Wednesday, October 20, 2010
Rainbow Over Richmond
Word. Marketing is proud to be working with the Richmond Metro Convention and Visitors Bureau as well as 15 Richmond area destinations to produce the Rainbow Over Richmond campaign. Visit us at www.rainbowoverrichmond.com or on Facebook to learn more about how a few good ideas, a few dollars, and the RIGHT cause can get national press.
Tuesday, September 7, 2010
Event Planners: Taking an Event from Idea to Outcomes!
Premiering “Gen Silent” in Richmond, Virginia: From Concept to Conclusion
Part of a solid reflective analysis is the systematic evaluation of the series of thoughts, actions, and results that cumulatively result in an event. To be clear, a reflective analysis is only comprehensive when taking into account the sum total of steps involved in an event production; not simply the results. An event can be anything. It can be anything from a term paper to the purchase of a new car. In this particular instance, the event was a fundraising and awareness-building documentary film premiere on August 29th at the Richmond Triangle Players. And, in this particular instance, the genesis of the final event was simply receiving a postcard.
During an “Aging and Human Values” class, a classmate distributed a simple postcard. One side pictured two aging men along with the text “The Generation That Fought Hardest To Come Out… Is Going Back In To Survive.” Intrigued, I went home after class to track down more information on the documentary entitled “Gen Silent.” Within a half hour, I had previewed the 4-minute documentary trailer and had located contact information for the Director, Stu Maddux.
The exact sequence of events following my initial preview of the documentary is somewhat fuzzy. I am, however, aware that my fundraising and event planning instincts kicked in. Thankfully, these manic moments of bionic proactivity were tempered with a six-step process our “Aging and Human Values” class has been studying for much of the Spring semester. In “Ethical Dimensions in the Health Professions”, Ruth Purtilo examines a six-step process to ethical decision making. The process itself is designed to assist health professionals and is a veritable “Choose Your Own Adventure” for navigating situations that involve reaching a conclusion that is the best for the situation. The exact steps are not exactly comparable to special event planning, but the overall sequence and framework is very handy for tempering a propensity to travel from Zero to Conclusion in 1.2 seconds.
Step 1: Gather Relevant Information
The first questions I asked myself in beginning to think about trying to plan a screening of “Gen Silent” in Richmond were:
Do I have enough time to plan this event?
*I was working full time, involved in other volunteer initiatives, and taking classes in the Department of Gerontology.*
Would it be possible to get academic credit for bringing this event to Richmond?
How can I spin this event to be both a fundraiser and also develop awareness about issues in the local aging LGBT community?
With these questions in mind, I began reaching out to people within the Department of Gerontology and within relevant community organizations for answers. Within a few short weeks, I had the answers to my questions. Yes, I would have enough time to plan the event. Yes, it would be possible to get academic credit during the Summer Term for planning and implementing the event. Yes, there are existing initiatives that can complement the planning and implementation of this event. I am a definite proponent of looking at existing community organizations or existing initiatives to see if there are areas where a new event or initiative can dovetail. Resources are too scarce and time is too precious to reinvent the wheel, if at all possible.
Step 2: Anticipate Obstacles
There are two approaches to special event planning that might be akin to the tale of “The Tortoise and The Hare.” Many people believe that the proper way to plan an event is to knock it out, get it done, run around like a chicken with its head cut off, and survive on meals of caffeine and power bars. Arguments can be made that this is an adequate approach to event planning, but I lean toward a more holistic approach. That is both for my own sanity and the hope of the proliferation of an initiative. Rome was not built in a day and I believe that if I run around like a crazy person trying to cram my initiative down someone’s throat, it is a turn off to potential collaborators and compromises the longevity of the initiative.
Ego and territory are generally an obstacle that I would advise one to anticipate. When attempting to create a new event where there are existing initiatives already in place, chances are there is at least one staff person or volunteer who already has dedicated time, effort, and resources. I would advise taking time to appreciate this effort and ask questions about how to complement rather than compete. Some would argue that this normative approach is too wishy-washy, but I argue that slow and steady wins the race. Please don’t misunderstand. I have not backed off of my vision for the final event, but the path I need to reach that ultimate event might take a brief detour, or six. In the long run, the more people you can have on your team, the less effort you will expend.
