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posted by Courtney Fleming Sep 21,2016 @ 03:40PM

Counting Down to CreateAthon

It's hard to believe that our annual CreateAthon is only a month away. This will be Riggs Partners' 19th year of pro bono magic, and my personal third. It's interesting that even though you've done it before, you still get the night-before-the-first-day-of-school-jitters every year. You truly never know exactly what to expect. But every year, it's just as exciting, intense and rewarding as before.

The unfortunate reality is that most nonprofits can't afford professional marketing services, making it difficult for them to convey their purpose and move their mission forward.

That's where we come in.

For one day (24 hours of hands-on work, plus presentations afterwards), we work around the clock to produce a wide range of marketing materials that are as unique as each nonprofit we serve. And remarkably, CreateAthon as a national nonprofit organization has generated more than $24 million in pro bono marketing services for over 1,300 organizations.

CreateAthon plans to deliver $100 million in pro bono marketing services to the nonprofit marketplace by 2020. You can learn more about that here.

In the meantime, take a glimpse through last year's event in the SlideShare below and be on the lookout for more information about our upcoming event on Oct. 20-21.

 

posted by Kevin Smith Aug 31,2016 @ 02:29PM

Start by Thinking Like a Startup

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Established businesses don’t reach out to marketing communications firms like ours when things are fantastic. Typically, something has changed, and not for the better. We get called when sales have dropped, when the brand has become unclear or when past leaders have stepped aside to make way for someone new.

Beyond these conditions, established companies often have other things in common that contribute to lackluster performance. Many times, they lack a clear or a universally understood purpose that drives their organization. We define purpose as an understanding about the difference your enterprise is trying to make in the world.

Examples include:

Johnson and Johnson: To alleviate pain and suffering.

Charles Schwab: To be a relentless ally of the individual investor.

Whole Foods: To provide choices for nourishing the body, the community and the planet.

Without a shared sense of purpose in their organizations, businesses tend to be reactionary. Leaders tend to make decisions slowly. They spend their days, quarters and years trying to respond to shifts in the market, changes in customer or client demands, evolutions in the competitive landscape, and so on. The result is a lack of focus, and the desire to leave open every possible revenue opportunity, product and service line or geographic territory. Not surprisingly, none of these strategies perform adequately.

This dynamic is exacerbated by shifts in today’s business climate. Increasing competition, rising costs of goods and labor, changing customer needs – all are happening at an ever-quickening pace. The good news is that with effective counsel and a willingness to look at making some changes, established companies can become more competitive through a new commitment to their organizational health: taking the time to understand what drives them, what they are best at, and what it takes to get everyone on board with that mission. While it may be more difficult to make these types of strategic redirects in a more mature company, the organization is always made stronger by the effort.

Conversely, we see startup enterprises coming to the table with very intentional thinking as it relates to organizational health. Founders arrive with total clarity about their purpose as an organization, from HR considerations and behavioral expectations to product innovation and customer service. They use purpose as a strategic lens to guide decisions in many key areas.

Corporate Culture: Entrepreneurs understand that a strong culture begins with purpose. They also know that a company’s culture is vital to recruiting talent. Younger employees want more than a paycheck from their employers and demand their work accomplish something that makes them fulfilled.

Product Offering: Should the product line be niche? Appeal to multiple targets? Beyond the market data, effective startups are using organizational intent as a guidepost for making objective and decisive calls.

Sales: When purpose is foremost, so is the selling proposition. Further, expanding from one salesperson to a team is easier when everyone shares a common goal. Successful startups understand the power of a sales team that operates from the same playbook.

Pricing: Should the product be charged at a premium? Or should a certain feature be considered a value-add? Today’s new business leaders know if a price increase means you can better accomplish the mission, yes. If it goes against what the company stands for, no.

Corporate Social Responsibility: No longer a nice-to-do for large companies, startups recognize the importance of aligning their founding principles with work that can be done to support their communities. In mature organizations, CSR program decisions can also be made with the company’s core ideals in mind. For example, Johnson & Johnson provides drugs to underserved communities in the third world.

While startups don’t have the market cornered on building purpose-driven businesses, they are paying more and more attention to the new competitive realities of linking organizational health with business strategy and brand marketing. Firms like ours don’t create a brand’s image. Done well, our job is to reflect what is already there. So when you think about branding, don’t start by thinking about your logo or website. Begin by examining the impact your company wants to make for your employees, your customers and your community. Start by thinking like a startup.

