pr + marketing portfolio, charles dye

UO Brand Review: Nike

University of Oregon (UO) academic brand review assessing architecture, attributes and competitive landscape of a chosen brand.

Competitor positioning

Adidas •Strongest in soccer and running

•Lacks depth in apparel of Nike Pro Combat line

Puma•Running shoes lack Nike’s quality and brand appeal

•Apparel trying for casual wear and kids

Performance •Shoes: high performance, planned obsolescence

•Apparel design mantra: Warm, Cool, Dry

Availability•Largest seller of athletic gear in the world

Prestige •Prefontaine - Jordan celebrity athlete endorsers

Origin (regional appeal in Northwest)

•One of two Fortune 500 firms headquartered

in Oregon (Precision Castparts)

Brand attributes

If you have a body, you are an athlete--- Nike.com via Bill Bowerman

For every able man, woman and child, Nike is the

athletic footwear, equipment and apparel brand

that delivers superior comfort, performance and

style because Nike makes the best researched,

best designed, best selling sports gear in the world

Positioning

The world’s best-selling athletic footwear and apparel

Brand Review

Nike

Charles Dye, 2011

Solution:

Detailed modeling and analysis of Nike and subsidiary brands, reviewed 10-K financial reports, positioning, brand attributes, competition, visual identity, brand equity, and reputation.

Produced and delivered academic brand review for graduate school Brand Management course.

Sweatshops•Third-party manufacturing vendors overseas

•Benefit of the doubt on working conditions,

still exporting jobs to third world for the

sake of profit margins

Reputation

Promoting Mark Parker30 years at Nike, CEO since 2006

•Product of Nike culture •Doubles Nike’s worth in first four years as CEO

•Resulting reputation is stability and sound finances

Reputation

Competitor positioning

Adidas •Strongest in soccer and running

•Lacks depth in apparel of Nike Pro Combat line

Puma•Running shoes lack Nike’s quality and brand appeal

•Apparel trying for casual wear and kids

Performance •Shoes: high performance, planned obsolescence

•Apparel design mantra: Warm, Cool, Dry

Availability•Largest seller of athletic gear in the world

Prestige •Prefontaine - Jordan celebrity athlete endorsers

Origin (regional appeal in Northwest)

•One of two Fortune 500 firms headquartered

in Oregon (Precision Castparts)

Brand attributesCross-channel vitalityNike Town / retailers

•Strong domestic retail partnerships

•Aggressive program, international retail partners

Nike.com•Enormous inventory, routine promotions

NikeID •Custom-orders on premium product lines

Employee store •Exclusivity, selection, 30-50% off retail pricing

Visual identity

The Swoosh

The athletes

The gear

The shoes

Charles Dye Portland OR 503-547-4762 [email protected] www.gplus.to/charlesdye 6

Selected Case Studies

San Francisco, California

The Pacific Gas & Electric (PG&E) AMI deployment in the San Francisco area appears to be the most contentious smart meter conflict on record in North America. Some striking factors:

• PG&E has played very strong defense throughout a profoundly hostile deployment. Had more of these measures been taken proactively instead of reactively, the AMI debate might have evolved much differently throughout the US and Canada -- potentially undermining the intensity of such arbitrary opposition as Stopsmartmeters (Stopsmartmeters.org, 2011).

• The largely reactive nature of PG&E’s campaign allowed the pendulum to swing so far to PG&E’s disadvantage that extreme difficulties have been encountered in working to regain constituents’ trust and esteem.

PG&E’s Key Messaging

PG&E presented research supporting AMI deployment, offered a voluntary opt-out, and demonstrated clear intent in the extensive media coverage of its conflict with the San Francisco opposition -- but all were done reactively as resistance grew. Relative to other AMI campaigns, much of the most challenging opposition PG&E’s deployment encountered presents a clear lesson about proactively setting the frame for potential debate. (Schmit, 2010) PG&E’s defense appears to offer a viable foundation of core issues for utilities planning subsequent deployments:

• Allow verbal opt-out up to and including the day of third-party installation of a particular meter by the property owner or tenant. Some PG&E constituents reported physical altercations and police involvement during third-party meter installations in spite of owner/tenant resistance.

• Preemptive framing of AMI as a privilege and an improvement to a given community’s infrastructure (see Program Recommendations and Messaging Recommendations below).

Outcomes

PG&E continues to suffer increasingly negative public opinion and perception as 2011 draws to a close. Because of the traction gained in San Francisco, AMI opposition now seems to look to California as the blueprint for successful resistance of smart meter deployment.

Analysis

PG&E encountered the loudest, most damaging, and most diverse resistance faced by utilities deploying smart meters in the US. AMI resistance has largely been content to cherry pick and carbon copy selected tactics from the San Francisco resistance for much of the subsequent opposition messaging. This lack of innovation and energy creates opportunity for AMI deployment.

Charles Dye Marketing & PR Consultant

[email protected] 503-547-4762

On contract to Eugene Water & Electric Board for analysis of campaigns advocating and opposing deployment of smart meter technologies in North American energy markets.

In 2011 and 2012, EWEB undertook evaluation of whether to deploy smart meters, and how best to frame the cost-benefit findings to its constituents.

EWEB Case Studies & Precedent Analysis


Selected Case Studies

Portland, Oregon

If any utility deploying AMI made its plans less visible, less vocal or less effective in preempting potential conflict over the installation of smart meters than PG&E, it would have to be Portland General Electric (PGE). This report was compiled using PGE power measured by a smart meter installed on behalf of PGE, and can attest first-hand to the nearly under-the-radar AMI deployment in Portland.

