In Search of the Member Tipping Point

When applying marketing's four P's to theNAB Executive Development Program forRadio Broadcasters (EDP), the breakdownwas straightforward…for the most part.

PlaceGeorgetown University

NAB Headquarters

ProductManagement focused

executive development program

Price$1595 members

$2395 non-members

PromotionsThe challenge

The NAB Radio Department EDP market-ing focused promotional efforts to increasebrand recognition and therefore programattendance. Traditionally, to attain regis-trations, EDP relied heavily on a massmailing of a 4-color brochure in the Fall,followed by a billboard in the NAB Zoneat convention, weekly promotional articlesin their newsletter “Radio Week,” and aletter to Group Executives from Radio'sExecutive Vice President.

Upon inheriting the program, overall NABbudget cut-backs demanded another lookat the marketing strategy for EDP.Although the program was in its 20th year,brand recognition among members contin-ued to elude the Radio Department. Tobreak even, EDP required only 22 atten-dees. The dollars spent on the 4-colorbrochure for a one-time shotgun

EDP Marketing...Does a Member Good

mailing to the entire Radio membershipappeared less effective than the investmentwarranted.

A New FrontierRather than recommit those dollars, Iimplemented a new branding program. Ane-mail campaign was put in place, combin-ing current, eye-catching images withdirect and consistent messages, increasingmember exposure at relatively no cost.Each blast linked back to the EDP Website, which I revamped, clarifying the mar-keting message and making the site moreuser friendly.

Using the same design elements, thebrochure was repositioned and redesigned,content consolidated, and printing broughtin-house on an as needed basis for targeteddistribution. In its place, a one-color, pro-motional flier (with registration form) con-sistent with the design elements of thecampaign was added to NAB's annualreport mailing, hitting the same Radiomembers as the original Fall mailing.Printing costs scaled back considerablyand postage expenses disappeared com-pletely.

Radio Week advertising balanced betweentestimonial articles and advertisements fea-turing scaled down versions of the e-mails.Following the Television Department'slead, a promotional letter from the NABRadio Board President was circulated togroup executives. External partnershipswith the state associations were pursuedwith greater emphasis. Internal partner-ships between Radio, Television, andNAB's Education Foundation were devel-oped, common marketing opportunitiesidentified and pursued.

C O V E R S T O R Y

Promoting NAB'sEducationalAlphabet SoupCombining dollars and drive, the Radio,Television, and NAB EducationFoundation initiated a limited, com-bined marketing endeavor in 2004/5.Starting with the state association annu-al meeting and the NAB2005 brochure,I built a consensus with coworkers todevelop a promotional strategy for theNAB's Executive DevelopmentProgram for Radio Broadcasters,Management Development Seminar forTelevision Broadcasters, and NABEF'sBroadcast Leadership Training.

Building on that success, in 2005, I ini-tiated additional combined marketingcampaigns and budgets to create oneoverall campaign highlighting all of theNAB and NABEF career developmentprograms. Working with the otherdepartments, we were able to market inways individually we would never beable to accomplish…maximizing themember bang for our limited bucks!

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C O V E R S T O R Y

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Law Firm MarketingTaking the Dinosaur Out For a Walk

Q & A

While waiting to claim my bags atNational Airport, I noticed a bulldog"playing" Twister on a nearby billboard.Upon closer inspection, the brief messagepromoting a regional law firm made mesmile. Only weeks earlier, I'd heard theterm law firm marketing for the first time.Like most, I wondered, "how do you mar-ket lawyers?" Sure, I'd seen tacky TV adsfor ambulance chasers, but I never knewabout the more than 30 year old industrythat's been kept as confidential as theattorney/client privilege. With the influxof brilliant attorneys entering the workforce each year, differentiation has neverbeen more crucial nor marketing moreimportant. For the real story, I went to aseven-year law firm marketing veteran,Kelly Harris.

Law firm marketing (LFM), how DOyou market lawyers?

When the laws prohibiting legal advertis-ing changed in the 1970's, marketing tookon a new dimension for attorneys, one tothis day, many resist. Initially, LFMfocused on client retention as well asclient and internal partner referrals. Itwasn't until the last decade that firmsbegan branding themselves and imple-menting more traditional approaches tomarketing. Womble Carlye was one of thefirst, a forerunner in LFM, and the majorreason I joined the firm's DC office.

If the lawyers were so resistant tochange, how did that affect your abilityto market?

We use to refer to it as taking the dinosaurout for a walk. Many of our senior part-ners were horrified and even disgusted bythe idea of traditional marketing, a senti-ment that permeated the rank and file aswell.

