CCC marcom 2011

Marketing Communications Briefing

Strategic Planning Meeting April 15, 2011

2

Crossland Construction Company, Inc.

Table of Contents PRINT ADVERTISING 3 PUBLIC RELATIONS 4 RED IRON 5 CROSSLAND INSIDER 5 EMPLOYEE COMMUNICATIONS 6-9 SAFETY 9 TRADE SHOWS 9 WEB AND INTERACTIVE 10 EVENTS 11 COLLATERAL 12 PHOTOGRAPHY 13 REQUESTS FOR QUALIFICATIONS/PROPOSALS 14-15 TRAIN 15

3


Print Advertising

Advertising does not work in a vacuum. It is part of an ongoing brand-building activity designed reinforce the image, reputation and recognition of the company. This is especially important in markets where we have less history and where we are likely to face formidable competition. Our strategy has been to focus our limited advertising dollars on business journals that are widely read by business community, developers, lawyers and other professionals who are most likely to influence an owner decision. We understand that circumstances arise when we will want to place advertising in support of owners, communities and sponsorships but we want to avoid a pattern of too many “incremental decisions” related to advertising. It is for this reason (and for better rates based on frequency) that we try to plan a full calendar year in advance. Our creative strategy is to reinforce our service offerings ranging from project general contracting and delivery methods to Sustainability and LEED expertise. Crossland employees approached by media sales representatives (and reporters for that matter) should advise that all advertising media is purchased through the corporate office marketing department.

4


Public Relations

A well orchestrated integrated marketing communications effort should include a well-planned and ongoing effort to work with media in a way that will increase the probability of accurate and positive portrayals of Crossland projects, expertise, innovation and leadership. Resources are limited but a well placed story about our brand can be worth twice the value of a paid advertisement in the same publication. This is true because the publication of a story that features our brand in a positive light in a respected journal or newspaper carries an implied endorsement of our approaches to building. Editors and Publishers are always careful to keep the editorial decisions and the advertising sales process separate and that is to assure the credibility and quality of the journalism. Likewise, we take care never to confuse the issue of advertising and editorial coverage. In fact, we generally will avoid advertising decisions that might have our advertising running adjacent to editorial. We do not even want the appearance that editorial has been achieved as a result any advertising decision. As we cultivate positive stories about the company we will also be reviewing editorial calendars and building a media list of publications and media. The strategy is to match our stories with planned editorial coverage whenever possible. (Example: When the NW Arkansas Business Journal was planning to run a story on schools construction we were able to position our record of achievement with educational facilities in Arkansas. The story also featured Chris Schnurbusch. The net effect was very positive for Crossland.) We have developed a media list of core publications and intend to review editorial calendars and send out routine releases (personnel, projects etc.) and pitch stories (expertise, project delivery, concrete, metal buildings, project types etc.) but the writers and editors require access to direct truthful and accurate information to be comfortable with us as a source. Crossland people at all levels of the organization are encouraged to direct all media inquiries to the Director of Marketing and Communications. Generally this policy is to protect the brand from sloppy, incomplete or inaccurate information about the company or our projects. It is also important that we protect the confidentiality of our owner/clients.

5


Red Iron Magazine

Red Iron Magazine is one of our most powerful marketing tools. The magazine is a part of the company heritage in that it has been in existence in one form or another since the company began. Today, the publication is routinely 20 pages (or more), is printed in full color on glossy stock and features the broad range of completed projects. The magazine serves as a showcase and a celebration of the work we do and projects as they reach completion. Mailed quarterly to approximately 3,000 people (including Crossland Employees), Red Iron is a record of achievement.

In addition to the initial mailing, the magazine is used for recruiting efforts at colleges and career fairs/events. The magazine is often included in the final bound presentations that are prepared by the marketing department in formal responses to requests for qualifications and proposals (RFQ/RFP). As we go forward we will continue to improve content and editorial focus of the publication to make sure it is informative, well-designed, well-written and fun to read. The RED IRON mailing list and our entire database needs regular an ongoing attention. Since that database is managed by the marketing department, we urge everyone to advise the marketing department of changes as they happen (title change, new information, new address etc.). Red Iron is scheduled to mail quarterly and we hope to keep it on a pretty reliable schedule of early in each quarter of the calendar year (January. April, July, October).

Crossland Insider

The employee newsletter is a part of our overall efforts to enhance and improve communications inside our growing organization. While the publication is new, response has been positive. The mission is to be of and by the people of Crossland.

6


Employee Communications

Nineteen employees signed up for the committee to improve internal communications. Todd Ketterman, as sponsor and Wes Morgan, as leader. The refocused efforts identified a dozen initiatives initially and as those efforts lead to launches or completion others were added to the list. The following is a snapshot of the committee outcomes related to the specific initiatives. Further detail can be obtained by listening to monthly meetings posted on the I drive of reviewing meeting PowerPoint presentations and meeting conference reports (which are posted – among other places as part of the notes in the Goldscape Software). Initiative #1 (weekly news e-blast, intranet post) The marketing and communications team is committed to delivering an ongoing stream of company news via a two-pronged approach. Using Constant Contact e-mail software we will routinely send information to a database of employees. These regular e-mail blasts will be archived on the intranet so employees can peruse them at a later date/time if they chose. The Employee Intranet site The Source is also a place to find forms, information on policies and procedures and employee contact information.

