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Marketing and Business Development Strategy Presentation CHAPTER DIVISION MEETING Debbie Dietz Executive Director Marketing and Business Development September 19, 2005 Current State KEY LEARNINGS FROM OUR DATA Injury Data SNAP Surveys Employee Perception Surveys

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marketing and business development strategy presentation

Marketing and Business DevelopmentStrategy Presentation

CHAPTER DIVISION MEETING

Debbie Dietz

Executive Director

Marketing and Business Development

September 19, 2005

current state

Current State

KEY LEARNINGS FROM OUR DATA

Injury Data

SNAP Surveys

Employee Perception Surveys

Market Assessment for Strategic Growth

injury data
Injury Data
  • Where the nation is today (from 1992)
    • Workplace death rate down 24%
    • Highway death rate down 15%
    • Home and Community death rate up 11%
injury data5
Injury Data
  • Unintentional injuries are the 5th leading cause of death in the U.S. following heart disease, cancer, stroke and respiratory disease
  • Unintentional injuries cost the nation $607 Billion in 2003 – or $ 5,700 per household
  • The cost of injuries, $ 607 Billion, is equivalent to 57 cents of every dollar spent on food in the U.S.
injury data6
Injury Data
  • The cost of work injuries, $156 Billion, exceeds the combined profits of the top 25 Fortune 500 companies
  • Falls are the leading cause of non-fatal injuries in the U.S. – nearly 8 million people seek medical attention for a fall each year
  • The Construction Industry has the largest share of fatal work injuries – falls are the leading cause of death
injury data7
Injury Data
  • Unintentional Injury/Deaths at work - by Industry
    • Mining – 22.3
    • Agriculture – 20.9
    • Construction – 11.4
    • Transportation and Utilities – 10.0

