May 12, 2014 Comments

Handling media inquiries

After sending out a press release, you’ll want to prepare for your own follow-up calls, incoming questions and other contact with editors and members of the media. Here are a few commonsense tips to help ready you and the primary press contact you’ve included in your release.

Consider modifying your outgoing phone greeting to include your name, company name and a specific message for the press – something like: “If you are a member of the media, and are working on deadline, please let me know and I’ll return your call as soon as possible.”

Some of us feel more comfortable allowing all inquiries to go to voicemail to allow a few minutes of preparation. If that sounds like a good strategy for you, be sure to return any calls promptly, but when you’re composed and ready. This approach may also frustrate some inquiries, causing you to miss an opportunity.

Before answering any questions, try to ascertain and make note of the reporter’s name and direct contact information, as well as the name of the media outlet or publication. AND, it’s a good idea to ask if the reporter is working on a deadline. Reporters are often pressed for time.

Keep calm and be factual.

Don’t say anything you don’t want recorded or published – even if you preface it with “This is not for publication.”

If it’s not immediately apparent, ask if the reporter is writing a particular story. The reporter may simply be verifying some of the facts found in the press release, or she may be working on a story for which your insight would be helpful.

It’s okay to ask about the focus of the story; ask in which section of the publication or broadcast it will ultimately appear; and, ask when it will run.

It’s typically not okay to ask if you can review the story before it runs.

Make a list of talking points and sources for yourself. Include background information on the company.

Have a calendar handy in case the reporter would like to interview you or another person mentioned in your news story – you’ll want to schedule the interview with limited back and forth.

February 3, 2014 Comments

Celebrating NJ biotech

January 30, 2014 – It was great to be in the audience to hear two-time World Champion and NFL Hall-of-Famer, Nick Buoniconti, give an inspired keynote address during Thursday night’s BioNJ Annual Dinner Meeting. He received a standing ovation from the crowd of nearly 700 after talking about everything from locker room pranks involving an alligator in the shower, to the devastating neck dislocation that his son, Marc, sustained while playing for The Citadel in 1985. That injury left Marc paralyzed and changed the course of their lives.

Nick has dedicated much of his post-football life to advocating for patients with spinal cord injuries. He founded The Miami Project to Cure Paralysis and serves as its national spokesman.

He ended his address by saying that he’d give back all his accolades, and trade all his accomplishments, for a hug from his son.

We’re privileged to work with a good number of clients in biotechnology, life sciences, pharma, medical device and healthcare. We often help them translate scientific information about their innovations and technologies into stories that resonate with a more business-centric audience; communicate their services and best healthcare practices to patients and their families; or, bring details about new technologies or medical approaches to physicians. It’s very inspiring work.

It was a pleasure to serve as Design Sponsor for the BioNJ Annual Dinner, to provide design services for the event communications and program, and to have one of our principals, Deanne Napurano, serve on the BioNJ Annual Dinner Meeting Committee.

January 28, 2014 Comments

More successful partnerships?

No surprise – communication is key.

We’ve learned and relearned a couple of things. Honest, direct and informed feedback makes for a smoother, more efficient process. A smoother process often breeds mutual respect. And, with mutual respect, all partnerships can succeed.

Here are two-and-a-half tips to help build trust, foster innovation and achieve more in any successful partnership between you and your creative team, whether they’re in-house, an outside agency, or freelance contractors.

Define.

A professional creative team will guide you through the strategy-building process, but whether you’ve hired an agency, a freelance or an independent contractor, you may want to provide your own creative brief as well. A good creative brief or communications strategy will inform and direct the work at hand. It will answer questions about the project, its audiences, its purpose, its timing and its distribution or end use. Be clear and concise with your direction. Don’t just define the project – website content, print advertising, sales education iBook, inbound marketing; be clear about what you’d like the project to do for your company. Feel free to share the successes and shortcomings of previous projects and campaigns.

Trust.

Once you’ve clearly defined your objectives, explained your company’s vision and mission, and provided information about the intended audience’s culture, let your team employ its skills and talent to create on your behalf. When each conceptual draft meets the communications strategy, or answers the creative brief, you’ll know that you’re working with folks who get it; you’ll feel more confident trusting their professional expertise. And, when their insights and ideas gain your respect, you’ll have earned their tireless involvement and steadfast commitment.

