Integrated Marketing Communications Plan for

Larkin Arts
By Kelsey Combs, Katie Lyle, Kylie Marinzel, Lauren Miller

Table of Contents
Executive Summary ...................................................................................................................... 3
Situation Analysis.......................................................................................................................... 4
Industry Overview ....................................................................................................................... 4
Customers .................................................................................................................................... 4
Geography ................................................................................................................................... 5
Seasonality .................................................................................................................................. 5
Purchase Cycle ............................................................................................................................ 5
Competition and Allies................................................................................................................ 5
Competitive Media Spending ...................................................................................................... 7
Research Findings ....................................................................................................................... 8
SWOT Analysis........................................................................................................................... 9
Goals and Audience .................................................................................................................... 11
Goals and Audience .................................................................................................................. 11
Positioning and Key Messages ................................................................................................... 14
Key Messages ............................................................................................................................ 14
Strategies and Tactics ................................................................................................................. 16
Measurement and Evaluation .................................................................................................... 21
Appendix A .................................................................................................................................. 33
Appendix B .................................................................................................................................. 35
Appendix C .................................................................................................................................. 36

Executive Summary
Dear Larkin Arts,
Over the past few months, we have thoroughly researched your business - from your past
operations, to current market situations, and future opportunities. Through this research, our team
has prepared a Strategic Integrated Marketing Communications (IMC) Plan to tap into these
opportunities and help Larkin Arts become a more successful art establishment.
This plan has set goals for your company and illustrated accessible ways to achieve them
successfully. We believe that with the implementation of this plan, Larkin Arts will be able to
increase awareness and build a brand community around the business. Larkin Arts is a unique
business; this strategic plan will capitalize on that when communicating with the public.
The first section of the plan is the Situation Analysis, which is an overview of the current state of
Larkin Arts. This includes analyzing your competitors and industry trends. We also researched
the strengths, weaknesses, opportunities, and threats presented through a SWOT analysis, which
helped us develop the following content of the plan.
Next, we identified two main goals for the communication efforts: to increase awareness and to
create a brand community around Larkin Arts. We recognized the three primary audiences and
two secondary audiences in which to direct these communications towards.
After the Goals and Audience section, we looked at the Positioning and Key Messages. The
positioning statement will help to differentiate your store and services from the competitors. The
key messages will be the three main messages that will be communicated through these
marketing efforts.
Succeeding the Positioning and Key Messages section will be the Strategies and Tactics
component of the plan. These strategies are the ideas that will help us to meet the two goals. The
tactics are the specific actions we will execute to achieve these outcomes.
The final portion of the plan is Measurement and Evaluation. Measuring the tactics will help us
gauge whether we are successfully reaching the objectives of these marketing communication
efforts. Once measured, we evaluate these measurements to make changes to the strategies and
tactics being used. This section also provides crucial information regarding when to implement
these tactics and the budget that will be required to ensure this plan is successful.
Our IMC team has the utmost confidence that this plan will accomplish the two goals set forth.
These efforts were created based off of Larkin Arts core competencies and will improve the
position of your business in the long-term. We thank you for the time and support you have
provided during the creation of the plan. We encourage you to contact us at
combska@dukes.jmu.edu with any questions so you may fully utilize this strategic plan.
Sincerely,
Your IMC Team - Kelsey Combs, Katie Lyle, Kylie Marinzel, Lauren Miller
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Situation Analysis
In the situation analysis for Larkin Arts we will be covering the industry overview, competitors,
and current media spending, along with an analysis of strengths, weaknesses, opportunities and
threats (SWOT analysis). This will help Larkin Arts to better understand where it presently sits
in the market.
Industry Overview
Larkin Arts is a unique business because it operates in four different industries: art supply
retailing, art classes, studio rentals, and art gallery. Because of the four different industries in
which it operates, its situation must be looked at differently for each facet of its business.
According to IBISWorlds industry market research, the art supply retail industry is in the
decline stage of its life cycle, however the proximity to James Madison University (JMU) and
the connection to its art program present large opportunities for expanding the stores customer
base. The art supply retail industry is the largest and most competitive industry in which you
operate. This industry presents challenges because of high competition.
The classes that Larkin Arts offers to children and adults is part of the fine arts schools industry,
which is in a growth stage, despite an uphill battle against previous tough economic times.
According to IBISWorld, the fine arts schools industry is expected to grow 2.5% in 2014 and 3%
in 2015. This industry growth, combined with potential new target markets for classes offered at
Larkin Arts, provides a good chance for advancement.
The art studios that you rent out to local artists is a different line of business than the previous
two mentioned, however still dependent on the demand for art. If artists have no consumer
demand for their work, they will not seek a space to rent, such as the studio space that Larkin
leases. Currently the rental industry, as well as the art dealer industry, is in growth stages and
expanding due to increased discretionary spending. This industry is fairly small and depends
heavily on connections with a local network of artists.
Finally, Larkin Arts operates in the art gallery/art dealer industry. This industry is comprised of
small art galleries and art auction houses that sell mostly original or limited edition artwork,
making it a highly competitive market. IBISWorld expects this industrys average revenue to
experience high growth (about 5.5%) over the next four years.
Customers
The current customers of Larkin Arts are made up of mostly Caucasian and Hispanic individuals
from the City of Harrisonburg, ranging from elementary school age to senior citizens. The main
patrons of Larkin Arts are local artists, university students, couples, and grade school students
which are described in more detail below. All patrons tend to have an interest in art, but their
families need to have disposable income.

Local artists who visit Larkin Arts are interested in purchasing new materials to finish
their artwork, displaying their completed artwork in juried shows, or renting a studio
space to make their masterpieces.
University students come to Larkin Arts to buy the art supplies on their class lists for the
upcoming semester. University students enter their work into juried art shows. These
students attend JMU, Eastern Mennonite University (EMU), or Bridgewater College
(BC).
Couples and locals with disposable income and an interest in art like to participate in
classes at Larkin Arts, such as couples night, ladies night, and painting your pet night.
They also tend to stop in to see the gallery while they are downtown at First Fridays to
view artwork and have refreshments.
Grade school students go to Larkin Arts for summer camps, after school programs,
portfolio boosters, and a program on Friday nights where parents can drop them off for a
few hours while they go on a date. These children come from families that have an
interest in keeping their children engaged in the arts and have the disposable income to
afford the classes.

