More Than A Masterpiece: Architect Jonathan Miller has perfected the art of creating timeless homes
Since 2002, architect Jonathan Miller, RA, AIA, has been transforming dreams into spectacular homes through his firm, Miller Architecture & Design Studio, for clients in Tennessee and across the country. From traditional to contemporary, English cottage to French modern, farmhouse to mountain retreat, his ethos centers on creating artful, timeless homes tailored to each client.
“We are a uniquely Southern firm, and relationships are everything to us,” says Miller, owner, chief architect, and lead designer. “We love to get to know clients and how they live, then design grows from there. You can’t have great architecture without great relationships.”
A classically trained architect, he brings an exacting hand to his designs. He starts each with freehand pencil and paper sketches, perfecting the proportion, scale, and detail that define a beautifully crafted home, before moving on to digital renderings and 3D models. With a classicist’s eye, he hones his designs to not only manifest his clients’ dreams but also sit seamlessly within the environment.
“We want our homes to look like they’ve always been there,” Miller explains. “The goal is achieving a space that is unique yet feels timeless and familiar.”
For the team at Miller Architecture & Design Studio, light and views are central to their award-winning portfolio of stunning projects. What fuels Miller’s process, however, isn’t awards and accolades, but his signature passion for creating extraordinary homes his clients will love.
“Building a home is a hallmark moment in life, and it should be a delightful and joyful process,” he says. “We love being able to create that experience and happiness for our clients.”
Ascend Tech Facing Market Headwinds
Executive search and leadership advisory firm Russell Reynolds utilizes fictional but realistic scenarios and role-playing as part of its CEO-candidate evaluation process. As Project Writer, I create the identities, background and situational context for industry-specific scenarios. Below is an example of an article included in the materials given to a CEO candidate.
Boston-based Ascend Technologies (NYSE:ASND) is a once-admired player in the $1 trillion consumer electronics market with a portfolio of brands that includes everything from toasters and refrigerators to computer tablets and smart phones. The company made headlines earlier this year with CEO Karl Anderson’s ouster by the company’s Board of Directors and then again when Wall Street analysts issued a series of “sell” ratings. What does all this drama mean for investors? Does Ascend have its act together? How well is Ascend positioned to succeed it an incredibly competitive and fast-changing industry?
Better, Smarter, Faster
To try and answer those questions, let’s start with a look at some market trends in mobile information technologies and consumer electronics because these two industries are increasingly interconnected. All the sector-leading companies are feeling pressure to meet the growing consumer demand for smart devices and appliances that leverage the collective networking power represented by the Internet of Things (IoT). IoT integrations are becoming standard and while some Ascend products have features like voice-assistant-enabled controls and speech recognition, the majority trail their competitor’s latest offerings. Ascend won’t be able to tap into this well of high-performance connectivity without some series upgrades to its line.
New Products + New Partners
The leading brands in consumer electronics are focused on IoT-enabled product development plus M&A strategies geared toward growing capabilities as much as increasing global presence or revenue share. For example, Panasonic acquired American software company Blue Yonder to improve its autonomous supply chain management through that firm’s expertise in machine learning and artificial intelligence. Don’t be surprised is Ascend has an appetite for aggressive deal-making as it seeks to shore up and strengthen its internal design team.
Emerging Markets in Asia
Increased urbanization and rising disposable income has propelled the use of consumer electronics across Asia. Ascend has said in the past it wants to move more of its manufacturing to global facilities and expand its Asia Pacific operations to help seize this growing market. But, this shift has encountered delays and in the meantime, new regional manufacturers have surfaced and some of the major players have adopted low-pricing strategies to introduce audiences and jump-start sales. Market growth seems certain while Ascend’s ability to capitalize is less clear.
Bottom Line: Potential investors should wait and see what moves new management makes as it tries to re-energize and redefine the Ascend brand. The company is facing some serious headwinds on its journey back to relevance.
Branding to Drive Retail Growth
Situated on three miles of property just off Interstate 40 in Knoxville, Tennessee, Turkey Creek is an expansive retail, dining, office and residential center with more than 300 stores, shops, restaurants, and entertainment options. The property owners needed a cost-effective and sustainable Brand Communications Program to achieve the following goals:
Deepen customer engagement and drive traffic across all property options.
Offer clear and tangible value for potential advertisers.
Broaden exposure of the Turkey Creek brand to both customers and tenants.
