Creative Marketing and Partnerships

Bernie ColtermanFebruary 25, 2014

what we doStrategic marketing planning

Exhibit and event marketing

social media – online engagement

social marketing

sponsorship /partnerships

organizational branding

revenue generation

membership development

Mark Your Calendar

June 10‐12Ottawa Convention Centre

Our Objectives Today

The Plan

Examine concepts related to creative (low-cost) marketing;

Explore creative marketing strategies and techniques;

Learn how to adapt strategies and tools to your specific environment.

What is Marketing?

“a disciplined approach for creating , enhancing the value of, or retaining a customer”

Marketing is much more than just advertising,

promotion, communications or public education….

a

process and set of tools  wrapped in a philosophy for 

helping an organization do  what  it wants to do.

Marketing is…

• Defining your customers• Defining your USP• Delivering compelling communications• Effective program / service delivery• Adding value to the customer experience• Launching innovative programs• Effective pricing• Measuring results for improvement

The Marketing Process

How is marketing changing?

Five key trends that are changing how we operate

– Power of the customer– Segmentation / customization– Shift to selling the “brand experience”– Advertising clutter– The web

The new dynamics of marketing…

From… To…

Make and Sell Sense needs and respond

Owning assets Owning brands

Mass marketing Customized marketing

Pursuing market share Pursuing customer share

Only in marketplace Big into cyberspace

Customer attraction Customer retention

Marketer monologue Customer dialogue

Separated marcom Integrated marcom

Single-channel marketing Multi-channel marketing

Marketing dept. doing mktg. Everyone doing marketing

Source: Philip Kotler, According to Kotler

Why should you care?

How do the public and not-for-profit sectors need to adapt?

Greater understanding of:Your brandYour customersYour value propositionYour messagesYour mediumsYour results

Creative, Low-Cost Marketing is not about cute or expensive ads…

No Insects 

Spray

Tires that 

grip the road

Hyundai – 0 

to 100 in 8.4 

seconds

Creative Marketing starts with knowing:

What you want to achieve and how you will measure progress.

What you want your audience to do.

What you must do to move your audience along the causal chain.

What will incent your audience to take ACTION.

What tools you’ll use to communicate.

Creative Marketing (on a limited budget) Step 1

Establishing your objectivesSpecificMeasurableAttainableRealisticTime Limited

Developing Objectives

Strategic Objectives (long-term)Example 1: Citizens experience a high level of satisfaction with our programExample 2: Increased participation by identified target audiencesExample 3: Recognized as “industry leader” in XX

Marketing Objectives (SMART)Example 1: Establish a benchmark for current levels of satisfactionExample 2: Increase the number of XX audience participating by 5% Example 3: Increase # of publications by XX% where our expertise is featured

Creative Marketing (on a limited budget) Step 2

Identifying and Understanding your audience

Markets can be populations of:– Individuals – Groups – Organizations

Methods of segmenting a population:– Geographic: by location – Demographic: by age, gender, race, life stage– Socioeconomic: by income, education, occupation – Psychographic: by attitudes, values & lifestyles

Do you really know your audience?

Creative Marketing (on a limited budget) Step 3

Understanding what you want your audience to know, believe or do

Marketing ObjectivesGain product knowledgeChange beliefs or attitudeTake a specific Action

Creative Marketing (on a limited budget) Step 4 (cont’d)

Understanding where your audience is along the causal chain

Simplified Decision-Making Model

Awareness / Knowledge

Attitude

Acceptance

ACTION

Creative Marketing (on a limited budget) Step 5

Understanding the barriers and what will motivate your audience to take actionLack of awareness / product knowledgePricePlaceCompetitive factorsPerceived attitudes about your organization, product or service

Creative Marketing (on a limited budget) Step 6

Understanding what mediums / messages you’ll use to communicate with and influence your audience

