University of Southern California Dissertations and Theses

Marketing to Millennials and Gen Z: a strategy presented for a startup creative agency

(USC Thesis Other)

Marketing to Millennials and Gen Z: a strategy presented for a startup creative agency

PDF

Download a page range

Download transcript

Copy asset link

Request this asset

Transcript (if available)

Content MARKETING TO MILLENNIALS AND GEN Z:
A STRATEGY PRESENTED FOR A STARTUP CREATIVE AGENCY
By
Alexus Brooks
_____________________________________________________________________________
A Thesis Presented to the
FACULTY OF THE USC ANNENBERG
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
MASTER OF ARTS
(STRATEGIC PUBLIC RELATIONS)
December 2021
Copyright 2021 Alexus Brooks
Dedication
Without God’s grace and mercy, I would not have been able to complete this thesis. The year
2020 was challenging for the entire world. Whether it was losing a loved one, being uncertain of
future outcomes, contracting the virus itself, or experiencing financial impact, COVID-19
affected each person in some shape or form. As for myself, I dealt with matters by leaning on my
faith. This gave me the strength to reach this milestone and the ability to find peace and hope
during the most tumultuous times.
ii
Acknowledgments
I would like to take a moment to recognize my parents for their unwavering support and
unconditional love. Thank you, mom and dad, for supporting and believing in my dreams. That
means more to me than you will ever know. I would also like to recognize committee chair,
Burghardt Tenderich, for his consistent support and guidance throughout my time at Annenberg.
Your genuine concern for your students is inspirational, reassuring, and encouraging. I would
also like to thank my committee members Jennifer Floto and Fred Cook for stepping in at the
perfect moments to provide insight that would otherwise not have been attained.
iii
Table of Contents
Dedication…………………………………………………………………………………………ii
Acknowledgments…………………………………………………………………………...…...iii
List of Figures….………………………………………………………………………..……….vii
Abstract…………………………………………………………………………………..……...viii
Introduction………………………………………………………………………………………..1
Background………………………………………………………………………………………..2
MuseNetworks…………………………………….………………………………………………3
Business Goal……………………………………………………………………………………..4
Statement of Opportunity…………………………………………………………………………5
Chapter One: Foundational Research
In-Depth Interviews.……………………………………………………………………....6
Secondary Research Introduction…………………………………………………………7
Chapter Two: Generational Analysis
Millennial Analysis………………………………………………………………………..8
Generation Z Analysis…………………………………………………………………...14
The Argument for a Cross-Generational Marketing Approach………………………….20
Chapter Three: Competitive Analysis
iv
Competitive Analysis…………………………………………………………………….22
Chapter Four: Cross-Generational Marketing (CGM) Case Studies
Amazon Case Study……………………………………………………………………...26
Nike Case Study………………………………………………………………………….28
Fenty Beauty Case Study………………………………………………………………...31
DoorDash Case Study…………………………………………………………………....34
Case Study Conclusions………………………………………………………………….36
Chapter Five: Assessment & Development of CGMP
SWOT Analysis………………………………………………………………………….37
Strategic Implications…………………………………………………………………....42
Communication Goals…………………………………………………………………...42
Objectives………………………………………………………………………………..43
Key Messages…………………………………………………………………………....44
Key Audiences…………………………………………………………………………...44
Chapter Six: Strategies & Tactics of the Millennial/Generation Z Marketing Plan……….46
v
Chapter Seven: Evaluation, Timeline & Conclusion of the Program
Evaluation………………………………………………………………………………..53
Timeline………………………………………………………………………………….53
Conclusion……………………………………………………………………………….54
Appendices
Appendix A……………………………………………………………………………....55
Appendix B……………………………………………………………………………....56
Transcripts and Bibliography (In Progress)
Interview Transcripts & Notes….………………………………………………………..57
Bibliography...…………………………………………………………………………....62
vi
List of Figures
Figure i: Millennial and Gen Z Comparison Chart……………………………………………...21
Figure ii: MuseNetworks Competitive Analysis………………………………………………….23
vii
Abstract:
This thesis details the development of a cross-generational marketing (CGM) plan. It explores
the similarities and differences between Millennials and Generation Z and then presents a CGM
plan suitable for both cohorts. The purpose of this study is to investigate how a creative startup
agency like MuseNetworks can successfully target Millennials and Gen Z alike. To produce a
cross-generational marketing plan for this demographic, it was essential to fully grasp the
patterns and behaviors of both generations while also gauging the effectiveness of various
marketing techniques. This data was combined to produce a strategic planning model that will
position MuseNetworks to launch successfully. This thesis concludes with an in-depth
explanation of a Millennial/Gen Z CGM plan for MuseNetworks.
viii
Introduction:
Developing a cross-generational marketing (CGM) plan is an efficient way to identify and attract
a target audience. Businesses mistakenly use CGM to determine strategies for their already-built
campaigns. By waiting to incorporate this form of research, companies risk forfeiting
information that could have led to higher conversion rates. CGM should occur at the forefront of
any marketing strategy. When brands analyze each generation, they should examine events,
popularly held beliefs, and innovations of each era. Then they will begin to unlock behaviors,
patterns, and attitudes that shape each generation. When businesses master this research method,
they will predict how their target audience will interpret conveyed messages early. This order of
operations can prevent misplaced messages and wasted capital. The writer will investigate four
different CGM plans (Amazon, Nike, Fenty Beauty, and DoorDash) to detect how
cross-generational marketing methods have contributed to their company’s success. This thesis
proposes that a CGM plan tailored to a company’s target audience will increase brand
recognition and lead conversion rates.
MuseNetworks is a newly formed creative agency in need of a CGM proposal. As the company
prepares to launch, it will require a strategic planning model that ties its services to its audience
personally. Integrating a CGM plan with MuseNetworks’ launch will help the agency overcome
low brand recognition, achieve differentiation, and establish an authentic connection with its
target audience. An internal marketing strategy for Millennials and Gen Z will assume the first
portion of the planning model. This method will encourage brand advocacy within the agency.
The second portion of the CGM plan will outline external marketing initiatives. Once Muse
Networks solidifies and promotes its brand’s message to the public, people who love the brand
1
will support and endorse the agency's services as well. A summarized business plan on Muse
Networks is required to construct an effective CGM plan.
Background:
MuseNetworks is a creative agency that will be based in Los Angeles, California once launched.
The company will specialize in curating cutting-edge content for its clients by offering four
services: graphic design, website design, photography/videography, and social media
management. What separates this MuseNetworks from its competitors is its embodiment of
Millennial and Gen Z culture within the work environment. In 2020, the CEO/founder
envisioned a company that uses the casual, inclusive, and trendy persona of both generations.
The agency’s founder also noticed how entrepreneurship was rapidly growing among Millennials
and Gen Z. According to a study conducted by Cargo, Millennials are launching businesses
faster than any other generation.
1
Although entrepreneurship within this sector was booming,
nine out of ten of these startup companies were failing.
2
A study using data from the US Census
Bureau concluded that Millennial entrepreneurs were less likely to be successful than older
generations. Researchers behind the study attribute this to low capital and limited social
networks.
3
Data also shows that the majority of Generation Z want to be entrepreneurs in the
future.
4
In hopes of saving the businesses of younger generations, the CEO/Founder began
4
Schroeder, Bernhard. “A Majority Of Gen Z Aspires To Be Entrepreneurs And Perhaps Delay Or Skip College.
Why That Might Be A Good Idea.” Forbes, Forbes Magazine,
www.forbes.com/sites/bernhardschroeder/2020/02/18/a-majority-of-gen-z-aspires-to-be-entrepreneurs-and-perhaps-
delay-or-skip-college-why-that-might-be-a-good-idea/?sh=1a89aaa75a45.
3
Azoulay, Pierre, et al. “Age and High-Growth Entrepreneurship.” Northwestern.edu,
www.kellogg.northwestern.edu/faculty/jones-ben/htm/Age%20and%20High%20Growth%20Entrepreneurship.pdf.
2
Bryant, Sean. “How Many Startups Fail and Why?” Investopedia, Investopedia,
www.investopedia.com/articles/personal-finance/040915/how-many-startups-fail-and-why.asp#citation-1.
1
Works, FastCo. “Millennial Small Business Owners Are a Plentiful and Profitable Audience.”
www.fastcompany.com/90466428/millennial-small-business-owners-are-a-plentiful-and-profitable-audience.
2
studying ways that Millennials and Gen Z business owners could combat the lack of financial
resources and professional connections. They found the answer to be differentiation, authenticity,
and consistency. This belief stems from the positive response that Millennials and Generation Z
have to non-traditional marketing efforts.
5
Millennials and Gen Z are the source of today’s viral
content, a creative skill that one cannot teach. Using a combination of innovative, lateral thinking
with logical, vertical marketing can make up for the lack of capital and social networks that older
generations have. With this new outlook, MuseNetworks was born. The agency is currently
planning its launch and will begin offering clients service in the winter of 2021.
Muse Networks Outlined Services:
An outline of Muse Networks’ provided services is required to produce an effective
cross-generational marketing (CGM) plan. Upon launching, the agency will offer four different
services: graphic design, website design, photography/videography, and social media
management. Agency-produced graphics will include, but not be limited to, logos, brand
merchandise designs, and social media ads. Under photography and videography services, clients
will have the opportunity to promote their brand using MuseNetworks’ HD footage and expert
editing. The agency’s CEObelieves that a business’ online presence is essential to attracting new
consumers and optimizing conversions. Using MuseNetwork’s high-quality photography and
videography service, businessowners will be able to showcase their product/service in a creative,
professional, and engaging manner. MuseNetworks will also provide businesses with online
stores, company websites, landing pages, etc. A brand’s online content is a reflection of the
quality consumers will receive. If a company’s website is outdated and disorganized, consumers
5
Goldschein, Eric. “7 Content Marketing Tactics for Targeting Millennials.” SocialPilot,
www.socialpilot.co/blog/content-marketing-for-millennials.
3
may attach those attributes to the product or service being advertised. MuseNetworks specializes
in providing businesses with a strong online presence so that its clients’ consumers will have
confidence in the product/service they are purchasing. Under the agency’s final service, clients
will have access to social media management calendars, weekly edited photographs, custom
graphic ads, and personalized strategies tailored to their brand’s account. In the past,
entrepreneurs would pass out business cards and pamphlets to promote their business and inform
potential consumers of their product/service. Today, this form of marketing collateral has been
replaced by company social media accounts. When networking, entrepreneurs give their social
media handles to individuals instead of business cards or pamphlets. Once users visit the
company’s social media account, the product/service must be properly advertised.
MuseNetworks provides its clients with professional, aesthetically pleasing social media feeds
that both attract and engage consumers. For MuseNetworks to properly promote this service
along with the others mentioned, A CGM plan is required to attract both Millennial and Gen Z
business owners alike.
Business Goal:
Muse Network’s objective is to become the number one Millennial/Generation Z-based creative
agency within the United States. As the company moves closer to this milestone, it will acquire
the resources needed to grow its team, clients, and brand. However, this goal begins with a
successful launch, achievable with an effective cross-generational marketing plan.
Statement of Opportunity:
4
MuseNetworks prioritizes differentiation, authenticity, and consistency. Incorporating these
values into a CGM plan will position the agency to leverage its services while also effectively
overcoming low brand awareness. The writer aims to create a brand message that attracts clients
and non-clients within the Gen Z/Millennial population. Attracting clients and non-clients on
social media is imperative to raise brand awareness and build a large network of supporters.
While provided services should remain the number one priority, MuseNetworks should also
focus on internal branding. As the agency embodies Millennial and Gen Z culture within the
workspace, targeted messages will feel more relatable. Millennials and Gen Z can smell
manipulative sales tactics from a mile away. Instead of relying on traditional marketing efforts,
the agency should speak to its audience personally. Once MuseNetworks incorporates
Millennials and Generation Z’s casual, diverse, and trendy persona, they will generate a sense of
trust with the target audience, ultimately growing its clientele. A CGM plan with this approach
will help MuseNetworks combat low brand recognition, allowing the agency to contend with
already-established competitors.
Chapter 1: Foundational Research
To develop an effective CGM plan for MuseNetworks, the author used a combination of primary
and secondary research. These two variations revealed behaviors, attitudes, spending habits,
social media trends, and marketing preferences of Millennials and Generation Z. To attain this
information, the researcher first examined historical events and technological developments of
both eras. This style of interpretation produced effective CGM strategies. For instance, Gen X
5
(those born between 1965-1980) is considered one of the most independent generational groups.
However, this is not just a fluke. Divorce rates peaked in the 1980s, causing an increase in the
amount of one-income families. As a result, many Gen X children became accustomed to
returning to an empty house after school, earning their nickname, “latchkey-kids.”
6
We can infer
that this is why Gen X turned out savvy, skeptical, and self-reliant. A marketer targeting this
generation should be prepared for this audience to research its company before
purchasing/receiving services. The writer of this thesis similarly examined the history of
Millennials and Generation Z to interpret their behavior. In doing so, the author determined the
following: defining characteristics of both sectors, mutually held beliefs, and the most effective
channels to reach each generation. These findings served as the foundation for Muse Networks’
CGM plan.
In-Depth Interviews
The primary research consisted of expert interviews with professionals in the marketing/tech