Increase customer awareness of the full range of options available.
Facilitate way-finding and recommendation-giving.
Create a self-sustaining program with the potential for profitability.
Tommy Stokes Design and Sea2Sea Media developed the “Find It Here” campaign and branding program consisting of these foundational components:
Revised Turkey Creek Brand Identity (logo)
Redesigned and updated Turkey Creek Map
Redesigned and updated Turkey Creek Brochure
Redesigned and relaunched Turkey Creek website
Re-focused and coordinated use of Turkey Creek social media
Launch of Turkey Creek Email marketing and CRM database
Advertiser Sales Kit (website, app, brochure)
After developing the messaging and marketing toolkit, management of the “Find It Here” program was turned over to the in-house team at Turkey Creek Land Partners. Today, Turkey Creek has more than 22,000 followers on Facebook, 13,000 newsletter subscribers, 20,000 brochure copies printed annually, 17,000 monthly visitors to the website and now utilizes a mobile app and digital highway billboard as part of its ongoing marketing plans.
How Cult BMX Leverages Its Brand Equity to Grow
Band associations can be shaped and equity enhanced by tying into or leveraging positive associations that already exist. There are numerous ways for leveraging favorable brand associations including with other brands and from other people, places and things. Let’s explore how one niche brand leverages a variety of sources to build a distinctive brand personality and build brand equity.
Cult is a BMX bicycle retailer that makes complete bikes plus bars, frames, forks and other parts. BMX bikes are smaller, specially designed bicycles meant more for sport and stunt riding than commuting or trail riding. The company was founded in 2005 by professional BMX rider and industry veteran Robbie Morales and is based in Santa Ana, California. While the company has global reach, it is relatively small with approximately 50 employees and an estimated annual revenue of $5.5 million.
Leveraging People
Sponsored Riders: The entire BMX industry relies heavily on rider-sponsor relationships. Cult has a large and evolving pro rider lineup including some of the biggest names in the sport like Dakota Roche, Chase Dehart, Trey Jones and Corey Walsh. Cult sponsors riders in different riding styles including race, park, street and dirt jumping. Leveraging these associations is arguably the most important part of Cult’s marketing strategy. Rider relationships lend prestige and credibility to the brand and the riders themselves are the backbone of the company’s content and event marketing strategies.
Robbie Morales, CEO: As someone long involved with the business of BMX, Robbie Morales is a trust-worthy and authoritative voice when he speaks about supporting and growing the sport. He was inducted into the National BMX Hall of Fame in 2018 for his contributions to the industry. Morales has also been praised for his ability to spot and invest in the best and most stylish riders. Morales’ leadership presence draws attention and contributes meaningfully to the positive personality and reputation of the brand.
Leveraging Places
Company HQ: Southern California is considered one of the birthplaces of BMX. Experts believe the region embraced the sport because it was more free thinking and more accepting of new ideas and activities. It was also close to major ports allowing businesses easy access to manufacturers in the Far East. Cult has turned their Santa Ana headquarters and warehouse into a rider-friendly destination called The Clubhouse described as “a one-stop shop for riders to pick up new gear, dial in their rides, and shred our ramps.” Having a distinctive storefront in the heart of BMX’s homeland creates a unique experience for customers and reinforces the brand’s connection with the riding community.
American Made: Most BMX frames are produced in Taiwan. Cult partners with a variety of American manufacturers including FBM and Solid to offer American-made frames, handlebars, stems, sprockets and grips. “Taiwan manufacturers can do some cool stuff that we can't do here, but you can't beat American made” says Morales. “Not so much that it's American, but if it's made here, then it's made by riders and not some huge factory.” The commitment to American manufacturing further anchors the Cult brand to its homegrown, rider-driven positioning.
Online and Offline Channels: Cult has developed dealer relationships with bike shops around the world from Argentina to Ukraine. It also sells directly from its own website as well as online retailers including the world’s biggest BMX store, Source BMX located in Louisville, Ky. Cult’s biker-focused distribution strategy does not pursue department stores or big-box retailers. Building relationships across the bike industry sales infrastructure is operationally sound and aligns with the brand’s mission to embody the essence of BMX.