2003 Deaths per 100,000 workers/Injury Facts

injury data8
Injury Data
  • 45 states currently have GDL laws for novice teen drivers
  • The most common type of driver error in fatal and injury crashes is speeding
  • Almost 1,200 deaths and 52,000 nonfatal injuries occurred in highway work zones in 2002
  • Large trucks account for 8.7% of all vehicles involved in fatal crashes
  • 156 people were killed in crashes involving emergency vehicles in 2002
injury data9
Injury Data
  • About 44% of all injuries happen in or around the home
  • Falls, poisonings, choking on food and drowning are the four leading causes of unintentional injuries/deaths in the home and community
  • More than 9 times as many workers are killed accidentally off the job than on the job
  • Stairs or steps are associated with more than one million emergency department visits each year
snap surveys
SNAP Surveys
  • From 2 surveys last year to over 30 surveys this year:
    • Key Surveys:
      • Occupational Safety and Health
      • Corporate Wellness
      • Ergonomics in other industries
      • Teen Driving
      • Division Surveys
snap surveys12
SNAP Surveys
  • Occupational Safety and Health Survey
    • Surveyed: NSC Members, Non-Members/Customers; Chapter Network and Board of Delegates
    • Key Learnings:
      • The biggest issues our customers/members face are Occupational Safety and Health, OSHA Compliance, Safety Leadership and Workman’s Compensation
      • The greatest opportunity for growth is with classroom and packaged training
      • Preferred length of training classes is ½ day to one day-maximum
snap surveys13
SNAP Surveys
  • Occupational Safety and Health Survey
    • (Key Learnings continued)
      • Top Trends – Government controls, increased responsibility for security/homeland security and business continuity; increased workman’s compensation and healthcare costs; producing ROI through safety, health and wellness programs
      • Top Opportunities – Showing upper management that safety affects the bottom line – respondents stated the greatest potential for revenue growth for NSC is in Occupational Safety and Health program areas
      • Top Challenges – Multi-ethnic languages, cost/benefit tools, benchmarking tools, shrinking training budgets
snap surveys14
SNAP Surveys
  • Corporate Wellness Survey
    • Surveyed: NSC Customers, Safety & Health subscribers, outside list (Workforce Magazine/ HR), NSC home page visitors
    • Key Learnings:
      • Almost 60% of organizations offer some type of a Corporate Wellness Program to employees
        • Those that don’t just don’t have the time, money or resources
        • Over 50% of those organizations who do offer a Corporate Wellness Program to employees spend up to $50,000 annually
        • Employers realize the need to provide health education on emerging health issues and concerns including weight management, nutrition and diet, smoking cessation, blood pressure and cholesterol, stress management, depression, alcohol and drug abuse, and ergonomics
snap surveys15
SNAP Surveys
  • Corporate Wellness Survey (continued)
    • Key Learnings:
      • Employers prefer to deliver wellness programs to employees through personal health profiles, audits, onsite and intranet training, workshops and seminars
      • For those organizations that do not currently offer a Corporate Wellness Program to employees, they need financial justification for even considering such a program
      • Increased employee moral and motivation = increased productivity
      • Informed employees = healthier employees = less time off = increased productivity
      • Offer a ‘menu’ of Wellness related products and training
        • Price ranges, format variations/choices, implementation options
          • Good, Better, Best Product Options
snap surveys16
SNAP Surveys
  • Teen Driver Safety Survey
    • Surveyed: DDC Customers and prospects; NSC members > 100 employees, NSM opt-in customers
      • Key Learnings:
        • Nearly ¾ of respondents do not offer information to employees on this issue because they have never really considered this issue an employer’s priority
        • For those ¼ of respondents who do offer information, they do so because it emphasizes the company’s value it places on safety and it expands the organization’s offerings for off-the-job safety initiatives
        • Challenges to NSC: our biggest competitor is the free information provided on the internet, however, there is interest in offering on-site workshops with scheduling flexibility
        • Organizations prefer printed reference materials
        • Bilingual needs are not an overwhelming concern
employee perception surveys
Employee Perception Surveys
  • The National Safety Council conducts many employee perception surveys for clients throughout the year
    • Conduct 10-12 client surveys per year
    • Survey results tell each client what their priorities are, i.e., which components of their safety programs are perceived by employees as operating or not operating well
employee perception surveys19
Employee Perception Surveys
  • Key Learnings from NSC’s Employee Perception Surveys:
    • Survey results vary for each client and each location, so it is usually not possible to generalize results; however, one generalization we can make is in regard to a certain section of our OSCAR and BASIS surveys, in which employees indicate which components of a safety program they would recommend introducing or improving. Of the list of 40 components, these are the five that are recommended most often:
      • Annual recognition of individuals for accident-free performance
      • Supervisory recognition of employees for safe work practices
      • Design of the workplace to eliminate hazards
      • Acting on worker safety suggestions
      • Discipline for unsafe job performance
market assessment for strategic growth
Market Assessment for Strategic Growth
  • Methodology
    • Frank Lynn & Associates study specifically targeted respondents within the Utilities, Construction Contractors, Public Administration/Government, and Commercial/Private Fleet sectors
      • Based upon Injury Data
      • Based upon input from our Division/Volunteer partners
      • Based upon the perceived opportunity for growth
market assessment for strategic growth22
Market Assessment for Strategic Growth
  • Methodology (continued)
    • Study utilized web surveys, internal qualitative discussions, external qualitative discussions, government data analysis, NSC data analysis
    • Market Sizing – How it was done
      • FL&A used a combination of survey data and government employee counts to estimate the $$ size of each market segment
        • Consideration: sample heavily weighted towards NSC members
      • FL&A took the estimated total number of employees in the U.S. by industry, multiplied by the average annual safety and health training $ spend per employee, to estimate total U.S. market size
market assessment for strategic growth23
Market Assessment for Strategic Growth
  • Key Learnings
    • NSC Revenue Streams - an examination of NSC’s product purchasers list revealed that product sales are not necessarily a function of membership
      • 53% of product purchasers are members; 47% are former/non-members
    • Opportunity for growth within member companies appears to be significant
      • Across all product lines, NSC is chosen as the primary resource less than 50% of the time
market assessment for strategic growth24
