IL MARKETING IL NETWORK MARKETING SEMINAR December 14-15, 1999 Orlando, Florida IL NET ILRU/NCIL National Training & Technical Assistance Project Contributors to the TRAINING MANUAL: Kym King Richard Petty Dawn Heinsohn Laurel Richards Ray Lin Carri George Anne-Marie Hughey (c) 1999 ILRU Program 2323 S. Shepherd Suite 1000 Houston, TX 77019 713-520-0232 (V) 713-520-5136 (TTY) 713-520-5785 (fax) Substantial support for development of this publication was provided by the Rehabilitation Services Administration, U.S. Department of Education. The content is the responsibility of ILRU and no official endorsement of the Department of Education should be inferred. Permission is granted for duplication of any portion of this manual, providing that the following credit is given to the project: Developed as part of the IL NET: ILRU/NCIL National Training and Technical Assistance Project. TABLE OF CONTENTS PART I: Introduction 40 Thanks 40 Making This Work For You 41 Learning Objectives 42 Attitude Matters 43 PART II: Understanding Marketing 46 Why Marketing Is Important 46 What is Marketing 47 Your Mission and Your Market 50 PART III: Marketing Principles 59 Product 61 Public 64 Price 69 Place 79 Promotion 82 Production 96 Positioning 97 Summary 99 PART IV: Marketing For Results 101 The Marketing Process 101 Your Marketing Team 102 9 Steps To An Effective Marketing Campaign 105 Your Marketing Campaign Worksheets 115 A Final Word 124 PART V: Appendix 125 Word of mouth marketing fuels success 126 Budget and pricing worksheets 130 79 weapons... 137 Copy tips 140 11 Tips for...effective benefits statement 146 Sample marketing plan (AACIL) 149 Sample marketing research (AACIL) 160 Sample marketing ads (AACIL) 162 Sample marketing letter (New Mobility) 165 Sample marketing survey (AAA) 168 Sample sales/promotion letter (Volkswagen, Inc.) 172 Additional resource materials on marketing 174 PART VI: Endnotes 177 TRAINERS AND IL NET STAFF TRAINERS Kym King 2620B South Shepherd Drive, #184 Houston, Texas, 77098 713-990-4145 Bob Michaels 65 East Kelly Lane Tempe, Arizona 85284-4066 480-961-0553 (o) 480-961-0533 (fax) IL NET STAFF ILRU: Lex Frieden Executive Director lfrieden@ilru.org Laurie Gerken Redd Administrative Director lredd@ilru.org Richard Petty Program Director richard.petty@bcm.tmc.edu Carri George Publications Coordinator cgeorge@ilru.org Laurel Richards Training Director lrichards@ilru.org Dawn Heinsohn Materials Production Specialist heinsohn@ilru.org ILRU Program 2323 S. Shepherd Suite 1000 Houston, TX 77019 (713) 520-0232 (V); 520-5136 (TTY); 520-5785 (Fax) ilru@ilru.org NCIL: Anne-Marie Hughey Executive Director amhughey@aol.com Raymond Lin Logistical Coordinator raymond_lin@msn.com Michael Schmitz Logistical Assistant mds_ncil@hotmail.com Kristy Langbehn Logistics Coordinator kristyl@earthlink.net NCIL 1916 Wilson Blvd., Suite 209 Arlington, VA 22201 (703) 525-3406 (V); 525-4153 (TTY); 525-3409 (Fax) ncil@tsbbs02.tnet.com ABOUT THE IL NET This training program is sponsored by the IL NET, a collaborative project of Independent Living Research Utilization (ILRU) of Houston and the National Council on Independent Living (NCIL). The IL NET is a national training and technical assistance project working to strengthen the independent living movement by supporting centers for independent living and state councils on independent living. IL NET activities include workshops, national teleconferences, technical assistance, on-line information, training materials, fact sheets, and other resource materials on operating, managing, and evaluating centers and SILCs. The mission of the IL NET is to assist in building strong and effective CILs and SILCs which are led and staffed by people who practice the independent living philosophy. The IL NET operates with these objectives: Assist CILs and SILCs in managing effective organizations by providing a continuum of information, training, and technical assistance. Assist CILs and SILCs to become strong community advocates/change agents by providing a continuum of information, training, and technical assistance. Assist CILs and SILCs to develop strong, consumer-responsive services by providing a continuum of information, training, and technical assistance. ABOUT ILRU The Independent Living Research Utilization (ILRU) Program was established in 1977 to serve as a national center for information, training, research, and technical assistance for independent living. In the mid-1980's, it began conducting management training programs for executive directors and middle managers of independent living centers in the U.S. Since 1985, it has operated the ILRU Research and Training Center on Independent Living at TIRR, conducting a comprehensive and coordinated set of research, training, and technical assistance projects focusing on leading issues facing the independent living field. ILRU has developed an extensive set of resource materials on various aspects of independent living, including a comprehensive directory of programs providing independent living services in the U.S. and Canada. ILRU is a program of TIRR, a nationally recognized, free-standing rehabilitation facility for persons with physical disabilities. TIRR is part of TIRR Systems, a not-for-profit corporation dedicate to providing a continuum of services to individuals with disabilities. Since 1959, TIRR has provided patient care, education, and research to promote the integration of people with physical and cognitive disabilities into all aspects of community living. ABOUT NCIL Founded in 1982, the National Council on Independent Living is a membership organization representing independent living centers and individuals with disabilities. NCIL has been instrumental in efforts to standardize requirements for consumer control in management and delivery of services provided through federally-funded independent living centers. Until 1992, NCIL's efforts to foster consumer control and direction in independent living services through changes in federal legislation and regulations were coordinated through an extensive network and involvement of volunteers from independent living centers and other organizations around the country. Since 1992, NCIL has had a national office in Arlington, Virginia, just minutes by subway or car from the major centers of government in Washington, D.C. While NCIL continues to rely on the commitment and dedication of volunteers from around the country, the establishment of a national office with staff and other resources has strengthened its capacity to serve as the voice for independent living in matters of critical importance in eliminating discrimination and unequal treatment based on disability. Today, NCIL is a strong voice for independent living in our nation's capital. With your participation, NCIL can deliver the message of independent living to even more people who are charged with the important responsibility of making laws and creating programs designed to assure equal rights for all. ABOUT THE TRAINERS Kym King is a consultant, trainer, and workshop leader who combines a rich background in communications, media, and academic research with a dynamic presentation style. A former communications professional, Kym has produced news and public affairs shows for some of broadcasting's most prestigious organizations. She is currently on the faculty of Baylor College of Medicine as the Director of Education and training for the Center for Research On Women with Disabilities. Before joining Baylor, Kym was on staff at ILRU (Independent Living Research Utilization) as National Communications Director for "Improving Service Systems for People with Disabilities", an $8.4 million grant program funded by the Robert Wood Johnson Foundation. Bob Michaels has been a consultant and trainer for the independent living field since 1986. In that capacity, he has conducted training programs on a broad range of topics for centers for independent living and statewide independent living councils nationwide. Bob is also a training consultant and research associate with Independent Living Research Utilization (ILRU) Program. Prior to his current positions, Bob was president and chief executive officer of Liberty Resources, Inc. in Philadelphia, Pennsylvania, for four years. Bob also served as director of Arizona Bridge to Independent Living in Phoenix, Arizona, for seven years and was appointed to both the Pennsylvania and Arizona SILCs. During the past 11 years, Bob has chaired the Rehab Act Subcommittee for the National Council on Independent Living and has served on the NCIL governing board. For the safety and comfort of those with chemical and environmental sensitivities, please refrain from using any perfumed grooming products such as scented soaps, deodorants, perfumes, and colognes. In addition, it is essential that we maintain a smoke-free environment. IL MARKETING TRAINING ORLANDO, FLORIDA DECEMBER 14-15, 1999 Agenda Day 1 8:30am - 9:00am Welcome & Continental Breakfast 9:00am - 10:00am Introduction Understanding Marketing 10:00am - 10:30am Marketing Principles I 10:30am - 10:45am BREAK 10:45am - 12noon Marketing Principles I continued 12noon - 1:30pm LUNCH 1:30pm - 3:30pm Marketing Principles II 3:30pm - 3:45pm BREAK 3:45pm - 4:15pm Q&A 4:15pm - 5:00pm Evaluation Preview Day 2 Agenda Day 2 8:30am - 9:00am Welcome & Continental Breakfast 9:00am - 9:30am Review Day 1 9:30am - 10:30am Marketing For Results 10:30am - 10:45am BREAK 10:45am - 12noon Your Marketing Team 12noon - 1:30pm LUNCH 1:30pm - 3:30pm Marketing Team Exercise 3:30pm - 4:30pm Marketing Team Reports 4:30pm - 5:00pm Q&A Evaluation Closing Remarks NATIONAL RESOURCES ON INDEPENDENT LIVING Several national organizations have been established to provide technical assistance on particular concerns relevant to issues in independent living. Independent Living Research Utilization Program ILRU Program is a national center for information, training, research, and technical assistance on independent living. Founded in 1977, its goal is to expand the body of knowledge in independent living and to improve utilization of results of related research and demonstration projects. ILRU, 2323 S. Shepherd, Suite 1000, Houston, TX 77019, (713) 520-0232 (v), 520-5136 (TTY), and 520-5785 (fax). National Council on Independent Living Founded in 1982, NCIL is a membership organization representing independent living centers and individuals with disabilities. NCIL has been instrumental in efforts to incorporate independent living philosophy in federal legislation and regulations. National headquarters are located outside Washington, D.C. at 1916 Wilson Blvd., Suite 209, Arlington, VA 22209, (703) 525-3406 (v), 525-4153 (TTY), 525-3409 (fax). Association of Programs for Rural Independent Living One of the best resources for information about rural independent living is APRIL. Established in 1986, APRIL is an association of 33 centers and other organizations and individuals across the country serving a predominantly rural constituencies. For further information, contact APRIL president Michael Schafer, League of Human Dignity, 1701 P Street, Lincoln, NE 68508, (402) 441-7871 (v/TTY), 441-7650 (fax) or Linda Tonsing Gonzales at 5903 Powder Mill Road, Kent, OH 44240, (330) 678-7648 (v), 678-7658 (fax). Disability and Business Technical Assistance Centers on ADA There are ten regional DBTACs funded by the National Institute on Disability and Rehabilitation Research, the U.S. Department of Education, to provide technical assistance and training on the Americans with Disabilities Act (ADA). The Southwest DBTAC, operated by ILRU, features an Hispanic outreach program. By calling 1-800-949-4232 from anywhere in the country, your call will be routed automatically to the appropriate regional DBTAC. American Disabled for Attendant Programs Today One of the oldest and most active grassroots disability rights advocacy groups is ADAPT. Following its tremendous success in advocating for accessible transportation, ADAPT has focused its mission on personal assistance services. With local chapters in many cities around the country, ADAPT is centered in Colorado at 201 South Cherokee St., Denver, CO 80223, (303) 733-9324 (v), 733-6211 (fax). Disability Rights Education and Defense Fund DREDF is an organization dedicated to promoting the civil rights of individuals with disabilities through research, education, and advocacy. The DREDF offices are located at 1633 Q St., NW, Suite 220, Washington, DC 20009, (202) 986-0375 (v), 462-5624 (fax), and 2212 Sixth Street, Berkeley, CA 94710, (510) 644-2555 (v), 841-8645 (fax). Disabled Individuals Movement for Equality Network DIMENET is a computer network that serves the independent living and disability rights movements. It was established in 1985 to meet the demand for a computer network that directly serves the interests of all people with disabilities and that is fully accessible to people with visual impairments. You can access DIMENET from any of five host sites: (508) 880-5412 (Taunton, MA), (937) 341-5205 (Dayton, OH), (724) 223-0160 (Washington, PA), (918) 582-3622 (Tulsa, OK), and (508) 820-3376 (Framingham, MA). If you have problems or questions regarding accessing DIMENET, technical assistance is also available from individuals at DIMENET regional host sites: Taunton (508) 880-5325 (v/TTY), Dayton (937) 341-5202 (v), 341-5217 (TTY), Washington (724) 223-5115 (v), 228-4028 (TTY), Tulsa (918) 582-1235 (v/TTY), Framingham (508) 875-7853 (v/TTY). Additional help may be obtained from Roland Sykes at (937) 237-8360 (v) or Paul Spooner at (508) 875-7853 (v/TTY). World Institute on Disability Originally founded in 1983 from within the grassroots disability rights movement, WID's focus is now international in scope. WID conducts research and training in public policy, personal assistance services, and independent living from its headquarters at 510 16th Street, #100, Oakland, CA 94612, (510) 763-4100 (v), 208-9493 (TTY). RESEARCH AND TRAINING CENTERS ON INDEPENDENT LIVING Four research and training centers funded by the National Institute on Disability and Rehabilitation Research (NIDRR), U.S. Department of Education, focus on independent living. They are: * the ILRU Research and Training Center on Independent Living at TIRR; * the RTC: IL at the University of Kansas; * the RTC on Personal Assistance Services at the World Institute on Disability (WID); and * the RTC on Public Policy and Independent Living, also at WID. All four centers conduct research and training projects designed to address the needs of individuals with disabilities, as well as state and private entities involved with independent living. More information about each is given below. ILRU Research and Training Center on Independent Living at TIRR The goals of the ILRU RTC are to enhance management performance in independent living centers through improved management and operational practices developed and tested in research-based models, and disseminated through training, technical assistance, and materials development projects. A major emphasis of these training and technical assistance projects is the promotion of networking among individuals and organizations in the independent living field. ILRU RTC is guided by the independent living philosophy, particularly with regard to the substantial involvement of people with disabilities at all levels of RTC operations. Director: Lex Frieden Director of Research: Peg Nosek Director of Training: Laurel Richards Coordinating Director: Laurie Gerken Redd For more information, contact: ILRU Program 2323 S. Shepherd, Suite 1000 Houston, TX 77019 (713) 520-0232 (v); 520-5136 (TTY); 520-5785 (fax) http://www.ilru.org Research and Training Center on Independent Living at the University of Kansas The University of Kansas operates a national research and training center which focuses on aspects of independent living particular to rural and other underserved populations, including persons with cognitive and psychiatric disabilities. In addition, the RTC conducts consumer control training, conducts research in prevention of secondary health conditions in people with disabilities, and studies successful attainment of vocational rehabilitation goals. Director: James F. Budde Co-Director: Glen White Assistant Director: Glen White Training Director: Kenneth J. Golden For more information, contact: RTC-IL at Kansas 4089 Dole Building University of Kansas Lawrence, KS 66045 (785) 864-4095 (v/TTY); 864-5063 (fax) http://www.lsi.ukans.edu/rtcil/rtcbroc.htm The Research and Training Center on Public Policy and Independent Living Funded by NIDRR at the World Institute on Disability, the RTC-PPIL conducts research and training on major