Leveraging Other Brands
Vans, Stance and more: Leveraging associations with other Brands – in its vernacular “collaborations” – is a huge part of Cult’s marketing strategy. For example, Cult regularly collaborates with Vans, a leading active sports footwear and apparel company. The two companies create custom renditions of Vans clothing and accessories lines that showcase Cult’s signature illustrations and styling elements. The co-branded, BMX-inspired products commemorate a longtime partnership between two like-minded BMX brands. These collaborations appeal to both the “true believer” biking community and introduces the Cult brand to a broader audience. Another example is Cult’s collaboration with Stance, an American sock, underwear and T-Shirt company, to create BMX-inspired products. Cult’s broad leveraging and co-branding strategy enhances its brand equity and profitability as well as those of its partners.
Leveraging Things
BMX Jams: Cult regularly sponsors organized BMX competitions which the riders refer to as jams. Cult has a huge presence at professional events like the Battle of Hastings in England or SwampFest in Florida as well as amateur events like the USABMX Freestyle Amateur Nationals series. There are also many informal events where a Cult-sponsored rider will host a jam and create buzz, attendance and brand engagement at a grassroots level in the riding community.
Another major component of the “jam” marketing strategy is assembling the collection of Cult-sponsored riders in locations around the world to ride in the city and create video content that is then edited and shared across the Internet and on every conceivable social media channel. These “sessions” – they should be thought of as distinct from events or competitions - and the content they produce are a significant contractual responsibility for the company-sponsored riders. The videos are designed to inspire, to get BMXers hyped to go ride. Jams and sessions are a core experience of BMX and a foundational component for building brand equity through deep and direct engagement with their target audience.
Video Games: Cult not only engages its customers with real world sponsorships, but the brand also extends into the world of video games like Riders Republic Freestylin’ for Xbox and PlayStation. Players can choose new models, customize their bikes and unlock special gear options all featuring the Cult brand. I’ve categorized video games as an example of leveraging associations with things, but video games might also be considered as a channel because the online relationship facilitates such a fluid connection between recreational behaviors and purchasing intent. Overwhelmingly, it's BMX riders who are playing BMX video games. It’s not like the broader reach of Call of Duty or Minecraft. Video game sponsorship is yet another way Cult builds brand equity by associating itself with a BMX-inspired experience attractive to its core audience.
Creating Musical Backdrops for Beautiful Movement
Music is as much a part of a ballet production as the incredible choreography and Lee County Community Orchestra’s upcoming performances of “Ballet Masterworks” feature some of the most beautiful musical backdrops ever composed for the genre.
Like last season’s “Sounds of the Silver Screen” concerts, each piece of music in this program has its own story to tell. The challenge for Music Director Vincent Povázsay was choosing music that could complement or contrast and come together as a whole. “There are many specific and organized movements in a ballet because it’s common for the performance to stop and start between dance scenes and set changes,” said Povázsay. “The way the music is composed makes it easier to find exactly the kind of music you’re looking for in terms of mood or pace.”
Povázsay says all the music in the program is tuneful and melodic and mostly, high energy. Audiences will enjoy wonderful solos from the oboe and clarinet, colorful percussion, gorgeous, grandiose strings, and every piece will feature harpist Joe Hanna.
Highlights include the heartfelt and emotional pas de deux of Adagio of Spartacus and Phrygia from Spartacus (a pas de deux is a dance for two people, typically characters in love with one another) and the famous, dramatic finale from Swan Lake.
"Ballet Masterworks" is a program Povázsay has been looking forward to all season. He grew up loving ballet music, but his exposure was largely limited to recordings and YouTube videos. He saw his first major professional ballet production with a live symphony on a trip to New York when he was 19. “I will always remember that performance of Swan Lake!”
Make Your Business Better with Earned Value
An Earned Value Management System (EVMS) helps measure project performance against a project baseline. It’s a common contractual requirement on any project for a federal government agency and includes strict and detailed standards. This complexity often leads businesses to incorrectly assume an EVMS is too costly or complicated to implement successfully outside of government-related work. But, Earned Value is a proven, reliable methodology that can bring practical and actionable benefits to commercial business when applied wisely.
An EVMS provides a clear picture of how much a budget has been spent compared to the project status and gives managers the ability to compare performance against a variety of baselines including original, current and forecasted budgets. Most importantly, an EVMS reveals the reasons behind the differences. It not only tracks metrics within a single project, it also reveals trends across multiple projects and timeframes. Whether it’s a positive indicator or an early warning sign, managers can utilize EVMS insights to make key strategic decisions to keep the business moving forward.
