How About A Little Action?
Recently there have been a number of emails and blog posts relative to the "marketing" of Youngstown — or the lack thereof. Everybody in town, it appears, is calling for a focused, community-driven, positive-spin campaign that positions this community as more than "crime-riddled" and, as one national media outlet described it, struggling.
Golly, what a great idea! (insert visual here of individual slapping himself/herself upside the head, with a facial expression evocative of stupidity and wonderment)
Who wants to take the lead? Which individual or organization amongst all these disparate voices calling for this effort is going to step forward and, at the same time, divest themselves of the need to take the credit?
Just as many have commented, I too am embarrassed by allowing regional and national media to have their way with Youngstown; formulating the tenor of their stories on drive-by or anecdotal evidence.
Attempts have been made in the past to make things happen, to create a clear marketing message touting the historical, cultural, and economic merits of this city. I know. I’ve been a part of a number of them over the last 30 years. Unfortunately, most failed to gain traction due to a number of reasons: they were too narrowly focused; they lacked funding; there was no comprehensive ‘plan’ to sustain them; varying agendas and self-interests reared their ugly heads; or a combination of some or all of the above.
Answers?
Do I have the answer? Maybe. Maybe not. I do know, however, that I have been involved in organized efforts to make a difference, with results that I consider to be ‘baby steps’ in the right direction. These include campaigns important to the future of this city: Youngstown 2010, Jay Williams' mayoral campaign, the Downtown Youngstown branding campaign, Youngstown City Schools levy campaign, and most recently, the WYSU radio and YMCA branding campaigns. Often my involvement was on a volunteer basis; other times Keynote was paid for its expertise.
Whereas these campaigns were vital to making a difference in our city’s physical appearance, educational environment, as well as its political and cultural landscape, their focus was relatively narrow.
In my humble view, the only way a successful marketing campaign can become reality is through (A) hiring a marketing firm (local, regional or national) that answers to only one body; or (B) form a working group that will develop a plan with the assistance of marketing professionals.
Each option has its merits. And each has its drawbacks — In (A), who will that single body be? And in (B) well, call it what you like, but it's a committee.
I do like (B) however. It does, after all, involve a wider cross section of the community. But how about the who and why of this working group?
Here are a few thoughts:
An independent working group should consist of a representative or representatives of organizations such as:
Youngstown City Government
Youngstown State University
Regional Chamber
The media
The marketing profession
The business community
…and any other qualified entity I may have unintentionally omitted.
Its membership must be limited in number. Its goals must be simple and clearly defined. I believe the following to be crucial:
1. This group must exist solely for the development of a marketing initiative and must possess final decision-making powers relative to the planning, creation, and implementation of a branding and positioning strategy for the City of Youngstown.
2. It must be devoid of even the slightest hint of political or personal agendas (could be a tough one).
3. This group must be responsible for procuring funds, either private or public, to give this strategy the best chance to succeed.
Perception and Reality
Not until a comprehensive marketing plan is formulated and a single, impactive brand identity and positioning statement for the city is adopted does this town have a prayer — at least in terms of Youngstown-brand perception and Youngstown-brand reality.
A motivating factor in moving my firm, Keynote, from the suburbs to the downtown business district was the hope of making a difference (insert video footage here: tight, slow motion shot of twiddling thumbs; dissolve to close up of moderately good looking, 60+ male with the word “FRUSTRATION” superimposed on forehead).
This isn’t brain surgery. It’s a little cooperation between the best and brightest this town has to offer, those who still believe a difference can be made. I know you are out there. It only takes a little vision, a little time, and a little imagination — (a little prayer is optional).
How About A Little Action?
Keynote Media Group Launches New Consulting Division
Taken from the Keynote Media Group KeynoteFocus blog, Tuesday, April 22nd, 2008:
Keynote Media Group starting a new consulting division? Why now? Well, it's rough out there. We see it. Our clients see it. Anybody who depends on customers coming in the door and making a buying decision surely sees it - and feels it! These are the times that will try the heart of any business owner, and forging anything less than a well-defined marketing strategy can be fatal! That's where Inside The Box Marketing enters the picture.
Through Inside The Box Marketing, clients will receive expert analysis of their past, present, and future marketing strategies. "We look at this as a marketing reality check," notes Richard Hahn, Keynote Media Group principal and creative director. "Many business issues have nothing to do with advertising. Most of the marketing issues we encounter all too frequently are related to basic branding."
An analysis by the Inside The Box Marketing team begins at the source, inside the box, inside the business itself.