Market Assessment for Strategic Growth
  • Key Learnings
    • Significant opportunity for growth also exists with non-member companies
      • Non-members are reasonably willing to purchase among NSC core product categories without being members
      • It appears to be difficult to get non-members to make NSC their primary resource, with the possible exception of DDC training
market assessment for strategic growth25
Market Assessment for Strategic Growth
  • Key Learnings
    • Perceptions of the NSC Brand
      • The NSC brand is perceived as solid among members and non-members; particular brand strengths include quality, brand name recognition, and value to the end user
    • Pricing Perceptions across product lines
      • Pricing doesn’t seem to be an issue
        • Respondents believe NSC pricing is competitive
          • Across product lines – by market segment
          • Across product lines – by primary provider
        • We compare favorably to major competitors
market assessment for strategic growth26
Market Assessment for Strategic Growth
  • Off-The-Job Community Safety
    • Respondents generally do not provide this type of training for their employees at their organization, nor do they find this set of issues to be urgent
      • Only 11% of respondents select this as their ‘most pressing safety and health issue’
    • Nevertheless, this category has growth potential because it impacts multiple aspects of Safety and Health
        • Aging workforce issues
        • Employee Wellness
        • Multicultural Issues
        • Employee Productivity and Employer’s Bottom Lines
market assessment for strategic growth27
Market Assessment for Strategic Growth
  • Impact on our Chapter Network
    • Continue market sizing research per chapter territory
    • Examine ways to improve geographic coverage for training courses and chapters
    • Update materials more frequently and infuse with new ideas and concepts
    • Bring more industry-specific products to market (for our key market segments)
market assessment for strategic growth28
Market Assessment for Strategic Growth
  • Key Learnings
    • Construction Contractors
      • This industry represents a significant growth opportunity
        • Estimated market size: $ 723 Million
        • Average Safety and Health Training Budget spend per employee - $ 296 (Highest of all NSC market segments) – and respondents expect their budgets to increase substantially
        • Despite the Construction market’s high degree of fragmentation, which makes Construction firms less easy to target, survey respondents indicate that safety and health training is a priority
market assessment for strategic growth29
Market Assessment for Strategic Growth
  • Construction Contractors (continued)
      • This market segment has the highest number of fatal occupational injuries and illnesses primarily due to falls; some injuries and illnesses relate to strains, sprains and fractures
      • There is a tremendous opportunity for Wellness programs
      • Multi-cultural issues are critical
      • JJ Keller is favored for DDC and OSH training
market assessment for strategic growth30
Market Assessment forStrategic Growth
  • Key Learnings (continued)
    • Utilities Industry
      • Estimated total market size: $ 479 Million
      • Average Safety and Health Training Budget spend per employee: $239, and budgets are expected to increase next year
      • Utilities are a very ‘targetable’ group of employees
      • The top 100 electric utilities comprise 66% of employees within the electric sub-segment
      • The top 8 wired telecom carriers comprise 78% of employees within the wired carrier sub-segment
market assessment for strategic growth31
Market Assessment for Strategic Growth
  • Utilities Industry (continued)
    • The top 8 cable firms comprise 78% of employees within the Cable sub-segment
    • Utilities respondents appear to be ‘joiners’ of associations
    • Senior or aging workforce issues appear to be slightly more pressing within the Utilities segment than other industry segments
    • Employee Wellness makes the list of top three issues most likely to increase organizational safety and health training budgets
market assessment for strategic growth32
Market Assessment for Strategic Growth
  • Key Learnings
    • Commercial and Private Fleets
      • (Responses from private fleets yielded a sample of respondents across a broad range of industries-all other)
      • Estimated total market size: $ 395 Million
      • Average safety and health training budget spend per employee for commercial fleets: $248
      • Health and training budgets are expected to increase next year
      • Multicultural issues are pressing
      • The top 3 issues most likely to cause an increase in safety and health training budgets are emergency preparedness, homeland security and ergonomics
market assessment for strategic growth33
Market Assessment for Strategic Growth
  • Commercial/Private Fleets (continued)
    • Fatal occupational injury incidences are prominent in:
      • Trucking and Warehousing
        • Injuries in private sector, wage/salary workers, government workers and self-employed workers
      • Electric Gas and Sanitary Services
        • Injuries to private sector, wage/salary workers, government workers and self-employed workers
      • Strains constituted 43% of all occupational injuries and illness involving days away from work
market assessment for strategic growth34
Market Assessment for Strategic Growth
  • Key Learnings
    • Public Employees
      • Estimated market size: $ 1.96 Billion. This is the largest of all the market segments
      • Average safety and health training budget spend per employee: $89 – the lowest in all NSC market segments. Cost is critical in this segment.
      • Safety/Health Training Budget expected to decrease next year
      • Fatal injuries are not prominent in this industry – primary source of fatal injuries are in the Vehicles sector
      • Employee Wellness is a pressing issue
      • This segment is costly to pursue
market assessment for strategic growth35
Market Assessment for Strategic Growth
  • Conclusions and Recommendations
    • We need to develop new offerings to address emerging areas so that we can participate in budget increases
    • Growth opportunity is substantial within our traditional offerings
    • Focus on growth through Members by striving to become their primary resource
      • Develop industry-specific programs
market assessment for strategic growth36
Market Assessment for Strategic Growth
  • Conclusions and Recommendations
    • Go after the ‘best’ market segments
      • Follow the data (Utilities, Construction, Fleet)
      • Where it’s easiest to target
        • With an integrated marketing and sales strategy
    • Test new multicultural and aging workforce offerings
    • Initiate proactive sales efforts vs. the competition
    • Consider other channel partners (distributors, resellers) to expand our go-to-market capabilities
    • Update our materials and programs more frequently – recommendation is every 2 years for key programs
data driven solutions
Data-Driven Solutions
  • Data Overlays
  • Product Portfolio Review Process
    • Identified opportunities for ‘push’ marketing strategy of existing programs to new/focused markets
    • Identified opportunities for new product/program development (pull)
  • Next Steps: Quantify, Justify, Prioritize, Implement, and Measure!!
fiscal year 2005 accomplishments