Geography
Located in the heart of downtown Harrisonburg, the store is conveniently 0.85 miles from JMUs
campus. There are also two other colleges, Bridgewater College and Eastern Mennonite
University (EMU), within 10 miles of the store. The area around the store is in a lower income
bracket. The physical address is 61 Court Square, Harrisonburg, VA 22801.
Seasonality
Visitor traffic is at its peak during the first two weeks of September and the first two weeks of
January due to the beginning of college semesters. The store is busy during the holidays when
there are special offers for classes and deals are running. Also, it is busy during the summer
when multiple summer camps are in session. Business is slow during the winter, excluding
holidays, due to less foot traffic downtown with the colder weather. There also are outdoor
exhibits, which are not as popular in the winter.
Purchase Cycle
The purchase cycle is up to the discrepancy of the customers. When they want to take an offered
class they pay for it onsite before the class starts. Materials are included in the price of the class,
so customers dont need to buy supplies prior. Taking the classes can lead customers to purchase
supplies from the store so they can create art on their own. University students come in at the
beginning of each semester (early September and early January) to buy supplies for their new
classes.
Competition and Allies
The art community in the City of Harrisonburg offers both visitors and local citizens a unique
experience. There are other galleries and art supply stores, as well as other places in town that
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offer classes for adults and kids to take. Other art galleries are seen as allies but do bring a source
of competition since they are taking time and money away from the galleries at Larkin. More
galleries build up the market for art and influence the publics attitude toward art, however if
customers are visiting other galleries instead of yours, it will threaten the success of your
galleries. Other galleries in town such as the Franklin Street Gallery, JMU Art Galleries &
Exhibits, and the Wilson Downtown Gallery can be helpful and supportive to the gallery at
Larkin Arts. However, there are direct competitors to other facets of your business. The most
direct competitors to Larkin Arts include competition from other art supply stores and places in
town that offer classes.
Primary Competitors
Art Supply Retail Industry

Michaels Craft Store

o Sells art supplies and also teaches classes
o Have a well-known name which helps with brand loyalty
Wal-Mart
o Sells art supplies and has a reputation for everyday low prices
JMU Bookstore
o Sells art and school supplies
o Is centrally located on campus so it is convenient for students
BC Bookstore
o Sells art and supplies
o It is located on campus of BC which is convenient for students
Online Retailers
o Able to provide lower prices than a store
o More variety in options

Fine Arts Schools/Classes Industry

You Made It
o Provides art classes
o Located downtown
OASIS Fine Art and Craft
o Sells local crafts
o Located downtown
o Spritzer Art Center
o Provides art classes
o Has a large gallery sector

Secondary Competition
Secondary competition is also a concern for Larkin Arts. Other businesses or events in
Harrisonburg that may stop customers from taking a class at Larkin Arts or visiting their store
include:
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JMU Sporting Events The sports teams at JMU bring large crowds to their events. As
an alternative to visiting the art gallery or shopping at the store, Harrisonburg residents
and JMU students may instead attend a sporting event.
Forbes Center Events The Forbes Center for Performing Arts at JMU is also a
consideration of entertainment for potential Larkin Arts customers. This is secondary
competition because Forbes concerts or plays are a form of fine arts that could compete
for the time of the Harrisonburg community.
Local Parks/JMU Arboretum An alternative to walking through the gallery may be
walking through a local park or the arboretum at JMUs campus. Similar to an art gallery,
there are things to be seen to stimulate the senses and feel connected to art, like
sculptures in the arboretum.
Artful Dodger/Clementine Caf/ Blue Nile These dining areas are located downtown
near Larkin Arts and offer an alternative outing for students and Harrisonburg residents.
These restaurants, as well as others, often hosts trivia nights, stand-up comedians, and
live musicians.
Movie Theatres Instead of making a visit to the gallery, customers may be attracted to
the local movie theatre for entertainment. New movies are released more frequently than
the art gallery changes their artwork on display. This could be why consumers choose to
visit the movies instead of going to the art gallery or visiting the art store at Larkin Arts.

Competitive Media Spending

Currently, Larkin Arts has low awareness in the Harrisonburg community. A majority of your
classes are not getting filled and that is where a good portion of the money comes from. You
have only been open for two years, leaving little room for advertising and other marketing
communications. Larkin Arts relies heavily on Facebook as their main source of communication
to current and potential customers. Facebook gets updated almost daily with class schedules and
gallery openings. Other marketing communications that are being implemented include:
Advertising/PR/Promotions

News Networks- A local news station (WHSV Channel 6) came out to broadcast reports
on an upcoming Larkin Arts gallery show.
Posters- Posters are hung around downtown Harrisonburg as well as at JMUs art center
and BCs art center.
Newspaper Article- There was an article in the Harrisonburg newspaper about the gallery
and the new artists that are coming into the studio.
Brochures- They are placed in cafs, restaurants, and in the Larkin Arts store.
Newsletters- The writing intern creates a newsletter to hand out to local businesses and
households in the community with updates on the store, class schedules, and upcoming
galleries and shows.
Course Catalogs- These are handed to art professors at JMU and BC to intrigue students
to purchase their supplies for classes from Larkin Arts.
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Social Media- There is constant Facebook use and you always keep it up to date. There
were previous attempts to use Twitter but there hasnt been enough time recently to
familiarize the staff with this social media site.
Word-of-mouth- This is generated from former visitors and friends in the community.

Research Findings
By looking at primary and secondary information, we learned the following:
Revenue

Studio: $1,600 per month

Store: $3,000 $14,000 per month
Classes: $1,000 per month
Summer Camps: $10,045- $23,800 (seven weeks during the summer)

Expenses

Rent: $2,375 per month

Loan Repayment: $2,000 per month
Payroll: $600 - $1,300 per month
COGS: $1,500 - $7,000 per month
Cost of instructors is 39% of enrollment in fall and spring and 53% in summer

Employees

Owner Valerie Smith

Owner Scott Whitten
Graphic Designer Elwood Madison III
Graphic Design Intern Andrew Garci
Writing Intern Allison Michelli
Center Assistant Ellie Spaulding

Key Insights

Larkin Arts has a limited advertising budget, which means that we need to take advantage
of free marketing communication options, such as social media and local news outlets.
Larkin Arts is looking to expand into the market of EMU students, but have limited
connections to that community.
There is interest in having volunteers help in the store and with marketing efforts.
The owners, Smith and Whitten, have strong ties to the downtown Harrisonburg
community and have a strong network of artists.

