12. What is brand positioning?...........................................................................................
....................... 12. The Chamber Brand Essence.
Chamber Image Toolkit A component of the National Chamber Image Campaign
ACCE ToolKit Series
Information in this book is accurate at the time of publication and consistent with the principles of good research and chamber management. © 2007. All rights reserved. American Chamber of Commerce Executives 4875 Eisenhower Avenue, Suite 250 Alexandria, VA 22304 Phone: (703) 998-0072 Fax: (703) 212-9512 Email:
[email protected] We express our sincere appreciation to the professionals at all of the chambers of commerce who supplied us with the information contained in this publication. A complete catalog of ACCE publications is available at www.acce.org.
Table of Contents National Chamber Image Campaign Overview.............................................................................................. 5 Frequently Asked Questions About the National Chamber Image Campaign ........................................... 5 How to Use This Toolkit ............................................................................................................................ 6 The Research Behind the National Chamber Brand ................................................................................. 7 Current Situation ................................................................................................................................... 7 Identifying the Chamber Brand Promises.............................................................................................. 9 Chamber Brand Strengths, Weaknesses, Opportunities, and Threats (SWOT) ........................................ 9 Chamber Brand Positioning .................................................................................................................... 12 What is brand positioning?.................................................................................................................. 12 The Chamber Brand Essence............................................................................................................. 12 Key Messages ............................................................................................................................................. 13 The Four Key Messages..................................................................................................................... 13 Value Proposition .................................................................................................................................... 14 Message Delivery.................................................................................................................................... 15 Delivering the messages on a local level ............................................................................................ 15 Media Channels ...................................................................................................................................... 16 Communications Audit Outline & Overview............................................................................................. 17 Touchpoints: What to Review ............................................................................................................. 19 Worksheets ............................................................................................................................................. 22 Economic Opportunities – Key Message Worksheet............................................................................... 24 Advocacy – Key Message Worksheet ..................................................................................................... 25 Impact – Key Message Worksheet.......................................................................................................... 26 Focus – Key Message Worksheet........................................................................................................... 27 Value Proposition Worksheet .................................................................................................................. 28 Sample: Completed Value Proposition Worksheet ......................................................................... 29 Communications Strategy Worksheet ..................................................................................................... 30 Worksheet: Developing a News Peg or Angle ................................................................................ 38 Public Relations........................................................................................................................................... 31 The Role of Media in Public Relations..................................................................................................... 32 Media Training Your Executives and Board........................................................................................ 32 Tips for Handling Media Interviews ..................................................................................................... 33 What makes news?............................................................................................................................. 35 Handling communications crises............................................................................................................. 35 News Releases ....................................................................................................................................... 36 Recommended Guidelines for News Release Format ........................................................................ 36 How to Use a Press Release .............................................................................................................. 36 Samples: Public Relations....................................................................................................................... 39 Elevator Speech Samples .............................................................................................................. 39 2
Press Release Boilerplate Sample ................................................................................................. 40 Frequently Asked Questions Sample.................................................................................................. 40 Advertising................................................................................................................................................... 42 Creating Effective Ads............................................................................................................................. 42 Content ............................................................................................................................................... 42 Identify appropriate media channels ................................................................................................... 42 Develop a Reach and Frequency Targets........................................................................................... 43 Measure Your Advertising Success .................................................................................................... 43 Tracking Your Advertising................................................................................................................... 43 Formally Tracking Your Results .......................................................................................................... 43 Pre- and Post-Advertising Testing ...................................................................................................... 44 Defining Your Sample ......................................................................................................................... 44 Continuous or pulsed? ........................................................................................................................ 44 Using a Tracking Questionnaire.......................................................................................................... 44 Quick Tracking Tips ............................................................................................................................ 45 Advertising Terms ................................................................................................................................... 45 Basic Radio Terms.............................................................................................................................. 45 Basic Television Terms....................................................................................................................... 46 Basic Newspaper Terms..................................................................................................................... 47 Samples: Media Plan .............................................................................................................................. 47 Samples: Advertising............................................................................................................................... 48 Radio Script Sample....................................................................................................................... 48 Web Banner Ad Samples ............................................................................................................... 48 Sample News Release with Key Messages.................................................................................... 49 Brand/Image Measurement & Evaluation................................................................................................ 50 News Media Coverage........................................................................................................................ 50 Contacts/Visibility/Outreach ................................................................................................................ 50 Awareness Surveys ............................................................................................................................ 50 Samples: Brand Look & Feel................................................................................................................... 51
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Dear Chamber Professional: When today’s business leaders need support or advocacy, they have many options to choose from, including trade organizations, local business groups, Internet-based resources – and the chamber of commerce. To effectively stand out among the ever -increasing number of choices, the chamber must clearly communicate the role it plays and value it adds to businesses and the community at large. With this in mind, the American Chamber of Commerce Executives partnered with The Quixote Group, and has developed a National Chamber Image and Branding Campaign for member use. Ultimately, our goal is to help chambers of commerce better communicate the value they bring to their communities by helping chambers increase their communications effectiveness and marketing presence in cities and communities across the country. Indirectly, this will help chambers increase member acquisition and retention levels, while reducing member churn. We hope that you will use this Toolkit to develop an understanding of what the new chamber positioning means and discover the ways that you can use it to improve your chamber communications internally, with your members and with your community. Fully demonstrating and communicating the new chamber brand positioning will take both dedication and time, but the result will be a more dynamic chamber image that has been updated to resonate with current and potential membership. We hope that you find this Toolkit helpful in taking the first steps towards enhancing or developing a new position and image for your chamber. Sincerely,
Mick Fleming President & CEO American Chamber of Commerce Executives
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National Chamber Image Campaign Overview Ultimately, the goal of ACCE’s National Chamber Image & Branding Campaign is to help chambers of commerce better communicate the value they bring to their communities. To do this, the Campaign is designed to help all chambers: • Be effective in explaining what chambers of commerce do and the value they bring to their
communities.
• Build awareness for the quality and value of chamber programs and services designed to benefit
individual chamber members.
• Deliver research-tested messages designed to position the local chamber of commerce as a primary
business and community catalyst, convener, and advocate.
To meet member needs, the Campaign was designed to: • Be scalable, flexible, affordable, easy to execute, measurable, and sustainable. • Make quality marketing materials and strategies available to members at a fraction of what it would
cost to create these materials locally. • Grow over time. This is a multi-year effort that needs to be sustained.
Frequently Asked Questions About the National Chamber Image Campaign What are the desired outcomes of the National Chamber Branding & Image Campaign? • Improved levels of understanding of the work chambers do based on a clearly articulated and differentiated market positioning. • Increased levels of relevance and perceived value. • Availability of quality marketing materials and strategies at a fraction of what it would cost to create these materials locally. • Clarity of the marketing message. • Indirect support of local chambers membership recruitment and retention efforts. • Support for the leadership value of chamber membership and involvement. • Increased marketing presence in cities and communities across the country to raise the overall awareness of the role of the local chamber of commerce. Small businesses and large businesses find different values in membership with chambers of commerce. Does campaign address that? Yes. The key messages don’t change based on your target audience; the value proposition does change, though. It’s how you demonstrate value that matters. You tailor your value – in advocacy for a small business – may be on more local level (sign ordinance etc) for large company – state’s tax structure. The ROI messages on worksheet are probably going to resonate more with small business; the larger chambers probably more the community aspects. Emphasize things like “networking” out for small business.
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What if I can’t afford ads? The power is the message not the medium, so you don’t have to run ads. Use the message infusion toolkit to focus your message in all of your communications – your website, member brochures, membership application, retention letters, speeches, and more.
How to Use This Toolkit This toolkit is intended to help chambers communicate a more meaningful and relevant positioning by ensuring that we are all delivering messages that are clear and consistent. The information and resources contained in this kit are designed to help you:
Keep More Members
Find More Prospects
Convert More Prospects
Keep More Of Them
In this toolkit you will find the following items to help you accomplish this: •
Brand positioning and brand essence: An explanation of the overall chamber positioning, including the chamber brand essence – which is positioning in its most fundamental form. This positioning strategy was developed through a collaborative inquiry process that explored and identified the role a chamber plays and is expected to play in the minds of members, prospects and the communities they serve.
•
Key message overview and worksheets: Background and discussion on the four recommended key messages that support the chamber positioning and brand essence. You will also find worksheets designed to help you incorporate the four recommended key messages into your everyday communications, including your web site, newsletters, speeches and materials used to support membership campaigns.
•
Value proposition and value proposition worksheets: A format for developing talking points that help communicate the value of your Chamber to the target audience.
•
Samples: Sample elevator speeches, press release boiler plate text, testimonials, and more.
These tools will help ensure that your messages are consistent with the chamber positioning, while enabling you to match the needs and expectations of each target audience.
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The Research Behind the National Chamber Brand Researching the National Chamber Brand To help identify and differentiate chambers, The Quixote Group spent the two years gathering data through online surveys and a variety of communications assessments. The team analyzed the competitive pressures chambers face, and then fielded additional research among chamber executives, as well as chamber members, to test the findings. In addition to focus groups of chamber executives, an Internet-enabled survey was sent to chamber executives across the country, and from them, a membership version of the survey was fielded to chamber members. The survey, which measured respondents’ perceptions of chamber performance and importance against 20 key messages, garnered 499 completed surveys from executives and 795 surveys from chamber members. The result formed a reliable, credible and projectable basis for evaluating the strengths, weaknesses, opportunities and threats to chambers, and became the platform upon which the new chamber brand image positioning was created. Current Situation In essence, what we found was: • Many business owners and executives do not understand what chambers do and how they benefit
individual businesses and communities.
• Many chambers have difficulty articulating their value proposition to members and prospects. • Competition for membership funds and volunteer time with other business, civic and social service
organizations is fierce.
• Many chambers do not have as strong an advertising or public relations presence as they need due
to limited professional resources and marketing funds. Culturally, factors that impact the effectiveness of chamber communications were found to be: • Chambers are often perceived as “generalists in a world of specialists” relative to both issues and
professions. Business issues are perceived as too specific for chamber help.
• Today’s short-term focus requires immediate payback and a compelling way to articulate and
measure ROI.
• New generations of young professionals, small business owners and entrepreneurs are not “joiners.”
They are short on time and prefer new and different ways of networking.
• A focus on the global marketplace has led to reduced participation and commitment from high level
corporate executives.
• Chambers are challenged to adapt to new communications technologies without losing its traditional
strengths in convening, networking, facilitation and advocacy.
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Uncovering the Chamber Brand Essence
Businesses
Companies today are increasingly concerned about education, transportation, healthcare, and cultural vitality – areas that have traditionally been perceived to be outside of the chamber purview. As such, the focus of many chambers is shifting from simply improving business success to improving quality of life for both the employees of member businesses and the community at large.
Chamber Politicians
Community
To find effective solutions to the broad set of issues facing today’s communities, businesses, community leaders and local politicians are collaborating more than ever. The chamber is uniquely qualified to be the central resource and focal point to lead this collaborative effort, and to effect positive change for both businesses and the community at large. However, developing a compelling new brand positioning and brand essence to communicate this role is critical in order to drive member acquisition, retention and satisfaction. The “traditional” role that the chamber has played over the years continues to shape the perceptions of many businesses and communities, leaving them largely unaware of the expanded role that chambers play today. The new role recognizes the symbiotic relationship between businesses and the community, and places emphasis and resources against the needs of each:
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Traditional Role
New Role
A membership organization Membership dues
A business and community organization Investing in the community
Builds relationships with business
Business & communitybuilding relationships
What do members want?
