“ON” or “Share” posi-tion. “Press” the QR code at left to share this article on Face-book, send via email or save to your own files. As soon as the

phone vibrates, the article is posted.See the difference?A majority of articles in this issue also have

Paperbuttons appended, allowing you to easily share with friends or save to your files.

Ad Age Honors WDCW & Copacino+Fujikado Insights IntoBezos-OwnedPost’s Future

Buttons • 16

Vol. 26 No. 282 Your Better-Than-Ever B2B Connection Sept./Oct. 2013

PPI • 16

PRSRT STDU.S. POSTAGE

PAID SEATTLE, WAPermit No. 1578

1 9 8 6 - 2 0 1 3

27Y E A R S O F S E R V I C E

MARKETINGNewspaper

The venerable Puyallup Fair is enjoying its 113th run from Sept. 6 through 22 under a new name that was five years in the mak-ing: The Washington State Fair.

In the face of declining attendance, the Fair board of directors had two choices: downsize the brand or reposition it for growth. After five years of discussion and research, it chose the latter path, with the goal of broadening the appeal of the Fair,

Rebranding The Fair

Al Jazeera Hires Veteran AnchorAlan Schauffler

Bezos • 17

The PPI Association’s 2013 annual con-ference—“Printlandia”—will be located on the scenic Kirkland waterfront in The Woodmark Hotal and Spa from Oct. 4 to 6.

The “Ink & Beyond” theme recognizes the changes that traditional print commu-nications and manufacturing have experi-enced over the past 15 years, according to PPI executive director Jules Van Sant.

“We’ve loaded the weekend with inspi-ration, conversation and research to help prepare a roadmap for future growth op-portunities and profits,” she said.

The weekend begins Friday afternoon with a “Wine Down in Washington” net-working stroll through the Woodinville wine district. Constructive Cocktails and

Schauffler • 16

Fair • 16

Advertising Age has recognized WDCW (formerly WongDoody) as Small Agency of the Year (76-150 employees) and Copacino+Fujikado as Small Agency of the Year: Northwest Region. At left are Tracy Wong, Ken Wheaton of Ad Age, Ben Weiner, Pat Doody and Rupal Parekh of Ad Age. At right are C+F’s “Fab 5.” from left, Mike Hayward, Betti Fujikado, Tim O’Mara, Brandy O’Briant and Jim Copacino. See story on Page 20.

So, what do local advertising-industry leaders think of the merger of New York-based Omincom and Paris-based Publicis to create the world’s largest advertising holding company?

The new Publicis Omnicom Group had combined revenues of $22.7 billion in 2012. Omnicom CEO John Wren and Publicis CEO Maurice Levy will be co-chief execs.

The move also marries Omnicom’s BBDO Worldwide, TBWA Worldwide and DDB Worldwide with Publicis’ Saa-tchi & Saatchi and Leo Burnett. The new company will have more than 130,000 employees,

MARKETING asked more than a dozen

Take ‘Paperbuttons’ TestAs a MARKETING reader, you know

Paperbuttons 2.0 is the popular new app that has turned any barcode, even UPC codes, into a frictionless social-sharing button for print, packaging and events. Now Paperbuttons can do the same with QR codes—better than any other scanner out there.

Here’s a test. Use any QR code app and scan the QR code at right. You’ll open a browser to this article. Then try and share it on Facebook.

Now—download Paperbuttons from the app store (iPhone or Android) and when it launches, toggle the Facebook icon to the

Ad Biz Gurus Comment OnHuge Merger

Reactions To Two Game-Changing Moves

He did what?That was the reaction of many to the

news that Amazon founder Jeff Bezos had purchased the venerable Washington Post and several of its smaller newspapers for $250 million.

Local observers had a range of reactions to the move when asked by MARKETING to comment on what it might mean for the future of the Post, as well as the newspa-pers industry in general.

Gloria Fletcher, president of Sound Publishing, which purchased The Everett Herald from The Washington Post Co. earlier this year, said, “I think it’s great! Bezos’ purchase of the Post should renew

PPI ‘Printlandia’Conference SetOct. 4th To 6th

Merger • 17

By Dan Japhet

Allen Schauffler, a 21-year on air veteran of KING 5, had joined the new Seattle bureau of Al Jazeera that launched Aug. 20 with 24-hour news programming.

Schauffler was a popular weekend news anchor, host of KING’s Inside Politics and the go-to guy for Olympics coverage.

Seattle is one of 12 new U.S. bureaus of the Qatar-based network. The other cities are Dal-las, Denver, Los Angeles, Nashville, Miami, San Francisco, New Orleans, Detroit, Chi-cago, Washington, D.C. and New York City.

The Seattle Times’ Erik Lacitis reported that Schauffler said he know’s he’ll have his work cut out for him, especially when he’s out there in wheat country for a story and introduces himself with a business card

both demographically and geographically, so that it became relevant to a larger num-ber of people.

The event-driven branding strategy of the past had some positive results, with 56% of metro-area households saying they had attended the Fair in the past five years. But people weren’t coming as frequently as they had before.

And the King County percentage of total

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Have you noticed that advertising on the sides of King County Metro buses has become a popular and growing battleground for groups with differing political views?

I spent 16 years supervising bus advertising for the former King County Metro in the ’70s and ’80s and never encountered one complaint about the content of advertising either outside or inside the buses in the fleet. But times have changed.

The latest issue involved the inclusion of autism in a campaign concerning “diseases” combatted by the Seattle Children’s Research Institute. The ad also mentioned cancer and diabetes.

Inclusion of autism in the ad provoked an immediate response from an Autistic Self Advocacy Network spokesperson who said, “[Autism] is not a mindless, faceless disease or an illness, but a disability.”

The ads were promptly pulled from the buses and the word “autism” was removed from other elements of the Copacino+Fujikado-created campaign, including print, radio and online, according to Seattle Children’s marketing director Katharine Fitzgerald.

This is just the latest in a series of skirmishes about what kinds of messages will be allowed in local bus advertising.

In May, Washington Ceasefire attempted to purchase 250 ads on Community Transit buses asking people to “think twice about having a gun in your home.” But the buy was re-jected as the result of a new Snohomish County policy banning ads involving social issues.

In January, King County Metro accepted anti-Israeli bus ads sponsored by the Seattle Mideast Awareness Campaign, an anti-Israel group. This led to what has been termed “dueling ads” with the placement in mid-July of ads on six Metro buses saying the govern-ment of the Palestinian West Bank is “calling for a Jew-free state,” and asking for “Equal rights for Jews,” placed by a New York-based pro-Israel group, according to The Seattle Times.

And you may remember that King County rejected relatively tame “Buy American” and “Shop Locally” ads, proposed by TAP America, a Seattle-based non-profit, back in late 2011 as “too political!”

The folks at Titan Outdoor, which holds the contract to sell advertising on King County Metro and Community Transit buses, as you might expect, are reluctant to comment on the situation.

The point here is that bus-advertising is a medium unfairly—it seems to me—under siege. It is, however, an illustration of the dominance of single-issue politics in today’s society. And where better to drive the message home?

—LC

Bus-Ad Battleground...

‘Paperbuttons’

MARKETING is a 1986 copyright© publication of MANE/MARKETING Inc., with offices at 13901 NE 175th St., Ste. M, Woodinville, WA, 98072. Phone 425-487-9111/FAX 425-487-3158/e-mail larrycoffman@frontier.com. Opinions of contributing writers are not necessarily those of the publication.

MARKETINGLarry Coffman • Melissa Coffman Publisher Assoc. Publisher

Art Of The Issue: Throughout August, members of the community could turn the Pacific Science Center’s signature arches the colors of their choice for either an hour or an entire night in support of the 50 for 50th Future Ready Campaign to raise $50 million to fund renovations and expand programs to keep PSC on the leading edge of science and technology education for the next five decades. To date, more than $30 million has been raised.

Download the free Paperbuttons app for iPhone and Android now to save and share select stories in this issue via Facebook or email. For more information on paperbuttons, email Melissa Coffman at mcoffman@paperbuttons.com.

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Olson Sinno Mortera Song

Anderson Hege Amico McNair-Huff

NEWSMAKERS

Karen Olson is the new VP/marketing for the Space Needle and Chilhuly Garden and Glass. She was a marketing consultant for T-Mobile and Microsoft and past president of BuzzBee, a strategic marketing firm... Electric Pen has hired Rima Sinno as creative dire-cor. In her 20-year career she has worked for blue-ribbon clients like Universal Pictures, Cadillac/Lin-coln and Nordstrom... Michelle Anderson, with a background in creative services, sporting goods and non-profits, has joiuned Phin-ney Bischoff as director of strategic marketing... Michelle Hege is the Newsmakers • 20

Bains Fryer

Richmond Hunt

Blake Vander Meulen

Snyder Howe

new president and CEO of Spokane-based Desautel Hege Communications. She was the first employee hired in 1998 by found-ing partners Jim and Cher Desautel and, as Cher said, “We knew from day one she’d someday be running the place”... Frause has hired Steffanie Mortera and Alisa Song as assistant account execs. Both were previous interns at Frause and are from the graduat-ing class of 2013, Mortera from Seattle U. and Song from the UW. Frause also has hired Kelliann Amico, a 28-year PR vet-eran, as director of its Portland office... Rob McNair-Huff, formerly with the City of Tacoma, has been hired as a JayRay advisor to business, non-profits and government on communications marketing opportunities...

