A couple weeks ago, I attended GEED (Great Energy Efficiency Day) on Capitol Hill where I rubbed elbows with politicians, policy wonks, government officials and industry leaders. I also listened to numerous speeches all promoting sustainability.

According to the 1987 United Nations General Assembly’s Report of the World Commission on Environment and Development; Our Common Future, “Sustainability is the capacity to endure. In ecology the word describes how biological systems remain diverse and productive over time. For humans it is the potential for long-term maintenance of wellbeing, which in turn depends on the wellbeing of the natural world and the responsible use of natural resources.”

The GEED conference speakers all claimed to believe that moving the world away from polluting fossil fuels and towards renewable and cleaner energy sources was a worthy goal. The main message of the event however, seemed to be that complete conversion to clean energy by consumers and businesses would not happen quickly due to costs of developing these new technologies and bringing them to market as well as the current economy’s dependence upon fossil fuels to function. Their general consensus was that conversion to a new energy economy will happen, but it will happen gradually.

So, they argued, the next best thing to going totally green is to promote sustainability because this is something that can be done right now that can positively impact the economy and the environment. The belief is that taking this “Light Green” approach will jumpstart the process of cleaning up our environment as green energy technologies continue to be developed.

The message that saving energy and promoting sustainability is good for economic reasons has taken root and has begun to grow in our political system and corporate culture. ARRA, The American Recovery and Reinvestment Act of 2009 has had a major influence on industry leaders when it comes to promoting sustainable products and practices primarily because of the Green Technologies appropriations in the final bill which total $61.3 billion. Even skeptics who do not believe humans have anything to do with climate change are being persuaded that sustainable development is good for the economy, good for cost savings and therefore good for business.

Although investments in renewable energy are included in ARRA’s Green Technologies funding, loans and investments into energy conservation and energy efficiency programs such as funding for development of an electric smart grid, funding to state and local governments to be invested in energy efficiency, funding for weatherization of modest-income homes, and funding for increased energy efficiency in federal buildings make up the largest portion.

This has led to recent agreements between industry and advocacy groups on new federal minimum efficiencies and initiatives like Home Star tax credits and Rebuild America. According to the National Academy of Sciences, buildings consume 1/3 of energy worldwide, are the single greatest contributor to greenhouse gas emissions and energy usage from buildings is expected to grow to become 40- 50% of total operating expenses of commercial and residential buildings, so these are important, positive steps for the environment that will also lead to growth in industries that support energy efficiency retrofitting and upgrades.

So what are the barriers to increasing the demand for sustainable products and services? I asked GEED’s “Energy Efficiency Technologies, Today and Tomorrow” panel that included Robert Dixon, Senior Vice President & Global Head, Efficiency & Sustainability, Siemens Industry Inc., Steve Hochhauser, President, Residential Systems, Ingersoll Rand and Michael Lawrence, Vice President & General Manager, Johns Manville that very question. They all agreed that a lack of awareness from the public of how their sustainable products and services could benefit them on a personal level was their greatest marketing challenge. After all, as Michael Lawrence stated, “Insulation is not a very sexy product.”

He may have a point, but he also may have become victim to his own assumption that building products aren’t sexy. In fact, it appears that other business decision-makers in his category and other industry sectors such as energy engineering and environmental services share this same self-perpetuated stereotype. Not many companies that sell siding, windows, insulation, HVAC, water filters, utilities products, etc., have even tried to evolve their brand from sensible and utilitarian to sensible and chic – probably because they don’t realize they can. It is actually surprising to see how many businesses in these categories, even the mega corporations, share similar, unexciting branding that could almost be interchangeable.

The bottom line is that sustainability needs an image make-over.
Studies show that building owners, home owners and employees want to support energy efficiency because they know it will save them money and/or because they genuinely care about the environment. In addition, investors, governments, and businesses are beginning to demand efficiency because they need to meet mandates and/or comply with new building codes. The piece that is missing is that consumers and business decision-makers feel no excitement or emotional connection to particular products and brands that can help them meet their sustainability goals.

For example, corporate representatives attending GEED were heavily promoting the message that energy efficiency should be embraced by all industries because it can both increase revenue growth and is the socially responsible thing to do – but these are just logical reasons for becoming more efficient.