industry. The writer gained insight into leading marketing strategies and tactics to construct an
effective CGM plan for MuseNetworks’ launch. By asking thought-provoking questions
regarding cross-generational marketing, internal/external branding, and business modeling, the
writer ultimately strengthens Muse Networks’ CGM plan. The two interviewees used in this
study, Fred Cook and Tiffany Ellis, were selected based on their role and level of expertise. After
the conducted interviews, it was evident that CGM plans are beneficial to corporate
communications. In addition, the writer was able to learn a strategy to accurately capture
MuseNetworks’ mission, vision, and values in a way that resonates with the target audience. The
6
What's Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want, by Tamara J. Erickson,
Harvard Business Review Press, 2014, p. 16.
6
interviews also provided insight into how MuseNetworks should structure its business when
considering services, pricing, and team building. Before these interviews, the writer was unclear
on how to curate tactics to build engagement leading up to the agency’s launch. However, now,
with the collected data, the author is confident in their ability to construct a CGM plan that will
lead to a successful launch for MuseNetworks.
Secondary Research Introduction
The secondary research portion of this thesis begins with a competitive analysis of different
creative agencies that have brand personalities and goals similar to MuseNetworks. The four
agencies are Virtue Worldwide, P3 Media, C/C/G, and Hyyer Creative. By assessing each of
these company’s strengths, weaknesses, and branding strategies, MuseNetworks will be able to
gain a sense of where they stand among competitors.
Secondary research will also be composed of case studies, examining the CGM efforts of four
different brands: Amazon, Nike, Fenty Beauty, and DoorDash. Nearly all Millennials have an
Amazon Prime account. In a 2020 study conducted by eMarketer, 81 percent of 18 to
34-year-olds were prime members.
7
Learning how the company establishes brand loyalty with
this audience will strengthen MuseNetworks’ CGM plan. Investigating Nike will also contribute
to the agency’s marketing strategy. Nike uses CSR and emotional branding to raise awareness,
something Gen Z and Millennials both value. Building tactics using Nike’s psychographic
segmentation approach will help Muse Networks establish a connection with its target audience.
Lastly, the writer analyzed how Fenty Beauty and DoorDash beat their formidable competitors
7
Lipsman, Andrew. “Amazon Prime Membership Growth Will Drive a Record-Setting Prime Day.” Insider
Intelligence, Insider Intelligence,
www.emarketer.com/content/amazon-prime-day-2020-kicks-off-early-holiday-season?ecid=NL1014.
7
by serving an untapped target audience. The writer will incorporate learnings from the case
studies into MuseNetworks’ CGM plan.
Chapter 2: Generational Analysis
In 1863, Emilé Littre, a French lexicographer, first coined the word generation. Littre defined a
generation as “all men living more or less at the same time.” Neil Howe and William Strauss
solidified this term in their 1991 book “Generations.” This publication grouped individuals based
on each era’s historical events, financial climates, and political attitudes. Howe and Strauss
maintained that these aspects are what shape the behaviors and attitudes of each generation.
8
Currently, generations continue to be defined by these factors.
Generational segmentation helps today’s marketers reach its demographic effectively. While this
is helpful, generation gaps can come into play, causing discrepancies within channeled
communications. For instance, one targeted message may resonate with a particular generation,
but the other could find it off-putting. To minimize these inconsistencies, marketers should
develop CGM plans that can reach the entire group alike. MuseNetworks wants to market its
services to Millennials and Gen Z specifically. By conducting a complete analysis of each
generation, the writer will form a CGM launch plan suitable for each cohort.
Millennial Analysis:
In “Generations,” Neil Howe and William Strauss invented the term “Millennials” to describe
individuals born between 1981 and 1996. Millennial stems from “Millenium,” meaning 1,000
years. Howe and Strauss wanted to use a word that recognized a cohort who would become
8
The Generation of 1914, by Robert Wohl, Weidenfeld and Nicolson, 1980, p. 203.
8
adults in a new millennium. Today’s Millennials fall within the age range of 25 and 40. In 2020,
the US Census reported that the generation accounted for 82.22 million Americans (22 percent).
Just a year prior, Millennials replaced Baby Boomers as America’s largest generation.
9
It is
important to note that these individuals have massive buying power in the US, spending around
$322.5 billion annually.
10
Understanding Millennials Through History:
At an early age, Millennials experienced some of America’s most historical wins and devastating
tragedies. This generation fell between the ages of 5 and 20 during the 9/11 terrorist attacks.
Some Millennials can recall watching television and seeing the Iraq and Afghanistan Wars
unfold shortly after. Even with the country being at war in the Middle East, natural disasters soon
compacted its effects. In 2005, Hurricane Katrina struck the Gulf Coast, causing nearly 2,000
deaths and $161 billion worth of damage.
11
In addition, two years later, Millennials witnessed the
Virginia Tech shooting that resulted in 33 deaths on the college’s campus. While this generation
has had a front-row seat to some of the nation’s most catastrophic moments, it has also taken part
in bringing about meaningful change. In 2008, Millennials helped to elect the first Black
president, Barack Obama. Changes like this created new standards for future generations. We can
infer that this is why Millennials care about social causes today. They have seen America at its
11
Reid, Kathryn. “2005 Hurricane Katrina: Facts, FAQs, and How to Help.” World Vision,
www.worldvision.org/disaster-relief-news-stories/2005-hurricane-katrina-facts#:~:text=Hurricane%20Katrina%20w
as%20an%20extremely,estimated%20%24161%20billion%20in%20damage.
10
Bedgood, Larisa. “Consumer Shopping Trends and Statistics by the Generation: Gen Z, Millennials, Gen X,
Boomers and the Silents.” Business 2 Community,
www.business2community.com/trends-news/consumer-shopping-trends-and-statistics-by-the-generation-gen-z-mille
nnials-gen-x-boomers-and-the-silents-02220370.
9
Fry, Richard. “Millennials Overtake Baby Boomers as America's Largest Generation.” Pew Research Center, Pew
Research Center,
www.pewresearch.org/fact-tank/2020/04/28/millennials-overtake-baby-boomers-as-americas-largest-generation/.
9
peaks and troughs from an early age and understand how their voices can truly make a
difference. Research shows that 90 percent of Millennials will switch brands if the newer one is
more socially focused.
12
This generation is most passionate about animal rights, sustainability,
environmental protection, anti-racism, inclusiveness, and equality.
13
In the past, companies have
been known to avoid voicing its opinion on politics. However, recent history has proven that
remaining silent on social matters can be just as, if not more, damaging to a brand. Hence, when
able, MuseNetworks should use its platform to shed light on social issues.
Understanding Millennials Through Technology:
Millennials are the space between the industrialization and technology era. Before the rise of
social media, this generation was only using technology for gaming, AOL messenger (American
Online), and educational research. In 1994, Millennials were captivated by the Nintendo 64.
14
Ryan Jenkins, a generation keynote speaker, explains how gaming rewired how Millennials
communicate and internalize information. Jenkins says that Nintendo provided immediate,
consistent feedback, which is something that Millennials depend on today. Insight like this is
valuable to optimize Muse Networks’ relationship with its clients.
14
Jenkins, Ryan. “The Complete Story of the Millennial Generation.” Inc.com, Inc.,
www.inc.com/ryan-jenkins/the-complete-story-of-the-millennial-generation.html.
13
Chan, Joei. “Marketing to Millennials: What You Need to Know About This Prized Market Segment.” Social
Media Today,
www.socialmediatoday.com/news/marketing-to-millennials-what-you-need-to-know-about-this-prized-market-se/54
2034/ .
12
Landrum, Sarah. “Millennials Driving Brands To Practice Socially Responsible Marketing.” Forbes, Forbes
Magazine,
www.forbes.com/sites/sarahlandrum/2017/03/17/millennials-driving-brands-to-practice-socially-responsible-marketi
ng/?sh=4c9d6a674990.
10
Later in 2000, another form of technology for Millennials grew increasingly popular-- online
chat rooms. This platform, powered by AOL, allowed users to create usernames and send
personalized messages directly to individuals in their contact list. Today, Millennials prefer email
and text messaging over other channels of communication. Members of this generation likely
have an attachment to their primary form of communication.
15
In 2004, Google transformed educational research. Students no longer needed libraries to obtain
required resources; they could access platforms like SparkNotes and Wikipedia through Google.
A 2020 study on the intergenerational effect of technology reported that Millennials are most
likely to utilize Google search.
16
This generation’s research preferences, from years ago,
translated from early education to current everyday use, which explains the generation’s tech
savvy nature. Understanding this, Muse Networks should implement online marketing strategies
embedded with GoogleAds and SEO tactics to effectively reach its Millennial target audience.
Understanding Millennials Through Social Media:
In 2005, social media started to become increasingly popular. At the time, Facebook and
MySpace were the two leading platforms that connected Millennials to their friends. Users could
post, exchange, and communicate on a public forum, creating a sense of closeness from far away.
In 2007, two pivoting moments occurred: the popularization of Twitter and the first iPhone
release. Millennials now had access to a phone with a virtual keyboard, predictive text
technology, and speed internet. Since then, technology has progressed with annual iPhone
16
Nakagawa, Keisuke, and Peter Yellowlees. “Inter-generational Effects of Technology: Why Millennial Physicians
May Be Less at Risk for Burnout Than Baby Boomers.” Current psychiatry reports vol. 22,9 45.
doi:10.1007/s11920-020-01171-2
15
Nakagawa, Keisuke, and Peter Yellowlees. “Inter-generational Effects of Technology: Why Millennial Physicians
May Be Less at Risk for Burnout Than Baby Boomers.” Current psychiatry reports vol. 22,9 45.
doi:10.1007/s11920-020-01171-2
11
releases and new forms of social media (YouTube, Instagram, Snapchat, and TikTok). Social
media initially intended to connect friends but has since evolved into a platform for marketing
businesses.
A 2019 study conducted by Buffer found that most marketers agreed that social media marketing
is effective. After all, 90.4 percent of Millennials are active on social apps, using them for an
average of two hours and 38 minutes daily.
17
To optimize Muse Networks’ CGM plan, the writer
decided to investigate which social media strategies were most influential on Millennials. In a
study conducted by Oberlo, Facebook leads as Millennial’s most preferred form of social
media.
18
This generation’s other favorite apps, in order, are Instagram, YouTube, Twitter, and
then Snapchat. While TikTok was not a part of this study, 21 percent of Millennials have a
registered account.
19
Research has also found Millennials have a 12-second attention span. Hence, companies need to
engage this target audience within this time frame when sending branding messages. It is also
important to note that traditional and interruptive marketing tactics are off-putting to Millennials,
a significant factor that contributed to the rise of streaming services and ad blockers.
20
Eric
20
Goldschein, Eric. “7 Content Marketing Tactics for Targeting Millennials.” SocialPilot,
www.socialpilot.co/blog/content-marketing-for-millennials.
19
Lambert, Lance. “TikTok to the Moon? The App Is Outgrowing Its Gen Z Stereotype.” Fortune, Fortune,
fortune.com/2021/02/15/tiktok-gen-z-users-age-groups-survey/#:~:text=On%20TikTok%2C%20Gen%20Z%20rules
,and%205%25%20of%20baby%20boomers.
18
Mohsin, Maryam. “10 Social Media Statistics You Need to Know in 2021 [Infographic].” Oberlo, Oberlo,
www.oberlo.com/blog/social-media-marketing-statistics#:~:text=Facebook%20is%20the%20most%20popular,on%2
0social%20networks%20and%20messaging .
17
Needle, Flori. “75 Essential Social Media Marketing Statistics for 2021.” HubSpot Blog,
blog.hubspot.com/blog/tabid/6307/bid/23865/13-mind-bending-social-media-marketing-statistics.aspx.
12
Goldschein, writer and content creator, insists that brands should just focus on creating
resonating content while allowing Millennials the choice of watching. He also maintains that
interactive, socially-focused, and user-generated content is effective for this generation.
Understanding Millennials Through Economics:
While Millennials have immense buying power in the United States, only 38 percent of this
generation consider themselves financially stable. Two-thirds of Millennials claim to be living
paycheck to paycheck.
21
This generation has reportedly taken on at least 300 percent more
student loan debt than their parents, delaying them from achieving homeownership.
22
According
to Northwestern Mutual’s 2018 Planning & Progress Study, Millennials between the ages of 25
and 34 had an average of $36,000 of debt. Although this generation faces economic challenges,
they have a reputation for overspending. Millennials openly admit to spending an average of
$478 a month on “nonessential” items. Jason Dorsey, author and Gen Z/Millennial researcher,
says that the financial trouble Millennials face is a combined result of nurture and economic
crises. According to Dorsey, Millennials have a reputation for being lazy and having a minimal
work ethic. He blames this on their parents-- Baby Boomers. Baby Boomers were born during a
period of economic prosperity, and are known to have raised their children in a financially stable
environment.
23
While this indeed came from a loving place, Dorsey says that this ultimately
caused Millennials to grow up and be the lazy, overindulged generation we know today. Dorsey’s
opinion may be harsh and overgeneralized, but promoting convenience to Millennial clients
could be a “sweet spot”.
23
Weston, Marla J. "Integrating generational perspectives in nursing." OJIN: The Online Journal of Issues in
Nursing 11.2 (2006): 1-9.
22
Hobbes, Michael. “Generation Screwed.” The Huffington Post, TheHuffingtonPost.com,
highline.huffingtonpost.com/articles/en/poor-millennials/?mobile=1.
21
Leonhardt, Megan. “62% Of Millennials Say They're Living Paycheck to Paycheck.” CNBC, CNBC,
www.cnbc.com/2019/05/10/62-percent-of-millennials-say-they-are-living-paycheck-to-paycheck.html.
13
From an economic perspective, recessions and global pandemics have hindered Millennials from
financial freedom. In 2008, the Great Recession struck, which compounded the effects of
accrued student loan debt. Today's Millennials are facing similar challenges. Before the
COVID-19 pandemic, Millennials were the largest generation in the labor force. These
unprecedented events intensify the effects of their spoiled upbringing. This financial insight tells
the writer three things: Millennials value convenience, do not mind overspending, and are in