SWOT ANALYSIS

SWOT Analysis

Strengths
Open to all ages and talents
Offers diverse classes
Connection to JMU professors
Many different facets (art store, gallery,
studio, classes)
Summer camps

Generate higher attendance for the gallery

in winter months
Reach out to student community

Weaknesses
Need more volunteers
Lack of social media (Twitter, Instagram,
Pinterest)
Small budget
Expensive supply prices
Scott and Valerie do everything

Artist network in the community

Facebook page
Owners knowledge of Harrisonburg and
the surrounding area

Opportunities
Fill all studios
Become a nonprofit
Purchase an art bus
Artist in residency program
Art markets
Partnering with local companies

Not enough time

Threats
Another art supply store, studio, or a
business that offers classes opening
Economy
Hiring interns that don't pull their weight
Amazon
Michaels, Wal-Mart, etc.

Harrisonburg residents in general do not

have enough disposable income to shop/
take classes

Strengths
Larkin Arts is the only place in Harrisonburg that has a gallery, offers classes, is an art store, and
has studios for rent. This attracts a multitude of different people with a range of talent levels,
which gives Larkin Arts an advantage over other similar businesses in the area because
everything can be found in one place. Larkin Arts offers different types of classes so that it can
appeal to people of all ages, gender, and talent levels. Types of classes offered include: summer
camp classes, couples night, ladies night, ceramics classes, and paint your pet classes. Smith
graduated from JMU and has been in the Harrisonburg area since 1996. Whitten grew up in
Harrisonburg and also attended JMU for two years. This has allowed them to develop strong
relationships with the JMU art professors. Through these professors, Larkin Arts can market to
the most desirable potential customers.
Weaknesses
The majority of Larkin Arts weaknesses stem from its small budget. Since only being in
business for about two years, they are making revenues, but they are not making profits. The
budget is causing hesitation to spend on marketing, because they do not have money to spare if
something does not work or does not bring in as many customers as predicted. Because Larkin
Arts is a local business rather than a large chain, they cannot get the materials to sell in their
store direct from manufacturers. Instead, Larkin Arts has to work with three different distributors
9

to get products, making prices higher than the prices of those that could be found at a place such
as Michaels Craft Store or online through Walmart.
Opportunities
Downtown Harrisonburg is a tight knit community that is always trying to bring more consumers
to the area. Larkin Arts can partner with other local businesses to attract more customers to both
of their businesses. They could also work with an artist in residency program. The artist could
use their space if they help with the business operations. Another opportunity Larkin Arts has is
reaching out to more students in the community. There are three universities in the area, all of
which offer art classes and majors. If they can draw these students to buy supplies from the store,
place artwork in the gallery, and attend or teach classes, Larkin could substantially increase
revenue.
Threats
Larkin Arts is successful because it is the only business in the area that offers the multiple facets
in the art field. If another business were to come into Harrisonburg and offer the same services
that Larkin Arts does, there would be a loss of business. For the store, Wal-Mart and Michaels
are both threats because they can offer the same products for cheaper prices and credibility of
their big box name. A declining economy would also harm the business at Larkin Arts because
customers need to have disposable income to afford the products and services offered.
Strategic SWOT Analysis
Using this information, we have provided a strategic SWOT analysis, which can be found in
Appendix A on page 33. To get the strategic SWOT, we chose the most important opportunities
and turned them into environmental data. Then, we used opportunity and threat pairs as well as
strength and weakness pairs to match the environmental data. We then came up with action items
that support the environmental data. The action items that were the most common are the items
we strongly believe in implementing first to take full advantage of the opportunities you have.
The action items we find most important are adding more forms of social media, holding social
media contests, loyalty programs, and having student representatives. The Larkin Arts Facebook
page is updated almost daily and is easy to use, but employees do not use Twitter, which is also
an easy way to keep the community updated constantly. Instagram and Pinterest could be used as
other forms of social media as well. This would be beneficial to Larkin Arts because it would
provide an online place to post pictures of classes in action, work created during classes, local
artists work, and pictures of new products Larkin Arts has in stock. On social media pages,
promotions such as one free class or a discount/store credit to the participant that shows their
best piece of art or promotes Larkin Arts in a creative way can be offered. If Larkin Arts created
a loyalty program, it could improve customer retention rates. Student reps could be students from
surrounding universities that volunteer at the store, and then promote it in their classes and clubs
through school. This would be beneficial to Larkin Arts because it would have more free
marketing and help around the business. The student reps would also benefit by receiving
community service hours and get more involved with the Harrisonburg art community.
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Goals and Audience

Next we will identify what goals we should implement to become a more successful business.
We will also lay out what primary audiences we should focus on for improvement in awareness
and business strategies.
Goals and Audience
After completing the situation of Larkin Arts, we understand where major opportunities lie for
your business. After identifying these opportunities, goals for overall business operations and
marketing communications were created and are described in further detail below. Audiences
were also identified and profiled. These audiences are now the primary targets of the marketing
communication efforts we will put forth. This will help us understand who is in our target
audiences and the best way to reach them.
Before we explain the marketing communication goals we want to emphasize the importance of
creating a three year strategic plan for Larkin Arts. This will help you illustrate the direction of
your future. Without this formation of business goals, your business will not be able to thrive.
For example, planning the number of employees Larkin Arts needs to most efficiently run the
business will be critical for budgeting. Also, having a long-term plan to ensure all studios are
being rented out will help maximize profits. Since we specialize in marketing and marketing
communications, we highly recommend using an outside consulting firm to ensure the highest
quality work. We would be happy to recommend a local consultant that will be able to help you
with the creation of a strategic business plan at a low cost.
Below are two marketing communication goals we believe are best for the company moving
forward. These goals will help Larkin Arts establish a larger and more loyal customer base to
ultimately help you maximize your profits.
Marketing Communication Goals

Raise awareness about Larkin Arts

Build a brand community around Larkin Arts

Next, we will explain your primary audiences and give examples of them to give you strong
understanding of who you should target. These groups of people include your current customers,
as well as potential customers that are likely to respond to future marketing efforts.
Primary Audiences
Freelance Artists: According to the Arts Council of the Valley on their website,
www.valleyarts.org, Harrisonburg is a designated Arts & Cultural District in Virginia. The art
community is thriving and the increase of galleries, theatres, and museums is bringing artists of
all types to the area to work and live. These freelance artists may be working in any form of
mediums (paint, photography, 3D design, etc.) and may be any age or gender.