While some members of the business community are aware of the benefits associated with an EVMS, they’ve heard horror stories of costly and unsustainable implementations. “The key to using an EVMS system successfully is choosing the right metrics and the right level of time and effort to effectively track and analyze earned value information,” says John Batten, Vice President of Construction Services for Austin-based Atlas Technical. “Companies should work with their management consultant to determine the right amount of process and complexity that fits each unique project and portfolio.”
Atlas Technical in an expert in helping its government clients with the design, development, and implementation of EVMS systems fully compliant with government standards. This expertise means they also know to build a system custom-tailored for commercial projects. Contact Atlas to learn more about creating a customized, scalable approach to EVMS that can cost costs, generate revenue and improve business performance.
Branding to Tap Tourism Market
The Southeast Tennessee Tourism Association (SETTA) is a regional planning agency and council of governments for the 10 counties of Southeast Tennessee. The agency promotes economic development and regional prosperity through tourism.
Tommy Stokes Design and Sea2Sea Media developed a Brand Communications Program for SETTA that unified the multi-jurisdictional region into a single Sequatchie Valley consumer brand that positioned and promoted the area as a natural playground for outdoor enthusiasts.
The Brand Communications Program included recommendations for a website, social media, signage and way finding, outdoor advertising, a press kit and print-on-demand marketing collateral. As sometimes happens with projects like these, execution is dependent upon grants and state funds. SETTA has not yet been able to implement the program at scale.
Evaluating Opportunity through the Prism of Crisis
Duke Corporate Education provides tailored executive development programs to business leaders at all levels. Programs may include immersive training scenarios (ITS) to give participants a chance to wrestle with the complexity of a corporate strategy by engaging in fictional but realistic scenarios.
As Project Writer, my content development begins with company, industry and trend research including interviews with subject matter experts from each client company. Scripts are finalized and actors cast to play the role of scenario protagonist, introducing strategic dilemmas for participants to evaluate and solve. ITS are staged early in the training program to encourage collaboration and interaction while introducing key themes. I have developed dozens of these scenarios.
Scenario Example: Amgen is an American multinational biopharmaceutical company. In this hypothetical, the operation of one of Amgen’s key suppliers has been compromised because of a failed source validation test. The break in the supply chain will soon impact Amgen’s own production schedule.
Scenario Protagonist: Robert Parker is the CEO of Adaq BioScience. He and his partners and founded the company in 2018. Adam is a contract development and manufacturing organization serving the pharmaceutical and biotechnology industries. They focus on materials science, formulation development, engineering, and pharmaceutical manufacturing. The company has roughly 50 employees – mostly scientists - and last year showed $25M in revenue.
Amgen contracts for raw materials and supplies from multiple sources including specialty chemical manufacturers who can create the customized chemical catalysts Amgen uses in its compound synthesis process. Parker has learned that one of Amgen’s key suppliers has been fined and placed under review after failing a source validation test. While that supplier is scrambling to address the issues, it’s clear the interruption will negatively affect Amgen’s production schedule over the next two to three quarters. Since Amgen is working to nail down other sourcing options, Parker intends to pitch Adaq as a new supplier.
Parker believes his company has the in-house catalyst screening, development, and production capabilities Amgen is looking for to offset the loss of the original supplier. He’s confident Adaq can help in this time of crisis, but he has an even bigger idea on his mind. Would Amgen be interested in investing in his company?
Adaq is looking for $10 to $20 million to help continue to build their employee base, expand the service line and double its clean room capacity. In return, Amgen invests in greater control of its supply chain plus greater flexibility towards creating modality agnostic, customized solutions as the Amgen portfolio continues to grow. Parker wants the participants’ help in evaluating the opportunity to make his case as compelling and persuasive as it can be by responding to the following questions:
How would Amgen structure a deal with one of its suppliers?
What concerns would you have about creating this kind of relationship?
What areas of the supply chain would be best suited for this kind of partnership?
Scenario Example: Kraton Corporation is a producer of bio-based chemicals and specialty polymers. The company merged with DL Chemical in 2022 in a deal valued around $2.5 billion. The transaction strengthened Kraton’s global presence and expanded its R&D capabilities. It also brought disruption to the existing corporate culture. In this hypothetical, the unexpected departure of a long-time employee opens the door for a discussion around career development and human resource issues.