Fiscal Year 2005 Accomplishments

Debbie Dietz

Executive Director

Marketing and Business Development

September 19, 2005

fiscal year 2005 marketing accomplishments
Fiscal Year 2005 Marketing Accomplishments
  • Marketing Department Reorganization
    • Shifted from Marketing Communications/Promotion focus to a strategic, market planning focus
    • Allows Council to be “market driven” vs. “shared service”
fiscal year 2005 marketing accomplishments43
Fiscal Year 2005Marketing Accomplishments
  • Business Planning – Balanced Scorecard
    • Drafted FY05 Corporate Scorecard
    • Used learnings to draft FY2006 Balanced Scorecards
      • Almost all Council departments have Scorecard drafts
  • Market Research and Measurements
    • SNAP Survey Software – from 2 in 2004 to 30 in 2005
    • ATLAS CRM Marketing Database Business Requirements
    • Research identified opportunities in Utilities, Construction, Public Employees and Fleet Management – validated by our Divisions
fiscal year 2005 marketing accomplishments44
Fiscal Year 2005Marketing Accomplishments
  • Market/Business Planning
    • Provided leadership in the introduction and implementation of the Balanced Scorecard
    • Developed Corporate Scorecard
    • Assigned metrics
    • Updating metrics monthly
    • Joint planning for FY06 with Business Units – crafting Marketing Strategy along with Business Plans, and scorecard creation for new fiscal year
      • Mktg integration matrix; BU integration matrix; Draft of FY06 scorecard
channel marketing
Channel Marketing

Online Sales

Fiscal Year 2005

FY 2004 $436,555

FY 2005 $478,700

Monthly Average

$39,891

9.6% increase over 2004

(does include chapter purchases)