Advertising

Exhibit 

Marketing

Social Media

PR Direct Mail

PersonalSales

Collateral

Sales 

Promotion

Creative Marketing (on a limited budget) Step 7

Understanding how you will measure progress

Effective Performance Measures:

Are critical indicators of success

Are able to state what will be counted

Are based on benchmark measurements

Are reliable ways of measuring

Are easy to measure

Are recognized as valid

Are affordable

Are easy to communicate

Marketing Performance Indicators

Most Common: Audience Reach

Audience reach by geography, operating unit, demographic

Cost per audience reached

Market share

New customers

Returning customers

Customer satisfaction

Delivery performance

Response time

Image and awareness ratio

Key questions to ask in developing a creative (low-cost) IMC Plan:

Who is my audience?

What messages will resonate with my audience?

How can I reach my audiences when they are most receptive to my messages?

What mediums do I use to move my audiences along the causal chain to ultimately achieve behaviour change?

How will I know what’s working?

Marketing and Communication Tools: The IMC Mix

Broadcast Media 

(TV/Radio)

Broadcast Media 

(TV/Radio)

Print media 

(Newspapers, 

Magazines)

Print media 

(Newspapers, 

Magazines)

Public Relations/

Publicity

Public Relations/

Publicity

Internet/

On‐line

Internet/

On‐line

DirectMarketing

DirectMarketing

PartnershipsPartnerships

Sales PromotionSales PromotionSponsorship 

Marketing

Sponsorship 

Marketing

Exhibit/Face‐to‐Face 

Marketing

Exhibit/Face‐to‐Face 

MarketingPoint‐of‐PurchasePoint‐of‐Purchase

Mobile 

Communications

Mobile 

Communications

Out‐of‐Home 

Media

Out‐of‐Home 

Media

Communication Channels

Advertising

Types:– Print, broadcast, electronic, out-of-home,

POP

Good For:– Generating awareness, sales promotion,

brand building

Trends:– Shift from mass advertising to specialized media and

other forms of sales promotion– Focus on demonstrating brand attributes– Shift to advertorial and sponsored content– Migration to online – Ads and Pay-Per-Click

Online Ads and Pay-Per-Click

Message Appeal Options

Example of Ad Where Threat plus Solution Gently Persuades

Example of Social Marketing Ad for Behaviour Change

Example of Innovative Advertising Display

Collateral

Types: – Print, electronic

Good For:– Awareness, knowledge-building– Longevity

Trends:– Less print, shift to electronic– Focus on “Green” materials– Permission-based

Best practices for creating collateral

1. Easy to read2. Lots of white space3. Appropriate font size4. Communicates a vision 5. Uses pictures and charts6. Incorporates testimonials from audience / sponsors7. Points to benefit vs. features8. Reflects your brand9. Reasonable file size (electronic)10. Prints well in black and white (electronic)

Asks the reader to do something!

Direct Marketing

Types:– Mail, e-mail, direct marketing media, telemarketing,

catalogues, infomercials

Good For:– Targeted communications– Generating a response of transaction– Brand building, awareness

Trends:– Shift to online– Segmented– Personalized messages

Event / Face-to-Face Marketing

Types:– Trade / consumer events, public venues

Good For:– Brand building, lead generation– Relationship building– Experiential marketing

Trends– Targeted environments– Interaction / experiential – Social, uncluttered, green

Exhibits / Face-to-Face Marketing

“We are now in the experience economy. I would suggest that leading marketers in the experience economy are seeking to engage all five senses to deliver a fuller experience and connect customers more viscerally with their brand”

Karl Moore article A Sense for Marketing, featured in the June 2006 edition of Marketing Magazine

Fast Facts:

–84% have the power to purchase or recommend–72% of trade show visitors say the show influences their buying decisions–38% are typically first timers–87% will pass along information, 64% to at least 6 people–22% less to contact a potential customer than in the field

The Power of Experiential Marketing

When Canadians were asked “whatinfluences you to purchase brands you

normally don’t”, what percentageanswered Experiential Marketing?