Advertising issues such as media, budget and frequency are only part of the equation. Inside The Box Marketing delves into such fundamentals as location, signage, facilities and internal communications.
How about the 'big picture' stuff? You bet - brand perception versus brand reality for sure; what the competition is up to; are you utilizing 'new' media in the best way - if at all; is your staff on board with your vision...
By visiting a client's location, talking with the decision makers, and getting answers to some pretty important questions, Inside The Box Marking crafts a detailed marketing analysis, delivering specific recommendations on what needs to be done for better positioning and, ultimately, to increase revenue.
Does it take long? The time of the initial meeting with a client to delivery of our finished report takes ten days or less; the time required of the client decision maker is normally less than four hours. "[fast turn-around] is critical," cites Hahn.
In the marketing universe, the phrase thinking outside the box, however ubiquitous and misused, has its place. It is our belief, however, that you must think and act inside the box. Get to the heart of the matter; resolve those 'brand-busting' issues before sinking more time and money into strategies that just aren't cutting it. Inside The Box Marketing will help you get your house in order.
The Brand Killers Among Us
The Brand Killers Among Us
(or, Extreme Brand Makeover)
It's amazing to me how little consideration many business owners give to signage.
Most often, signs are what a customer relies upon to find a business. Often a sign can actually be a determining factor on whether a customer will take the next step and enter the store. A sign speaks volumes about the business it represents, and a bad one will totally undermine everything else you do to position your business. Common issues with location signage include inferior quality, poor placement, or lack of maintenance. Great signage is basic inside the box marketing.
Here is an experience I recently had when visiting a business:
My associate Gemma and I drove out to meet a business owner who, based on a referral, wanted to talk with us regarding a new marketing direction. Neither of us was familiar with the business, which indicated there might indeed be a problem. The initial phone call from the owner was intriguing; they sold a relatively high-end line of merchandise but they just weren't getting that message across effectively.
The business owner knew she had problems but didn't have any idea what to do other than spend more money on advertising. Knowing full well that more advertising is NOT always the answer, we set the appointment for later that week.
Wanna Buy Some Hubcaps?
The store's location was about 20 miles away so we fired up the GPS and set out on a fact-finding mission. A half an hour later the computerized voice informed us, "Destination one-half mile on the right." As we approached it was clear what the problem really was -- image. First issue: on the front lawn stood a changeable-letter sign with flashing arrow pointing to the store. It might as well have said, "Used Hubcaps! Cheeeeap!" And, to make matters worse, it was surrounded with pulsating, bare light bulbs (a number of them being burnt out).
Okay, this might not be an issue if they were in the business of selling comic books or live bait, but we discovered, to our amazement, that when we entered the showroom, much of the merchandise was priced in the four- and five-figure range and targeted to a rather discriminating, upscale clientele.
The not-so-permanent main sign was a brand killer as well - the store name in a difficult-to-read font on a turquoise-colored vinyl. Ouch!
We weren't shy about pointing these problems out, strongly urging that for the time being, they forget TV, forget radio. The immediate problem is not advertising - it's enhancing your brand. Get your house in order before you waste money on media that promotes a brand killer. Say it with me, kids: Inside The Box Marketing.
Fortunately, the client agreed and we are working with them to correct the problem as part of a complete (extreme, if you will) marketing and positioning makeover. Look out, Pennington.
Most often, signs are what a customer relies upon to find a business. Often a sign can actually be a determining factor on whether a customer will take the next step and enter the store. A sign speaks volumes about the business it represents, and a bad one will totally undermine everything else you do to position your business. Common issues with location signage include inferior quality, poor placement, or lack of maintenance. Great signage is basic inside the box marketing.
Here is an experience I recently had when visiting a business:
My associate Gemma and I drove out to meet a business owner who, based on a referral, wanted to talk with us regarding a new marketing direction. Neither of us was familiar with the business, which indicated there might indeed be a problem. The initial phone call from the owner was intriguing; they sold a relatively high-end line of merchandise but they just weren't getting that message across effectively.
The business owner knew she had problems but didn't have any idea what to do other than spend more money on advertising. Knowing full well that more advertising is NOT always the answer, we set the appointment for later that week.
Wanna Buy Some Hubcaps?