disability policy issues including independent living, leadership development, peer support, and community integration. In addition, WID is attempting to establish the first full curriculum for disability studies. The program will offer courses of study at the undergraduate, graduate, professional training, and continuing education levels. Director: Tom Bleecker Director of Research: Devva Kasnitz For more information, contact: RTC-PPIL World Institute on Disability 510 16th Street, Suite 100 Oakland, CA 94612-1500 (510) 763-4100 (v); 208-9493 (TTY); 763-4109 (fax) http://www.wid.org The Research and Training Center on Personal Assistance Services at WID One of two RTCs operated by WID, the RTC-PAS was established for the purpose of creating greater understanding about how personal assistance service systems can further the self-sufficiency and economic independence of individuals with disabilities. The RTC will perform a comprehensive evaluation of PAS programs across the country and will seek to define effective PAS from the consumer's point of view. In developing new service programs, the RTC-PAS also focuses on underserved or unserved populations. Director of Training: Simi Litvak Research Assistant: Merrie Snead For more information, contact: RTC-PAS World Institute on Disability 510 16th Street, Suite 100 Oakland, CA 94612-1500 (510) 763-4100 (v); 208-9493 (TTY); 763-4109 (fax) http://www.wid.org Revised 2/99 IL NET RESOURCE MATERIALS The IL NET: National Training and Technical Assistance project, a collaboration of the National Council on Independent Living (NCIL) and the Independent Living Research Utilization (ILRU) Program, is committed to promoting a national network of centers for independent living, statewide independent living councils, and others involved in the independent living field. Through training and technical assistance activities, project staff seek to provide individuals at all levels of expertise with educational and networking opportunities. To enhance our ability to reach as wide an audience as possible, we are making many of our training materials available in the form of individual fact sheets and packets. The following is a description of resource materials concerning the Rehab Act, statewide independent living councils, state IL plans, funding, and other topics. These materials may be duplicated without acquiring permission, providing that the following credit is given to the project: "Developed as part of the IL NET: ILRU/NCIL National Training & Technical Assistance Project." All materials are available in accessible formats, including copies available to download in ASCII from DIMENET in the IL_NETWORK file area. For fact sheets about the Rehab Act, download file 'rehab1.wp' or 'rehab1.asc.' For fact sheets about SILCs, download 'silcpak1.wp' or 'silcpak1.asc.' You will also find each piece of the packets available individually. For assistance with downloading call (508) 880-5325 (v/TTY) or (937) 341-5202 (v), 341-5217 (TTY). For further information or technical assistance, contact ILRU at (713) 520-0232 (v), 520-5136 (TTY) or NCIL at (703) 525-3406 (v), 525-3407 (TTY). FACT SHEETS ABOUT THE REHAB ACT Amendments to the Rehab Act: 1986 & 1992: A Comparison--a set of charts showing changes in the Rehab Act which occurred from 1986 to 1992. Where to Get Information About the Rehabilitation Act--how to obtain copies of the Rehab Act and related background information from the government, from public records, and from DIMENET, the national computer bulletin board for independent living. Terminology Related to the Legislative and Regulatory Process--explanations of terms and concepts related to the legislative process. Key OSERS Staff--a listing of top-level staff members of the Office of Special Education and Rehabilitation Services, the Rehabilitation Services Administration, and the National Institute on Disability and Rehabilitation Research (NIDRR). FACT SHEETS ABOUT STATEWIDE INDEPENDENT LIVING COUNCILS (SILCs) Composition of Statewide IL Councils--an easily understood overview of SILC responsibilities, composition criteria, and examples of some of the problems faced by state IL councils with direct, concrete suggestions for dealing with them. Questions About SILC Governance--identifies many of the pivotal questions an organization can use to establish the bylaws with which it governs itself; covers specific questions for councils operating as private, nonprofit corporations and seeking a tax exempt status. What Every SILC Member Should Know--a checklist of basic information that each SILC member should understand in order to be an effective, voting participant of a statewide IL planning body. Prototype Job Descriptions--basic duties, authorities, and qualifications for the SILC chair, vice-chair, secretary, treasurer, and member; intended as a guideline from which to build individualized descriptions. SILC Profile Analysis--a grid designed to reveal a basic profile of any SILC by mapping characteristics and affiliations of the members; simple, easy-to-follow instructions show whether or not a council is consumer controlled according to legal mandate. SILC Membership Compliance Assessment--a checklist for determining whether or not your SILC is in compliance with the compositional guidelines outlined in section 705(b)(2) the Rehab Act. Directory of Statewide IL Councils--a complete list of all SILCs with contact information for state chairs; current as of May 1995. AUTHORIZED USES OF FUNDS AVAILABLE TO THE STATE IL COUNCIL Authorized Uses of Title VII, Part B--this document gives an overview of the history and development of Title VII, with an emphasis on gains made in controlling how the dollars allotted to support independent living programs and services are spent. Funding Under SILC Jurisdiction--identifies funding sources available to the statewide IL council: Title VII, Parts B and C; Title I, Part C; Social Security Reimbursement Funds; and private or other sources. Funding for Title VII, Part B: Fiscal Years 1994 & 1995--exact 1995 dollar amounts allocated from this source for each state and territory. Funding for Title VII, Part C: Fiscal Year 1994--dollar amounts by state and territory showing 1994 allotments as well as post-reallotment amounts for fiscal year 1993. Revised 3/96 READINGS AND RESOURCES FOR THE INDEPENDENT LIVING AND DISABILITY RIGHTS MOVEMENTS Updated October 1997 Bowe, F. (1992). Equal Rights for Americans with Disabilities. New York: Franklin Watts, Inc. DeJong, G. "Independent Living: From Social Movement to Analytic Paradigm." Archives of Physical Medicine and Rehabilitation 60 (October 1979): 435-446. DeJong, G. "Physical Disability and Public Policy." Scientific American 248, no. 6 (June 1983): 40-49. DeJong, G. Environmental Accessibility and Independent Living Outcomes: Directions for Disability Policy and Research. East Lansing: University Center for International Rehabilitation, 1981. DeJong, G. and Janice Hughes. Report of the Sturbridge Conference on Independent Living Services. Boston: Tufts Medical Rehabilitation Research and Training Center, 1981. Fasser, Carl E., Quentin Smith, Lex Frieden, Laura W. Smith, J. David Holcomb. "Addressing the Health Care Needs of People with Disabilities." Journal of the American Academy of Physician Assistants 7, no. 1 (January 1994): 26-32. Harmon, G., Ladd, J., and Evans, E. "Being a player: A guide to the ILRU lobbying regulations for advocacy charities." A Report by the Advocacy Forum; A Project of the Alliance for Justice. Washington, D. C.: Harmon, Curran, Gallagher & Spielberg, 1991. House, R., Richards, L., Rennick, V., Jones, D., Dresden, C., and Smith, Q. (1995). Expanding Your Management Foundation: Readings in Management Literature--Strategic Planning. Houston: ILRU. House, R., Rennick, V., Jones, D., Richards, L., and Dresden, C. Expanding Your Management Foundation: Readings in Management Literature--Basic Supervision (In press, 1997). Houston: ILRU. House, R., Rennick, V., Jones, D., Richards, L., and Dresden, C. Expanding Your Management Foundation: Readings in Management Literature--Hiring, Diversity, and More. (In press, 1997). Houston: ILRU. O'Day, B. Issues in Independent Living: Independent Living Programs for Transition to Community Living. (In press, 1997). Houston: ILRU. Kailes, J. I. Advocacy: Reality or Rhetoric Inventory. 5 pages. A popular questionnaire tool used to help evaluate if an independent living center or other disability related organization is truly committed to advocacy and systems change. Revised 1997. Self-published. Kailes, J. I. Americans with Disabilities Act Compliance Guide for Organizations. 225 pages. 1995. Self-published. Kailes, J. I. Centers for Independent Living. 12 pages. Revised 1997. Self-published. Kailes, J. I. Resource List: Wellness, Self-Care, Exercise & Aging with Disability. Research and Training Center on Aging with Disability. Los Angeles, California. Third Edition, 1996. Kailes, June. "Language is More Than a Trivial Concern!" (1984) reprinted in Disability Pride and A Guide to Planning Accessible Meetings (available through ILRU publications). Kailes, June Isaacson. Disability Pride: The Interrelationship of Self-Worth, Self-Empowerment, & Disability Culture. Houston: ILRU Program, 1993. Kailes, June Isaacson, and Darrell Jones. A Guide to Planning Accessible Meetings. Houston: ILRU Program, 1993. Kailes, June Isaacson. Putting Advocacy Rhetoric Into Practice: The Role of the Independent Living Center. Issues in Independent Living No. 8. Houston: ILRU Program, 1988. Lachat, Mary Ann. The Independent Living Service Model: Historical Roots, Core Elements, and Current Practice. Hampton: Center for Resource Management, 1988. National Council on the Handicapped (now the National Council on Disability). Toward Independence: An Assessment of Federal Laws and Programs Affecting Persons with Disabilities - With Legislative Recommendations. February 1986. Available from NCD, 1331 F Street, NW, Suite 1050, Washington, DC 20004 (202) 272-2004 (v), 272-2074 (TTY). National Council on the Handicapped (now the National Council on Disability). On the Threshold of Independence: A Report to the President and the Congress of the United States. January 1988. Available from NCD (see above). Nosek, Peg, Yayoi Narita, Yoshiko Dart, and Justin Dart. A Philosophical Foundation for the Independent Living & Disability Rights Movement. Occasional Paper No. 1. Houston: ILRU Program, 1982. Pflueger, Susan Stoddard. Independent Living. Emerging Issues in Rehabilitation. Washington, D.C.: Institute for Research Utilization, 1977. Richards, Laurel and Quentin Smith. An Orientation to Independent Living Centers. Houston: ILRU Program, 1987. Shapiro, Joseph P. No Pity. New York: Random House, Inc. 1993. Shreve Maggie, Patricia Spiller, Eric Griffin, Nancy Waldron, and Lynda Stolzman. Martha Williams, ed. Consumer Control in Independent Living. Available from: Center for Resource Management, 2 Highland Road, South Hampton, NH 03847; (603) 394-7040 (v/TTY), 394-7483 (fax). Smith, Quentin, Lex Frieden, and Laurel Richards. "Independent Living." Encyclopedia of Disability and Rehabilitation. New York: Macmillan, Inc., (in press, 1994). Smith, Quentin, Laura W. Smith, Kym King, Lex Frieden, and Laurel Richards. Health Care Reform, Independent Living, and People With Disabilities. Issues in Independent Living No. 11. Houston: ILRU Program, 1993. Smucker, B. (1991). The Nonprofit Lobbying Guide: Advocating Your Cause--and Getting Results. San Francisco: Jossey-Bass, Inc. United States Department of Education. Comprehensive Evaluation of the Title VII, Part B of the Rehabilitation Act of 1973, as Amended, Centers for Independent Living Program. January 1986. Available through clearinghouses (see below). Willig, Chava Levy. A People's History of Independent Living. 1988. Available from the Research and Training Center on Independent Living, 4089 Dole Building, University of Kansas 66045; (913) 864-4095 (v/TTY). In a special edition on independent living in American Rehabilitation 20, no. 1 (Spring 1994): Giordiano, Gerard and Bruno J. D'Alonzo. "The Link Between Transition and Independent Living," 2-7. Shreve, Maggie. "The Greater Vision: An Advocate's Reflections on the Rehabilitation Act Amendments of 1992," 8-13. Smith, Laura W., Quentin W. Smith, Laurel Richards, Lex Frieden, and Kym King. "Independent Living Centers: Moving Into the 21st Century," 14-22. Chappell, John A., Jr. "The Whole is Greater Than the Sum of its Parts," 23-29. Moore, J. Elton and Barry C. Stephens. "Independent Living Services for Older Individuals Who are Blind: Issues and Practices," 30-34. Montagano, Tim. "Bringing the Rehabilitation Family Together: An IL-VR Partnership," 35-36. Lougheed, Val, Bev Hunter, and Susan Wilson. "Partners for Independence: A Team Approach to Community-Based Rehabilitation," 37-38. Baker, David. "Independent Living in Communities: The Role of the Independence Fund in Vermont," 39-41. Lachat, Mary Ann. "Using the Power of Management Information System Technology to Support the Goals of Centers for Independent Living," 42-48. In a special issue on independent living in OSERS 6, no. 2 (Winter-Spring 1994): French, Duane. "Independent Living: Driven By Principles of Democracy," 37-38. Kafka, Bob. "Perspectives on Personal Assistance Services," 11-13. Kennedy, Jae, Hale Zukas, and Simi Litvak. "Independent Living and Personal Assistance Services: The Research, Training, and Technical Assistance Programs at the World Institute on Disability," 43-45. Mathews, Mark R. "Learning from the Experts: Best Practices in Rural Independent Living," 23-29. Michaels, Robert E. "Title VII: A Major Step Forward," 8-10. Nelson, John. "Changes in the Rehabilitation Act of 1973 and Federal Regulations," 4-8. Smith, Quentin, Lex Frieden, Laurel Richards, and Laurie Gerken Redd. "Improving Management Effectiveness in Independent Living Centers through Research and Training," 30-36. Tate, Denise and Julie Daugherty. "The Effects of Insurance Benefits Coverage: Does It Affect Persons with Spinal Cord Injury?" 19-22. Westbrook, John D. "Consumer-Driven Supported Employment: Consolidating Services for People with Significant Disabilities," 14-18. Ziegler, Martha. "How Parent Networks Are Working with Independent Living Centers," 39-42. In a special issue on rural independent living in the Rural Special Education Quarterly 11, no. 1 (1992): Clay, Julie Anna. "Native American Independent Living," 41-50. Curl, Rita M., Shanna M. Hall, Linda A. Chisholm, and Sarah Rule. "Co-workers as Trainers for Entry-level Workers: A Competitive Employment Model for Individuals with Disabilities," 31-35. Nosek, Margaret. "The Personal Assistance Dilemma for People with Disabilities Living in Rural Areas," 36-40. Potter, Carol G., Quentin W. Smith, Huong Quan, and Margaret A. Nosek. "Delivering Independent Living Services in Rural Communities: Options and Alternatives," 16-23. Richards, Laurel and Quentin Smith. "Independent Living Centers In Rural Communities," 5-10. Seekins, Tom, Craig Revesloot, and Bob Maffit. "Extending the Independent Living Center Model to Rural Areas: Expanding Services through State and Local Efforts," 11-15. Smith, Quentin W., Carl E. Fasser, Stacy Wallace, Laurel K. Richards, and Carol G. Potter. "Children with Disabilities in Rural Areas: The Critical Role of the Special Education Teacher in Promoting Independence," 24-30. We Won't Go Away, videocassette. Sells for $20 each, including postage, from the World Institute on Disability, 510 16th Street, Suite 100, Oakland, CA 94612 (510) 763-4100 (v), 208-9493 (TTY). The Disability Rag. A bi-monthly publication reflecting ideas and discussions in the disability rights movement. Available at $12 for a one-year subscription. Write to: Subscriptions, The Disability Rag, 1962 Roanoke Ave, Louisville, KY 40205 (502) 459-5343 (v/TTY/FAX). >From the television series, Real Life, broadcast on PBS stations, 1995-1996. Childress, D. and King, K., prods. (1995). Real Life: Health Care. Videotape. Houston: ILRU. Childress, D. and King, K., prods. (1995). Real Life: Universal Design. Videotape. Houston: ILRU. Childress, D. and King, K., prods. (1995). Real Life: Media Portrayals. Videotape. Houston: ILRU. Childress, D. and King, K., prods. (1995). Real Life: ADA. Videotape. Houston: ILRU. Most of the readings cited above can be obtained from resource clearinghouses. Several are listed below and can be reached for further information about publications and modem-accessible databases by mail or telephone. National Clearinghouse of Rehabilitation Training Materials, Oklahoma State University, 816 West Sixth Ave., Stillwater, OK 