Scenario Protagonist: Taylor Jordan is a high-performing, mid-level operations manager at Kraton. She’s holding a team meeting to review the latest polymer segment forecasts. As she moves through standard metrics of revenue and operating income as well as trend data for raw materials and energy prices, she stops herself. Jordan had hoped to find a better time to share her news, but she can’t wait any longer.
She’s been offered the Senior Operations Director job at Ravenwood, a specialty catalysts and services company with a focus on inorganics. Ravenwood is much smaller than Kraton with roughly 1,000 employees and $700 million in annual revenue. But, Jordan finds it attractive because of its focus on innovation and customer collaboration. Sustainability is at the forefront of their growth strategy and they are undeniably more nimble and responsive than Kraton to changes in the market.
Jordan believes management is clear about the direction the company is headed and her recruitment process has included a clear path for her own professional development and growth at Ravenwood. Jordan’s motivation for change is less about salary or perks and more about responsibility, decision making, authority, and a sense of clarity about what she can do to make a difference at the company.
Despite her success, she has become increasingly uncertain about her future with an uneasy feeling that the current version of Kraton isn’t what she expected. While she acknowledges the significant amount of recent change at the company, her anxiety is not simply about the fallout from the merger. It has more to do with a sense of confidence in how her role fits into the bigger picture and confidence about where her career at Kraton is heading. The past year has been overwhelming and exhausting. She wonders how many others at Kraton feel the same way.
Jordan wants the participants’ help in making an argument for why she should stay. She asks them to evaluate the the current corporate culture by responding to the following questions:
What could Kraton do to ensure its good intentions are backed up by ownership and accountability?
What aspects of Kraton’s culture are the most essential to maintain and what aspects are putting us at risk?
What needs to be done to ensure that conversations like these don’t come as a surprise?
How Indie Songwriter Gregory Allen Isakov Built a Loyal Listening Audience
Gregory Alan Isakov has been recording music since 2003 including five full-length studio albums. He’s also a farmer who grows heirloom vegetables and tends to beehives on his small farm in Boulder, Colorado. He frequently writes and records in a studio inside a barn on his property. His first four albums were released via his own independent label, Suitcase Town Music.
Among the many methods available for artist promotion, Isakov and his team have relied on four key strategies to methodically build an audience for his distinctive style of indie rock and folk music:
Targeted Touring
Getting out and performing for people in the right kind of venue is obviously fundamental to success in the music business. Over the years, Isakov has toured extensively throughout the United States and Europe both in support of other acts and as a headliner. While he performs regularly, Isakov and his representatives have managed his tour schedule so that opportunity, venue, and audience are all aligned properly.
He garnered early recognition performing at major festivals such as Bonnaroo, Lollapalooza, and Austin City Limits. He’s generated publicity and additional news coverage by performing with several national symphony orchestras across the country. And he’s played in unique and memorable music venues like Colorado’s Red Rocks Amphitheater and Tennessee’s The Caverns. Isakov’s dedication to regularly playing live plus smart, targeted tour stops have helped present the idiosyncratic beauty of his music and allowed him to develop a devoted community of music fans. Isakov’s concerts also often include a cause marketing component. For example, concert promoters announce that a portion of every ticket purchase will go toward sustainable farming and regenerative organic agriculture.
Online Content & Marketing
Like nearly every artist and musician, Isakov relies heavily on his own website and social media to share information and connect with fans. Isakov’s DIY toolbox of owned media includes:
Twitter: 26,000 followers
Facebook: 153,000 followers
Instagram: 170,000 followers
YouTube: 142,000 subscribers
Website: https://gregoryalanisakov.com
Roughly 49,000 monthly visitors (28% are 25-34 years old; next highest demo is 18-24). Top traffic source is overwhelmingly organic search (78%). Website integrated with concert ticket and apparel e-commerce.
Spotify: 4.472 million monthly listeners (plus Apple Music, Amazon Music, etc.)
Music Licensing
Music licensing has been an important marketing tool for Isakov. His songs have been featured in commercials for McDonalds and Subaru. He’s had even more success with song placements in episodes of TV series including The Haunting of Hill House on Netflix, NBC’s The Blacklist, ABC’s Grey’s Anatomy, USA Network’s Suits and more. Isakov’s distinctive voice and lush melodies have lent emotional weight to all kinds of dramatic scenes that affect a viewing audience. Licensing can be an important revenue stream and it generates exposure for an artist like Isakov outside the pop mainstream, introducing listeners who might otherwise never hear his music.