52%

Perceived Value of Exhibits and Face-to- Face Marketing

Source: CEIR, Power of Exhibitions II; Deloitte & Touche Consulting Group

People Like Exhibitions…

Which sources of Information do you find most useful in making Buying Decisions?

91% Exhibitions

86% Articles in Trade Publications

83% Friends / Business Associates

72% Directories and Catalogues

69% Manufacturers Reps

66% Ads in Trade Publications

64% On Site Visits

59% Conferences and Seminars

41% User Groups

40% In-House Purchasing Dept.

39% Outside Consultants(2003) Source: Centre for Exhibition Industry Research

Potential Exhibit Activities

Generate sales leadsIncrease brand awarenessIntroduce a new productPosition / re-positionConduct market researchCompetitive researchMeet new partnersMake contact with many of your existing clientsGenerate positive PRIntroduce new staff / expertsCelebrate milestones

Leveraging your exhibit presence

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The Key to Successful Exhibiting

Pre-Event Planning:

Who is our audience?

What are their needs?

How does this affect our approach at the exhibit?

The 3-30-3 Formula:

The 3-Second Test

The 30-Second Message

The 3-Minute Challenge

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An example of Face-to-Face Mktg. CATSA Airport Greeter Program

Objective: Reduce LAG’s being confiscated

Audience: Retired Convenience Seekers

Message: “If you pack properly, you won’t have items confiscated”

Tactic: Greeter personnel at entrances of all major airports (before Check-In)

Preparation: Script, Training, LAG info, Bright T-Shirts

Results: – Greater impact a smaller airports– Shift in where items confiscated

E-mail Marketing

Types:– Direct Mail– Newsletters

Good For:– Targeted communications– Driving web site traffic

Trends:– Shift to Opt-in Vs. Interrupt– Permission-based– Social network shopping

E-mail Marketing

E-mail Marketing Best PracticesFocus on list qualityShort, descriptive Subject linesProper From lineRelevant, value-added ContentKeep content fresh Words to avoid: Free, Percent off, Help and ReminderAvoid sending too frequently

Internet Marketing

Types:– Advertising– Direct marketing– Social media

Good For:– Targeted communications– Engagement– Downloadable purchases

Trends– Network marketing– Audience engagement– Growth of e-commerce

Social Media

Social media are Internet-based tools for sharing and discussing information among human beings…

…integrate technology, social interaction, and the construction of words, pictures, videos and audio.

CONVERSATION

Using Social Media

Build profile for your organization, program or cause

Build brand “personality”

Engage you audiences

Strategy before  Tactics!

Start a Blog…

An easily updateable online journal or “web log”

Create a home on YouTube

– Brand Channels create a destination for brands to drive traffic, attract subscribers, and enable distribution.

– Continually update new content, playlists and experiences to encourage increased viewership.

– Build your own custom implementation that truly represents your brand and campaign.

Share Your Presentations on Slideshare

Join or Create a Social Channel

Subscribe to Opt-in News Feeds

A great example of a simple use of social media

Mobile Communications

Types:– Cells, smartphones– Mobile devices

Good for:– Targeted, interactive– Timely, relevant

communications

Trends:– Geolocated transactions

Out-Of-Home

Types:– Billboards, transit, mobile, aerial, gas pumps,

bathrooms

Good For:– Generating awareness

Trends:– 3D Forms and Dimensions– Digital advertising

Examples of Creative Out-of-Home Advertising

Partnership Marketing

Types:– Strategic, tactical, corporate

Good For:– Leveraging partner brand equity,

building credibility– Cost-effective leveraging of partner

networks

Trends– Increased use of strategic

partnerships– Focus on measurement

Personal Selling

Types:– In person

Good For:– Understanding customer– Building relationships– Shortening decision cycle

Trends– Integrated sales and marketing– Education-based selling– Solution selling

Public (Media) Relations

Types:– Community relations– Media relations

Good For:– Building awareness and acceptance– Changing attitudes

Trends– Online (i.e. social media news releases)– Everyone in organization involved– Multi mediums

News Releases

Rule # 1 – Killer Content– Find a hook– Write a great headline– 1 message = 1 release

Remember…

Don’t put lipstick on a pig!