PGE’s Key Messaging

“How can we modernize our current electric grid into a Smart Grid that is safe, more reliable and more efficient? One way is through the use of something called a SmartMeter™. It’s a helpful device that connects your home to the electric grid, allowing you to see how and when you are seeing sic [using] your energy in greater detail” (Portland General Electric, 2011).

Outcomes

With initial outreach by no means high-profile nor proactive, PGE’s deployment encountered significantly less resistance than the cases detailed above.

Analysis

Relative to the San Francisco case study, PGE seemed to have set itself up for significant difficulties. However, its deployment was profoundly less contentious. PGE’s low-profile initial outreach suggests more luck than precise execution of a comprehensive campaign. Subsequent attempts by utilities to fly AMI in under the radar would be profoundly ill-advised.

That said, one thing that PGE seems to have executed quite well in its messaging is framing AMI to its constituents in terms of what’s in it for them (Economics Week, 2011).




AMI Campaign Precedentsfor

Messaging & Opposition

EWEB AMI Research and Report Prep

Prepared for: Joe Harwood, EWEB External Communications Coordinator

Prepared by: Charles Dye, Marketing & Public Relations Consultant! ! 503-547-4762! ! [email protected]! ! www.gplus.to/charlesdye! ! journalism.uoregon.edu/user/cdye

December 20, 2011

Charles Dye --- Portland Oregon! [email protected] Marketing & Public Relations Consultant! 503-547-4762

Solution:

Compiled a 25-page case study examining precedents in campaigns advocating and opposing smart meter deployment.

Developed SWOT analyses for advocacy messaging as well as opposition campaigns.

Cited diverse academic theory and industry standard in support of analysis.

Submitted program and campaign recommendations for EWEB’s proposed smart grid deployment.

Ongoing contributions as message-development for smart meter deployment continues in 2012.


Recommendations

Program Recommendations

Prior AMI campaigns suggest that EWEB’s AMI program can be tailored to support the messaging component of its deployment. Recommendations specific to messaging are detailed on the following page; these points, meanwhile, are specific to how the AMI program itself can support that messaging:

• Leverage favorable responses from the pilot program for peer endorsement appeal as deployment continues. Peer credibility has growing persuasive impact as the under-40 demographic becomes increasingly resistant to conventional mass messaging (Shirky, 2009).

• Consider offering two affluent areas of the EWEB service area a voluntary opt-in. Leverage favorable responses to this opt-in for peer endorsement appeal, a perception of scarcity and demand for smart meters, and perceptions of smart meters as “better” and/or “special”.

• Next, target the West University neighborhood and other high-turnover rental areas where where AMI opposition is less likely to initiate among temporary residents.

• During full deployment, allow on-the-spot, verbal opt-out to avoid the conflict reported from the San Francisco deployment. PG&E made inadequate opt-out procedures early and later backpedalled into re-installing analog meters, which undermined its credibility in many other aspects of the deployment. The recommended practice is to allow an opt-out that leaves the analog meter in place and avoids public perception of forced installation and/or conflict between tenants and third-party installers. California’s retroactive legislation requiring utilities in the state to offer opt-outs suggest that a similar policy would not be unattainable for Oregon AMI opposition (Wolff, 2011).

• Provide each user with secure access to meter transmission logs for the sake of transparency. A given tenant’s access to transmission data on their particular meter will be immensely helpful in countering the misinformation spread by AMI opposition that smart meters transmit RF on a 24/7 basis. Meter transmission logs could be available online, or printed on EWEB billing statements.

• Security/hacking concerns can be addressed by sharing cost-benefit analysis of PLC transmission as compared to RF transmission (Sungwook et. al., 2011).




Messaging Recommendations

News, analysis and prior AMI campaigns suggest that EWEB’s AMI messaging can be optimized for effectiveness in limiting opportunities for opposition, proactively controlling resistance dialog that may develop and the public opinions and perceptions surrounding smart meter deployment. The following recommendations detail message development points that can support EWEB’s AMI support the proposed deployment:

• Central to the messaging of the smoother, less-contentious AMI deployments in the US and Canada is the consumer-oriented them of “what’s in it for them” -- leading to recommendations for messaging built on “a smart grid vision instead of a smart meter vision” (Economics Week).

• The Illinois water utility’s November encounter with offshore hackers breaching its main IT network appears to be the only reported US utility hack manifesting any significant impact (Tarantola, 2011). Though risky for proactive messaging, reference to this case can serve in responses to resistance based on hacking/security concerns. This hack was an offshore attack on infrastructure, not on constituents’ identity or billing information. Given the timeline of IT deployment, a utility hack was possible long before the development of smart grid technologies -- yet utilities have seldom, if ever, previously suffered such security breaches. More specific to EWEB, the Eugene/Springfield population size and industry base would seem to be extremely low on list of targets for industrial espionage likely to affect EWEB’s constituents.

• Smart meter manufactures and organizations such as EPRI aren’t out to force AMI on consumers, their agenda is protecting themselves and utilities from liability by providing safe, reliable appliances and valid, scientific research. These manufactures, researchers and utilities would absolutely not be served by jeopardizing public health and safety. Their goal is to improve the service, efficiency and safety offered by utilities.

• Smart meter research essentially serves one of two general agendas -- these studies either aim to resist smart meters by any means available, and with occasional disregard for scientific validity; OR they aim to protect utilities from liability that would stem from deploying unsafe technologies to their proprietary infrastructure.

