Marcomm dept proposal

Marketing Design Concept of Operations

All materials contained in this document are the confidential and proprietary property of Robbins-Gioia, LLC. Dissemination to other parties is prohibited.

ver 3.0 5/31/2012


The information on this page is subject to the nondisclosure statement on the cover page.

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Table of Contents

1 Executive Summery .......................................................................................................... 1

2 Situation ............................................................................................................................ 1

3 Marketing Design CONOPS .............................................................................................. 1 3.1 Keys to Success ................................................................................................. 2 3.1.1 Additional Resource ................................................................................... 2 3.1.2 Design Methodology .................................................................................. 2

3.1.3 SharePoint for Campaign Management ..................................................... 2

3.1.4 Organization .............................................................................................. 3

3.1.5 Leveraged Resources ................................................................................ 3

4 Implementation ................................................................................................................. 3 4.1 Outsourcing ........................................................................................................ 3 4.2 Strategy Pyramid ................................................................................................ 5 4.3 Marketing Mix ..................................................................................................... 5 4.4 Critical Issues ..................................................................................................... 5 4.5 Tracking .............................................................................................................. 5

5 Conclusion ........................................................................................................................ 6

Appendix ................................................................................................................................ A1



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1 Executive Summery Since 2010 the RG Corporate Marketing department, and the Communication Design Team have worked together to provide industry leading support. This document provides a concept of operations for moving forward with tighter integration, and smoothed communication channels, oversight, and visibility.

2 Situation Due to the recent change in ownership at RG, the strategic positioning and focus of the corporation is in a process of clarification. However, this is also a time of enormous potential. It is more imperative than ever to define the way we manage campaigns, projects, and brand elements.

3 Marketing Design CONOPS

Figure 3-1: Communication channels throughout RG, and a design methodology are central to the Marketing Design CONOPS.

Currently, the Brand Transformation and Management IPT provides a direct channel for executive oversight, and communication channels throughout the organization. As pictured in the Marketing Design CONOPS (figure 3-1), various campaigns, projects, and brand elements are managed and communicated using both traditional channels, and with our internal SharePoint technology.



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3.1 Keys to Success

In order to facilitate a more successful organization, there are several components to this CONOPS that need further development.

3.1.1 Additional Resource

As the number of communication design, marketing, and branding efforts continues to rise, gaps become more apparent. Hiring a traffic manager as a shared resource between Communication Design and Marketing would help increase productivity and visibility, and will provide a better guarantee that deadlines will be met.

The new traffic manager would be well versed in the creative process, but would also fill the following job requirements:

Balance workloads and advocate for appropriate timelines on projects

Enforce adherence to workflow, methodology, and deadlines

Keep all informed of conflicts, delays or any other unusual situations

Obtain deadline extensions when necessary

Work with administrative as necessary for ordering supplies

Ensure incoming project requests contain necessary information

Develop and maintain project database

Manage file archives and libraries

Maintain and implement schedule for collateral refreshes and internet updates

Schedule and oversee peer reviews

Communicate project status information to all team members

Promote smooth workflow and communication between departments

Attend key planning meetings with various stakeholders

Attend regular meetings with, and collaborate with Marketing, Communication Design, and Lead Generation

3.1.2 Design Methodology

In the contemporary marketplace, successful marketing relies on consistently delivering on an honest brand promise. This is known as design driven marketing and is essential in what is essentially a buyer’s market. Currently, all projects that go through the RG peer review process follow at least a truncated version of the RG Design Methodology. With the hiring of the traffic manager we would be able to ensure that all campaigns, projects, and brand elements go through the design methodology to the fullest extent possible.

3.1.3 SharePoint for Campaign Management

The Information Management Office is already working with the Communication Design team to develop a SharePoint based solution to help manage campaigns, projects, and brand elements. It will also provide a view for executives, and the corporation to see the progress and development of these items. The traffic manager would serve as the administrator for this solution.



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3.1.4 Organization

Currently, marketing design at RG operates by including resources from several different departments within the corporation. This is the most effective way for the various departments that play a role in marketing and communications to have direct avenues of participation and collaboration. Moving forward, there are different options to effectively organize the departments.

1. Communication Design and Marketing can each have their own BFS, manager, and employees. These two departments can share resources, attend meetings together and both will report to the EVP.

2. Same as 1, except both departments report to a Communications Director, responsible for executive oversight and direction for marketing, design, and lead generation.

3. Communication Design and Marketing can be combined into a single department that is headed by a manager and reports to an executive authority.

4. Communication Design and Marketing can be combined into a single department that is run directly by the Communications Director.

Based on the need for operational readiness, option 1, which is the current structure, will continue until another option is seen as necessary and is agreed upon and approved by executive direction.

3.1.5 Leveraged Resources

As workloads continue to increase, it will be beneficial to hire certain resources that are leveraged into the Communication Design Team and bring them on as full time department members. Currently, there are 2 department members, and 3 leveraged team members. In 2013 it would be valuable to bring one of the leveraged resources in as a full department member. A logical choice based on need is Joshua Bruce, who is a User Experience expert.

4 Implementation The following is a brief summary of the marketing design strategy going forward. 2012 marketing activities have already been laid out in the Marketing Roadmap (Figure 4-1).