With the planning of Virginia’s premier of “Gen Silent”, I did not run into a great deal of ego, but I did experience some initial questions about the objective for the event as well as concerns about how such an event would work within existing programs and initiatives. People are visual and often a telephone conversation or email is not the ideal way to convey a mission. Thankfully, Stu Maddux had the foresight to create a 4-minute trailer to the documentary. That was the best sales tool I could have ever asked for. Part of anticipating obstacles is active listening and visioning how potential community partners might best like to receive “new” information. A 4-minute trailer that could be accessed on their own time within a familiar environment was key to the success of this event.
Step 3: If you hit an unanticipated roadblock, vision practical alternatives.
Unanticipated roadblocks will invariable manifest themselves when planning a special event. Weather is the Achilles Heel of outdoor events and falling short of fundraising goals or event attendance is the fly in the ointment of fundraising and awareness building events. This is the point in this exercise where I leave my ego at the door and come clean on what I either did not anticipate or anticipated poorly.
Early in my correspondence with the Executive Producer of Gen Silent, I made a fairly aggressive fundraising goal. I felt like I needed to dangle a carrot that was significant enough to get the attention of both the Executive Producer and Director. This was a risk. I based the goal on sponsorship sales and ticket sales. I was informed early on that the Richmond Triangle Players theater could hold 90 guests. In order to maximize the potential, I elected for two showings. This was smart in that the only day that was available was a Sunday and I anticipated that church functions would play a major role in attendance. Afternoon services and evening services could play a large role, especially since one of our major supporters was the Metropolitan Community Church of Richmond. But here is where I did NOT gather enough information. I did not anticipate that even though the theater had capacity for 90, it would only be set up for 80 and I would have numerous comp tickets to give out as part of sponsorship packages, to members of the media, and to people who just needed to be there. In hindsight, I should have anticipated that 100% occupancy would be unlikely. I have learned in the past to always give a 10% plus or minus buffer in budget and capacity. I flew right past that step in the planning of this initiative.
Concurrently, I also “lucked out” on the sponsorships. I have been a fundraising professional and consultant for 15 years. I know one of my weaknesses is personally asking people for money. This is probably why I am so obsessive with making sure that I have an adequate “ask plan” ready. And that is simply because I hate the ritual of going into an office, hat in hand, and asking for a sponsorship. It makes me uncomfortable and I know it makes the prospect uncomfortable. I try to compensate by making sure the deliverables can stand on their own. But a new event and a new initiative do not have immediately obvious deliverables. I was lucky in that the VCU Department of Gerontology “got” the overall picture and mission of the event as part of a longer term plan for growth and strategic community collaborations. I was also lucky in that I received a very generous unsolicited donation. While a lot with fundraising has to do with luck and pluck, I always advise to count on more pluck than luck. I really don’t believe in luck, to be perfectly honest.
And one final area where I could have anticipated better was in the securing of in kind overnight accommodations for the Director and Executive Producer. I initially thought I could get the accommodations comped through a personal friend. Even though I did receive a very good deal, the combination of room nights was still a hefty budget item that I paid for personally in order to reach the fundraising goal. Personal ego is something that event planners often have to keep in check. My ego associated with reaching the fundraising goal cost over $700. Had I spent more time searching for overnight accommodations that might have trade for a sponsorship, I may have gotten a better deal. The roadblock I ran into was timing. Travel plans changed, different people wanted to attend, and one person who was planning on attending wound up not showing at all. I would have been to anticipate travel drama and budget accordingly. In the end, I wound up footing the bill simply because I did not have time to go out and track down free hotel rooms.
In sum, as far as the income development component of the “Gen Silent” premiere, I would have made a more careful analysis of the capacity for ticket sales and I would have been a more aggressive fundraiser, or, partnered with someone else who is a more aggressive fundraiser. I don’t regret, at all, kicking in my own funds to support the event since it is a cause I would support anyway. However, it is not always in one’s best interest to count on one’s own financial resources to reach a fundraising goal.