This article originally appeared in the August 15-September 11 issue of Columbia Regional Business Report.

 

posted by Cathy Monetti Aug 18,2016 @ 04:56PM

Change, Nuance and Finding the Sweet Spot

A not-so-secret to success in business is the willingness to evolve. It’s been true from the beginning of time, I suspect, and I am quite sure the requirement has never been more significant than it is in the dynamic world market of today.

I believe so strongly, in fact, change has been a fundamental of our company since its founding nearly 30 years ago. It’s a practice we go about proactively—so much so that a joke around RP is how nice it would be to come in FOR JUST ONE DAY and not feel as if we were starting over.

 Oh, I am proud of that challenge.

 

AND SO IT IS that we’ve spent the summer talking through some newly articulated tenets for our work. I don’t have to tell you of the sea change brand marketing has experienced in the last few years; the digital revolution has not only supported the power shift, it created it. But there are subtle shifts, as well, tiny nuanced considerations that can mean the difference between well considered and invisible.

For example, it’s no surprise a well-designed brand/customer connecting point is the result of smart strategic planning. And yet it’s tempting to issue these like buckshot. There are so many options available to us today, what with endless delivery channels and proclaimed thought leadership and the prevailing belief the world waits (with bated breath) for whatever it is we have to say/sell/do.

But there is a sweet a spot.

Oh, there is a sweet spot and I encourage you to carefully articulate it. Work hard to identify the right time/place/exchange that will create a true brand loyalist—someone who will choose your brand over any other option and, more importantly, will tell others about it.

78272483_thumbnail-749515-edited.jpgA FEW WEEKS AGO we were having this very tenet discussion as we sat around the big kitchen table at the WECO. The question presented to all the Riggers was this: Give an example of a time you were converted to a brand loyalist. What was the brand touchpoint? How did it make you feel? What can we learn from it, and how can it make our work better?

I kicked off the conversation with my own story from the US Open tennis tournament. Sponsored in part by Lexus, VIP parking was available at Flushing Meadows to anyone who arrived in a Lexus or who presented a Lexus key. We zipped past the long, long line of cars waiting to fork over twenty bucks for general parking (on the outskirts of the gigantic tennis complex) and were ushered right in to a sweet spot (pun intended) near the stadium. And it was free.

The message: We, at Lexus, take care of our drivers.

Why it worked: a meaningful benefit ($20 and a great parking space) offered at the perfect time (a premiere event)

But there was also this important nuance: It was on brand for Lexus (luxury brand = VIP)

The conversation that afternoon was fascinating. The stories of brand loyalty were as diverse as our group, although many were of great customer service—a great reminder that even in this day of digital communciations, human exchanges still trump all.

 

WHAT ABOUT YOU? Can you remember a time a brand did something that converted you into a loyalist? 

I’d love to hear the story and share it with our team. Comment below, or send me a note to cathy@riggpartners.com.

posted by Julie Turner Aug 10,2016 @ 03:24PM

Hashtags, the big global event and you.

Let’s be frank for a minute. You can’t get away from hashtags any more and you’ll never be able to again. Whether you’re a lover or hater, hashtags are an integral — and helpful — aspect of the digital landscape.

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With the World Sporting Event That Cannot Legally Be Named without Paying for It upon us, there are several interesting subplots happening in the hashtag world. Let’s look behind the scenes of two social stories currently being battled out.

Twitter vs. U.S. College Football Fans
If you’re going to cheer on a team, say Great Britain, Twitter wanted to be sure you had a tweet-worthy hashtag. That’s why they reallocated the University of Nebraska’s longstanding Go Big Red hashtag (#GBR) and triggered the addition of a British flag to it (creating a temporary #hashflag). Seems easy enough, right?

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Turns out Nebraska fans don’t like it one bit. While the school doesn’t own the hashtag — since you can’t own a hashtag (more on that in a minute) — they’ve been using it for many years. Equally peeved are Purdue University, Eastern Carolina and even SEC stalwarts the University of Georgia Bulldogs. With football season fast approaching, expect #UGA tweets to sport a Ugandan flag for the duration of the Big Sportsing Thing.

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United States Olympic Committee vs. Nonsponsor Marketers
Remember how I said you couldn’t own a hashtag? Apparently you can trademark them as the Committee has pretty effectively done. To prevent ambush marketing, the USOC “advised” brands against marketing that referred to “Olympic results, shares or re-tweets of the official Olympic account, or use of official hashtags including #Rio2016 and #TeamUSA.”