Digital Kitchen has named Bhu Bains as an account director in its Seattle office. She comes from LiveAreaLabs and was with Wunderman Seattle prior to that... Alex Fryer has joined The Fearey Group as an account supervisor. Prior to joining Fearey, he owned and operated his namesake com-munications consulting firm... Marsha Rambert is the new director of marketing and communications for the Washington State Convention Center... Jim Richmond has joined Titan Outdoor Seattle as a man-ager. He comes with more than 24 years’ experience in radio sales and management, most recently as director of sales for Clear Channel Radio Seattle... Frank Unlimited has hired Nick Hunt as director of clients

services, replacing Dave Abrass, who moves to the new position of director of business development... Spokane-based Magner Sanborn has hired Kar-men Blake, previously with Apple, as a senior solutions architect, and Nicole Vander Meulen, most recently with The CashLINQ Group, as a content strate-gies... Hey has hired Anastacia Snyder as an account manager, responsible for the oversight of multiple projects... Leo-pold Ketel in Portland has promoted Stephanie Howe to account manager and added Renee Wilkinson as a media strategist. Howe joined the agency in 2012 as an account coordinator... DNA

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SMALL AGENCY OF THE YEARNORTHWEST

THIS SUMMER,WE ADVANCEDBRAIN RESEARCH.

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‘MARKETING IMMORTALS’ InducteesTim Girvin, the founder and chief

creative officer of GIRVIN, Inc., is recognized internationally as a design-er, writer, illustrator, photographer and calligrapher.

He has spoken all over the world on strategic planning, brand development and design integration and brand and story development for retail identity. His focus is fulfilling emotional and holistic sensory content in dimen-sional marketing to international audi-ences.

GIRVIN’s client attention is on captivation: strategy and personality, identity in retail and brand environ-ments, entertainment design and inte-grated experience.

Past and present clients include Ap-ple, Ameristar Casinos, Boyd Resorts, Bloomingdale’s, Disney, Johnson & Johnson, Kerzner, Leviev, LG/Seoul, L’Oreal, MCG/Mirage, Microsoft, Mil-

Tim Girvin Jann Blackbourn

THE PROCESS: Two new inductees will be added to the MARKETING IMMORTALS pantheon each issue. The Sept/Oct. 2013 through May/June 2014 inductees will be recognized at THE EVENT on May 21, where the 2013 MARKETING Award winners will be revealed. The inductees are introduced with a biography outlining the highlights of their careers in some aspect of the marketing communications realm. Their career commentaries, which are the heart of the IMMORTALS concept, appear on the marketing immortals.com website, along with those of the other 34 members already enshrined. Send nominations to larrycoffman@frontier.com.

Jann Blackbourn’s sales career began as a teenager selling Seafair pins in downtown Seattle to businessmen in the financial dis-trict. After graduation from Roosevelt High School, she went on to the University of Washington, putting herself through col-lege with a job (sales of course) in women’s clothing at the University Bookstore.

As a 1974 graduate in Art Education, rather than accepting an assistant buyer position in cosmetics as the Bookstore, she joined Washington Transit Advertis-ing (WTA) for what she thought would be something to do until she found a job in education. That “something to do” turned into a successful 27-year career in transit advertising. In 1975, she mar-ried Steve, her college sweetheart, and in 1984 son Ryan was born.

In 1986, Jann teamed with her co-work-er and close friend Sue Bolduc to purchase WTA from Bob Morgan and John Back-strom. Together they grew WTA into the largest women-owned media company in the state, with offices in Seattle, Tacoma and Spokane. And, while setting advertis-ing revenue records for 12 Washington State transit agencies, they never forgot to give back to the local community.

At the urging of their friend and ad-visor Bob Gogerty of Gogerty Mar-riott, they formalized their community

giving by developing “WTA Cares.” It was founded on the philosophy of always seeking ways to partner with community service agencies. In addition to dedicating personal time and resources, they encour-aged everyone on the WTA team to reach out and make a difference as well.

As a result, during the course of their business careers, they received the Seattle

Blackbourn • 22lennium Retailing/Tokyo, Nordstrom, Paramount Studios, Procter & Gamble, Warner Brothers and Wynn.

He is a member of the American In-stitute of Graphic Arts, Design Man-agement Institute, Japanese Graphic Design Association, Industrial De-signers Society of America, Luxury Marketing Council, Society for Envi-ronmental Graphic Designers and the Type Directors Club/Tokyo.

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Brooks • 21

Rod Brooks: The Client View

Choice: A Brand Career...For years, PEMCO has employed col-

lege students as Summer interns. This year, at least four of our 12 interns are majoring in marketing, advertising or communications. They look forward to beginning rewarding careers when they graduate next Spring. Choosing the right career path is top of mind for all of them.

So, how do students or seasoned work-ers choose a career path? Agency or brand? Product or service? What critical success factors should they consider?

My advice always begins with identify-ing passion. I learned early on that going to work was exactly what we call it—a lot of work. Athletes get paid to play the game they grew up loving. Why shouldn’t the rest of us? Why go to work when we can go to fun?

What’s fun, for me, has little to do with the name of the company on the building or what they do inside of it. If it did, I seri-ously doubt I’d be in the insurance indus-try today. It’s more important to find an environment that reflects the way I like to live, encourages and enables me to do the things I love and shares my core values. When you overlay those three consider-

ations, they create the space where passion lives.

Coming out of college, my point of reference for an advertising career largely was influenced by classroom instruction, a semester’s internship at a small-two-man agency and the memory of Larry Tate and Darrin Stevens, TV’s original Mad Men, on the hit TV series, Bewitched.

From there, I embarked on a quest to become the creative director at any one of the West Coast’s many agencies, For-tunately for me, that never happened.

Now, after nearly 40 years, I see dif-ferentiators and key reasons why a ca-reer inside a variety of Northwest brands has been an excellent choice for me.

• Brand marketers focus exclusively on one company’s issues and opportu-nities. Our view is narrower but much deeper than our agencies’ view. We see the whole picture and we live it every day. No one can be closer to the custom-er or know more about the brand than we do.

• Brand marketers are able to be more richly aware and intimately involved with customers and the target market. If your passion includes making a dif-ference for the consumer who buys a

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Bill Fritsch: The Agency View

...Or An Agency Career?

Fritsch • 21

One goes brand and the other goes agency. Why?

Few young people going into marketing have a clear sense of exactly what they want out of their careers. Heck, many are happy to simply find a job and to get on their own two feet financially.

In my view, at the outset of a career, the choice between brand or agency is not nearly as important as finding a good environment with a leading organization. There’s plenty of time for young people to choose a specific direction, once they gain their confidence and begin to understand that they actually can shape their careers.

I’ve worked on the brand side for about a quarter of my career. The rest I’ve spentessentially on the agency side. The first six years, I worked inside one of the world’s greatest companies—Walt Disney. And I was lucky to work at the headquarters on amazingly big ventures, both of which eventually became multi-billion-dollar divisions.

I also got to meet and work with people, who alongside Walt, created the animation industry, founded the theme park industry

and did exceptional things in almost everything they undertook. OMG! What I saw and learned has filled a lifetime. And I loved every minute of it.

But one day I got bored and realized that I didn’t want to be a small cog in a mighty machine. I traded my big title and career at Disney to come to Seattle to work for a tiny ad agency. Frankly, I took the job because they paid moving expenses and I figured out that I would go to work for a real company once I got my feet under me in Seattle.

Well, 30 years and a few of my own companies later, I’m still on the agency side of things. I’ve loved the diversity of work and the immensely creative envi-ronments. I’ve served more than 60 major brands and have gained a perspective on a wide array of brand and communication is-sues. I like change and get bored quickly and the agency side is anything but static or boring.

So, with 40 years and lots of jobs behind me—here is my counsel to young people on choosing a career direction:

1. Choose wisely the kind of environment you work in. Look for leadership qualities, superb ethical practices and teamwork. Even more importantly, look for places that foster real innovation and creativity.

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Skagit River Bridge SagaSitting at a Seattle dinner meeting on

May 23, there was a cell phone buzz at my feet. I left the table and called my daughter. “The I-5 bridge has fallen into the Skagit River,” she reported.

As I drove home to Mt. Vernon, I antici-pated a traffic night-mare and called my staff to take Friday off. This gave everyone a four-day weekend. I did go to work, and it was a ghost town.

The State Department of Transportation did an excellent job recommending every-one to stay away. Social media was buzz-ing; photos and videos went viral. Even the BBC picked it up.

Not only did the bridge quickly sink, so did the local economy. The day after the collapse, I sent messages to key leaders with an offer to help. Within a week, the Governor and Department of Commerce granted $150,000 to market the region through the Economic Development As-sociation of Skagit County (EDASC).

We received an RFQ after 5pm on Thursday (responses were due at 9am on

By Jacque Beamer

Crisis Campaign Sunday)—a large scope with a super-tight timeline. The RFQ was sent to 14 agencies from Bellingham to Seattle.

That night I went home and strategized on my own. Friday I brought my notes and thoughts into the office, reviewing them with the team. Given the scope and timeline, we needed help and we knew the proposal and project would benefit from specialists.

We set forth assembling additional team members, matching to strengths. Brand-Query would lead creative, direction, man-agement and coordination, while outside teams would focus on media relations, so-cial media, media buying and production.

Over the weekend, with everyone’s in-put, I built a response and delivered the pro-posal via email at 8:40am Sunday. By 2pm Monday, we were selected. The other team members included Strategies 360, Strategic Media Alignment and Hand Crank Films.