Continued, next page




SWOT Analyses

AMI Opposition

Strengths:

• The primary studies finding AMI safe for deployment are produced by organizations such as the Electric Power Research Institute (EPRI), conducting research relevant to the electric power industry and largely funded by US utilities (Sage Associates, 2011). Opposition groups have repeatedly leveraged this funding alignment as evidence that studies finding smart meters safe for deployment aim to cover up a significant threat to public health and safety.

• Arbitrary resistance has been the strongest element of successful opposition efforts.

Weaknesses:

• Organizations aligned with AMI opposition, such as Sage Associates, tend to have only role in smart meter research -- to serve agendas of opposing smart meter deployment regardless of scientific research on the topic.

Opportunities:

• Michigan’s municipal resolution snowball effect saw Oak Park successfully build on the conflict in San Francisco. Several weeks later, Southfield successfully built on Oak Park and San Francisco. The logical fallacy in play: The more times a particular case is used verbatim can be presented as credibility for that case, though it grows no more or less empirically sound by way of this repetition. Put simply: If everybody else jumped off the AMI bridge, would you jump too?

• Agenda-driven anti-AMI rhetoric such as StopSmartMeters.org presented as scientific data.

Continued, next page



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Metro Council / UO-Sustainable Cities Initiative consulting in collaboration with a team of ten UO graduate students in the Portland-based Strategic Communication program.

Assessment of Metro’s print, web and social media communications for brand awareness, public perception and opinion.

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Metro Media Audit


Summary of Recommendations

Landing page

Larger, more iconic images. Visually striking presentation with better balance of all the main parts of the sensory and sensual experience that are enjoyed by the lodge’s guests -- as detailed above.

Interior pages

Compelling, detailed, concise text packaged with photos to expand the experiences introduced on the landing page. All pages funneling to the purchase point -- either a call to action with contact information or, more ideally, an online reservation booking portal. The lodge’s core message should be one of a transformative journey. A message of enticing, sensual word choice juxtaposed with big, strong, vibrant images to plant the seeds of the lodge experiences that will become treasured, life-long memories.

Charles Dye Marketing Consultant


photos © Charles Dye

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Tom Hughes, Metro Council President:

“The results were transformative.”

“A vision for moving visitors to Metro’s venues and website from a first-level awareness to a deeper inquiry about Metro’s services.”



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Charles Dye Strategist

[email protected]

CDye-KidTime New Venue Marketing Plan (March 2011) 3

MARKETING STRATEGY SUMMARY

KidTime strives to be Southern Oregon’s flagship interactive early learning and family recreation center. In the format of Moore’s summary template, KidTime Discovery Space is:

For Southern Oregon families and childrenWho seek early learning and educational recreation opportunities. Our facility is a children’s science discovery museum and recreation space That provides proven recreation-based, early education exhibits and activities. Unlike Portland’s OMSI and Southern Oregon’s numerous recreation venues, Our facility offers Rogue Valley families an unparalleled learning opportunity.

GOALS

Revenue goals:

KidTime historically earns revenues more or less evenly split between its for-profit and non-profit endeavors. Roughly 50 percent of the facility’s revenue comes from visitor attendance. The balance comes in the form of grants, fundraising and sponsorships.

Among KidTime’s primary goals for the next 12 months, additional steps toward profit-driven self-sufficiency is paramount. This transition toward self-sufficiency is expected to be a 3-5 year process. Ultimately, KidTime’s ability to make significant gains in attendance numbers will make or break the quest for increased profitability and, by extension, self-sufficiency.

Attendance goals:

KidTime’s initiative for addressing its revenue goals over the first 12 months at the Medford History Center, the Relocation and Capacity Building Project (RCB), has been underway since September, 2010. This program’s progress set the stage for KidTime’s move to

On contract to KidTime, a non-profit advocacy for early education in southern Oregon, for marketing strategy and organizational vision during relocation and rebranding campaign.

KidTime Marketing Plan



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[email protected]


Leisure

Distant

Learning

Local Figure 2: Positioning Map A



Landing page


Interior pages





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!

!

!

!


[email protected]


MARKETING PLAN

New venue, new potential:

April 2011 to April 2012

The first 12 months in downtown Medford

compiled March 2011

Solution:

Developed marketing strategy for relocation and rebranding campaign.

Planned campaign tactics, timeline and budget for promotion of new venue.

Social Media Project Manager during transition to new venue.

Compiled editorial calendar recommendations.

Organized and led Pepsi Refresh grant campaign.

Introduced and established Hootsuite for ongoing social media content management.



Landing page


Interior pages





! "!

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[email protected]


KEY SUCCESS FACTORS

Key to the success of KidTime’s move to the History Center and related efforts to increase both attendance and revenue in the transition from non-profit to financial self-sufficiency over the next 3-5 years:

• Clear differentiation from local and regional competitors and peer organizations• Effectively normalize new location after 6 years at original venue• Capitalize on additional capacity available at the History Center to increase

attendance and subsequent revenues • Construction and effective launch of gift shop revenue stream (onsite and online

distribution channels) • Resolution to current board negotiations regarding family membership plans and

multi-visit ticket packages for additional price appeal and retention opportunities • Further advancement of brand recognition and esteem, primarily to Rogue Valley

residents, but not without investment in reaching regional and vacation travel audiences • Effectiveness in improving SEO results, social media penetration and earned media

placement

* * *



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[email protected]


APPENDIX B

Preliminary Grand Opening Marketing Timeline (March 2011):

Today• 1. Establish the five Ws (Who, What, When, Where, Why) for the grand opening and

first 12 months in downtown Medford: • Who: Not a specific list of people yet (we’ll get to that very soon), for now just

the general groups you'll want to invite (Core members, media, volunteers, donors / investors, board members, local family, neighbors, dependable friends).

