing to realize is that BYU Radios current listener base is about 89 percent LDS. Tailoring content to the LDS population is critical. We feel that if BYU Radio can implement our previous suggestions and tailor its programming to the needs of its listeners, brand image will increase, the potential of BYU Radio as a missionary tool will grow, and ultimately BYU Radio will increase its listener base throughout the country.

44

Conclusion and Recommendations

Summary From the research we have conducted we have determined that BYU Radios current listener is LDS, Caucasian and has children. From our survey we determined that 14 percent more males listened to BYU Radio than female. We also found that only 51 percent of BYU Radios current listener base is satisfied with its programming. Music and the Spoken Word is the most popular program that BYU Radio offers. BYU Radios original programming is currently not well received and should be reevaluated. When listeners were asked if they thought BYU Radio was an effective missionary tool, 48 percent answered that they either agreed or strongly agreed. However, only 31.8 percent of respondents either agreed or strongly agreed that BYU Radio was likely to attract nonLDS listeners. We feel strongly that BYU Radio could implement different tactics to increase non-LDS traffic and broaden its listener base. Strengths and Limitations of Research While conducting this research over the last semester we experienced both positive and negative experiences from our methodology. A few strengths include the opportunity to conduct in-depth interviews with people throughout the nation. We were able to understand why these individuals listened to BYU Radio, how they listened and possible improvements that BYU Radio could make to its overall organization. Another strength was the use of the statistical program SPSS, developed by IBM. With this program we were able to analyze the data received from our survey which we conducted through Qualtrics to draw conclusions about certain types of programming, accessibility,

45 and whether or not BYU Radio is meeting the needs of both the LDS Church and its current listener base. Although our findings are valuable, there are limitations to both the scope of those who we targeted and the ability to generalize our information for a population. Due to BYU Radios lack of audience understanding and limited awareness of those who currently listen to BYU Radio, we had to shift our methods from focus groups to in-depth interviews. Although in-depth phone interviews are resourceful, it still lacked the valuable face-to-face communication that focus groups can bring. Another problem we faced was the lack of participants in our survey. The ideal sample size is just under 400 people. We only had 83 people participate in our survey, and as a result it is impossible to generalize results from such a small sample size. Various channels were used to launch BYU Radios survey, including a variety of web-based channels, including social media sites. The survey was also promoted via live broadcasts on BYU Radio. Online promotion excludes BYU Radio listeners who access BYU Radio entirely through Sirius XM. This results in a younger, less affluent listener who accesses BYU Radios content through affordable online streaming.

46

Communications 421Public Relations Writing and Production The following is a newsletter that I produced for my client in Communications 421.
MORAN&EYE&CENTER&INTERNATIONAL&DIVISION&
& & &

Issue&1&&

Moran Eye Center

International Division

&

&

&

&

INTERNATIONAL&VISION&

&

IN&THIS&ISSUE&

Eye Team Brings Hope to Ghana

Of&the&20&million&people&living&in&Ghana,& 800,000&are&either&visually&impaired&or& completely&blind.&10&percent&of&this&rapidly& growing&population&consists&of&young& children,&whose&blindness&often&stems&from& malnutrition&and&neglect.&These&children& become&withdrawn&and&quiet;&shut&out&from& the&rest&of&the&world&and&from&the& possibilities&of&life.&&& & &Elaine&Brown,&a&humanitarian&missionary& from&the&United&States,&has&been&serving&as& one&of&the&primary&caregivers&at&Beacon& House,&an&orphanage&in&the&capital&city&of& Accra,&Ghana.&She&is&especially&close&to& Stevie,&a&young&blind&child&named&after& Stevie&Wonder&because&of&the&way&he&claps&in& time&to&music&played&on&the&piano.&His& mother&was&traveling&on&a&bus&and&asked&a& young&man&to&watch&Stevie&as&she&got&off&to& use&the&restroom&with&Stevies&twin&brother.& Stevies&mother&never&returned.&Stevie,&now& two&years&old,&was&diagnosed&with&congenital& cataracts&in&both&eyes.&Elaine&considers& herself&Stevies&mom&and&has&gone&out&of& her&way&to&care&for&him.&Elaine&heard&that&the& John&A.&Moran&Eye&Center&International&Team& was&coming&to&Kumasi&and&knew&after&much& prayer&that&this&was&her&answer.&Elaine&and& Stevie&flew&to&Kumasi&the&first&day&the&Moran& team&arrived&and&was&screened&by&Dr.&Robert& Hoffman,&Chair&of&Pediatric&Ophthalmology.& Stevie&subsequently&underwent&successful& bilateral&cataract&surgery&by&Dr.&Alan& Crandall,&ViceYChair&of&the&Department&of& Ophthalmology.&Elaine&had&this&to&say&in&a& recent&email:! & &Stevie&is&doing&great!&It&took&him&a&few&days&to& adjust,&but&he&is&again&behaving&like&a&two;year; old,&exploring&the&world&each&day.&His&walk&is& really&improving,&not&touching&the&walls&and&is& now&moving&quite&fast.&I&am&not&quite&sure&if&the& two&are&related&but&he&has&also&begun&to&talk& and&sing.& & ;Elaine&Brown& & &
& & & & & & & & & &

International observer gains valuable insight.