7 Surefire Ways to TICK-OFF a Journalist

1. Send out a news release that’s NOT NEWSWORTHY

2. Pitch a Health story to the Business Reporter;

3. Give a news story ONLY to their competitor;

4. Call them 15-30 minutes prior to deadline to pitch;

5. Cite a “contact” that isn’t contact-able;

6. Whine to them that you’re not pleased that your story wasn’t picked up;

7. Put out a good news story on a brisk news day.

Sales Promotion

Types:– Coupons, offers, inserts, samples, premiums,

contests

Good For:– Providing incentives– Speeding sales cycle– Generating “buzz”

Trends– Multi-partner– Online– Targeted, timely

Sponsorships

Types:– Events, programs, sports, arts, culture– Causes

Good For:– Leveraging relationships– Experiential marketing– Targeted marketing– Differentiation

Trends:– Strategic approach– Activation– Integrated, sustained visibility

Best Practices in Sponsorship Activation

Cadbury (UK) – 200 Easter Trails

Coca Cola (US) – Funding of 12 park Discovery Centres

Sylvania (US) – Lighting for Thomas Jefferson Memorial

HBC (CA) – Olympic uniforms, in-store merchandizing

CIBC (CA) – Employee involvement – Run for the Cure

Olympus (US) – Share the Experience Photo Contest

Hi -Tee (SA) – Sponsor of trail guide foot ware

Home Depot (Canada) – NHL Coaches Sessions

M&M’s (CA) – Retail-based fundraising – Breast Cancer

IKEA (CA) – Retail-based fundraising – Tree Canada

A great example of an integrated sponsorship program…

Examples of Cause Marketing

Cause Marketing Campaign

Other Mediums

Product placement / integration

Advertainment

Video on demand

Content sponsorship

Strategic Approach to  Partnering

1.

Marketing Objectives and 

Strategy2.

Internal Assessment

3.

Identifying Potential Partners

4.

Partner Selection and 

Prioritization5.

Recruitment and Negotiation

6.

Activation

7.

Measurement and Improvement

What’s driving partnerships?

Strategic:

Access hard‐to‐reach markets

Leverage expertise and resources

Enhance credibility 

Address service delivery gaps

Reduced or shared risk for 

programs / services

Enhance image in the market

Mobilize stakeholders

Achieve critical mass penetration 

in a particular sector

Tactical:

Greater reach and frequency of 

messages

Enhanced publicity and goodwill.

Allow for regional / sector 

customization.

Creates value‐added promotional 

opportunities.

Creates profile opportunities for 

executives / reps.

Tie‐in to community –

consensus 

building

Leverage an organization’s 

communication network

Differentiation from other service 

delivery organizations

The bottom line – we partner to:

To tie our organization  to another with which  our audience is 

attached.

To realize efficiencies  and enhance the 

bottom line (financial or  non‐financial)

Partnering Fundamentals

Not everyone wants to 

partner with you

Focus on quality 

partnerships, not quantity

Equal Value = Equal 

Motivation

It doesn’t need to be 

forever

It takes time to work out 

the “bugs”

Focus on quick “wins”

What do we want to achieve?

What must we do to achieve our goals?

What can we do internally?

Where do we need partners?

Specifically, how would we want to leverage partners?

Questions you need to answer before identifying potential partners.

Identifying Potential Partners

Need to explore the full range of potential partners: Government Not-for-Profit Private Sector

Looking For: Access large segments of your market Ability to address service delivery / promotional gap Unique elements that can drive impact Easy “fits”

Partner Selection and Prioritization

Why bother going through astructured selection process?