74078 (800) 223-5219. National Rehabilitation Information Center (NARIC), 8455 Colesville Road, Suite 935, Silver Spring, MD 20910 (800) 346-2742 (v), 227-0216 (TTY). ERIC Clearinghouse on Disabilities and Gifted Education (formerly the ERIC Clearinghouse on Handicapped and Gifted Children), 1920 Association Dr., Reston, VA 22091, (800) 328-0272 (v/TTY) at the Council for Exceptional Children, (703) 620-3660, ext. 307 (v). ILRU also offers a number of publications and other materials on various independent living subjects. For a listing of resource materials contact ILRU at 2323 S. Shepherd, Suite 1000, Houston, TX 77019, (713) 520-0232 (v), 520-5136 (TTY). For resource materials and technical assistance on the Americans with Disabilities Act, there are ten regional Disability and Business Technical Assistance Centers (DBTACs). One toll-free number, 1-800-949-4232, will direct your call to a technical assistant in your region. Resource materials are published by the U.S. Department of Justice and many are available free of charge. The Southwest DBTAC in Houston, Texas offers technical assistance and some resource materials in Spanish as well as English. Revised 10/97 IL MARKETING GUIDEBOOK PART I: INTRODUCTION If used effectively, marketing is a powerful tool that can help you help people with disabilities lead more independent and fulfilling lives. Thanks Thanks to the following members of the independent living community who answered our questions and gave us the benefit of their perspective and experience with IL Marketing: Steven Tremblay Alpha One, Portland, ME Dennis Fitzgibbons Alpha One, Portland, ME Andrea Haenlin Mott Northwest Disability and Business Technical Assistance Center Cornell University, Ithaca, NY Leatta Workman The ILC, Joplin, MO Billy Altom, Delta Resource Center, Pine Bluff, AR Making This Work For You The IL Marketing GuideBook is provided to assist independent living professionals in understanding the basic concepts of marketing and how to apply them in an independent living setting. The publication offers general strategies and pro-active steps that you can take in preparing to market your programs, products and services. It also contains sample letters, press releases, and other documents that can be easily adapted to meet your specific marketing and communications needs. It is designed to add greater value to your experience in the training workshop. Review the material, complete the exercises, and try the ideas and methods that best match your philosophy and style. IL Marketing was developed by individuals who share your commitment to persons with disabilities and who believe that you do not have to compromise your integrity or your IL philosophy to market your center. If used effectively, marketing is a powerful tool that can help you help people with disabilities lead more independent and fulfilling lives. 1 IL Net encourages your feedback on the usefulness of this product and welcomes your ideas for other products and services that would be useful to independent living professionals. Please direct your comments and suggestions to: Richard Petty ILRU 2323 South Shepherd Suite 1000 Houston, Texas 77019 713-520-0232 voice 713-520-5785 fax 713-520-5136 TTY Major Learning Objectives The Purpose of the IL Marketing training and its accompanying GuideBook is to assist you in becoming even more successful at running your independent living center. The training elements and techniques have been carefully selected and designed to help you learn: Chart #1 1. The basic principles of marketing and how to apply them in an IL setting. 2. How marketing can help you support your mission and accomplish your goals. 3. How to develop and implement a basic marketing campaign. 4. How to develop and implement a promotion strategy. 5. How to improve your marketing and communications materials. 6. How to increase your chances for success by letting others help you. Attitude Matters The word marketing calls to mind powerful images, not all of them positive. Some people view marketing as hucksterism, manipulation, or high-pressure selling. Others associate marketing activities with unethical behavior. If this is your view of marketing you, like many other IL professionals, may be uncomfortable with the thought of marketing your CIL. What is your attitude toward marketing? Spend a few minutes going through the following exercise and find out. Exercise 1: Write down the first words that pop into your mind when you hear the word "marketing". ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ __________________________________ Now review your responses. How many of them seem positive? How many seem negative? If you already have a positive attitude toward marketing -- congratulations! If, however, your attitude is negative or mixed, there is good news and bad news. The bad news is you will find it very difficult to effectively market your center's programs, products and services, unless you see marketing as an attractive and exciting activity. The good news is you do not need to compromise your ethics or your IL philosophy in order to become an effective marketer. Marketing is a tool -- just like a screw driver. By itself, a screw driver has no positive or negative properties. It can be used to help or to harm. The results of its use depend on who uses it and how it is used. Marketing is much the same. The marketing principles discussed in this GuideBook are not inherently good or bad. If understood and approached with a caring spirit, they can both reflect and support your personal and professional values. PART II: UNDERSTANDING MARKETING Marketing is not sales; it is not advertising, promotion or public relations. Marketing is a process that effectively combines all these elements. Why is Marketing Important? Centers for Independent Living were created to eliminate community barriers and to promote the independence of persons with disabilities. To accomplish these goals, CILs have developed a variety of services and programs, including information and referral, peer counseling, independent living skills training, and individual and systems advocacy. For the past two decades there have been two primary sources of funding for most CILs -- federal funds, provided through Title VII of the Rehabilitation Act, and state appropriated funds usually administered through state vocational rehabilitation agencies. While it is difficult to accurately predict future levels of funding available from these sources, it is reasonable to expect that they will not greatly increase. 2 Some centers have tapped into non-government sources of charitable funding including the United Way, individual donors, corporations and private foundations. But the recession of the late 1980s and early 1990s has decreased the amount of money available from these sources; and an increasing number of not-for-profit agencies seeking these funds, has increased the competition. This uncertain economic climate leaves you, the independent living professional, with much to consider and much to do. As we move into the 21st Century, a "business-as-usual" approach to fund raising could threaten your center's very existence. Moreover, if your plan is to grow and expand the scope of your center's activities, you must develop diverse and non-traditional streams of revenue. Marketing can help! What is Marketing? If you ask a dozen different people to define marketing, chances are you will get a dozen different answers. That's because marketing can be a confusing concept. In order to understand what marketing is, it helps to understand what marketing is not. Marketing is not sales. It is not advertising, promotion or public relations. Marketing is the process that effectively combines all these elements. Perhaps the most common misconception is that marketing and sales are the same. There is an old saying that helps to define the distinction: Selling is convincing someone to buy what you have to sell. Marketing is having for sale what someone wants to buy. Marketing and sales are based on very different assumptions about the customer. Traditional selling strategies assume that prospective customers are somewhat reluctant buyers. To make the sale you must convince them with a firm pitch. The marketing approach asks a question instead; "What can I do to help you satisfy your needs or achieve your goals?" Viewing the world from a marketing perspective can give you new insight. For example, marketers know that all people have basic survival needs -- food, air, water, clothing, and shelter. Beyond these needs lie our wants. Wants can involve specific ways to satisfy our needs, such as the kind of clothes to buy. Or they can have nothing at all to do with needs (a new sofa or a new tennis racket isn't essential to our lives, no matter how much we want them). It is important to note that marketers do not create needs or wants. Needs and wants already exist. What marketers can do is influence how we meet our needs and satisfy our wants. 3 So what is exactly is marketing? Chart #2 Marketing is a process of mutually satisfying exchanges. Marketing is a process of mutually satisfying exchanges. We all take part in exchanges every day. When we pay $1.19 for a loaf of bread, we give the grocer something of value -- money -- in exchange for something that we need -- food. We have a relationship with the grocer that is mutually satisfying. We each get our needs or desires met and we feel good about the exchange. When you have something of value and want to exchange it for something you need or want, it is up to you to initiate, develop and maintain exchange relationships. This is what marketing is all about! 4 Chart #3 "It's all about relationships, kid. The rest is conversation." - Kym King Your Mission and Your Market Marketing techniques and tools imported from the private sector are increasingly advocated for their potential value in not-for-profit settings. The assumption is that well-tested and proven-to-work techniques from the commercial business world can be successfully and efficiently applied to the advancement of social causes. 5 A strategic business and marketing approach to running a not-for-profit organization can yield outstanding results. However, the principles cannot simply be transferred without some adjustments to reconcile the difference between commercial market goals and private sector missions. IL professionals who have incorporated these business and marketing strategies into their center's operation will tell you that there are no easy answers. But they all agree that the process must begin by looking at your Market and your Mission. Your CIL exists for the purpose of making a beneficial difference in the lives of people with disabilities -- this is your mission. Your market is the group of people who buy (or pay for) your programs, products and services. All organizations have a market and a mission. For most, the struggle is to find a balance between what they want to do (the mission) and who will provide the resources to do it (the market). This struggle is what non-profit marketing expert Greg Newton calls your Market-Drive vs. your Mission-Drive. 6 Market-driven organizations respond to external opportunities for generating revenue, regardless of the impact on their mission. Mission-driven organizations act out of internal preferences and will sacrifice revenue to accomplish higher goals and objectives. 7 Chart #4 MISSION-DRIVE MARKET-DRIVE mission-driven organizations act out of internal preferences and will sacrifice revenue to accomplish higher goals and objectives market-driven organizations respond to external opportunities for generating revenue, regardless of the impact on their mission These two perspectives can be viewed as opposite ends of the same spectrum. Where an organization falls on the spectrum depends on whether it is driven by internal or external forces. According to Newton, organizations can choose their place on the spectrum consciously or unconsciously. Exercise 2: Identify your center on the spectrum below. Mission Drive Market Drive 1 2 3 4 5 6 7 Chart #5 Is your center a mission-driven or market-driven organization? If your organization is mission-driven, your challenge is to develop a market-driven aspect, one that will help you develop new resources to carry out your mission. Most non-profit organizations attempt to have just enough market drive to be able to finance or subsidize their mission. The goal is to find the right balance. 8 Exercise 3: Identify your current market(s). Who buys or pays for your programs, products or services? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ __________________________________ a) How many are federal or state government funding sources? b) How many are non-government charitable funding sources (including foundations, corporations, and individual donors)? c) How many represent fee-for-service or other business-related income sources? d) Is there balance and diversity in your "income" portfolio? Chart #6 "To become a Marketer, first become a Missionary. Then find the best possible market for your mission..." - Anthony Putman, Marketing Your Services Being a "missionary" is important. In order to market effectively, you must truly believe in what you do and the value of what you have to offer. But having a mission is not enough. You must also have a market willing to fund it. Many IL professionals are concerned that responding to the needs of a market willing to pay, may create a fundamental conflict with their mission to serve people with disabilities. One CIL, for example, after having provided ADA consulting for a new business in their community, had to decide whether or not to sue the business when they refused to comply with the law. Conflicts between your market and your mission are never easy to resolve. Viewing them as separate functions can help. When you attempt to combine them, or undertake them simultaneously, you can threaten the success of both. 8 It also helps to seek out market opportunities that do not conflict with your mission. Some centers, for example, have attempted to turned their independent living skills training into saleable IL case management services. But the real key to successful conflict resolution is prevention -- deciding in advance what you will and will not do. 9 Chart #7 What you will not do.... because of your mission because of your image because of your expertise because of your interests because of your risk-aversion because of your organizational culture because of your resource limitations What you will do... because it meets your return on investment goals because it meets your resource goals because it is acceptable to your entire organization because there is a market for it from the Venture Criteria Worksheet by Greg Newton Chart #8 "Developing new and innovative programs and engaging in effective systems advocacy can only be done from a position of financial stability." - Steven Tremblay, President & CEO Alpha One South Portland, Maine "Developing new and innovative programs and engaging in effective systems advocacy can only be done from a position of financial stability," says Steven Tremblay, President and CEO of Alpha One center for independent living in South Portland, Maine, "You can only advance your center's mission if you have a margin -- no margin no mission." This quote from Steven Tremblay points out perhaps the most important reason for CILs to embrace marketing principles and techniques -- to create a margin. To have a margin, or a reserve, is to have more than you need. When you have needs, your life choices are limited. You are compelled to focus on what you need and what you must do to fulfill or satisfy those needs. If you have ever scrambled to find money to replace funds at the end of a grant cycle, then you understand this concept. With a reserve, you have a choice. You can spend more time involved in the activities that you are truly passionate about and less time being concerned about your survival. 