Repeat.

Clearly, communication fosters confidence. When we gather good information, ask relevant questions, define where we’re going – together – and then deliver ideas, content and designs that reflect that conversation, we’ve created one of the keystones to a provable, successful partnership. We’ve heard each other, seen evidence of understanding, and trust that it can and will happen again.

Now, that bears repeating.

To help you communicate the details of your next project, contact us by email for a communications strategy worksheet.

“Nothing can be done without hope and confidence.” Helen Keller

September 26, 2013 Comments

Where do you focus?

If you’ve been feeling overwhelmed, even confused, about where to focus your marketing energy, you’re not alone. The options seem unlimited. Just ten years ago, a fine strategy for a business owner’s marketing and promotional plan likely included some direct mail, print, broadcast and outdoor advertising options, some type of community outreach program, compelling sales materials, and a brochure-style website. Today, we can engage with prospective customers almost anywhere, so businesses include interactive websites, blogs, mobile apps, social media, digital advertising, video channels, email campaigns and more. Luckily for most of us, just because we can [try to] do it all, doesn’t mean we should. It’s very easy to spread yourself too thin, which can actually dilute your message, reach fewer customers and exhaust you in the process.

Where do you start and how do you select the most appropriate avenues for your business? How do you do it with clarity and confidence? First and foremost, be selective. Be critical and objective. Don’t be dazzled by analytics unless you’re seeing an impact on your bottom line. Make a plan. Build your plan on a foundation of the basics. Make sure you keep your core vision in mind. What do you do for your customers? Who are they? Why do they choose you over others?

Interested in a guide to help market your business? For a modest fee, Stone’s Throw provides MarketingCare, a custom marketing plan roadmap to get you started. Click here to learn more, or contact Deanne at 609-395-0650.

August 28, 2013 Comments

Revisiting your company identity

Clearing the way for growth

Who are you, personally? How do others get to know you?

Whether we like it or not, studies continue to show that many people make some immediate assumptions about us based on our physical appearance and our sense of style (especially our shoes, apparently).* They understand even more when they hear us speak and listen to what we say. They compare what they see and hear to our actions – how do we behave toward our families? The community? We each shape our personal identities, knowingly or unknowingly, fairly or unfairly, through the choices we make and what we show the world around us.

Similarly, your company’s identity – how it’s perceived by customers, vendors and the community – is in great part defined by its look (branding), its language (communications) and its actions (behavior). It should embody your company’s mission and values. It should also have a memorable visual component and a clear voice.

When you see your company’s logo, read its tagline and core messaging, and review its print and online content, does it all reflect your company well? If it’s no longer in sync with where your company stands today (or where you’d like it to be tomorrow), perhaps it’s time to refresh or recreate your company identity.

Begin with a review.

Take your company’s temperature. Are all your key team members on the same page? A fairly quick way to find out is to ask your team to describe the company’s identity. Then, ask your clients about their perceptions of your company. You can accomplish both tasks with a short electronic or printed survey. Then tally up the results. Where do things gel? (Does everyone see your company as a trusted industry thought-leader?) Where do you find disconnects? (Does the executive team see the firm as a fresh and responsive problem-solver, while a few core clients see the company as an aging, albeit wise, traditionalist?)

Define your company vision.

How long has it been since you went through this process? Talk with your team about your company culture, your motivators and your goals for the future. What business are you in, and why? We find that asking these questions during a workshop-style meeting can yield very good results. Whether we help you facilitate the meeting or not, talking about what defines your business typically uncovers hidden obstacles and new thinking, and can clear the way for more than a new logo – it can clear the way for growth.

Develop a communications strategy.

What’s your business’s history? Who are your clients? What do you do for your clients that no other provider does? Building a strategy begins with asking the right questions and being brutally honest with your answers.

Keep your customers in mind.

No matter where the process of recreating your company identity takes you, ensure that everything you do focuses on your clients and partners. Test your results by asking: Will our ideal client understand our message and tone – immediately?