I’m fortunate to be the Director of Business Development for Merrick Towle Communications an agency with a track record of developing brand-building strategies for clients focused on sustainability and energy conservation. Our creative product, designed to speak to both the head and the heart, is what makes our campaigns highly successful. We have produced unprecedented results for industry leaders including Southland Industries (sustainable engineering design, build & HVAC), The JBG Companies (LEED certified builders), Honeywell Utilities Solutions (BGE’s PeakRewards™ energy saving program), Pepco Energy Services (energy services and renewable energy for businesses), Jupiter Communities (LEED certified builders), Essex Property Trust (Eco-Friendly Property Development ), and others. We understand how to create compelling creative that engages both business decision-makers and consumers and motivates them to act.

Our experience has taught us that whether a company sells their products to consumers or businesses, people are people. We all respond to emotional triggers as well as logic. Good branding encompasses both logical and emotional components. This is why in addition to stepping up public relations and corporate communications, companies promoting efficiency would be smart to hire marketing partners and advertising agencies that know how to create a compelling brand message.

Let’s make pale green chic!
If you have any questions about how to give your brand a “sexier” image or how to create a compelling campaign that will increase sales for your energy efficient or sustainable services and products please feel free to contact me via email, lpeck@merricktowle.com or call me at 301-974-6030.

by Laureen Peck, Director of Business Development

Once the wall of assumption has been successfully scaled and you see more clearly than you can flex your risk muscle. Everyone has a “risk muscle”–you keep it in shape by trying new things. If you don’t, it atrophies and you’re no longer able to take chances. In today’s world (especially in today’s challenging economy) it is important to be comfortable in taking calculated risks. It usually feels easier to take the safe route but it is often not the best course of action. Whether you are on the creative or on the account side, your goal is the same: to please the client by selling their product or service successfully. Our clients are looking to us for our expertise, our ideas and our fresh ways of thinking, it’s what we bring to the party and, when it comes down to it, what they pay us for. Yes, sometimes we will fail, but if we are not failing every now and again, it’s a sign that you’re not doing anything very innovative. Ask yourself what the fool would say about your idea and then challenge yourself by asking how you can exercise your risk muscle.

by Roger Everhart, Associate Creative Director, reverhart@merricktowle.com

According to Forrester Research, social media marketing is projected to grow at an annual rate of 34% in 2010, faster than any other form of online marketing. A recent eMarketer study found that the Fortune 500 companies that are not using social media dropped dramatically – from 43% to 9% last year.

However, many marketers, especially at smaller companies or larger, more conservative establishments, are still wrestling with how exactly to use social media to help them meet their marketing goals. To make things even more confusing, although 75% of Fortune 1000 companies have implemented an online social media program for marketing or CRM purposes, at least 50% of those campaigns will fail to produce the results expected, according to Adam Sarner, an analyst with market research firm Gartner.

As marketers start seeing weak or non-existent results, they will either give up on this tactic entirely because it “doesn’t work” or they will start looking for partners to help them navigate through this channel if they haven’t been completely turned off.

If marketers decide to engage a partner, but don’t really understand what social media marketing can and cannot do for them, they can easily fall prey to agencies who claim to be fully Web 2.0 literate, but actually have no idea what the latest trends are, how develop a social media strategy, or how to measure and track results from it. Given that social media and the Web 2.0 landscape is constantly changing, it is essential full-service advertising agencies are either staffed with experts who understand how to integrate social media strategies into clients’ marketing communications plans or who have partners that do. Smart marketing communications vendors will also have developed mechanisms for measuring results from these types of campaigns.

Social media marketing, done correctly, can provide important metrics, such as numbers of new users, unique visits, page views and time spent on the site as well as providing marketing research opportunities such as opinion polling. It can also be used for direct marketing. For example, LinkedIn recently launched “Faceted Search” a new feature that makes it easier for marketers to reach out and engage specific market segments. Twitter’s microblogging service is developing a feature that will link individuals to various brand websites allowing them to contribute to the discussion. Social media features that work to support marketing efforts are constantly evolving.

Marketers searching for social media marketing partners need to choose wisely. I’m sorry to report that there are ad agency sharks who will take advantage of advertising and marketing managers who believe they need to invest in social media marketing because “everyone else is doing it”, but who really don’t understand its role as part of an integrated marketing communications strategy. Marketers who get taken in by these shark types are likely to get less than optimal results.

In addition, marketers sometimes make the mistake of expecting the agency partner to provide all of the content for their social media outlets, or they assign a low-level person at the company to do this. The best content will come from brand stakeholders at the company who know and understand the brand attributes and the principals of creating a strong level of engagement between potential customers and the brand.

The most effective way to employ a marketing communications partner is to have them create the social media marketing strategy based on marketing goals, business challenges and target audiences. Advertising agency partners are best utilized as trusted advisers who work closely with a company’s internal social media manager to provide strategic direction, analyse results and help optimize the programs.

