D a n c e b o d y

P R & M A R K E T I N G S T R A T E G Y

A M B E R H E N R I E

F O U N D E R A N D C E O

I N T H E L I G H T S P R

A M B E R @ I N T H E L I G H T S . N E T

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HTTP://INTHELIGHTS.NET/

CONTENT

• Executive Summary• The Big Picture• Missed Opportunities• Strategy• Schedules• Tactics• Budget• About In The Lights

EXECUTIVE SUMMARYAs DanceBody continues to build its program for both dancers and non-dancers alike,the company is looking to grow its studios, students, and local awareness. Success storiesof obtaining a DanceBody—aspirational, beautiful, and certain–are understated. Thecompany is also looking to grow from a young workout brand with strong promise, to abrand that has a national audience and recognition. DanceBody is also ready to buildvideo content for future distribution opportunities. In The Lights will use creative andstrategic initiatives to increase press and community interaction for DanceBodyprograms, locally and nationally. A focus on improved communications andmedia content and affective PR strategies will lay the path for the DanceBody to movebeyond just name recognition to being known for its unmatched individuality andability to provide passionate workouts with authentic results.

THE BIGPICTURE

DANCE BODY• 6 trainers• 5-6 locations• Ready to buildcompanywith private, full-timelocations

• Professional Dancer,Personal Trainer• Started private clientelein2009• Highly sought trainer,currently a CosmoBodytrainer

• Business side of fitness• MBA from NYU Stern• Worked for a global yogacenter

Celina Belizan

Katia Pryce

MISSEDOPPORTUNITIES

• Fitness Publications:tips, teacher highlights

•Nutrition/Wellness: opport-unity to create fullbodymakeover withoverall life tips

• Dance Mags: fitness tips,step breakdowns, nopresence in dance pubs

• Social media:engagement, featureparticipants of classesthrough content

• Website: operations anddevelopment (SEO)

• Video: Quick and dirtytips, behind the scenes,student specific content

• Capturing successesthrough video, beforeand after stories,testimonials, etc….

• Social media underutilized,Instagram content is gainingfollowing but not connectingacross social platforms

• Not promotingbusiness milestones

• Use compelling visuals to tellbrand story

In 2015 held for 1st time aKickstart weeklong intensiveprogram with measurements,individual attention andmore. This program is anexample of a greatopportunity to capture videoand photo content and buildout specific case studies totout across socialmedia channels. A review ofall current DanceBodysocial media and webcontent doesn’t find anycontent to support theprogram. Strategic focus onthese sorts of programs willhelp increase brandrecognition, build expertvoice, and grow student base.

Specific ScenarioTactical Misses

Strategic Misses

STRATEGY• Distinguish and leverage brand• Raise awareness about not 'having to be a dancer tolook like one’• Gain larger exposure• Attract local press interest-start communityconversations• Increase social media engagement• Improve website content and enhance userexperience through strategic content creation• Reclaim market expertise• Move to online videos and online streaming

Development

FRISCOPRODUCTS

CALIFORNIA,USA

E S T . 1 9 6 1

Vision

Mission

MarketFeedback

NewCustomers

Communications

Story

Content

TENTIVE SCHEDULE

BRANDING• Goals– Updatevision/mission andbrand identity– Capture high-level brandingstatements

• Tactics– Brand identitymeetings– Create and finalizemessaging componentsto be used for PR andstrategiccommunications– Draft vision andmission– Draft and finalize aseries of qualifierstatements toaccurately summarizemessage for press

PUBLIC RELATIONS• Goals– National & Local press • Become stronger voice as fitness expert, wellness, and how dance fitness creates result– Fitness & Dance press • ‘You don’t have to be a dancer to look like one’, how using dance moves helps achieve a rocking body • Fitness breakdownsections– Business press • Pitch development of building a fitness brand

• Tactics– Create timeline formajor DanceBodymilestones: opening, launchof new programs,how having own spacechanges the program– Engage in regularcommunication with press toeducate them onall happenings withDanceBody– Target local press,broadcast and bloggers inNYC market– Conduct media training– Create testimonials fromactive participants– Increase communityinteraction through eventsand strategic partnerships– Pitch individual storiesaround studio andinstructors/trainers