Step 4: Take Advantage of Momentum
Strike while the iron is hot! From a public relations and marketing standpoint, the “Gen Silent” premiere was a very marketable event. It was not a traditional fundraiser. No walk-a-thon, sit down gala dinner, or lock up was associated with the premier. The elements that worked for the event were the uncommon theme, that it was a film, and that the venue for the film was in an “up and coming” destination. I monitored web stats to the destination website and when I noted a surge it unique user sessions from a particular source, it prompted me to either reach out to another source or remind an existing source to send out a communication to their spheres of influence. With this, I was able to show examples of articles, emails, facebook postings, and electronic newsletters that hit at the same time. This critical mass of “buzz” is a PR person’s dream because it means not only that existing audiences are getting the information more than once, it often means that new audiences are being exposed to the information simply because of the pure concentration. The only item to watch out for in this case is the instance of a competing medium. For example, Style Magazine is generally unlikely to run an article or write a review on a topic that the News and Advance or Richmond.com has already covered.
Another point to consider when capitalizing on media buzz is just how far out the event you are promoting is from the buzz wave. While it was somewhat stressful that the “Gen Silent” wave did not begin to crest until around a week to two weeks before the event, it did help that the borage of magazine articles, electronic newsletters, blogs, and tweets occurred at the same time and people were wondering “What do I want to do next weekend?” Ticket sales jumped from a virtual standstill to a near sell out in just about one week. With most of the logistical details already planned for the actual screening, I was able to take full advantage of the media interest. Further, with most of the hands-on work complete, I was able to take greater advantage of another marketing opportunity in the “Rainbow Over Richmond” media campaign which launched exactly one week before the premiere. I strongly advocate to look at cooperative marketing ventures and “Rainbow Over Richmond” was (and is) an advertising initiative of LGBT and LGBT-friendly businesses, events, and tourism destinations; the first of its kind. I was able to take advantage of this cooperative marketing campaign and place “Gen Silent” at the first event in a two-month series. Being co-branded with the Virginia Museum of Fine Arts, Lewis Ginter Botanical Garden, the Virginia Pride Festival, La Difference, and working with CRT/tanaka to ensure an in-kind public relations initiative helped not only the local awareness for the premiere, but concurrently got buzz out to the DC and Northern Virginia audiences as well.
In sum, striking while the iron is hot is critical. The ability to do so often means that much of the grunt work needs to be out of the way in order to take advantage of complementary initiatives. I cannot advocate enough about cultivating existing partnerships and keeping an ear to the ground for new partnerships. The “Gen Silent” premiere benefitted from a strong mix of community partners, a healthy dose of cause-related pr and marketing from LGBT and LGBT-friendly organizations, and a topic that to “mainstream” society would seem unimpressive, but resonated strongly within the LGBT and LGBT-friendly community.
Step 5: Reflection and Evaluation
Simply because an event or initiative has reached its conclusion does not mean the work is over. Thank you notes, follow up articles, and maintaining community contacts are the hallmark of sustaining an initiative. Inherent within the notes, articles, and meetings for a Starbuck’s recap is the true value of the event. How to polish, perpetuate, and plant new ideas. The reflection and evaluation component is key in the next step. For “Gen Silent” the next steps include a grant, more community programs, and maintaining key community connections in order to be able to take advantage of the next postcard that is presented in an “Aging and Human Values” class.
Part of a solid reflective analysis is the systematic evaluation of the series of thoughts, actions, and results that cumulatively result in an event. To be clear, a reflective analysis is only comprehensive when taking into account the sum total of steps involved in an event production; not simply the results. An event can be anything. It can be anything from a term paper to the purchase of a new car. In this particular instance, the event was a fundraising and awareness-building documentary film premiere on August 29th at the Richmond Triangle Players. And, in this particular instance, the genesis of the final event was simply receiving a postcard.