I learned early on that internal marketingand communications were equally if notmore important than external efforts.

If traditional applications were frownedupon, what did LFM translate to?

At Fennemore Craig, our team worked togive the established collateral materials anew, uniform face. To make the materialsand the attorneys more approachable, weupdated photos and color schemes. Next,we freshened the practice group descrip-tions and attorney biographies, focusingmore on client needs than attorney accom-plishments.

Client newsletters were translated fromcomplicated legal-ease to readableEnglish. Seminars became two-day clientevents, where attorneys researched, prac-ticed, and were encouraged to try newapproaches such as tag team Q&A's androle-plays, which brought clients andpotential clients back in droves.

Can you describe an average day?A daily effort to herd cats might be themost accurate description. After jumpingin on a 10-page response to a Request forProposal (RFP), a morning would kickinto gear with newsletter edits, two prac-tice group meetings, a press releaseannouncing the newest attorney, webupdates, and a staff meeting with the exec-utive committee...all before lunch, whichof course was inhaled at your desk beforethe PR firm dropped by to review the pro-motional strategy for an upcoming clientevent. A review of the invitation listwould be interrupted by a call to a photoshoot with your top client, lead lobbyistand the Governor. As most LFM depart-ments consist of the director or manager

and a shared secretary, the pace was notfor the weak of heart.

Now that I'm exhausted, can youelaborate on the more traditionalmarketing?

During my tenure at Womble, the market-ing department worked closely with attor-neys to position them strategically as"next generation business lawyers," espe-cially in the DC and Northern Virginiaoffices. In depth research from surveysand focus groups provided the ground-work for the effort. In addition to the firmlaunch of a print and groundbreaking radiocampaign, I worked closely with salesconsultant Mike O'Horo to help individualattorneys develop sales strategies. We cre-ated, initiated, and tracked individualstrategies that were integrated into largeroffice and practice group plans as well asthe overall firm marketing initiative.

The power of the "Winston" campaign

created an image clients both favored,remembered, and returned to time and

again. Above, Womble Carlyle’s popular ad symbol since 1996, Winston the

Bulldog. Clever copy and a distinctive“face” struck a chord with both customers

and Womble Carlyle staff

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N E W S & C O M M E N T S

At the 2005 NAB Radio GroupExecutive Fly-In, I handled countrysinger Lee Ann Womack and band whoprovided the entertainment for over 50NAB executive members.

Customer service is a crucial part of theNAB product and therefore a key compo-nent of marketing. Providing top-notchservice to celebrity guests is a criticalmarketing strategy, especially if NABwants those stars to return to reinforce itspowerhouse image.

I Hope They Dance…and Remember NAB Was A Great Dance Partner

If communication is key, then the communi-cations that represent the NAB's marketingendeavors can be as important as the effortsthemselves. Whether marketing to themembers or the speakers NAB engages toinform those members, attention to detail iscrucial.

When asked to draft the letter invitingGovernor Arnold Schwarzenegger to speakat The NAB Radio Show®, a new twist onthe standard format seemed in order.Beyond the typical, NAB-focused letter,research enabled an integration of theGovernor's agenda with that of the NAB'sevent, refocusing the emphasis from theNAB to the Governor and his needs. Nomatter the business, taking a fresh look atcurrent communications could provide newmarketing possibilities from the get go.

Marketing to the TerminatorDear Gov: Appearance Request

The Honorable Arnold SchwarzeneggerGovernor's OfficeState Capitol BuildingSacramento, CA 95814

Dear Governor Schwarzenegger:

In your State of the State Address, you spoke of spending cuts; consolidation; internal performance, practices and cost audits; systems modernization; coalition/team building; external competition - all in an effort to build a better California during an extremely challenging economic environment. For Radio Broadcasters, those themes permeate their daily business practices - all to create a successful future for Radio.

With these synergies in mind, on behalf of the National Association of Broadcasters' NAB RadioShow Steering Committee, we invite you to speak at the Radio Luncheon at The NAB RadioShow®.

This is Radio's annual showcase event - where the best of Radio, from here and abroad, gatherto do business and learn. As we congregate in San Diego to address "Charting Radio's Future,"the Radio Show Steering Committee believes that your message will be relevant, powerful andinsightful.

The Radio Show is scheduled for October 6-8, 2004. The Luncheon will be on Friday, October8 from 12:30-1:45 p.m. Before the luncheon there will be a private reception for NAB Boardmembers and Radio Group executives. The reception will begin at 11:00 a.m. We would behonored for you to join us to get acquainted with the broadcast executives in attendance.