desperate need of services that can produce income. If Muse Networks can emphasize its
agency’s ability to increase ROI while providing convenience, its Millennial clientele will grow.
Generation Z Analysis:
Douglas Copeland created the name “Generation X” in his 1991 novel “Generation X: Tales for
an Accelerated Culture.” Copeland’s book title encouraged a series of generational naming based
on the alphabet (X, Y , Z). Millennials, also known as Generation Y , came after this age group,
causing the term Generation Z to follow suit. This age group (born between 1997-2012) is
currently composed of individuals ages 9-24. Today, Gen Z is the third-largest generation,
making up 20.3 percent of the American population.
24
Pew Research Center reports that they are
the nation's most racially and ethnically diverse generation to date. This sector also substantially
affects the nation’s economy, with an annual spending power of $143 billion.
25
25
Dimock, Michael. “Defining Generations: Where Millennials End and Generation Z Begins.” Pew Research
Center, Pew Research Center,
www.pewresearch.org/fact-tank/2019/01/17/where-millennials-end-and-generation-z-begins/.
24
Frey, William H. “Now, More than Half of Americans Are Millennials or Younger.” Brookings, Brookings,
www.brookings.edu/blog/the-avenue/2020/07/30/now-more-than-half-of-americans-are-millennials-or-younger/.
14
Understanding Generation Z Through History:
One event that distinguishes Generation Z from Millennials is the 9/11 terrorist attacks. Dorsey
says, “Either you remember it and all the emotion that goes with it, or you don’t, and if you
don’t, then you’re in Gen Z.”
26
Although Gen Z is too young to remember 9/11, they were
affected by the aftermath and raised in an altered society. After the terrorist attacks, security
measures immensely increased. From airport safety to U.S. government surveillance, the things
that older generations had to grow accustomed to is all Gen Z have ever known. Many would
compare 9/11 to the COVID-19 pandemic. Just as Millennials connect to the 2001 terrorist
attacks, Gen Z can attach an emotion to the outbreak of COVID-19. They know how it feels to
have their world transform from what they once perceived to be normal.
Generation Z is the most socially-conscious generation.
27
According to a 2019 study conducted
by Porter Novelli/Cone Gen Z, 88 percent of Gen Z have a passion for social and environmental
issues.
28
Members of this generation are passionate about healthcare, mental health, higher
education, economic security, civic engagement, racial equality, and environmental protection.
29
Gen Z has seen the change that can take place from speaking out against matters like police
brutality and advocating for movements like Me Too. This cohort does not just allow or welcome
diversity-- they expect it. We can infer that it is because Gen Z is the most diverse generation to
29
Annie Casey Foundation. “Social Issues That Matter to Generation Z.” The Annie E. Casey Foundation,
www.aecf.org/blog/generation-z-social-issues/.
28
Dailey, Whitney. “What Purpose-Driven Companies Need to Know about Gen Z.” PR Daily,
www.prdaily.com/what-purpose-driven-companies-need-to-know-about-gen-z/.
27
Wattpad Brand Partnerships. “Understanding Gen Z, The Socially Conscious Generation.” Wattpad,
brands.wattpad.com/insights/understanding-gen-z-the-socially-conscious-generation#:~:text=What%20does%20Ge
n%20Z%20care,conscious%20generation%20for%20good%20reason.
26
Hoffower, Hillary. “Gen Z Started Building Wealth Earlier than Millennials, and an Expert Says 9/11 Is the Main
Event That Divided the 2 Generations and Their Views on Money.” Business Insider, Business Insider,
www.businessinsider.com/millennials-vs-gen-z-divided-by-911-different-money-habits-2019-4.
15
date.
30
These digital natives fully understand the power of their voice-- and will wield social
media to use it.
Understanding Generation Z Through Technology:
Generation Z has only known a world with technology, making them digital natives. Most of this
sector will never know what it is like to have dial-up internet, programmed television, no
smartphones, and no social media. Ryan Jenkins accredits Gen Z’s digital roots to their Gen X
parents.
31
Unlike Millennials, Gen Z’s tech-savvy parents provided them access to technology at
an early age. According to a report by Kids & Tech: The Evolution of Today’s Digital Natives,
the average child will receive a smartphone by the age of 10.
32
Gen Z is used to having
messaging, social media, and gaming directly at their fingertips-- giving them a mobile-first
mindset. As a result, MuseNetworks should prioritize making its campaign mobile-friendly to
properly reach this demographic. In Ryan Jenkins’ “Who is Generation Z?” article, he says that
Gen Z’s love for gaming has had a translative impact on behavioral development. He believes
that this generation’s online gaming history with different people worldwide prepared them for
virtual collaborations and interactions with diverse individuals. This skillset could not have come
at a better time. On February 3, 2020, the United States declared a public health emergency due
32
Donovan, Jay. “The Average Age for a Child Getting Their First Smartphone Is Now 10.3 Years.” TechCrunch,
TechCrunch,
techcrunch.com/2016/05/19/the-average-age-for-a-child-getting-their-first-smartphone-is-now-10-3-years/.
31
Jenkins, Ryan. “Who Is Generation Z? This Timeline Reveals It All.” Ryan Jenkins Next Generation Catalyst,
Speaker & Blogger, blog.ryan-jenkins.com/who-is-generation-z-this-timeline-reveals-it-all.
30
Parker, Kim, and Ruth Igielnik. “What We Know About Gen Z So Far.” Pew Research Center's Social &
Demographic Trends Project, Pew Research Center,
www.pewresearch.org/social-trends/2020/05/14/on-the-cusp-of-adulthood-and-facing-an-uncertain-future-what-we-
know-about-gen-z-so-far-2/.
16
to the coronavirus outbreak.
33
Within that same year, most of the nation experienced mandatory
stay-at-home orders, remote learning, and business office closures. According to the U.S.
Census, 93 percent of households with children reported adjusting to distant online learning after
COVID-19.
34
This period of online schooling solidifies Gen Z’s reputation as true digital natives.
Understanding Generation Z Through Social Media:
Gen Z sees social media as a catalyst for politics, eCommerce, social awareness, and personal
relationships. This generation looked on as former president Donald Trump tweeted threats
directly to Iran from his smartphone.
35
They have also seen the effect of digital protesting and
advocating for change online. Gen Z was a part of the hashtag MeToo movement (#MeToo) that
removed men guilty of sexual harassment from their high-powered positions. They reshared
footage of police brutality across their social media platforms in 2020, sparking protests in major
cities all across the United States. They have also witnessed the rise of eCommerce businesses
that used social media to become globally-recognized brands. To Gen Z, social media is
necessary for all facets of life. Hence, the writer needs to examine Gen Z’s social media behavior
to understand Muse Networks’ target demographic fully
35
Rupar, Aaron. “‘These Media Posts Will Serve as Notification’: Trump's Dangerous Iran Tweets, Briefly
Explained.” Vox, V ox, www.vox.com/2020/1/6/21051550/trump-iran-tweets-soleimani-war-powers-act.
34
Bureau, U.S. Census. “Schooling During the COVID-19 Pandemic.” The United States Census Bureau,
www.census.gov/library/stories/2020/08/schooling-during-the-covid-19-pandemic.html.
33
“A Timeline of COVID-19 Developments in 2020.” AJMC,
www.ajmc.com/view/a-timeline-of-covid19-developments-in-2020.
17
According to research, Generation Z spends an average of two hours and 55 minutes on social
media each day, making them the most active out of all generations.
36
Their favorite social media
apps, in order, are Instagram, Youtube, and Snap.
37
While only 35 percent of Gen Z has a TikTok
account, this percentage excludes those 13 and under due to the app’s age requirement.
Over half of Generation Z prefers social media as their source for ads.
38
However, these
advertisements must meet specific criteria. This generation likes short and engaging content.
Although Gen Zers are the most active on social media, they have an attention span of only eight
seconds-- the quickest of all generations. If MuseNetworks can engage this demographic within
that allotted time, they will effectively reach this audience. Generation Z also values
transparency and relatability even more than Millennials.
39
Also, 82 percent of this demographic
says that they are more liable to trust micro-influencers over celebrities. Gen Z prefers brands
that use real consumers to advertise their products. These digital natives grew up sifting through
various forms of social media, giving them the ability to detect the first sign of pretense from
marketers. Hence, adopting a genuine, relatable marketing approach with this generation is
imperative. In addition to authenticity, Generation Z favors companies that contribute to social
causes; 72 percent are more likely to purchase from brands that support a socially-focused
39
Council, Young Entrepreneur. “Council Post: The Difference Between Marketing To Millennials And Generation
Z.” Forbes, Forbes Magazine,
www.forbes.com/sites/theyec/2019/03/26/the-difference-between-marketing-to-millennials-and-generation-z/?sh=35
76dacb58c9.
38
Needle, Flori. “75 Essential Social Media Marketing Statistics for 2021.” HubSpot Blog,
blog.hubspot.com/blog/tabid/6307/bid/23865/13-mind-bending-social-media-marketing-statistics.aspx.
37
Green, Dennis. “The Most Popular Social Media Platforms with Gen Z.” Business Insider, Business Insider,
www.businessinsider.com/gen-z-loves-snapchat-instagram-and-youtube-social-media-2019-6.
36
Needle, Flori. “75 Essential Social Media Marketing Statistics for 2021.” HubSpot Blog,
blog.hubspot.com/blog/tabid/6307/bid/23865/13-mind-bending-social-media-marketing-statistics.aspx.
18
agenda.
40
Building CGM strategies around this mentality optimize Muse Networks’ conversions
among Generation Z.
Understanding Generation Z Through Economics:
Generation Z has already developed a reputation for being financially responsible. Morning
Consult conducted a study that revealed Gen Z to be more motivated to make money and have
thriving careers than Millennials. Dorsey says that this outlook is a result of the 9/11 terrorist
attacks. He believes that the aftermath of September 11th produced two different groups with
contrasting views on money. The Recession of 2008 ensued years after, financially impacting
and reshaping Generation X’s views on finances. Dorsey says that once Gen X saw the world’s
changeability, they took it upon themselves to raise their children, Gen Z, to be financially
prepared for unprecedented times. According to Business Insider, 60 percent of Gen Z select
brands based on price.
41
Reports show them making a conscious effort to avoid the student loan
debts that Millennials have accrued.
42
In addition, Generation Z is already demonstrating an entrepreneurial mindset. In a 2020 Nielson
study, over half of Generation Z stated that they wanted to start their own business.
43
Although
43
Schroeder, Bernhard. “A Majority Of Gen Z Aspires To Be Entrepreneurs And Perhaps Delay Or Skip College.
Why That Might Be A Good Idea.” Forbes, Forbes Magazine,
www.forbes.com/sites/bernhardschroeder/2020/02/18/a-majority-of-gen-z-aspires-to-be-entrepreneurs-and-perhaps-
delay-or-skip-college-why-that-might-be-a-good-idea/?sh=1a89aaa75a45.
42
Olya, Gabrielle. “How Gen Z Plans To Avoid Student Loans.” Yahoo!, Yahoo!,
www.yahoo.com/now/gen-z-plans-avoid-student-200026472.html.
41
Hanbury, Mary. “Gen Z Is Leading an Evolution in Shopping That Could Kill Brands as We Know Them.”
Business Insider, Business Insider, www.businessinsider.com/gen-z-shopping-habits-kill-brands-2019-7.
40
Dailey, Whitney. “What Purpose-Driven Companies Need to Know about Gen Z.” PR Daily,
www.prdaily.com/what-purpose-driven-companies-need-to-know-about-gen-z/.
19
this group of new up-and-coming entrepreneurs is currently ineligible for Muse Networks’
services, the writer should include this audience in their CGM plan. This group is still able to
raise brand recognition through online support and could become future clients.
An argument for Cross-Generational Marketing Approach
As proven, Millennials and Generation Z have different life experiences, causing them to have
contrasting behaviors and opinions. The analysis shows how the two groups interpret brand
messages differently. While Millennials prefer communicating through email and text, Gen Zers
like to connect through social media. Millennials are more attracted to celebrity influencers,
whereas Gen Zers skew more toward micro-influencers. This insight is essential for any startup
company trying to decide which channel is best for its message. Facebook and Instagram are the
leading online platforms among Millennials; however, Gen Z favors Instagram and YouTube.
Also, the amount of time between the two generation’s attention span is a total of four seconds.
That may not sound like a lot, but in marketing, every second counts. For instance, YouTube
allows its users to skip advertisements after just 5 seconds. If the ad does not engage the
audience within that allotted time frame, viewers can exit. Understanding this, the writer will
outline promotional tactics in Muse Networks’ CGM plan suitable for both generations' attention
span. It is also important to reiterate the difference between each group’s spending habits. As
mentioned, Gen Zers are price-conscious, unlike Millennials, who are known for overspending.
Muse Networks’ CGM plan should consider how Millennials prioritize convenience over price,
while Gen Zers value affordability most.
20
The findings from this analysis reiterate the importance of targeting Millennials and Gen Z
separately. To build an effective CGM plan for Muse Networks, the writer will divide the
agency’s target audience into four separate groups:
● Millennial business owners
● Gen Z business owners
● Millennial social media users
● Gen Z social media users
Although Muse Network’s services target business owners, non-business owners can also
contribute to the agency by supporting online. Building a large social media following of both
groups on social media will give the agency credibility and raise brand awareness. Thus, the
writer will incorporate strategies suitable for each cohort.
Millennial and Gen Z Comparison Chart
Figure i:
21
Chapter 3: Competitive Analysis
To properly assess MuseNetworks’ competitors, the writer conducted a competitive analysis on
the following marketing agencies:
● Virtue Worldwide
● P3 Media, Inc.
● C/C/G
● Hyyer Creative, LLC
Each of these agencies has demographics and services similar to MuseNetworks. The
competitive analysis explores the internal and external marketing efforts of each company,
exposing its strengths and weaknesses.
MuseNetworks Competitive Analysis
Figure ii:
22
23
Chapter 4: CGM Case Studies
To produce effective CGM strategies for MuseNetworks and its future clientele, the writer
analyzed Amazon, Nike, Fenty Beauty, and Postmates. The first company, Amazon, LLC, is a
dominating, multifunctional corporation that operates in e-commerce, digital streaming, and
artificial intelligence.
44
Amazon’s market cap is currently 1.7T, making it the third leading
company in the U.S. Stock Market.
45
For this thesis’s purpose, the writer decided to hone in on
the corporation’s e-commerce. The majority of Amazon Prime Members are Gen Z and