The store's location was about 20 miles away so we fired up the GPS and set out on a fact-finding mission. A half an hour later the computerized voice informed us, "Destination one-half mile on the right." As we approached it was clear what the problem really was -- image. First issue: on the front lawn stood a changeable-letter sign with flashing arrow pointing to the store. It might as well have said, "Used Hubcaps! Cheeeeap!" And, to make matters worse, it was surrounded with pulsating, bare light bulbs (a number of them being burnt out).Okay, this might not be an issue if they were in the business of selling comic books or live bait, but we discovered, to our amazement, that when we entered the showroom, much of the merchandise was priced in the four- and five-figure range and targeted to a rather discriminating, upscale clientele.
The not-so-permanent main sign was a brand killer as well - the store name in a difficult-to-read font on a turquoise-colored vinyl. Ouch!
We weren't shy about pointing these problems out, strongly urging that for the time being, they forget TV, forget radio. The immediate problem is not advertising - it's enhancing your brand. Get your house in order before you waste money on media that promotes a brand killer. Say it with me, kids: Inside The Box Marketing.Fortunately, the client agreed and we are working with them to correct the problem as part of a complete (extreme, if you will) marketing and positioning makeover. Look out, Pennington.
Radio You Need To Know
I recently appeared on WYSU-FM 88.5 as a guest during the radio station’s semi-annual fund drive. The National Public Radio affiliate is one of the Mahoning Valley’s most distinctive cultural institutions and I always jump at the chance to help them in any way that I can. As part of the WYSU Advisory Board and a member of its marketing committee I know the value of the station to the community as a cultural mainstay but, as a marketer, I know its value as an opportunity for businesses to do a little brand building.
I am not talking advertising here. This is about marketing, and in particular, public relations. As a marketing consultant, I am constantly searching for ways to get our clients as many effective positioning opportunities as possible. I want these opportunities to be, if not free, at least extremely affordable -- you know, maximum impact for minimum bucks.
Adults Only
For our clients who want to reach an upper-income, educated, loyal, adult customer base, the best deal in town is becoming an underwriter on WYSU. The base, extending across both the Mahoning and Shenango Valleys and as far north as Ashtabula, consists of about 50,000 listeners a week. Pretty significant, I believe; and for any business looking to reach this coveted demographic, it's like handing LeBron the ball with the game on the line.
My business, Keynote Media Group, is a WYSU underwriter, and currently three of our clients are on the station as well. One of those clients, who has also become a good friend, Doug Aebischer of Aebischer’s Jewelry in Poland, recently told me that not only has he seen new customers come to the store since he began the program, but almost every week people stop in and say, "Thank you [for supporting WYSU]."
Now we're getting somewhere. That’s potent P.R. for pennies.
Beyond Positioning
The affiliation with WYSU goes far beyond positioning your brand, and exceeds anything remotely akin to traditional advertising. Oh, sure, as a public radio underwriter, your name, product/service, positioning statement, and web/phone/location are all mentioned. The real value, however, in my estimation, is that you are performing a community service by helping to fund this vital supplier of news, information and music. So you're not only reaching customers with your underwriting 'ad', you are associating your company's name with the area's most respected cultural resource.
You are a 'partner' with the community. I like the way that sounds.
There are, however, a few caveats and restrictions by going this route. First, the 'spots' are only fifteen seconds in length and read by station personnel -- no pre-produced spots! Also, the copy is restricted to the basics -- no "we're the best, fastest, cheapest, smartest..." types of qualitative verbiage.
A business' public radio affiliation is by no means going to have customers busting down the door, their fists full of tens and twenties. But as a part of a consistent, comprehensive marketing campaign utilizing other marketing vehicles, it's one of the most effective clubs in the bag.
There are many ways to stretch the marketing dollar and, considering the current economic environment, you better search out every one of them. WYSU may be a good place to start.
The WYSU website has all the details.
Today (Friday) is the final day of the pledge drive. At the time of this posting, WYSU only needs little over a thousand dollars to reach their goal! Go from one of the many links in this post, and make a contribution today.
2010 And Counting
2010 And Counting
My marketing firm was very active in the promotion of Youngtown 2010 during the initiative’s nascent days. Along with Gemma Sole, I served as co-chair of its marketing committee and Keynote developed the branding and marketing strategies, including the production of television public service announcements. Sidebar: I was so impressed with Gemma’s passion for the project I eventually persuaded her to come to work for Keynote.
Before I became involved in 2010, I will admit I was skeptical. “Here we go again,” I sighed to my wife after reading an early newspaper article on the upcoming initiative. I had been involved over the years in the promotion of a number of ‘feel good’ campaigns for Youngstown: lotsa fluff with no backbone, no purpose, no plan; fun to market with glitzy billboards and a toe-tapping jingle with cloying, Kum Ba Yah lyrics. There would be no long-term results, but none were really expected by the committees involved.