10 PART III: MARKETING PRINCIPLES Remember that the goal of your marketing efforts is to generate revenue -- revenue that you can use to further your mission. While the concept of marketing may be confusing, the process is really quite simple. It involves only a few basic steps: * Identifying your "customers" and their needs and/or wants. * Designing products and/or services that meet their needs or satisfy their wants. * Pricing your products and services at a rate that works for your customers and you. * Making your products and services available at times and places that are convenient to your customers. * Communicating information about your products and services to your prospective customers in ways that motivate them to buy. These steps make up the basic principles of marketing. In this GuideBook we will refer to them as the 5 Ps of Marketing. The 5 Ps of Marketing PRODUCT PUBLIC PRICE PLACE PROMOTION PRODUCT Your advocacy programs, ADA training, IL consulting, technical assistance services, research projects, disability publications, and assistive equipment are all "products". They are what your center offers in exchange for something else. What products does your center offer? Use the following exercise to develop a comprehensive list. Exercise 4: Identify your current products. Include your IL core services and any other products or services you offer. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ Now review your product list. How many of these products generate revenue? After completing this exercise, you may have a long list of products. The marketing challenge is to identify which ones will "sell". All products are not equally marketable in the sense that they will generate revenue. Remember the discussion about market and mission. Some CILs will offer products because it is part of their mission, not because they will sell. It is important to decide which ones you can sell so that you can finance or subsidize the others. We'll discuss ways to choose the best product later. For now, pick one that you think has market potential. To effectively market your product you must be able to describe it with such clarity that people understand what it is and how it meets their needs or satisfies their wants. Since most people are much better at doing what they do than they are at describing what they do, this can be a very difficult task. This next exercise can help. Before completing it, carefully review the following tips: Chart #9 TIPS FOR DESCRIBING YOUR PRODUCT 1. Tell your customers what you do, not what you are! 2. Use words your customers already understand! 3. Promote the result and benefits, not how you get to them. Exercise 5: Describing your products. Your marketing mission statement. I serve (your public) __________________________________ in their desire to (benefit) ______________________________ by means of (product) _________________________________ __________________________________________________ 11 The third blank is where you specify your product or service. Write in the product you selected from the previous exercise. The first blank identifies the people or organizations you will sell this product to -- your market (also known as your public). If you are not sure who your market is for this product, write in "my customer" for now. For this exercise, the second blank is the most important. It is how you describe your product so that your customers will understand and respond. It contains the "benefit" statement -- what your customers want or need, the reason they will "buy". PUBLIC Who are your customers or publics? The problem with identifying publics is that most CILs interact with a large number of groups. Consumers, local and state government agencies, social service organizations, funding sources, local businesses, and families members of individuals with disabilities are all publics and could be potential targets for your marketing efforts. The challenge is to narrow the list down to a manageable number to whom you can market effectively. You must consider the resources you have to devote to your marketing activities and focus on using them wisely and productively. Here's how you begin. Exercise 6: Brainstorm a list of potential publics. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______ Review your list. Choose your best targets based on the following criteria: 1) Those groups with the greatest ability to pay for your product 2) Those groups with the greatest need or desire for your product After completing this exercise you may have come up with a large number of potential target markets. Remember that the goal is not to look for the largest number. You want to find the best targets for your particular products. Distinguishing between the different markets and deciding which ones are best for you is called Target Marketing or Segmentation. Anything that distinguishes one group from another -- such as age, sex, geographic location, disability, etc. -- can be used to define a market segment. Because the choices are endless, segmentation can be an exercise that accomplishes nothing unless you keep in mind the reason why you are identifying segments. No one can be all things to all people. The smaller your organization, the fewer things you can do and do well -- and the greater your need to decide what you will do and whom you will serve. The best way to succeed is to concentrate your marketing efforts on a very small number of well-chosen segments into which you can pour all your marketing resources. 12 Before you begin to identify your desired market segments, review the options on the following page. Chart #10 MARKET SEGMENTATION Industry: independent living, rehabilitation, health care, legal, education, consulting, speaking, training... Demographics: age, income, education, sex, race, culture, religion, marital status, location, rural, urban... Social Factors: lifestyle, stay-at-home, work, take vacations, active, socially conscious, professional affiliation, social affiliation... Psychology Factors: personality type, attitudes, values (ambitious, competitive, materialistic, impulsive...) Buying & Selling Profiles: buying history, product loyalty, user status, user rates, who the "customer" is buying for... Selecting your market segment by situation can be very effective. The goal is to identify a state of affairs that greatly increases a prospect's need for your product. The passage of the Americans with Disabilities Act, the switch to managed health care, and the development of the Internet are all examples of situations that can help you identify new products, new markets or new segments. By now you know that there are many more target markets than your resources will allow you to effectively reach. The next step is to select the top candidates, those segments that represent your best chance for getting a good return on your marketing efforts. So how do you narrow the list and choose the best? First identify your markets and segments. Next, evaluate them by using the Market Segmentation Checklist. You don't have to have all ten, but make sure that the segments you select have as many checks (checkmark) as possible. Exercise 7: Segmenting Your Market(s). Chart #11 MARKETS SEGMENTS Chart #12 YOUR MARKET SEGMENTATION CHECKLIST ___ They have money. ___ They will pay for your product. ___ There are lots of them. ___ Competition is weak. ___ You can easily reach them with your message. ___ You already have credibility with them. ___ They have the greatest need. ___ They know they need what you have to offer. ___ They are in the right geographic area. ___ They will make excellent references. The quality of your references or what is known as "word-of-mouth" marketing is one of your most valuable assets. If you decide to choose a segment with this in mind, review the tips provided by Donna Fisher, speaker, author, and nationally recognized expert on networking (Appendix A). PRICE How do you know how much to charge? Should you charge more or less than your competition? How much are your customers willing to pay? How much is your product or service actually worth? To attract customers and get the most out of the exchange process, you must price your products just right -- not too low and not too high. Determining the right price can be a complex process. Understanding three basic business principles can help simplify the task. They are: cost, value and margin. Since cost involves both you and your customer, it helps to know both sides of the story: the costs to you and the costs to your customer. Let's look at the customer's side first by considering the following points on cost and value from non-profit marketing expert Greg Newton. 13 Chart #13 PRICE combines COST and VALUE 1. Whenever people are considering a purchase, cost and value are weighed together. 2. When the perceived cost is higher than the perceived value, people do not buy. 3. When the perceived value is higher than the perceived cost, people buy if they can afford it. 4. People always want the highest value for the lowest cost. 5. In high-risk purchases, value is usually more important. 6. In low-risk purchases, cost is usually more important. 7. Sometimes, cost is used as an indicator of value. 8. If people have a critical need for a product, they will pay any cost they can afford. 9. If a third party is covering the cost, people seek value. 10. You can lower the perceived cost to increase the relative value. 11. You can increase the perceived value to lower the relative cost. Chart #14 "COST is what they pay! VALUE is what they get!" - Greg Newton Greg Newton Associates When considering price, it helps to consider all the costs and values associated with the customers' purchase of the product. There are direct, indirect and psychological costs. There are actual, added and perceived values. Direct costs are the hard dollars customers pay to purchase products. Indirect costs refer to the hard dollars customers pay to use or maintain products. Psychological costs are non-cash transactions. They are the costs in the customers' mind. If we use a new car purchase as an example, here's how the costs differ. The direct cost is the sticker price. The indirect cost would be gas, insurance, and maintenance on the car after the initial purchase. The psychological cost might be the customer's concern over how he or she will afford the increased car payments. Value works in a similar way. Actual value refers to what the product is worth to the customers -- how it solves their problems or meets their needs. Added value is the something extra -- an often unexpected bonus or deal the customers get. Perceived value is also psychological -- it is the benefit in the customers' mind. Again using the new car example, let's look at the three kinds of value. If the customer has to drive 50 miles each way to work and there is no public transportation available, the new car solves an important problem -- the actual value for this customer is high. If the dealer gives the customer a new cellular phone just for purchasing the car, this is an added value. And if the customer was stranded on the freeway several times because the old car broke down, the peace of mind associated with the purchase of this new car is an important psychological or perceived value. Chart #15 COST... VALUE... Direct Actual Indirect Added Psychological Perceived We've looked at the cost to your customers, now let's look at your cost. To determine the "right" price, you must know how much it costs you to produce your product or provide your service. Make sure you include all the costs, not just the obvious ones. The budget and pricing worksheets found in Appendix B will help you determine your costs. You will need a calculator, your business records, some uninterrupted time, and a true desire to know the truth about your costs. As you fill out your pricing worksheets, be prepared for some unsettling revelations. Most people price their products and services much too low. Determining what it costs to produce a product is different from that of a service. The manufacturing process determines your product cost. It is usually straight forward. The manufacturer charges you 5 cents each to make pencils. Add to this the costs of doing business, plus your margin, and chances are you've got a good price. If you are providing technical assistance, consultation, training, or some other service, you do not have a manufacturing process to help you set the initial rate. You must figure out what it costs you to produce and deliver the service. Here's where the budget and pricing worksheets can be a valuable tool. If you've looked at the budget and pricing worksheets and the thought of calculating all those numbers makes you feel a little sick, there is a short cut. If you provide a service and want to determine a reasonable fee, you can use this quick and dirty method developed by marketing expert Anthony Putman. 14 Divide your annual salary by 2080 (40 hours/week x 52 weeks) to get your hourly rate. Now multiply this number by three. This is the amount you should charge per hour for your services. Multiply this rate by eight (if you work an eight-hour day ). This is the rate you should charge per day. If this figure seems too high, go on to the budget and pricing worksheets (Appendix B). You may be surprised to find out just how much it costs you to produce and deliver your service. Chart #16 AS (divided by) 2080 x 3 = HR (hr. rate) HR x 8 = DR (daily rate) We have now covered two of the three price principles -- cost and value. But what about margin? What is it and how much do you really need? In section one, we defined margin as having more than you need. It is a reserve, a little extra that can provide financial resources to save your organization during slow or difficult times. How much margin you need depends on your organization and your business. For example, supermarkets typically have margins of 1% or less. This means that for every dollar a customer spends, a penny goes to margin. This may seem like a very small amount, unless you understand volume. Large supermarkets can take in billions of dollars each year. A penny times a billion adds up to a lot of money. Most companies do not have such a large volume business and must rely on a much larger margin to create a reserve. Large service companies usually aim for a margin of 30-40%. 15 Here is a good margin rule to keep in mind: Your margin can be lower if you have a lot of customers who pay you relatively small amounts of money. Your margin can be higher if you have a few customers who pay you relatively large amounts. 16 Chart #17 LOWER MARGIN = lots of customers who pay small amounts of money. HIGHER MARGIN = fewer customers who pay large amounts of money. If you've reviewed the information on cost and value, completed the budget and pricing worksheets, and decided on the appropriate margin, you are now ready to set your price. In his book Marketing Your Services, Anthony Putman outlines the ultimate pricing formula: Price to cover your costs and make your margin. 17 Chart #18 Cost + Margin = PRICE CILs, like many non-profit organizations, are accustomed to providing products or services free to the consumers, with funding from government or private sources. Charging a fee can feel very uncomfortable. Even a small fee can seem relatively high when compared to the previous price (free). If your price is too high, you can lose customers; however, if your price is too low you may give people the idea that your products are worth less. Most people believe the old adage, "you get what you pay for." As a result, they will pay a fair price for something of value. Just because a "customer" doesn't pay does not mean that the service is free. Someone has to pay the cost of producing and delivering the product. When someone else is paying, make sure you let the beneficiaries know that while the product may be provided at no cost to them, it is not free. Telling participants how much a "free" product or service is worth is a good way to increase relative value and decrease perceived cost. For example, if participants in your training workshop attend free because the program is sponsored by government funding, they may not appreciate the cost relative to the value. The cost to them is time and perhaps transportation -- two very valuable things. However, if they knew that the workshop would have cost them $500 if they had to pay, the relatively small investment of time and transportation may seem like a bargain in comparison. This brings up an important point about third-party payers. While they may not be the users, if they are paying they are the "customers." Make sure you know what they value -- numbers served, satisfied participants, replicable programs, evaluation data -- and be sure that they get what they want or need in exchange for the money they give. A few final words on price. If after you have done your pricing calculations you are still concerned that your price may be too high, consider this: it is usually better to set your prices too high than to set them too low. Chart #19 THREE REASONS FOR SETTING YOUR PRICES HIGH 1. Higher prices give you room to provide discounts and have sales. 2. Cost is sometimes used as an indication of value. 