What does the community need?
The priorities of business
Focused on the top priorities
Success = # of members
Success = measurable impact
Identifying the Chamber Brand Promises Input for the chamber positioning and key messages was obtained using a web-based survey that was completed by chamber executives and chamber member businesses. Both groups rated their level of agreement with and the importance of twenty ideas that reflected the role and benefits of the chamber relative to the membership decision. A total of 499 surveys were completed by chamber executives, and 795 surveys were completed by members. While both the chamber executives and the membership agreed on the overall level of importance of the twenty ideas, there was substantial disagreement in terms of the chamber’s perceived performance. In fact, the members that responded rated the chamber’s overall performance against the twenty ideas 24% lower than the executives rated their own performance, indicating the need for caution in terms of the positioning and key messages. The twenty tested ideas were grouped based on the ability to claim and own them with credibility – in other words, how likely is a current or prospective member to believe that the chamber will perform well against the idea? The strengths and opportunities represent the strongest ideas in terms of equity and credibility, and serve as the basis for the development of the positioning. Weaknesses and threats are areas in which the chamber must work to establish credibility and change perceptions prior to using them as support for the positioning. Please note that the ideas are grouped based on the nearly 1,300 responses received to the survey. There may be ideas included in the weaknesses and threats that are actually strengths for your chamber, and vice versa. Feel free to move ideas based on your chamber; however, please ensure that you do so with discretion.
Chamber Brand Strengths, Weaknesses, Opportunities, and Threats (SWOT)
Rank Order (Members) 190
Gap between member & executive ratings widens moving from strengths to threats
180 170 160 150 140 130 120 110 100 90 9
3
16
19
Strengths (160+)
8
18
13
5
6
20 Members
Opportunities (149-156)
1 Execs
4
11
2
7
17
Weaknesses (129-143)
14
15
12
10
Threats (less than 120)
Statements were classified as Chamber strengths, opportunities, weaknesses or threats based on their combined level of net agreement and net importance.
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Strengths – These are the key ideas that can be leveraged in the positioning and communications. These six ideas were rated highest in terms of importance and chamber performance, indicating that the chamber enjoys a high degree of equity and credibility for each. • The chamber allows individuals to make a difference by connecting them to important community
issues.
• The chamber creates a stronger, more dynamic and prosperous business community. • The chamber is knowledgeable and involved in issues that are important to business members, such
as education, healthcare, and the cultural vitality of the community.
• Today’s leading communities are those that have a strong, active chamber working on their behalf. • Through advocacy and action, the chamber creates a climate of success and growth in the
community. • A strong, active chamber leads the community.
Opportunities – These six ideas were also rated as important, but they also rated slightly lower than the strengths in terms of chamber performance. These six ideas can be leveraged into strengths through additional awareness of the chamber’s role and success in each. • The chamber leverages the resources and talents of its members to improve business and build
stronger communities. The chamber stays focused on the top priorities of their communities. With their dues, members of the chamber are making an investment in the community. The head of the chamber is a well-respected leader within the community. Today’s chamber is an advocate for its broad and diverse member businesses, providing leadership in critical business, social, and civic issues. • The chamber improves the social and economic vitality of the community in ways that enhance the quality of life for all. • • • •
Weaknesses – Members rated the perceived performance of the chamber on these five ideas lower than the previous twelve ideas. This lower level of perceived performance limits the ability of the chamber to claim them with a high degree of credibility, thus limiting their effectiveness as key messages. By increasing performance and awareness of a chamber’s performance against them, the chamber will be in better position to claim them as strengths. • The chamber serves as one collective voice at the local, state, and national level, providing
members a ‘seat at the table’ for issues impacting business and the community.
• The chamber offers programs and services tailored to the unique and changing needs of the
community.
• The chamber enhances a member’s opportunities for success by enabling them to do and achieve
more.
• The chamber has a measurable impact on the success of its members and the community. • The chamber is the leading catalyst and convener to address the business, social & civic issues that
are critical to the community.
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Threats – These three ideas were rated the lowest in terms of overall chamber performance by members, indicating that they face the largest hurdle in terms of creating credibility. It is important to remember that the ratings were based on perceived performance – but it is also important to remember that perceptions become realities. Chambers may suffer credibility problems if they base their communications and promotional efforts on these specific claims. • The chamber offers members unique programs and services that they cannot find in other
membership organizations. • The chamber provides world-class programs and support to local businesses. • Members enjoy a competitive edge because membership in the chamber matters to the community. Examination of the strengths, weaknesses, opportunities, and threats allowed the Quixote Group to get an accurate picture of where the chamber stands in the minds of its individual members and its executive leadership, all of which must be reflected in the recommended positioning and brand essence. The good news is that there are a number of positive and compelling strengths and opportunities that chambers can leverage immediately that will promote and differentiate their chamber from other business and civic organizations in the community. The leverage points identified in our brand image research include: • A chamber ensures economic vitality and opportunities by -
o Building stronger communities. o Creating a climate of success and growth. o Enhancing the quality of life. • By being focused on the community, a chamber – o Is knowledgeable and involved in important business, civic and social priorities. o Connects members to important community needs. • A chamber is made up of leading businesses that lead communities, and, by doing so, create leading communities. • Chambers and chamber members make an investment in the community. Leveraging may be as simple as the key messages used to present the chamber to the public or the way chamber employees interact with members or the community. Leveraging can also take the form of guiding the way chambers choose to operate, adding purpose and impact to the way they prioritize actions, events and communications.
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Chamber Brand Positioning What is brand positioning? Positioning is often described as the place that a product, company or brand holds in the minds of its target audience. Examples of well-known positions include: Volvo = safety, while BMW = performance Allstate = dependability (You’re in good hands) 7-Up = the Un-Cola Energizer = longest lasting (It keeps going and going…) Strong brand positioning strategies reflect the equity, heritage and perceptions of the brand in ways that the target audience finds relevant and meaningful. Strong positioning strategies also help define your brand relative to the competition, and leave little doubt as to what you stand for. The brand positioning strategy answers four key questions by defining who you are and what you do, as well as how you do it and why someone should care. Who:
The chamber is an advocate for its broad and diverse members businesses
What: The chamber leverages and enhances the talents and resources of its members to create a climate of growth and success in the community How: The chamber offers unique leadership opportunities, volunteer efforts and businessbuilding programs focused on critical business, civic and social priorities Why: The chamber improves the economic vitality and quality of life for its members and the community The Chamber Brand Essence The chamber brand essence was derived from these positioning elements. The brand essence distills the positioning down to its most salient form, and oftentimes becomes the tagline for the brand, product or company. The brand essence adopted and trademarked by the ACCE for ACCE member chambers is: Leading Businesses. Leading Communities.™ “Leading Businesses.” reflects the historic success and core equity of the chamber. It also represents what businesses become as a result of participation in the chamber and its programs. “Leading Communities.” speaks to the expanded role that chamber’s play in today’s communities, as well as what communities become as a result of strong healthy chambers. Note: To use the trademarked tagline, “Leading Businesses. Leading Communities.™”, You must be an ACCE member. Members must agree to adhere to the national usage guidelines. Please visit acce.org/image for more details.
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Key Messages The Four Key Messages Four key messages were developed to help convey this brand positioning and brand essence, and reflect the ideas found in the strengths and opportunities identified by the research. Think of the phrases as the benefit the chamber provides in four key ways. The four key messages are as follows:
Chamber Key Messages Economic Opportunities The Chamber enhances and leverages the talents and resources of its members to improve economic opportunities for all
Advocacy The Chamber is an advocate for its broad and diverse member businesses, creating a climate of growth and success
Leading Businesses. Leading Communities.™
Impact The Chamber provides unique opportunities for individuals and businesses to make a difference by connecting them to important community issues
Focus The Chamber helps build stronger communities by staying focused and involved in the top business, civic and social priorities
Using these key messages consistently will help the chamber establish ownership for the positioning, as well as create clarity and credibility for it. Developing a list of support points for each of these key messages will help you tailor them to your specific needs and community. Support points include: • • • •
Key facts and figures (remember, the media loves facts and figures!) Trends Case studies Testimonials
The key message worksheets included in this toolkit will help you frame up each key message relative to the audience and the communications vehicle, whether it be a newsletter, membership campaign or speech. To bridge the gap between what chambers want to say and what members, prospects or targets are most receptive to hearing, the brand image team suggests chambers first look at what would provide the most value to the individual member, prospect or target audience. The development of such a “value proposition” is one of the first steps in tailoring these messages to specific targeted members – particularly as part of a membership recruitment or retention initiative. 13
Value Proposition When all is said and done, the chamber must be considered a value to each and every member. Without demonstrating value, the chamber is at risk of losing current and prospective members to competing business, trade and local organizations. However, it is important to consider the fact that value can be defined differently by each member, and that value often goes beyond the financial definition. To communicate a compelling value proposition, you must first determine the specific needs of the target audience – what are their specific objectives, issues and priorities? What question will the chamber need to answer in order to achieve the desired result? The desired target audience beliefs identify what you what them to think after communicating with them. This belief should be meaningful and relevant to the target audience, and should motivate them to action if you achieve the belief. The chamber promise bridges the needs and desired beliefs of the target audience. It should be simple, memorable and meaningful. A sample of a chamber value proposition is included below: Target Audience Need I need to see an ROI on all of my expenditures I want to be successful I want to know that someone is looking out for my best interests I want to be involved and make a difference I want to be recognized for my commitment
Chamber Promise Accountability Expands opportunity Advocacy & action Community focus Membership matters
Desired Target Audience Belief My chamber membership is a smart business investment My chamber enables me do and achieve more My chamber creates a climate for success and growth in my community My chamber connects me to important community needs The community values my membership
A value proposition worksheet is included in this toolkit to help you develop a compelling value proposition for each potential member or audience.
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Message Delivery Delivering the messages on a local level Chambers speak to a diverse group of audiences each day, each of which care about vastly different things. For example, think for a moment about the different needs of these groups: • • • • • •
Top company executives Middle management Growth company executives Small company executives Consultants Entrepreneurs
The chamber’s task, therefore, is to determine where the worlds of these people, as well as the chamber and the community, intersect, and develop compelling communications points that are the right fit and the right format to position the chamber to its strongest advantage, and generate the most desired result – not just for the chamber, but for the recipient. In other words, answer the question as to why they should care about the message, the material or the chamber at all. Specific challenges faced by the chamber in recent years include: • Potential chamber members are busy, with lack of time cited as the top reason for member turnover. • The business leaders of the new generation (28-38 year olds) are not “joiners” – the chamber
therefore needs to establish benefits that are appealing and motivating to the young, wired professional. • A new way of networking (via the Internet) makes this key chamber benefit appear less important or valuable. • There has been a trend towards reduced participation and commitment from high level executives. • The global marketplace has impacted the perceived relevance of the chamber, as well as the level of involvement. It is important to understand where the audience is on the “buying” continuum, and tailor your messages and supporting points accordingly. Awareness
Interest
Preference
Commitment
Retention
Among prospective members, the positioning, value proposition and key messages will help you increase interest in the chamber, and help drive preference for the chamber relative to other potential options. The following strategies and tools will also help you plan messages designed to retain existing members.