• What: "Grand Opening”, or “Now at the History Center”, emphasis on the move downtown and the expanded offerings there, in addition to the standing concept of “Making a difference, one family at a time”.

• We’ll also want to plan a couple of plot points for the event. Will this be a free-form hangout or an organized facility tour? Will you make a little speech? Will there be any hands-on activities that might commit new clients to sign up for memberships?

• When: April 16.• Where: History Center, 106 N. Central Ave., Medford OR. • Why: "If KidTime’s new venue isn't the talk of the Medford early learning

community yet, it should be", or "Just when you thought KidTime couldn’t get any better, come see how we did just that" ... a line like one of these will also serve as a subhead or topic sentence in blog posts and Facebook event pages.



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[email protected]

CDye-J610 KidTime Marketing Plan 18

MARKETING COMMUNICATIONS

Having spent nearly six years at its original location on the outskirts of Medford, chief among KidTime’s priorities is normalizing the relocation into downtown, and promoting the April 16 grand opening. Secondary in urgency are new details pertaining to user experience, such as directions, parking options and nearby resources for families visiting the facility.

Figure 5

Medium Goal Analytics 12-month budget

SEO, KidTime home page

Optimize content of current site and 2011 redesign for

search engine results

Google Analytics, Alexa Rankings

Redesign $10,000 Paid search $9,000

Updates $2,400SEO $6,000

Social Media, mainly Facebook

Foster customer relationships,

benefit from peer influencers

Facebook Analytics

Free platform Strategist $5,000

Earned Media Reach new audiences

through news exposure

Press release placement,

exposure in news Free platform

Strategist $2,000

Mass Emails Maintain loyalty, inform current

customers Constant Contact

Analytics Strategist $4500

Word of Mouth Benefit from peer credibility and peer influence

Customer rewards for referral visits Free platform

Sunny Spicer, KidTime Executive Director:

“Charles was an essential component in our transition to a highly visible family attraction. The marketing plan he developed generated significant audience engagement, contributed to a clear trend of increased paid attendance, and continues to this day to be the model that KidTime aspires to replicate.”

Collaborated with UO team of 3 graduate students on academic brand refresh project assessing the architecture, attributes and competitive landscape of a chosen brand.

UO Brand Refresh: PowerBar

Jennifer Elliott VP-Marketing, Regence and UO Adjunct Faculty: “Really enjoyed the strategic thinking and recommended changes.”

“Great activation ideas - overall, a very impressive portfolio based on sound business thinking and clear recommendations.”

Solution:

Compiled detailed analysis of PowerBar and its diverse product lines.

Contributed to market segmentation, product line positioning and re-launch strategy.

Designed drafts of refreshed brand packaging.

Produced and delivered academic brand review.

Re-Launch Strategy!•  Focused Partnerships!•  PowerBar: NBA, NFL, MLB, NHL, MLS and USA Olympic

Teams!•  Trek: REI, NorthFace, Patagonia and Specialized!

•  Stride: Nike, Apple and P90X!

Visual Identity – PowerBar!

Competitive Sport Athletes!

Visual Identity - Trek!Outdoor Enthusiasts!Visual Identity - Stride!

Health and Fitness Community!

Presentation Design & Speech Writing

Capabilities:

Optimize typography, image, layout for compelling visual impact.

Engage and inform audiences with verbal presentations.

Employ focused writing and messaging techniques to convey complex ideas with clear, concise, engaging delivery.


Brand Review

NikeCharles Dye, 2011


Brand Review



Brand Review


Successes:

Designed 2011 investor relations and business development keynote presentation for KidTime Executive Director, Sunny Spicer.

Presented original work of published fiction in support of The Frozen Moment anthology at the 2011 book launch.

Researched, designed and scripted monthly UO graduate school presentations, 2010-2012.


Brand Review



Brand Review



Brand Review


Promoting Mark Parker30 years at Nike, CEO since 2006

•Product of Nike culture •Doubles Nike’s worth in first four years as CEO

•Resulting reputation is stability and sound finances

Reputation

On contract to rising Portland lit star, Gigi Little, helped launch online platform promoting original fiction, essay and blog content.

Solution: Integration of social media, blog and web content for promotional site focused on her writing, illustration and merchandising work for Powell’s Books.

Developed print, blog, and social media marketing timeline promoting launch and related social event.

Print Collateral

promotional materials created by Portland copywriter Charles Dye

Front

Back

Gigi Little, Portland Author:

“I've been working on building a website. Or working with my excellent web strategist Charles Dye who is being so patient and accommodating throughout the process. He's made this whole thing a great experience.”

On contract to Story & Song Producer, Colin Farstad, developed a low-cost print campaign, designed for volunteer team’s on-demand printing and distribution.

Solution: Integration of social media, blog and web content with clear call to action for a fund-raising event to benefit a Portland-based finish carpenter active in amateur music and writing communities.

Designed and provided volunteer team with low-res, 8.5 x 11 flyer gray-scaled for photocopy reproduction as needed for distribution efforts.

Developed print, blog, and social media marketing timeline promoting launch and related social event.

Story ...