It should also be noted that social media marketing may not work for every brand and target audience. Social media strategies that work well to engage and motivate one group, may be totally ineffective for another. The best marketing approach is always going to be the one that will be most likely to generate the results desired by the marketer. Tactics should be developed based on the marketer’s goals and take into consideration budget, target audience, geotarget, timing etc.

To remain relevant, marketing and advertising agencies need to make an effort to learn and understand when and how to use new media tools effectively and when not to pitch social media as part of an integrated marketing communications plan. They also need to be ready and willing to educate clients and prospective clients on best practices for the medium.

Merrick Towle Communications’ Web 2.0 Marketing team and I have been giving quite a few presentations on Social Media Marketing lately. We have been getting excellent feedback. The need and the interest is definitely out there. If you are a marketer who is interested in learning more about social media and other Web 2.0 marketing strategies, contact me at 301-974-6030 or go to: http://www.merricktowle.com/contact.asp for more information.

By Laureen Peck, Director of New Business Development lpeck@merricktowle.com

There was the time when I was eight or nine, vacationing at our extended family’s lakefront cottage in New Hampshire, when I unexpectedly stepped into a hole while playing in water up to my neck, lost my balance, choked on a mouthful of water, and flailing about, became unable to keep myself afloat. My father, in his customary way, was sitting in a chair on the beach reading a book, seemingly oblivious to the buzz of family activity all around him. But he sensed the danger immediately and dove headlong into the lake, fully clothed, and pulled me to safety. Despite the obvious personal benefit I received from this act, I rank it a distant second.

Laird Towle was in his late forties the day he had that talk with me, only a year or two older than I am now. He had enjoyed a distinguished 25+ year career as a physicist, working first in private industry, then for the government. In his most recent assignments, however, he was being asked to work on projects that conflicted with his moral compass. The resulting duress became such that, even with only a couple more years to work before earning a pension, he walked away.

Genealogy had been Laird’s hobby for many years. While studying our family’s lineage back to Scotland and England, he identified a need within the field and took the opportunity to start a specialized book publishing company. While he and my mother had been running this business part-time out of our home for a few years, now they were “betting the farm” on turning it into a successful enterprise.

I moved out of the house within the year. The business grew, slowly. My parents were able to make ends meet. As sales grew, my older sister joined the family business and, after a few years, I started working there as well, first part-time, then full. In the end, I gave five years of service before turning onto a new path that has led me to where I am today. My father sold the business a few years ago, but not before he had built it into one of the nation’s leading publishers within its field; having successfully transformed the business from its original direct mail-based sales model of the 1970’s and 80’s into a largely web-based model of the 2000’s.

Courage. Conviction. Perseverance. Sacrifice.

These are all lessons that have unfolded in various ways over the decades of my life. I can tie each to that fateful father-son talk. Courage to turn away from safety, security, and comfort; to pursue something that is right, not just convenient. Conviction to believe in oneself and one’s principles, not based on brash exuberance or conceit, but on prudent investigation and introspection. Perseverance in the face of adversity; remaining balanced in the face of turmoil and uncertainty; maintaining optimism no matter how great the challenges, and making the decisions and taking the actions necessary to bring about the sought outcome. Sacrifice of short-term reward and benefit in favor of a greater good, a whole life better lived. These are some of the lessons I’ve learned from my father; lessons that make each day something far more than just another day at the office; lessons that inform my world view, impact what I value, and significantly influence the reward I find in life.

By Glenn Towle, Partner & COO gtowle@merricktowle.com

The V at CityVista: Best Print Ad Campaign, Lease-Up
The V at CityVista: Best Brochure, Lease-Up
909 at Capitol Yards: Best Public Website, Lease-Up
The Monterey: Best Internet Ads
Allegro: Best Outreach Marketing
Jericho: Best Direct Mail, Lease-Up
Park Place: Best Single Property Campaign, Lease-Up (Honorable Mention, 2nd place)
The Monterey: Best Outreach Marketing (Honorable Mention)
The Monterey: Best Brochure, Lease-Up (Honorable Mention)
Allegro: Brochure, Lease-Up (Honorable Mention)
Merrick Towle Communications: Best Associate Member Outreach Marketing (Honorable Mention)

We at MTC have always been about results and not awards, but it sure feels nice to win a few along the way.