4.1 Outsourcing

In order to get the RG brand out as much as possible, RG takes advantage of additional resources such as PR firms, ad-agencies, and freelancers. Currently, the marketing design team is assembling a list of PR firms in order to determine a candidate to establish a long-term relationship with. Please see the attached appendix which contains the current draft list of requirements, and PR firms under consideration.

For advertising and design needs RG will contract with agencies and freelancers on an as needed basis per campaign needs.



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4.2 Strategy Pyramid There are three important components to marketing design success at RG.

Traditional marketing

Client referral/networking

Targeted customer acquisition

4.3 Marketing Mix

The following are important marketing avenues at RG.

Lead generation

Customer service

PR

Direct Marketing

Event

Tradeshows

Traditional Media

New Media

Websites

Advertising

4.4 Critical Issues The following critical issues have been identified as noteworthy for the coming year to 2 years.

It is important to centrally incorporate and manage new elements and campaigns introduced under the new ownership to avoid a disconnected brand. Prompt and universal socialization of the communication channels referenced in figure 3-1 is crucial in order to ensure a connected brand throughout the organization.

As RG clarifies its strategy under new ownership, maintaining a single vision and voice is imperative—and will require systematic messaging, training, and education throughout RG.

As we expand our identity into new areas of the marketplace our workload will increase. This issue will be remitted in part by hiring the traffic control resource.

4.5 Tracking Without proper tracking it is impossible to accurately maintain visibility to stakeholders, and ensure timely and quality delivery to customers. Current tracking outputs are:

The Corporate Identity Plan

The Marketing Roadmap

In addition to these documents, there are other resources that can help achieve a greater level of accuracy, punctuality, and quality.

The traffic control resource mentioned in 3.1.1



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Better utilization of SharePoint as mentioned in 3.1.3

An annual, or semi-annual written marketing design plan, with input from marketing, design, lead generation, and the executive team

5 Conclusion This plan is written in part as a reference for proper implementation, and in part as a working proposal for an improved marketing design concept of operations. Prompt implementation of these items will help to ensure a higher level of communications activities at RG. Figure 3-1 does not simply represent an improved CONOPS, but is also an illustrative reminder of the importance of maintaining communications channels to ensure a connected brand.



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Appendix PR/advertising firm requirements for Robbins-Gioia

1. PR

2. Advertising & Interactive

3. Customer relationship management

4. Profile

1. PR

a. Access to top-tier publications and reporters—examples: WSJ, Fortune,

Businessweek, Fast Company, Business 2.o, Forbes, etc.

b. Maintain current media relationships

c. Promote CPO

d. Integrated across traditional print, social media and interactive publications, and

SEO strategy

e. Provide greater visibility into RG external events and campaigns

f. Understand impact of PR on RG’s brand

g. Presents measurable performance tied to specific objectives

2. Advertising and Interactive

a. Full immersion/integration with social media.

b. Approach campaigns in a smart and innovative way versus the “old way” of

doing things

c. Strong past performance in providing web strategy, design, and development

d. Offer campaign advisory services

e. Possess buying power for media advertising space

f. Have a national network of publication and media relationships to leverage for

geo/industry-targeted advertising

g. Leverage a strong creative team

h. Provide a proven methodology for campaign message development—including

external and internal focus groups, surveys, secondary research, and strong

awareness of market trends

i. Present relevant techniques like PURLS (personal URLs) and one-to-one

marketing to deliver campaigns

j. Understand impact of advertising on RG’s brand

k. Approach advertising in a methodical and process-driven way to achieve desired

outcomes

l. Present measurable performance tied to specific objectives



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3. Customer relationship management

a. Partnering and trusted advisor approach

b. Smart, creative, personable team that communicates well

c. Respect clients equally no matter how large the account

4. Profile

a. Proven past performance in the B2B and B2G markets

b. 50-250 associates with a DC metro office and a national presence

Firms to consider:

Boscobel: http://www.boscobel.com/live/Home/index.shtml (A PR friend recommended Boscobel)

Speaker Box: http://www.speakerboxpr.com/About-SpeakerBox.aspx (Have had good experience with SB through a seminar they gave. They have pitched to RG before.)

Qorvis: http://www.qorvis.com/ (An old friend worked there and pitched to us. They are good but more expensive than O’Keeffe.)

Arnold: http://arnolddc.com/home/

LM&O: http://www.lmo.com/ (was impressed with them at Ad Week DC)

White + Partners: http://www.whiteandpartners.com/index.html (also impressed w/them at Ad Week DC)

Ogilvy: http://www.ogilvy.com/

Red Peg: http://www.redpegmarketing.com/ (mostly event marketing)

Mullen: http://www.mullen.com/

Sage: http://aboutsage.com/home (I think they can do campaign-based work vs. being on retainer.)

http://www.boscobel.com/live/Home/index.shtml

http://www.speakerboxpr.com/About-SpeakerBox.aspx

http://www.qorvis.com/

http://arnolddc.com/home/

http://www.lmo.com/

http://www.whiteandpartners.com/index.html

http://www.ogilvy.com/

http://www.redpegmarketing.com/

http://www.mullen.com/

http://aboutsage.com/home