Tom

Spanbauer

Cheryl

Strayed

Monica

Drake

Margaret

Malone

Emily

Chenoweth

... and Song

An intense opening set of acoustic songs by

Closureyes

The soothing keyboard and vocal sounds of

NicoleBerke

High-energy, contemporary Bluegrass by

Highwater

Blue Monk, Friday, February 19th at Seven

Brad’s a kind soul and a great

friend. So, it was crushing to hear

that he spent Christmas Eve in

the emergency room.

And Christmas Day in OHSU’s

Intensive Care unit.

In all, Brad spent the better

part of two weeks at OHSU.

He welcomed the new year in

Intensive Care with an infection

along his spine that required

emergency surgery.

In addition to being a skilled

writer and drummer, Brad works

as a finish carpenter.

Please join us for a night of

story and song in Brad’s honor,

and help offset his medical bills.

Pdx writers and musicians support one of their own

F o r e v e r Y o u n g , B u n k i e . F o r e v e r Y o u n g

3341 SE Belmont Street Cover: $8 (donations help) [email protected]

Please help offset Brad’s unexpected medical expenses

S T O R Y A N D S O N G : A B E N E F I T F O R

B R A D L E Y R O S E N

Project Outcome: Capacity crowd at Southeast Portland venue, fund-raising goal achieved through donations.

On contract to KidTime, a non-profit advocacy for early education in southern Oregon, as Social Media Project Manager for 2011 web and print campaign in pursuit of Pepsi Refresh Grant.

KidTime Strategic Partnership: Pepsi Refresh

Boost KidTimeʼs bid for a Pepsi Refresh Grant

Vote us once a day, every dayText 108096 to 73774 on your phone

or vote for KidTime online at www.refresheverything.com/kidtime

We need your votes to qualify!

Help us continue to serve Southern Oregon youth and families by voting online or by text

More than 50% of Southern Oregon school kids live in poverty

Nearly 40% drop out of school

More than 50% of Southern Oregon school kids live in poverty

Nearly 40% drop out of school

Solution:

Developed grant writing campaign and timeline.

Compiled and submitted required grant application materials to Pepsi.

Planned and executed editorial calendar.

Integration of daily social media content and print collateral promoting audience engagement and participation in the grant competition.

Project management, planning and introduction of Hootsuite for coordination daily social media outreach efforts.

Quadrupled social media audience engagement during the course of the 2011 grant campaign.

Fron

tBa

ck

Support non-profit learning programs for Medford kids

Coming soon to

More than 50% of Southern Oregon school kids live in povertyNearly 40% drop out before finishing high school

Help KidTime support Southern Oregonʼs young families Vote online at www.pep.si/pq4aG4

or by texting 108096 to 73774 (PEPSI)

4” x 6”

UO Public Service Announcement Storyboards

UO academic public service announcement storyboards showcasing strategic messaging and promoting a chosen brand to a designated audience.

Jenna Soard, UO Adjunct Faculty:

“I love, love, love this! The video examples are wonderful and interesting and shocking! Way to find perfect examples of the type of emotional reaction you are trying to convey! The video concept you came up with looks great!”

Solution: Managed and executed all tasks, including producing PSA storyboards viewable at: www.xtranormal.com/watch/13112937/wellspring-client-relations-storyboards

Based storyboard video on identification and modeling of topically related PSA precedents.

Scripted PSA/client relations video for Wellspring Media, a fictitious PR & Marketing agency startup.

Identified Xtranormal, a video animation generator, as viable platform for storyboard animation video.

Shot 7 (tight, 1-shot) -- Lead: Where there is still clean water.

Shot 8 (transitional, 2-shot) -- Lead: Indian Country is all the frontier that’s left. Because it has not yet been exploited.

Shot 9 (tight, 1-shot) -- Support: Resource management needs to be done right so our health and our environment are no longer sacrificed for energy profits.

Shot 10 (tight, 1-shot) -- Lead: Activists are out there, advocating for sustainable resource management.

Shot 11 (reverse, transitional, 2-shot) -- Support: Many Americans are eager to learn how they can do their part.

Shot 12 (transitional, 2-shot) -- Lead: Wellspring Media brings tribal perspective to mainstream America.

Shot 13 (black screen) -- White text: Wellspring Media

Shot 14 (reverse, transitional, 2-shot) -- Support: Wellspring Media.

Shot 15 (tight, 1-shot) -- Support: Your nation. Your resources. Your homeland.

Shot 16 (reverse, transitional, 2-shot) -- Support: The keys to our future in the wisdom of our past.

Shot 17 (black screen) -- White text: Mainstream audience engagement / Message development / Platform integration

Shot 18 (black screen) -- White text: Wellspring Media / Portland, OR / Bringing tribal perspective to mainstream America

PRECEDENTS

(W+K) Think Indian PSA: http://www.youtube.com/watch?v=nwiqs-0pFBs

Hope on the Rez PSA: http://www.youtube.com/watch?NR=1&feature=endscreen&v=Tm0OG4cdLgY

Red Feather Development Group PSA: http://www.youtube.com/watch?v=fu3jhKbl_ew

PSA / CLIENT RELATIONS VIDEO CONCEPT

Scene: Standard PSA / Client relations construct of talking heads offering perspectives on the topic of tribal land rights and resource management policy, as well as Wellspring Media’s role in cultivating mainstream support for those causes.

Setting: Campaign will include videos set both in agency office environments and against idyllic wilderness views.

Actors: Lead -- Native American female professional activist representing tribal / resource advocacy. Supporting -- Male professional PR Strategist representing Wellspring’s audience engagement contributions.

Run time: Approximately 1 minute.