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Profile 1: Tanya graduated from JMU in 2008 with a major in Studio Art and specializes in
sculptures. She moved back home after graduation, but is now back in Harrisonburg looking for
a place to create and display her sculptures. Her apartment on Main Street isnt big enough to
house her artwork after just having a child, and she needs a place to focus on her art.
Profile 2: Toby has been an art professor at EMU and JMU for over 40 years. His house is full of
painting and ceramic vessels that he has made over the years. His specialty is hand building
ceramic animals and he wants a place to display his unique work. He knows that a former student
of his, Valerie Smith, owns a gallery downtown. He plans to contact her next week to see if he
can enter his artwork into the next gallery display. He hopes she will allow his art to be featured
because he wants to invite his entire ART222 (Intro to Hand building) class to the gallery
opening for an extra credit opportunity.

College Students: These students attend JMU, EMU, and BC are typically between the ages of
18 and 23. Some of the students are in the College of Arts, while others arent necessarily art
majors, but are interested in art.
Profile 1: Sam is a 21 year old studio art major at a local university. He is very interested in
supporting local businesses and needs to purchase art supplies for his classes every semester. He
also loves to show his artwork as much as possible.
Profile 2: Heather is a 19 year old sophomore student at JMU. She joined a sorority last year as
in incoming freshman and this year she is going to have a little sister in her sorority. She needs to
make crafts for her new little sister but needs to buy materials and may need a little help because
she does not believe shes artistically talented.

Parents of Grade School Students: These parents typically work full time jobs, are between the
ages of 30-45 with children in grade school, have disposable income, and live in the
Harrisonburg area. During the summertime, they like to send their children to camps so they can
go to work. They are looking for ways to get their children more involved with the Harrisonburg
community.
Profile 1: Joel (38) and Jamie (37) are married with two children. Ava is 7 and Brooks is 11. Joel
works for Rosetta Stone and makes about $70,000 a year. Jamie is a nurse practitioner making
about $85,000 a year. They have a babysitter for the summer, but she will be out of town for a
week and they are looking to send Ava and Brooks to a local camp where they will have fun but
also learn.
Profile 2: Ben (34) and Hannah (32) are married with one child, Sarah (9). Ben is an assistant
principal and makes about $73,000 a year while Hannah is a second grade teacher and makes
about $43,000 a year. They want to go out for a date night, but they dont want to leave Sarah
home with a babysitter because they are new to the area and dont have somebody they can trust
yet. They are looking for a program that Sarah can attend so they can go out on a dinner date.
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Secondary Audiences
The following audiences are people we want to be attracted to your business, but the marketing
communication efforts will not primarily be directed towards them.
Baby Boomers: These are adults that live in the Harrisonburg community or Rockingham
County. They are ages 50-70 that have a median salary of $60,000. They are typically Caucasian
or of Hispanic-descent. They have stable jobs that provide them with disposable income. They
are typically empty-nesters or couples with children in high school.
Profile 1: Ethan and Sue have twin daughters that just left for college. Their lives used to be
consumed on picking up and dropping off at soccer games and planning dinners. They now have
a lot of free time. They are looking for an activity to do together once they both come home from
work.
Profile 2: Kathy and David need some alone time. They both have very busy and successful jobs
that leave them little time with each other since they have two kids in high school. They are in
need of a fun date night while the kids are out at the high school football games on a Friday
night.

College professors: These professors are adults, typically ages 35-70 and live in the
Harrisonburg or Charlottesville community. Professors have an education level of doctorate or
masters degree which gives them above average wages. They are passionate about teaching
students and are knowledgeable about many topics. They also usually have strong ties to the
schools they teach at.
Profile 1: John is a 32 year old bachelor who has just graduated and received his PhD. He has
just moved to the downtown Harrisonburg area. He likes to hang out in the downtown social
scene such as going to the local bars to try their local craft beers.
Profile 2: Mary is a 45 year old married mother of two teenagers. She has a PhD and tenure at
her university. She likes to give back to the Harrisonburg community since she has raised her
family there. Since her children are applying to colleges soon, she wants to find them hobbies to
make them well rounded and more attractive to the colleges where they are hoping to get
accepted.
Together this combination of goals and audience profiles will help us raise awareness for Larkin
Arts.

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Positioning and Key Messages

The purpose of a positioning statement is to help differentiate your store and services from
competitors. The positioning of Larkin Arts is critical because it is the perception that resides in
customers minds about the Larkin Arts brand and business. The key messages were chosen
based on your core competencies. Based on the Situation Analysis and Goals previously
discussed, the following positioning statement is recommended for Larkin Arts for all future
marketing communication efforts:
Larkin Arts is a local, multifaceted art center that provides quality products and services
while promoting and supporting artists and art enthusiasts throughout the Harrisonburg
area.
Key Messages

Local
Multifaceted
Promoting and supporting artists and enthusiasts

Now we will go into further detail of each of these key messages by providing examples:
Local
Larkin Arts involves itself in community events such as First Fridays Downtown and the
Harrisonburg Farmers Market. They work with and support other local business to help promote
each other.
You collaborate with JMU art professors to make sure that all supplies needed by the students
are available in the store. This collaboration provides a more comfortable, personal, and local
feel for the consumers.

Multifaceted
Your store provides quality art supplies to help local artists and local college art students.
You provide classes for people of all ages, genders, and skill levels to ensure that everybody can
have the best experience at Larkin Arts.
Your studio provides affordable individual spaces for local artists to create their masterpieces
and to sell their artwork.
By having a gallery, local artists are able to show off their work and give customers an
opportunity to buy local artwork.

14

Promoting and supporting artists and enthusiasts

The classes offered suit artists of all skill levels and ages, which enable attendance regardless of
past experiences.
Larkin Arts makes studio space available for artist to rent out.
Employees provide positive word of mouth for all other local galleries to promote artists in
Harrisonburg. This can be seen by the posters in Larkin Arts promoting other local galleries.

15

Strategies and Tactics

The strategies and tactics portion of this strategic plan elaborates on the marketing
communication goals that we have recommended for the business. Since we are only in the
second year of operations, it will be essential to establish an efficient budget for implementing
these tactics. We will explain this budget further in the measurement and evaluation section of
this plan.

Goal
1. Increase awareness about Larkin Arts
Strategy
1. Leverage social media
Tactics

Make the Graphic Design Intern a full-time position.