45
“Large Cap (Big Cap) Stocks - USA.” TradingView,
www.tradingview.com/markets/stocks-usa/market-movers-large-cap/.
44
“Who We Are.” About Amazon, www.aboutamazon.com/about-us.
24
Millennials.
46
Analyzing this company’s current marketing strategies will shed light on how
Amazon successfully markets to these generations. The second case study investigated Nike,
Inc., a worldwide brand that designs, develops, and markets athletic footwear and apparel to its
audience.
47
Nike is the largest-selling athletic company in the world. The brand currently uses
psychographic segmentation to reach its target audience. Generation Z values brands that support
social causes. By studying Nike’s emotional marketing tactics, the writer will produce strategies
to reach Muse Networks’ Gen Z population effectively.
Fenty Beauty is the next company featured in the case study. The brand, owned by singer,
actress, and businesswoman, Rihanna, was founded in 2017 and awarded Time Magazine’s
“Invention of the Year” within the first year of launching. Since Fenty Beauty’s first roll out,
diversity and inclusion have remained the focal point of their advertisement. In a survey
conducted by YPulse, 83 percent of women valued beauty brands that advertise different skin
tones.
48
Applying Fenty Beauty’s diverse marketing strategies to Muse Networks’ CGM launch
plan could separate the agency from its competitors while also making a difference in beauty
marketing. The final case study in this thesis is on DoorDash, a leading food delivery app. Data
from the Local Search Report says that Gen Z favors DoorDash over any other delivery service.
49
49
“Gen Z Prefers DoorDash Over Other Food Delivery Service Providers.” Thrive Analytics,
thriveanalytics.com/gen-z-prefers-doordash-over-other-food-delivery-services/.
48
YPulse Inc. - Youth research and insights. “15 Brands Authentically Reflecting Diversity, According to Gen Z &
Millennials.” YPulse,
www.ypulse.com/article/2019/09/17/15-brands-authentically-reflecting-diversity-according-to-gen-z-millennials/.
47
Inline XBRL Viewer,
www.sec.gov/ix?doc=%2FArchives%2Fedgar%2Fdata%2F320187%2F000032018720000047%2Fnke-531202010k.
htm#sD89DC7C02F1F54B8A91DC95BF7A3AAE4.
46
Lipsman, Andrew. “Amazon Prime Membership Growth Will Drive a Record-Setting Prime Day.” Insider
Intelligence, Insider Intelligence,
www.emarketer.com/content/amazon-prime-day-2020-kicks-off-early-holiday-season?ecid=NL1014.
25
Curious to know how this company beat out its giant competitors, winning the favor of Gen Z,
the writer decided to explore their CGM strategies in the form of a case study. MuseNetworks’
ability to promote its agency will indicate whether or not it can successfully promote other
businesses. The takeaways from this chapter will show MuseNetworks how to simultaneously
build its clients' brand along with theirs.
Case Study: Amazon Prime
In 2020, 81 percent of individuals aged 18-34 had an Amazon Prime account.
50
This percentage
grew from 69 to 81 percent within four months. Investigating how Amazon was able to increase
brand loyalty among Millennials and Gen Z within such a short period can be beneficial to
MuseNetwork’s CGM plan. Amazon CEO/founder Jeff Bezos credits the company’s success to
its core values and principles. To better understand how the company attracts Millennials and
Generation Z, the author analyzed Amazon’s outlined leadership principles. Out of their 14
principles, the author honed in on four values that could apply to Muse Networks’ CGM plan.
For this thesis’s purpose, the writer will focus on four of Amazon’s leadership principles:
customer obsession, dive deep, learn and be curious, and earn trust.
51
According to Amazon,
customer obsession is prioritizing consumers over competitors. At times, companies can become
distracted by their opponents, causing the focus to shift from achieving customer satisfaction to
51
Lipsman, Andrew. “Amazon Prime Membership Growth Will Drive a Record-Setting Prime Day.” Insider
Intelligence, Insider Intelligence,
www.emarketer.com/content/amazon-prime-day-2020-kicks-off-early-holiday-season?ecid=NL1014.
50
Lipsman, Andrew. “Amazon Prime Membership Growth Will Drive a Record-Setting Prime Day.” Insider
Intelligence, Insider Intelligence,
www.emarketer.com/content/amazon-prime-day-2020-kicks-off-early-holiday-season?ecid=NL1014.
26
winning against rivals. This principle reminds businesses what the actual objective should be:
earning and keeping the customer’s trust.
Amazon initially sold books but expanded into streaming, apparel, tech, and food delivery. If
Amazon focused on competing against bookstores, it would not be the company it is today. They
prioritized the consumer over its product. Amazon features, like Prime day (a day of major
discounts for subscribers) and same-day delivery, has redefined the retail landscape, making it
difficult for competitors to keep up. MuseNetworks can adopt this leadership principle by
incorporating tactics specifically for its target audience-- Millennials and Gen Z. Millennials
value convenience more than any other generation. Amazon satisfies this need by operating as a
one-stop shop that provides fast shipping. Similar to Amazon, MuseNetworks should promote
itself as a one-stop shop for all things creative.
“Diving deep” is another one of Amazon’s beneficial leadership traits. This theory stresses the
importance of remaining connected to company details. Understanding this, Muse Networks
should implement a tactic that analyzes the company and its target audience annually. This type
of method will ensure that the business does not deviate from its goals and values. Another
initiative from Amazon is “learn and be curious.” This concept underlines the importance of
being willing to learn and improve. Muse Networks can utilize this approach by conducting an
in-depth competitor analysis. While competitors should not be the company’s primary focus,
monitoring contenders is essential.
27
Lastly, Muse Networks should adhere to Amazon’s “earn trust” initiative. Amazon has used
micro-influencers to generate customer obsession among its Gen Z consumers. Unlike
Millennials, Generation Z trusts micro-influencers more than celebrities. Amazon’s
micro-influencer program allows individuals to create a storefront, share their purchased
products, and receive a commission. This tactic amplifies credibility and sales. Incorporating
micro-influencer marketing into Muse Networks’ CGM proposal will allow the agency to further
engage its Gen Z audience.
Case Study: Nike
In a study of 27,000 13-36-year-old consumers, data revealed that out of 200 different
companies, Millennials and Gen Z trust Nike the most. It is important to note that these two
generations value brands that demonstrate corporate social responsibility (CSR). Nike likely uses
psychographic segmentation to reach its audience effectively. Psychographic segmentation is the
process of separating individuals based on their internal attributes (beliefs, social class, lifestyle,
interests, etc.) and creating tailored messages for a specific demographic. Although some
consider corporate activism to be risky, Nike has a history of addressing social matters head-on
in its advertisements. By incorporating socially-focused topics into campaigns, they are not only
able to bring awareness but also generate brand loyalty among stakeholders. To better understand
Nike’s emotional marketing and CSR efforts, the writer will investigate “Dream Crazy,” a
socially-focused ad campaign released in 2018. The goal is for Muse Networks to incorporate
Nike’s socially progressive marketing approach to emotionally connect with its target audience
while making a difference in society.
28
On September 3, 2018, Nike unveiled its “Dream Crazy” campaign. The company reportedly
designed this ad specifically for Generation Z. Colin Kaepernick, former football player/activist,
narrated the commercial, highlighting the journey of different athletes beating adversity.
52
The ad
featured Serena Williams and Lebron James, showing how they not only used their talent to
reach their dreams but also impacted their community. The campaign showed individuals from
different nationalities, sports, and backgrounds and then portrayed them each overcoming their
form of adversity, evoking a sense of power, inspiration, and motivation. When the campaign
premiered, Kaepernick had just won the preliminary in his grievance case against the NFL.
53
The
case stemmed from his silent protest of kneeling during the national anthem amidst his time with
the San Francisco 49ers, which sparked national attention from both ends of the political
spectrum. Kaepernick announced his collaboration with Nike on Twitter, tweeting the “Dream
Crazy” promotional video along with a message saying, “Believe in something even if it means
sacrificing everything #JustDoIt.”
Collaborating with Colin Kaepernick at the peak of this political debacle was an extremely risky
move on Nike’s part. The campaign received support from public figures such as Dr. Angela
Davis, Kathy Griffin, and Kevin Durant. However, Nike also faced criticism and boycotts.
Individuals posted videos on social media burning the brand’s apparel in light of Kaepernick and
Nike’s collaboration. Former President Donald Trump weighed in on the “Dream Crazy” ad
saying, “Just like the NFL, whose ratings have done WAY DOWN, Nike is getting absolutely
53
Mather, Victor. “A Timeline of Colin Kaepernick vs. the N.F.L.” The New York Times, The New York Times,
www.nytimes.com/2019/02/15/sports/nfl-colin-kaepernick-protests-timeline.html.
52
Weiden + Kennedy. “DREAM CRAZY .” The Deconstructed Brief, www.deconstructedbrief.com/dream-crazy.
29
killed with anger and boycotts.
54
I wonder if they had any idea that it would be this way? As far
as the NFL is concerned, I just find it hard to watch, and always will, until they stand for the
FLAG!” Despite the received backlash, Nike’s market value increased a total of $6 billion that
same year.
55
The company also accrued $43 million worth of media coverage within 24 hours of
the campaign’s release, leading to a 31 percent increase in sales. Ace Metrix, a technology
company that provides insight on video advertisements, detailed Nike’s impact on different
generations. Their analysis found that “Dream Crazy” engaged Gen Z and Millennials 33 percent
more than usual.
56
The majority of ad disapproval came from those ages 36-49. Ultimately, 56
percent of general viewers said that they were more likely to purchase Nike apparel following
Kaepernick’s partnership with the brand. From both a financial and brand loyalty standpoint,
Nike’s collaboration with Kapernick was a well-calculated risk.
Nike founder Phil Knight shared his thoughts on the “Dream Crazy” ad. Knight says, “It doesn’t
matter how many people hate your brand as long as enough people love it. And as long as you
have that attitude, you can’t be afraid of offending people. You can’t try and go down the middle
of the road. You have to take a stand on something, which is ultimately why I think the
Kaepernick ad worked.”
57
Muse Networks should adopt this approach for future CSR efforts.
57
Kim, Hannah. “Woke Advertising: Corporate Brand Politicization and the Commodification of Racial Justice and
Identities.” Scripps College,
static1.squarespace.com/static/5fa9c7d1c4f94a714de82abb/t/5fce7a84f89fd46b18de433e/1607367308515/Hanna+K
im+Senior+Thesis+Final+Draft.pdf.
56
Wilson, Marianne. “Nike's Controversial Partnership Not so Polarizing after All?” Chain Store Age, 27 July 2019,
chainstoreage.com/news/nikes-controversial-partnership-not-so-polarizing-after-all.
55
Kim, Hannah. “Woke Advertising: Corporate Brand Politicization and the Commodification of Racial Justice and
Identities.” Scripps College, 4 Dec. 2020,
static1.squarespace.com/static/5fa9c7d1c4f94a714de82abb/t/5fce7a84f89fd46b18de433e/1607367308515/Hanna+K
im+Senior+Thesis+Final+Draft.pdf.
54
Moraes, Lisa de. “Donald Trump Whips Up Base Blasting Nike Ad Featuring Colin Kaepernick.” Deadline,
Deadline, deadline.com/2018/09/donald-trump-nike-colin-kaepernick-ad-nfl-knee-national-anthem-1202457485/.
30
The agency should begin by taking a stand on a cause that they and stakeholders mutually
consider important. Instead of straddling the fence, the company should confidently state its
opinion on this topic, while also engaging the target audience’s emotions. Like Nike, the agency
should also do its best to represent everyone within its target audience; this will optimize
engagement with Millenials and Gen Z. If Muse Networks can also incorporate influencers
and/or public figures, they will be able to compound the effectiveness of the ad. As Nike has
demonstrated, philanthropy, authenticity, passion, and quality can truly make a difference in
society while also growing brands.
Case Study: Fenty Beauty
As stated, Millennials and Gen Z are two of the most racially and ethnically diverse
generations.
58
Research has found that these two groups are drawn to products that embody
inclusivity. YPulse, a generational research platform, conducted a study on Millennials and Gen
Z who identified Fenty as the leading brand for diversity.
59
Muse Networks is an agency that
values inclusivity and wants this authentically shown in brand messages. Hence, studying Fenty
Beauty’s diverse marketing approach will help Muse Networks fully engage its target audience.
Inclusive and diverse marketing refers to collectively engaging individuals with different
backgrounds, which Fenty Beauty executes seamlessly. Historically, minority
darker-complexioned women have struggled to find makeup products that match their skin tone.
They have also been systematically left out of beauty advertisements.
60
It can be inferred that
60
Fleming, Molly. “Why Is the Beauty Industry Still Failing Women of Colour?” Marketing Week,
www.marketingweek.com/beauty-industry-failing-women-colour/.
59
YPulse Inc. - Youth research and insights. “15 Brands Authentically Reflecting Diversity, According to Gen Z &
Millennials.” YPulse,
www.ypulse.com/article/2019/09/17/15-brands-authentically-reflecting-diversity-according-to-gen-z-millennials/.
58
Dimock, Michael. "Defining generations: Where Millennials end and Generation Z begins." Pew Research Center
17.1 (2019): 1-7.
31
companies consider non-minorities more profitable. However, the larger, non-minority groups
are typically oversaturated with competitors, leaving an opening for someone to reach the
disregarded population-- a space that today’s marketers refer to as “the gap”. In 2017, Fenty
Beauty beat its formidable competitors by catering to the undervalued gap of
darker-complexioned makeup consumers. The company released its Pro Filt’r foundation in 40
diverse shades that cater to all complexions.
61
Within the first month of launching, Fenty Beauty
accrued $72 million in media value and was named one of Time Magazine’s best inventions of
2017.
62
Also, a 2019 study of 81,000 individuals found Fenty to be the top brand that consumers
ages 13-39 (Millennials and Gen Z) believe reflected diversity. Sandy Saputo, chief marketing
officer at Kendo Brands, which owns Fenty Beauty, maintains that inclusiveness was the driving
force behind the brand’s launch campaign. In this case study, the writer will examine three
different strategies as it pertains to Fenty Beauty’s launch campaign: inclusivity, authentic
relatability, and influencer marketing. By studying these factors, MuseNetworks will gain needed
insight on targeting two of the nation’s most diverse generations: Millennials and Gen Z.
According to Saputo, Rihanna, CEO of Fenty Beauty, was adamant about making the brand