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Media Channels This toolkit is designed to help your chamber infuse the key messages into each and every communication opportunity, as well as every touchpoint that your chamber has with members and the community. There are no shortages of media channels at your disposal, and you should develop a plan and focus for each channel as well as each initiative based on your chambers program of work. Traditional outlets include newspapers, magazines, radio and television. More non-traditional outlets include in-person speaking opportunities, newsletters, email and letter-writing campaigns, and the Internet. Consider developing a channel matrix similar to the one below to plan out a local market approach to your communications needs and opportunities: Media Channels Newspaper, Bus. Journal, Magazine, TV, Radio, Online, Website Materials Format
News Release Op/Ed
Presentation/ Speech
Brochure/ Newsletter
Advertising
Message Focus
Economic Opportunity
Advocacy
Impact
Focus
Story Angle
Improves economic opportunities for all
Creates a climate of growth & success
Enables individuals & businesses to make a difference
Builds stronger communities
Business Talk radio Morning TV
Metro/City Business
Lifestyle Metro/City Newsletter
Metro/City Website Newsletter
News Beats
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Communications Audit Outline & Overview “Touchpoints are all of the communication, human and physical interactions your customers experience during their relationship lifecycle with your organization.” -Touchpoint Metrics
Every touchpoint (a human or other contact with a member or prospect) forms your brand, and can enhance or even destroy it. This outline and overview will help you systematically review your chamber’s messages – in any communications channel – to ensure you’re sending clear and consistent messages. Clear, consistent, credible communications help build a strong chamber brand. ACCE’s National Chamber Image Campaign provides four key messages that your chamber can use to frame your own chamber branding. Every chamber of commerce provides services or offers products in most, if not all of these areas, though the way each chamber delivers on these key messages can vary greatly from chamber to chamber.
Advocacy.
Impact.
The chamber is an advocate for its broad and diverse member businesses, creating a climate of growth and success that benefits all.
The chamber provides unique opportunities for individuals and businesses to make a difference by connecting them to important community issues.
Examples: Lobbying, coalition-building, publicly representing business/community interests (in any forum), community promotion/marketing, educational seminars
Examples: Providing opportunities to interact with top leaders, community leadership programs, mentoring programs
Economic Opportunities.
Focus.
The chamber enhances and leverages the talents and resources of its members to improve economic opportunities for all.
The chamber helps build stronger communities by staying focused and involved in the top business, civic and social priorities.
Examples: Networking events, member-tomember discount programs, group buying programs, educational seminars
Examples: Researching, prioritizing and/or advocating for top local issues
Whatever your chamber’s key messages, you’ll want to audit your communications, marketing, sales, advertising, and public relations efforts to ensure they all carry a clear, consistent, and credible message to the intended target audience.
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But, where to start? The “quick & dirty” audit in four steps If you had a 20-foot long conference table and four weeks’ time, you could probably line up all of your communications and marketing materials for a side-by-side message comparison and revision. Here’s a quick & dirty way to get started – not overwhelmed. One: Who are you talking to? Select the 2-3 highest-value (to your chamber) activities (or target audiences) to focus in on: • • • • • •
Member prospecting and sales Member outreach – new or existing Membership up-sells High-level investor outreach/retention (A specific) Event marketing (A specific) product or service marketing
Current Members
Prospective Members
New Members
Keep More
Find More
Win More
(Retention)
(Acquisition)
Two: Map touchpoint paths. Focus on the “paths” members or prospects use to “navigate” your organization. • • • • • •
Sales Call Æ Sales follow-up Æ Sales close Æ Member Welcome Event invitation Æ Reminder Æ Onsite program/signage Æ Evaluation/follow-up Website home page Æ Member directory Æ Member listing Website home page Æ Public policy page Æ Issue page Newsletter cover Æ President’s Welcome Message Æ Event article Receptionist Æ Sales person Æ Event staff
Three: Review the basics & the message. These can also be considered “features” and “benefits”.
Key Messages
Key Benefit
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Economic Opportunities
Advocacy
Impact
Focus
Improves economic opportunities for all
Creates a climate of growth & success
Enables individuals & businesses to make a difference
Builds stronger communities
• The basics:
o o o o
The information is accurate Correct punctuation, grammar and spelling is used The communications piece follows sound design principles A consistent look and feel for all communications is used – See Chamber Style Guide Sample in this Toolkit
• Messaging:
o What is your member or prospect seeing in all his or her touchpoints with your organization? o Is the message consistent? o Is it presented in terms the member can understand and relate to? o Is your message supported with key facts and figures, trends, case studies, testimonials? o Are you conveying the feature and the benefit?
Four: Review the communications channels With whom/through what channels do your members interact the most? One-on-one with staff, board, volunteers? In your website, magazine, newsletter, or member directory?
Example Touchpoint Path: Prospecting Æ Sales Call Æ Sales follow-up Æ Sales close Æ Member Welcome Is “the Chamber improves economic opportunities” mentioned in/on: Yes
No
Chamber mission statement Prospect letter Sales script Welcome letter Member orientation script Website home page Website “join” page Website “member benefits” page Website “networking and events” page Newsletter – page one Is “the Chamber is an advocate for its broad and diverse member businesses” mentioned in: Yes Chamber mission statement Prospect letter Sales script Welcome letter Member orientation script Website home page Website “join” page Touchpoints: Website What “member to Review benefits” page Website “networking and events” page Newsletter – page one
No
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Here are some communications, marketing, public relations, and advertising areas you might want to audit over time: 1. Member prospecting 1.1. Application 1.2. List of member benefits 1.3. Prospect kit 1.4. Sales & customer needs identification scripts 1.5. Sales staff training materials 1.6. Prospect referral cards 1.7. Business cards 2. New or Existing Member Outreach 2.1. Membership plaque 2.2. New member 30/60/90 day “welcome” communications 2.3. New member orientation/welcome packet 2.4. New member orientation script 2.5. Newsletter/Magazine 2.5.1. “From the President” welcome/editorial message 2.5.2. Chamber news stories 2.6. Website 2.6.1. Home page 2.6.2. “Join us” page 2.6.3. “About us” page 2.6.4. Member benefits page 2.6.5. Application page 2.6.6. Government relations/advocacy page 2.6.7. Networking events page 2.6.8. Calendar of events 2.7. Membership directories, visitor’s guides, or other directories 2.7.1. “From the President” welcome/editorial message 2.7.2. Member benefits page 2.7.3. “About the Chamber” page 2.8. Member satisfaction/needs surveys 2.9. Meeting agendas, minutes 2.10. Total Resource Campaign or membership drive materials 2.11. Annual report/investor updates 2.12. Trade show booth 3. Renewals & Drops 3.1. Renewal letters 3.2. Invoices 3.3. Drop letters 3.4. Exit interview script
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4. Customer service 4.1. Ambassador call/visit scripts 4.2. Staff training & orientation materials 4.3. Front desk/welcome script 4.4. Complaint resolution policy 5. Governance & Volunteers 5.1. Board training manual 5.2. Volunteer training/orientation materials 5.3. Mission, vision, operating principles 5.4. Strategic planning documents 5.5. Policies & procedures manual 6. Public/Media Relations 6.1. Press release boilerplate 6.2. Elevator speeches 6.3. Speech (to Rotary, etc.) boilerplate 6.4. Background screens for press conferences 6.5. Podium signage/banners 6.6. Chamber radio and television show scripts 6.7. Staff’s telephone voicemail scripts 6.8. Staff biographic statements 7. Advertising 7.1. Kiosks 7.2. Print & broadcast ads 7.3. Website banner ads 7.4. Posters 7.5. Yellow pages ad 8. Marketing 8.1. Events 8.2. Products 9. Product Orders & Fulfillment 9.1. Product purchase “thank you” email/letter 9.2. Website “thank you for your purchase” page 10. General Communications & Miscellaneous 10.1. Email signature blocks 10.2. “On hold” message 10.3. Business cards 10.4. Fax cover sheets 10.5. Chamber merchandise 10.6. Receipts for purchases 10.7. Survey “thank you” pages
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Worksheets The materials included in this toolkit are for your use in tailoring message to the specific needs of each audience and the community. They are: • • • • • • •
Key message worksheets Value proposition worksheet Elevator speech concepts Press release samples Boilerplate sample Op/Ed samples Testimonials
You can use the worksheets on the following pages to: • Create a letter to prospective members (e.g., to a Fortune 500 company CEO interested in economic
development or to a small business owner interested in immediate ROI, etc.)
• Write a speech (e.g., to the Rotary Club, to the CEO Roundtable, for a "state of the community"
luncheon, etc.)
• Create or edit a page on your website (such as a member benefits page) • Create a phone script for inside sales • Translate a government affairs/legislative "win" into an Op/Ed for the newspaper and into language
the member or community can relate to • Prepare for a newspaper or television interview Tips on using the worksheets:
• Think of the worksheets as "arrows in your quiver" that will help prepare you for any communications
need, whether it be a conversation, a speech, a letter, etc. You'll be ready to cite trends and case studies, testimonials, and have all of your key talking points thought out in advance. • You can mix and match the tools you need as appropriate to the need at hand – sometimes simply thinking through the value proposition is all you need, whereas other situations may require more preparation. • Gather the worksheet elements in advance - key trends and facts in your community, testimonials from members or community leaders that support your case, case studies about the impact you've had, etc. Specific examples: • Preparing for that sales call to a prospective member, in your research you uncover that their
greatest need is for procurement opportunities with large companies. Complete the key message and value proposition worksheet with this in mind.
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• Preparing a letter to the editor about your chamber's role in convening that big health care summit
that resulted in big gains for the community as a whole, complete the key message worksheet with this in mind and develop media information and elevator speeches from there.
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Economic Opportunities – Key Message Worksheet Key message: The chamber enhances and leverages the talents and resources of its members to improve economic opportunities for all. Target audience: Media Channel/Materials Format/NewsBeat: Key facts & figures about economic opportunity in your community:
Key local economic trends:
Programs: List specific chamber programs that bring the resources and talents of your membership together
Case studies: List specific examples that demonstrate how these programs or opportunities improved economic opportunities for the members and the community
Testimonials: List members, community leaders and local politicians that can speak to the success of these programs and/or the results they have generated
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Advocacy – Key Message Worksheet Key message: The chamber is an advocate for its broad and diverse member businesses, creating a climate of growth and success that benefits all. Target audience: Media Channel/Materials Format/Newsbeat: Key facts & figures about the chamber and its involvement in business development and community planning and growth:
Key trends:
Programs: List specific chamber programs that demonstrate ways in which the chamber serves as an advocate for its members and/or the community
Case studies: List specific examples that demonstrate how these programs or opportunities created a climate of growth and success in your community
Testimonials: List members, community leaders and local politicians that can speak to the success of these programs and/or the results they have generated
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Impact – Key Message Worksheet Key message: The chamber provides unique opportunities for individuals and businesses to make a difference by connecting them to important community issues. Target audience: Media Channel/Materials Format/Newsbeat: Key facts & figures about the impact of the chamber and its members on top issues:
Key trends:
Programs: List specific chamber programs or opportunities that are focused on the issues that are most important to your community.