Revamp the Facebook page to make it more centered around
Larkin Arts. For example, change profile pictures and
various other tagged pictures to strongly reflect the brand.
Promote upcoming classes and gallery events on various
social media outlets. Ex: Facebook and Twitter
Follow other businesses and college accounts on Facebook
and Twitter to gain insight on what they are currently
getting involved with.
Tweet at least three times a day with current topics or
questions for your followers.
Update Facebook daily with posts on upcoming events,
shows, and new materials in the store.
Create Instagram buzz by posting pictures from classes and
events while also encouraging others to post as well using a
specific hashtag. For example #LarkinArts, shown in Figure 1.
Respond to social media posts from customers daily. For example, if a
customer tweets that they visited the gallery at Larkin Arts, you should reply
to their tweet and thank them for attending.
Create a Pinterest profile with multiple boards displaying
your strengths and possible paintings, crafts, etc. that you
could base classes on.
Include #LarkinArts, @LarkinArts, and your website link
on all fliers that are mentioned below to attract people to
your social media sites, shown in Figure 2.

Figure 1

Figure 2

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Strategy
2. Target and expand college-aged customer base
Tactics

Advertise to clubs and organizations on the college campuses promoting service hours
available to be fulfilled at the store
Advertise on the college campuses that there are volunteer opportunities available with
Larkin Arts.
Post on social media sites that college students visit often such as Facebook, Twitter and
Instagram
Get the art department at EMU to switch art providers to Larkin Arts.
Reach out to at least five other departments besides art departments at BC, EMU, and
JMU by distributing flyers around campus so that they can offer their expertise. For
example, somebody that is a JMU Communications major can help you with PR.
Get a student representative for each campus (JMU, BC, EMU) by Fall 2014. This will
help promote Larkin Arts for no monetary cost
Volunteer to host a face painting booth at Madipalooza held on JMUs East Campus and
other events held annually to help promote your business to college students.
Hand out fliers and get involved in JMUs freshman orientation week. For example, have
a table set up in the Commons that has information about your store.
Look into other events at EMU and BC to set up a booth or volunteer at.
Contact Potty Mouth at JMU to have a paragraph about Larkin Arts events directed at
college students.
Continue creating class lists and giving discounts to JMU Art students when they
purchase all of their class materials through Larkin Arts.

Strategy
3. Strengthen relationships with parents of school-aged children
Tactics

Obtain a contact list from a database that includes information for parents that have
children in grade school in the Harrisonburg area.
Send out personalized emails for summer camps. Refer to the camps that they have tried
previously and when that camp is available again the new summer.
Put Larkin Arts fliers with information about classes and camps in the Harrisonburg
Public Schools monthly newsletters, The Insider. These could be included in the private
schools newsletters also. A discount for first time visitors should be included in this flier
to encourage attendance.
Contact local art teachers to help them plan field trips to Larkin Arts. This will not only
bring you the business for the class dedicated to the field trip, but the students will also
17

go home and tell their parents how much they loved it the trip and sign up to attend
another class such as the parents night out class.
Tweet to Harrisonburg Public Schools so they can retweet about your upcoming
childrens classes and parents night out so people that dont follow you will still see your
tweet.
Get permission and then hang fliers in local day care centers, pediatric offices, and
children dental centers and then make sure you keep them updated.
Send out monthly emails to local elementary and middle schools to promote field trips.
Hold a face painting event at the pavilion, A Dream Come True Playground (prices
vary, but it is not expensive).

Strategy
4. Have a stronger presence in the local artist community
Tactics

Constantly search for local artists through W.O.M. and referrals who are willing and
interested in teaching classes as well as ones that may have an interest in renting out
studio space
Contact local art teachers to help them plan field trips to Larkin Arts.
Contact local art teachers to see if they are interested in teaching a class at Larkin Arts.
Put fliers in Clementines, The Blue Nile, Little Grille, Earth and Tea Cafe, The Artful
Dodger, and other local businesses that attract artists with your class schedules.
Put out new fliers to encourage local artists to come try a class or put their work in a
show.

Goal
2. Build a brand community around Larkin Arts
Strategy
1. Target local artists
Tactics

Figure 3

Send out personalized emails to past customers who have

taken classes. This will remind customers of the good time
they had at Larkin Arts and motivate them to sign up for
another class.
Take a survey of current customers to see which classes are
most popular and least popular so that you only offer and
promote the most desired classes.
Make your animated logo (at right in Figure 3) more
prominent in the community. Make sure it is incorporated in
the fliers so that it stands out. You could make a mascot uniform and wear it at the
18

Farmers Market and other community events. This could get the community involved by
taking pictures with it and posting on social media sites. This also creates a stronger
brand.
Become a top choice in the mind of the consumer. For example, if you were to ask a
customer a list of all art companies, you would want to be the company they choose to
purchase at.
Start a loyalty program to encourage customers to keep coming back. For example, for
every $100 they spend, they get $5 off.
Create a scavenger hunt activity around downtown Harrisonburg with the use of
Instagram. This will get people involved and push Larkin Arts into a positive place in the
minds of the community
Create a blog for Larkin Arts. This will allow for people to review the store which will
benefit you in the long run.
Create a YouTube account to introduce new classes, new products and gallery openings.
This will have a more personalized feel and will allow customers to write reviews on
your services. If you respond to customers reviews they will feel a more personalized
connection with Larkin Arts.

Strategy
2. Target parents of grade school children
Tactics

Start a loyalty program to encourage customers to keep coming back. For example, for
every $100 they spend, they get $5 off.
Send out direct mail to families that have participated in the summer camps in the past
and as well as to other families in the area.
Use social media to promote classes and class times to create awareness and encourage
customers to take action.
Face painting for local organizations such as churches, schools, day care centers, etc. will
help promote your brand and build relationships with other organizations and the
members of those organizations.
Make your animated logo more prominent in the community. Make sure it is incorporated
in the fliers so that it stands out. See picture above.
You could make a mascot uniform and wear it at the Farmers Market and other
community events. This could get the community involved by taking pictures with it and
posting on social media sites. This also creates a stronger brand.
Create a blog for Larkin Arts. This will allow for people to review the store which will
benefit you in the long run.
Create a YouTube account to introduce new classes, new products and gallery openings.
This will have a more personalized feel and will allow customers to write reviews on
your services. If you respond to customers reviews they will feel a more personalized
connection with Larkin Arts.
19

Strategy
3. Target the local college campus students
Tactics

Start a loyalty program to encourage customers to keep coming back. For example, for
every $100 they spend, they get $5 off.
Volunteer to host a face painting booth at Madipalooza held on JMUs East Campus and
other events held annually.
Obtain a brand ambassador for as many of the college campuses as possible.
Post on social media sites that college students frequently visit. Ex: Facebook, Twitter
and Instagram
Create a scavenger hunt activity around downtown Harrisonburg with the use of
Instagram. This will get people involved and push Larkin Arts into a positive place in the
minds of the community
Look into other events at EMU and BC to set up a booth or volunteer at.
Make your animated logo more prominent in the community. Make sure it is incorporated
in the fliers so that it stands out. See picture above.
You could make a mascot uniform and wear it at the Farmers Market and other
community events. This could get the community involved by taking pictures with it and
posting on social media sites. This also creates a stronger brand.
Create a blog for Larkin Arts. This will allow people to review the store and also allow
others thinking about coming to Larkin Arts to read reviews from previous customers to
increase the Larkin Arts reputation. The more reviews customers blog, the more Larkin
Arts will benefit.
Create a YouTube account to introduce new classes, new products and gallery openings.
This will have a more personalized feel and will allow customers to write reviews on
your services.