The same day as our selection, we met with the client at 4pm, where we re-viewed the problems at hand—and there were many. We determined that social and earned media would focus on turning the negative into a positive and deliver clear communications locally and in the Seattle and Vancouver, B.C. metro areas. Creative would work on identifying the special

things that draw people to the region.

Long into Tuesday night we worked on flesh-ing out our ideas, refining them and preparing them for presentation.

Wednesday we presented our plan, in-cluding two concepts for creative (as re-quested). The plan was well-received and we walked away knowing the client select-ed the better concept for creative.

At 6am Thursday, we began filming, knowing we had to get everything shot in one day to meet our schedule. The sun was shining and we traveled more than 80 miles in all to set up shoots in nine uniquely di-verse locations.

Editing took place over the weekend. We added music from a local band and on Monday delivered four TV commercials (sample frame above). With minor edits, the final commercials were delivered on Tuesday, eight days after our selection.

All other work, including radio scripting, production, media relations, story pitch-ing, Facebook and Twitter postings and supporting graphic design all was initiated when shooting began, and was produced through the end of June.

We launched on KOMO, KING, CTV

and Global (BC Markets) June 17. Radio began the same day. The temporary bridge opened on June 19th; our launch strategy paid off. Immediately, everything seemed to return to normal. The campaign con-cluded on July 5th.

We created a successful campaign that worked—and in just one week. The DOT had initially and emphatically stated that the area was closed. We countered that message with a strong message of our own: “Come in, We’re OPEN.”

Every element of the campaign was carefully planned for comprehensive cov-erage on a small budget. We remained ag-ile, addressing issues as they arose while keeping the “open for business” message in the forefront. It worked and we got peo-ple moving and spending again.

A great client is key to a successful project. Terica Taylor of EDASC, the client representative, helped the project immensely; she was available, trusting

Beamer • 22

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NEEDTO

KNOWBy Larry Coffman

• Lou Guzzo, 94: I remember Lou Guzzo as the archetypal managing editor of the Seattle P-I in the late ’60s when I was still working for The Seattle Times, where he had earlier worked for nearly 20 years as a drama critic and arts & entertainment editor.

As I learned from The Times’ obit, which reported his death on June 29, Lou grew up in the Little Italy section of Cleveland and had two talents—writing and the violin.

He served at Fort Lawton in Seattle dur-ing World War II, where he was assigned to handle PR for the Fort’s commanding gen-

• Biz Buzz: Milt Vine has sold Seattle bindery to Tom Alvis, below, who began working there in 1990, interrupted only by a stint with Safeco from 2000 to 2004.

Seattle Bindery has been in business more than 50 years and currently has 18 em-ployees, according to Alvis. “When Milt told me he wanted to retire from the firm and was hoping I’d be interested in buying the business. I jumped at the chance... and we’ve completed a very positive transac-tion...” Alvis said.

All Access Printing in Kent has merged with G O S. Printing Corp. in Auburn, according to AAP owner Bruce Martin. He said, “G O S has been in business for 35 years and has a sterling reputation for service and quality.” Glenn Martin, Kar-

eral. After the war, he returned to Cleveland to work for The Plain Dealer but soon returned to Seattle to begin working at The Times.

He became a KIRO-TV commentator in the late ’80s and early ’90s and after his retirement there he maintained a daily commentary website.

In the obit, his daughter, Judy Knight, remembers answering phone call at home from angry readers. When she asked her dad “Why do you have to write those things?” He replied: ‘I want to make people think.’ And that’s pretty much what he did.”

She was correct.

en Hall and John Plummer will be join-ing GOS, Bruce added...

• Lose/Win: KING-TV’s loss is Al Jazeera’s gain (see story on Page 1). For my money, Allen Schauffler was the best on-air personality on local television. He brought a combination of intelligence and versatility to go along with his tele-genic appearance. And whether anchor-ing the news, hosting a panel discussion or interviewing a local athlete at the Summer or Winter Olympics, you could always count on Schauffler for an in-teresting and profes-sional performance. I’m sure there are many others, like me,

Ace editorial cartoonist David Hors-ey, now with the L.A. Times, and Patti Payne, a Puget Sound Business Journal columnist, are the “roastees” at the 15th annual Washington News Council Gridiron West Dinner on Friday, Nov. 8 at the Westin Seattle. See www.wanews-council.org for tickets.

who will miss him on KING...Herald Hire: Pilar “Pill” Linares has

been named advertising director for the Daily Herald in Everett by new publish-er Josh O’Connor. She was advertising manager for the Beaumont Enterprise in Beaumont, TX and has two decades of newspaper ad-sales experience. Be-fore going to Beaumont, she was direc-tor of marketing and advertising for the Newspaper Assn. of America for six years and worked at the Houston Chronicle for 13 years.

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Five ‘Whys’ For Improved Social B2BFacebook Story Bumping. Twittter Vine.

LinkedIn Influencer Posts. Weeks rarely pass without these social media giants, not to mention other emerg-ing social platforms such as Google + and Instagram, announc-ing changes to their algorithms or adding features that can up-end how companies are currently conducting their online content marketing.

The rapidity of advancements and the resulting buzz in both the general and busi-ness media can make it easy for individu-als and marketing teams to feel pressured into spending countless hours tracking the “what,” “how,” and “where” of social media possibilities and then racing to change their websites and social media platforms to stay ahead of competitors.

But in my 15 years of working with com-panies, agencies and individuals as both a creative consultant and a teacher, I’ve no-ticed time and again that it’s really some fundamental “whys” that are key to creat-

By Derek ScheipsSocial Media

ing successful online content about or for a company or brand. And when it comes to reining in the dizzying possibilities available to B2B objectives, here are five key “whys” that I suggest marketers ask themselves.

1. Why Put Content On Social Media At All? This may sound radical, com-ing from a social media consultant. But, depending on the purpose of a business or what they’re trying to achieve with a certain communications, the constantly updateable and shareable nature of these platforms may be the wrong context for the most important messages coming from the organization. Traditional media has been working for a long time. So, are you really sure that a bro-chure, print ad or TV spot wouldn’t actually capture attention and drive results better?

2. Why Establish New Platforms When Existing Ones Are Neglected Or Incomplete? Ever since social media came

never posted a photo or provided an offer for the audiences on these sites.

3. Why Enable Administrators With-out A Clear Editorial Plan? Each social platform established can become many things, but essentially each is a new cus-tomer communication or service portal. And simply to keep up and respond and fill in material so the posts seem current can drive many companies to empower multiple people to become content managers. But in today’s increasingly mobile workplace, so many of these people never come up with or stick to a plan about how to handle the pipeline of new text and graphics about an-nouncements, and thus the multiple Face-book, Twitter and YouTube postings of the same material.

4. Why Keep Producing Certain Formats Unless Measurement Indicates Success? I’m always amazed by the fact that many

tions about the popular, unpopular or even neglected yet quality content that has been published can provide big insights about changing formats and the timing and pro-duction the next time around.

5. Why Not Ask Your Audience(s) What They Want Instead? Frequently, an organization is simply generating content based on executive preference. While this kind of vision can be compelling, if it gives a stamp to the whole point of the company, it runs the risk of self-centeredness and repeti-tion that may drive audiences away. That’s why not only surveys, but email marketing and posts on all of the major social sites should regularly include questions pointed at the key audiences, to unearth preferences for actual content and their modes of deliv-ery, for the greater likelihood of appealing content in the future.

Mae West once said, “They used to call me Snow White, but I drifted.” B2B compa-nies and their agencies would be wise to be vigilant about inappropriate or controversial posts from within or without an organiza-tions. Such posts can speed to scandal in re-cord time via user-generated posts/forwards and media coverage.

Far more common is the gradual, silent,

along, many companies seem to forget that the plain old corporate website still needs fresh content and maintenance far beyond those endless Facebook, Twitter and You-Tube plug-ins on every (frequently outdated and unproofed) page. And it doesn’t exactly inspire confidence if your company never finished populating all the tabs on its Linke-dIn, or joined Instagram or Foursquare but

companies spend so much money and staff time producing online content, but then don’t take the time to figure out which kinds of material are the most popular in terms of page views, or in driving leads or even sales. Particularly in this age of big data, there are countless affordable measuring and moni-toring tools and services that can tell them this and much more. Asking the right ques- Scheips • 22

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Lawson On Social MediaMy Friends Don’t Use Facebook!By Steve Lawson

“I’m 13 and None of My Friends Use Facebook.” That’s the headline of an op-ed piece in Mashable, contributed by 13-year-old Ruby Karp, who hails from New York. In her Aug. 11, 2013 post (http://mashable.com/2013/11/teens-facebook/), Ruby goes on to ex-plain:

“Part of the reason Facebook is los-ing my generation’s attention is the fact that there are other networks now. When I was 10, I wasn’t old enough to have a Facebook. But a magical thing called Instagram had just come out...

and our parents had no idea there was an age limit. Rapidly, all my friends got Insta-grams.

“Now, when we’re old enough to get on Facebook, we don’t want it. By the time we could have Face-books, we already were obsessed with Instagram. Facebook was just this thing all our parents seemed to have.”

Wow, that hurts! It takes me back to my childhood, when one of the cable

channels just showed the time and weather. The cable company had a display window on 34th, just north of Union Street in Seattle. In that window was a clock and thermometer and a mo-torized camera simply panned between the two. Now that was “must-see” TV!