fiscal year 2005 marketing accomplishments46
Fiscal Year 2005 Marketing Accomplishments
  • Channel Marketing
    • National Safety Month – Web efforts responsible for:
      • Contributing to sales of 20,000 NSM ribbons
      • 700 free Membership News Alert subscriptions
      • 67,000 downloads of our posters
      • 300+ orders for Community Outreach Programs
      • Captured 2298 email addresses up from 213 in 2004
      • Chapter referring the most NSM visitors – Minnesota 1,148
    • Chapters – online training calendar, Chapter blogs
    • Productivity improvements using web templates and on-line forms that result in savings
    • National Preparedness Site - September
fiscal year 2005 marketing accomplishments47
Fiscal Year 2005Marketing Accomplishments
  • Product Marketing
    • Alive at 25/Teen Guide to Driver Safety
      • Marketing efforts generated 652 leads for A@25, targeting for-profit driving schools, high schools, law enforcement, current training/sub agencies
    • PeakCare at Work
      • Marketing efforts generated 700+ leads from municipalities, utilities
    • Community Outreach Programs
      • Marketing efforts generated 1200+ requests for these types of programs
fiscal year 2005 marketing accomplishments48
Fiscal Year 2005Marketing Accomplishments
  • Marketing Communications
    • Joint Planning with Business areas
    • Identification of cross-sell opportunities
    • Reduced promotional spend in favor of more targeted, and web-based, marketing
    • Curbing promotional spend is resulting in top line growth
      • We’ll PROVE it in 2006!
fiscal year 2006 business development and marketing strategy

Fiscal Year 2006 Business Development and Marketing Strategy

Debbie Dietz

Executive Director

September 19, 2005

slide50

A successful person is one who can

lay a firm foundation with the bricks

others have thrown at him.David Brinkley

challenging the status quo

CHALLENGING THE STATUS QUO

Management Encourages….

2005 Climate Survey….

Marketing Team Says….

market research and measurements
Market Research and Measurements
  • Focus on market sizing study and industry-specific market research
    • Identify opportunities that represent the greatest revenue growth potential for the Council
      • By segment, by geography (for Chapters)
  • Focus on development of key metrics
    • Show the cause/effect relationship between marketing promotional spend and revenue generated
  • Use predictive modeling to enhance targeting (convert non-members to members)
  • Conduct price elasticity studies (Membership dues; incremental product sales)
market research and measurements53
Market Research and Measurements
  • Continue market sizing studies by specific industries:
      • Healthcare
      • Services *
      • Education
      • Corporate
      • Consumers
      • Hispanic
      • Insurance
      • International (China*, Latin America)
      • Hospitality
      • Day Care, Career Schools, Colleges *
      • Agriculture/Green Industry *
      • HR *
      • Retail *
      • Construction *
      • Amusement Parks *
market research and measurements54
Market Research and Measurements
  • Other Market Research and Analysis Needs:
    • Research/data analysis on Trucking and Bus industry
    • Research/data analysis on Employee Wellness, Back Injury, Falls, Ergonomic issues
    • Refine target market for Teen Guide
    • Determine feasibility of Spanish language products/programs, multi-cultural and aging training materials
    • Off-the-job
    • Membership dues
    • Homeland Security
    • Certification programs (retail, hospitality, parks)
    • Design and implement a marketing analytics database
market research and measurements56
Market Research and Measurements
  • Benefits of Atlas - Marketing Analytics Database
    • ATLAS is a web-based application which will provide market research analytics to the business areas to make informed business decisions. ATLAS will provide pertinent demographic data by industry, competitor information, pricing, revenue data, campaign effectiveness and ROI information, which will aid in allocating resources more effectively by tracking what drives campaign results.
    • All NSC and (single Membership) Chapter users will have access to ATLAS to run reports and view customer records and reports pertaining to their respective business.
market research and measurements57
Market Research and Measurements
  • Chapters who have not yet signed the single membership agreement, will have restricted access to ATLAS based upon negotiations
  • Other ancillary customer databases (OSH, Conventions, Development) will be integrated into ATLAS’ centralized customer data repository
market planning
Market Planning
  • New resources will focus on developing industry specific marketing plans
  • Marketing plans to include: Environmental Scan (Market Research and Injury data – multi-cultural, aging, etc); competitor analysis, product positioning, pricing, distribution channels, communications/promotion strategy, management and financial plans. With a focus on driving Membership and product revenue in:
    • Construction
    • Utilities
    • Fleets (Public and Private)
    • Public Employees
market planning development
Market Planning & Development
  • We will analyze Venue opportunities that lie within the research findings; in turn producing industry-specific planning sessions and product portfolios
  • Overlay of Frank Lynn data, Injury Facts data and product fit will sift out industry-specific product marketing and new product development opportunities
  • Hand-in-hand with the Frank Lynn Research, the Balanced Scorecard will direct the marketing resources to the most lucrative initiatives
balanced scorecard perspective
Balanced ScorecardPerspective