Dialog: Shot 1 (close, 1-shot) -- Lead: They’re sizing up what’s left of America.

Shot 2 (mid-range, 1-shot) -- Lead: There’s a rush to get to energy resources on tribal lands.

Shot 3 (transitional, 2-shot) -- Lead: Indian Country covers the last slivers of land where there is still oil.

Shot 4 (reverse, transitional, 2-shot) -- Support: Where there is still coal methane.

Shot 5 (wide, 2-shot) -- Lead: Where there are still forests.

UO Search Engine Optimization Analysis

UO academic Search Engine Optimization analysis, evaluating keywords, tags and user experience of a chosen brand, and strategic recommendations.

White Horse

•Web marketing, Web design, and Strategic Consulting -

White Horse

Turtledove Clemens

• Turtledove Clemens | Marketing & Advertising Agency |

Portland, Oregon

Razorfish•Heavily reliant on Flash, SEO obstacle per Anvil

HMH•Advertising, Public Relations, Marketing Communications

Agency in Portland, OR and Charlotte, NC | HMH

Source Code AnalysisSite Objectives

•Business development, industry credibility

Audiences•B2B: Current and prospective clients

Online Platform •Home page, first impression of credibility

•Social media integration

•RSS subscription, blog integration

Call to Action •Phone and online contact information

Home Page AuditHome Page Audit

Industry cred / Blog showcasing expertiseSocial

Call to action

SEO Landscape & Recommendations

SEO Analysis

PDX Boutique Agencies

Charles Dye, 2012

Solution:

Compiled comparative analysis of Portland marketing agencies White Horse, Turtledove Clemens, Razorfish, and HMH for search optimization and user experience.

Developed detailed recommendations, milestones and evaluation benchmarks for improvement of SEO and referral traffic.

Produced and delivered academic analysis drawing on SEO presentations by:

Kent Lewis of Anvil MediaAmanda Bernard of iSite DesignDuane Forrester of BingRicky Skidmore of Google

Evaluation in Q2-2012Increase home page visits

•50 percent referral & search traffic increase

Increase referral traffic from social & blog

•50 percent increase toward call to action pages

Expand outreach to prospective clients

•30 percent increase in prospect contacts

Increase billable project hours

•5 percent increase in billable hours per month

Recommendations

Is the UX smooth & intuitive? Is it cluttered & complex?

Recommendations

Flash•Maintain limited use of Flash animation

Keywords•Continue emphasis on “web” for differentiation

•Emphasize “mobile apps” for differentiation

•Compete for “PR” and “Advertising” searches

User Experience

•Redesign for less cluttered, more intuitive UX

Social Media•Shift focus away from Twitter visual and text limits

RecommendationsFlash•Maintain limited use of Flash animation




User Experience •Redesign for less cluttered, more intuitive UX


RecommendationsFlash•Maintain limited use of Flash animation






Recommendations

Flash•Maintain limited use of Flash animation

Keywords•Continue emphasis on “web” for differentiation•Emphasize “mobile apps” for differentiation•Compete for “PR” and “Advertising” searches



Web Analytics

Google search term: “charles dye portland newspaper”

3 primary data categories

Visitors

Traffic Sources

Content

Capabilities: Comparative analysis of visitor behavior, traffic sources and keywords.

Interpretation of visitor intent and behavior.

Google Analytics, Facebook Analytics, Alexa Reports and WordPress stats. Prerequisites

Admin privileges and/or site ownership

Analytics tag embedded in source code

Measurable web traffic

the power of

Google Analytics

Tracking online audiences

through web traffic statistics

Successes:

Consistently identified opportunities to optimize web and social media content for improving traffic, engagement and conversions.

Illustrated to clients their geographic outreach, the keywords leading visitors to them, and how those factors prompt site/campaign improvements.

Who fits this profile? Prospective Client? Timing doesn’t fitOregon admissions or StratComm faculty?

Timing doesn’t fitResume, application package don’t fit with search

for “charles dye portland newspaper”

StratComm cohort? Timing and the basis for the search term fit the

visitor profile

Here’s what we know: Mac user ... on Comcast ... in West Linn ...

Social Media Strategy & AnalyticsCapabilities:

Communication plan, timeline and budget for strategic social media campaigns.

Development, launch and execution of campaigns designed to engage, present calls to action, and generate referral traffic to revenue funnel.

Comparative analysis of impressions, conversions, visitor behavior, and engagement trending.

Correlation of specific content themes to audience response.

Evaluation

Retention •Game and season attendance are their own

analyticsAwareness•Twice-yearly opinion and perception surveys

Evaluation

Engagement•Follows, comments, audience posts are their own

analyticsReferral traffic•Google Analytics, Alexa Rankings, etc.

Methodology

Key messaging •Establish urgency to stay up to date with team

•Play up experience of attending games

•Increase general awareness of team

Methodology

Budget•Free platform•Messaging already being developed for Facebook

and home page•Page admin, curation and moderation, est. $5k/yr

Marketing recommendation

Winterhawks & Google+

Charles Dye, 2011




Conclusions and Recommendations

I haven’t been provided any data on KidTime’s paid attendance at the History Center. However, Sunny, in the past 3-4 weeks you’ve mentioned at once or twice that paid attendance rose significantly during the weeks of my August campaign -- most recently in your Sept. 10 email. Without specific attendance data, I can’t shoulder the burden of proving a link between KidTime’s online audience engagement and paid visits to KidTime at the History Center. However, I do contend that the trend of increased paid attendance corresponds with the clear and undeniable audience engagement data generated by my August social media campaign, as detailed above.