Facebook continues to grow. But at what price? Are marketing stragglers jumping into the now-safe Facebook waters, just as Facebook is losing its lus-ter? Is Facebook losing its luster?

Maybe. What was great about Face-book was that you could follow every-one you had “friended” (If you don’t know what that means, you can stop reading now), and brands could interact with those who “liked” the brand. It was an awesome way to grow a brand following and for Facebook to grow their user base.

But a funny thing happened after Facebook’s disastrous IPO. They need-ed to make money. And they began to redesign their site and the algorithms that feed data to each individual account. That means you no longer see all of your friends’ posts on Facebook. And posts from brands are seen by only a fraction of those who follow them.

As a brand, you can guarantee that you’ll end up on the timelines of those who like you, only after pulling out your credit card. The fees are nominal, based on how many “likes” you have. But, at least on Facebook, social media is no longer FREE (or as I like to say, “free as a puppy”.), and spending money on getting your post seen makes it an ad, and we know how much people trust ads. It seems we just can’t win.

Ruby went on to write, “When I was younger, my mom had a Facebook. I would always go on it. I would take quizzes, play games, etc. As the years went on, I always wanted a Facebook I could call my own. But once I got it, everything started changing. There’s too much going on. The change from the old

Facebook to the Timeline was very all of a sudden. Look at something like Twit-ter, where it’s four buttons—people like the ‘simple’ design better.”

Is Ruby a 13-year-old, or is she like Ramtha, only this time channeling the late, great Steve Jobs? Simplicity is something he pushed for in everything Apple did. Facebook has totally lost that, and I humbly agree with Ruby, and I must add, Apple products have lost some of their simplicity as well.

Yet Ruby saved her best analysis for last, stating, “It (Facebook) also be-came a huge marketing mouthpiece. Facebook takes your interests based on what you’ve “liked” and put ads on your feed. No offense, but when I’m looking through my News Feed I don’t really care about Pantene’s new product.”

And her most scathing indictment? “In the end, Facebook has been trying too hard. Teens hate it when people try too hard; it pushes them away. It’s like if my mom told me not to do something—I immediately need to do it. When she forces something on me, I really don’t want to do it.”

What’s the future of social media? That remains to be seen. But I suggest that every marketer who uses the many social media channels in their mix really listen to Ruby.

Are you trying too hard? Are you pushing your audience away? Bombard-ing them with sales messages? Further-ing your own agenda rather than engag-ing your followers?

Remember, it’s all about them, not about you.

•Steve Lawson is the president of

Friendly Voice, which helps companies large and small engage customers through social and traditional media. He can be reached at friendlyvoice.com or 425-649-9114.

TRANSFORM YOUR BRAND.We are passionate about changing the public’s perception through originality & innovation. We bring stories to life through visual ideas and have fun during the process. It is our mission to deliver creative solutions that drive results. Mission possible!

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Seattle Sounders FC

Communications Department/Gameday Duty

Jeff GarzaDirector of Communications/Press Box

Mike FerrisCommunications Department Assistant/Press Box

Matt WinterCommunications Department Intern/Press Box

Courtesy Internet Wireless

Broadcast ID - "Stadium"

Username - stadium (Case Sensitive)

Password - 12thMan (Case Sensitive)

Transportation

Airlines:Alaska

800-252-7522

American 800-433-7300

Continental 800-523-3273

Delta 800-221-1212

Southwest 800-435-9792

United 800-241-6522

US Airways 800-428-4322

Limo Service:

Carey Limousine 206-762-3517

Taxi:Farwest

206-622-1717

Yellow Cab 206-622-6500

Other:Shuttle Express 800-487-7433

Express Car 800-324-XCAR

Downtown Seattle Hotels

Hyatt at Olive 8 206-695-1234

1635 8th Avenue

Westin Seattle 206-728-1000

1900 5th Ave

Silver Cloud Inns & Hotel 206-204-9800

1046 1st Avenue S

Pan Pacific Hotel 206-264-8111

2125 Terry Avenue

Alexis Hotel 206-624-4844

1007 First Avenue At Madison

Elliott Grand Hyatt 206-774-1234

721 Pine Street

Fairmont Olympic Hotel 206-621-1700

411 University

Marriott Seattle Waterfront 206-443-5000

2100 Alaskan Way

Red Lion Hotel Seattle Airport 206-246-5535

188th & International Boulevard

Sheraton Seattle Hotel & Towers 206-621-9000

1400 6th Avenue

Restaurants

Metropolitan Grill (Steak)

820 2nd Avenue

206-624-3287

Elliott's Oyster House

1201 Alaskan Way, Pier 56

206-623-4340

Jimmy's on First

1046 1st Avenue S.

206-204-9700

Pyramid Alehouse

1201 1st Avenue S.

206-682-3377

Umi Sake House

2230 1st Avenue

206-374-8717

Chandler's (Seafood)

901 Fairview Avenue N.

206-223-CRAB

Dukes (Seafood)

901 Fairview Avenue N.

206-382-9963

II Terrazzo Carmine

411 1st Avenue S

206-467-7797

Ruth's Chris (Steak)

8th & Pine

206-624-8524

13 Coins (Latenight Variety)

1000 Denny Way

206-682-2513

Capital Grille

1301 4th Avenue

206-382-0900

Get a jump on your fall marketing during our

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Broadcast WorldShareholders OK Fisher SaleIn early August, Fisher Broadcast-

ing Company share-holders approved the merger agreement with Sinclair Broad-cast Group, under which Sinclair will acquire Fisher.

More than 90% of the votes represented

and cast at the special meeting, or about 77% of the total outstanding shares of common stock eligible to vote, were in favor of the merger agreement.

This came despite rumors circulat-ing on the web that Fisher shareholders would hold out for higher stock value.

Q13 FOX (KCPQ-TV) has promot-ed assistant news director Erica Hill to news director, succeeding Jon Brady, who was named to the new position

By Linda McCune

of director of content and news program-ming, responsible for the overall supervi-sion of the daily editorial content and long-form news and sports programming.

Brady will work in coordination with Hill, who will be responsible for the overall supervision and direction of the news department in Seattle as well as sister station KRCW-TV in Portland.

In addition to nearly 10 hours of daily news, KCPQ also produces hundreds of hours of programs such as Washington’s

Most Wanted and Seahawks Saturday Night.

Brady was Western Region bureau chief for the FOX News Channel prior to joining Q13 FOX in August of 2010. Hill has been a broadcast journalist for 15 years in Chicago and Seattle and has been at Q13 FOX more than six years.

Speaking of Q13, industry sources say Fox is actively looking at stations in the Seattle market, besides the Tribune-owned station. There’s speculation that Fox has it’s eye on Cox Enterprises-owned KIRO-TV, a CBS affiliate. But sources cautioned that Fox is “turning over lots of rocks” right now and hasn’t zeroed in on a specific acquisi-tion target, according to Rachel Abrams of Variety Media.

Seattle-Tacoma is the nation’s 12th larg-est TV market. The Seattle Seahawks are seen as an NFL franchise on the rise, which is only fueling Fox’s interest in the market.

The chatter about Fox moving into Se-attle has to be a cause for concern, as Fox’s affiliation deals typically give the network flexibility to yank the affiliation if the par-ent company acquires a station in the mar-ket. On the other hand, Tribune is about to become the largest outside owner of Fox affiliates in the nation, with 14 outlets.

Classic Rock KZOK-FM 102.5 moved into first place in the July 2013 Arbitron Seattle-Tacoma PPM with 6.5 share. CHR KQMV-FM 92.5 slid to sec-ond with a 5.7 and Active Rock KISW-FT 99.9 moved upto to third at 5.4. Country KKWF-FM 100.7 dropped to fourth place with 4.7 share after flirting with second and and third in May and June.

•Read the continuation of Linda Mc-

Cune’s Broadcast World column at www.marketingnw.com.

Hill Brady

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Seattle Sounders FC

Communications Department/Gameday Duty

Jeff GarzaDirector of Communications/Press Box

Mike FerrisCommunications Department Assistant/Press Box

Matt WinterCommunications Department Intern/Press Box

Courtesy Internet Wireless

Broadcast ID - "Stadium"

Username - stadium (Case Sensitive)

Password - 12thMan (Case Sensitive)

Transportation

Airlines:Alaska

800-252-7522

American 800-433-7300

Continental 800-523-3273

Delta 800-221-1212

Southwest 800-435-9792

United 800-241-6522

US Airways 800-428-4322

Limo Service:

Carey Limousine 206-762-3517

Taxi:Farwest

206-622-1717

Yellow Cab 206-622-6500

Other:Shuttle Express 800-487-7433

Express Car 800-324-XCAR

Downtown Seattle Hotels

Hyatt at Olive 8 206-695-1234

1635 8th Avenue

Westin Seattle 206-728-1000

1900 5th Ave

Silver Cloud Inns & Hotel 206-204-9800

1046 1st Avenue S

Pan Pacific Hotel 206-264-8111

2125 Terry Avenue

Alexis Hotel 206-624-4844

1007 First Avenue At Madison

Elliott Grand Hyatt 206-774-1234

721 Pine Street

Fairmont Olympic Hotel 206-621-1700

411 University

Marriott Seattle Waterfront 206-443-5000

2100 Alaskan Way

Red Lion Hotel Seattle Airport 206-246-5535

188th & International Boulevard

Sheraton Seattle Hotel & Towers 206-621-9000

1400 6th Avenue

Restaurants

Metropolitan Grill (Steak)

820 2nd Avenue

206-624-3287

Elliott's Oyster House

1201 Alaskan Way, Pier 56

206-623-4340

Jimmy's on First

1046 1st Avenue S.