Initiative #2 (training and education mission) As we seek to keep employees aware of what sets Crossland apart from our competitors we need to remember that our commitment to education and training is a true differentiator. Similar efforts to showcase our LEED and green expertise are part of the communication we want employees to understand as the programs evolve over time.

Initiative #3 (job site signage) Marketing has agreed to champion this cause, especially when it involved a high-visibility jobsite (such as Johnson Controls). When a job is assigned a number and contract administrator officially makes is a job, an e-mail alert is triggered. Alicia will then contact PM in charge to ask about signage needs, groundbreaking, progress photos and planning for finished photography. We have been through a few rounds of development on site signage and now realize that there are a variety of scenarios that will result in a range of solutions possible. It is important to note that this is both marketing and practical company/brand positioning activity that has tremendous value.

7


Initiative #4 (Fleet Branding) We should never forget that we represent the company wherever we travel. An analysis of the relative advertising value of our branded fleet of vehicles suggests that our Crossland brand as it appears in the markets where we have a presence would cost in the neighborhood of $350,000.00 if we were to purchase outdoor media (such as billboard advertising).

Initiative #5 (Town Hall) It will require top management buy-in but we still believe it is worth implementing. The concept suggests a format based on what public companies typically do to address key stakeholders. Initiative #6 (Lottery Lunch) This isn’t any ordinary routine business meeting, but a part of a new program being rolled out at Crossland. One of our strategic goals is to improve internal communications. One of the initiatives that is being implemented is a program called the Lottery Lunch program by which a cross section of employees are invited to share ideas and/or concerns with the management of the company. Participants are selected using the Kronos time system and invited a few weeks prior to the scheduled meeting. Those who have already participated in a lottery lunch report that they learn a bit about the vision, history and goals for the organization and are encouraged to speak candidly. The format is casual but the two-way dialogue with the CEO or President. Initiative #7 (Media Training) Leanna Clark and Meme Moore from IMA led a half day seminar which was completed in the first quarter of 2011. We may want to consider a refresher session to include new spokesperson for CHC.

8


Initiative #8 (Channels for Feedback) The perception still exists that feedback may not be taken seriously – especially if it is offered anonymously. We want to change that perception with broader communication of how suggestions are managed and responded to when offered. Initiative #9 (Subs/Suppliers event) The July 22 game between the Springfield Cardinals and the NW Arkansas Naturals will be sub/supplier/friends and family appreciation event. Pat Carroll agreed to help with organizing the attendee list and Ashley Thompson will design invitations. A section of seats reserved for 7PM night game at Arvest Ballpark. This event was developed to say “thank you” and also improve the dialogue between our closest subs/supplier. Initiative #10 (RFP and Presentation debrief) A quick de-brief and review of El Dorado PowerPoint presentation and was offered to share with the group how we can present the company. (Recognizing, of course, that not all presentations or owner situations are the same). It was agreed that this kind of de-brief is helpful for people less likely to see these presentations to better understand how the company and its services are sold to prospects. Initiative #11 (Crossland Insider) The Crossland Insider is an employee newsletter that is “of and by” the people of Crossland. The plan is to publish it quarterly (February, May, August and November). Initial response to the inaugural issue has been positive. Initiative #12 (Customer Satisfaction Interviews) A wave of customer satisfaction interviews was conducted in Q1 of 2011 with a full report made available to division managers and the management of the company. The hope it that this inititiative will become a regular program designed to get objective feedback on what we do well and areas in which we might improve. Initiative #13 (Employee Tenure Milestones) Crossland Insider is current place for recognition of milestones of tenure. As employees hit tenure milestones we might consider other ways to publicly recognize years of service. Initiative #14 (More consistent branding) The Crossland Construction Company - Reception area of the Kansas City office will get a new sign. This exercise is an example of where branding and quality control and adherence e to graphic standards is critical.

9


Initiative #15 (Personnel Announcements) HR and Marketing are taking extra steps to celebrate new employees. An opportunity exists this summer with the arrival interns. Press releases out to local newspapers and business journals as well as routine posting on the company video monitors are among the things being considered as people join the company.

Safety

GO SAFE two–tiered program rolled this past year, with the notion of rewarding working safely. The program was designed to acknowledge company-wide safety as well as individual efforts.

Trade Shows

We have had a very limited schedule of trade show participation. The focus has been on attending more than exhibiting at shows. The exceptions have been our efforts to participate in education related trade show exhibits, a few healthcare related events and more recently the efforts to exhibit at trade shows in Texas in support of the Prosper, Texas office. Marketing and communications again can play a key role in planning and supporting these programs. Notable examples include the development of a breakout session jointly presented by Crossland and Patron Insights for the Oklahoma School Board Association meeting and the development of a dedicated trade show exhibit booth for the Texas office.