A Management Tool

  • A management system for turning key strategic objectives into action
  • Fulfills our mission while pursuing financial growth
  • Manages our businesses and provides internal and external support to our integrated strategy
balanced scorecard perspective61
Balanced ScorecardPerspective

Key Measurements

  • Measuring the organization from four key business perspectives (quadrants), will allow us to better balance against our business goals
      • Financial
      • Customer
      • Internal Processes
      • Employee Learning & Growth
slide62

Balanced ScorecardPerspective

Planning vs. Action

  • Each strategic objective is measured by a quantifiable metric
  • AIPS (Action In Progress) initiatives will be managed by an integrated resource grid, assigning each departments’ level of responsibility
  • Each initiative will be executed according to a stated time of activation
balanced scorecard perspective63
Balanced ScorecardPerspective

Strategic Plan Execution

  • Each Executive Director manages their own departments’ Balanced Scorecard
  • Key aspects from the department scorecards are integrated with the Corporate strategic objectives
  • A preliminary, Corporate, five-year strategic plan is drafted along with its Balanced Scorecard
  • The Board is presented with the strategic plan
  • The Corporate Balanced Scorecard with finalized metrics is completed and executed
data market driven program development process
Data/Market Driven Program Development Process

No

Yes

Market Study Research

INVEST& GROW

TURNAROUND

MAINTAIN

EXIT

NEW

PRODUCTS

EXISTING

PRODUCTS

Survey Data

(SNAP, Employee Perception)

[Product Fit]

Injury Facts

STRATEGY

[Product Development and Management]

Divisions/Chapters/Members

[Product Fit]

Products

DATA OVERLAY

(Inputs)

new and existing product development in fy06
New and Existing Product Development in FY06
  • OSHA Compliance
  • Emergency Preparedness
  • Data Sheets
  • Campbell Business Cases
  • Commercial Equipment Operator (TORO green industry program)
  • DDC Self Instruction Program
  • DDC-4
  • Supervisors’ Development Program
  • Homeland Security
  • Lift Truck
  • Fleet Administrator Program
  • Cost Model / Benchmarking Tools
new product development
New Product Development
  • Employee Wellness

Ergonomic issues/trends in the Healthcare industry (good/better/best)