Case study: New Jersey law firm

Working with a well-regarded, ninety-year-old law firm, Stone’s Throw was able to help guide the process of rebranding, beginning with garnering communications strategy planning feedback from each member of the executive team. We then distilled the team’s contributions into a communications strategy summary that was used to build consensus and set guidelines for the creative. With the strategy approved by the executive team, we worked with a smaller marketing committee to set priorities and keep things moving. In so doing we worked closely with the law firm’s marketing director to create a new company identity, including logo, stationery system and collateral materials (firm overview brochure, practice area brochures and more). We helped foster understanding and enthusiasm among the entire staff by writing and designing communications that clearly explained the new company identity, how it would be implemented and why. Making the link between a new company logo (the company’s public face) and the company’s evolved culture and attitude toward its clients enabled the staff to rally behind the new identity.

* Studies cite height, weight, posture, grooming and clothing as some of the first filters people use to assess someone’s competence and trustworthiness (among other qualities).

August 22, 2013 Comments

Hire an ad agency or DIY?

When to do it yourself:

A journalist for a local business publication asked us if smaller companies should hire ad agencies. Well, that certainly got us talking. Of course, we shouldn’t make sweeping generalizations, but we can address some of the issues smaller businesses should consider before they reach out for help.

Our advice in a nutshell:

A small business typically doesn’t employ someone dedicated to its marketing efforts, so it often makes sense to hire a specialist … for some things. You can then employ the best talent, at competitive costs, just when you need it – similar to how a small business might hire an accountant or other professional service provider. Use your time to leverage your expertise to generate income for your business. Use someone else’s time to leverage their expertise on your behalf.

Be selective.

If you think you can’t afford to hire comprehensive marketing and creative support, get picky. Hire a marketing professional only to help you develop a promotional plan or strategy, then consider what can be handled well internally and what would benefit from objective creative or professional execution. If you have a brand and a plan, and can follow style guidelines set by your professionals, you can choose to get help when it will really pay off.

When we work with clients, we provide flexibility when it’s needed. We’ll create structures that help to ensure the success of what a client produces in-house. For example, we’ll provide advertising and presentation templates, easy-to-follow style guidelines, and content management training for website maintenance and blog updates. Any quality partner should offer you a similar working relationship.

Get your important marketing communications done well.

Not that everything isn’t important, but some communications have much greater visibility, or are finely tuned to target a specific subset of your market, and will suggest that you’ve made an investment in yourself (or that you haven’t). That’s something that has the potential to breed confidence in your customers. Those communications will likely include your brand identity and your advertising style and core messaging — the pieces you’ll want to get right, right from the start.

So, if you’re considering hiring some outside assistance, ask yourself these questions:

– Does the necessary talent exist internally?

– Will handling this project internally put a strain on our resources?

– Will I have more or less control over the project?

– Will the project benefit from objectivity?

If your answers point you to finding outside help, it’s time to take a look at available marketing and creative service providers. Use your Chamber directory. Ask colleagues and friends for recommendations. If you search online, don’t simply review a firm’s portfolio, look for client recommendations. Interview the firms that appeal to you and ask for a proposal or estimate, just as you would for other services. That will help you understand the firm’s approach and give you an idea of what it’s like to work with them.

Read the interview with Stone’s Throw’s Deanne Napurano in Mercer Business magazine.

August 15, 2013 Comments

Hiring outside creative

How do you determine its value?

When we launched our business in 1991, the economic climate felt eerily similar to what we’re feeling today. Circumstances are different, but even a casual observer can see a familiar reticence when it comes to organizations spending on new programs, new marketing initiatives. Some companies are bringing the creation and production of their marketing and sales tools back in-house hoping to reduce costs, but are finding that the process, the resulting materials and their effectiveness may not be what they bargained for. Some of our clients have found the following Creative Business article helpful in determining the value of contracting outside creative services.

Evaluating outside services: Measuring the true cost of creativity

It is relatively easy for an organization to determine the true cost of manufactured goods – a combination of raw material, fabrication, marketing and distribution, labor, and overhead costs.

Much more difficult to determine is the true cost of services. Services are labor-intensive, not capital-intensive; their value lies not so much in what they provide today as in what they contribute to the future; and comparison and evaluation is always qualitative, seldom quantitative.

Here are some things to consider when evaluating how to handle your organization’s requirements for creative services.