Case studies: List specific examples that demonstrate how individuals or companies became involved, and the personal and/or professional results that they achieved
Testimonials: List members, community leaders and local politicians that can speak to the success of these programs and/or the results they have generated
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Focus – Key Message Worksheet Key message: The chamber helps build stronger communities by staying focused and involved in the top business, civic and social priorities. Target audience: Media Channel/Materials Format/Newsbeat: Key facts & figures about the priorities of the community and the chambers focus on them:
Key trends:
Programs: List specific chamber programs that demonstrate the chamber’s understanding, focus and involvement in the top priorities
Case studies: List specific examples that demonstrate how the chamber’s involvement has helped make the community stronger and more vibrant
Testimonials: List members, community leaders and local politicians that can speak to the success of these programs and/or the results they have generated
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Value Proposition Worksheet Target audience: Communications vehicle:
Target Audience Need
Chamber promise
Desired target audience belief
Chamber examples (programs, testimonials) to demonstrate success and establish credibility
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Sample: Completed Value Proposition Worksheet Target Audience Need
Firm A is an established mid-size professional services firm looking to expand. They want greater access to key decision makers at large area businesses in order to grow their revenues.
Chamber promise
The chamber creates new economic opportunities by helping members build new and stronger business-building relationships.
Desired target audience belief
“My chamber provides me with numerous opportunities to network with important decision makers, giving me quality face time that I would not have if it weren’t for my chamber membership.”
Chamber examples 93% of the top 50 employers were represented at the most recent State of (programs, the Community luncheon. testimonials) to demonstrate success In the past year, the Chamber Referral Network received 65 inquiries from and establish businesses looking for services similar to what Firm A provides. credibility
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Communications Strategy Worksheet Event, Project or Initiative: Date:
Team Members:
1) Project Objectives: Discussion here should outline what the project is and desired result. 2) Value Proposition – What is the key benefit to their organization you want prospect to understand? 3) Overall Key Message – What is the key message you want prospect to believe about your chamber? • Supporting Key Messages - You are claiming something to be true and accurate in your key
message, and this is your chance to support it. Demonstrate how the program or news item you’re discussing is better, improved, newsworthy, etc.
4) End Audience/Target: The audience you want to attract. • Media Target/Targets: Media channels, reporters and editors. These will be the gatekeepers of your
message. Knowing who they are is fine. Knowing what makes them tick will also help define and hone your message, and those ideas should be listed here. • Event Target/Targets: Audiences you will be addressing. These will be the people who will come to your event and/or receive your information. 5) Competitive Preparation/Anticipating Questions/Answering – What are the potential questions your target is likely to ask and how will you answer? Just like the Value Proposition, these answers will guide your communications to be more effective in reaching your target because they will be more in line with what the target audience wants to know. 6) Supporting Trends/Research/Environmental Scan: This section is to discuss what you know about the bigger business or community need. All research findings should be listed here. If you have reams of Internet research, encapsulate the relevant points of fact and trends that you have found. 7) Actions or Materials are Needed: Brochure, newsletter article, speech, press release, Op/Ed, Web 8) Timing and Tasks: What is needed by when – executive/committee/sponsor approval, printer, etc. 9) Budget: How much do you have to spend? What overages do you anticipate?
10) Measurement/Evaluation Plans: How will you track and measure your success?
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Public Relations Today, many of our major brands are formed by public relations, not advertising, including brands like: Palm, Starbucks, the Body Shop, Wal-Mart and Red Bull. How do they do it? What can chambers learn from their example? How can chambers use public relations to build their brand? These are some of the questions we’ll try to answer in the ACCE National Brand Image Public Relations Toolkit. A study on corporate reputation management developed for the insurance industry reported that entities with good reputations - as evidenced and reported in the news - are more visible and more likely to be invited into joint ventures and collaborations. This benefit, which is the direct result of PR, dovetails nicely into the goal of most chambers. Final reasons, and to some, the most important ones, are because PR works. • PR is cost-effective. PR programs can generate coverage that delivers a robust ROI when compared to the same space and time using ad equivalency rates. • PR delivers a broad reach. PR programs allow you to “cast a wide net” targeting multiple industries, audiences and channels of media with the same information. • PR builds image. PR programs create unexpected intersections in people’s lives, interrupting when they least expect it and engaging them in your brand. The more they know about your chamber, the more likely they will be to become members. How PR differs from advertising, marketing and promotion While advertising, marketing and promotion are often confused with public relations, the difference is considerable. Advertising, marketing and promotion are paid and controllable. PR evolves through non-paid strategies and channels, builds over time, and requires constant attention and nurturing. PR is filtered through the media, strategic alliances and partnerships, special events, or word-of-mouth-referral, and as such, tends to be more credible and more memorable. What is PR? One way to understand PR is to understand the form it takes, and perhaps what it can and can not deliver when compared to advertising and paid promotions. Advertising Paid space or time Controlled Repetition Sales focus Direct impact Creative - hype Potentially unbelievable Intermittent Targeted Time efficient
PR Non-paid Not controlled – dependent on third parties One time opportunity per story per media Information focus Indirect contact Subtle – no nonsense - newsworthy Credible - unbiased Constant Broad outreach Time consuming
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PR by Definition A great definition for public relations can be found online on Wikipedia: public relations is the managing of outside communications of an organization or business to create and maintain a positive image. Public relations is as much about planning, writing and logistics as any of the business and marketing disciplines – particularly in today’s online communications environment. However, there are tactical differences in the communications vehicles, nature and tonality of what is used. Elements and deliverables most often associated with PR are: • • • • • • • • • • • • • •
Background documents Media pitching angles and story ideas Speeches and presentations Press kits and releases Features, documentaries and training Prepared TV and radio features Prepared internal and external newsletters and articles Prepared photography and graphics for demonstration Web sites, web casts and online media development Email and fax blasts Special events Strategic alliance partnerships Media training and executive visibility strategies Ghost-written Op/Ed (Opinion/Editorial) articles
The Role of Media in Public Relations PR – with its focus on advocacy, outreach and networking – can help your chamber reach its awareness goals. Working with the media – or media relations – is one of the primary channels of public relations and deserves an absolute focus all on its own. Media Training Your Executives and Board Media training is the process of preparing spokespeople to deliver the most important messages for the chamber to the media as well as the public. Adequate media training and preparation will maximize your opportunity to communicate your key messages to your targets through credible, non-paid, third party channels like the media and/or through presentations to members of the community. It will also aid the development of a more consistent communications program as all spokespeople will be trained to work with one set of chamber facts and figures -- ensuring everyone is providing clear and consistent information to the media and community.
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Tips for Handling Media Interviews Rule #1: Never talk to a reporter unless you are prepared! If you receive an unexpected request for an interview, you should politely request that it be postponed briefly so that you may be more prepared to answer his or her questions. Some important things to determine prior to ending the call are: • • • •
The focus of the story the reporter is considering. The reporter’s deadline. What materials he or she already has (e.g., press kit, fact sheet, etc.) A convenient time to resume the interview.
Be prepared to speak with a media-specific voice. In other words, know as much about the media outlet and reporter as possible before the interview. Develop editorial profiles to help you learn as much as you can about the publication, the reporter, their focus, writing style, etc. If needed, call upon a colleague or communications professional to develop a set of key messages and Q&A’s to help you prepare for the interview. The questions should cover the most likely and worst-case questions, as well as any potential off-topic questions that could take you by surprise. Rule #2: Speak for yourself, not others. Avoid becoming the spokesperson on topics for which you are not an expert or the right authority. Let the reporter know that you are not the correct person to talk to for that information, and offer to have someone else contact them. Don’t speak for others outside the chamber or chamber initiative unless you want them referenced in the story or contacted by the reporter. Comments such as, “I was talking to ____” will only lead to confusion. Lastly, it is not your spokesperson’s responsibility to be the spokesperson for the entire community. If asked to speak for the community, you may satisfy and steer with responses such as: “I’m not prepared to predict the future of the XYZ community as a whole, but I can tell you what the chamber thinks the opportunity is for XYZ community.” Rule #3: Drive the conversation. Front-load your message. The most effective way to be sure your key messages are delivered is to mention them at the beginning (“front”) of your statement. Summarize your key messages as early as possible in the interview by telling the reporter about your concept, who it is for, and what the key benefits are. Once you have stated your key messages, it is okay and even important to once again work them in for added emphasis. Remember: YOU have the opportunity to lead the conversation. Converse politely, speaking with the editor, not at him or her, but do not lose control of the interview/situation. Use the following techniques to help: •
Illustrate – Use real-life examples or analogies to get your point across.
•
Satisfy and steer – When speaking with an editor, remember to guide the conversation to constantly reiterate your key messages. Satisfy the editor’s question and steer back to the key points you really want them to take away from the interview. 33
Steering bridges include: • • • • • • •
“First, let me say…” “What’s more important is…” “What’s really important to remember is…” “To the contrary…” “I could see how you might draw that conclusion, but the fact is…” “That debate underscores the need for…” “I’m really here to talk to you about…”
•
Use a conversational delivery - While key messages offer you a road map and help steer you down the right road, it’s okay to drive on the shoulder. In other words, don’t be rigid when talking with editors. Be casually direct and flexible with the flow of questions and conversation while always directing your answers back to your key messages. In fact, think of your messages as concepts to be delivered conversationally. Deliver it in your own words. You don’t want the editor to think you have memorized the same answer for every question.
•
Speak in plain language (no acronyms, jargon) – Your spokesperson may be an expert on the chamber, but you must assume you are speaking to a general audience. If you must use technical jargon, clarify by giving definitions. If you are unsure, feel free to ask the interviewer if they understand your answer. Their response will often help you determine their level of expertise so you can avoid “talking down” to someone or going over their head – either of which may alienate the interviewer.
Rule #4: Be straightforward and open. Do not say, “No comment” “No comment” should NEVER be the answer to any question. It leaves too much to the editor’s imagination. Pause for a minute and think about the question. It is perfectly acceptable to say, “Let me think about that for a second so I don’t give you a misleading or incorrect answer.” Also, if an editor asks a question outside of your expertise, politely tell him or her you will need to follow up to give a complete answer. For example: “I’ll have to look into that. As a follow up to this conversation, could I have (someone) get back to you on that?” •
Be honest – Always be honest and answer the editor’s questions to the best of your ability. If you do not know the answer to a question, don’t guess. Let the reporter know you will follow up with him or her.
•
Be confident – When talking with an editor, confidence is a key component. Believe in your message. A chamber representative who doesn’t have confidence when talking with the media is fighting an uphill battle.
•
Exude passion – Have passion in what you are promoting. Passion is contagious.
•
Be timely – When an editor calls you, assume he or she is on deadline. Get the editor what is needed (within your guidelines). If you don’t return the editor’s call, the story may still be written, but without your input, and your opportunity will be lost. Return your calls in a timely manner.
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•
Don’t talk ‘off the record’ – Never assume anything is “off the record” when talking with an editor. Assume an editor is ALWAYS on the job.
•
Be to the point – Keep responses to questions brief and to the point. Express your message in a few seconds, and then stop. Don’t ramble on. The more you talk, the more you obscure your message, and the more likely you are to say something you will regret. Silence is safety.
•
Use the reporter’s first name – This makes your conversation more personal and helps lower tension in your interactions with the press.
•
Monitor your body language – Don’t be rigid; relax and speak in a normal, conversational voice. Remember to smile as it will help the conversation stay more personal and can ease tension for you and the interviewer. Even during a telephone interview, an editor can “hear” you smiling in your voice.
What makes news? To increase your chances of getting media coverage, try to achieve one or more of these objectives: • • • • • • •
Impact – the topic must affect people’s lives in a significant way. Numbers – it must be universally appealing and/or affect a large number of people. Timeliness – the event or discovery must be recent. Prominence – it involves well-known people. This should be easy for chambers to fulfill. Proximity – it happens close to home. Conflict – advocacy requires a clear point of view and preparation to defend it. Bizarre or unusual elements.