3. It is much easier to lower the price than it is to raise the price. PLACE There are three elements to place as it relates to marketing: the physical location, the distribution system, and the place in time. Place is really an issue of accessibility. Are you easy to find, conveniently located? Are you open during hours that match your customers' needs? Can your customers pay in ways that are most desirable for them? Do you have what your customers need when they need it most? How accessible are you? Put yourself in the shoes of your publics and review the chart below. Chart #20 THE PHYSICAL LOCATION Where it is How you get to it How it looks What it communicates THE DISTRIBUTION SYSTEM How the customer buys How easy or hard is it to buy Are your products available in multiple formats THE PLACE IN TIME Are your products available when the customer wants them The Internet is changing the way we buy, sell and market. People can now sit in their homes and buy everything from food to furniture. As a result, the place of marketing is shifting. But while the place may be changing, the questions remain the same. To illustrate the point, take a second look at the physical place section in Chart #20. If we were talking about an Internet site you could still ask the same questions: Where is it located (what is its Internet address)? How do you get to it (is it linked from other easily accessible Web locations)? How does it look (is it professionally presented, easy and fun to read)? You get the idea. Place also refers to the process of turning your prospects into customers, also known as the buying and distributing process. Chart #21 outlines the four steps from both perspectives -- yours and your customers'. Chart #21 THE BUYING & DISTRIBUTING PROCESS 1. Contact Inquire 2. Convert Purchase 3. Deliver Retain 4. Maintain/Add On Refer Your job is to contact the prospects, convert them into customers, deliver good quality products that meets their needs, and maintain the connection by selling them more and different products over time. If you've done your job well, the prospective customers will inquire, purchase, stay loyal (retention), and refer you to others like themselves. Inexperienced marketers often make the mistake of spending most of their time looking for new customers. Creating new customers, like developing new relationships, requires a lot of time, energy and in some cases money. It is not easy to generate inquiries, and you must work to convert each contact into a customer. If you don't have unlimited resources -- and how many of us do? -- it pays to work smarter. Working the buying and distributing process in reverse order, is a smarter, more cost-efficient way to generate more business. 18 Chart #22 THE BUYING & DISTRIBUTING PROCESS 1. Sell more to those who have already purchased 2. Retain and upgrade current customers 3. Get contacts through referrals 4. Convert referrals and warm calls into customers 5. Work on making new contacts PROMOTION For many people, promotion is the most exciting part of marketing. Developing a brochure, putting on an event, producing an ad or public service announcement can be a lot of fun. And if the promotional activities yield the intended results, it is very rewarding. Promotion involves many techniques and tools for communicating with target markets. It includes advertising, public relations, community outreach, and more. A comprehensive list of techniques and tools will be provided later. For now, let's focus on the two important parts of promotion: message development and message delivery. Let's begin by looking at message development. Chart #23 An effective promotional message MOTIVATES your audience to take a specific ACTION, and promises a BENEFIT if they do. An effective promotional message motivates your audience to take a specific action, and promises a desirable benefit if they do. 19 David Ogilvy is founder of Ogilvy & Mather, one of the world's largest advertising agencies. In his book, Ogilvy on Advertising, he writes: Advertising which promises no benefit to the consumer does not sell, yet the majority of campaigns contain no promise whatever. Advertisements with headlines that promise a benefit are read by an average of four times more people than advertisements that don't. 20 Promoting the benefits is not as easy as it may sound. Many people, including professional advertisers, confuse the product's benefits with the features. Features focus on you and your product. It tells the target how you do it. Benefits focus on the customer. It tells the customer what he/she will gain. For example, if your center runs a 24 hour information hotline for people with disabilities, the fact that it is available 24 hours a day is a feature. The benefit to the customers is that they get information when they want it. Remember the product you chose in the product exercise? Use exercise 8 to outline its features and benefits. Keep in mind that benefits can take on one of four forms when viewed from the customers' point of view. 21 As you work on identifying the benefits, ask yourself: does my product or service help my customer: 1) solve a problem, 2) make the most of an opportunity, 3) achieve a desirable outcome, or 4) deal effectively with a personal or professional situation.? Exercise 8: Your Product's Features and Benefits. FEATURES BENEFITS Promoting the benefits is only one of the many keys to developing effective promotional messages. Here are a few more: Chart #24 SIX KEYS TO CREATING EFFECTIVE PROMOTION MESSAGES 1. Get the audience's attention. 2. Get them to say "hey, that's me!" 3. Promise them desirable benefits. 4. Motivate them to take a specific action. 5. Ask them for a specific response. 6. Encourage them to act now. Great advertising copywriters use the following three-step formula for developing effective messages: Chart #25 THE 3-STEP MESSAGE DEVELOPMENT FORMULA Step 1: Get their attention by creating interest and identification! Step 2: Communicate the most desirable benefits! Step 3: Ask for a specific and immediate response! "The first thing you must do in a marketing communication is get the Prospect to recognize: 'Hey, They are talking about me,'" writes Anthony Putman in his book, Marketing Your Services. He further outlines the following two classic methods for getting this response. 22 1. Ask me a pointed question to which I can say, "Yes." 2. Describe my situation in a scenario that is so accurate I say "Hey! That's me they're taking about." Once you have the prospects' attention, and they have realized that you are indeed talking about them, you must communicate the most desirable benefits. Not just any benefit, but the ones that matter the most to your target publics. If you know your targets well, this should be easy. If you are having difficulty, it may be time to conduct some market research. The process for gathering, analyzing, and interpreting information to answer your marketing questions is called market research. You can use it to profile your customers, learn about their attitudes and opinions, test assumptions or justify decisions. The research process can be simple or technical and complex. You can conduct the research yourself or hire an individual consultant or research firm to do it for you. Whatever you choose, it's important to start by deciding what you want to know. Being clear on what questions you want answered will help you select the right research options. Chart #26 SIX MARKET RESEARCH OPTIONS... 1. Field Observations Field observers watch and take notes. They can look at how customers behave and count customers' numbers. While observation can be more accurate than asking questions, it is also more expensive. Observations only report what happened, not why, so they are not a good source for information on attitudes, opinions or motivations. 2. Surveys Mail and telephone surveys can provide a tremendous amount of information. To get reliable information, make sure that the survey is well-designed (see Appendix J.) 3. Focus Groups A representative sample of a target audience (usually 10-12 people) participate in a discussion. Sessions produce responses to pre-determined questions and are led, preferably, by an outsider. 4. Personal Interviews This works best when you need a large amount of information and have fairly complex questions. Personal interviews take a long time to conduct and as a result can cost up to three times more than phone or mail surveys if you hire someone to conduct them. 5. Live Action Test Marketing Test your promotional message and techniques on a small scale and measure your response. This can save you time and money (see Appendix G.) 6. Secondary Data Secondary data is information already assembled by others and available to you. The information is often available free or for a nominal fee. There are many advantages to using secondary data. Perhaps the best one is you don't have to generate the information, you only have to locate it. Good sources of secondary data include: * Census Bureau * Small Business Administration * Federal and State agencies * Libraries * Research centers and institutes * Colleges and universities * United Way and other large non-profit organizations * Advertising agencies * Commercial research firms If you decide to hire an organization instead of conducting the research yourself, here are some tips: Chart #27 TIPS FOR WORKING WITH A RESEARCH FIRM... * Ask for recommendations from people you know and trust. * Find out how much experience they have in your field. * Get cost estimates from three or four companies. * Define the requirements of the study as clearly as possible. * Establish a firm schedule. * Make sure your contract covers methods, products, rights, fees, and penalties for failure to deliver. * Arrange to preview findings before submission of the final report. * Specify beforehand what the final report will include. What you learn through market research can make you more successful in attracting, serving, and keeping customers. But bear in mind that research is only a supplement to your good judgment -- not a substitute for it. 23 Before we move on to delivering your message, let's take another look at exercise 5. Exercise 5b: Your marketing mission statement. I help (your public) ____________________________________ in their desire to * _____________________________________ by means of (product) ________________________________11 * Solve a problem, make the most of an opportunity, achieve a desirable outcome, or deal effectively with a personal or professional situation. Once you have crafted your promotional message, it is time to decide on the best way to deliver this message to your target market. When considering message delivery options there's good news and bad news. The bad news is that reaching potential customers has never been more challenging. In this ultra information era, there are magazines, newspapers, newsletters, direct mail, radio stations, hundred and hundreds of television and cable channels, and let us not forget the World Wide Web. There is extraordinary competition for your audience's attention. The good news is this -- the need to cut through the clutter and reach specific markets has resulted in the development of narrowcasting. The opposite of broadcasting (reaching everyone), narrowcasting is a way to reach specific segments of the marketplace. Opportunities to narrowcast are everywhere. If your product or service involves home decorating, you can find prospective customers through HGTV, cable television's home and garden channel. If your product or service is designed for people with disabilities, you may find prospects through New Mobility magazine or the syndicated radio program On A Roll. When trying to communicate with your customers, you can't expect them to come to you. So if there's one rule regarding message delivery it's this: Go Where Your Customers Already Are! If you've done your homework, you know a lot about your prospective customers. Where do you ordinarily find people like these? What do they ordinarily do? ___ At home ___ Reading mail ___ At work ___ Reading the newspaper ___ At the gym ___ Reading a magazine ___ At the mall ___ Listening to a radio show ___ At group meetings ___ Watching TV/CABLE show ___ At professional meetings ___ Talking on the phone ___ At workshops ___ Driving their car ___ At the video store ___ Watching a movie When you know who your prospects are, where they are, and what they do, choosing the best promotional tools and techniques is a matter of logical thinking: ___ Send them a letter. ___ Put a flyer on their windshield. ___ Advertise on a bulletin board near their home or job. ___ Call them up. ___ Place an ad in their favorite magazine or newspaper. ___ Place an ad or PSA on radio, TV or cable. ___ Write an article for their group's newsletter or journal. ___ Give a talk to their club or organization. The following is a list of widely-used promotional tools and techniques. See Appendix C-E for a more comprehensive list along with more tips on writing effective benefits statements and promotional copy. Chart #28 Advertising Annual Reports Articles Awards Balloons Billboards Brochures Business Cards Buttons Celebrity Endorsements Direct Mail Directories Editorials Exhibits Feature Stories Flyers In-house Publishing Letters to the Editor Networking News Interviews News Releases News Stories Newsletters Newspaper Supplements Personal Contact Posters Public Speaking Seminars Slide Shows Special Events Specialty Advertising T-shirts Talk Shows Trade Shows Video or Audio Tapes Word of Mouth PRODUCTION Before we review marketing's 5 Ps, there are two additional "Ps" to introduce -- production and positioning. While these two Ps are not considered by some experts to be part of the classic marketing principles, they are important factors in your marketing success and therefore worth mentioning. Production refers to your ability to meet the demand you are trying to create. You must be able to live up to your promotional promises and satisfy your customers' needs for timely and effective products and service. If you're late, inefficient, disorganized, or simply unable to deliver, you may lose your customers for good. Positioning is the process of identifying what makes you different -- what sets you apart from others who do what you do. Positioning occurs on two levels: that of your center and that of your individual products or services. One way to build your center's position is by having a consistent visual look. This means that colors, logos and other graphic design elements appear on all your communications and marketing materials, including business cards, stationery, brochures, and ads. You may also want to develop a slogan or a positioning statement to further establish and promote your center's niche. Slogans are particularly helpful when promoting your center's specific role with your customers, in your community, and in your field. The following list of suggestions may guide you in identifying your center's unique position. Review them before completing exercise #9. POSITIONING Chart #29 TO FIND YOUR CENTER'S UNIQUE POSITION... * Observe Trends. * Check Public Opinion. * Seek Expert Advice. * Develop New and Innovative Ideas. Once you have established your position, it's always a good idea to re-visit it every few years. As your center grows and matures (and as you develop new products or services), there may be a need for re-positioning. Consider the case of one CIL: Several decades ago this center was known as the "disability activists" in their community. After the ADA was passed they stepped up their advocacy activities, even taking a few businesses to court for ADA violations. Their desire to become more entrepreneurial made it necessary to re-visit their old position. It took a lot of time and hard work, but they successfully made the transition. Today, they are known as the "disability experts" in their community. This new position has allowed them to generate substantial revenue by provide consulting services to area businesses and organizations. Companies that may not have been comfortable hiring "the activists" are welcoming "the experts." Exercise 9: Positioning Your Center WHAT MAKES YOU DIFFERENT? Exercise 10: Developing A Positioning Slogan. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _______________________________ 1) What sets you apart from others who do what you do? 2) What role or purpose do you want to be known for with your customers, in your community, in your field? SUMMARY Chart #30 The 5 Ps of Marketing: 1. PRODUCT What is the product or service you are offering? 2. PUBLIC Who is the customer you are targeting? What are the customer's needs, problems, values, attitudes, motivations? 