Dr.&Rozalina&Loebis&works&with&Dr.&Robert& Hoffman&during&one&of&her&pediatric& ophthalmology&training&sessions.&&

Page&2&

Utah Ophthalmologist helps Nepal clinic fight blindness.

Dr.&Geoffrey&Tabin&helps&thousands&in&Nepal& receive&sight&at&the&Tilganga&Eye&Center.&&

Page&3&

International News:
Dr.&Randall&J&Olson&travels&to&Trinidad&to& establish&institutional&partnership&with&the&San& Fernando&General&Hospital.&& Page&3&

47

This is a FAQ sheet that I produced for my client in Communications 421. This FAQ is now published on their website.

Division of International Ophthalmology Frequently Asked Questions

How did the International Division of the Moran Eye Center first begin? The Moran Eye Centers history of international outreach began in 1994 with Dr. Alan Crandalls annual visits to West Africa. It has since grown to include dozens more physicians, residents and fellows. How many humanitarian eye intervention missions does the Moran Eye Center go on each year? The Moran Eye Center physicians go on more than a dozen humanitarian missions each year. The following doctors lead the Moran in the number of humanitarian missions completed within a year:
Dr. Alan Crandall, co-director of the Moran Eye Center International Division, participates in approximately three humanitarian missions per year. Dr. Geoff Tabin, co-director of the Moran Eye Center International Division, participates in about four humanitarian missions per year. Dr. Robert Hoffman, director of pediatric ophthalmology, travels on two to three humanitarian missions per year.

Other physicians participate in about two humanitarian trips per year. Most of the humanitarian missions will have two or more Moran physician traveling together helping those in the developing world. What type of training do Moran physicians give while abroad? Part of the outreach experience includes training and mentoring the best and brightest ophthalmologist throughout the developing world. Our physicians work in tandem with local physicians teaching sub-specialty surgical skills, best practices of patient care and clinical/surgical operations. This hands-on training greatly benefits the local physicians and staff as they continue treatment and care long after the visiting team from Utah departs. What are some ways people can get involved? The Moran Eye Center offers several opportunities for people to get involved. The most critical need is financial support of our programs. The Moran also welcomes

48 volunteers for our annual event, Night for Sight, as well as help with various local outreach projects. It is rare to take volunteers on an eye intervention camp because of the specialty skill sets we require (like being a surgeon or a clinical/surgical technician). If up close and personal participation is desired, there is an opportunity for donors to participate in an eye camp intervention and Himalayan trek in Nepal each year. Why does the Moran Eye Center focus so much on international outreach? The International Division focuses on the developing world because it has the greatest need and has the highest rate of preventable and curable blindness. Global statistics on blindness:

Approximately 800 million people in the world are visually impaired. Of these, 45 million people are blind and another 269 million are significantly visually impaired. About 90 percent of the worlds visually impaired live in developing countries. 80 percent of blindness in the world is preventable. Globally, uncorrected refractive errors are the main cause of visual impairment; cataracts remain the leading cause of blindness in the developing world The Moran Eye Center has screened more than 335,000 patients and provided more than 30,000 surgeries in developing countries.

Does the Moran Eye Center get involved here in the local community? The Moran Eye Center does a lot of work within the local community. The Moran has many community and satellite clinics throughout the Salt Lake Valley plus clinic locations throughout Utah in Davis, Orem, Park City and Tooele. The Moran Eye Centers physicians volunteer at the Peoples Health Clinic in Park City and each month provide free eye care, screenings and surgeries for underserved and uninsured patients of the clinic. The Moran Eye Center partners with the 4th Street Homeless Clinic in downtown Salt Lake City to provide quality eye care to more than 5,700 homeless patients each year. Where has the Moran Eye Center helped in the past five years? Within the last five years the Moran has made great strides in helping to alleviate blindness in the developing world. Such places include the Komfo Anokye Teaching Hospital in Kumasi, Ghana; the Lost Boys Clinic in Duk Payuel, South Sudan; and the Tilganga Institute of Ophthalmology in Kathmandu, Nepal. Moran physicians have also traveled to Central and South America, the Caribbean, Southeast Asia and to underserved communities throughout Utah. How does the Moran Eye Center fund all of these humanitarian trips? The majority of support comes from individuals and foundations. We also receive a great deal of support from companies such as Alcon and Allergan. An annual outreach/fundraising event, Night for Sight, is held each year which helps raise funds to support our programs throughout the year. To find ways you can donate please visit moraneyecenter.com/outreach and help give someone the gift of sight.