inclusive. In September 2017, Fenty Beauty released its official campaign video. The ad
represented a new era of inclusivity within the beauty industry. Duckie Thot, Halima Aden, Slick
Woods, Indyamarie Jean were some of the models featured in the campaign. Each of these
62
Saputo, Sandy. “Fenty Beauty's Inclusive Advertising Campaign - Think with Google.” Think With Google,
Google,
www.thinkwithgoogle.com/future-of-marketing/management-and-culture/diversity-and-inclusion/-fenty-beauty-incl
usive-advertising/.
61
Gorman, Nicole. Cultural Bridging: an Extension of Cultural Branding in the Lingerie Market by Savage X Fenty.
Concordia University, spectrum.library.concordia.ca/987393/7/Gorman_MSC_S2020.pdf.
32
women represented a different form of diversity, setting the tone for what the Fenty Beauty brand
would offer. The ad, once released, received a flood of retweets and shares, generating even more
buzz around the highly anticipated line.
63
Saputo also shared the secret behind Fenty Beauty’s marketing strategy: “show, don’t tell.” She
reminds the public that although the company’s goal was always inclusion, they never used the
word “inclusivity” within its brand message. Instead, Saputo maintains that Fenty Beauty
achieves inclusive marketing by sharing real stories embedded in culture and emotionally
drawing in the consumers they serve. This approach, according to her, creates a sense of integrity
and authenticity among the brand.
64
As stated, traditional marketing tactics are ineffective with
Millennials and Gen Z since they can easily detect signs of pretense. Using Fenty’s “show and
not tell” method will help MuseNetworks authentically promote diversity and inclusion. Fenty
Beauty also succeeds in speaking the language of its consumers. The company’s YouTube
account features videos of Rihanna doing makeup tutorials. Instead of using a script to promote
products, Rihanna simply converses with the camera on a personal level.
65
MuseNetworks should
incorporate this style of communication with its audience to better connect with its audience.
Fenty also incorporates social media trends and pop culture into its communication efforts. The
company’s Twitter account utilizes viral memes and GIFs that boost engagement with followers.
This form of communication gives Fenty Beauty a non-corporate sentiment, making its brand
65
“Fenty Beauty By Rihanna.” YouTube, YouTube, www.youtube.com/channel/UC0HVR9T6oFS3veefhGCGEsw.
64
Saputo, Sandy. “Fenty Beauty's Inclusive Advertising Campaign” Think With Google, Google,
www.thinkwithgoogle.com/future-of-marketing/management-and-culture/diversity-and-inclusion/-fenty-beauty-incl
usive-advertising/.
63
Garel, Connor. “Everyone Is FREAKING OUT About Rihanna's Latest Fenty Beauty Ad.” Allure, Allure,
www.allure.com/story/rihanna-diverse-fenty-beauty-ad-campaign.
33
feel personal and familiar to consumers. As previously mentioned, Gen Z is more likely to
purchase products if they feel as if they are buying from a friend. If MuseNetworks can adopt
Fenty Beauty’s method of communication, it will be able to authentically and effectively draw in
its target audience.
Launch Metrics, a data and technology company, maintains that in January 2019, Fenty Beauty
received $96.2M in Media Impact Value (MIV).
66
From that number, $53.6M came directly from
influencers. Using an algorithm that calculates reach, media rates, media quality, and content
quality, Launch Metrics can produce a precise monetary value for online videos. According to
them, these five influencers contributed to Fenty Beauty’s MIV the most: Jeffree Star ($1.37),
Laila Loves ($1.1M), Nikkie Tutorials ($1.09M), Lizy P ($1.05M), and Tati Westbrooks
($1.03M). Launch Metrics maintains that although macro-influencers create a more significant
impact, micro-influencers are instrumental in building trust and converting buyers. As stated,
Millennials prefer macro-influencers, whereas Gen Z favors micro-influencers. Understanding
this, MuseNetworks should consider both types of influencers equal during marketing efforts.
Case Study: DoorDash
DoorDash is currently the leading food delivery service for Millennials and Gen Z.
67
The
company launched in 2013, entering a competitive industry. By 2016, DoorDash was losing to its
competitors. During this time, investors reduced the company’s share price and it looked as if
67
“Gen Z Prefers DoorDash Over Other Food Delivery Service Providers.” Thrive Analytics,
thriveanalytics.com/gen-z-prefers-doordash-over-other-food-delivery-services/.
66
Ryan, Rosanna.“Why Fenty Beauty Is Winning the Media Impact Race” Launchmetrics,
www.launchmetrics.com/resources/blog/fenty-beauty-media-impact.
34
DoorDash was going to become a failed business.
68
Now, DoorDash is the leading food delivery
service within the United States, outdoing giant competitors like Grubhub, Uber Eats, and
Postmates. In March 2021, DoorDash led with 55 percent of U.S. delivery sales. UberEats was
responsible for 22 percent, earning them second place.
69
In an attempt to understand how a
startup company was able to beat out already-established competitors and win the loyalty of
Millennials and Gen Z, the writer conducted a case study on DoorDash. The goal is to implement
findings from this case study into MuseNetworks’ launch campaign.
Sources have credited DoorDash’s success to its ability to identify and target a gap market.
70
As
previously stated, the “gap” refers to an untapped population. This audience is typically
perceived to be unprofitable and as a result, is disregarded. In this case, the gap was suburbia.
Before DoorDash began targeting this area, food delivery services flocked to inner cities and
disregarded suburban populations. DoorDash understood this demographic’s potential. These
suburban communities were filled with financially stable families whose needs were left unmet.
By focusing on this specific group, DoorDash was able to beat giant competitors and win the
loyalty of its consumers. For MuseNetworks, the gap is Millennial and Gen Z business owners.
As previously mentioned, Millennial/Gen Z-owned businesses are predicted to fail more than
older generations. By implementing DoorDash’s strategy of targeting this disregarded
70
Revert, Taylor. “DoorDash's Growth Strategy: Why Simplicity Succeeds: Attest Blog.” Attest,
www.askattest.com/blog/strategy/doordash-growth-strategy.
69
Yeo, Liyin. “Which Company Is Winning the Restaurant Food Delivery War?” Bloomberg Second Measure,
secondmeasure.com/datapoints/food-delivery-services-grubhub-uber-eats-doordash-postmates/.
68
Revert, Taylor. “DoorDash's Growth Strategy: Why Simplicity Succeeds: Attest Blog.” Attest,
www.askattest.com/blog/strategy/doordash-growth-strategy.
35
population, Muse Networks will be positioned to effectively compete against other creative
agencies.
Today, DoorDash is the highest-rated food delivery service on Google Play and Apple’s App
Store. The company currently has a 4.8/5 rating on Apple with over 11 million user ratings.
71
However, this has not always been the case; according to Thinknum Alternative Data, it was not
until 2017 that the company experienced an annual increase of 306 percent for user reviews. The
writer credits this growth to personalized customer support, quality service, and simplified user
interface design.
72
For customer service, DoorDash has a 24/7 live chat where users can receive
help around the clock, a phone number where users can speak to live agents, and a “frequently
asked questions'' page that answers common inquiries.
73
These personal forms of communication
can optimize CRM, which is an attribute both Millennials and Gen Z value.
Quality service is another factor that generates positive ratings. With over 11 million users giving
DoorDash an average of nearly five stars, we can conclude that the company provides
exceptional service. Lastly, user interface design is a key component of a consumer’s experience.
Taylor Revert, senior content marketing executive, maintains that DoorDash’s simplistic app
design makes the platform more user-friendly than its competitors.
74
While other delivery
services, such as Uber Eats, implement tons of new features, DoorDash scales it back and
74
Revert, Taylor. “DoorDash's Growth Strategy: Why Simplicity Succeeds: Attest Blog.” Attest,
www.askattest.com/blog/strategy/doordash-growth-strategy.
73
DoorDash Dasher Support, help.doordash.com/dashers/s/article/DoorDash-Drive-FAQ?language=en_US.
72
Russo, Jared. “Doordash Is Beating Postmates and Grubhub - Here's Why.” The Business of Business, Thinknum,
www.businessofbusiness.com/articles/doordash-is-beating-postmates-and-grubhub-at-alternative-data/.
71
DoorDash, Inc. “ DoorDash - Food Delivery.” App Store,
apps.apple.com/us/app/doordash-food-delivery/id719972451.
36
focuses on making its app as instinctive as possible for users. If MuseNetworks can master
DoorDash’s way of targeting the gap, offering personalized customer support, and making its
platform user-friendly, it will successfully reach its target audience and optimize growth.
Case Study Conclusions
The purpose of analyzing Amazon, Nike, Fenty Beauty, and DoorDash was to understand how
they became leading brands among Millennials and Gen Z. The ultimate goal was to incorporate
their marketing strategies into MuseNetworks’ CGM plan so the agency could successfully
launch campaigns and reach its target audience. By studying Amazon’s marketing efforts, the
writer understood the importance of prioritizing consumers over competitors. MuseNetworks
will consider this when promoting its services and the brands of future clients. If the agency
successfully adopts and incorporates Amazon’s leadership principles into its consumers' brands,
the companies of its clients will grow. Nike’s campaign with Colin Kaepernick demonstrated the
significance of corporate social responsibility. While it may seem risky to take a stance on social
matters, MuseNetworks should know that remaining silent can be even more detrimental. In the
future, MuseNetworks should use its platform to take a stand on social causes; while they can not
force future clients to follow suit, they can provide CSR guidance when needed. By looking into
Fenty Beauty’s inclusive and diverse marketing efforts, the writer fully grasped the notion of
authentic marketing. Instead of saying what a company’s values are, MuseNetworks should
embody them. The agency should also ensure that the content produced for clients follows this
concept. Encouraging inclusivity and diversity into brand messages for consumers will help its
clients attract their needed target audience. Digesting how DoorDash beat its giant competitors
by tapping into a new audience is confirmation that disregarded populations can be just as much,
37
if not more, profitable than those that are saturated. When targeting business owners,
MuseNetworks should be mindful of this example. This case study also revealed how
DoorDash’s simplistic UI design contributes to the brand’s success. When designing websites for
the agency and future clients, MuseNetworks should keep in mind how simple, intuitive designs
can go a long way. In conjunction with expert interviews and generational analyses, these four
case studies ultimately revealed current, cutting-edge CGM strategies for Muse Networks to
incorporate not only in its launch campaign but to also grow its clients’ brands.
Chapter 5: Assessment & Development of CGMP
SWOT Analysis:
To create an effective CGM plan for Muse Networks, the writer conducted a SWOT analysis that
labels and explains the agency’s strengths, weaknesses, opportunities, and threats. The goal of
this examination is to incorporate CGM strategies that will ensure a successful launch. By
identifying the positive and negative attributes of Muse Networks, the writer will curate a plan of
action that optimizes opportunities while minimizing the risks.
Strengths
● Location: Los Angeles, California, has a large market for creative agencies like
Muse Networks. LinkedIn reports that Los Angeles is the third city in the U.S.
with the most entrepreneurs, holding 9% of American business owners alone.
75
Los Angeles is also a hub for aspiring actors and musicians, who all require brand
75
Anders, George. Entrepreneurs Thrive in These 10 U.S. Cities -- and 9 Aren't Silicon Valley,
www.linkedin.com/pulse/entrepreneurs-thrive-10-us-metros-9-arent-silicon-valley-anders/.
38
management. Muse Networks will have the opportunity to leverage services to
each of these markets.
● Brand Personality: Millennials and Generation Z distrust blatant forms of
traditional marketing.
76
Fortunately, MuseNetworks’ strength lies in embracing
authenticity from within. With strategic promotional efforts, the target audience
will begin to view the brand as relatable and trustworthy. This aspect also
differentiates Muse Networks from its competitors-- putting them in a lane of
their own.
● Multi-Faceted Agency: Muse Networks offers various services (graphics, website
design, videography/photography, and social media management). Offering
services that appeal to a large audience is a confirmation that the target market is
profitable.
● Low Capital Requirement: The required materials needed for production are a
one-time expense. Few elements require periodic payments (LLC filing,
accounting platform, editing software, company website, etc.)
Weaknesses
● Low Brand Awareness: When start-up agencies launch, they face the immediate
challenge of low brand awareness. As a result, the writer will need to incorporate
tactics that will “create a wave” before launching.
● Limited Portfolio: Clients like to see a portfolio of work before paying for
services. Since MuseNetworks has not officially launched, the agency does not
76
“Council Post: The Difference Between Marketing To Millennials And Generation Z.” Forbes, Forbes Magazine,
www.forbes.com/sites/theyec/2019/03/26/the-difference-between-marketing-to-millennials-and-generation-z/?sh=35
76dacb58c9.
39
have an extensive portfolio to showcase. To combat this, the company needs to
curate content before its launch to ultimately build trust with its audience.
● Low Social Media Engagement: MuseNetworks has newly formed social media
accounts. Effective growth strategies are essential in growing the agency’s
following to send targeted messages to a large audience. MuseNetworks needs to
build their agency on the notion that they only curate content that inspires,
educates, or entertains. As they continue to publicize content that falls under these
categories, its brand and following will grow.
Opportunities
● Influencer Marketing: As a result of low brand recognition, the writer believes
that the agency should provide free select services to entrepreneur influencers.
Once launched, the agency will tell future clients that they have done work for
known influencers.
● A Desire for Authenticity: In the past, marketing agencies have relied on
traditional marketing to attract their target audience. Sales strategies like these do
not work on Millennials and Gen Z, natives of social media who can immediately
detect manipulative marketing. The writer considers this to be a significant
opportunity for MuseNetworks’ brand. As the agency authentically embodies
Millennial and Generation Z culture within its promotional messages, it will stand
out among its competitors and connect with its target audience in a relatable,
personal way.
● Emerging Market: According to a Wall Street Journal analysis, Americans are
launching new companies at the fastest rate seen in over a decade. In 2020,
40
government data reported that employer identification numbers grew from 2.7
million to 3.2 million in just one year.