3. PRICE How much will it cost you to produce and deliver your product? What is your margin? How much will you charge? How much will it cost your customer to buy? (direct, indirect, psychological costs) Can you reduce the perceived costs by increasing the relative value? 4. PLACE How does your "location" look? What does it communicate to the customer? Is it easy or hard for the customer to buy? Are your products available when the customer wants them? 5. PROMOTION Does your message get the customer's attention? Does it ask the customer to take a specific action? Does it promote the most desirable benefits? Are you delivering the message where the customers ordinarily are? Are you using the best tools and techniques? PART IV: MARKETING FOR RESULTS To be successful, you will need to view the marketing process not as a short-term solution, but as a long-term commitment. The Marketing Process Throughout this GuideBook, we have called marketing a process. Webster's Dictionary defines a process as: ...a series of actions, changes or functions that produce an end or result; Ongoing movement, progression. Marketing does not just happen once. The process involves a set of ongoing and continuous activities. A marketing cycle may start with setting a goal to develop and sell a particular product or service and end with an evaluation of whether or not you achieved what you set out to do. Then you set new goals and the process starts all over again. If you want to use marketing as a method for generating revenue to further your center's mission, this is an important idea to let sink in. To be successful you will need to view the marketing process not as a short-term solution, but as a long-term commitment. Your Marketing Team One way to increase your chance for success is to let others help you. One suggestion for putting this idea into practice is to put together a marketing advisory team. Your team should consist of five to seven individuals -- an odd number is better than an even one -- who agree to assist you in your marketing efforts. Ask business leaders, advertising executives, media professionals, public relations specialists, or college professors to join your team. You will benefit from their expert knowledge and experience, and they will learn about your center and about disability. Use brainstorming, visualization or other techniques to spark creativity and out-of-the-box thinking. Be respectful of their time and find ways to acknowledge them for their contribution and to compensate them for their participation. Consider giving specially prepared certificates, having an exclusive luncheon, or bartering products and services. Ask lots of questions. Be open to the answers. Really listen to their ideas and recommendations. Finally, consider rotating team members every few years. This practice can prevent individual "burn-out" and help to ensure the infusion of fresh, new ideas. Use exercise #11 to generate a list of people you'd like to serve on your marketing advisory team, then review the tips for making your marketing team work. Exercise 11: Your Marketing Team Wish List. NAME EXPERTISE CONTACT INFO Chart #31 TIPS FOR MAKING YOUR MARKETING TEAM WORK * Choose diverse individuals with different areas of expertise. * Use brainstorming and other techniques to encourage creativity and "out-of-the box" thinking. * Be respectful of their time. Start and end meetings and other gatherings on time. * Acknowledge them for their contribution. Compensate them for their participation. * Ask questions. Listen to their ideas and recommendations. * Rotate members every few years to prevent burn-out and ensure fresh ideas. Nine Steps To An Effective Marketing Campaign It is time to put the marketing principles and techniques described in this GuideBook to work. The following nine steps will help you incorporate these concepts into an effective marketing campaign for your center. Chart #32 NINE STEPS TO DEVELOPING AN EFFECTIVE MARKETING CAMPAIGN Step 1: Decide On Your Marketing Objective. Step 2: Set Your Marketing Goals. Step 3: Design Your Marketing Strategy. Step 4: Identify Your Product & Target Market. Step 5: Determine Your Price & Place. Step 6: Create Your Promotional Strategy. Step 7: Develop A Plan for Implementation. Step 8: Evaluate Your Results. Step 9: Incorporate Your Findings. Use these steps as a guide, not as a bible. Let them serve as a framework and fill in the blanks based on your center's specific situation. Your marketing team may have additional ideas and strategies to add to these steps. Be open to their input. In the end, your campaign should be unique to your center, addressing your most desired marketing goals and objectives. 1 Decide On Your Marketing Objective Deciding your overall marketing objective is the first key step. Be careful not to confuse objective with goals. Goals answer the question "what". Objective answers the question "why". Why are you engaging in the marketing process? What do you want to happen as a result of your marketing efforts? Perhaps you want to generate unrestricted revenue, diversify your funding portfolio, or create an endowment fund. Being clear on exactly what you want to accomplish will put you on the right track from the very beginning. Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 2 Set Your Marketing Goals Your objective answers the question "why". Your goals answer the question "what". What will you do to achieve your objective? In a marketing context, goals usually refer to numbers. You might decide to increase non-government revenue by 10%, diversify your funding portfolio so that at least 25% of your income is generated from fee-based activities, or increase the number of individuals who donate to your center from 20 to 30 (a 50% increase). To be effective, goals must be specific, measurable and achievable. Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 3 Design Your Marketing Strategy Your strategy answers the question "how". How will you reach your goals? Be creative. Brainstorm with your staff and your marketing team. A single goal may provide you with a number of strategic options. For example, if your goal is to increase non-government revenue by 10%, you could: 1) publish books on independent living for sale to individuals with disabilities, their family and friends; 2) create a driver's education program for individuals with disabilities and pitch it to the state motor vehicle department; or 3) develop an ADA consulting service to provide expert advice on ADA compliance to architects or builders. Designing a strategy may require market research to determine its feasibility and chances for success. Review the section on market research, check the appendix for research samples, and review the endnotes for additional resources. Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 4 Identify Your Product and Target Market What will you offer, to whom? After designing your marketing strategy, choosing your product and target market should flow naturally. Choose a product that people or organizations will buy or pay for. Remember that the overall objective of your marketing efforts is to generate revenue. Practice describing your product with clarity so that prospective customers will understand what it is and how it meets their needs. You can't be all things to all people, so concentrate your marketing efforts on a very small number of well-chosen market segments. Your best target markets will be those with the greatest desire for your product and those with the greatest ability to pay. Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 5 Determine Price and Place Price to cover your cost and make your margin. Consider the direct, indirect, and psychological costs to your customers, as well as the actual, added, and perceived value. Remember it is usually better to set your price higher rather than lower. Where, how and when will your product be available to your customers? How does your "location" look? What does it communicate to your customers? Is it easy and convenient to buy? Include an analysis of your production ability. Will you be able to meet the demand you are trying to create? Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 6 Create Your Promotional Strategy There are two parts to your promotional strategy: message development and message delivery. Make sure your message gets your audience's attention, communicates the most desirable benefits, and asks for a specific response. Does your product help your customer solve a problem, make the most of an opportunity, achieve a desirable outcome, or deal effectively with a personal or professional situation? Find your center's unique position by identifying what sets you apart. Decide what role you want to play with your customers, in your community, or in your field. Narrowcast rather than broadcast when delivering your message. Select the promotional tools and techniques that will allow you to reach your customers where they already are, doing what they already do. Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ___________________________________________________________ 7 Develop A Plan For Implementation Your implementation plan is your step-by-step blueprint for achieving your marketing goals. It breaks each goal down into smaller, doable steps and outlines budgets, timetables and responsibilities. Preparing thoughtful answers to the following questions will help you develop your plan: * What are we going to do? * Who is responsible? * When will it be done? * How much will it cost? Don't forget the budget analysis. How much will your marketing and promotional efforts cost? Will you need to hire staff or pay for consultants? What is the cost for developing marketing and communications materials? What physical, financial and human resources are available? Can you barter or use other people's money to help cover the costs? Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ___________________________________________________________ 8 Evaluate Your Results Evaluating your marketing efforts will help you determine what worked, what didn't work, and where you might need to improve. 24 The following questions will help you determine whether or not your marketing efforts were a success and why. * Did you achieve your objective? * Did you meet your goals? * What aspects of your campaign have been most effective? * Which have been least effective? * Have there been any unanticipated outcomes? * Were your customers satisfied? If not, why? * What would you do differently next time? * What would you do again? Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ___________________________________________________________ 9 Incorporate Your Findings Marketing does not just happen once. The process is ongoing and continuous. A marketing cycle starts with setting a goal and ends with an evaluation of whether or not you achieved what you set out to do. But evaluation does not just mark the end of a marketing cycle, it is also the beginning of a new one. Incorporating the findings from your evaluation into your next marketing efforts will help you learn from your mistakes and build on your success. Notes ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ Your Marketing Campaign Worksheets 1 Decide On Your Marketing Objective ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 2 Set Your Marketing Goals ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 3 Design Your Marketing Strategy ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 4 Identify Your Product and Target Market ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 5 Determine Price and Place ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 6 Create Your Promotional Strategy ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 7 Develop A Plan For Implementation ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 8 Evaluate Your Results ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ 9 Incorporate Your Findings ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _________ A Final Word We hope that this GuideBook and its accompanying training have provided you with useful information. Read through the material again at your leisure. Review the charts and re-do the exercises. Refer to the tips, samples, and additional information presented in the appendix. Consult the endnotes for resources to find out more about the covered topics. A marketing cynic once said, "Marketing is really quite simple. You try something. If it works, keep doing it. If it doesn't, try something else." While marketing is based on scientific research, it is not an exact science. Trends, personal preferences, technological advances, and the economy can all have an unanticipated impact on even the best marketing plans. The real magic in marketing is not in the science, it's in your creativity and willingness to try new ideas. Follow your hunches. Seek advice from experts and customers. Develop a plan, and go for it! We invite you to keep us informed of your progress. Phone, write, fax, or e-mail us about your experiences. Your feedback will assist us in developing materials for future IL Net training and publications. Thanks for being our customer! PART V: APPENDIX The real magic in marketing is not in the science, it's in your creativity and willingness to try new ideas Word-of-mouth marketing fuels success A Budget worksheets B 79 weapons C Copy tips! D 11 Tips for...effective benefits statements E Sample marketing plan (AACIL) F Sample market research (AACIL) G Sample marketing ads (AACIL) H Sample marketing letter (New Mobility) I Sample marketing survey (AAA) J Sample sales/promotion letter (Volkswagen, Inc.) K Additional resource materials on marketing L Appendix A Word-of-Mouth Marketing Fuels Success Discovery Seminars: Teaching a Lifestyle for Success By Donna Fisher, author of People Power and Power Networking When Sally is not treated well at the local cleaners, she not only doesn't go back there, she tells others of her unpleasant experience. People talk! They talk about their frustrations, disappointments, poor service and inadequate products. Statistics indicate that every unsatisfied customer tells at least eight people about their unpleasant experience. People tend to readily talk about unsatisfactory service and yet what you want is to have them talk about great service. Imagine if every person who came to your center told eight people about how you are enhancing the lives of people everyday. The people you serve are you best vehicle for positive word-of-mouth marketing. Tips for Generating Word-of-Mouth Marketing 1. Create a memorable, easily repeatable value statement. Decide what it is that you want people to say about your center. What do you want people to think of when they think of your center? Make it easy for people to talk about you by giving them the words to say. 2. Provide quality service, and most of all treat people with respect. Make sure respect is present in everything you do and say. Respect creates a feeling of honor which nourishes people at a soul level. Communicate your commitment to "respect" by the way that you speak; i.e. "We respect the difficulty you must face when..."; "We respect your need to..."; "We want you to feel like you've been treated with the respect you deserve..." 3. Ask people to spread the word. Ask people to help you reach others who can benefit from the services you provide. With a little encouragement individuals will help you spread the word to others throughout the community. 4. Give people something great to talk about. Do something extraordinary that makes people want to talk. What can you do that will just naturally get people talking? It could be a community project, a new service, an in-house program. Be willing to be creative and do something extraordinary that gets people's attention. 5. Stay in touch with people. By staying in touch with people you increase the chance that they will mention and recommend your center to others. There are always plenty of reasons for being in touch with people. Make sure you don't get too busy to ignore those nudges to call people. Be aware and alert to opportunities to be in touch. 6. Acknowledge people. Acknowledge people for being clients, contributors, vendors, community supporters. Make sure that the people in your life realize they contribute to the work that you do. Include people in celebrations and acknowledgements regarding the impact that the center is making in people's lives. Does your community really know about the value and benefit of your services? If not, they need to and it is up to you to get the word out. You can initiate a word-of-mouth grapevine that creates positive visibility and exposure. Creating this type of visibility is critical - it is the way that the people who want and need what you have can find you. Copyright (c) 1999 Donna Fisher For further information: www.donnafisher.com 6524 San Felipe 138 Houston, TX 77057 800-934-9675 donna@donnafisher.com Appendix B Budget and Pricing Worksheets PROGRAM BUDGET WORKSHEET I. Personnel No. Position Salary Program % Program Cost Total 1. 