During an “Aging and Human Values” class, a classmate distributed a simple postcard. One side pictured two aging men along with the text “The Generation That Fought Hardest To Come Out… Is Going Back In To Survive.” Intrigued, I went home after class to track down more information on the documentary entitled “Gen Silent.” Within a half hour, I had previewed the 4-minute documentary trailer and had located contact information for the Director, Stu Maddux.
The exact sequence of events following my initial preview of the documentary is somewhat fuzzy. I am, however, aware that my fundraising and event planning instincts kicked in. Thankfully, these manic moments of bionic proactivity were tempered with a six-step process our “Aging and Human Values” class has been studying for much of the Spring semester. In “Ethical Dimensions in the Health Professions”, Ruth Purtilo examines a six-step process to ethical decision making. The process itself is designed to assist health professionals and is a veritable “Choose Your Own Adventure” for navigating situations that involve reaching a conclusion that is the best for the situation. The exact steps are not exactly comparable to special event planning, but the overall sequence and framework is very handy for tempering a propensity to travel from Zero to Conclusion in 1.2 seconds.
Step 1: Gather Relevant Information
The first questions I asked myself in beginning to think about trying to plan a screening of “Gen Silent” in Richmond were:
Do I have enough time to plan this event?
*I was working full time, involved in other volunteer initiatives, and taking classes in the Department of Gerontology.*
Would it be possible to get academic credit for bringing this event to Richmond?
How can I spin this event to be both a fundraiser and also develop awareness about issues in the local aging LGBT community?
With these questions in mind, I began reaching out to people within the Department of Gerontology and within relevant community organizations for answers. Within a few short weeks, I had the answers to my questions. Yes, I would have enough time to plan the event. Yes, it would be possible to get academic credit during the Summer Term for planning and implementing the event. Yes, there are existing initiatives that can complement the planning and implementation of this event. I am a definite proponent of looking at existing community organizations or existing initiatives to see if there are areas where a new event or initiative can dovetail. Resources are too scarce and time is too precious to reinvent the wheel, if at all possible.
Step 2: Anticipate Obstacles
There are two approaches to special event planning that might be akin to the tale of “The Tortoise and The Hare.” Many people believe that the proper way to plan an event is to knock it out, get it done, run around like a chicken with its head cut off, and survive on meals of caffeine and power bars. Arguments can be made that this is an adequate approach to event planning, but I lean toward a more holistic approach. That is both for my own sanity and the hope of the proliferation of an initiative. Rome was not built in a day and I believe that if I run around like a crazy person trying to cram my initiative down someone’s throat, it is a turn off to potential collaborators and compromises the longevity of the initiative.
Ego and territory are generally an obstacle that I would advise one to anticipate. When attempting to create a new event where there are existing initiatives already in place, chances are there is at least one staff person or volunteer who already has dedicated time, effort, and resources. I would advise taking time to appreciate this effort and ask questions about how to complement rather than compete. Some would argue that this normative approach is too wishy-washy, but I argue that slow and steady wins the race. Please don’t misunderstand. I have not backed off of my vision for the final event, but the path I need to reach that ultimate event might take a brief detour, or six. In the long run, the more people you can have on your team, the less effort you will expend.
With the planning of Virginia’s premier of “Gen Silent”, I did not run into a great deal of ego, but I did experience some initial questions about the objective for the event as well as concerns about how such an event would work within existing programs and initiatives. People are visual and often a telephone conversation or email is not the ideal way to convey a mission. Thankfully, Stu Maddux had the foresight to create a 4-minute trailer to the documentary. That was the best sales tool I could have ever asked for. Part of anticipating obstacles is active listening and visioning how potential community partners might best like to receive “new” information. A 4-minute trailer that could be accessed on their own time within a familiar environment was key to the success of this event.
Step 3: If you hit an unanticipated roadblock, vision practical alternatives.
Unanticipated roadblocks will invariable manifest themselves when planning a special event. Weather is the Achilles Heel of outdoor events and falling short of fundraising goals or event attendance is the fly in the ointment of fundraising and awareness building events. This is the point in this exercise where I leave my ego at the door and come clean on what I either did not anticipate or anticipated poorly.