Compares one against another at a quantifiable level;

Helps prioritize according to resources

Helps weed out weak opportunities

Provides a mechanism for negotiating more effective agreements

Good Image / Fit

Access to Audience

Established Relationship

Choosing the Right  Partners

Fill Communications 

Gap

Distribution ChannelsEthics Check

Similar Initiatives

General Considerations for Partnerships

Access to target market

Established relationship with audience

Good Fit (image)

Partnering history, track record

Potential to fill a gap or deliver timely results

Financial / Resource Capability

Determining Partnership Priorities (Simplified Version)Sample Criteria Rating (out of 5)

Past involvement

Established relationship with audience

Willingness to act as a distribution network

Willingness to integrate content

Commitment to medium/long term

Willingness to cooperate with other partners

Willingness to conduct special activities

“It all starts with understanding your objectives”

Partner Selection Criteria Examples of

Mandatory Criteria

Mandatory Criteria MeetMandatoryCriteria

Supporting Comments

Pass Ethics Checklist  

Deemed appropriate as a partner from anassociative perspective (even if for distributionpurposes only) 

Partner Selection Criteria Examples of Strategic Criteria

Strategic Criteria Mandatory (M)Or Weighting(1‐

10) OrNot Applicable

NumericalRanking

Score (1‐5)

Total ScoreWeightingx NumericalRanking(ComplexSystem)

Access to target audience

Established relationship with target audience

Match regarding geographic scope and/or reach

Willingness to present themselves as asupporter of the initiative

A willingness to integrate XX program‐specificmaterials into their communication vehicles

Total Score (Strategic Criteria)

Partner Selection Criteria Examples of Tactical Criteria

Tactical Criteria Mandatory (M) 

Or  Weighting 

(1‐10) Or Not 

Applicable

Numerical 

Ranking Score 

(1‐5)

Total Score 

Weighting x 

Numerical 

Ranking 

(Complex 

System)

Ability to deliver sustained messages

Ability to deliver timely messages

Willingness to create program‐specific materials

Retail space (floor displays, POP materials, packaging)

Opportunity to speak directly to audience

Total Score (Tactical Criteria)

Combined Score of Strategic and Tactical Criteria

Percentage Score (total score divided by highest 

possible score)

Summary: Determining Partnership Priorities1. Priorities must be driven from the top

(organizational)

2. You can’t be all things to all people

3. Use prioritization to identify, re-visit or get out of “stale” agreements

How does all  this come 

together? 

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Best Practices Partnerships

Veterans Affairs – Canada Remembers

PHAC – Immunization Strategy

Public Safety Canada

Consumer Protection Branch (ON)

CATSA

Case Study # 1  Public Health Agency of Canada

Issue:

Childhood immunization rates are decreasing

Challenge:

A lot of misinformation and/or inconsistent messages about 

immunization;

Parents forget about immunizing their                           

children;

Diverse audience (geographically).

Public Health Agency of Canada  (cont’d)

Strategy:

Campaign aimed at driving the audience to                       

the web site / 1 800 for the most accurate                

information on immunization

Encourage audience to download info.                            

or order an Immunization Guide

Partnership Tactic:

Recruit companies that can reach mothers of children 0‐2 

years (focus on companies with a national reach)

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Public Health Agency of Canada  (cont’d)

Priority Partners:

Proctor and Gamble (Pampers)

Johnson and Johnson

Heinz Baby Foods

Today’s Parent / Enfants Quebec

Shoppers Drug Mart

Katz Group

Giant Tiger

Wal‐Mart

Welcome Wagon

Case Study # 2  Financial Consumer Agency of Canada

Issue:

Many Canadians not aware of their financial                     

rights and responsibilities, and as a result, make              

poor financial decisions.

Challenge:

A lot of conflicting information;

The ones most likely to have problems

have the least amount of information;

Very diverse audience.