Maybe this was different.
As I continued to read on in the article, something unusual did jump out. The list of individuals behind ‘2010’ was pretty impressive: Dr. David Sweet and Mayor George McKelvey (What? The university and City Hall working together?); Jay Williams, CDA Director; Hunter Morrison, an experienced and successful city planner most recently from a similar project in Cleveland ; and two young guys from the City Planning Department, Bill D’Avignon and Anthony Kobak.
Maybe this was going to different. Maybe this was a real plan. Maybe I could help them market this.
I made a few calls and volunteered my services. It was clear from the beginning that success of ‘2010’ was going to be dependent largely on its acceptance by the people of the community; making marketing, in particular brand identity, a vital component. The marketing committee and Keynote, I believed, were up to the task.
This did, however, have many of the earmarks of a ‘tough sell’ -- especially to the likes of Boardman, Poland, Austintown, and beyond. Although Youngstown 2010 would directly affect The City, the impact and importance of 2010’s Vision for the Future went beyond the ‘Iron Curtain’ that paralleled Midlothian Blvd. and Meridian Road. The planners understood that this would affect the suburbs in very real way, a very positive way. The citizens' understanding and acceptance of the ‘vision’ was equally important. Their historically low tolerance to anything ‘Youngstown’, however, was legendary.
Even though I lived and worked in Boardman, I was a staunch advocate of The City of Youngstown and, more specifically, a strong and vibrant central business district. As Mayor Williams stated in a recent speech at a Regional Chamber breakfast, the region is a ‘body’ and the City of Youngstown is its ‘heart’; a body’s overall wellbeing is almost totally dependent on the health of its most vital organ. Sidebar: Considering the lackluster support of 2010 from the suburbs coupled with the ongoing JEDD controversy, I believe a brain scan for this particular body may be in order.
Moving ahead.
The first order of business was to ‘sell’ the initiative to the citizens of The City. After all, they were the stakeholders. This was going to be their plan for their future and the future of their children and grandchildren. We wanted them to act, to get involved in the process of creating this plan. We weren’t selling the plan as much as were selling the importance of their involvement in the plan.
We put in place the elements necessary to compel them to act, after all that’s the purpose of marketing, isn’t it? To get your target audience to get up off their rear ends and buy or do something? First, a Youngstown 2010 logo was developed along with the positioning statement "A vision for the future." We incorporated this into a brochure, a billboard campaign, a website, and a television public service announcement.
Specifically, the marketing effort in this case was to get citizens to attend neighborhood meetings at which they could express their issues -- damaged sidewalks, abandoned properties, lack of recreational facilities, etc. -- relative to their neighborhood. Information gathered at these events would be used to formulate a citywide plan. We got the desired result. People turned out and participated in designing a better future. Hunter Morrison later told me that the public participation in Youngstown far exceeded that of the Cleveland initiative. The marketing committee was elated.
I am confident that success was due in part to how we positioned ‘2010’ -- not as a dry document packed with statistics and maps, but as a virtual roadmap to the future for the people of the community. In fact, the TV spot we developed never even mentioned what the initiative was all about; only that it was important for YOU to get involved. We utilized no announcers, just Youngstown citizens telling everyone that "The future of Youngstown is in your hands."
Recognition.
In April of 2007 I had the honor of attending an awards luncheon in Philadelphia where Youngstown 2010 was awarded top recognition in the area of "Public Participation" by the National Planning Association. Youngstown’s chief planner, Anthony Kobak, and I were also selected to present a seminar at that convention as well as at an earlier regional gathering in Cincinnati.
The marketing component of ‘2010’ has been cited by numerous national and international publications, including Barbara Faga’s book "Public Participation and the Planning Process."
I have long held that branding and well-conceived marketing strategies cannot and should not be limited to commercial entities. It is just as important for public institutions and programs to inform and motivate the people whose lives they help shape. It is my belief that the promise of Youngstown 2010 has a better chance of ultimate success because of the understanding by its leadership of the importance of marketing, and in particular, branding.
My marketing firm was very active in the promotion of Youngtown 2010 during the initiative’s nascent days. Along with Gemma Sole, I served as co-chair of its marketing committee and Keynote developed the branding and marketing strategies, including the production of television public service announcements. Sidebar: I was so impressed with Gemma’s passion for the project I eventually persuaded her to come to work for Keynote.