Early in my correspondence with the Executive Producer of Gen Silent, I made a fairly aggressive fundraising goal. I felt like I needed to dangle a carrot that was significant enough to get the attention of both the Executive Producer and Director. This was a risk. I based the goal on sponsorship sales and ticket sales. I was informed early on that the Richmond Triangle Players theater could hold 90 guests. In order to maximize the potential, I elected for two showings. This was smart in that the only day that was available was a Sunday and I anticipated that church functions would play a major role in attendance. Afternoon services and evening services could play a large role, especially since one of our major supporters was the Metropolitan Community Church of Richmond. But here is where I did NOT gather enough information. I did not anticipate that even though the theater had capacity for 90, it would only be set up for 80 and I would have numerous comp tickets to give out as part of sponsorship packages, to members of the media, and to people who just needed to be there. In hindsight, I should have anticipated that 100% occupancy would be unlikely. I have learned in the past to always give a 10% plus or minus buffer in budget and capacity. I flew right past that step in the planning of this initiative.
Concurrently, I also “lucked out” on the sponsorships. I have been a fundraising professional and consultant for 15 years. I know one of my weaknesses is personally asking people for money. This is probably why I am so obsessive with making sure that I have an adequate “ask plan” ready. And that is simply because I hate the ritual of going into an office, hat in hand, and asking for a sponsorship. It makes me uncomfortable and I know it makes the prospect uncomfortable. I try to compensate by making sure the deliverables can stand on their own. But a new event and a new initiative do not have immediately obvious deliverables. I was lucky in that the VCU Department of Gerontology “got” the overall picture and mission of the event as part of a longer term plan for growth and strategic community collaborations. I was also lucky in that I received a very generous unsolicited donation. While a lot with fundraising has to do with luck and pluck, I always advise to count on more pluck than luck. I really don’t believe in luck, to be perfectly honest.
And one final area where I could have anticipated better was in the securing of in kind overnight accommodations for the Director and Executive Producer. I initially thought I could get the accommodations comped through a personal friend. Even though I did receive a very good deal, the combination of room nights was still a hefty budget item that I paid for personally in order to reach the fundraising goal. Personal ego is something that event planners often have to keep in check. My ego associated with reaching the fundraising goal cost over $700. Had I spent more time searching for overnight accommodations that might have trade for a sponsorship, I may have gotten a better deal. The roadblock I ran into was timing. Travel plans changed, different people wanted to attend, and one person who was planning on attending wound up not showing at all. I would have been to anticipate travel drama and budget accordingly. In the end, I wound up footing the bill simply because I did not have time to go out and track down free hotel rooms.
In sum, as far as the income development component of the “Gen Silent” premiere, I would have made a more careful analysis of the capacity for ticket sales and I would have been a more aggressive fundraiser, or, partnered with someone else who is a more aggressive fundraiser. I don’t regret, at all, kicking in my own funds to support the event since it is a cause I would support anyway. However, it is not always in one’s best interest to count on one’s own financial resources to reach a fundraising goal.
Step 4: Take Advantage of Momentum
Strike while the iron is hot! From a public relations and marketing standpoint, the “Gen Silent” premiere was a very marketable event. It was not a traditional fundraiser. No walk-a-thon, sit down gala dinner, or lock up was associated with the premier. The elements that worked for the event were the uncommon theme, that it was a film, and that the venue for the film was in an “up and coming” destination. I monitored web stats to the destination website and when I noted a surge it unique user sessions from a particular source, it prompted me to either reach out to another source or remind an existing source to send out a communication to their spheres of influence. With this, I was able to show examples of articles, emails, facebook postings, and electronic newsletters that hit at the same time. This critical mass of “buzz” is a PR person’s dream because it means not only that existing audiences are getting the information more than once, it often means that new audiences are being exposed to the information simply because of the pure concentration. The only item to watch out for in this case is the instance of a competing medium. For example, Style Magazine is generally unlikely to run an article or write a review on a topic that the News and Advance or Richmond.com has already covered.