      • Data tells us the issue is with:
        • Low back pain
        • Sprains and strains
        • Neck and upper back pain
        • Upper extremity disorders
        • General muscle fatigue
      • Classroom training with on-line refresher courses
        • <4 hours of classroom training
        • <2 hours of on-line refresher training
      • Solution: “Back Injury Program” classroom and on-line
new product development71
New Product Development
  • Employee Wellness
    • Data tells us:
      • There is a need for a wide variety of choices in types and formats of wellness programs
      • There appears to be a growing need for wellness programs addressing weight management issues, health assessments and disease prevention
      • There is a need for a better performance measurement system and a better way of justifying a return on investment for wellness programs
      • The current formats of wellness programs (first aid/CPR, health education, on-site training) are desired (good/better)
      • There is interest in video-streaming (best)– with concerns over the cost and maintaining the program and employee internet/intranet access
new product development72
New Product Development
  • New Certificate Programs
    • CUSA Certificate (2007)
      • How to apply to other industries
    • Safe Hotel Certificate (2007)
      • Research industry needs
      • Overlay research with injury facts and existing training and products to identify certificate items.
      • Identify new product development needs
      • Include certificate renewal process
      • Develop marketing plan
product marketing
Product Marketing
  • Working with market research, identify where the largest opportunities for revenue growth exist for focused product lines, in which industries – using the output of the product portfolio review process
  • Identify new products based upon research and quantitative and product portfolio review
  • Perform market, customer and competitive research
  • Develop value propositions and key selling points; promote consistent product positioning
product marketing74
Product Marketing
  • Identify opportunities for product revenue growth and/or repositioning in direct correlation to the market segment strategy, as identified through market research
  • Identify best methods of driving product revenue growth via the Council’s Channel Marketing resources
  • Work with Marketing Communications on effective promotional activities that will support the product revenue targets
product marketing75
Product Marketing
  • PeakCare at Work (Wellness)
  • Online First Aid, CPR & AED Training
  • Emergency Care Programs
  • Family Guide to Teen Driver Safety
  • Alive at 25
  • DDC 8/6
  • DDC Online Training
  • Employer Guide for Off-the-job
product marketing76
Product Marketing
  • Fleet Safety (public and private)
  • Off-the-job related products
  • Community Outreach Programs
  • Print and online newsletters
  • New product launches
channel marketing77
Channel Marketing
  • Enterprise Web Development
    • Focus on E-Commerce
      • On-line ordering
      • Focus on web metrics
      • Develop NEW shopping cart/improve functionality
    • E-Shopping Cart connected to Vision information
    • Pursue in-house development vs. outsourcing (Web First) – cost/benefit analysis
  • Integration into Divisions (web communities and blogs) as required by our market segment strategies (example “Utilities” blog)
  • Continue to provide Chapter tools/”downloadables”
  • Continued EC portal development/enhancements
channel marketing78
Channel Marketing
  • What is a blog?
    • Blog software is a content management tool that allows a site owner with little or no technical knowledge to post content via a simple interface. Blog software can also allow visitors to the site to post their own comments and feedback. These features make blogs a great tool for publishing and distributing information, keeping content on the site current and encouraging interactivity with visitors.
    • Items you may find on a blog website:
      • Important Links
      • Information archived by topic – most recent being first
      • The latest headlines
      • Meeting agendas, minutes
      • Newsletters and announcements
      • Special projects
      • Message boards
channel marketing79
Channel Marketing
  • Why use blogs?
    • Easy to maintain
    • Content experts make timely updates easily - adding value for site visitors.
    • Content is easily searchable and can be organized by the content expert to meet the needs of the site visitors
    • Google juice – blogs contribute to better placement within search sites like Google, Yahoo, etc.
channel marketing80
Channel Marketing
  • Current Blog sites:
    • National Preparedness site
    • Chapters Only site
    • Emergency Care Portal
    • Chicago, Georgia, California

Ark La Tex Chapters

    • National Safety Month

(planners page)

channel marketing81
Channel Marketing
  • New Blog Development:
    • DDC portal
    • Public Division sites (in addition to membership only)
    • Council Owned Chapters (enhancements)
    • NSC Board
    • Media Relations
    • Professor portal
      • Investigate promoting student membership
    • Research and Statistics
    • Advocacy
      • Execute viral marketing plans (pass along campaigns)
channel marketing82
Channel Marketing
  • Electronic options for Council newsletters/webify print newsletters
    • New Online Content Manager in Publications
  • Determine how to drive sales for Congress exhibit space in 2006
    • On the web
    • Through the chapters and other channels
  • Chapters to promote Teen Guide product/programs at local level (brown bag lunches)
  • Drive Teen Guide sales via the web
marketing communications
Marketing Communications
  • FY2006 Promotional Campaign Budget
    • Allocated based on potential/opportunities for growth (future)
    • ‘Appropriate’ allocation to drive incremental, profitable product revenue growth
  • Integrate ACCESS marketing campaign database into Atlas
    • Facilitates ability to track the success of campaigns – ties sales orders to marketing $$ automatically
marketing communications84
Marketing Communications
  • Integrate Council marketing promotional campaigns with Convention’s Congress campaigns
    • Identify opportunities to leverage
      • Resources
        • Human
        • Financial
    • Identify opportunities to leverage
      • Our data
        • Marketing’s targeted customers/prospects
        • Conventions exhibitors/attendees
        • Trade Shows
slide85

A successful person is one who can

lay a firm foundation with the bricks

others have thrown at him.David Brinkley