77
Many of these entrepreneurs need the
types of services that Muse Networks offers. This data is a confirmation of how
profitable the marketing industry is today.
● Rare/Unique: Currently, there are not many agencies that have MuseNetworks’
brand personalty and breadth of services. This is an opportunity for Muse
Networks to break through the industry and effectively compete against
competitors.
Threats
● Competitors: Since Muse Networks is a newly formed agency, individuals could
opt to receive services from more reputable companies with extensive client
portfolios.
● Saturated Location: Los Angeles is a hotspot for startups. Operating in a major
city may make it more difficult to penetrate the industry.
● More Notable Competitors Imitating Branding Concepts: Already established
agencies could take note of MuseNetworks’ CGM strategy and choose to adopt a
similar approach. This threat could lead to Muse Networks losing its
distinctiveness among its competitors. In this case scenario, the public may skew
to a platform with whom they are already familiar.
77
McDonald, Kerry. “Entrepreneurship Is Skyrocketing During the Pandemic: Kerry McDonald.” FEE Freeman
Article, Foundation for Economic Education,
fee.org/articles/entrepreneurship-is-skyrocketing-during-the-pandemic/.
41
● Client Overload: Muse Networks has limited staff, which may cause the agency to
be overwhelmed by the number of inquiries following its launch. Muse Networks
must know its capacity limit and be prepared to hire additional team members as
needed.
Strategic Implications:
The SWOT analysis highlights Muse Networks’ ability to penetrate its target audience
effectively. Under a tailored CGM plan, they can reach two separate audiences: business owners
who need services and non-business owners who do not. Non-clients will still support the brand
and refer clients if there is a powerful message behind the agency. The CGM plan should
magnify MuseNetworks’ strengths and opportunities, which will help the agency combat low
brand recognition, take on competitors, and attain high conversion rates.
Communication Goals:
The purpose of the CGM plan is to optimize communication between Muse Networks and its
target audience: Millennials and Generation Z. The CGM understands the importance of
branding within the agency. A proposal that maximizes internal and external branding will
ensure that Muse Networks’ message will reach each target group. The plan will:
1. Use internal branding to encourage a casual, diverse, and trendy persona within the
agency at MuseNetworks.
2. Assure Millennial business owners that the agency’s services will optimize customer
experience within their brand.
42
3. Convince Generation Z audience that purchasing services from Muse Networks are
comparable to buying from a friend.
4. Familiarize Millennials with Muse Network’s creative content.
5. Exercise corporate activism to bring awareness while also engaging Generation Z.
6. Convince the target audience that Muse Network’s services will lead to a higher ROI.
Objectives:
Outlining the following objectives will help Muse Networks achieve its communication goals.
The agency should implement the CGM plan two months before the launch.
1. Improve staff’s understanding of agency objectives and mission. Muse Networks should
conduct quarterly pulse checks (four times a year) after launching to ensure that they are
not deviating from its core values.
2. Maintain an average of 4.2/5 in quality assurance surveys with clients who have received
services.
3. Increase Generation Z clients by 20 percent over three months, beginning two months
after the agency’s launch.
4. Increase Millennial followers on all social media platforms by 30 percent over three
months, beginning two months after the agency’s launch.
5. Grow reposts/shares for content on social causes by 10 percent each time this type of
content is released.
Key Messages:
43
It is vital to outline critical messages for Muse Networks to share with its stakeholders. Referring
back to these five talking points will ensure that the agency does not deviate from its action plan
and provide a solid foundation to build CGM strategies and tactics to maximize communication
efforts.
Muse Networks:
● Encourages its employees to feel comfortable showing up to work every day as their true
authentic selves.
● Provides high-quality, creative, and responsive content to its clients.
● Is an authentic, relatable, and trustworthy brand.
● Should be experienced on social media to experience consistent, edgy, creative, and
inspirational content.
● Has a brand that is synonymous with supporting relevant social causes today.
● Is not a payment but an investment in quality, targeted services.
Key Audiences:
1. Muse Networks’ Team:
a. CEO/Founder: As CEO and founder, this person is responsible for ensuring that
the company values outlined in the CGM plan are upheld within the work
environment.
b. Account Managers and Other Employees: These team members will be located in
Los Angeles and manage and contribute to the client’s accounts. Muse Networks
needs to convey a message that encourages comfort and individuality in the
workplace, building brand pride within the agency.
44
2. Millennial Business Owners:
a. Millennial Prospective Clients: Since this group will determine MuseNetwork’s
net income, effective targeting is imperative. Research shows that Millennials
value creativity and high-quality content. Muse Networks’s target message should
assure these stakeholders that the agency’s services will lead to high conversion
rates and ROI. Millennials also prioritize convenience. Understanding this, Muse
Networks should target companies that are:
i. Do not have an eye for engaging content
ii. Too busy to manage their social media accounts.
3. Generation Z Business Owners:
a. Generation Z Prospective Clients: This is another target group that will determine
Muse Networks’ financial earnings. Generation Z, according to research, values
brands that are relatable, trustworthy, and authentic. Since Gen Z is one of the
main stakeholders, Muse Networks will need to embody these attributes in
targeted messages.
4. Millennial Social Media Users:
a. Millennials on Social Media: While these individuals do not directly affect Muse
Networks’ income, they still have the power to grow the agency’s brand online.
MuseNetworks intends on producing in-house content on social media that speaks
to its brand; having Millennial users reshare the agency’s content using their
social media platforms, will ultimately raise brand awareness and grow
MuseNetworks’ niche even further. For MuseNetworks to penetrate this target
audience, they will need to leverage content on Instagram and Facebook
45
(platforms preferred among Millennials), while also including celebrity
influencers in its brand messages. The agency’s digital content will also need to
be consistent, creative, and inspirational.
5. Generation Z Social Media Users:
a. Gen Z on Social Media: This group could also contribute to Muse Networks’
brand through online sharing and client referrals. According to studies, Gen Z is
attracted to brands that support social causes. Hence, Muse Networks could
implement CSR strategies to help engage this group. When targeting Gen Z, it
would also be beneficial for the agency to leverage micro-influencers in its brand
messages across platforms like TikTok, Instagram, and YouTube.
Chapter 6: Strategies & Tactics of the Millennial and Generation Z CGM Plan
The strategies and tactics listed below combine to produce a practical plan for Muse Networks’
campaign launch. The first portion consists of internal branding, while the second segment
details influencer marketing and content creation strategies.
Internal CGM:
● Internal Branding: Muse Networks will establish a brand personality based on its core
values while authentically embodying Millennial and Gen Z culture within the
workspace.
○ Establish Mission, Vision, and Values: Once Muse Networks labels its mission,
vision, and values, it will have a solid foundation to launch and grow its brand
successfully. (Appendix A). These fundamentals will also serve as a reference
46
point to ensure that the agency remains rooted in its core values and stays on track
to meet long-term objectives. Whenever MuseNetworks puts out any content, it
must check every box of its mission, vision, and core values.
■ The agency’s mission should describe services, Muse Networks’ target
audience, and all individuals who the brand might impact. It is important
to note that Muse Networks’ brand voice should shine through in the
statement.
■ Muse Networks’ vision should summarize where the owner sees the
agency in 5-10 years. The agency should adjust its goals, objectives, and
strategies to stay current with new marketing trends and ensure ongoing
success.
■ The values of the agency should serve as a reference point for all
employees of Muse Networks. The following are core values that the
agency upholds: integrity, authenticity, quality, creativity, and inspiration.
● Competitor Analysis: Conducting a competitor analysis will reveal systems that are (not)
working for other creative agencies, allowing Muse Networks to determine three things:
strategies to continue implementing, begin executing, and avoid.
○ Competitor Analysis of Hyyer Creative, C/C/G, P3 Media, and Virtue: As a
newcomer to the market, an analysis of these four agencies (Appendix C) will
help Muse Networks gauge its competition. The assessment should include a
SWOT analysis that takes the agency’s competitor’s social media, earned media,
website/customer experience, pricing, and market positioning into consideration.
● Brand Identity:
47
○ Office Space: Muse Networks’ office space:
■ Relaxed
■ Professional
■ Creative
■ Fun
■ Youthful
○ Work Atmosphere: The CEO wants the work atmosphere to be a relaxed
environment for professional creatives. Employees should not feel obligated to
conform and “behave” as white-collar workers. They should feel comfortable
conversing with coworkers as they do with their friends. While MuseNeworks’
work environment encourages a relaxed atmosphere, strong work ethic and
professionalism must be prioritized.
○ Spokespersons: MuseNetworks’ spokespersons will converse with the agency’s
audience in a personable, relatable manner.
External CGM:
● Brand Identity: Muse Networks needs to curate an official brand logo. This graphic will
represent the agency itself and Muse Networks’ ability to design graphics for future
clients.
○ Muse Networks’ Primary Logo: Muse Networks will design two different logos
representing the agency and the quality of services it will provide. The primary
logo will contain the business’ full name. The graphic’s typeface will be black and
white, giving it a sleek, bold, and gender-neutral feel. The finalized logo must be
48
simplistic, relevant, and attention-grabbing to market to the agency’s target
demographic effectively.
● Brand Personality: Gen Z considers relatable, authentic brands to be trustworthy. To
minimize skepticism, Muse Networks should avoid traditional marketing tactics. In doing
so, the agency should incorporate conversational marketing in its launch video. This
strategy will ensure that its message is personal, engaging, and well-received.
○ Muse Networks’ “What We’re All About” Launch Video: Muse Networks’
WWAA commercial (Appendix D) will be released the day of the agency’s
launch. It will feature the CEO/founder explaining the agency and its provided
services. The main speaker, CEO/founder, will address the audience in casual
clothing, which will create a relaxed, relatable vibe. The promo ad will also
include sports and entertainment references for comical relief. These details will
boost engagement which will also raise brand awareness.
● Psychographic Advertising: If Muse Networks incorporates socially-focused content on
its media accounts, it will make a difference in the community while also raising brand
awareness. A socially focused plan will also win the support of Millennials and Gen Z.
○ Muse Networks’ Juneteenth 2021 Commercial: This year’s Juneteenth will take
place on June 19th, 2021. This holiday commemorates the official day that all
Black enslaved individuals learned about their freedom.
■ Muse Networks’ Juneteenth ad will be a rendition of Dr. Martin Luther
King’s “I Have A Dream” speech. The video will include the voices of
notable Black individuals. By inserting video clips of people saying
49
keywords found in Dr. King’s address, the editor will be able to order it in
a sequence that reads seamlessly.
○ Launch episode one of “My Own Muse” series: “My Own Muse '' is a short
docu-series that highlights individuals operating their purpose by using their
natural talents and gifts. The short docu-series should incorporate a b-roll, giving
the video a cinematic feel. Each “muse” featured will discuss their journey of
fully tapping into their passion. The first guest to be featured on “My Own Muse”
is Cindy Zavala, a stylist and creative artist from Los Angeles, California. She
will discuss her current endeavors and passion for fashion and content creation.
● Influencer Marketing: Influencer marketing is one of the most effective strategies for
Generation Z and Millennials. Offering free select services to individuals with large
followings will allow the agency to grow its portfolio while also upgrading its list of
clientele.
○ Influencer #1- Logo design for FitnessIAm: Fitnessiam is a celebrity fitness
trainer located in Los Angeles, California. He has 146K followers on Instagram,
making him a macro influencer. After looking at his Instagram account
(@fitnessiam), the writer noticed no logo present. Offering to complete a logo
design for free could be beneficial for both parties involved.
○ Influencer #2- Graphic Flyer for Forex Influencer: Forex is a private trading
company. There are several Forex macro-influencers, who need flyers to promote
their conferences and calls. Offering to do a brochure in exchange for promotion
could grow MuseNetworks’ brand awareness.
50
○ Influencer #3- Logo design for Taylor Gordon: Taylor Gordon is a female
entrepreneur launching a new skincare line. She currently has 12.5K followers on
Instagram, making her a micro-influencer. Providing logo design services free of
charge could be mutually beneficial.
○ Influencer #4- Promo Ad for Samariah Leah: Samariah Leah is a vintage denim
design store owner with 89.3K followers on Instagram. Creating a free promo ad
for Leah’s business could help her brand while also showcasing MuseNetworks’
creative ability.
● Online Marketing: It is essential to consistently post promo ads, client work, and
engaging content on all of the agency’s social media accounts. When individuals see
MuseNetworks’ high-quality material on social media, they will know that the agency
also offers quality services.
○ Launch MuseNetworks’ Company Website: MuseNetworks’ website will become
an important media channel for the agency. The website will mirror what clients
expect from the agency’s services. Muse Networks’ website should be
mobile-friendly and include the following:
■ About Us: This should outline the company’s vision, mission, and values.
■ How We Build Brands: Under this section of the website, viewers will see
each service that the agency provides.
■ Digital Portfolio: This component is to display the agency’s portfolio of
work.
■ Connect with Us: This tab will connect Muse Network’s agency with its
potential clients. Here, guests can book services and request consultations.
51
○ Launch Color-Coordinated Instagram Feed: To ensure that the agency’s feed is
aesthetically pleasing and well-organized, Muse Networks should display their