Before I became involved in 2010, I will admit I was skeptical. “Here we go again,” I sighed to my wife after reading an early newspaper article on the upcoming initiative. I had been involved over the years in the promotion of a number of ‘feel good’ campaigns for Youngstown: lotsa fluff with no backbone, no purpose, no plan; fun to market with glitzy billboards and a toe-tapping jingle with cloying, Kum Ba Yah lyrics. There would be no long-term results, but none were really expected by the committees involved.
Maybe this was different.
As I continued to read on in the article, something unusual did jump out. The list of individuals behind ‘2010’ was pretty impressive: Dr. David Sweet and Mayor George McKelvey (What? The university and City Hall working together?); Jay Williams, CDA Director; Hunter Morrison, an experienced and successful city planner most recently from a similar project in Cleveland ; and two young guys from the City Planning Department, Bill D’Avignon and Anthony Kobak.
Maybe this was going to different. Maybe this was a real plan. Maybe I could help them market this.
I made a few calls and volunteered my services. It was clear from the beginning that success of ‘2010’ was going to be dependent largely on its acceptance by the people of the community; making marketing, in particular brand identity, a vital component. The marketing committee and Keynote, I believed, were up to the task.
This did, however, have many of the earmarks of a ‘tough sell’ -- especially to the likes of Boardman, Poland, Austintown, and beyond. Although Youngstown 2010 would directly affect The City, the impact and importance of 2010’s Vision for the Future went beyond the ‘Iron Curtain’ that paralleled Midlothian Blvd. and Meridian Road. The planners understood that this would affect the suburbs in very real way, a very positive way. The citizens' understanding and acceptance of the ‘vision’ was equally important. Their historically low tolerance to anything ‘Youngstown’, however, was legendary.
Even though I lived and worked in Boardman, I was a staunch advocate of The City of Youngstown and, more specifically, a strong and vibrant central business district. As Mayor Williams stated in a recent speech at a Regional Chamber breakfast, the region is a ‘body’ and the City of Youngstown is its ‘heart’; a body’s overall wellbeing is almost totally dependent on the health of its most vital organ. Sidebar: Considering the lackluster support of 2010 from the suburbs coupled with the ongoing JEDD controversy, I believe a brain scan for this particular body may be in order.
Moving ahead.
The first order of business was to ‘sell’ the initiative to the citizens of The City. After all, they were the stakeholders. This was going to be their plan for their future and the future of their children and grandchildren. We wanted them to act, to get involved in the process of creating this plan. We weren’t selling the plan as much as were selling the importance of their involvement in the plan.
We put in place the elements necessary to compel them to act, after all that’s the purpose of marketing, isn’t it? To get your target audience to get up off their rear ends and buy or do something? First, a Youngstown 2010 logo was developed along with the positioning statement "A vision for the future." We incorporated this into a brochure, a billboard campaign, a website, and a television public service announcement.
Specifically, the marketing effort in this case was to get citizens to attend neighborhood meetings at which they could express their issues -- damaged sidewalks, abandoned properties, lack of recreational facilities, etc. -- relative to their neighborhood. Information gathered at these events would be used to formulate a citywide plan. We got the desired result. People turned out and participated in designing a better future. Hunter Morrison later told me that the public participation in Youngstown far exceeded that of the Cleveland initiative. The marketing committee was elated.
I am confident that success was due in part to how we positioned ‘2010’ -- not as a dry document packed with statistics and maps, but as a virtual roadmap to the future for the people of the community. In fact, the TV spot we developed never even mentioned what the initiative was all about; only that it was important for YOU to get involved. We utilized no announcers, just Youngstown citizens telling everyone that "The future of Youngstown is in your hands."
Recognition.
In April of 2007 I had the honor of attending an awards luncheon in Philadelphia where Youngstown 2010 was awarded top recognition in the area of "Public Participation" by the National Planning Association. Youngstown’s chief planner, Anthony Kobak, and I were also selected to present a seminar at that convention as well as at an earlier regional gathering in Cincinnati.
The marketing component of ‘2010’ has been cited by numerous national and international publications, including Barbara Faga’s book "Public Participation and the Planning Process."
I have long held that branding and well-conceived marketing strategies cannot and should not be limited to commercial entities. It is just as important for public institutions and programs to inform and motivate the people whose lives they help shape. It is my belief that the promise of Youngstown 2010 has a better chance of ultimate success because of the understanding by its leadership of the importance of marketing, and in particular, branding.
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