These strategies and tactics have been developed from the goals listed on page 11. The key
messages we previously developed also tie into these strategies and tactics. For example, the key
message that we hope to relay to consumers of being a local art center directly relates to the
certain tactics used for the different local customers. Hosting a scavenger hunt via Instagram for
downtown Harrisonburg is an effective way to show the community that we are invested in the
city while, at the same time, increasing new customer clientele. Larkin Arts will support the key
message of promoting and supporting local artists and enthusiasts by executing certain tactics
listed, such as surveying customers about which classes they enjoy the most. This ensures that
their class offerings support artists and enthusiast by providing the classes that are most popular.

20

Measurement and Evaluation

To ensure that the tactics of this plan are assisting us to reach the goals we have set, we will be
measuring their success. We will implement qualitative and quantitative efforts to measure the
effectiveness of these tactics. Once measured, we will evaluate the results and proceed to make
changes to the strategies used. Also, a schedule for implementation will be explained in detail,
which will assist with timing when putting these tactics into action. Directly below you will see
a chart of a budget that we have created for you. The different sectors of the chart are allocated
based on the tactics used.
Budget

BUDGET
Direct Mail
15%

Social Media
10%
Graphic Intern
5%

Promotional
Events
15%

Volunteer
Program
5%
Customer
Incentives
15%

Advertisements
35%

Budget: $7,500
The budget we believe that Larkin Arts needs to successfully implement the strategies and tactics
mentioned in the above section is $7,500 for the first 18 months.
Advertisements: $2,625
35 percent of the budget is allocated for advertisements. This includes the creation and
printing of fliers, posters, etc.
Customer Incentives: $1,125
Customer incentives account for 15 percent of the budget. This includes costs to cover
the loyalty program, class lists, and college student discounts offered.
Promotional Events: $1,125
We have allocated 15 percent of the budget to fund promotional events. This includes the
face paint, paint brushes, costs of renting spaces such as the Dream Come True Pavilion,
and any other things Larkin Arts would purchase for these events.

21

Direct Mail: $1,125

While the majority of direct mail we suggest you use is through email, we do ask that you
send some direct mail through the United States Postal Office. This money is allocated to
pay for the costs of postage and the letters/fliers themselves.
Social Media: $750
While we strongly believe that social media will play a major role in increasing
awareness of Larkin Arts, the tactics that we have recommended are nearly free.
Therefore, we only allocate 10 percent of the budget to social media for things such as
purchasing a program to link your pages together and promoting your pages to attract
more viewers. It is important to note that while updating your social media pages does
not normally come with a cost, it does take time to keep them consistently updated.
Volunteer Program: $375
The volunteer program is allotted five percent of the budget because it will take a current
employees time to organize the program. It will also take an employees time to train the
volunteers.
Graphic Design Intern: $375
We allocated five percent of the budget to the graphic design intern. This will help
purchase any necessary software as well as pay for a test print of their fliers, posters, etc.
in order to make sure they look as planned.
Measurement
Goal 1: Increase awareness about Larkin Arts
Strategy: Leverage social media
Qualitative:

Use your student representatives to survey random students in the downtown area or on
campus about their use of social media and to see if they have noticed Larkin Arts on
various social media sites. Examples are listed below.
o What social media platforms do you use?
o Do you follow Larkin Arts?
o What are you looking for in an account to follow?
Read and analyze comments and mentions on all social media platforms to gain
knowledge about customers opinions.

Quantitative:

Keep a log of how many people tweet at Larkin Arts daily. Then, you can compare
each day, week, or months results to the previous results to see if your posts are
gaining more attention. You can also see which tweets are the most popular and
continue posting similar ones. This log can be kept in an Excel file. An example of
this log is shown in Appendix B on page 35.
Keep a log of how many likes each photo posted on Instagram receives. This log can
be kept in the same way as the Instagram log.
22

Record in a log how many shares and likes each Facebook post receives. Again, this
log can be compared to previous months and can help to decide what material is most
popular with your followers.

Strategy: Target and expand college-aged customer base

Qualitative:

Conduct focus groups of clubs and organizations at the universities and ask about
their perception about the volunteer program and about Larkin Arts.
One-on-one interviews with students from the universities to learn about their
opinions and perceptions of Larkin Arts. You could specifically ask about topics like
social media presence, classes, or gallery showings.

Quantitative:

Keep a log of how many people visited the store for the two weeks leading up to the
face painting booth at Madipalooza. Then, track how many patrons came to the store
during the two weeks following the event. Use this data to track any increases in the
number of customers. If there is a large increase in customers after the event, you will
know that the booth was a success. If not, the approach for next years booth may
want to be modified.
Keep a log of how many JMU students came into your store with the class list of
supplies provided by professors. Also keep a log of EMU and BC students that come
in at the beginning of each semester. This log can be maintained in the same manner
as the log kept for social media. Compare the fall and spring semesters and see which
one was more successful. Then, you can adjust your tactics for the next school year
with this information.

Strategy: Strengthen relationship with parents of school-aged children

Qualitative:

Hold an open house event at the store to let parents and school-aged children come to
see Larkin Arts. During this event, you can learn more about what the parents are
looking for in classes.
Have one-on-one interviews with parents of school-aged children to learn about their
opinions and perceptions of Larkin Arts.