10


Web and Interactive

Web and Interactive It is no secret that the world communicates in many different ways in this age of technology. While we understand that communication needs to happen on many levels and often in a variety of media to be effective (including personal selling and business development through relationship building). The Crossland Construction Company website (www.crosslandconstruction.com) was developed using a large amount of Flash animation and is quite impressive to the visitor, however there are some challenges associated with that approach. The Crossland Heavy Contractors website was completely re-designed. On the heels of winning the Hefner Water Treatment plant project, the leadership at CHC met with members of the marketing communications team to see how we might enhance that website experience for prospects. The new site includes admin capability for the CHC team to update content on an ongoing basis. The CHC site will be less expensive to maintain and easier to change. In addition to the CCC and CHC websites, the marketing and communications team maintains the employee intranet, The Source. The Source to be accessible through the CCC website. We believe The Source needs regular reinforcement among employees, because it is easy to forget how much information is easily obtainable through this resource. In addition to these sites the marketing and communications group maintains a site that is hope to a variety of data related to projects. This sight is instrumental in being able to quickly look up specific expertise, project types and size. It is a resource used frequently when RFQ/RFP’s call for specific project experience/expertise. (www.crosslandmarketing.com) The CCC site was developed with 3Dreams Studios of Tulsa. The new CHC site was developed with St. Louis based firm Veda and The Source and the Marketing site were developed by Rockfish (Rogers, Arkansas). Tech Trends is another firm based in Rogers who has worked with some aspects of our web and intranet capabilities. It all cases, it is critical to coordinate and plan interactive tools to effectively and efficiently produce the desired results.

11


Events

We are in the relationship business whether we like it or not. The decision to select one builder over another can often be based on the slimmest of margins. So part of our overall marketing and communications efforts need to be dedicated to creating environments where we can solidify relationships with prospects, with subs and suppliers, with each other (as members of the Crossland family). Examples of events that help solidify relationships include: The Twin Hills Customer Appreciation Golf Outing (Joplin) The Night at the Ballpark for subs and suppliers (AR) Blue Green Awards dinner as table sponsor (Tulsa)

Of course, we may also participate as part of fundraiser or community events such as: Race for the Cure Chamber of Commerce networking There are also countless sporting events, concerts and performances that may be a

legitimate way to reinforce business development efforts.

Collateral

It is almost impossible to have the absolute perfect collateral piece that serves as an introduction to the company. However, in an effort to be ready for such opportunities the marketing and communications department has developed an number of pieces in support of business development. Examples of these collateral pieces include:

The Crossland Construction Company overview book – This square book was also used as part of a Holiday greeting during the holidays in Q4. The Crossland Heavy Contactors overview book – This square book was produced in a similar fashion as the CCC book and was the basis for the completely re-designed CHC website. Healthcare brochure – This

piece offers a prospect some insight into our qualification as a builder of healthcare structures. Education brochure – This ambitious piece was developed to serve two purposes as Mike Carson and others approached school administrators with a case for CCC experience in education and the company commitment to education overall.

12


The marketing and communications team has also periodically developed category or segment pieces that allow us to target a specific market opportunity (e.g.) car dealers.

Photography

Requests for Qualifications/Proposals

The marketing and communications group supports the company in preparing quality, bound, in response to opportunities. The business has become extremely competitive and we understand that prospective customers may very well be looking for reasons to eliminate competitors as the selection process narrows its field to a short list and ultimately awarding a job. We also understand that the more complex the assignment the more likely the decision criteria will be based on value more than price alone. The quality of production, design and writing to be representative of the Crossland Construction Company must be exceptional of course, but the CONTENT should be well conceived as well.

Neosho Fish Hatchery Photo by: Don Shreves Ft. Worth Police Station Photo by: Thomas Judd

Blue Valley High School Photo by: Gordon Trice Thomas Jefferson School Photo by: Patty Jessee

13


We will look for ways to standardize and streamline materials for Request for Qualification (RFQ), Request for Proposal (RFP) and Information packets. We will review and enhance PowerPoint presentation and other presentation materials. However, we must never lose sight of the fact that every opportunity will have unique and distinct dynamics. Timetables are often crunched but we cannot stress enough how important it is to build time into planning and researching opportunities. After all, understanding the audience and the nature of the decision making process will help immensely in assuring the message and content in our responses and presentations is on target. Training and Professional Development Consistent with the company commitment to ongoing training and education, members of the marketing and communications team participate in training and professional development. Examples of this kind of ongoing effort include the following events:

Winning Proposals Seminar – Marta Brown and Wes Morgan attended a two day seminar put on by FMI, the largest provider of management consulting, investment banking and research to the engineering and construction industry. The program discussed researching opportunities, defining strategy, designing proposals, writing winning proposals and selling of value.

Society for Marketing Professional Services (SMPS) Missouri Valley Conference – Wes Morgan attended the Power Up conference in Kansas City. The two day event featured breakout sessions on a variety of topics related to marketing Architecture/Engineering/Construction services.

Photoshop Design – Alicia Endicott, Marta Brown participated in basic photoshop and InDesign training. It is important (especially for graphic artists) to stay current with design software.