The need for specialists

Being efficient and competitive in today’s global economy not only requires an organization to utilize the most sophisticated of resources, but also to maintain a high degree of flexibility. The only way to accomplish both cost-effectively is to employ a core staff of managers, and to supplement them with trusted outside specialists when required. This way, it is possible to employ the best possible talent at competitive costs.

Specifically, when it comes to creative services, it is nearly impossible for any organization to employ enough talented individuals – writers, graphic designers, illustrators, and photographers – to handle its many different communications needs internally.

Real versus “company” money

On the surface, utilizing outside vendors often seems exorbitantly costly. In fact, however, they are usually very cost-competitive, and may even be less expensive than attempting to handle the same work internally.

The reason for the appearance of high cost is that corporate bookkeeping practices and internal budget transfers seldom reflect the true cost of internal labor.

Most commonly, internal department cross-charges only accommodate actual payroll expenses with a small factor thrown in for overhead expenses. When all costs – salaries, benefits, and overhead – are included, studies have shown that charges for outside creative vendors actually average about 5% less than the same work done internally.

Also important to consider is that except for the smallest of jobs, creative fees are always a small fraction of total job costs. Even when apparent (as opposed to real) costs are the basis for calculation, the incremental increase in creative costs attributable to going outside is seldom more than 5% to 10% on a small brochure or ad, or less than 1% on a major corporate brochure.

Keeping creative work inside for budget reasons seldom stands up to scrutiny.

Efficiency tests

Does the necessary talent exist internally? Some communications challenges take special talent, some don’t. But when talent is truly required, it seldom pays to compromise. Using well-meaning but unqualified internal staff can be very expensive in the long run – in lost efficiency and in market impact. And computers with specialized software are never any better than the talent and experience of those operating them. When effectiveness is critically important, hiring an outside specialist is always the least expensive and most productive alternative.

Will handling it internally put a strain on resources? The disruptive cost of handling an unusual or special assignment can cause havoc when staff are already overloaded. When faced with a special assignment, employees typically either give it low priority, in which case it is handled poorly, or they dedicate themselves to it, in which case their regular work suffers. Unless your staff is visible underutilized, always handle special assignments outside.

Will there be more or less control? This question is not as simple to answer as it may appear. Despite appearances to the contrary, work handled inside is usually less controllable because it is difficult to assign tough deadlines, make unpopular changes and be honestly critical. In even the best-run organizations, office politics and turf battles are a plague to productivity. When you absolutely, positively have to have it done, your way and on schedule, hire an outside vendor.

Will the project benefit from objectivity? Some communications challenges absolutely require it. For others it is not critical. You decide. If you are looking for a fresh viewpoint, however, keep in mind how difficult it is for anyone working close to the product, or within the sponsoring organization, to recognize distinctive, customer-appealing elements. If objectivity is important, hire an objective, outside resources.

June 6, 2013 Comments (2)

Celebrating a milestone

Is your business or product about to reach an important anniversary?

Over the past few months several of our clients have been talking with us about celebrating major anniversaries. Together we talked about options to mark the occasions. It reminded us that a couple of years ago we’d jotted down some general ideas. We thought they might be worth sharing again.

If, like our clients, you are nearing a significant anniversary, congratulations! Experience is a valuable business asset. Businesses that stand the test of time foster trust, confidence.

When your business or product reaches a milestone anniversary, let your clients and colleagues know about it. Whether you decide to create a few labels for your stationery and a single press release, or plan to celebrate with several activities culminating in an awards reception, let’s call your anniversary activities a “program.”

No matter the details, whatever you do will and should serve as a marketing communications opportunity. If at all possible up front, determine the length of time you’d like to dedicate to your anniversary program, determine a budget for the program, create a timeline for program events and activities, and assign responsibilities for each project or task. At the risk of sounding crass, like other communications programs, an anniversary program easily falls under the category of business building in all its forms and departmental labels: business development, public relations, marketing, lead generation, corporate communications, sales and promotion, etc.

As upbeat and celebratory as some of the events to mark them may be, make no mistake, anniversaries mean serious business. Whatever you plan to do, try to focus on and involve your clients, employees, community and any other groups that influence your company. This will also help you determine the anniversary themes and events that will resonate most.

