Creative Marketing Techniques Kits and...creative (low-cost) IMC Plan: Who is my audience? What...
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Creative Marketing and Partnerships Bernie Colterman February 25, 2014
Transcript of Creative Marketing Techniques Kits and...creative (low-cost) IMC Plan: Who is my audience? What...
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: [email protected]
Blog: www.berniecolterman.ca
Tel: 613.230‐6424 ext.224
Websites: CEPSM.ca