We hope your schedule will allow you to join us in San Diego. If you have any questions,please have your office contact John David at 202-429-5305.

Cordially,

Come Fly With MeWhen the TV Department determinedto create a TV Group Executive Fly-In event for their members, a newlogo became necessary to assist inmarketing efforts. Rather than createyet another mark, I suggested using avariation on the established Radiologo. By maintaining a consistentlook, members easily could recognizean NAB event while quickly differentiating between the two programs.

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C O M M U N I T Y

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While money might make the world go round, nothing makes the heartsing quite like giving back to the community. No matter the business,being a great corporate neighbor provides riches beyond measure…both personally and with like-minded clients and potential clients.Here are a few suggestions to get your organization involved:

Form a committee to manage requests from charities.With a designated budget, I managed the law firm’s charitable contri-bution program. Working with the “CC” committee, predeterminedcriteria were applied to each request for contribution. The guidelinesallowed the firm to narrow their focus to key organizations significantto the members and their clients.

Get involved — place your professionals on charity boards.I helped attorneys identify charities of interest then worked to placethem on the charity’s board of directors. The attorneys loved combin-ing business—networking with other community professionals—withpleasure—assisting a cause in which they believed.

Partner with clients/members.At Fennemore Craig I managed the volunteer effort and representedthe firm on the planning committee for the Southwest SnowballExpress. Partnering with firm clients Southwest Airlines and Finovaand potential clients AON Risk, Home Depot and Allied Signal, thecompanies created a winter, holiday wonderland in Allied Signal’s airport hanger (see photo). The event benefited children from thehomeless elementary school and other charities. Working side-by-sideplanning, then smile-to-smile at the party, that kind of experience andreport simply can’t be created in a boardroom or on the golf course.

Start your own charitable initiative. At Womble Carlyle, in an effort to unify the Washington, DC officeand give back to our community, I initiated the BARK (Bring AidRespect and Kindness) Pack. Staff and attorneys formed a committee,surveyed office community interest, interviewed charities, and nar-rowed the options to two organizations that aligned both with theoffice’s personal and business agendas. Working together to refurbishapartments in Anacostia or collect items for homeless women in a DCshelter unified the office, benefiting both staff and the community.

to Become a Great Corporate NeighborFIVE WAYS

Start your own charity.When some of Fennemore Craig’s female associate attorneys struggledto find time to “get invovled,” I brought a charity to them. Workingwith firm partner and Arizona Foundation for Women board presidentGinger Perry, I created Generation W, the young women’s branch ofthe organization. Gen W board meetings were held at the officeenabling those busy young attorneys to not only participate on a boardbut on the related charitable activities in the community.

The Southwest Snowball ExpressPictured above: One of over 100 kids participates in the event, which took

place in an Allied Signal hangar at Phoenix’s Sky Harbor Airport

C O M M U N I T Y

So...You Wantto Host aLittleEvent

Whether organizing a private dinner for a former governor, a blowout reception for a visiting CEO, a 300+ company picnic, a weekend retreatfor a top client, a dairy food tasting contest for 100 college students, or a convention for 5,000 radio broadcasters, each activity has a centraltheme—maximize the budget available to create a dynamic, memorable, and effortless experience for attendees.

Striking the right balance of creative thought, detail orientation, and, on occasion, crisis management takes a certain flare, a stellar memory, anda set of broad shoulders. It requires keeping both clients—the activity sponsor and the attendee—happy and for the most part unaware of theimmense and somewhat magical planning process.

For over a decade, I’ve planned numerous meetings, seminars, convention panels, and events, balancing management’s agenda with attendeeneeds through creative and fiscally sound means.

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At a four-day firm retreat, fourteen practice groups dined at10 separate restaurants, participated in 14 unique networkingactivities, transitioned through 7 different session rooms forthree separate sessions each, enjoyed an off-site casino nightextravaganza, and an on-site awards ceremony. Personalizedbinders were provided to each attorney and spouse, highlight-ing not only their selected sessions and activities, but evenproviding partner bios for each participant in the golf four-some at the golf tournament. With a close eye on the bottomline, the entire retreat came in $50,000 under budget—$10,000 caught in the bill review alone…and only the man-agement committee was the wiser!

At the Collegiate Dairy Products Evaluation Contest, over 100college students and sponsors shuttled to Alice Cooperstown,providing the first off-site mixer in the contest’s 81-year histo-ry. The event combined a fun, networking environment thestudents loved and a rockin’ price point for the event spon-sors.