content in a color-coordinated scheme. This creative marketing approach will also
showcase the agency’s social media management skills.
○ Launch Instagram Custom Filters: Instagram users heavily use custom-designed
filters. Creating filters under the agency’s name and promoting them on Muse
Networks’ social media account will increase traffic on its platform.
○ Launch Muse Networks Blog: Instagram has recently added a tab on its user’s
page to insert short blogs. Writing about topics that Millennials and Generation Z
will find interesting will increase traffic on Muse Networks’ social media account.
The goal is to have two blogs released upon launching. These blogs should also
be featured on the agency’s website.
○ Launch Muse Networks’ TikTok Account: TikTok is a social media platform
heavily used by Millennials and Generation Z. By posting promo ads, behind the
scene clips, and personalized videos, the agency will be able to grow its brand
with its target audience.
○ Launch Muse Networks’ YouTube Page: Youtube is a social media platform
heavily used by Millennials and Generation Z. By posting promo ads and
episodes of the “My Own Muse” series, the agency will be able to grow its brand,
amount of supporters, and clientele.
Chapter 7: Evaluation, Timeline & Conclusion of the CGM Plan
Evaluation:
52
● Successful launch: The previously outlined objectives will determine the success of
MuseNetworks’ cross-generational marketing plan. To properly execute the CGM plan,
the agency needs to stick to the timeline leading up to the launch. This will generate a
buzz before the company opens, which will optimize engagement among MuseNetworks’
target audience (Millennials and Gen Z). It will also position the agency to optimize new
clients and effectively compete against similar businesses.
● Staff’s understanding of objectives and mission: As stated, one of MuseNetworks’ key
objectives is to ensure that employees have a full understanding of its core values. This
goal will be evaluated with an employee handbook quiz upon hiring. Each team member
will be required to attain a score of 85 percent or higher before working.
● Client load: MuseNetworks’ goal is to have a total of 12 recurring clients and 2 major
campaigns six months after launching.
● Client reviews: Six months after MuseNetworks’ launch, the agency needs to have an
average of 4.2/5 in quality assurance surveys from clients.
● Social media following: MuseNetworks should accrue 1,000 organic/authentic followers
on its Instagram account six months after launching. Social media support from those
who are not clients is also considered a success. These individuals could potentially refer
new clients to MuseNetworks or share the agency’s content, increasing brand awareness.
Timeline:
MuseNetworks will launch in December of 2021; hence, the agency’s CGM plan will run from
June 2021 to December 2021. From June 2021 to September 2021, the agency will conduct
53
internal branding, where the mission statement, values, and vision are specified. MuseNetworks’
official logo design will also take place during this time.
Although the agency will not offer services until December 2021, it must begin growing its
social media in advance. It will post its company logo and Juneteenth ad on Instagram during
June. Competitor analyses on marketing agencies targeting a similar demographic will also occur
during this period. Once this happens, MuseNetworks will build competitive external branding
tactics that reflect its core values.
In September 2021, MuseNetworks will begin to initiate influencer marketing. From September
2021 to November 2021, the agency will post influencer-curated content on its social media.
MuseNetworks will release episode one of “My Own Muse” in November of 2021 as well. The
CGM plan will conclude with the “What We’re All About” promotional advertisement, which
will be posted the day of MuseNetworks’ launch (December 2021).
Conclusion:
While MuseNetworks has initiated internal branding, it still needed a cross-generational
marketing plan to reach its target audience of Millennial and Gen Z business owners alike.
Although these two cohorts have many similarities, they have discrepancies from a marketing
perspective that cannot be ignored. Their difference in attention span time, desired social media
platforms, and preferred style of influencer marketing requires separate lists of strategies and
tactics that will have an equal effect on both Millennials and Gen Z. The research conducted by
the writer in this thesis exposed an unmet market (Millennial and Gen Z business owners),
54
revealed ways to authentically engage the target audience, and provided a foundation of effective
marketing strategies for MuseNetworks’ to implement for its launch, making the study a success.
The writer's CGM plan will ultimately serve as a reference point for MuseNetwork’s future
communication/marketing efforts. It is recommended that the agency conduct an annual analysis
of its target audience. Generation groups evolve consistently; thus, future adjustments will be
necessary to ensure that marketing strategies and tactics are current. It will also allow executives
to add or remove any demographic from their target audience. Using this foundation,
MuseNetworks will have the opportunity to successfully launch its agency, optimize
conversions, and grow the brands of Millennial and Generation Z business owners.
Appendix A: MuseNetworks Mission, Vision, & Values
55
Appendix B: MuseNetworks Primary Logo
In-Depth Interview Transcripts
56
57
58
59
60
61
Bibliography
Anders, George. Entrepreneurs Thrive in These 10 U.S. Cities -- and 9 Aren't Silicon Valley, 3
Dec. 2020,
www.linkedin.com/pulse/entrepreneurs-thrive-10-us-metros-9-arent-silicon-valley-anders
/.
Annie Casey Foundation. “Social Issues That Matter to Generation Z.” The Annie E. Casey
Foundation, 13 Feb. 2021, www.aecf.org/blog/generation-z-social-issues/.
Azoulay, Pierre, et al. “Age and High-Growth Entrepreneurship.” Northwesterns.edu, Apr. 2019,
www.kellogg.northwestern.edu/faculty/jones-ben/htm/Age%20and%20High%20Growth
%20Entrepreneurship.pdf.
Bedgood, Larisa. “Consumer Shopping Trends and Statistics by the Generation: Gen Z,
Millennials, Gen X, Boomers and the Silents.” Business 2 Community,
www.business2community.com/trends-news/consumer-shopping-trends-and-statistics-by-
the-generation-gen-z-millennials-gen-x-boomers-and-the-silents-02220370.
Bond, Casey. “There's A Big Difference Between Millennials And Generation Z.” HuffPost,
HuffPost, 7 Aug. 2020,
www.huffpost.com/entry/millennials-gen-z-differences_l_5f2b87f6c5b6e96a22adc439#:~
:text=The%20key%20distinction%20between%20millennials,Z%20right%20now%2C%
20he%20said.
Bryant, Sean. “How Many Startups Fail and Why?” Investopedia, Investopedia, 9 Nov. 2020,
62
www.investopedia.com/articles/personal-finance/040915/how-many-startups-fail-and-wh
y.asp#citation-1.
Bureau, U.S. Census. “Schooling During the COVID-19 Pandemic.” The United States Census
Bureau, 26 Aug. 2020,
www.census.gov/library/stories/2020/08/schooling-during-the-covid-19-pandemic.html.
Chan, Joei. “Marketing to Millennials: What You Need to Know About This Prized Market
Segment.” Social Media Today, 14 Nov. 2018,
www.socialmediatoday.com/news/marketing-to-millennials-what-you-need-to-know-abo
ut-this-prized-market-se/542034/.
“Council Post: The Difference Between Marketing To Millennials And Generation Z.” Forbes,
Forbes Magazine, 26 Mar. 2019,
www.forbes.com/sites/theyec/2019/03/26/the-difference-between-marketing-to-millennia
ls-and-generation-z/?sh=3576dacb58c9.
Dailey, Whitney. “What Purpose-Driven Companies Need to Know about Gen Z.” PR Daily, 13
Nov. 2019,
www.prdaily.com/what-purpose-driven-companies-need-to-know-about-gen-z/.
Dimock, Michael. “Defining Generations: Where Millennials End and Generation Z Begins.”
Pew Research Center, Pew Research Center, 13 Apr. 2021,
www.pewresearch.org/fact-tank/2019/01/17/where-millennials-end-and-generation-z-beg
ins/.
DoorDash, Inc. “ DoorDash - Food Delivery.” App Store,
apps.apple.com/us/app/doordash-food-delivery/id719972451.
Donovan, Jay. “The Average Age for a Child Getting Their First Smartphone Is Now 10.3
Years.” TechCrunch, TechCrunch, 19 May 2016,
techcrunch.com/2016/05/19/the-average-age-for-a-child-getting-their-first-smartphone-is-
now-10-3-years/.
63
“Fenty Beauty By Rihanna.” YouTube, YouTube,
www.youtube.com/channel/UC0HVR9T6oFS3veefhGCGEsw.
Fleming, Molly. “Why Is the Beauty Industry Still Failing Women of Colour?” Marketing Week,
5 July 2019, www.marketingweek.com/beauty-industry-failing-women-colour/.
Frey, William H. “Now, More than Half of Americans Are Millennials or Younger.” Brookings,
Brookings, 14 Aug. 2020,
www.brookings.edu/blog/the-avenue/2020/07/30/now-more-than-half-of-americans-are-
millennials-or-younger/.
Fry, Richard. “Millennials Overtake Baby Boomers as America's Largest Generation.” Pew
Research Center, Pew Research Center, 28 Aug. 2020,
www.pewresearch.org/fact-tank/2020/04/28/millennials-overtake-baby-boomers-as-ameri
cas-largest-generation/.
“Gen Z Prefers DoorDash Over Other Food Delivery Service Providers.” Thrive Analytics, 23
Dec. 2020,
thriveanalytics.com/gen-z-prefers-doordash-over-other-food-delivery-services/.
Green, Dennis. “The Most Popular Social Media Platforms with Gen Z.” Business Insider,
Business Insider, 2 July 2019,
www.businessinsider.com/gen-z-loves-snapchat-instagram-and-youtube-social-media-20
19-6.
Goldschein, Eric. “7 Content Marketing Tactics for Targeting Millennials.” SocialPilot,
www.socialpilot.co/blog/content-marketing-for-millennials.
Hanbury, Mary. “Gen Z Is Leading an Evolution in Shopping That Could Kill Brands as We
Know Them.” Business Insider, Business Insider,
www.businessinsider.com/gen-z-shopping-habits-kill-brands-2019-7.
Hobbes, Michael. “Generation Screwed.” The Huffington Post, TheHuffingtonPost.com, 14 Dec.
64
2017, highline.huffingtonpost.com/articles/en/poor-millennials/?mobile=1.
Hoffower, Hillary. “Gen Z Started Building Wealth Earlier than Millennials, and an Expert Says
9/11 Is the Main Event That Divided the 2 Generations and Their Views on Money.”
Business Insider, Business Insider, 11 Sept. 2019,
www.businessinsider.com/millennials-vs-gen-z-divided-by-911-different-money-habits-2
019-4.
Inline XBRL Viewer,
www.sec.gov/ix?doc=%2FArchives%2Fedgar%2Fdata%2F320187%2F00003201872000
0047%2Fnke-531202010k.htm#sD89DC7C02F1F54B8A91DC95BF7A3AAE4.
Jenkins, Ryan. “The Complete Story of the Millennial Generation.” Inc.com, Inc., 10 July 2017,
www.inc.com/ryan-jenkins/the-complete-story-of-the-millennial-generation.html.
Jenkins, Ryan. “Who Is Generation Z? This Timeline Reveals It All.” Ryan Jenkins Next
Generation Catalyst, Speaker & Blogger,
blog.ryan-jenkins.com/who-is-generation-z-this-timeline-reveals-it-all.
Kim, Hannah. WOKE ADVERTISING: CORPORATE BRAND POLITICIZATION AND THE
COMMODIFICATION OF RACIAL JUSTICE AND IDENTITIES. Scripps College, 4
Dec. 2020,
static1.squarespace.com/static/5fa9c7d1c4f94a714de82abb/t/5fce7a84f89fd46b18de433e/
1607367308515/Hanna+Kim+Senior+Thesis+Final+Draft.pdf.
Lambert, Lance. “TikTok to the Moon? The App Is Outgrowing Its Gen Z Stereotype.” Fortune,
Fortune, 15 Feb. 2021,
fortune.com/2021/02/15/tiktok-gen-z-users-age-groups-survey/#:~:text=On%20TikTok%
2C%20Gen%20Z%20rules,and%205%25%20of%20baby%20boomers.
Landrum, Sarah. “Millennials Driving Brands To Practice Socially Responsible Marketing.”
Forbes, Forbes Magazine, 17 Mar. 2017,
www.forbes.com/sites/sarahlandrum/2017/03/17/millennials-driving-brands-to-practice-s
ocially-responsible-marketing/?sh=4c9d6a674990.
“Large Cap (Big Cap) Stocks - USA.” TradingView,
65
www.tradingview.com/markets/stocks-usa/market-movers-large-cap/.
Leonhardt, Megan. “62% Of Millennials Say They're Living Paycheck to Paycheck.” CNBC,
CNBC, 13 May 2019,
www.cnbc.com/2019/05/10/62-percent-of-millennials-say-they-are-living-paycheck-to-pa
ycheck.html.
Lipsman, Andrew. “Amazon Prime Membership Growth Will Drive a Record-Setting Prime
Day.” Insider Intelligence, Insider Intelligence, 12 Oct. 2020,
www.emarketer.com/content/amazon-prime-day-2020-kicks-off-early-holiday-season?eci
d=NL1014.
Mather, Victor. “A Timeline of Colin Kaepernick vs. the N.F.L.” The New York Times, The New
York Times, 15 Feb. 2019,
www.nytimes.com/2019/02/15/sports/nfl-colin-kaepernick-protests-timeline.html.
Mohsin, Maryam. “10 Social Media Statistics You Need to Know in 2021 [Infographic].”
Oberlo, Oberlo, 5 Apr. 2021,
www.oberlo.com/blog/social-media-marketing-statistics#:~:text=Facebook%20is%20the
%20most%20popular,on%20social%20networks%20and%20messaging.
Moraes, Lisa de. “Donald Trump Whips Up Base Blasting Nike Ad Featuring Colin
Kaepernick.” Deadline, Deadline, 5 Sept. 2018,
deadline.com/2018/09/donald-trump-nike-colin-kaepernick-ad-nfl-knee-national-anthem-
1202457485/.
Nakagawa, Keisuke, and Peter Yellowlees. “Inter-generational Effects of Technology: Why
Millennial
Physicians May Be Less at Risk for Burnout Than Baby Boomers.” Current psychiatry
reports vol. 22,9 45. 13 Jul. 2020, doi:10.1007/s11920-020-01171-2
Needle, Flori. “75 Essential Social Media Marketing Statistics for 2021.” HubSpot Blog, 24 Feb.
2021,
blog.hubspot.com/blog/tabid/6307/bid/23865/13-mind-bending-social-media-marketing-s
tatistics.aspx.
66
Olya, Gabrielle. “How Gen Z Plans To Avoid Student Loans.” Yahoo!, Yahoo!, 2 Mar. 2021,
www.yahoo.com/now/gen-z-plans-avoid-student-200026472.html.
Pooley, Cat Rutter. “Millennials Are Less Entrepreneurial and Fail More Often.” Financial
Times, Financial Times, 14 June 2018,
www.ft.com/content/e1f5416e-4eb8-11e8-ac41-759eee1efb74.
Revert, Taylor. “DoorDash's Growth Strategy: Why Simplicity Succeeds: Attest Blog.” Attest, 17
Feb. 2021, www.askattest.com/blog/strategy/doordash-growth-strategy.
Rupar, Aaron. “‘These Media Posts Will Serve as Notification’: Trump's Dangerous Iran Tweets,
Briefly Explained.” Vox, Vox, 6 Jan. 2020,
www.vox.com/2020/1/6/21051550/trump-iran-tweets-soleimani-war-powers-act.
Russo, Jared. “Doordash Is Beating Postmates and Grubhub - Here's Why.” The Business of
Business, Thinknum, 2
June 2020,
www.businessofbusiness.com/articles/doordash-is-beating-postmates-and-grubhub-at-alte
rnative-data/.
Ryan, Rosanna.“Why Fenty Beauty Is Winning the Media Impact Race” Launchmetrics, 23 Mar.
2020,
www.launchmetrics.com/resources/blog/fenty-beauty-media-impact.
Schroeder, Bernhard. “A Majority Of Gen Z Aspires To Be Entrepreneurs And Perhaps Delay Or
Skip College. Why That Might Be A Good Idea.” Forbes, Forbes Magazine, 18 Feb.
2020,
www.forbes.com/sites/bernhardschroeder/2020/02/18/a-majority-of-gen-z-aspires-to-be-e
ntrepreneurs-and-perhaps-delay-or-skip-college-why-that-might-be-a-good-idea/?sh=1a
89aaa75a45.
67
The Generation of 1914, by Robert Wohl, Weidenfeld and Nicolson, 1980, p. 203.
“A Timeline of COVID-19 Developments in 2020.” AJMC, 1 Jan. 2021,
www.ajmc.com/view/a-timeline-of-covid19-developments-in-2020.
Wattpad Brand Partnerships. “Understanding Gen Z, The Socially Conscious Generation.”
Wattpad, 19 Nov. 2019,
brands.wattpad.com/insights/understanding-gen-z-the-socially-conscious-generation#:~:
text=What%20does%20Gen%20Z%20care,conscious%20generation%20for%20good%2
0reason.
What's Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want, by Tamara
J. Erickson, Harvard Business Review Press, 2014, p. 16.
“Who We Are.” About Amazon, 18 Sept. 2020, www.aboutamazon.com/about-us.
Works, FastCo. “Millennial Small Business Owners Are a Plentiful and Profitable Audience.”
Fast Company, Fast Company, 21 Feb. 2020,
www.fastcompany.com/90466428/millennial-small-business-owners-are-a-plentiful-and-
profitable-audience.
68