2. 3 4 5 6 7 Total Personnel II. Employee Related Expenses (Fringe Benefits) Total Project Salaries X Fringe Benefit % = ___________________ X _______________ = Total Employee Related Expenses III. Contract Expenses Expense Basis Cost Acc't/Audit Payroll Service Legal Interpreter Other Total Contract Expenses IV. Space Expenses Expense Basis Cost Electric Telephone Maintenance Rent Equipment Lease Equipment Purchase/ Depreciation Equipment Maintenance Equipment Repair Total Space Expenses V. Supplies and Materials Expenses Basis Cost Program Supplies Staff Supplies Postage Printing Advertising Staff Recruit Total Supplies & Materials VI. Travel Expense Expense Basis Cost In-State Out-of-State Consumer Total Travel Expenses VII. Other Operating Expenses Expense Basis Cost Property Insurance General Liability Director and Officer Dues Subscriptions Training Fees Other Other Other Total Other Operating Expenses UNIT COST WORKSHEET I. Personnel:______________________________________ II. Employee Related Expenses: ________________________ III. Contract Expenses: ________________________________ IV. Space Expenses: __________________________________ V. Supplies & Materials: ______________________________ VI. Travel Expenses: __________________________________ VII. Other Operating: _________________________________ Total Program Expenses: _______________________________ Total Program Expenses: ______________ X % Margin X ______________ Total Cost = _______________ Total Direct Staff Hours: _______________ X % Billable Hours X ________________ Total Billable Hours: ________________ Total Cost + Total Billable Hours = Unit Cost __________ + ___________________ = ___________________ Appendix C 79 Weapons in your Communications Arsenal! Greg Newton Associates A training, marketing, and management services firm 1. Door-to-Door Canvassing 2. Door Knob Cards 3. Leaflets 4. Post Cards 5. Personal Letters 6. Direct Mail 7. Thank You Notes 8. Personal Telephone Calls 9. Telemarketing 10. Circulars/Brochures 11. Classified Ads 12. Display Ads 13. Publications/Reports 14. Annual Reports 15. Newspaper Supplements/Free-Standing Inserts 16. News Stories 17. Feature Stories 18. Radio Ads 19. Radio Talk Show Appearances 20. Radio Interviews 21. Billboards 22. Transit Posters 23. Bench Posters 24. Agency Building Sign 25. White Page Listing/s 26. Yellow Page Listing/s 27. Listing in Directories 28. Penny-Saver Ads 29. Ads in Free TV Guides 30. Regional/Local Magazines 31. Other Organization's Newsletters 32. Premium/Advertising Specialties 33. INFOmercials (no/low cost seminars and consultations) 34. Trade Shows 35. Exhibits 36. Booths at Shopping Malls 37. Booths at Fairs/Community Events 38. Sponsorships 39. Personal Contact through Joining Organizations 40. Booths in Stores 41. Business Cards 42. T-Shirts 43. Sandwich-Board Signs 44. Place Mats 45. Restaurant Tent Cards 46. Point-of-Purchase Displays 47. Slide Shows 48. Video Tapes 49. Cassette Recordings 50. Buttons 51. Posters on Community Bulletin Boards 52. Rolodex Cards 53. Window Displays 54. Open Houses 55. Cable TV Ads 56. Call Board Listings 57. TV Talk Shows 58. TV Feature Stories 59. Tag-along Inserts in Mailings of Others 60. Silent Radio 61. Telephone Hotlines 62. Recorded Telephone Messages 63. Windshield Flyers 64. Postage meters 65. Movie Theater Announcements 66. Letterhead 67. Name Badges 68. Awards and Certificates 69. Speaking Engagements at Clubs and Events 70. Bumper Stickers 71. Proclamations 72. Balloons 73. Agency forms 74. Checks 75. Take-One Boxes 76. Catalogs of Offerings 77. Flea Market Booths 78. Research Studies 79. Columns in Newspapers or Publications How many do you use? Appendix D Copy Tips! Greg Newton Associates A training, marketing, and management services firm 1. Start with...and end with the reader! - Use your customer profile statement. As you write, think more about who the reader is (and his/her interest and hot buttons) than you do your product and services. 2. Keep your message organized! - Be consistent in format. Consistency provides continuity and makes your copy easier to read. - Put the most important information first or last. People tend to skip over what's in between. - Choose the most important point... and stress it again and again. Repetition is the key to recollection. When you have too many major points, you are developing competition for attention within your marketing materials. - Sequence your information logically. - Make your information easy to scan. People rarely read every word. 3. Make sure you are understood! - Use short, non-technical words of two syllables or less. - Use live, active verbs. - Talk like your customer talks. This is not an essay for your high school English teacher. It is not to impress... but to motivate and be understood. - Use positive language. 4. Make your sentences short! - Sentences should average 8 to 10 words. Short sentences sell! - Asking questions to emphasize a point is a good technique. Don't you think so? - Marketing copy can have "sentences" without a verb. 5. Make your paragraphs short! - Four sentences should be the maximum paragraph length. - Varying the length of paragraphs makes it more interesting for the eye. - Sometimes, one sentence paragraphs are the most powerful. - If there are many paragraphs, make sure you use headings. 6. Use headings to capture important benefits! - Use them. They break up the copy. Provide white space. Make it easy to scan. - Put information into the headings--sometimes, they will be the only thing read. - Questions can make effective headings. 7. Communicate with graphics and photos! - Put the picture with the related text. - Always, use a caption under a photo. Readership of photo captions is very high. - Use graphics that relate to the life experience of the reader. Make sure the reader can see his or herself in the picture. 8. Layout makes a difference! - Remember; The top of the page counts. The bottom of the page counts. The eye typically moves from top... to bottom... to about 1/3 of the way down the page. - Move upward... and rightward with graphics. Pictures with people, should have them looking toward the right. Pull people to the next page with their eyes. - A headline, a graphic, or something interesting in each 1/4 of the page. 9. Make it easy to read with the right type face! - Nothing smaller than 12 points! (This is 14 points). - Italics increases reading difficulty. - Use both upper and lower case lettering together. LETTERING IN ALL CAPITALS IS VERY HARD TO READ. 10. Make it visually attractive! - Lots of white space. Generous margins. - Use bullets. Lists. Asterisks. Arrows. Anything that guides the eye and makes it easy to scan. These devices lead people to the next point. - Use boxes. Make it stand out. - Justified margins makes it harder to read. - Columns should not be too wide. Or too short. - Indenting paragraphs can sometimes make it easier to read. 11. Test your copy with your market! - Focus groups can help. - Past customers can help. - Ask those who you are targeting if it motivates them. After reviewing this list, what changes might you want to make in your current brochures and materials? 1. 2. 3. 4. 5. 6. Appendix E 11 Tips for even more Effective Benefit Statements! Telling your customers what they will get! 1. Use the "So What?" test. Always ask...Who cares? What will the customer get? Don't focus on the activity or the process. Focus on the outcomes, the results. 2. Talk and write with plenty of "You's". Nobody cares what "we provide" You always care about what "you get." 3. Explain what people will gain. But, also explain what will not be lost. Sometimes, the best benefit talks about what will be saved... time, money, risk, esteem, and others. 4. Go for the emotional benefit, as well as the logical reasons. Most of us buy with our hearts...and then look for a way for our brain to say yes. 5. Use short, easy to understand words. Talk like people talk. No jargon. Telegraph your message. Three and four letter words are best. Short sentences are better. 6. Action verbs are best! Passive verbs are dull. Get... instead of provide. Discover... instead of learn. Put excitement in your language. 7. Adjectives and adverbs give an even better picture of the benefits. On a menu, it is not just "ham"...it is "Virginia-baked, honey-glazed, mouth-watering, ham." Good benefit statements have a liberal dose of modifiers. Always, put the gravy on the meat. 8. Never deny the customer's esteem and current satisfaction; build on it. If you say, "you can have clean dishes", customers must admit that their dishes are not clean; if you say, "you can have even cleaner dishes", the customer can buy the product, without a loss of esteem. Use words, like "even more", "even better", "...er's", and "...est's. Talk and write with superlatives. 9. Pile the benefits on! Link them for a one-two punch! When benefit phrases are put together, they have even greater effectiveness. For example, think about this one-two punch: "You will get a value of $236, and save over $50 on the regular price." Think about stating the reverse, and linking gain, with what will not be lost. 10. Be certain about the benefits. Tentative does not sell. Is there a difference between: (1) "You could feel better after the open heart surgery." and, (2) "You will feel even better after the open heart surgery"? Never promise what you cannot deliver, but if you are sure, be sure. People like certainty in their benefits. Be careful of words like, "might", "may", "can", "could", "try", and similar hedges...the customers will hear that you are not sure -- so, why should they take the risk? One exception to this rule is when you are selling "exclusiveness"; see tip eleven. 11. Pump up the benefits by communicating value. Put a dollar and cent value on the gain, or what will not be lost. Tell what will not have to be spent. Another way to communicate value is by stating exclusiveness...when told not everyone can have it, you want it even more. (For example, "just for you,"; "you could be one of the few who may be able to get." Notice how the tentativeness increases value here?) Appendix F Sample Marketing Plan (AACIL) Independent Living Case Management Services I. Public (Customer Profile Statement) A. Consumer 1. Who: Person with traumatic injury (SCI or TBI) who has auto no-fault or health insurance. Direct users of services. Located within geographic area of southeastern Michigan. 2. Motivators: primary target are people who are newly injured and overwhelmed with adjustment to disability and resulting life changes. Looking for assistance in locating resources and benefits, and advocate with insurance company, to enable them to return home and resume life roles. Some consumers who have lived with disability for number of years may need assistance in keeping communication open with insurance company and in advocacy regarding rights & benefits. B. Health Professionals 1. Who: "Influentials" (social workers, residents, physiatrists) at the University of Michigan Hospital who may make recommendations for case managers to insurance companies or tell their patients/family about case management resources. 2. Motivators: Social workers--in Physical Medicine and Rehab Dept. are primary liaison between insurance companies and patient/family. Looking for case managers who can provide extra support when there are issues that would prevent the patient from returning to independent living (e.g., dysfunctional family dynamics) and strong advocacy and CIL resources are needed, or motivators (i.e., peers). Social workers on burn unit may be one of first hospital contacts family and patient have. The current hospital trend is for the social workers to begin providing internal case management during the patients' hospital stay and then refer them to an outside case mgt. resource at discharge. 3. Motivators: Neurology and general medicine residents--the first referrals for case managers may come from residents who are the initial primary physicians working with the newly traumatically injured before they are stabilized and ready to transfer to Physical Medicine and Rehab. As new doctors, they probably know little about rights and benefits issues and how the new no-fault law and their patient's rights may affect selection of a case manager. Early discharge is their goal, with resources in place to facilitate that. C. Present customers 1. Who: Claims representatives from No-fault and health insurance companies who are direct purchasers of case management services. Most have no medical background and no awareness of IL philosophy. Main offices located in Southfield, the financial headquarters for the Detroit area. 2. Motivators: most reprs. are extremely busy with heavy caseloads and little time to spend in direct contact with clients, although a few do like to have "hands on" intervention, wanting to act as case manager in a limited way. They want the contracted case manager to provide communication between insurance company and client, and keep them updated on client's needs and plans for future so they can correctly plan for appropriate reserves. Their goals are to reduce costs of benefits within guidelines of no-fault law and/or policy coverage. D. Other case managers 1. Who: Most have nursing background in acute or clinical care, some with rehabilitation nursing experience. Will not target case managers working for insurance companies. Some case managers work for large companies providing case mgt. as part of array of rehab services. Other case managers are employees of HMO's, including Blue Cross and large acute care hospitals, or home health care agencies. Some case managers own their own business and have no other staff or just a few employees. 2. Motivators: May need help in dealing with heavy workload, particularly case managers who own one-person business. May be interested in subcontracting for specific aspects of case management like day-to-day program case management needed by someone with a traumatic brain injury. Would be looking for a case manager in close geographic proximity of client to save them travel time. Also may be interested in IL resources such as peers, empowerment (how to set and obtain goals), or skill training that will enhance client motivation and more quickly move them along toward their goals. E. Existing contacts 1. Who: Dept. of Social Service (Medicaid) and Community Mental Health where CIL has frequent contacts with Adult Services workers and supervisors about IL and OT assessments, and less frequent contact with CMH counselors or case managers. 2. Motivators: CMH may be interested in subcontracting under the Medicaid program for medical case management services for their clients with developmental disabilities. They are less familiar in working with people with physical disabilities and look to CIL as experts in this area and in knowing where the resources are to meet physical disability needs. II. Product A. Consumer 1. Coordination of medical and rehabilitation services and resources. 2. Liaison and advocacy (rights and benefits) between insurance company and client. 3. Peer consultation. 4. Personal assistance resources/management training. 5. Empowerment training. 6. Coordination of vocational resources. 7. Barrier free transitional living apartment or SCI Options (transitional residential program). B. Health Professionals 1. Coordination of medical, rehabilitation and independent living resources. 2. Independent Living profile and recommendations. 3. Peer consultation. 4. Advocacy (rights and benefits) with insurance company. 5. Barrier free transitional living apartment or SCI Options C. Present Customers 1. Coordination of medical and rehabilitation services and resources. 2. Independent Living profile and recommendations. 3. Life Care Plan 4. Peer consultation. 5. Personal assistant resources/management training. 6. Coordination of vocational resources. 7. Job Analysis. D. Other Case Managers 1. Coordination of medical and rehabilitation services and resources. 2. Independent Living profile and recommendations. 3. Peer consultation. 4. Personal assistant management training. 5. Financial management training. 6. Empowerment training. 7. Coordination of vocational resources. 8. Job Analysis. E. Existing Contacts 1. Independent Living Profile and recommendations. 