We’ve put together a list of ideas for helping to mark the occasion, and perhaps create a little buzz and good will with your clients, employees and other business colleagues. The list begins with the most practical and least expensive. It’s certainly not all-inclusive, but it should help to get your creative wheels turning.

Do a bit of digging.

Browse through your company archives and scrapbooks with the aim of rediscovering your company, recording a company history timeline, and collecting photos and news items that may help tell your anniversary story. This research may also help set the tone for your anniversary and spark ideas to commemorate it. For example, you might use the material to create a reception-area display or a web page of your company’s history. Be sure to get your team involved in the digging. Encourage employees to bring in photos from their time with the company, too.

Establish a theme.

An anniversary theme could include a special logo and tagline – Clients first for fifty years, Celebrating a million widgets, etc. – or full-on strategically minded concepts integrated into your marketing campaign.

Tell your story.

Write a press release that isn’t simply an announcement of your anniversary, but shows how relevant your anniversary is in 2013. Talk about the economic climate changes your business has weathered. Mention other events that parallel your history. Showcase employees that have been with the company over its history. Allow readers to see some of what so many years of successful experience looks like. Perhaps provide helpful information about your area of business expertise. Be sure to tailor your news release to each particular media outlet you contact. Submit content or press releases to appropriate trade and business journals and other outlets. Don’t forget to post anniversary content through your social media accounts (LinkedIn, Facebook, YouTube, etc.) and blog.

Let people see (and hear) your success. Include your anniversary logo and tagline on all communications materials. Teach employees how to use the logo in email signatures. Provide your employees with labels to use on existing stationery, invoices and envelopes, or integrate the anniversary logo into specially printed letterhead, invitations and other materials. Make sure all of your trade dress includes reference to your anniversary (trade booth graphics, employee recruitment posters, billboards, advertisements, brochures).

You may want to create a few posters to use internally – a thank you to your clients in the reception area and thank-yous to employees in common areas. Consider adding an anniversary or thank-you message to the recorded greeting on your company’s phone answering system and/or integrate it into reception greetings and phone answering.

Show you care.

You and your team are likely already engaged in lots of good will projects. The possibilities are endless. Here are a few ideas that don’t have to be exorbitantly expensive in order to be effective, worthwhile and appreciated:

Sponsor a team for a youth sport, a charity walk or a marathon fundraiser. Provide T-shirts and a hospitality tent or table at the event.

Offer clients an anniversary package deal. Are there a few services you might bundle together at ‘anniversary’ pricing?

Plan and sponsor a community event. Contact the town in which you operate your business to see if there are opportunities for you to plant a tree or a garden in one of its parks – or donate a piece of sculpture or playground equipment. Provide a free professional services workshop in concert with one of the area colleges. Institute a scholarship. Create a time capsule. Invite the media to the event by sending out a news release prior and contacting editors personally (especially the community news). Tie the event into your company mission.

Throw a party.

It’s easy to celebrate with an employee-only party on premises, but you may want to consider inviting clients and employees to something more celebratory in a special location. Consider recognizing anniversaries within your anniversary; recognize employee and client loyalty with awards. Show a slide show of your scrapbook. Schedule the party to coincide with your actual anniversary date. Be sure to photograph the event and share the photos (web site, bulletin board, newsletter, press releases, etc.).

Give a few gifts.

Giving a small, quality token of appreciation can go a long way. Depending on the ‘theme’ for your anniversary, select gifts that will bear your logo and tagline. Match the item with your mission and the theme of the anniversary. Personally, I would choose and recommend recycled, repurposed and green giveaways over cheap and mass-produced plastic bits. ‘Honor’ charitable contributions, a healthy plant, flowers, good food and well-made chocolates top my list – all green and all customizable. Gift cards and recognition awards can be quite meaningful, especially for your staff.

Tap into your creative team.

If you’re at a loss for where to begin, or simply don’t have enough time to get things started, why not use your trusty creative resources to help develop your anniversary concept and bring it all together? Like your favorite writer or designer? (That’s my shameless promotional plug.)

No matter how you celebrate and share your story, happy anniversary!