At a firm holiday party, the attorneys celebrated the staff withan evening that went beyond the standard dinner and dancingto include festive door prizes, fun holiday skits, and a “bigname” caterer—all for half the price of the attorney dinner.Staff felt appreciated while the attorneys marveled at theresult considering the modest investment.

When the NAB wanted to pump up session programming, Ideveloped a round table, speed-datingesque session, completewith 10 experts at 8 tables, a water cooler for conversationswith NAB execs, and table plants to ensure relevant questionsfor each transition. The tables were packed; not an extra dimewas lost on development or pricey speakers.

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And you only have a few dollars

In one six month period, I managed for Fennemore Craigthe following events. Each event came in under budgetand well beyond expectations.

Company Picnic: Staff and FamiliesPhoenix Zoo (200+)

Office Move: Staff ReceptionNew office space (200+)

Alumni ReceptionNew office space (300+)

Client ReceptionNew office space (250+)

Firm Retreat: All attorneys and spousesOmni Tucson National Resort (200+)

Toledo Group Retreat: Managing Partners, Executive Directors,Spouses, 9 National Law FirmsBoulders Resort and Spa (70+)

Firm Holiday Party: Staff and SpousesJohn Gardners’ Tennis Ranch (200+)

Attorney Holiday Luncheon: AttorneysThe Phoenix Country Club (115+)

MeetingMathSix Months of Soirees

N E W S & C O M M E N T S

To Whom It May Concern:It is my pleasure to provide a letter ofrecommendation for Kelly L. Harris.

I hired Kelly in 1994 as MarketingCoordinator for Fennemore Craig, a largecorporate law firm in Phoenix, Arizona.Kelly's academic background, poise, andexcellent communication skills wereimpressive during her interview process.Once on board, she quickly gained therespect and confidence of the firm's exec-utive management team, as well as that ofmore than 140 attorneys.

The responsibilities and stature of themarketing coordinator position actuallyexpanded as a result of Kelly's initiative,hard work and skills set. During her morethan five years with the firm, Kelly man-aged all firm events, including client,marketing and charitable events, as wellas internal and external educational pro-grams and seminars. She prepared budg-ets, managed vendor relations and negoti-ations, created lively and unique themes,and saw to every detail associated withproducing successful events. Although theevents frequently were held on weekendsand after hours, this was never an issuefor Kelly, who always gave 100%. Sheinterfaced with senior management tocoordinate the firm's charitable givingprogram, managing fund distributions andcommunity outreach. Her organizational,problem-solving and communicationskills, as well as keen sense of humor, areexcellent and served her well in thisdemanding position.

While at the firm, Kelly founded a non-profit organization for young womeninterested in providing assistance to vic-tims of domestic violence. Her enthusi-asm for this project was inspiring and theorganization continues to thrive today, asa result of the excellent groundwork Kellyput into place.

I am confident that Kelly would becomean excellent employee and resource. I rec-ommend her wholeheartedly and withoutreservation.

Sincerely,

Kim Appleby, Santa Monica, CA

To thePointOftentimes, short and sweet is the only way to go when it comes to marketing, especially in theshared environment at the NAB. From budget constraints to member attention spans to the sim-ple matter of space, sharing dollars and column width means creating direct, concise, accuratepieces that grab, inform, motivate, and sometimes, inspire.

Convention Session Description for print and Web:Going Hispanic: Viva the Broadcast RevolutionFrom nation to station, Latino culture is Hot, Hot, Hot! Broadcasters are mixing it up; changingformats, embracing the culture, and championing communities. If your station is interested inswitching to, recently has joined or deeply is rooted in the Hispanic Broadcast Revolution, joinus Wednesday morning as we set our sites on all things Hispanic!

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Internal Comm:Keeping Vision in the ForefrontInternal communications helps connect an organization. Keeping the "vision" in the forefront,expressing current goals and objectives, and sharing success stories helps the team stay on thesame page, in the right frame of mind, and heading in the same direction.

Soon after my arrival at Fennemore Craig, I revamped their internal newsletter FennSupp.Introducing a consistent, 8-page format, complete with monthly articles from management,HR, and the staff, as well as photos and important dates, readership increased dramatically.Attorneys and staff were not just in the loop, but a contributing part of the loop.

To further build openness at both law firms, I initiated an "RBI program." Coworkers emailednames and good deeds when other coworkers lent a helping hand. Quarterly, all of the submissions were posted in the lunchroom, highlighting everyone's hard work. While a twiston traditional internal communications, providing a public forum to show appreciation keptspirits congenial and communication lines open.