Financial Consumer Agency of Canada  (cont’d)

Strategy:

Focus on credit card users and first‐time

home buyers

Campaign aimed at driving the audience to                       

the web site / 1 800 for the most accurate                      

information on financial management.

Partnership Tactic:

Recruit organizations (public / private / community‐based)                                    

that can reach these consumers when they are most receptive     

about receiving information

Focus on Online partnerships

Focus on replicable partnerships

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Financial Consumer Agency of Canada  (cont’d)

Priority Partners:

Government departments and agencies                             

(i.e. Service Canada, CRA)

Community‐based organizations

Education institutions (i.e. Universities)

Financial institutions (Banks)

Insurance companies

Credit card companies (i.e. Visa)

Real estate companies

Case Study # 3  Public Safety Canada

Issue:

Canadians are generally not prepared for emergency 

situations and place undue strain on the system when a 

situation (i.e. ice storm, flood, earthquake, terrorist) occurs.

Challenge:

Canadian’s attitudes about emergency situations (it won’t 

happen to me / us)

Public Safety Canada  (cont’d)

Strategy:

Increase knowledge of emergency situations ;

Make Canadians believe that if they are                         

prepared for emergencies, their families                        

will be better off.

Encourage Canadians to prepare a communication 

plan and assemble / purchase a 72 Hour Emergency Kit

Partnership Tactic:

Recruit First Responders to deliver consistent messages;

Recruit Retailers to offer St. John Emergency Kits in stores.

Coordinate Provincial / Municipal activities

Public Safety Canada  (cont’d)

Priority PartnersCanadian Association of Chiefs of Police

Canadian Association of Fire Chiefs

St. John Ambulance

Red Cross

Salvation Army

Retailers

Case Study # 4  Canadian Air Transport Security Authority

Issue:

Security screening at airports is                               

being impacted due to number of                                 

LAG’s confiscated

Challenge:

Lack of knowledge about LAG’s restrictions;

Travelers forget about LAG’s in their carry‐on bags;

Some audiences don’t like / respect the policy.

Rapidly changing environment.

Canadian Air Transport Security Authority (cont’d)

Strategy:

Campaign aimed at increasing knowledge of                       

LAG’s restrictions and why the policy is in                         

place;

Reach target audiences at various stages of                     

their trip planning process.

Partnership Tactic:

Recruit partners that can reach travelers when they are likely 

to pay attention to LAG’s restrictions.

Online marketing partnerships

Canadian Air Transport Security Authority (cont’d)

Priority Partners

On line travel booking agencies (i.e. Expedia)

Airlines

Travel Agents

Ground Transport

Airport Concessionaires

Drug Stores

Retail Travel Sections

Case Study # 5  Veterans Affairs – Canada Remembers

Issue:

Remembrance is losing relevance,                                

especially among youth 

Challenge:

Decreasing number of traditional veterans;

Modern veteran is not as engaged;

Societal disconnect about the horrors of war.

Veterans Affairs – Canada Remembers  (cont’d)

Strategy:

Campaign aimed at increasing recognition for the new veteran and

their 

contribution to Canada;

Comprehensive communications strategy / messaging to keep 

Remembrance relevant.

Partnership Tactic:

Activities at Commemorative Events – Veteran’s Week / Remembrance Day

Private sector Remembrance Corporate Champions Program

Veterans Affairs – Canada Remembers  (cont’d)

Priority Partners:

Legion’s

CFL

Companies that have large numbers of employees

Companies that service Veterans and/or the CF

Companies that have operations in / around CF Bases

What contributes to the effectiveness  of these strategies?

A clear strategy

Audience segmentation

Specific tactics to reach audiences

Customized messaging

Strong partnerships

Call to Action

Determining the Value of a PartnershipTangible ValueBased on quantitative measurement such as target audience reach and impact (impressions)

Intangible ValueBased on qualitative or associative benefits

Value comes from leveraging assets…

What is an Asset?