206-204-9700

Pyramid Alehouse

1201 1st Avenue S.

206-682-3377

Umi Sake House

2230 1st Avenue

206-374-8717

Chandler's (Seafood)

901 Fairview Avenue N.

206-223-CRAB

Dukes (Seafood)

901 Fairview Avenue N.

206-382-9963

II Terrazzo Carmine

411 1st Avenue S

206-467-7797

Ruth's Chris (Steak)

8th & Pine

206-624-8524

13 Coins (Latenight Variety)

1000 Denny Way

206-682-2513

Capital Grille

1301 4th Avenue

206-382-0900

Get a jump on your fall marketing during our

nikkomedia.com

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7 Tips On How To Maximize ReachMarketers will spend in the neighborhood

of $14 billion on banner advertising in 2013. Yet, while online display-ad budgets con-tinue to grow, they’re still just a fraction of the total ad spend for most advertisers.

Those limited bud-gets create a problem for planners who need to maximize their reach on targeted dis-play-ad campaigns. So how do you ensure that you’re getting the sites you want and getting the reach you need? Do you need to buy the biggest sites to get the reach?

For years, larger websites have been tout-ing their Comscore audience size rankings while smaller sites struggle to gain audience so they can garner the attention of advertis-ers. These days, with all the options available to planners, does it make sense to focus on the audience size of a specific website?

A large publisher might claim that you can’t reach your desired audience without advertising on their website because they’re the leading website according to some audi-ence ranker. If you’re a media buyer, you’ve certainly heard this argument before. But

Online Campaigns who said you had to limit your buy to one website anyway?

Is your budget so big that you can’t buy two or three smaller websites with similar, or even more precise, audiences? Each of us visits dozens—even hundreds—of sites every month. Few sites can claim to have a lock on a specific audience, unless the target user is very narrowly defined. Several B2B audience targets come to mind.

In most cases, buying several sites that serve your target audience may well offer a better solution than buying the dominant site. The aggregation of those smaller sites often can deliver a more effective plan than relying on one or two of the dominant sites.

It’s true that the well-trafficked sites are of-ten the most appealing sites for the advertiser for reasons other than reach and they may be the right sites to distribute your message. But if your reason for buying them is exclusively for reach, consider the alternatives. There may be far better solutions on those smaller properties—especially if you’re working with smaller budgets.

Several factors come into play when try-ing to build a plan for reach. Each should be considered when determining which sites you want to include in your display-ad cam-paign:

1. Share of Voice (SOV): This is the percentage of inventory you’re buying on a

By Michael Koontz

particular placement. The higher the SOV, the higher the frequency. Since frequency and reach are inversely related, your SOV should remain low if reach is your goal. In other words, don’t overbuy a specific site if you don’t want high frequencies.

2. Impression Cost (CPM): CPM greatly impacts reach—even more than the site’s traffic. All other things being equal, if two sites have the same audience size, the one with the lower CPM will deliver more audience because your budget simply will buy more ad impressions and reach more people.

3. Number of Sites: Buying several sites may yield more reach than buying one large site. The combined reach of the smaller sites often exceeds the reach of the big site. While it makes sense to limit your workload, some of the smaller sites may outperform the bigger sites. Also remember that demand is greater for the larger sites, so rates can be higher.

4. Site/Placement Frequency (Repeat Visits): A placement that generates high re-peat visits (like the weather section of a local news website) will deliver frequency at the expense of reach, unless capped.

5. Audience (Reach) of Site: The size of the site affects your Share of Voice (SOV) at a specified budget. For example, if you spend $5K on a site with 500,000 local users, versus a site with only 10,000 local

users, your ad will appear much more fre-quently on the smaller site.

6. Targeting: Targeting can have a great impact on frequency. If you’re targeting a specific audience within the site or a “sec-tion” of the site, it’s important to understand that reach will be limited.

7. Frequency: This is the number of times an individual has been exposed to your advertisement during a specified time period. When planning a “reach” campaign, remember that frequency isn’t a bad thing. Allow for some frequency. Don’t set the fre-quency caps too low or you’ll reach a huge audience that completely lost your message. In fact, once the campaign is running, you can determine the frequency at which your message is resonating with your audience and adjust your buy accordingly.

So, the next time you’re thinking about buying the “dominant” site, recognize that reach isn’t determined by the site’s audience size, but by a number of other factors tied to that site and your buy specifically—most notably SOV and CPM.

•Michael Koontz is and partner and execu-

tive VP for operations and media strategy at LION Digital Media. You can reach him at michaelk@liondigitalmedia.com.

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The Biggest Risk Is Not Changing!Entrepreneurs, by definition, are risk

takers. They break new ground, make un-expected decisions and deviate from the perceived norm. For entrepreneurs, “risk” can mean many things: opportunity, venture, shot in the dark, jeop-ardy or even danger.

But there’s a differ-ence between taking risks and engaging in risky behavior. The former can lead to big rewards, and the latter to nasty surprises.

Entrepreneurs need to cultivate com-munication and teamwork, research as thoroughly as possible and use data and technology to their fullest potential.

As head of the Metia Group, I focus on risks that are most likely to benefit our agency. For example, one way we ensure we’re taking smart risks as we grow our digital marketing business is to hire and develop the most talented people by not just looking at what they’ve done but what their potential is that they haven’t yet explored.

It’s easy to get caught up in narrower perspectives of the world we work in. I encourage team members to look outside our industry for inspiration. We look for talented people whose experience will add

By Andrew MartinEntrepreneurialism value to our team and our clients, regard-

less of their background.When you’re hiring—especially at a

senior level—there’s an element of risk in selecting the candidate whose personality, ethics and “fit” are right for your company, beyond their qualifications and experience. Mistakes will occasionally happen, but at least we are confident of doing everything possible to mitigate risks.Using Information and Instinct to Calculate Risk

Our customers are always looking for the next big thing. They look to our team for insights and recommendations regard-ing whether they should commit to a new buzzworthy technology or platform.

The only way to hedge bets on new technology is to be absolutely systematic about the selection process, weigh the pros and cons and test-drive the products to see which best fits your criteria. Guesswork makes for risky behavior, whereas knowl-edge allows you to take a calculated risk.

Sometimes you have to be more in-stinctive and less systematic about tak-ing risks in order to evolve and test your limits. Back in 2009, I decided to move my entire family from the U.K. to the U.S. It wasn’t a totally uncalculated de-cision, but there are many aspects about living here that we couldn’t even guess about before we came. We were deter-mined to make the move work out. As it

turned out, the risk paid off. Why?The Greek philosopher Heraclitus said,

“Change is the only constant” and it’s one of my most important mantras. I find that it’s only by embracing change, pushing myself to uncomfortable limits and trying new things that I’m able to grow.

Failure is always a possibility, but if you don’t try, you’ll never know what you’re capable of. And, once you embark on a course of action, you can use data to help steer your course: ongoing analysis of data will provide life-saving signals to help you see what’s not working and where to make adjustments.The Balancing Act

Pursuing out-of-the-box growth while staying within acceptable levels of risk is one of my most difficult balancing acts. You need to set boundaries appropriate to the situation, and work with team members to better understand how to challenge the organization.

It’s also vital to be flexible. Don’t stick with the plan just because it’s the plan: watch performance and measure it against acceptable risk levels so that you can move on if the plan gets derailed. And don’t be afraid to act quickly when the situation demands it.

For example, think of Oreo during the Super Bowl blackout when they posted the now-famous, “You can still dunk in the dark” tweet. Brilliant. The tweet caught

fire and was retweeted tens of thousands of times. If they had gone according to plan and didn’t take a risk by acting quickly, they wouldn’t have created one of the most buzzsworthy ads of the Super Bowl.

My father has had a big impact on shaping my approach to life and my comfort level with risk. As a farmer, he was constantly making best-guess decisions that would be affected to hard-to-predict variables, like the weather, the outcome of which he wouldn’t know for months or even years. I don’t know anyone who negotiated this balancing act better.

In the business of marketing, the biggest risk is not changing! Consumers, technologies and industries evolve. What was fresh last year is now stale. The challenge is to stay creative while delivering results, which means that smart new ideas can be worth more than gold.

Yes, there’s always an element of risk in putting new ideas out there, but with the right people, sound processes and a philosophical approach, the rewards are likely to outnumber those nasty surprises.

•Andrew Martin runs the North American

division of Metia, a digital marketing agency. He has delivered digital solutions for clients such as Microsoft, AT&T, AmazonFresh, Tesco, Next and Sports World.

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PPI

ButtonsContinued from Page 1Continued from Page 1

Fair

Continued from Page 1

SchaufflerContinued from Page 1

the annual Vendor Fair begins at 6pm, fol-lowed by dinner, the Hickey Picker presen-tation and an address by Printing Industries of America board chair Tim Burton.

The keynote will be presentation by the comedic duo of Larry and Meagan John-son sharing the fun and sometimes frustrat-ing fact about generational challenges with customers and employees.

There will be seven separate sessions on Saturday dealing with important indus-try issues, climaxing in the PrintROCKS! Awards dinner. Sunday is for networking and travel.

To register and for more details, visit www.printlandia.org.

with the Arabic name and logo. Schauf-fler said, “It’s going to be interesting. We’re not running from the name.”