SOCIAL MEDIA• Goals– Build fans, followers,subscribers, engagement,and interaction on allSM platforms.– Make blog a resource forparticipants who may want tocome to class but are afraidto try or don’t have time– Create dynamicvideo content tobuild YouTube following

• Tactics• Facebook/Twitter– Identify challenges and createsocial media protocols– Hold contests, twitter chats,forums– Facebook advertising toencourage new students to ventureinto new classes• Instagram– Build strategic behind the scenesand in the studio campaigns– Highlight the new location– Hold contests for classparticipants to appear on theInstagram account• YouTube– Curate strategic video series topreview paid video content– Highlight who the trainers are– Create consistent choreographybreakdown videos

WEBSITE/SEO/VIDEO*• Goals– Update websitefor improved customerexperience & engagement– Create content based onkeyword search data fromDanceBodytarget audience– Build and execute videostrategy

• Tactics– Update press section toinclude company releases &milestones, mediadownloads, photos– Incorporate blog– Implement improved SEOpractices to target new clients– Create dynamic videoseries: • Highlight trainers & choreography • Success stories, student spotlights, testimonials

BUDGET

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Additional Resources**

• Brand and MarketingStrategy• Social MediaImplementation• Blog creation andimplementation• Marketing SalesStrategies• Event Planning• Website Redesign andImplementation• Video Production

* Hour breakdown will be better determined as calendar of priorities are defined based on monthly and projectneed.** Additional resources priced on scope and identified needs - In The Lights partners will submit proposals afterinitial meetings.

BUDGET

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Projections by Phases – As defined in Schedule, slide 7

* Charged at $125/hour. An additional 3% administrative fee will be charged monthly.** Potential services rendered by ITL partner Bound Creative will be charged in addition to abovebudget per proposals submitted for needed scope of work.

ABOUT IN THE LIGHTS“Individual attention - Big Ideas”

In The Lights knows how to make big stories happen, gettingcoverage for clients in The New York Times, Wall Street Journal, Crain’s, DanceMagazine, Shape, Good Housekeeping, Fox and Friends, NY1, CBS, MSNBC, and more.Garnered coverage has resulted in clients connecting to new partnerships, sponsors,donors as well as increasing audience interaction. Based in NYC, we focus ondeveloping creative and strategic PR, marketing and social media campaigns thatincrease exposure and impact within the arts, culture, fitness and entertainmentindustries. The In The Lights team is passionate about arts and culture and committedto bringing best practices for affective, efficient and meaning branding campaigns thatresonate with their client audiences.

ABOUT IN THE LIGHTS - THE TEAMAmber Henrie is a seasoned PR veteran and arts professional and leads InThe Lights with strategic diligence and empowerment for its clients. Shehas coordinated and developed marketing, branding, social media andmedia outreach initiatives with large corporations, emerging start-ups, non-profits and artists. She successfully publicized the technology, consumerand entertainment sectors for 6 years before starting ITL in 2010. Shenow brings technology understanding into her press campaigns forarts organizations; specifically encouraging companies explore simple waysto effectively utilize technology and new media to gain the spotlight.

Geena Russo is passionate about the arts; dance was herfirst love since the age of 3 and she continues to teach ballet in NY. Prior tojoining In The Lights as an Account Executive, she began her career workingwith Hartford Performs, a non-profit organization that brought the arts intopublic schools of Hartford, CT. She created andimplemented their social media strategy for Facebook and Twitter. Whilepursuing her masters in public relations at NYU, she was a PR consultant forBodyStories: Teresa Fellion Dance and Dance Gallery Festival.

Kimberly Giannelli brings nearly a decade of sales and marketing experience fromher tenure with Lincoln Center for the Performing Arts. She has also

produced several large scale dance and opera events, and runsuccessful crowdfunding campaigns, which help her understand the perspectives

and needs of both artists and presenters while building marketing campaigns. Hercreativity and dedication to helping organizations increase their bottom line are

among her focus as she works to build brands with staying power and accountability.

Confidential Information