Assets are all the potential benefits that can be leveraged to a partner’s benefit

Assets Create Value!

Hierarchy of Values

Logo ID on publications

Banner Sign

Web ID / Link

Inserts

Ad in publication

Direct Mail piece

Article in publication

Coupon with Offer

Sampling / Demonstration

Direct Communication (e.g. speaking)

Direct Sales / Behaviour Change

Stage of Change Level of ImpactKnowledge Impressions

Belief / Acceptance

ACTION TRANSACTIONS

Determining Tangible Values

Benefit Value Range (Broad)

Value Range (Targeted)

Speaking Opportunity $2.00-$5.00 $5.00-$25.00

Access to Database $.07-$.30 $.35-$1.00

Exhibit Space at Event Rate Card or $15/sq’ Rate Card or $25/sq’

Ad in Publication Rate Card or $.08 Rate Card or $.30

Article in Newsletter $.04-$.10 $.08-$.25

Logo/Link on Web Site/Pub. $.0025-$.05 $.02-$.06

Collateral Distribution $.07 - $.15 $.10-$.25

Logo ID on Sign $.0025 - $.05 $.02-$.06

Logo ID in Print Ad 5% of ad value 5% of ad value

Variables to Tangible Values

Description Variable Value

Sign with Partner ID Entrance – stand-alone $.04Range:$.0025 - $.05 Entrance – multiple logos $.02

Entrance – stand-alone w tagline $.05Walkway – stand-alone $.02Walkway – multiple logos $.005Stage – stand-alone $.05Stage – multiple logos $.03

PA Announcements General PA $.005Range:$.0025 - $.05 Before performance $.04

After performance $.02

Determining Intangible Values

Attribute Value Range

Audience Desirability •25%-50%

Level of Exclusivity / Clutter •25%-50%

Prestige of Organization / Event •10%-30%

Networking Opportunities •10%-30%

Ability to Impact Target Market •10%-30%

Media Potential •10% -30%

Ease of Activation •10%-30%

Determining Total Value

Example:

Calculate Tangible Assets: $10,000

Add Intangible Values:

Exclusive opportunity (25%) $ 2,500

Respected organization (15%) $ 1,500

Impact on target market (20%) $ 2,000

Ease of activation (15%) $ 1,500Total Assessed Value $17,500

Step # 6 Partnership ActivationKey Elements of an Effective Agreement

Scope and purpose of agreement

Specific and measurable objectives

Terms and conditions

Roles and responsibilities

Timelines

Expected results and how they will evaluated

Conditions or mechanisms for amendments or termination

Aim for 2-3 year agreements with opt-out clauses

Key Elements of Activation

Clear Activation StrategyTasksTimelinesPerson (s) Responsible

Designated Contact Person Continual monitoring and adjustment Documentation

Other Considerations…

Great marketing starts with your Brand

What is a Brand?

Branding is a Strategic Investment

Defining your Competitive Position

“Positioning is the act of designing the organizational image and value offer sothat customers understand and appreciate what the organization stands for inrelation to its competitors”.

Let’s do a test – what makes you unique?

Good customer service

Quality of organization / program

Our reputation

Knowledgeable staff

Good results

Dedication of staff

Consistent management

Responsiveness

Innovation

Trust

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What Everyone Needs… A Great 30-Second Message!

Summary: What’s driving creative, low cost marketing?

1. Clearly defined goals and objectives2. Clearly defined audience3. Clearly defined message4. Timely communications5. Strategies to achieve early success6. Quantitative measurement7. Continual Improvement

Good Marketing Leads to ACTION

“the aim of marketing is to make selling  unnecessary”

Peter Drucker, Marketing Guru

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Where to reach me…

Contact Info:

Bernie Colterman:  berniecolterman@cepsm.ca

Blog: www.berniecolterman.ca

Tel: 613.230‐6424 ext.224

Websites:  CEPSM.ca