Al Jazeera America’s SVP/Newsgath-ering, Marcy McGinnis, said: It’s critical that [we] have bureaus strategically placed throughout the U.S. so that we can cover the news from wherever it happens.

Schauffler said the pending sale of Belo to Gannett News affected his deci-sion to leave KING. “There’s no doubt there will be some changes. After 21 years, I’m ready for something new. For one thing, Al Jazeera has about half the commercial breaks in an hour than our commercial TV. And I expect to be able to do longer news stories,” he said.

Al Jazeera is a satellite television news channel that broadcasts in both English and Arabic. Al Jazeera English is available free-to-air through satellite and cable around the world. It’s channel 107 on Comcast, 358 on DirecTV and 215 on DISH.

The station gained worldwide atten-tion following the outbreak of war in Afghanistan when it was the only chan-nel to cover the war live. In the 2000s, the network was praised for circum-venting censorship and contributing to the free exchange of information in the Arab world.

attendance has declined, as Pierce County accounted for 50% of total attendance in 2011, a shift related to distance and traffic, according to a study by GMA Research.

Clearly, current advertising and promo-tional strategies alone were not going to drive growth and would, in fact, lower prof-itability as it became necessary to spend more heavily on advertising and discounts to achieve about the same attendance.

The StrategyThe ideal is that the Fair, over the next

five years, will become a celebration of life in Washington—the place for Washingto-nians to gather and celebrate.

Thus, the primary reasons to attend the Fair each year will fundamentally change from exclusively self-gratification/enter-tainment to also wanting to share in the celebration of the richness of Washington State:

• Take pride it its history, industries, envi-ronment and people.

• Celebrate life—personal joy, exuber-ance and wholesome fun.

• Embrace the unexpected and new ways of seeing things.

What Change EntailsIn 2013, the Fair will be repositioned

through PR, social media and infrastruc-ture changes—across as many key brand

Jones Advertising is again handling the adver-tising campaign for the Fair. This is a frame from one of the TV spots. Other elements include radio, transit, online banner and print advertising

Fair • 22

Paperbuttons was developed by the startup Buttonjar Co. co-owned by associate publish-er Melissa Coffman and Russ Stromberg, and is pioneering offline-to-online engagement.

A leading NW insurance firm has convert-ed a four-year offline photo booth experience at local sporting events into and online inter-active campaign with printed paperbuttons.

In two pilot projects, wine events set out wine bottles with Paperbuttons that allowed attendees to vote for their favorite wine with one press, using the Paperbuttons app, while the vintner sent them wine notes and a pur-chase page from them to view later.

Stromberg, a veteran of the digital mar-keting realm, said that Paperbuttons works differently than QR code readers in order to allow marketers to deliver a brand experi-ence to online users.

“Similar to pasting a URL into a Face-book post on your News Feed, Paperbuttons parses the campaign website for meta tags—optimally Open Graph (OG) tags. The QR code for this article has been optimized with OG tags. And it’s associated with an Open Graph object, so that the social engagement can be measured,” he explained.

“Paperbuttons has turned the nearly ubiqui-tous smartphone into a mouse that can click on the world,” Stromberg added. “It’s up to offline marketers to print a call to action that makes that click a frictionless conversion.”

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BezosContinued from Page 1

MergerContinued from Page 1local agency and media principals for their comments on the merger. Here’s a sample:

Bob Moore, chief creative officer emeri-tus of Publicis USA and now a creative and marketing consultant, called the merger “a brilliant move for Maurice [Levy]. Without an obvious succession plan within the Pub-licis Groupe, he’s found a way to go out on top of the industry. What started 90 years ago as a small creative shop in Paris is now the biggest holding company the world has ever seen. Is that a win? Oui!”

Jim Copacino, principal of Copacino+ Fujikado said, “While Levy and Wren were carving up the world, we were busy telling great stories, inventing new stuff and doing good work for a dozen smart, appre-ciative clients. I’m dumb enough to think that we are the lucky ones.”

Bill Fritsch, new CEO at Digital Kitch-en, struck a similar chord. “This merger is good for two reasons,” Bill said. “First, it will shake loose a ton of clients for the new generation of nimble, privately held agen-cies. And secondly, both agencies will be consumer in a culture war that will take their eyes off the ball...smart work for clients. This will spur a second wave of client defections. Thanks Omnicom! Cheers Publicis!”

Dave Remer of remerinc called the move “nothing more than the advertising oligopo-ly applying more pressure on Google. Like a dark star, this planet’s de facto search brand is swallowing ad dollars at a pace that threat-ens traditional campaign budgets. These guys want their leverage back. This kind of scale will attract the worst kind of clients.”

Mike Doherty, president of Cole & We-ber United, said, “as part of a multi-national holding company, I’ll take a contrarian view. These are smart people. The didn’t get where they were by making short-sighted decisions. They get that today, business is either local or global. The middle is shrinking. And the role of the holding company is changing. Now, global clients often work directly with a hold-ing company to identify the best resources to align with. This adds options to their bench...”

Alan Brown of DNA took a similar tack. “I think the merger is huge news—and a big deal for our industry. The business has been chang-ing dramatically... digital agencies are becom-ing AOR’s and we’re competing with Google at the same time we’re buying from them. The way I see it, the merger is about being able to compete with big data and analytics...”

Copacino+Fujikado posted this “congratulatory” billboard in downtown Seattle

Gary Meyers, principal of Hodgson Meyers, said, “I believe our own destiny is influenced significantly more by our ability to quickly adopt new technolo-gies, push strong creative through those technologies and continue to win good, smart, appreciative clients.”

Tracy Wong, principal of WDCW, summed up the merger in a very few words: “Two fat, bloated rich guys fart in a forest. Does it make a sound to anyone else?”

everyone’s faith in the value and future of newspapers. Those of us who have made newspapers our career know that many newspapers are quite alive and well. But it’s certainly an extra shot of adrenalin when a non-newspaper person agrees.”

John Hamer president and founding executive director of the Washington News Council, called it a “positive step” and urged Bezos to reestablish the Ombuds-man position at The Post, which was es-sentially eliminated earlier this year.

Mike Flynn, former Puget Sound Busi-ness Journal publisher who now writes the popular Flynn’s Harp blog, said, “I might have been concerned by Bezos’ purchase of the Post and John Henry’s equally sur-prising... purchase of the Boston Globe, ex-cept for what happened in Orange County with the purchase a year ago of The Regis-ter by Aaron Kushner and Eric Spitz. In the year since these two financial-background guys from Boston, who had never been in the media, bought The Register, the staff has doubled and the print newspaper is filled with news, and increasingly with ads.” Flynn also noted that Kushner in-stituted a $1 a day charge for web visits.

Penny Peabody, my long-time colleague in community newspapers and at Metro, said, “Based on his amazing accomplishments with Amazon. I think Jeff Bezos will do a fine job as owner of The Post. We’re fortunate that someone with his resources, experience and talent has chosen to acquire The Post. And I’m looking forward to seeing where he will take it in the next few years and how that will impact American journalism.”

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Change: Case Study

The business climate over the past sever-al years has been tough on everyone. With-in our industry, there have been many con-solidations, with sev-eral regional competi-tors being acquired by national firms. In order to remain com-petitive, Kaye-Smith, like many companies, needed to change the way it markets itself to businesses in the Northwest region.

Consider this article a case study in how one 25-year-old company dealt with the challenges of the new marketplace, using marketing automation.

Much of our core product—financial-statement processing and other compli-ance communications—is complex and data-intensive, involving lengthy sales cycles—sometimes as long as three years or more. We needed a way to nurture leads over extended periods of time to ensure that we’re top-of-mind when companies are ready to consider outsourced solutions.

We decided to invest in marketing au-tomation and implement a customer re-lationship management (CRM) solution. Our initial solution proved to be overly complex. After reviewing a number of options, we identified a solution that was a better fit and integrated seamlessly with our CRM system.

The solution we chose provided an in-tuitive way to publish landing pages and enter responders into an email campaign, track where they visit on our website and provide those insights to our sales team through our CRM.

Our regional focus limits the number of companies we target in our marketing efforts, and the volume of web search ac-tivity on keywords for our core services is relatively low. This meant we had to con-tinue with our traditional marketing efforts, such as trade shows, direct mail, email and some print advertising, while adding nurture programs and triggered email pro-gram through marketing automation.

Without an opt-in mail list, our initial campaigns relied heavily on direct mail to bring responders online to accept our offers (typically a white paper or other in-formation), which were fulfilled via email. From there, each responder is entered into an email nurture program. Sales receives an alert when a prospect has taken an ac-tion that identifies them as a qualified lead.

This new approach has been success-ful and helped our sales team close busi-ness. A new credit union client is a great example.

Last September, we made a presentation to the Northwest Credit Union Associa-tion. The topic was “transpromo” market-ing—using statements and other mandated

By Mike Majestic

Marketing Automationcommunications to deliver personalized, relevant marketing messages. The credit union CEO was in attendance.

In February, we launched a mail pro-gram focusing on the same topic, offering a white paper about transpromo marketing. It was downloaded by contacts at the credit union, which entered them into an email stream with additional information about transpromo marketing and statement-pro-cessing services.

Because of our new marketing automa-tion tracking capabilities, we could now follow their behavior on our website—with full details of the pages they were vis-iting as they performed their due diligence: learning more about our company.