Handling communications crises Most interactions with reporters are of a garden variety: answering basic questions about ongoing activities and promoting initiatives. You should making any of these dealings adversarial or even potentially damaging – the press is doing its job of reporting on your work, and it’s in your best interest to help them do it. However, genuine crises – situations that can seriously damage an executive’s or chamber’s image if not handled correctly – require executives to develop thoughtful strategies and employ sophisticated plans. The first rule of crisis communications is to prepare. If your chamber is to weather the storm, your staff must have a crisis communications plan ready to pull off the shelf. As the old planner’s adage goes: Once you hear the thunder, it’s too late to build the ark. If you have or retain a public relations expert, they should devise the plan, with you as the executive must sign off on it prior to any crisis. You must not waste valuable minutes debating who should grab the fire hose when the building is metaphorically on fire. Your plan should include: • Assessment criteria to determine how much damage has occurred and the nature of your response • A list of crisis communications team members who will coordinate responses.
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• Procedures for communicating with your most important constituencies: your chamber’s board,
members, and employees. Even if not all these groups are directly involved in the crisis, it is vital to keep them informed. • Guidelines for who should talk to the media. Often the spokesperson will be you, but additional experts can be helpful in a crisis and convey transparency in a chamber at a critical time.
News Releases Recommended Guidelines for News Release Format The most important thing to remember in writing a news release is that you are conveying information in a way that will help a journalist write about the story – so, your real initial goal is to engage the interest of the news editor or broadcast journalist. How to Use a Press Release A press release, one to two pages in length, provides complete information the media can use to write a story on your event, announcement or activity. The general format for a press release includes an introductory paragraph providing the “who, what, when, where, and why” of an event; in other words, all of the essential information. The next one or two paragraphs contain supporting information. Quotes by key local leaders or individuals involved can make this information more lively and interesting. The final paragraph generally describes the chamber’s rationale and/or info about sponsoring organizations. When issuing your press release, use printed letterhead. Mark the end of each page with “more” and the end of each release with “-30-“, “-end-“ or “###.” Press releases are delivered to the media the day of your events, announcement or activity. For example, the following format outlines the flow of a news release. FOR IMMEDIATE RELEASE:
CONTACT: Contact Person Company Name Voice Phone Number Email Address
This is one of the most important components of the press release as this needs to "grab the attention" of the editor. It should be in bold type and a font that is larger than the body text. Preferred type fonts - Arial, Times New Roman, Verdana. , , - Your first paragraph of the release should be written in a clear and concise manner. It needs to contain information that will "entice" the editor. Your story must be newsworthy and factual; don't make it a sales pitch or it will end up in the trash.
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Your text should include pertinent information about your chamber, program, service or event. If writing about a program, make sure to include details on when it will be available and the cost. If you’re writing about an event, be sure to include the date, location of the event and any other pertinent information. Answer the questions "who", "what", "when", "where", "why" and "how". You should include a quote from someone that is a credible source, include their title or position with the company, and why they are considered a credible source. Always include information on any awards they have won, articles they've published or interviews they have given. ABOUT - This is a boilerplate paragraph which is helpful for quickly conveying the essence of your positioning. Use it as part of the closing paragraph in a news release, in brochures, on your website, and in other materials distributed to the public. Include a brief description of your chamber along with the programs and services it provides. - end If your release goes over one page, type "MORE" at the bottom of the first page. - photos available – If your release includes photos that the media may use, include this line at the bottom of the page.
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Worksheet: Developing a News Peg or Angle The news peg, or angle, is the framework on which you build a news story. It’s the most important element of a news release. You can take the key messages and the same set of facts and use two, three or more news pegs to create entirely different stories. This checklist will help you find new and original ways to look at your chamber and the industries, initiatives, organizations or causes it seeks to feature and develop strong news pegs. Date: Initiative/Event/Service: 1. What facts do people need to know to get engaged in, overcome barriers to involvement, or counter misconceptions about your effort? Create a 2-column worksheet. • List the most interesting items in the left-hand column. What can you say that’s new, different and
unusual about each of these facts? Indicate this on the right. Do you see any news pegs emerging here? Circle facts with potential.
2. What are the four most powerful benefits of your effort? • List them in the left-hand column. In the right-hand column, indicate what you can say about them
that is new, different and unusual. Circle any potential news pegs.
3. What do people need to know to choose or get involved in this effort? • List the most interesting and unusual facts in the left-hand column and indicate anything new and
different you can say about them in the right-hand column. Circle potential news pegs. 4. Can you tie this news story into any of the following? Holiday or seasonal theme. How? Anniversary. Which one? How? New world record. Which one? How? Award. Which one? To whom? How? New information on a major debate already getting media coverage. Which one? How? An event designed mainly to get media coverage. An event designed to draw many people and get media coverage. An event designed to dramatize a controversy? Describe event: How does it tie in to your news story? Can you take a national issue and create local angle stories with information on how your chamber is approaching that issue? • Interview with local experts? • Is there a local twist to a story that will get you national media coverage? Can you offer background information on a story getting national media coverage? • • • • • • • • • •
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Samples: Public Relations This section contains samples that chambers may use verbatim if desired.
Elevator Speech Samples An elevator speech is traditionally a short paragraph that you can give to people to describe the essence of what you do in a brief amount of time, for example, the time it takes for an elevator to reach the top floor of a building. They allow you to quickly communicate the core essence of what you do in a clear and concise manner. Use these as-written or as triggers for your own locally relevant descriptions. Sample elevator speeches for chambers in general include: The (local) Chamber of Commerce is the community’s leading advocate and champion for business. Its primary objective is to create a climate of growth and success in our community. We provide leadership opportunities, volunteer programs, and business-building initiatives that focus on the critical priorities of our community. By leveraging the support, talent and resources of our members, the (local) Chamber connects business leaders to each other and helps to improve the economic vitality and quality of life for everyone. Elevator speeches that specifically pertain to “Leading Businesses.™” include: For nearly 100 years, the Chamber of Commerce has been the leading organization that represents the interests of American businesses. Today, the Chamber provides leadership opportunities, volunteer programs, and business-building initiatives that focus on the critical priorities of our community. And, by leveraging the talents and resources of members, Chambers improve economic opportunities for all. As the leading local advocate for business, the Chamber helps create a climate of growth and success in which all companies – regardless of size or industry – can prosper. Elevator speeches that specifically pertain to “Leading Communities.™” include: For nearly 100 years, the Chamber of Commerce has been the leading organization that represents the interest of American businesses. Today, as businesses and communities are more dependent on each other for their success, the Chamber’s role has evolved. Today’s Chamber helps build stronger communities by keeping its membership focused and involved in the top business, civic and social priorities of the community. 39
The Chamber also provides unique opportunities for individuals and businesses to make a difference by connecting them to important community issues.
Press Release Boilerplate Sample A boilerplate paragraph is often helpful for quickly conveying the essence of your positioning. Use it as part of the closing paragraph in a news release, in brochures, on your website, and in other materials distributed to the public. A sample of a boilerplate paragraph for a local Chamber is: Founded in _______, the ________ Chamber of Commerce is the community’s leading advocate and champion for business. Its primary objective is to create a climate of growth and success in our community. The _______ Chamber provides leadership programs and opportunities as well as volunteer programs and business-building initiatives that focus on the critical priorities of the community. By leveraging the support, talent, and resources of its members, the _______ Chamber is one of the leading organizations helping to improve the economic vitality and quality of life for everyone.
Frequently Asked Questions Sample What does the Chamber do? As the community champion and advocate for business, the Chamber leverages the talents and resources of its member businesses to improve economic opportunities for all. Why should I join the Chamber? The Chamber connects members to important community issues and provides unique opportunities for individuals and businesses to make a difference. How can I maximize my return on investment? Getting involved with the programs you care about connects you to the information and people that will unlock, clarify and increase the value of your membership. How are my dues used? The Chamber provides opportunities for leadership, business-building initiatives focused on the critical priorities of the community, and a network of relevant tools and information that responds to members’ most pressing business needs. How are you different from other business organizations? Business and the community it serves are more interdependent than ever before. So the Chamber has evolved to build stronger communities by involving its membership in the top local business, civic and social priorities.
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Why should I join the Chamber instead of an industry organization that better understands my business? The Chamber attracts business leaders from a range of businesses. This important advantage provides members with an opportunity to connect to vital economic and community issues beyond their individual organizations, and to volunteer with other leaders to make a positive impact on the local business environment. How does the Chamber benefit my business? With its unique leadership opportunities, connections to local business leaders and businessbuilding initiatives, the Chamber helps create a climate of growth and success in which all companies – regardless of size or industry – can prosper.
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Advertising Many chambers have opportunities as well as the resources needed to strengthen their positioning through advertising. Advertising in mainstream media reaches a broad spectrum of the community. This reach can be supportive in building image for a chamber by raising the chamber’s visibility and increasing its perceived value compared to other competitive organizations. The heightened visibility and image will lead to increased pride and retention of members, and will generate greater interest in the chamber’s program of work and activities for the year. As a mass communications tool, however, advertising can be expensive. Because an effective advertising program is driven by message focus, saliency, consistency and frequency as well as reach, it takes knowing your market and making an investment of time as well as resources. Commitment to continual review and refinement also are essential to ensure chamber plans are as effective as possible in reaching – and more importantly – influencing business leaders, chamber members and the general community. Use the Key Message Worksheets found in this Toolkit to plan your content.