Another point to consider when capitalizing on media buzz is just how far out the event you are promoting is from the buzz wave. While it was somewhat stressful that the “Gen Silent” wave did not begin to crest until around a week to two weeks before the event, it did help that the borage of magazine articles, electronic newsletters, blogs, and tweets occurred at the same time and people were wondering “What do I want to do next weekend?” Ticket sales jumped from a virtual standstill to a near sell out in just about one week. With most of the logistical details already planned for the actual screening, I was able to take full advantage of the media interest. Further, with most of the hands-on work complete, I was able to take greater advantage of another marketing opportunity in the “Rainbow Over Richmond” media campaign which launched exactly one week before the premiere. I strongly advocate to look at cooperative marketing ventures and “Rainbow Over Richmond” was (and is) an advertising initiative of LGBT and LGBT-friendly businesses, events, and tourism destinations; the first of its kind. I was able to take advantage of this cooperative marketing campaign and place “Gen Silent” at the first event in a two-month series. Being co-branded with the Virginia Museum of Fine Arts, Lewis Ginter Botanical Garden, the Virginia Pride Festival, La Difference, and working with CRT/tanaka to ensure an in-kind public relations initiative helped not only the local awareness for the premiere, but concurrently got buzz out to the DC and Northern Virginia audiences as well.
In sum, striking while the iron is hot is critical. The ability to do so often means that much of the grunt work needs to be out of the way in order to take advantage of complementary initiatives. I cannot advocate enough about cultivating existing partnerships and keeping an ear to the ground for new partnerships. The “Gen Silent” premiere benefitted from a strong mix of community partners, a healthy dose of cause-related pr and marketing from LGBT and LGBT-friendly organizations, and a topic that to “mainstream” society would seem unimpressive, but resonated strongly within the LGBT and LGBT-friendly community.
Step 5: Reflection and Evaluation
Simply because an event or initiative has reached its conclusion does not mean the work is over. Thank you notes, follow up articles, and maintaining community contacts are the hallmark of sustaining an initiative. Inherent within the notes, articles, and meetings for a Starbuck’s recap is the true value of the event. How to polish, perpetuate, and plant new ideas. The reflection and evaluation component is key in the next step. For “Gen Silent” the next steps include a grant, more community programs, and maintaining key community connections in order to be able to take advantage of the next postcard that is presented in an “Aging and Human Values” class.
Wednesday, February 24, 2010
The Branding Process
Apologies for the delay in posts! In addition to a very busy winter, yours truly finds himself enrolled in classes toward the MS/Ph.D program in Gerontology at VCU. Trust me...it all makes sense in my head...
My observation, however, is that the branding process is not at all unlike many other information gathering processes where there is an initial dilemma and a desired conclusion. Whether it is "FORM * STORM * NORM * PERFORM" or whatever common process, it is important to outline what your objectives are, create a mission statement, gather a team of willing and informed participants, identify common goals, identify obstacles, gather information, process information...and reflect, reflect, reflect during the entire process.
I can't stress enough how important the element of reflection is (or as we call in branding, an image audit). The process, just like the ultimate brand, is only as good as the people and information that goes into it. And we know just how ever-changing people and information are! Celebrate the changes--it ultimately means that you have the most up to date brand!
My observation, however, is that the branding process is not at all unlike many other information gathering processes where there is an initial dilemma and a desired conclusion. Whether it is "FORM * STORM * NORM * PERFORM" or whatever common process, it is important to outline what your objectives are, create a mission statement, gather a team of willing and informed participants, identify common goals, identify obstacles, gather information, process information...and reflect, reflect, reflect during the entire process.
I can't stress enough how important the element of reflection is (or as we call in branding, an image audit). The process, just like the ultimate brand, is only as good as the people and information that goes into it. And we know just how ever-changing people and information are! Celebrate the changes--it ultimately means that you have the most up to date brand!
Tuesday, October 27, 2009
The Art of a Press Release
It's all in the pitch and timing... While it does help to develop a personal relationship with your press contacts, the angle of the pitch and its timing are key elements to getting your story published.
1. For television, don't contact the reporter, contact the particular producer for either the morning, noon, evening, or late night news. Be prepared to stay up late or get up early if you need to talk to them on the phone!