This Summer, the credit union became a new client. A trade show presentation, targeted direct mail, email nurturing, web content and sales follow-up all contributed to closing the sale.

If you’re considering adding marketing automation to your toolkit, here are a few things to consider.

Pick the one that makes sense for you.This may seem obvious, but as you sit through demonstrations, you’ll see lots of features that you’ll be certain you must have. Before you begin researching solu-tion providers, write down what you expect to accomplish and what capabilities you must have. Then measure how each pro-vider stacks up against your “must haves.” And understand how the new elements will integrate with other digital and traditional marketing channels you use.

Have a plan. Identify three or four cam-paigns you want to automate before your engage. Consider new customer welcome programs, a trigger campaign from a key page on your website or integrating with a current traditional campaign.

Start simple. Be realistic about what you can accomplish quickly. Plan to try simple, straight-forward programs first. Marketing automation is a tool—not a strategy. Allow your team time to learn how it works.

Don’t wait to “have it all set up.”There’s a certain amount of set up needed

to make marketing automation function. Once that’s accomplished, begin launching a few programs and reviewing the results. Test and learn.

There is no reason to wait until you’ve thought through or activated every feature. After all, as you analyze your results you’ll be adjusting programs on an ongoing basis.

Making marketing automation part of your overall marketing approach can deliv-er results. Barriers to marketing automation implementation for some companies is the cost, the long-term commitment that some providers require and other resources re-quired to implement/manage the solution.

An option is to outsource marketing au-tomation in order to control costs and keep your internal team focused on strategy.

•Mike Majestic is the director of market-

ing for Kaye-Smith. You can reach him at mike.majestic@kayesmith.com.

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7 Lucky Dogs..................................15206...................................................5AAA Printing..................................36A&A Printing..................................36AAF Seattle.......................................4Academy Press................................36Ad Mark............................................5Adpro Litho.....................................36AdServices.....................................36AllegraMarketingPrintMail.....21/36Alliance Media................................43AllOver Media................................43American Marketing Assn................4American Printing & Publishing.......36Apps...............................................34Association Services Inc.................21ATLAS Masthead...........................41Beale Communication Planning......5Bell Harbor Int’l Conf. Center........21Belo (KING/KONG/NWCN)........43Bendix Marketing.............................5Big Bang Electrical...........................5Biking Billboards............................43BizOp...............................................5Blankslate Creative.........................15Blend Creates..................................15Book Publishers Network...............43BrandQuery......................................5Bright Spectrum..............................15Bullseye Creative............................15Business Examiner.........................43Capitol City Press...........................36Casey Communications....................5CBS Outdoor...................................43CBS Radio......................................43CCS Printing...................................37Cenveo...........................................21Chatter Creative..............................15City Arts Magazine.........................44CKA Creative..................................15Clatter & Din.............................32/33Clear Channel Outdoor...................44Clear Channel Radio......................44Cole & Weber United........................6Colehour + Cohen.............................6ColorGraphics.............Back Cover/37Comcast Spotlight......................23/44Consolidated Press..........................37Copacino+Fujikado....................6/34CraftNet Seattle...............................38Craters of the Moon..........................6The Creative Group.........................15CreativeLee......................................6Creature............................................6Curator.............................................6The Daily Herald.............................44Daily Journal of Commerce...........44Datavision......................................37DeLaunay Communications............6DF Hobbs..........................................7Digital Kitchen..................................7DirectConnectGroupWest.............37DNA.................................................7Don McCune Library......................33Doug & Di Creative Partners...........7Draftfcb Seattle.................................7Dubs Inc..........................................33

Eben Design...............................14/16Edelman...........................................7Effective Design Studio..................16Elaimy Golf.......................................7Electric Pen.....................................16Emerald City Graphics....................37Encore Media Group.......................44EXCLAIM..................................7/34The Fearey Group.............................8Ferreira Creative.............................16Fleetfoot Messenger Service..........21Frause...............................................8

Hacker Group....................................8Hammerquist Studio.......................17Heckler Associates............................8Hemlock Printers............................38Hey...................................................9Hodgson/Meyers..............................9HopOne Internet.............................17Hornall Anderson...........................17Horsfall (aka alkisurfshop.com).....17Hunt Marketing Group....................21Hydrogen.........................................9Identity Lab.....................................17

You Can’t Tell The ‘Players’

Friendly Voice..............................8/33GA Creative....................................16Gage Design....................................16GC Direct........................................21Girvin.............................................16GMA Research.................................8Gogerty Marriott...............................8Golden Pacifi c Embossing.............37Graphic Advertising Services.........37Graphic Solutions...........................38Gravity............................................16GreenRubino....................................8

Ilium..........................................9/17 lluminate Research..........................9International Media Partners............9Jones Advertising..............................9K&L Media.....................................44Kaye-Smith..........................20/21/38KD Productions...............................33Ken Shafer Design...........................17KOMO-TV................................42/45Kostov Productions.........................33KRKO Radio...................................45KUNS-TV......................................45

KUOW-FM....................................45Labels West.....................................38Lion Digital Media..........................17Litho Craft.......................................39Lithtex NW......................................39marketingnw.com..........................45MARKETING Awards Winners...23-31Marketry.........................................22McKnight & Company.....................9McNamara Signs.................22/35/39Media Place.....................................10Media Plus+.......Inside Front Cover/10

Merlino Bauer Media......................10Michael Courtney Design...............18Monlux Illustration.........................18NATAS...........................................45New Path Marketing........................10nikkomedia.....................................39Northwest Publishing Center..........39Northwest Trophy & Awards.........22Olympus Press................................39Outsource Marketing......................11Paperbuttons...................................34Paradigm Communications............45

Parks Creative Photography............18Pat Hackett Artist Rep.....................18phinneybischoff..............................18Plume21.........................................18Popich Sign Company....................22PPI..................................................40Printing Control..............................39Print NW.........................................39PrintWest........................................40Producciones Pino..........................11Production Partners.........................33PRR.................................................11 Publicis Seattle............................11Public Relations Society of America....10Puget Bindery..................................40Puget Sound Business Journal.......45Purdie Rogers..................................11Pure Audio......................................33Quesinberry and Associates...........11The Quincy Group..........................40Rainier Industries............................22Ray Vincenzo..................................11remerinc....................................11/34Rich Marketing...............................12RocketDog Communications.........18Rusty George Creative....................18School of Visual Concepts.........19/34Seattle Envelope..............................22Seattle Magazine.............................46The Seattle Times....Inside Back Cover/46Seattle Weekly.................................46Skyline Pacifi c Northwest...........46/47SmithWalker Design.......................19Snohomish Publishing....................40Social Marketing Services..............12SOS Finishing.................................41Sound Binding................................41Sound Publishing.........................1/46Sparky Taft......................................12Spin Creative...................................12Stanton & Everybody...................3/12Star Printing....................................41Stella Color.....................................22Stevenson Advertising....................12Strategic Marketing Alignment......12Strikeplate......................................19Swifty Printing................................41Tabs To Go......................................41The Tacher Company......................12Team Guilliatt.................................19Team Soapbox.................................13Ted Leonhardt.................................19Titan Outdoor..................................46Total Outdoor..................................46Urban Infl uence...............................19Walsh Design..................................19Warren Wilkins...............................19Washington Graphics......................22WA State Assn. of Broadcasters....46WCP Solutions................................41WDCW...........................................13Weber Marketing Group.................13Wexley School for Girls..................13Williams•Helde..............................13WorkerBees....................................13WOW Promotion.com....................13Wunderman....................................13

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MORE NEWSMAKERSContinued from Page 3

Projects & Plaudits

Two Ad Age HonoreesThe Omnicom-Publicis merger is the

big news in the advertising world, but it’s significant that not one—but two—in-dependent Seattle-based agencies were recently honored by Ad Age.

WDCW (formerly WongDoody) and Copacino+Fujikado were named Small Agency of the Year (76-150 employees) and Small Agency of the Year: Northwest Region, respectively (see photo on Page 1).

Judges noted the “fierce competition” among those submitting entries and noted that in addition to creative, other criteria, including business practices, culture and annual revenues were considered.

Tracy Wong of WDCW said, “This is a very special award because it recognizes an agency’s client roster, body of creative

work and even agency culture. This is not about a onephit wonder creative campaign. It’s truly an ‘agency’ award. We were told that our category (76-150) possessed the deepest and stiffest competition across the country. We are grateful for this!”

Mike Hayward, Copacino+Fujikado creative director, said: “Thanks to our cli-ents, we’re continually challenged and inspired to create work that motivates our internal team as well as the audiences we’re trying to reach. This recognition...is a testa-ment to the hard work and creative energy that truly embodies the C+F spirit.” The awards were presented at Advertising Age’s annual Small Agency Conference held in late July in Portland. (See photos on Page 1.)

has hired John Wolf as a senior IT man-ager and Ryan Robinson as a senior digital producer.