Creating Effective Ads Content ACCE’s analysis revealed that chambers enjoy a number of image points that can be leveraged – i.e., used as key messages in advertising (and all other communications and marketing). These leverage points link both perceptions of chamber strengths and performance: • Economic vitality and opportunities:
o Building stronger communities o Creating a climate of success and growth o Enhancing the quality of life • Focused on the community: o Knowledgeable and involved in important business, civic and social priorities o Connects members to important community needs • Leading communities • Making an investment in the community See sample ads in this Toolkit. Identify appropriate media channels The next step is to determine who you want to reach: • Gen X or Y business owners • Home-based business owners • Executives at Fortune 50 companies
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• A particular industry segment • The general business community • Legislators
Determining who you want to reach also determines the media channels you use. Once you select your target audience, a professional ad agency or a media sales person can help you match your message to the appropriate medium. Refer to the media channels chart in this Toolkit for additional tips. Also, the media outlets you’re considering using can tell you who (and when) their publications reach. See Media Plan Sample in this Toolkit for details. Develop a Reach and Frequency Targets Your ad agency or media sales person can also work with your budget to achieve the desired reach and frequency to make an impact – often called a media plan. Be sure to check with media executives who belong to the chamber for possible trade-outs of print space or air time. Many chambers include this in their total resource campaigns. Measure Your Advertising Success Tracking is critical to determining whether or not your advertising efforts have been successful. We recommend coding your ads and considering using either telephone interviews or questionnaires to track their results, though there are also more informal methods to track success: • If the ad contained a call to action and phone number, reception staff asks callers and then tallies
incoming phone calls generated by the ads. • If the ad contained a call to action to visit your website, monitor the increase in page visitors to that page and/or in the overall number of unique and repeat visitors. Or, consider creating a “landing page” to direct ad viewers/listeners to. More on that below. Tracking Your Advertising Once ads are “in print” or “on the air”, you’ll only know if they’re achieving your goals if you track them. If you think you don’t have time, you might reconsider. Advertising is an important investment, and your boards and even members will want to know about – and see – results. Tracking can be as simple as telephone interviews among a representative sample of target-audience members. They either are continuous (a certain number of interviews are conducted weekly over a long period – say, a year) or pulsed (you conduct interviews in "waves," perhaps every three or six months). Formally Tracking Your Results There are two key methods you can use to more formally track advertising success: • Pre- and post-advertising awareness testing • Comparing post-advertising awareness levels with the ACCE survey results
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Pre- and Post-Advertising Testing It may seem an unnecessary investment of time and money, but successful advertising is no accident – it has been tested before and after it runs. The information you obtain from focus groups or a larger sample during pre-testing will almost always be surprising in some way. You will then be able to rework your campaign to better appeal to key audiences. It is equally important to test for awareness and/or recall after the advertising has run. Your results will be directly impacted by how well you have planned audience reach, frequency and timing of ad placement, if you have made the correct decisions about which media your audience pays attention to, and if the timing of the campaign is right. For instance, good timing in your community may be to roll out your advertising in the late spring, after tax season, when smaller businesses are less distracted. Poor timing for an advertising launch may be during the year-end holidays, when holiday ad clutter is at maximum level. Defining Your Sample It’s best to define it broadly and be as inclusive as you can. For example, even if your target market were defined as consumers 28 to 38 years old, it would still make sense to track all consumers 18 to 64 -- or older. The broader definition is a safety net, because market demographics can change over time. Defining the sample too narrowly raises the possibility of it becoming obsolete. Set quotas for gender, so neither men nor women will be under-represented. Continuous or pulsed? Whether you choose continuous or pulsed interviewing, ensure the tracking data is comparable over time: • Maintain Constant Methods. Questionnaire, sample definition, editing, coding, and tabulation
procedures must all remain constant from time period to time period. Any change in these methods very likely will destroy the ability for you to compare data between different time periods. • Stay With One Research Company. Pick your company and go with it. Once you‘ve found a quality, financially stable research company stay with that company. Small differences in methods, from interviewing training to coding methods, will almost always destroy data comparability. • Stick With Advertising Tracking. Tracking research will increase in value over time, as you learn more about the long-term effects of your advertising. Stick with your tracking measurements year after year to realize maximum strategy insights into your brand, your market, and your advertising. Using a Tracking Questionnaire A basic tracking questionnaire should include these fundamental measurements: • Aided and Unaided and Aided Brand Awareness. Creating chamber brand awareness is so valuable that, if your advertising does nothing else but raise awareness, you can consider your efforts to have been effective. • Aided and Unaided Advertising Awareness. Considered diagnostic measures, these help you determine if changes in brand awareness or higher membership rates are related directly to the advertising. These measures help indicate if the changes in brand awareness or market share are related to the advertising itself. Here’s a for instance: if brand awareness is increasing over time, and advertising awareness is also on the rise, then we may assume the advertising is positively
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impacting the outcome. But, if brand awareness is up and advertising awareness is down, advertising might not be the reason for the upswing in brand awareness. • Advertising Message Recall. Ask which messages and ideas people recall from the advertising. Do they correspond to the messages you intended to convey? Use open-ended questions to measure advertising message recall. The respondents provide spontaneous (unaided) answers. Advertising message recall also indicates if the respondent’s memory was distorted over time, because, when an ad begins running, listeners don’t have equal recall. Some elements stick, others fade. Knowing which elements have highest memory value helps you improve future campaigns. • Aided Advertising Message Recall. Forget spontaneity. In this case, researchers include a list of all major copy points, and ask respondents aware of the advertising whether or not the advertising conveyed each point. This can be an effective way to measure messages, but know that respondents have a tendency to claim they recall all aided messages. • Demographics. Don’t forget to include key demographics such as geography, age, sex, education and income. These variables are essential in analyzing tracking survey results. Quick Tracking Tips The following are some ‘quick tracking’ tips that can provide rapid feedback about how many people are reading and following up on your advertising in the various media you select. This works especially well if your ad contains a coupon, discount, or discount with a deadline for an event, membership campaign or other special offer. • Code your newspaper and magazine ads and ask callers for the code when they contact you.
Remember to code each ad placement differently.
• Coded reply cards can identify specific messages from multiple direct response mailings. • In testing the effectiveness of radio or TV ads, different 800 numbers can tell you which messages
work best. • Send your readers, listeners, banner ad readers or direct mail recipients to a specially created landing page on your website rather than to your home page. There you have the option to include a form to collect relevant information and offer opt-in, opt-out opportunities for your target audience to receive more information about your chamber.
Advertising Terms Basic Radio Terms Average Quarter-Hour Persons (AQH Persons): The average number of persons listening to a particular station for at least five minutes during a 15-minute program. Average Quarter-Hour Rating (AQH Rating): The average quarter-hour person’s estimate expressed as a percentage of the population being measured. The estimate is printed for the MSA (metro survey area) and ADI (area of dominant influence). For example, one AHQ persons ÷ population x 100=AHQ rating (%) CUME Persons: The total number of different persons who turn to a radio station during the course of a daypart for at least five minutes. This is an unduplicated number. 45
CUME Rating: The CUME person’s audience expressed as a percentage of all persons estimated to be in a specific demographic group. For example, two CUME persons ÷ population x 100=AHQ rating (%) Daypart: A specific chunk of time during the day. Format Share: The percentage of those listening to the radio in the metro area who are listening to a particular radio format. For example, three AHQ persons (specific format) ÷ AHQ persons (all formats) x 100=format share (%) Format Time Spent Listening (TSL): An estimate of the number of quarter-hours the average person spends listening to a specific format during a specified period of time. For example, 4 1/4 hours in a time period x AHQ persons÷ CUME audience =Format TSL Basic Television Terms PVT: People Viewing Television. TP: Time Period. Used when showing how a time period is rated as opposed to a program; used when a brand new show is put in a time slot and doesn't have a history of its own. CPP: Cost per Point. This term is also used in radio. It tells you how much you are paying per point or percent of the audience; the unit cost/program rating. GRP: Gross Rating Point. A point is a percent. In theory, when you buy 100 gross rating points in your demographic, you are buying 100% of your market one time. It is recommended that when placing advertising you purchase at least 300 GRP's, 60% reach with a 3x frequency. ADI: Area of Dominant Influence. A geographic sales and marketing design created in 1965 by Arbitron. Every county in the U.S. is assigned to only one TV market, so that each ADI becomes a single marketing area. TSA: Total Survey Area. Based on individual station reach into additional counties outside of the home ADI, accounts for at least 98% of CUME. HUT: Households Using Television; the unduplicated percent of households or persons using TV in a specified time period. RATING: The percent of individuals exposed to a particular program. SHARE: The percent of homes using TV tuned in to a particular program. Example using HUT, Rating, Share: M-F 7:00-8:00 AM News: Rating 5 Shares: 50% HUT 10: 50% of all homes watching television (10% HUT) were tuned to the 7 a.m. news.
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Basic Newspaper Terms AGATE LINE: A unit of measurement on publication advertising space. There are fourteen agate lines per column inch. COLUMN INCH: A unit of measure in publication one inch deep and one column wide, whatever the width of the column. GUTTER: The inside margins of facing pages; the point at which the publication is bound. INSERT: An advertisement inserted with a print medium. LINAGE: The total number of lines of space occupied by one advertisement, or a series of advertisements. PASS ALONG READER: One who is exposed to a publication which neither they nor any member of their household received by purchase or request. Primary readers are those who request the publication. Total audience of the publication is the sum of primary and pass-along readers. ROP: Run of Press. Ad will run anywhere in the publication.
Samples: Media Plan
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Samples: Advertising Radio Script Sample Radio Spot Concept: • Target – business decision makers • Format – radio news talk • Daypart – AM/PM drive-time • 30-second spots • Feel – serious, board room address-ish • Slice of life quality – background sounds fade into male voice over Key Message/Advocacy: (sounds of traffic, footsteps on pavement, computer, school bell, gavel) Can you imagine a place where jobs are plentiful, education is high, healthcare is affordable, and everything around you seems rich with opportunity? Your Chamber of Commerce can. It doesn’t happen by accident. By working together, your Chamber connects you to businesses and issues that can make a difference in your future and the success of the community. Local announcer to add local tagline: Join the ________ Chamber today. The ___ Chamber, Leading Businesses. Leading Communities.
Web Banner Ad Samples
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Sample News Release with Key Messages FOR IMMEDIATE RELEASE:
CONTACT: John Smith Anytown Chamber of Commerce Phone Email
NEW STUDY RANKS ANYTOWN AS A HIGH PERFORMING CITY Anytown – Anytown is one of the nation’s top performing communities, according to an independent study of comparable cities commissioned by the Anytown Chamber of Commerce. The study showed Anytown ranking higher than Town A, Town B, and Town C in quality of life criteria that includes public education, economic opportunity and healthcare availability, among others. “For years, Anytown has focused on issues that really matter to our businesses, our economic future and our quality of life, thanks to a unique public/private collaboration between Anytown city officials and our Anytown Chamber of Commerce,” said Jane Doe, Anytown Chamber of Commerce president and CEO. “As an advocate for our members, we knew it was important to connect them directly to high priority community issues. Made up of involved leaders from top companies, we began efforts focused on becoming a high performing city five years ago. Committees worked with city managers to identify key issues and potential solutions. We then continued the collaboration as we planned our approach and developed programs to leverage the talent and resources of area businesses. Our goal was and is to create a climate of growth and success for all. Anytown ranked XXX compared to Town A, B, and C. Communities ranking above Anytown were Town D, E and F. “While Town D, E and F enjoy certain advantages, our focus is to develop and maintain Anytown as a high performing community long term,” said Doe. “That means we need solutions that last as well as the involvement of our best and brightest. This survey confirms that our course is well laid, our people are ready, and the program will deliver.” About Anytown Chamber of Commerce: Founded in _______, Anytown Chamber of Commerce is the community’s leading advocate and champion for business. Its primary objective is to create a climate of growth and success in our community. The Anytown Chamber provides leadership programs and opportunities as well as volunteer programs and business-building initiatives that focus on the critical priorities of the community. By leveraging the support, talent, and resources of its diverse businesses and members, the Anytown Chamber is one of the leading organizations helping to improve the economic vitality and quality of life for everyone. -end-
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Brand/Image Measurement & Evaluation Armed with the research and resources provided through the ACCE Chamber Image & Branding Campaign, you will be in position to more effectively reinforce top-of-mind awareness of your chamber, increase member and community understanding of the chamber’s role and value and improve the image and perceptions of the chamber. But, how will you know? There are many ways chambers can measure and evaluate the success of your campaign aside from standard methods involving tracking through market research, advertising circulation, viewership and listenership. Some are lower in cost. Some are more perceptual than finite. But, they all can be used to guide your communications program and measure the infusion of the new chamber image. Some of the opportunities to track message delivery and evaluate feedback cost nothing and are as follows: News Media Coverage • Change in the number of meetings with news reporters • Change in the number of chamber feature stories • Change in the number of key message uses • Change in the number of times chamber expert is quoted • Change in the number of opportunities for Op/Eds • Change in the number of television vs. radio vs. newspaper stories • Comparison to the editorial share-of-voice received by competitive organizations • Increase in the number of positive stories and mentions vs. controversial • Increase in the use of photos to enhance the chamber’s market visibility Contacts/Visibility/Outreach • Increase in number of personal membership contacts • Increase in attendance at events & conversations containing key messages • Increase in number of speaking opportunities & numbers of attendees • Increase in the requests or mail out of literature with key messages • Increase in the number of committees & participation in those committees that support key message areas • Increase in outreach opportunities for information through sponsorship & bartering • Increase in requests for chamber executives participation – “seat at the table” – as a center of influence in the community Awareness Surveys • Online or faxed survey of members to identify changes in awareness of chamber image and key messages as well as changes in perceptions of performance • Online or faxed survey using available business & community lists • Comment cards at events Sometimes, it is just anecdotal feedback on elevators, at meetings or attending receptions that lets you know the target audience knows more, sees more and is more interested.