Quantitative:

Record the number of discount coupons that are redeemed for classes. These coupons
were included in newsletters sent out by the public and private schools.
Track the number of children coming for each week of summer camp. Keep these
numbers in a log and compare each week at the end of the summer. Then you will
know which weeks were the most and least popular for attendance. With this
information, you can better direct your marketing efforts for the following summers.
23

Strategy: Have a strong presence in the local artist community

Qualitative:

Read and analyze mentions on local art blogs or social media

Conduct focus groups of local artists to learn more about their opinions, perception,
and knowledge about Larkin Arts

Quantitative:

Track the number of new artists that join gallery showings

Track the number of new artists that want to teach classes
Track the number of field trips planned by art teachers

Goal 2: Build a brand community around Larkin Arts

Strategy: Target local artists
Qualitative:

Read and analyze reviews on the YouTube channel and new blog to learn about the
customers views about your posts
Read and analyze the responses to surveys about classes to learn more about their
opinion of classes

Quantitative:

Track the number of new artists that join gallery showings

Track the number of new artists that want to teach classes
Track Instagram followers and the number of people using the hashtags you create

Strategy: Target parents of grade school children

Qualitative:

Survey customers with children asking if their children will attend classes or camps
again. See example in Appendix C found on page 36.
Survey customers with children if they will recommend Larkin Arts to other people
with children
Read and analyze blog and YouTube comments

Quantitative:

Track the number of clients who attend the childrens camps

Track the number children in the parents night out class
Track the number of parents in the date night classes
24

Track the number of parents and children that participate in face painting booths

Strategy: Target the local college campus students

Qualitative:

Interview students through the university informational emails (JMU, Bridgewater,

EMU, BRCC) to see if they feel like part of the Larkin Arts Community
Create an in-store questionnaire to give to students asking how they found out about
Larkin Arts and if they feel like they are part of Larkin Arts
Hand out surveys at college events for the students to evaluate your event
table/activity

Quantitative:

Track the number of clients from each university and how often students from each
school visit your store
Track the number of times that students from the colleges retweet your tweet, like a
photo on Instagram, or share your content on Facebook. Again, this can be kept in an
excel log similar to the previous ones mentioned.
Track the number of events you attend at other schools, and how many fliers you
hand out on college campuses

Timing of Implementing the Tactics

As mentioned before, we have created a schedule of when these tactics should be executed to
achieve our two goals. This schedule covers the next 18 months of operation (May 2014-October
2015) and is broken into three month segments, each called a phase. The reasoning behind this
is that implementing all tactics at once will be timely and will cause certain tactics to lose
effectiveness. Some tactics are on-going, such as promoting gallery events on social media.
That is something that will need to be done constantly. Others are seasonal, such as hosting a
scavenger hunt with the use of Instagram. This will be held during the summer months because
the nice weather will increase participation. The full schedules can be found on the following
pages. The colors are just to break up the different tactics; they do not represent anything.

25

26

Leverage
Social Media

Strategy

Create a Pinterest profile

Follow other businesses

and college accounts on
Facebook and Twitter
Tweet at least three times
a day
Update Facebook daily
Create Instagram buzz by
posting pictures
Respond to social media
posts from customers
daily

Promote upcoming
classes and gallery events
on various social media

Make the Graphic Design

Intern a full-time
position
Revamp the Facebook
page to make it more
centered around Larkin
Arts

Tactic

Phase 1: May 2014- Phase 2: August Phase 3: November Phase 4: February Phase 5: May 2015- Phase 6: August
July 2014
2014-October 2014 2014-January 2015 2015-April 2015
July 2015
2015-October 2015

"Increase awareness about Larkin Arts"

Larkin Arts Schedule of Implementation - Tactics for Goal #1

27

Increase
college-aged
customer
base

Strategy

Continue creating class

lists and giving discounts
to JMU students when
they purchase all of their
class materials

Advertise to clubs and

organizations on the
college campuses for
service hours
Develop a volunteer
program by Fall 2014
Post on social media
sites that college students
visit often
Get the art department at
EMU to switch art
providers
Reach out to at least five
other departments besides
art departments by
distributing flyers
Get a student
representative for each
campus by fall 2014
Volunteer to host a face
painting booth at
Madipalooza
Hand out fliers and get
involved in JMUs
freshmen orientation
week
Look into other events at
EMU, BRCC, and
Bridgewater to set up a
booth or volunteer
Contact Potty Mouth at
JMU to have get a
paragraph about Larkin
Arts events directed at
college students

Tactic

Phase 1: May 2014Phase 2: August

July 2014
2014-October 2014

Phase 3: November
2014-January 2015

Phase 4: February Phase 5: May 2015Phase 6: August

2015-April 2015
July 2015
2015-October 2015

28

Strengthen
relationships
with parents
of schoolaged children

Strategy

Contact local art teachers

to help them plan field
trips to Larkin Arts
Tweet to Harrisonburg
Public Schools so they
can retweet about your
upcoming childrens
classes and parent's night
out
Get permission to hang
fliers in local day care
centers, pediatric offices,
and children dental
centers
Send out monthly emails
to local elementary
schools to promote field
trips
Hold a facepainting event
at the pavillion at A
Dream Come True
Playground

Send out personalized

emails for summer camps
Put Larkin Arts fliers
with information on
classes and camps in the
HBPS monthly
newsletter (The Insider)

Obtain a contact list from

a database that includes
parents that have children
in grade school

Tactic

Phase 1: May 2014- Phase 2: August

Phase 3: November
July 2014
2014-October 2014 2014-January 2015

Phase 4: February Phase 5: May 2015Phase 6: August

2015-April 2015
July 2015
2015-October 2015

29

Have a
stronger
presence in
the local artist
community

Strategy

Contact local art teachers

to help them plan field
trips to Larkin Arts
Contact local art teachers
to see if they are
interested in teaching a
class at Larkin Arts
Put fliers in
Clementines, The Blue
Nile, Little Grille, Earth
and Tea Cafe, The Artful
Dodger, and other local
businesses that attract
artists
Put out new fliers to
encourage local artists to
come try a class or put
their work in a show
Create a radio campaign
to be aired on 95.5, 96.1,
and 94.3

Constantly look for local

artists through W.O.M.
and referrals who are
willing and interested in
teaching classes

Tactic

Phase 1: May 2014- Phase 2: August Phase 3: November Phase 4: February Phase 5: May 2015- Phase 6: August
July 2014
2014-October 2014 2014-January 2015 2015-April 2015
July 2015
2015-October 2015

30

Target local
artists

Strategy

Create a YouTube
account to introduce new
classes, new products
and gallery openings

Send out personalized

emails to past customers
who have taken the
classes
Take a survey of current
customers to see which
classes are most popular
Use social media to
promote classes and
class times to create
awareness
Make it so that your
animated logo is more
prominent in the
community
Become a top choice in
the mind of the
consumer
Start a loyalty program
to encourage customers
to keep coming back
Scavenger hunt activity
around downtown
Harrisonburg with the
use of Instagram
Create a blog for Larkin
Arts