Metia Group, an international digital marketing agency with offices in Seattle, has been selected to perform a thorough site evaluation and develop a long-term web-governance and content strategy for the Seattle Children’s Hospital website. Metia also developed a new website analytics app for the Windows 8 platform and has been named by Microsoft as its top Global supplier for delivering Excellence in Brand Value in the Microsoft Preferred Supplier Program (also see article on Page 15).... Copacino+Fujikado used Vine, in behalf of client Visit Seattle, to feature the city’s offerings in food, wine and culture, all summed up in six-second snippets that capture the city’s highlights in a way that leaves you wanting more. C+F creative director Mike Hayward engaged professional photographer Lucas Svaren for the shoot. Check out his work at http://www.2daysinseattle.com/vine... Phinney Bischoff staffers walked in the 39th Annual Seattle Pride Parade on June 30 in support of BECU, one of the largest sponsors of Seattle Pride and a Phinney Bischoff partner

Wolf Robinson

since 1995... Hemlock Printers won three Best of Category awards—more than any other Canadian-based printer—in the 2013 Premier Printing Awards sponsored by the Printing Industries of America. Hemlock won PIA “Bennies” in the Business & Annual Reports, Digital Printing and Environmental Soundness categories. Hemlock also has installed a new Heidelberg Speedmaster IX 106, capable of printing both UV and conventional inks and providing a wider array of substrate and creative

Michael Courtney Design clients, the Everett Clinic and ZGF Architects, won a 2013 National Healthcare Design Award from the American In-stitute of Architects. MCD designed the eye-catch-ing signage on the facade of the building.

finishes... Team Soapbox held an open house/fundraiser to welcome clients and friends to their new space in South Lake Union at 234 Ninth Ave. N. The event also benefitted Food Lifeline’s “Food Frenzy,” a competition among local companies to raise funds for Summer meal programs. The agency won first place for raising the most per capita in the “Kitchen Sink” firm category. Team Soapbox also is working to promote its Ride Around the Sound cycling event on Saturday, Sept. 14... PRR was among the companies honored at the Port of 3rd Annual Seattle’s Small Business

Champion award event. PRR CEO Rita Brogan, at right, was recognized for her work as a facilitator between the Port and a group of local concessionnaires, architects and contractors during a project to examine the Port’s requirements for the design and construction of new concession stands at Sea-Tac Airport.

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BrooksContinued from Page 6 product or service, brand marketing is the place to be.

• Brand marketers spend as much time determining how best to influence and deliver the brand promise from the inside as determining how best to make it on the outside. We communi-cate on several levels—to consumers, employees, distribution partners and, potentially, to stockholders.

• Brand marketers hire agency part-ners. We fire them, too. I’ve never worked for a brand that’s been fired by their agency. I like being the gen-eral manager of the team.

• Brand marketers call the shot. In the end, we control our destiny. We measure risks against rewards. We consider the op-portunity, muster the required courage and make the decisions. I like that too!

By the way, I’d be remiss if I didn’t say that it’s great to have agency partners who are a few steps removed. Agencies are able to stand back and observe from a broader perspective when we get too close to our work. There’s room in the equation for all of us.

Rod Brooks if the VP/chief marketing officer of PEMCO Insurance. You can reach him at rod.brooks@pemco.com.

FritschContinued from Page 7

2. Pay attention to the quality of the peo-ple you will work for. We all need mentors. And encouragement. Great people encour-age you to do your best and provide help when you need it. Look for people who understand what branding and powerful communication is really about.

3. Gain broad perspective on our indus-try early in your career. Today’s communi-cation world is complex. There are many choices ahead as to which areas to focus upon. The broader your exposure, the bet-ter equipped you’ll be to choose a specific direction in the future.

4. In general, I counsel working for an agency first. This gives young people a much broader perspective on marketing and better training in solv-ing communication issues. It also al-lows people to see inside major indus-tries, which helps in making a wise choice for career focus.

Most important of all—make your career what you want of it. Make choices that bring you happiness. Love going to work. Money and op-portunity will abound if you do.

Bill Fritsch is the CEO of Digital Kitchen. You can reach him at bfritsch @thisisdk.com.

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Blackbourn: Still ActiveContinued from Page 5

Mayor’s Small Business Award, the Marketing & Media Hall of Fame Honor and the King County Office of Minority/Women Business & Compliance Award. Jann also received the Big Brothers of King County Media Service Award, YMCA Woman of Distinction, the Na-tional AAF/AD2 Lifetime Membership Award, the Big Sisters Entrepreneur Role Model of the Year and the Corpo-rate Volunteer of the Year for Boys & Girls Clubs of King County. Of course, their biggest reward came from seeing the impact of WTA Cares in the commu-nity. In 1998, at the age of 46, Jann and Sue sold WTA to Viacom/CBS, where

Jann remained as vice president, NW regional manager for the CBS Outdoor Division.

Since Jann’s retirement from the ad-vertising industry in 2001, she contin-ues to give back to the community and serves on numerous boards and civic organizations. And as life is a full circle, she’s back at the UW, this time serving on the UW Alumni Association Board of Trustees. She enjoys spending time be-tween their homes in Seattle and Whid-bey Island. Their son and daughter-in-law, who live in the Seattle area and are both enjoying successful careers, will be welcoming a baby girl to the family in December.

and flexible throughout the project.Recently, an employee at a large auto

dealership in Skagit County told me, “We were amazed how quickly the cam-paign was completed. And once it was launched, we noticed a considerable up-tick in our business!”

That’s what it’s all about.•

Jacque Beamer is president and brand strategist at BrandQuery, based in Mt. Vernon, which she founded in 1993. You can reach her at jbeamer@brandquery.com.

Beamerunchecked drifting of social platforms that may be confusing, outdated, repetitive or simply boring, in and of themselves, or how they connect to each other in terms of links or calls to action.

In a sense, we’re all experts at our pre-ferred mediums and make snap but quite accurate judgments about what would be useful as we surf around the web and social media and tend to lose faith in those sites/platforms that aren’t well organized, infor-mative or entertaining.

That’s why it’s so important for B2B companies and agencies in particular to plan and execute social media with a greater sense of purpose and the needs of their most important audiences in mind.

• Derek Scheips is a Seattle-based content

strategist, copywriter and online educator (Northeastern University, Mediabistro) whose clients have included DuPont, Intel, Sony, Genworth, Citibank and Microsoft, as well as small and medium-sized businesses. He can be reached at derekscheips@yahoo.com.

ScheipsContinued from Page 11 Continued from Page 9

touchpoints as practical. Rebranding will be a multi-year process.

It will begin with the highest impact, lowest cost infrastructure items to minimize capi-tal expense. These and new product offer-ings that correlate to being a State Fair will come gradually in the near term.

Advertising will be genuine and authen-tic to the brand and to Washington state. The Do the Puyallup jingle will be subtle in the advertising, to signal change. How-ever, “Do the Puyallup” words will be referenced in all 2013 communications to support the transition process.

New Strategies: Advertising, Media and Promotion

1. Rebranding to a celebration of life in Washington required a significant change in the brand advertising creative strategy.

2. The tone of brand advertising will change from high-energy to making emo-tional connections, using a storytelling ap-proach. Imagery will include rolling fields of wheat, apple orchards, animal sounds, mountains and early morning sunshine: “Washington... it’s a magnificent place.”

3. Advertising for all events (concerts, rodeo, etc.) will come under the umbrella brand—The Washington State Fair—to aid in the perception change. The goal is to have the perception of the Fair and its brand attributes change each year, moving forward and away from the Puyallup Fair brand.

4. As the rebranding relates to the adver-tising media:

FairContinued from Page 16

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CalendarSept. 11—American Marketing Assn.,

Helen Neville of Bartell Drugs on Building Culturally Relevant Brands Internally and Externally, 11:30am, The Harbor Club, 801 Second Ave., 17th Flr, Seattle, psama.org or 206-623-8632.

Sept. 12—PPI Assn., End of Summer Sale s Triathlon Training with Bill Farquhar-son, 9-12:30, Tukwila, see ppiassociation.org.

Sept. 15—AMA, Deadline for entering annual Pulse Awards. Details at psama.org.

Sept. 24—Public Relations Society of America, Connecting for a Cause annual non-profit seminar, 8:30am-3:45pm, Swedish Cultural Center, 1920 Dexter Ave. N., Seattle, prsapugetsound.org or 206-623-8632.

Sept. 27—PRSA, Totem Awards Compe-tition early deadline. Final deadline is Oct. 11. prsapugetsound.org.

Oct. 1—PRSA, Rian Merrill of Edelman Digital on Ethics in a Virtual World—An Oxymoron? 6:30pm, Spitfire Grill, Seattle,, prsa pugetsound.org or 206-623-8632.

Oct. 9—AMA, Elissa Fink of Tableau Software, 11:30am, The Harbor Club, psama.org or 206-623-8632.

Oct. 16—PRSA, Annual Meeting, panel featuring digital media experts, Foster Golf Links, 13500 Interurban Ave. S., Tukwila, prsapugetsound.org or 206-623-8632.

Nov. 7—AMA, Pulse Awards Banquet, 6pm, Bell Harbor Conference Center.

FairContinued from Page 22

• The initial goal is to begin projecting the new brand identity without any loss in attendance

• It’s also a goal to reduce the noise level of Fair advertising by a slight reduction in message frequency.

• More, longer-length television and ra-dio branding will be scheduled.

• More media will run in King County this year.

• More geo- and demo-targeted online and social media opportunities will be im-plemented this year.

• A limited amount of outdoor will be

posted in Eastern and Western Washington this year.

Washington State Fair advertising broke in mid-August. At that time, 36% of metro area adults and 41% of Fair visitors already were aware of the name change.

Unique visitors to the website already were up 31%. Things were looking good. But, in the final analysis, only time will tell if the new Fair brand will sustain and grow this local icon.

Dan Japhet is the principal of Strategic Media Alignment and was a key player in the five-year process that led to the Fair rebranding. You can reach him at sma1@japhetmedia.com

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