As an agency that specialized in real estate, we were highly effective at developing media solutions that met our clients’ needs. As with most niche categories, the industry dictated the media – in our case, primarily traditional real estate search publications and Internet Listing Sites (ILSs). The media plan just kind of wrote itself. However, with the current state of the economy and implosion of the real estate industry, it’s no longer “business as usual.” A complex purchase decision has become even more difficult, and the process has grown, longer and less linear. These changes in our target consumer’s mindset and behavior, as well as the agency’s pursuit of new business categories like education, energy and health care, have required us to re-evaluate not just our marketing process as an agency, but also the way we approach media planning and buying.

Once focused primarily on tactics and execution, we have shifted our perspective to concentrate on strategy. The evolution in how we approach our clients’ business led us to rethink how we view ourselves as a department, and “media” just didn’t seem to fully capture the depth and breadth of the role we play, not just in the agency but in the overall advertising process. We build relationships between consumers and brands. It’s about connecting, interacting and influencing. Simply, it’s about engagement, and the new Merrick Towle Engagement Department is fluent in all forms – from traditional awareness vehicles that ignite the conversation to digital and social platforms. We create an experience for the consumer and allow them to engage in dialogue with the brand, leading to the creation of brand advocates and ultimately, increased sales for our clients. We develop plans that are designed not only to deliver on the client’s goals, but also to provide value to the consumer when and where it will have the most impact. We don’t buy ads – we build relationships.

By Donna Hodge, Director of Engagement dhodge@merricktowle.com

The property marketing plan used a wide breadth of media to ensure market saturation. Rather than relying on a few static media outlets, the campaign embraced all sources capable of reaching the target market. This included traditional outlets such as newspaper and magazine advertising, brochures and signage as well as innovative message delivery through Metro hawkers, sidewalk graphics and community involvement initiatives. Because the target market is so reliant on the Internet, the campaign also utilized email blasts, online banner ads and a sleek apartment website to provide a centralized point for information. That way, the audience could discover The V through a wide variety of media and then turn to the website for answers to specific questions. Additionally, the team included interactive elements: on both the website and on the kiosks, users could virtually tour the building, check availability on the exact unit they preferred and initiate the leasing process.

To view the campaign materials, visit Merrick Towle’s website.

Art Director: John Sexton
Copywriter: Jessica Ruzz
Digital Art Director: Danny Bae
Account Executive: Erin Riggins
Client: Lowe Enterprises

The key to effective integration is cohesiveness between various marketing messages, and the understanding that marketing is fundamentally a conversation between a company and its prospective buyer. It is not one specific marketing campaign or press release; rather, how the blending and execution of such disciplines convey a message synergistically, and at every possible customer touch point. IMC includes the various tools such as advertising, public relations, personal selling, sales promotion, direct and database marketing, sponsorship, event marketing, social media marketing, and online marketing (search, banner advertising, affiliate, etc.). Since the purpose of marketing is to generate sales, increase market share, drive preference to purchase, and/or build brand awareness, marketers need to find ways to do this effectively, and embracing an integrated marketing strategy is the first step.

To create an IMC project schedule, we create three plans:

1. The roll-out plan: The high-level plan of when each component needs to be completed and implemented.
2. The project milestone plan: project milestones are the end of a stage that marks the completion of a work package or phase, typically marked by a high-level event such as completion, endorsement or signing of a deliverable, document or a high-level review meeting.
3. The detailed project plan by component: This is the critical path plan that includes all tasks to be completed for each campaign component.

Once you put the above plans in place, you’ll more effectively manage your integrated marketing plan to scope, budget and deadline.

by Mary Ingwersen, Director Of Traffic & Integration, mingwersen@merricktowle.com

Obviously, we all have our areas of expertise and should respect those of others. But there is no reason to come upon a gem of an idea and leave it for someone else to discover simply because it isn’t within agency departmental boundaries. By welcoming viewpoints and suggestions from all states of the MTC republic, we become a more flexible, proactive, and ultimately, more successfully integrated agency.

by Roger Everhart, Associate Creative Director, reverhart@merricktowle.com

We’ve been talking to our clients about the need to engage with their consumers regarding their brand. Merrick Towle knows this is really important so we are doing the same by starting a dialogue with our clients and industry peers about our own brand. In this blog we want to show you who we are, how we think, what we do. And we want to hear from you: Where have we nailed it spot-on and what might we do even better next time? What can we do to be stronger, both as a partner and as an industry voice? Because while we’re helping our clients grow, we want to keep our own evolution going. Think with us. Talk with us. And check back often.

by Amy Weedon, Account Planner, aweedon@merricktowle.com