All my best,

Deanne

May 30, 2013

Telling the client’s story

Building the character of the creative –

When it comes to ensuring that we create on-target marketing materials, my partner and I have always employed what has been called the Q Strategy. We build a company backgrounder, craft a communications strategy, and then judge all creative by that strategy before presenting it to the client. We gather most of the information needed for this process by questioning the client’s marketing manager or business development director, and other key personnel or decision makers.

Surprising to some, tone often trumps “features, advantages and benefits” when it comes to manifesting the client’s compelling story from lists of marketing objectives. Yes, preliminary conversations with clients often center around how a product or service increases the good stuff, decreases the bad stuff, and does it all more effectively and efficiently. This is necessary and informative. But clients really come to life, and the story begins to take shape, when we start to talk about tone, personality, and the single most important feeling they want their customers to take away from their new messaging. In fact, it’s during this part of an input meeting when I often sketch concept ideas and write the first lines of rough copy in the margins of my notepad.

Several years ago, an article exploring this process was published in a few industry publications, including “Creative New Jersey” and the “Art Directors Club of NJ” newsletter. It was written by Joe Napurano, a very well-regarded art director and co-owner of BallottaNapurano & Co., Inc. (established in 1978). Joe happens to be my father, as well as a personal and professional inspiration. Here is the original author’s edited excerpt:

Client relations and the process of creating an ad

During a client-agency creative session back in the 90s I listened intently as my client was describing the “type” of advertising he thought would work for his company. Later, when I examined my notes, I found his list of descriptive words numbered over three dozen. Many of them contradictory: something awesome, something soft-sell, something clever, something technical, something humorous, etc.

What occurred to me is that there are many ways to create effective advertising, but very often it is the character of the ads that gets the client’s nod or the wastebasket.

Over the years, for fun, I’ve compiled such a list. True, most of it can be chronicled in the Cliché Hall of Fame, but for what it’s worth – use it, add to it, be awesome at your next stalled, input session – or slick, or clever, or shocking, or informative, or solemn, or nostalgic, or tough, or humble:

• Lighthearted

• Dramatic

• Conservative

• Copy-ish

• Short-copy

• Long-copy

• Lotsa White Space

• Straightforward

• Beautiful

• Atmospheric

• Technical

• Institutional

• Entertaining

• How-to

• Advertorial

• Informative

• Hard-working

• Educational

• Testimonial

• Expensive-looking

• Product-oriented

• Brag and Boast

• Pun-oriented

• Visually Stunning

• Deadly Serious

• Self-effacing

• Hyperbolic

• Hokey

• Image-building

• The Business Week Ad

• Corporate

• Directory-like

• Show-stopper

• Comparative

• Competitive

• A Puzzle

• A Toy Analogy

• Belligerent

• Little Guy vs. Big Guy

• The Nice Guy

• Shocker

• Co-op

• Authoritative

• Cartoony

• Comic-bookish

• Futuristic

• Old School

• The Industry Standard

• Nostalgic

• Tough Talk

• The Very Big Photo

• All Copy

• The Motherly Ad

• Special Effects

• Borrowed Interest

• Very Big Type

• All Headline

• Punchline

• Bottom Line

• Return On Investment

• Cliché

• Capabilities

• Double Meaning

• Patriotic

• State of the Art

• The Negative Approach

• Scare Tactic

• “We Can Help You”

• “We Exist For You”

• Play on Words

• A Series

• The Reasons-Why List

• Guarantee

• Did You Know These Facts?

• You Shouldn’t Have To Put Up With This!

• Emotional

• We’re Smart

• Sports Analogy

• No-Nonsense

• Handcrafted Quality

• Our Commitment

• Slice of Life

• Executive Biography

• Artsy

• Put-up or Shut-up

• Excellence Unequaled

• Let Us Show You Why We’re Good

• We Are on the Job

• Case History

• Brand Identity

• Sell the Sizzle

• Tongue-in-cheek

• Don’t Be Fooled

• Call-outs

• Coupon

• Free Stuff

• Introductory

• Grainy B&W Photos

• Journalistic

• Old World Craftsmanship

• In the factory photos

• Everything You Wanted To Know

• Celebrity Endorsement

• Animal Analogy

• Leader of the Industry

• Industry Pioneer

• We Invented It

• We’re Small But Better

• We’re Big But We Love You

• Real People

All my best,

Deanne

How do you determine its value?

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