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Communications 360Communication Management Principle and Theory For Communications 360 We organized a campaign to create the worlds longest CougarTail. All proceeds were donated to the Utah Food Bank. I was able to get Provo Mayor John Curtis to come and participate in the event as well as blog about it.

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The following is an excerpt for a final campaign we worked on for Marleys Gourmet Sliders

Executive Summary
As our team pondered ways in which we could improve business for Marleys at the Riverwoods, we looked over the charts and numbers provided to us. These numbers tell a story of a business looking to increase revenue and cut costs. But to find deeper insights into how Marleys can improve, we reflected on Marleys goals. Marleys and its food are a part of a communitya biking community, a blue collar community, and a Utah County community. The spirit of the place bears the name of a meaningful member of these communities. It reflects the lifestyle of one of the most popular brands in the world. And most of all, it creates an environment that replicates these communities values and their distinct styles. Considering this important perspective, our recommendations are aimed at enhancing the things that make Marleys special. The recommendations are broken into four categories: 1. Advertising. We believe the Marleys experience will be sought after if more people become aware of its existence, especially its location, atmosphere, and good food. 2. Loyalty Programs. We believe Marleys can create passionate promoters if it caters to and rewards those who visit it the most. 3. Events. We believe Marleys can showcase its identity and food to the public in creative ways that will boost revenue and awareness. 4. Facility & Operations. We believe the facilities at Marleys should reflect the attention to detail and sense of style that the Harley Davidson brand inspires. 5. Menu. We believe Marleys can save money by modifying the menu or by actively pushing existing menu items.

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Loyalty Programs
Marleys is a young business with only two locations and needs ways to garner more customers and maintain them. We recommend starting a loyalty program. Loyalty programs can increase a companys profitability by 4% and motivates 20% of guests to visit 20% more often. A loyalty program will motivate the 20% of customers that generate the majority of revenue to visit more frequently and spend more money. Loyalty programs also work together with advertising, because good loyalty programs create word-of mouth-advertising. Marleys Cards When customers come into the restaurant the first time, Marleys will have the chance to get their information, sign them up for a loyalty card, and get them to stash it in their wallet. With a card, customers can qualify for special deals, but more importantly, Marleys can use the data from the card to track what its most loyal customers are buying and when. No matter how the loyalty is tracked within this program, use of the card should provide an award that is 8%12% of the customers costs. Marleys Rewards We recommend that the card offer one free slider for every ten purchased, a similar format that is used by several other restaurants. The punch system could vary: any purchase could qualify for a punch, or the card could specify what customers must purchase in order to get a free sliderfor example, six sliders, three fries, and one frozen custard. The hope is that this card would allow Marleys to track students from the time they first redeem their coupon at the beginning of the semester through their return visits. This will allow Marleys to determine whether or not a loyalty program would be cost-effective moving forward. Ticket Tuesday Begin a weekly program to bring business in on one of the slower days of the week: historically, Monday through Wednesday, and Tuesday 79 at Marleys in the Riverwoods. Consider partnering with Wynnsong Theaters to offer a free Tuesday night ticket ($5.00) with purchases of a combo meal. This date night deal would create a Tuesday ritual for many who already make the weekly trip to the theater.

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Events
According to monthly sales data for the past two years, Marleys experiences a dip in sales during the late spring and early summer months from May through July. This year, sales dipped from around $40,000 for the month of April to an average of $37,380 from May to July. A possible reason for the dip is the dramatic population change: students from both BYU and UVU leave for the summer. However, without further research, we cannot effectively determine why such a dip occurs during warm-weather months at an outdoor-type mall. A similar, slightly more dramatic dip occurs during the winter months after Christmas, but this may be explained by fewer shopping customers at the outdoor shops. For this reason, our recommendations regarding events will focus on stabilizing and increasing revenue during the spring and summer. Goals for such events are two-fold: First, increase sales revenue by 10% to over $41,000 by July 2013; and second, increase awareness of Marleys. Alpine Loop Charity Ride This motorcycle ride will start with a breakfast at the Lindon Marleys. The ride will follow the Alpine loop and end at the Marleys at the Riverwoods. Marleys can partner with a local charity to raise money. Participants can take pledges based on the number of miles they ride. The event will be sponsored by Marleys, Timpanogos Harley, and a news outlet (Doug Wright of KSL has a particular love for events such as this). Motorcycle Exhibition Event at the Shops at the Riverwoods After the ride, Timpanogos Harley and bikers would put their bikes on display throughout the Riverwoods. Live local music, a charity raffle for donated Route 66-themed items, and events for kids such as chalk drawing will take place throughout the day. During the event, Marleys will have a Marleys catering trailer in the parking lot to accommodate more customers, both raising revenue and creating more awareness of the restaurant in the mall.

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