2. For print, it's all about the angle and fitting it into what the reporter needs. If he/she needs to fill space with a pretty photo, make sure you have a digital photo ready. Make sure the topic of the press release is part of his/her beat.
3. For radio (depending on the size of the market), find out when the on air talent has time they need to fill. The likelihood of a radio remote (for free) or on air editorial is fairly unlikely unless they are off script a great deal.
Keep in mind that all members of the media (except print that is monthly, quarterly, etc) are on a perpetual deadline. Always be prepared for that 4:30 follow up phone call for the 5:00 news. And the line "Mr. White had not returned our calls by the time of production" means that you were probably on the other line or in the bathroom. Don't get defensive--it's the nature of the beast of an industry that is quickly being reformatted by Twitter, Facebook, and the internet in general.
1. For television, don't contact the reporter, contact the particular producer for either the morning, noon, evening, or late night news. Be prepared to stay up late or get up early if you need to talk to them on the phone!
2. For print, it's all about the angle and fitting it into what the reporter needs. If he/she needs to fill space with a pretty photo, make sure you have a digital photo ready. Make sure the topic of the press release is part of his/her beat.
3. For radio (depending on the size of the market), find out when the on air talent has time they need to fill. The likelihood of a radio remote (for free) or on air editorial is fairly unlikely unless they are off script a great deal.
Keep in mind that all members of the media (except print that is monthly, quarterly, etc) are on a perpetual deadline. Always be prepared for that 4:30 follow up phone call for the 5:00 news. And the line "Mr. White had not returned our calls by the time of production" means that you were probably on the other line or in the bathroom. Don't get defensive--it's the nature of the beast of an industry that is quickly being reformatted by Twitter, Facebook, and the internet in general.
Tuesday, September 8, 2009
Search Engine Optimization
Be wary of self-professed internet gurus who claim to be able to propel your website to higher organic rankings. We all know that google is the only search engine that matters and google changes the algorithms by which their bots rank sites about every 23 seconds. Google pay-per-click is a revenue generator for them, so what's the incentive to make organic optimization easy?
Some basic tips to enhance your organic optimization:
- Link, link, link to other websites and ensure they link back to you
- Write simple main page text and meta tags
- Don't load your homepage down with video and flash
- Consider a Facebook or twitter account to update special events, news, etc. And work on a following...and stream from your website. Make your website an information hub that is updated at least daily.
- Eblast, Eblast, Eblast and direct people back to your website for more information
Just a few simple tips to help your organic SE placement!
Some basic tips to enhance your organic optimization:
- Link, link, link to other websites and ensure they link back to you
- Write simple main page text and meta tags
- Don't load your homepage down with video and flash
- Consider a Facebook or twitter account to update special events, news, etc. And work on a following...and stream from your website. Make your website an information hub that is updated at least daily.
- Eblast, Eblast, Eblast and direct people back to your website for more information
Just a few simple tips to help your organic SE placement!
Wednesday, June 17, 2009
Rebranding a Special Event
Don't throw the baby out with the bath water. Most any special event that has had a modicum of success enjoys some elements that can perpetuate. What works with the event? What does not work? What are the easier and less costly elements that can live on--especially the name! Many times it is easier to "massage" the elements and identity of an event, rather than simply starting from scratch.
Monday, May 4, 2009
Shout Out to EastLake Business Association
Here's a high-five to EastLake Business Association (www.eastlake-sml.com) for having the foresight to agree to become a "Virtual DMO." Virtual DMO, or Virtual Destination Marketing Organization, is an entity that serves as a marketing entity for a region, while being almost 100% online. EastLake Business Association consumes little to no natural resources (other than the power of several computers and the Diet Cokes consumed by its Executive Director), but is beginning the process of becoming a marketing powerhouse for the Smith Mountain Lake region... Virtually. A new tourism and economic development website will soon be launched at www.destinationsml.org... Rack cards will be produced to promote the organization and the new Destination SML website, but the use of paper products and printing will decrease and the marketing capacity of the website and a social networking campaign increase. Go Green and Go SML!
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