Bottom line: I know what I’m doing and I do it well. If it looks easy, please consider how much professional and academic experience I’ve invested in it.

If social media seems like a playground, bear in mind, the Facebook generation -- those kids who’ve always had email and never sent a fax, those kids who’ve always had a cell phone and never had a landline or used a rotary dial phone -- they’re old enough that they’re in my graduate marketing classes, finishing their MBAs and starting careers now. It’s not tough to predict which direction the fastest climbers of the Facebook generation will take things when the post-war waves of the Baby Boomers start to retire in wholesale numbers next year. This whole new-media thing, it’s happening right now.

If new-media marketing and social media strategy seem anything less than absolutely necessary, consider this:

• Facebook alone has more than 750 million members and its CEO is the youngest billionaire in history.

• Mobile phones are manufactured with social media apps pre-installed. • Google (trading at $530/share, more than Apple and more than double IBM or Amazon) is waist-deep in

adding its Google+ platform to the social media landscape. None of these facts are coincidence. Believing otherwise is the hallmark of entrenchment in outmoded, outdated business logic. This isn’t an era of print media buys. It’s not an era of buying air time during the news hour. It’s not even an era of banner ads and sponsored links any more. SEO was king before social media. Consumers younger than age 30 see through every bit of that, they tune it out and move right past it.

In today’s marketing environment, social media is the card you want to be playing. If letting go of marketing tools, theories and practices older than virtually everyone in your audience is anything less than top priority, I can assure you that the public release of Google+ next year, and 750 million currently active Facebook members will leave you behind in the next five years. And they’re taking the marketplace with them.

* * *

Successes:

Consistently identified opportunities to increase effectiveness of social media content in attracting, engaging and converting visitors for various clients.

Illustrated to clients their social media outreach, the content areas linked to engagement trends, and how those factors prompt campaign improvements.


Social media case study: Pepsi Refresh Grant campaign

During the last week of July, 2011, the KidTime fan page on Facebook was “liked” by 319 fans who made a total of just 57 visits and 1 audience post to the fan page -- about 1 visit that week for every 6 fans of the page.

In the first week of August, I set up and launched the Pepsi Refresh Grant campaign on KidTime’s behalf, incorporating a few pieces of print collateral and employing Hootsuite to saturate the KidTime fan page with multiple daily updates regarding the grant and KidTime’s craft calendar throughout each week of the month-long campaign. As you’ll see in the following analysis and illustrations, the results were undeniable and immediate. KidTime’s Facebook audience became increasingly engaged both online at the fan page and in paid attendance at the History Center.

My Facebook activity for the first week of this campaign included 33 updates promoting KidTime’s daily activities, weekend events and the Pepsi campaign. These posts instantly tripled engagement by KidTime’s Facebook audience to 183 visits and 15 visitor posts in a single week’s time. (Figure 1)

During the third week of August, my Facebook campaign in support of the Pepsi grant and events at KidTime included my 25 updates, generated 38 audience posts and 252 audience visits -- four times the fan activity a week prior to the start of my campaign. That’s 3 visits for every 4 fans, and 1 in 10 fans posting to the page. (Figure 2)

My Facebook campaign came to a close with the end of August, and KidTime’s update activity returned to its previous lows. The response in audience engagement again was undeniable and instant. The first week of September saw audience visits decrease immediately, back to 83 for the week with just 8 audience posts recorded. The second week after my campaign’s end saw audience visits fall to 57 for the week with 0 audience posts. (Figure 3, next page)



FIGURE 1: Aug 8, 2011

FIGURE 2: Aug 23, 2011


0

75

150

225

300

week ending 7/31week ending 8/8

week ending 8/15week ending 8/22

week ending 9/13



The audience engagement data detailed here illustrates an undeniable effectiveness in the application of my professional and academic experience in cultivating web and social media traffic. The clear and meaningful deficits in audience engagement prior to and following my August campaign further demonstrate the effectiveness of applying my proven expertise in social media strategy. Where you see me working my campaign (the green bars, below) you see KidTime’s audience engagement (the gold bars) increase dramatically. (Figure 4)

FIGURE 3: Sept 13, 2011

week ending 7/31

week ending 8/8

week ending 8/15

week ending 8/22

week ending 9/13

KidTime Updates

CDye Updates

Weekly Visits

1 7 1 2 1

0 33 42 25 0

57 183 133 252 57

KidTime PostsCDye PostsWeekly Visits

FIGURE 4: ! ! Facebook Engagement, Updates vs. Weekly Visits

CDye’s KidTime-Pepsi Refresh campaign:

Generated Facebook traffic four times greater than the weeks prior to the campaign.

Engaged Facebook comments and visitor posts at volume nearly 40 times greater than weeks prior.


Conveying the full experience vs. a close-up of a guest room or a plate of food

Read music reviews in Rolling Stone all day, and they can’t tell you if YOU like the latest-greatest band. Look at a picture of a plate of food, and it can’t show you if you’ll enjoy that dining experience. Why not? Because these are experiences of the senses, relative to individuals and their particular tastes. Likewise, the experience of visiting Rogue River Lodge is an experience of the senses: Trading the rush of city traffic for the placid sounds of the currents and wildlife drifting through the Rogue River canyon. Smelling the murk and moss and fir trees. Seeing the green water pushed white against the rocks that line the riffles and the rapids. Feeling the canyon breathe in its morning breezes, and breathe out its evening winds. Tasting those Oregon wines, huckleberries, steelhead and chinook.