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Samples: Brand Look & Feel Managing the look and feel of all of your communications, marketing, and advertising can be made much simpler if your Chamber creates a Style Guide. On the following pages is an example, used with permission, from the Lynchburg (VA) Regional Chamber of Commerce.
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IDENTITY AND STYLE GUIDE
LYNCHBURG REGIONAL CHAMBER OF COMMERCE Introduction
Contents
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he purpose of this guide is to provide consistency in printed material developed by and for the Lynchburg Regional Chamber of Commerce. Consistency and accuracy are important to our efforts to present a credible, professional image and to be trusted by our audiences. As most, if not all, staff members develop and produce printed material to market and communicate the programs and services for which they have direct responsibility, this manual should provide a guide we can all use to ensure consistency of look, quality, message and tone.
Elements of Business System System ..................................2 Chamber Colors .................2 Logo Rules ...........................2 Logo Variations ...................3 Contact Information ..........4 Taglines.................................4 Mission Statement .............4 Accreditation Seal ..............4
The Chamber’s visual identity centers on the use of the logo and includes standard typography and ink colors. This manual also includes a style guide to provide consistency in the text of publications and general information about proofreading to improve accuracy. These guidelines should be applied to all publications, correspondence, signage and other printed material.
Elements of Style Typography ..........................5 Font Style Sheets ................5 Vertical Type ........................6 Text boxes ............................6 Runarounds/Offsets...........6 Spacing & Punctuation......6
All Chamber staff members should review these guidelines. The Chamber communications department will execute and/or manage the bulk of the graphic design elements contained in this manual. The Vice President of Business Advocacy is ultimately responsible for ensuring the proper use of the Chamber’s style and corporate identity standards on all Chamber communications, including publications, supplies, signage, and materials produced in-house or through an outside resource. However, most of the daily implementation will be delegated to the Director of Communications. Direct questions either to Laverne Brown, Director of Communications at 845-5968 x14, or to Barbara Hartley, Vice President of Business Advocacy at 845-5968 x15.
Visual Identity and Design Guidelines
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hese standards are general, basic rules to provide a consistent visual identity for printed material. They are not intended to be so restrictive as to paralyze creative design, but to promote a cohesive flow of design and communications style for all collateral materials. Please follow these simple guidelines.
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Graphics Guidelines Designing for Output........7 Resolution............................7 Format Options...................7 Print Publications ...............7 Electronic Publications......7 Paper Selection ...................7 Writing Style Em-dashes ............................8 Titles ......................................8 Numbers ..............................8 Percentages..........................8 Initialisms & acronyms ......8 Phone/Fax numbers ...........9 Other ....................................9 Sample Documents/Templates Member Logo Agreement Letterhead - how to use Business Cards Commerce Report quarterly Chamber Update (E-Blast) Fax Blast Legislative Update Media Releases (printed) SLRF CD: Logos, Templates, Fonts
Elements of the Business System Chamber Colors
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he Chamber’s colors are derived from those used in the logo. If ‘spot’ colors are chosen for a particular publication, they must conform to the designated PMS colors: PMS 349 (green) and PMS 288 (blue). However, for full-color printing, the Four-color Bright logo and CMYK approximations are preferred. Please refer to the logo section. For continuity, these colors are to be carried forth in other design and accent elements of the Chamber’s color publications. Other colors also may be introduced, but Chamber designs should fall back on this blue and this green as the identifying Chamber colors.
Logo The logo should be prominently placed on all printed material, preferably on the cover. Although the logo font is Four-color Bright version stylized from Goudy, do not attempt to recreate it. The logo must be kept proportional when resizing on page or other application. Any use for special effect that would include a spatial distortion of the logo is prohibited. Reversing it out of a solid or photographic background must first be considered, on a use by use basis, and specifically approved by the Director of Communications.
LOGO RULES 1. When using the logo in applications other than standard stationery and business cards, always leave empty space around it. A good rule to determine how much space is to use half the height of the “E” in “COMMERCE.” Make sure there is always at least that amount of blank space around the logo. (See diagram on this page). 2. The logo should not be placed over any textures or photos unless specific permission, on a case by case basis, has first been obtained from the Director of Communications, or from the V.P. of Business Advocacy. 3. The logo may be enclosed in a white box with border color from logo. 4. Do not alter any part of the logo or reset the type for any reason (e.g., do not change the font). Use only files provided by The Chamber to reproduce the logo. 5. The smallest the entire logo may appear is 1/2 inch in height. See illustration. 6. The logo may be reversed out of 100% black or Chamber green (approximating PMS 349) only. Any other reversal applications must have prior approval from the Director of Communications. 7. When using the logo in one-color publications, use the all black logo.
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Two-color: Black and Pantone 349. This logo will be used only in certain applications (such as business cards and letterhead) when outsourcing to a 2-color commercial printer, working through the Director of Communications.
One-color
One-color: generally appears as black, but may be used in Pantone 349 color. This would be the basis also for a reversed out (white) logo on a dark background (always subject to specific approval.)
Two-color
THE CHAMBER CURRENTLY USES FIVE VERSIONS OF THE LOGO
For 4-color printing, the CMYK color ratios are as follows: RiverBlueLogo - 100%, 65%, 0%, 0% Forest - 90.2%, 15%, 63.9%, 0% Red - 0%, 89%, 95%, 0% Yellow ellow - 1%, 22%, 93%, 0% Black - 0%, 0%, 0%, 100% Note: Overview of color printing must be maintained, as color mixing controlled by the pressman can vary broadly, and a close proximity to the hue and intensity of the original PMS colors must be maintained. Because this is the responsibility of the Director of Communications, it is important that she handle and oversee all contracted printing arrangements.
MEMBER USES OF THE LOGO Members must use one of these versions of the logo, and must follow the same usage guidelines outlined for usage of the Chamber logo. Policy and user agreement regarding member usage of the Chamber logo is included in this guide, and/or available at the Chamber. (See template section of this document).
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Four-color Bright
Four-color Bright: This version uses a slightly brighter CMYK mix for the green and blue, with black removed, to allow unmuddied gradients, blends, and brighter printing, especially on newsprint. This is the preferred logo for use on fullcolor publications as it promotes carry-over unmuddied color gradient and blending uses in other design elements. With the addition of the U.S. Chamber 5-Star Accreditation, red and yellow elements have been added to the original logo. (See page 2 of manual).
Chamber Contact Information The Chamber’s address, phone and fax numbers, URL and email address should be prominently included on every outgoing document. In most cases, placement will be determined by the supplied template. (See template section of this document).
Tagline and Positioning Statement The Chamber has two alternative taglines, depending on specific usage. Industrial references, advocacy and economic development applications should use the “Building” version, while Membership development and networking applications may use the “Growing” version. Each is available in a linear and a stacked version. Never use tagline with the Member Use logo. The stacked tagline is the preferred form when using in proximity with the Chamber Logo. when used in this fashion, adhere to the stated logo spacing imperatives, and match widths of the two graphics. If tagline is unreadable at small sizes, either use the linear version, or omit the tagline entirely. The tagline and positioning statement are important in maintaining consistency in the basic description of the general purpose and activities. The Chamber’s tagline has been set be in ITC New Baskerville. However, the graphic format (Jpeg or TIFF) of the tagline should always be used, as the phrase has been carefully kerned and/or nested and includes partial screening for effect. Efforts to reproduce would vary the appearance. If a color version of the logo is being used, the tagline, either stacked or linear, may also be printed in one of the designated logo colors, if desired. However, if the colorized shading will cause readability issues, the designer should use the original black version. The tagline, when used,should appear in the lowermost portion of the page or advertising graphic box. Use on appropriate printed materials: letterhead, business cards, signage, etc. However, the Chamber’s Mission statement may be used instead of the tagline, space permitting.
Mission Statement “The Lynchburg Regional Chamber of Commerce serves to strengthen our member businesses and stimulate regional prosperity.” This is the Chamber’s standard statement which explains and positions the organization. It may be used instead of the tagline, space permitting. Use it as often as possible.
Chamber Accreditation Seal The U.S. Chamber of Commerce as awarded the Lynchburg Regional Chamber of Commerce with the very highest rating of five stars. The new Accreditation Seal will be combined with the Chamber’s logo on the Chamber letterhead, Commerce Report, Fax Cover sheet, Media Release printed form, the Chamber website, and all other appropriate printed materials.
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Elements of Style
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tyle sheets have been set in Quark, and are present in this document, as well as The Commerce Report documents dating from the June 2005 edition. The documents can be used as style templates for other Chamber documents, as doing so will automatically import font, paragraph, and color style sheets into your newly created document.
Typography The standard typeface is Optima Medium, to match printed materials. However, if working from a station where special fonts are unavailable, Times New Roman will be the acceptable replacement font for correspondence. It should be used for all correspondence and printed material, including flyers, faxes, etc. If a second typeface is used in a publication, it should be ITC New Baskerville used for headlines and other highlighting elements (pull quotes, etc.) and Optima Medium for body copy (examples: news bulletin, membership directory). Arial Narrow (bold) is the established front for captions. Wingdings are also used for special characters in Chamber publications; the small solid Wingding square character is the preferred bullet used ( ). These typefaces generally should be used in their proper form. However, for purposes of visual interest or careful space management in published documents, special treatment of these fonts may be permitted. (If in doubt, consult the Chamber’s Director of Communications). There are enough applicable font variations that can be used to create visual interest in a publication, without resorting to additional fonts.
Font Style Sheets People Heads (Headlines) Defaults to ITC New Baskerville Bold 14pt, but may be resized and finessed through tracking, kerning, nesting, squeezing and stretching to fit. When used for headlines, formal style of ‘Initial Caps’ is the proper usage. Designers may further utilize ‘SMALL CAPS’ and other stylistic variations of the font, where appropriate.
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ody 1p (first text paragraph on front page of a printed publication, other than a letter or other specific business format.) This marks the initial paragraph for a formal, usually multi-page publication. It includes a 3-line ‘drop cap’ to create a stand-out beginning. This, and all other ‘body copy’ text font usage defaults to Optima Medium 10pt. Point size may vary according to specific use. In all cases, Flush Left is the accepted body text style. Right/Left Justified type should be avoided at all times as it produces ‘text rivers’ and other character and visual spacing concerns.
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ody 1pLesser (first text paragraph in subsequent articles within a publication.) This is used similarly to Body 1p, but for subsequent articles, stories, or subjects within a report. A 2-line ‘drop cap’ is used in this case. Body 2p (second and all subsequent ‘normal’ paragraphs in a publication. It begins with a 1/4” indentation, in most cases requiring no extra space between preceding or following paragraphs. Bullets (to draw attention to two or more listed points within a report). Normally these would be preceded with a Wingding bullet and a ‘tab’ space, numeral, or other mark, depending on desired effect. The first line, or bullet, ‘hangs out’ by 1/4” in most applications. A larger font size will probably require adjustment of the overhang. FlushLeft Normal (may replace Body 2p for some uses). When this format is used, it requires additional space between paragraphs. Rather than a full line, a 6pt following line space is recommended. Cutline (used primarily for photo captions, or indications of article continuations with page jumps). Ordinarily, this will be flush left, but depending on layout need, may be centered or flush right. It might also be reversed out of the photograph, where appropriate. The font defaults to Arial Narrow Bold 10pt.