Tactic

Phase 1: May 2014August 2014

Phase 2: August
2014-November
2014

Phase 3: November Phase 4: February Phase 5: May 2015- Phase 6: August

2014-February 2015 2015-May 2015
July 2015
2015-October 2015

"Build a Brand Community around Larkin Arts"

Larkin Arts Schedule of Implementation - Tactics for Goal #2

31

Target
parents of
grade school
children

Strategy

Create a YouTube
account to introduce new
classes, new products
and gallery openings

Send out direct mail to

families that have
participated in the
summer camps and to
other families in the area
Use social media to
promote classes and
class times to create
awareness
Facepainting for local
organizations such as
churches, schools, day
care centers, etc
Make it so that your
animated logo is more
prominent in the
community
Create a blog for Larkin
Arts

Start a loyalty program

to encourage customers
to keep coming back

Tactic

Phase 1: May 2014August 2014

Phase 2: August
2014-November
2014
Phase 3: November Phase 4: February Phase 5: May 2015- Phase 6: August
2014-February 2015 2015-May 2015
July 2015
2015-October 2015

32

Target the
local college
campus
students

Strategy

Create a YouTube
account to introduce new
classes, new products
and gallery openings

Start a loyalty program

to encourage customers
to keep coming back
Volunteer to host a face
painting booth at
Madipalooza
Obtain a brand
ambassador for as many
of the college campuses
as possible
Post on social media
sites that college
students visit often
Scavenger hunt activity
around downtown
Harrisonburg with the
use of Instagram
Look into other events at
EMU, BRCC, and
Bridgewater to set up a
booth or volunteer
Make it so that your
animated logo is more
prominent in the
community
Create a blog for Larkin
Arts

Tactic

Phase 1: May 2014August 2014

Phase 2: August
2014-November
2014
Phase 3: November Phase 4: February Phase 5: May 2015- Phase 6: August
2014-February 2015 2015-May 2015
July 2015
2015-October 2015

Appendix A
Strategic SWOT for Larkin Arts
Environmental
Data

Opportunities

Threats

Getting new artists

Expectant moms

Competing prices

Sorority groups

Other suppliers

Strengths
Community
involvement
Only place to offer
classes

People that aren't

normally interested in Markets dont respond Team building activity
art

Weaknesses

Action

Time of classes

Social media contests

Price

Advertising on campus

Length of classes

Babies allowed in studio

Advertising
downtown/doctors offices
Send speaker to school
classes
Student reps
Partnerships with locals
Loyalty program

Eco-friendly push

Certification

Eco-friendly suppliers

Advertising as ecofriendly

Expensive price

Advertise as eco-friendly

Reach new artists

Word-of-mouth

More awareness

Entering mature
market

Sponsor eco-friendly
events
Social media contests
Outdoor classes
Recyable materials
contests
Change packaging/items
Change mission/vision
statement
New core values
Work with JMU ecofriendly clubs

Overdone eco-trend

New classes

New markets

Markets dont respond

Targeting specific
interests

Hire more employees

Contacting new teachers

Expand in multiple
directions

Remove classes

Larger fan base

Prices will go up

Survey customers

Outsiders teach classes

Too many classes

Paid commission based

on turnout

Losing focus

Social media
Send speaker to school
classes
Posters/advertising
downtown
Partnership with locals
Offer class specials
Outdoor classes
Student reps
Easy sign up for
classes/studios

Get more involved

in JMU community

Reaching new
customers

Could be wasted
Advertise through/with
Efforts go unnoticed
effort
JMU
JMU offers classes on
Capture specific groups
Product extensions
Too expensive
their own
Bordem

Work with teachers

Work with the Breeze
Student reps
Social media
Student discounts
Loyalty program 33
Send speaker to school
classes
Survery what majors are
interested

Get more involved

in JMU community

Reaching new
customers

Could be wasted
Advertise through/with
Efforts go unnoticed
effort
JMU
JMU offers classes on
Capture specific groups
Product extensions
Too expensive
their own
Bordem

Other established
coffee stops
Take away from
Music/open mic. nights
original vision
Create your own coffee Find new employee to
mug
run

Caf, Coffee Shop Generate more revenue

Higher brand equity

Reach broader group
of people
Keep customers
coming

Work with teachers

Work with the Breeze
Student reps
Social media
Student discounts
Loyalty program
Send speaker to school
classes
Survery what majors are
interested

More expensive

Work with suppliers

May need new space

Hire new employee

Aren't suited for that

business

Survey customers

Fumes in coffee

Use social media for polls

Loyalty program
Contacting local musicians

Contact local
schools/afterschool
programs for
contacts

More students
interested in art

Other suppliers are

cheaper

Gain access to younger

students

Too expensive

Talk to local schools

Building loyal
customers

Schools dont comply

Kid friendly

Parents have to
agree/pay

Contact art teachers

Offer specialized classes
College reps
Offer field trip service
Offer class in school

More forms of
social media

More exposure

Improper use/bad
word-of-mouth

Better connection with

customers

Immediate feedback

No response/change

More well known

Quickly outdated
Dont have proper
background
Time consuming

Higher employee
Keep twitter updates
Get instagram
Social media contests
Keep something trending
Leverage pinterest
Customer surveys/reviews

34

Appendix B
Appendix A

Larkin Arts Twitter Log

Tweet
Join us tonight at 7:00 pm for a
new sculpture class! All levels are
welcome. Contact @LarkinArts
for more information
Tomorrow, 4/5 we will be at
MACRoCK for our first Spring
Art Market! Come check us out
between the hours of 1 and 6 pm.
We can't wait to see you!
Don't forget about our special
Mother's Day event on May 10.
Bring out your favorite momma for
a beautiful day of arts and crafts.
Call 540.236.4223 for more info

Date

# of favorites

# of RT

3/15/2014

4/4/2014

4/30/2014

11

35

Appendix C
Parent Survey
1. Has your child ever taken a class at Larkin Arts?
A. Yes
B. No
2. Has your child ever been enrolled in Larkin Arts summer camps?
A. Yes
B. No
3. Where does your child take summer camps?
A. Art stores
B. Sports affiliated
C. Religious camps
D. Adventure camps
E. Other
4. What weeks are you planning to enroll your child in summer camps?
A. June 2nd-June 13th
B. June 16th- June 27th
C. June 30th- July 11th
D. July 14th- July 25th
E. July 28th- August 8th
F. August 11th- August 22nd
5. What times do you prefer for summer camps?
A. One week, full day
B. One week, half day
C. Two weeks, full day
D. Two weeks, half day

36