Abstract (if available)

Linked assets

University of Southern California Dissertations and Theses

Conceptually similar

PDF

Utilizing brand personality while engaging Millennials on Twitter

PDF

Strategic planning model: how KFC China can attract Gen Z and Millennials through appreciating Chinese values

PDF

Return of the MAC: a strategic communication plan to resonate with Gen Z consumers

PDF

Growing up with Alphas: how animation marketers can survive the next generation

PDF

Analyzing the decline of symphonic music in the United States: public relations strategies to attract Millennials

PDF

Growth hacking: a deep look into online marketing for startups

PDF

A critical look at organic farming and positioning of organic products in the American market

PDF

Generation Z: social media, influencers and brand loyalty in entertainment

PDF

A case study of Nintendo during COVID-19: illustrated by the launch of Nintendo Switch and Animal Crossing: New Horizons

PDF

The making of a crisis communication plan for a large, public, national professional services company

PDF

Public relations vs. advertising for the big screen: the ever-growing role of strategic public relations in the effective marketing of theatrical motion picture releases

PDF

COVID-19 as a catalyst for telehealth: using public relations to assist in widespread public adoption

PDF

The authentic meme

PDF

Creating the brands we trust: how organizations in the lifestyle category build consumer trust through effective branding and content marketing in the 21st century

PDF

Crisis communication & natural disasters: communication plan for Rome, Italy in the case of an earthquake

PDF

A study on how companies communicate and market themselves on Sina Weibo

PDF

Whole foods market -- a communication plan to engage the German market

PDF

Destination USA: marketing the United States as an international travel destination

PDF

The search for authenticity in influencer marketing

PDF

Tailoring pharmaceutical public relations strategies to different markets: a case study of the launching strategies of Gardasil in the U.S. and China

Asset Metadata

Creator Brooks, Alexus (author)

Core Title Marketing to Millennials and Gen Z: a strategy presented for a startup creative agency

School Annenberg School for Communication

Degree Master of Arts

Degree Program Strategic Public Relations

Degree Conferral Date 2021-12

Publication Date 10/15/2021

Defense Date 10/15/2021

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag cross-generational marketing,Generation Z,Marketing,Millennials,OAI-PMH Harvest,startup

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Tenderich, Burghardt (committee chair), Cook, Fred (committee member), Floto, Jennifer (committee member)

Creator Email albrooks@usc.edu,alexuslbrooks@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC16208274

Unique identifier UC16208274

Legacy Identifier etd-BrooksAlex-10168

Document Type Thesis

Rights Brooks, Alexus

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright. The original signature page accompanying the original submission of the work to the USC Libraries is retained by the USC Libraries and a copy of it may be obtained by authorized requesters contacting the repository e-mail address given.

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA

Repository Email cisadmin@lib.usc.edu