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Vertical Type This option is available to the designer for chapter identification, or other uses, as determined by the designer, the limitation being use of the prescribed fonts.
Text Boxes & Type Inset The Quark default of 1pt for non-bordered, non-colored text boxes is carried through in most documents. However, for separation or stand-out reasons, shaded, colored, or bordered boxes should use a 6pt text inset. However, a designer has leeway to squeeze text, when necessary, with a 4pt inset.
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hile there is no definitive rule, most Chamber publications utilize a 1-point frame for call-out text boxes and graphic boxes. When using a fill in a text box, make sure the fill percentage does not render the text unreadable. For colors other than yellow, 20% is usually the maximum for a solid, shaded fill. However, Quark offers several gradient options which may be used to expand visual interest for this application.
Runarounds & Graphic Offsets The standard minimum runaround offset for graphics in Chamber publications is 6 points. However, as little as 4 points may be employed in some instances. For the most part, professional designers are expected to use their own judgement when combining graphics and text. Having evidenced basic design knowledge and understanding, they should not be micro-managed in this area.
Spacing & Punctuation In traditional “typing” the end of each sentence in a letter should be marked with two spaces following a period. However, because all currently used computer word-processing programs automatically allow for the extra space, when type-set on the computer, sentences should have only one space following the period. This same practice holds forth for colons (:), exclamation points (!), question marks (?), and closing quotation marks. It is also important to note that closing quotation marks ALWAYS appear AFTER the punctuation mark (usually comma or period), closing the clause, title, quotation, or sentence. Therefore, never end a sentence with a close quote followed by a period. Formal punctuation. Although in recent years, some editors have adopted a looser style, incorporating multiple em-dashes and parenthesis, the Chamber adheres to the long-accepted, more formal, business style which avoids use of em-dashes and severely limits parenthetical clauses in the middle of sentences. While the newer style may be acceptable for personal communications and in the writing of orally-delivered communications, like speeches, screen, and stage productions, we employ the formal business style utilizing commas and semicolons in our letters, publications, and other official communications. Writers contracted by the Chamber will be expected to follow the Chamber’s formal writing format. The Chamber always reserves the right for copy, layout, and design editing. Unless specifically granted by the Chamber’s Director or Communications or higher authority, contracted writers will not have authority to interact with contracted designers or printers to request edits or alterations.
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Graphics Guidelines for Production
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hen designing a document, consider first how it will be produced. There are different standards for graphic resolution, measured in either lines per inch (LPI) or dots per inch (DPI) for the different output systems. There are also different formats for saving a graphic, depending on usage. Always start with a high resolution (Hirez) when creating original graphics, it is best to design for the largest foreseeable output application. Usually a graphic produced at 100% (full-size) need be created no larger than 360-400 for high-quality printing. It is easier to “resize” a graphic by reducing the DPI for smaller applications than it is to increase the DPI. Low resolution (Lorez) graphics are for use only for electronically distributed documents. For Chamber publications, high quality printing should be considered at 180-200 LPI. The rule of thumb when producing graphics is to double the the expected LPI to arrive at the required DPI you will create your 100% sized graphics. Therefor, a brochure produced with a 200 line screen (LPI) will require a graphic produced in Photoshop at 400 DPI. For a 180 line screen, you will need graphics at 360 DPI. Newsprint has a much reduced LPI, usually an 85 line screen, requiring graphics with a less dense DPI, and therefor a smaller file size. When printing in color, use either the TIFF or the JPEG formats, and save the images in CMYK (cyan, magenta, yellow, black) format. A TIFF file may be saved in the LZW compressed format. Graphics may be saved in either MAC or PC formats. For certain applications, you might need to save a graphic in Bitmap form. However, leave this to the resident designers. Because the Chamber uses only PCs, it would rarely happen that you need to save a graphic in a MAC format, although when working with an outside designer, most of whom use MACs, you might need to supply the MAC version. Our Photoshop can save in either format. When designing for electronic distribution, graphics should be produced or saved in RGB rather than CMYK. Note that Quark documents can be converted to PDFs (Portable Digital File) in BW, CMYK, or RGB at whatever resolution is desired. Electronic resolution is only 72 DPI. Newsprint. In publications such as The Commerce Report, the publisher determines established LPI limitations, which will determine the graphic resolution used. Photographs, logos, and other rasterized graphics should be imported and sized to 100% at a resolution of 180-200 LPI. Anything larger is overkill for a news press and serves only to increase the electronic file size. In-house. The Chamber’s one- or four-color printers, employ the same production standards as with newsprint. Larger files are unnecessary for this equipment and will slow down or overload the CPU processors in the equipment. Commercial Printers. These utilize much higher-end presses with denser LPI capable of producing the highest quality, clearest printing. The smaller the dot pattern, the more finite the detail is reproduced off the press. Although some presses print at much higher resolutions, it is unlikely the Chamber will require better than a 180-200 LPI. Therefore, create your graphics, full-size at 360400 DPI. They can always be copied and downscaled for lesser uses. Web Publications. Electronic publications always utilize Lorez graphics. Because the electronic dot screen is only 72 DPI, and because larger graphics will significantly slow, or crash an overloaded server, resize all of your graphics appropriately for this medium. Also, use RGB (red, green, blue) format JPEGs or Bitmapped images for this format, as CMYK is strictly for printing to a substrate. Specialty Printing. Production specifications for signs, banners, decals, or other specialized printing will be determined by the contracted vendor and managed by the Director of Communications.
Paper Selection Innumerable options are available for in-house and commercial printing. These selections should be controlled by the Director of Communications, to maintain consistency in style with related materials, or to differentiate among the different types of communications.
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Writing Style for Communications
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e recognize there are conflicting styles of “acceptable” writing. When in doubt, one can usually refer to the “Guide to Style” in the Webster's II New College dictionary. However, the Chamber has some notable clarifications, for purposes of functional, formal business style. Em-dashes and parenthesis are marks that can almost always be either replaced with more exact punctuation, or avoided by use of more concise sentence structure. “Some other mark of punctuation can always be substituted for a dash. It does have functions roughly equivalent to those of a comma and, moreover, resembles a terminal mark of punctuations (period, exclamation point, question mark) in certain situations. However, a dash lends a certain air of surprise or emotional tone on occasion and, if used sparingly, is a useful device for adding movement, or a sense of movement, to writing. But it is rightly called a “mark of ignorance” since some writers use it indiscriminately and far too often.... Overuse of the dash is one hallmark of a gushy, overly emotional style which is sometimes unkindly referred to as “schoolgirl.” ... A final word about the dash: Use it sparingly....(It) should not be employed as a lazy substitute for more exact marks of punctuation....” Quoted Punctuate It Right, by Harry Shaw, 1963. Another notable Chamber preference is the use of capital letters without periods or spaces when referring to morning and evening times. Ten o’clock in the morning should read 10AM and 10 o’clock in the evening should read 10PM. When fighting for space on a page, this form lends itself more easily to “finessing a fit.”
THE FOLLOWING ARE EXAMPLES OF FREQUENTLY OCCURRING USAGES Dates: When publicizing the date of an upcoming or past event, do not incorporate ‘st’ or ‘th’ following the number (i.e. March 27th), instead use “March 27, 2006” to concisely state the date. Titles: In general, confine capitalization to formal titles used directly before an individual’s name. Lowercase and spell out titles when they are not used with an individual’s name: The president issued a statement. Lowercase and spell out titles in constructions that set them off from a name by commas: The vice president, Nelson Rockefeller, declined to run again. This includes position titles for staff, board members, etc. Courtesy Titles: In general, do not use the courtesy titles Miss, Mr., Mrs. or Ms. on first and last names of the person: Betty Ford, Jimmy Carter. In second and subsequent references, use the last name only, unless the person has stated a preference for using a particular courtesy title. Numbers: The general rule is to spell out numbers from one to ten and to use figures (20, 32, 98/-) for all others. There are many exceptions to this rule when using numbers as ages, fractions, dates, etc. Check the AP style manual for these rules. For ordinal numbers, spell out first through ninth; starting with 10th use figures. Percentages: When using figures; 1 percent, 30 percent; for amounts less than 1 percent, precede with a zero: The cost of living rose 0.5 percent. Repeat percent with each individual figure: He said 10 percent to 30 percent of the electorate may not vote. However, in Chamber publications, it is often preferable to substitute the % symbol with no space between it and the leading integer in publications, particularly when working to preserve space. Follow these samples: 1% 30% 0.5%. State: Lowercase in all state of constructions: state of Massachusetts, the states of Massachusetts and Rhode Island. Do not capitalize when used as an adjective to specify a level of jurisdiction: state Rep. Sarah Smith, the state Department of Transportation. Initialisms and acronyms: Spell out on first reference with initialism in parenthesis. You can use the initialism or acronym on subsequent references: Massachusetts Institute of Technology (MIT) on first reference: MIT acceptable on subsequent references.
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Phone & Fax numbers: When including area code in phone numbers (as should be the case whenever the target audience might not know local area codes), it should be enclosed in parenthesis. The Chamber uses the traditional format of printing phone and fax numbers as shown: (434) 845-5966. When including an extension number, the following is acceptable: (434) 845-5968 x18. Do not use not separate portions of phone/fax numbers with periods, example: 434.845.5966. 501 (c)(3) or (c)(6): No spaces between (c)(3) and (c)(6) Affiliate membership: Refers to a membership category for suppliers. Board of Directors: Capitalize. board: Used when referring to a board of directors. Lowercase. affinity programs: The group of programs that save members money. This is not a association program and should not be characterized as such. The word “programs” is plural unless used to identify one of the programs: members have access to a cost-saving program that offers various retirement plans. Lowercase in text. nonprofit: Do not hyphenate. workshop series: Lowercase.
General Proofreading Rules
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roofreading is an essential way to ensure the quality of written and printed material. Every piece communicates, through the accuracy of its copy, the consistency of its elements and its general quality. These are tips to improve proofreading effectiveness. Other resources include Hodges’ Harbrace College Handbook for grammar and the dictionary for spelling and hyphenation. Proof for a variety of errors; grammatical, spelling, consistency (indentations, dates, style, typeface), typographical, format (memos, letters, forms), number (correct numbers, dates, prices, times, page numbers; addition errors), and content errors (usage, word choice, outdated or incorrect information). Proof a hard copy of all documents as well as documents on the computer screen. Proof against the last version of the document, checking that all marked changes, deletions and additions were made. Read the document out loud. Have someone whose proofreading you trust read the document. If possible, put the document aside for a day before you proofread it. Do not rely on spellchecker to ensure an error-proof document. Spellchecker makes some consistent grammatical errors, as well as substituting inappropriate words. Always proof it. Typos tend to clump together; where you find one check for others. Call telephone numbers to be sure they are right. Check headlines, cutlines, and pull quotes very carefully. Errors in them are obvious since they are often the first items read. They are also easy to miss as you concentrate on reading and proofing larger blocks of text. Before you print or mail the document do a final check: Is the date correct? Have you signed your name? Is your name spelled correctly? Make edit marks with a colored pen: red, green, blue, but not black.
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