Don’t worry, they’re not going to come after us Everyday Joes — individuals who tag their #phelpsface memes with official hashtags. In fact, the way some brands skirt around the mention is getting them some serious tweetplay.

So what does all of this hashtag fluttery mean for a modern marketer who doesn’t have Super Big World Game aspirations?

Hashtags are here to stay. Not the ones #youandyourfriendsjustmakeup. Real hashtags that integrate varied marketing strategies to multiple audiences in platforms ranging from Instagram to Facebook. Hashtags are indexed by social networks and searchable by anyone. That’s staying power you can harness for free.

However, if your hashtag has grown into a valued brand asset, you now have some means to protect it. You can invest in trademark protection for a hashtag via the United States Patent and Trademark Office. At a cost of about $275 and six months, you can register a trademark though you may experience bumps in the road based on the hashtag content.

In short, hashtags are here to stay. If you’re finally ready to wade in, tread very, very carefully.

posted by Teresa Coles Aug 01,2016 @ 03:03PM

Believable Brands Believe in Something

Your business is doing just fine. Profits are more or less steady. Customers appear to be satisfied. Employees are not complaining, at least openly. Sales and marketing teams have all the busy work they need.

You’re holding steady. Or are you?

If this sounds like your organization, the unfortunate reality is that you’re losing ground every day. What may appear to be a healthy status quo is nothing more than a cry for movement out of the ordinary, into a space that is ripe with meaning and impact for all parties involved. One where success is fueled by a brand strategy and product/service experience that is a complete and uncompromised reflection of your company’s belief system.

Call it Corporate Culture. Organizational Health. Understanding Your Why. What matters most is that your company or organization must have a point of view that sets you apart externally and inspires you internally. To effectively harness this strategy is to connect your company’s belief system — what it stands for — to a brand that is imminently believable in the marketplace.

Evidence is mounting every day to support the importance of building purpose-driven organizations and brands, and it starts from the inside. Consider the prevailing mindset of today’s employees as it relates to understanding what their companies are all about, beyond their day-to-day job functions:

  • 56% say their company’s purpose is not clearly conveyed to all employees
  • 68% don’t think businesses do enough to instill a sense of meaningful purpose in their work culture
  • 81% consider a company’s corporate social responsibility practices when deciding where to work

On the flip side, data indicates that employees are much more likely to be engaged with a company, act as brand advocates and stay longer with a company that openly and consistently leads with a strong sense of purpose. When team members cultivate a shared belief system, the odds of accomplishing more meaningful and productive work grows exponentially.

The profile among consumers as it relates to a company’s purpose is equally compelling: 

  • 71% would help a brand promote their product or services if there is a good cause behind them
  • 91% of consumers would switch brands if a different brand of similar price and quality supported a good cause
  • 90% would boycott if they learned of a company’s irresponsible business practices; 55% have done so in the past 12 months

Like employees, the connectivity and control that exists among consumers gives them a front-row seat to the character and practices of an organization. Given their finger is on the proverbial button of influence, it’s easy to see the strategic advantage of building connections between consumers and brands that stand for something larger that the specific product or service. This kind of goodwill is pivotal in helping brands withstand the temporary setbacks that may result from issues associated with product or service dissatisfaction.

Where and how does purpose show up in brand marketing? Take a look around, and it’s easy to see leading brands that are calling both internal and external audiences to arms through shared beliefs.

Of note is the #LikeAGirl campaign from Always, which debuted in 2014. As a company whose purpose is to empower and instill confidence in pubescent girls, the Always brand created a movement designed to keep girls in sports, noting that 50% typically drop out at the onset of puberty due to a plummet in their confidence. The brand dispelled the myths associated with “like a girl,” turning the language on its side to reflect the spirit, skill and confidence that exists in young female athletes.
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Calling on your company’s belief system as a strategic differentiator is by no means a soft or nice-to-do strategy reserved for the Fortune 500 set. Leading a company through a shared sense of purpose can benefit organizations of any size, from improved team dynamics and accelerated product innovation to market-altering customer service experiences. Align this kind of inspired performance with an external brand that reflects the ideals of your company, and you’ll find yourself with customers who are ready to believe in you. That’s a one-way ticket out of the status quo.

*This article originally appeared in the July 18-August 16 issue of Columbia Regional Business Report.

 Sources:
Edelman GoodPurpose Study
Havas Media “Meaningful Brands” Global Report
Deloitte Core Beliefs and Culture Survey
Cone Communications/Echo Global CSR Study

 

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