2. Coordination of medical and rehabilitation services and resources. 3. Empowerment training. 4. Personal assistant resources/management training. 5. Financial management training. 6. Peer consultation. III. Place A. Distribution and buying Process 1. Consumer a. Inquiry/initial contact (1) Market test flyers (2) SCI newsletter article (3) CIL newsletter article 2. Health professionals a. Inquiry/initial contact (1) Phone call to social worker contacts (2) Market test flyers to neurology & general medicine residents b. Initial conversion (1) Meeting with social workers (2) In-service presentation to residents 3. Present customers a. Delivery/customer retention (1) Reinforce credibility - mail card announcing Case Management Certification (2) Regular update of client activity (3) Timely reports of client progress b. Tag-on sales and referrals (1) As client goals achieved, re-evaluate with client and recommend follow-up case management options. (2) Ask customer for new client referrals (3) Ask customer for referrals to other customers 4. Other case managers a. Inquiry/initial contact (1) Market test flyers (2) Phone and mail follow-up b. Initial conversion/purchase (1) Phone and mail follow-up with responders (2) Meet with responders (3) Tour and presentation of CIL/CM services 5. Existing contacts a. Inquiry/initial contact (1) Administrative contacts to explore feasibility (2) Meet with CMH and DSS administrators b. Initial conversion/purchase (1) In-service presentation to CMH and DSS staff re program and referral process B. Time 1. Consumer, health professionals, present customers and other case managers a. Increase contacts at holidays and summer when increase in traumatic injuries b. Maintain consistent contacts by phone or mail of approximately one time per month 2. Existing contacts a. Initial contact in November when state depts. planning new budget b. Contact at beginning of fiscal year (October) for referrals. Appendix G Sample Market Research (AACIL) LIVE MARKET TESTS 1. 84 flyers (Sample 1 attached) were mailed to Consumer market on 2/18/94. CIL mailing list of consumers with spinal cord injuries was utilized. Responses: 2 phone calls - One caller was familiar with CIL and responded to "coordinate services"; he was looking for Independent Living counseling in core service program for a friend with MS and was given information on how his friend could make a self-referral. Second caller responded to "business matters with your insurance company" as he is involved in a law suit with his insurance company. He was confused as to what the flyer was about. After our discussion to elaborate on our case management services, he said he would contact his lawyer about the feasibility of including our case management services in a settlement plan. 2. 196 flyers (Sample 2 attached) were mailed to Consumer market on 3/21/94. An expanded list of consumers with SCI was used and was made available from the current list of consumers who participated in the collaborative SCI-IL program between AACIL and University of Michigan Hospital Physical Medicine & Rehab Dept. (includes consumers already on the CIL mailing list). Responses: There was 1 phone response on 3/30/94. Mother of consumer had just received flyer in the mail. She wanted clarification on some aspects of the new No-Fault Law. Stated that her son has had case managers that he was satisfied with, but the present one is not satisfactory. When her son returns home from vacation, she will give him our flyer and ask him to call. Plan: follow-up call to consumer in one week. Since flyers are just being received in the mail, expect more responses and will notify you of these additional statistics. 3. 222 flyers (Sample 3 attached) were mailed to Health Professionals market on 3/29/94. A mailing list of current neurology and general medicine residents at the U. of M. Hospital was used. As the flyer is received in the mail, we will inform you of the number of responses. Appendix H Sample Marketing Ads (AACIL) Are you tired of being CASE MANAGED? Would you like to be the decision maker in business matters with your insurance company? Independent Living Services for people who have experienced traumatic injuries. We coordinate services that provide YOU with the options! If you are interested in learning more details about our service or know of someone who is, contact: JANET McLENNAN 313-971-0277 2568 Packard Road Ann Arbor, MI 48104 ARE YOU AWARE?? * That there is a new Michigan Automobile Insurance Law (No-Fault Act) that may go into effect on April 1, 1994? * That under this revised law the insurer is required to make use of a clinical care coordinator and provide a clinical care management plan? * That YOU, the insured person, have the right to appoint your own clinical care coordinator to coordinate medical and rehabilitation resources WITH you? When you are choosing your care coordinator consider INDEPENDENT LIVING SERVICES To inform you of the changes in benefits and requirements of the revised No-Fault Law. To help you locate the resources you need and how to access them. To facilitate communication between you and your insurance company. For More Information, Contact Independent Living Services * Janet McLennan Services Coordinator (313) 971-0277 * A Program of the Ann Arbor Center for Independent Living 2568 Packard Road Ann Arbor, MI 48104 Appendix I Sample Marketing Letter (New Mobility) You probably have not received an issue New Mobility for quite some time. Maybe you've let your subscription expire, and haven't renewed it. It's possible that due to a change in ownership, you never received your subscription renewal notice. Whatever the reason... we really want you back. Without New Mobility, you're missing the monthly resource on Disability Culture and Lifestyle. New Mobility's provocative, controversial, informative and must read editorial has it all! It's the one magazine that gets to the heart of what matters most to you... * Disability rights * Travel * Relationships * Sexuality * Products * Health & medicine * Access * Cure research * Living life to the fullest * Employment * Spirituality * Arts * Sports & recreation * Personal assistance * Coping with change * Aging With editorial content representing the true voice of disability experiences, New Mobility has the knack for plain speaking. New Mobility tells it like it is! Did you know that 80% of our writers have disabilities themselves? You can be certain that our writers know your wants and needs well. Now that you know what you've been missing, isn't it time to subscribe, and resume reading what's most important to you? Since we've missed you too, we want to make this special offer for you to subscribe to New Mobility. Subscribe now, and receive a full-year (12 information-packed issues) for only $19.95. That's 29% savings off our regular subscription rate, and 43% off our single-issue rate. What's more, if you prepay for your subscription, we'll throw in a set of wheelchair gloves absolutely FREE. That's right! Prepay your subscription to New Mobility at our special discounted rate, and get a FREE pair of wheelchair gloves valued at $15.95. To receive your FREE wheelchair gloves, just send us a check for $19.95 for your subscription to New Mobility, along with the enclosed subscription card, or place it on your Visa or MasterCard by calling us toll-free at 1-888-850-0344 ext. 108. Please indicate on the subscription card, whether you would like your gloves in small, medium or large. We'll ship them to you immediately! If you can't afford $19.95 now, don't worry. We really want to make your subscription decision easy! You can also ask to be billed later. Although we can't send you a set of gloves with your "bill-me-later" subscription, you'll still receive New Mobility each month at our special $19.95 discounted rate, but you don't have to pay for your subscription until your third issue. Don't delay. ACT NOW! Just fill out the enclosed subscription card, and drop it in the mail. With your New Mobility subscription, you'll get a full year's worth of the best information available for living with a disability. Don't miss another issue. Subscribe today, and get connected to the disability community's most dynamic magazine - New Mobility. You'll be glad you did! Cordially, Gina Connell Circulation Manager P.S. Don't forget. Prepay for your New Mobility subscription, and receive a FREE pair of wheelchair gloves, valued at $15.95. Appendix J Sample Marketing Survey (AAA) Main Office: AAA Texas, Inc., 3000 Southwest Freeway, Houston, TX 77098 Membership Processing: P.O. Box 25001, Santa Ana, CA 92799-5001 June 18, 1999 Dear: How are we doing? Recently you or an associate member in your family called for emergency road service. We would like to know your thoughts about the quality of service received. Your answers to these questions will be helpful in our effort to detect trends, identify problems, and reward prompt, courteous service by our employees and independent contract stations. You will also be making a contribution toward improved service for yourself and those who mean the most to you. Thank you for taking the time to complete this survey. Please use the reverse side for any additional comments. Sincerely, George Clarke Vice President General Manager OUR SERVICE RECORDS INDICATE THE FOLLOWING: Date: June 16, 1999 Serviced by: LATAS, INC. Location: (HOU) HOUSTON; HARRIS COUNTY Type of Service: AAA PLUS Number of miles towed at no cost to you: 5 (Yes or No) If no, where were you towed: ___ Approximate distance: ___ THE CLUB'S RECEIVING AND DISPATCHING OFFICE: 1. The promptness with which the Club telephone operator answered your call was: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor 2. Please evaluate the Club telephone operator in the following areas: Courtesy: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor Helpfulness: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor THE INDEPENDENT CONTRACT STATION: 3. Please evaluate the length of time it took the service driver to arrive after you placed your call for service: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor 4. Rate the service vehicle's appearance: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor 5. Please provide your opinion of the service driver's: Appearance: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor Courtesy: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor Proficiency: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor OVERALL THE EMERGENCY ROAD SERVICE PROVIDED WAS: ___ Excellent, ___ Very Good, ___ Satisfactory, ___ Poor Were you asked to present your membership card? (Yes or No) Did you sign the driver's service ticket? (Yes or No) COMMENTS: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ _______________________________ ____________________________ Signature of Member: ___ ____________________________ Date: ____________________________ Area Code: ____________________________ Telephone Number: Appendix K Sample sales/promotion letter (Volkswagen, Inc.) Volkswagen of America, Inc. P.O. Box 214378 Auburn Hills, Ml 48326-4378 7/14/99 Dear: Thanks for inquiring about the music featured in our new television commercial for the totally redesigned 1999 Jetta. So many of you wanted to know about the song (which was, in fact, written specifically for the commercial) that we've created and enclosed an extended CD version. Sometimes everything just comes together. When you're driving a Volkswagen, it's almost as if the whole world around you falls into sync. That's because our cars are first and foremost driver's cars. They're designed to encourage a style of driving that really lets you feel the road and how you're connected to it all. The seats are firmer. The hood slopes down and away so you can see more of the road. The gauges are clear and simple. Practicality, safety and value have been blended together with European design, performance and handling in every model. If that's what you're about, then you've come to the right car company. Take the totally redesigned Jetta. For starters, it's a spirited four-door that's engineered to drive. It comes with over 40 helpful features, all standard. Whether it's one of our 115-horsepower, 4-cylinder models, our TDI diesel, or our 174-horsepower VR6, you will find the power, performance and handling that you're looking for. And the fact that the Jetta is a German-engineered sports sedan designed for people who make normal amounts of money doesn't hurt, either. Regardless of the new Volkswagen model of interest each one is a part of a unique collection of cars designed to keep you actively involved in the driving experience. Of course the best way to confirm this is to drive one for yourself. We invite you to take a test drive at: Momentum Volkswagen 2405 Richmond Ave Houston, TX 77098 (713) 526-1711 On the road of life, there are passengers and there are drivers. Volkswagen Information Center P.S. Don't forget to visit us at www.vw.com. Enclosures: 4561 Appendix L Additional Resource Materials on Marketing BIBLIOGRAPHY A SAMPLING OF RESOURCE MATERIALS ON MARKETING Developing A marketing Plan (training conference materials) developed by Center for Responsive Governance, Washington, DC, (1985) 89 pages Enterprise In The Nonprofit Sector by James C. Crimmins and Mary Keil, published by Partners for Livable Places and the Rockefeller Brothers Fund (1983) 141 pages ($7 each; available through Partners for Livable Places, 1429 21st Street, NW, Washington, DC 20036; 202/887-5990) "I Can See You Naked:" A Fearless Guide To Making Great Presentations by Ron Hoff, published by Andrews and McMeel, Kansas City, Missouri (1988) 258 pages (Available through Andrews and McMeel, a Universal Press Syndicate Company, 4900 Main Street, Kansas City, Missouri 64112) Let's Celebrate! A Public Relations and Special Events Guide for Nonprofit Homes and Services for the Aging by Deborah A. Cloud and Evelyn L. Haught, published by American Association of Homes for the Aging, Washington, DC (1988) 116 pages (publisher's telephone: 202/296-5960) Marketing Workbook for Nonprofit Organizations, by Gary J. Stern, published by Amherst H. Wilder Foundation, St. Paul, MN (1990) 132 pages ($25 each, publisher's telephone: 612/642-4025) Marketing Your Services: A Step-by Step Guide for Small Businesses and Professionals by Anthony 0. Putman, published by John Wiley & Sons, Inc., New York, NY (1990) 246 pages ($32.50 each; available through John Wiley & Sons, Inc., 605 Third Avenue, New York, NY 10158-0012) Social marketing: Strategies For Changing Public Behavior by Philip Kotler and Eduardo L. Roberto, published by The Free Press, A Division of Macmillan, Inc., New York, NY (1989) 401 pages ($29.95 each) The Marketing Workbook by William J. Banach Associates, Inc., Romeo, MI (1984) 40+ pages (available through William J. Banach Associates, Inc., 21969 Cimarron, Romeo, MI 48065; 313/784-9888) The Nonprofit Marketing Report: The Fast-Read Comprehensive Resource for Effective Nonprofit Marketing (newsletter) published monthly by Progressive Business Publications, Bryn Mawr, PA "Purpose: to reduce nonprofits, financial burdens by providing regular, up-to-date information to improve marketing and increase revenue raising results." ($240 for one year subscription; available through Progressive Business Publications, 715 Lancaster Avenue, Bryn Mawr, PA 19010; 1-800-220-5000) PLEASE NOTE: Naturally, all prices quoted here are subject to change. REMINDER: Your local library may have many of these publications. PART VI: ENDNOTES Marketing is really quite simple. You try something. If it works, keeps doing it. If it doesn't, try something else. 1 Jim Denk, Jim, Maggie Shreve, Laurel Richards, Kym King, Laura Smith and Quentin Smith, Applying Marketing Principles, Houston, TX: ILRU, 1994. 2 Ibid. 3 Successful Business Management: Maximizing Your Marketing Power, USA: The Hume Group, 1994. 4 Gary J. Stern, Marketing Workbook for Nonprofit Organizations, St. Paul, MN: Amherst H. Wilder Foundation, 1990. 5 Diana Chapman Walsh, Rima E. Rudd, Barbara A. Moeykens, and Thomas W. Moloney, Social Marketing for Public Health, Health Affairs Summer 1993. 6 Greg Newton, Marketing For Results I, Houston, TX: ILRU Program, 1994. 7 Ibid. 8 Ibid. 9 Ibid. 10 Thomas J. Leonard, Personal Foundation Program, Brandon FL: Coach University, 1995. 11 Anthony O. Putman, Marketing Your Services, New York: John Wiley & Sons, 1990. 12 Ibid. 13 Newton, 1994. 14 Putman, 1990. 15 Ibid. 16 Ibid. 17 Ibid. 18 Newton, 1994. 19 Stern, 1990. 20 David Ogilvy, Ogilvy on Advertising, New York: Crown Publishers, Inc., 1983. 21 Putman, 1990. 22 Ibid. 23 Hume Group, 1994. 24 Stern, 1990. 1