But the most important sense for the lodge to emphasize is the larger sense of being in the canyon, feeling the larger sensations of that physical event, and sharing an exquisite meal with great company at the lodge’s dinner table.

My recommendations for making this distinction clear to prospective visitors hinges on two main concepts:

1. The practical. Leading with an image or a few images in a Flash-driven slideshow will help bring the lodge’s fine dining and the true, full experience of being there from near obscurity on the current site more into balance with the larger setting and images of the grounds and amenities.

2. The visionary. High-resolution, skilled photography framed to convey the full experience of visiting the lodge, an experience bigger than a picture of an oak headboard next to high thread-count linens. Bigger in the same way that dining at the lodge is a bigger experience than a close-up of an entree -- it’s the sum total of all elements involved, the atmosphere, the company, and of course a great meal as well.

The big-picture implication of the model I recommend is a big, vibrant, striking first impression -- very light on landing page text -- with all pages funneling to the purchase point -- either a call to action with contact information or, more ideally, an online reservation booking portal.



photo © Charles Dye

UO Brand Positioning: Rogue River Lodge

UO academic positioning statement evaluating image and identity of a chosen brand, and strategic recommendations.


Marketing the lodge means portraying the full experience of being there

Now, I should point out that I feel profoundly close to the recommendations compiled below. I was born and raised in the Minneapolis suburbs, then experienced the dramatic contrast of moving to Gold Beach and attending junior high and high school there at the mouth of the Rogue.

I’ve rafted the wild & scenic section of the river from Galice to Foster Bar five times. I’ve paddled through Blossom Bar clean, hit Volkswagen rock, and flipped in a raft caught in the Picket Fence.

For seven years after high school, I fought forest fires in the lower Rogue River canyon with an engine crew on the Gold Beach unit of the CFPA.

I’ve gone swimming in the Rouge countless times, caught spring chinook on its gravel bars, and ridden jet boats on it more times than I can even remember.

Clearly, there are people who know the river better than I, but if there’s one professional copywriter in this world who knows a thing or two firsthand about the Rogue River, I believe that man is me.

As you’ll see in the next few pages, it’s not uncommon for the lodge’s peers throughout Oregon to lead with the images that tell their stories effectively and almost instantly. Text still plays an important role, but that role is secondary in their sites’ page flow. I recommend coupling the power of images with a deeper range of the lodge’s selling points to more fully connect with the target audience and convey more of the specific value propositions that can help the lodge broaden its appeal with more effective, more persuasive impact. Why? Because marketing the lodge successfully means portraying the true and full experience of being there.





Rogue River Lodge

A picture’s worth a thousand words, and memories can be built to last

On the current Rogue River Lodge web site, text dominates the home page. Photos of the lodge and its amenities are secondary, small, and less effective than they could be at larger scale. I agree with Mike’s assessment that the lodge’s current home page content overlooks the theme of fine dining, thus selling short the full appeal of the lodge to prospective clientele.

In the most literal sense, Rogue River Lodge offers its guests such concrete selling points as the peace and quiet of being hundreds of miles from the nearest major city, fine dining, access to the numerous outdoor recreation opportunities of the Rogue River Canyon, and opportunities to experience a very particular natural environment unknown to people from most other parts of the world. But for all those reasons, what the lodge really offers is memories that guests will carry with them the rest of their lives. Experiences many of first-time visitors might not fully understand they’re about to encounter, then come to remember for the rest of their days. All the main parts of that experience need to be portrayed in a more efficient, sensually striking manor on the lodge’s web site.



Figure 1: www.therogueriverlodge.com

Solution: Identified Rogue River Lodge as a prime candidate for brand refresh and web redesign.

Compiled 10-page brand statement establishing positioning relative to Oregon oceanfront and riverfront resorts.

Developed recommendations for site layout, SEO, and content themes.

Cited industry standards and related academic theory in support of analysis.




Figure 3: www.tututun.com




Case Study: Tu Tu’ Tun Lodge, Lower Rogue River

Consider the contrast in the balance of text vs. image on the home page for Tu Tu’ Tun Lodge, compared to the text vs. image balance on the current Rogue River Lodge page.

Both play their images much smaller than I’d recommend. However, as you’ll see in following page, the slideshow on the Tu Tu’ Tun home page portrays a much stronger, more efficient sensory and sensual appeal. The full run of the slideshow succeeds in highlighting Tu Tu’ Tun’s major offerings to new and return guests.






Landing page


Interior pages





Charles Dye | PR+Marketing ConsultantMA Strategic Communications | University of Oregon

Platform Integration | Content Management | Message Development | Social Media Strategy

About meUniversity of Oregon: BA Magazine Journalism and MA Strategic Communication

Contemporary fiction: including 2011 short story published in The Frozen Moment

Recognition: ONPA and FWAA awards for news writing & freelance journalism

Key strengths: Public Relations, Marketing, Social Media, Digital Strategy

Favorites: Spicy chicken, Bulliet/rocks, college football, Portland OR

ContactChuckDye at gmail.com

www.gplus.to/charlesdye

www.about.me/charlesdye44

www.charlesdye.wordpress.com

journalism.uoregon.edu/user/cdye

promotional materials created by Portland copywriter Charles Dye

Front

Back

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http://about.me/charlesdye44

http://about.me/charlesdye44

http://charlesdye.wordpress.com/

http://charlesdye.wordpress.com/

http://journalism.uoregon.edu/user/cdye

http://journalism.uoregon.edu/user/cdye

pr + marketing portfolio, charles dye

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