Media Relations
Engaging with both music industry and mainstream media outlets has been an essential marketing tool for Isakov. Critics love telling his humble “farmer turned musician” origin story and generally heap praise on his singing, writing, and performances. Profiles of Isakov have appeared in the New York Times, National Public Radio, Medium, Billboard and many more. The amount of earned media coverage stands out for a performer of his relative popularity.
As an example of how Isakov’s story has resonated far beyond typical genre coverage, check out this article from Inc. magazine on how being a musician and working his own farm has helped Isakov craft a more fulfilling life.
Link: https://www.inc.com/jeff-haden/want-to-be-successful-happy-become-more-than-one-thing.html
Isakov’s skills as a musician and a performer certainly evolved as his career progressed and the marketing strategies described above communicated his growing artistic value and increasingly connected the artist with an expanding audience. In 2019, Isakov positioned himself to reach an even larger audience when he partnered with Dualtone, a Nashville-based record label to release his fifth album, “Evening Machines.” The record would go on to be nominated for Best Folk Album at the 62nd Grammy Awards.
Isakov’s growing popularity has allowed him to tap into deeper pockets and more sophisticated resources. But it’s important to recognize that his work isn’t designed for mainstream success like pop music and that the artist has no intention of changing his approach. He will still tour around his farming season and “strive for a cohesive musical vision that feeds his soul," according to his record label. Suggestions for increasing audience reach reflect that reality and are based primarily in doubling down on the strategies that have worked thus far including:
Continue to embrace targeted touring and look to share tour stops with increasingly higher profile artists on the Dualtone label like The Lumineers or Mt. Joy.
Expand the use of YouTube as an engagement platform by developing a more diverse selection of owned media content besides music videos.
Continue to look for opportunities to license his music for use in commercials and programs.
Develop ways to deepen the personal relationship with fans and audiences through invitation-only events, special access content and promotions, limited edition merchandise, etc.
When Isakov releases his next album - expected sometime later in 2023 - the corresponding promotion and media coverage of the new music will intensify his already considerable buzz in the folk and indie music scene.
Branding to Re-Launch Residential Real Estate
WindRiver is a residential community with an 18-hole golf course on Tellico Lake in East Tennessee. When a new owner purchased the property, Tommy Stokes Design and Sea2Sea Media developed a Brand Communications Program to re-brand and re-position the development around a new identity and emphasize the owner’s local ties and long-term commitment to reassure both current residents and prospective homeowners.
The Brand Communications Program included sales and marketing collateral, website, social accounts, signage and way finding, advertising creative, local media buys plus organic and paid search management. These tools combined with ongoing creative and marketing counsel helped establish a communications foundation for ownership that could grow as the leadership team was assembled, the property’s amenity mix evolved and more new homes and homesites became available. Today, WindRiver is regarded as one of the finest active retirement and gated lakefront communities in the area.
How to Reach a New Generation of Investor
The Angel Capital Association (ACA) is a professional society of accredited angel investors primarily offering research, education, and networking resources. It is a dues-paying membership organization with an estimated 15,000+ angels in its network who collectively deploy $650+ million in early-stage capital each year.
The ACA wants new and younger investors to join its organization. They are specifically interested Millennial-aged Investors. This demographic (anyone born from 1981 to 1996) is a growing force in investing. They’re earning more, saving more, and investing earlier and at a higher rate than previous generations. They’re also expected to inherit trillions of dollars over the next 20+ years from their Boomer parents.
ACA wants Millennial Investors to include Angel Investing as part of their portfolio and to join ACA to foster their growth and development as Angel Investors. ACA also generates revenue through the sale of educational products and Investor Event tickets to members and non-members. While ACA wants to serve this constituency and sees the value and potential represented by the demographic, it doesn’t understand the audience well enough to market to this large prospect base confidently and effectively. This is an overview of our recommendations to them for developing a customer acquisition strategy.
We should emphasize there is important work to do before ACA starts taking on any marketing activities with the hope of building awareness or generating leads. The first essential step will be to define the intended targets of a campaign through market research. In this instance, ACA knows they want to reach Millennial Investors but that is about all they know. They need to develop a more complete portrait of this audience. They should understand the investing goals, habits, fears, preferences, behaviors, and motivators of Millennials. The need important details about Millennial preferences on learning methods, content consumption, financial products, computer applications, and more.
Market research should inform every subsequent step in developing a strategy. Next up will be to identify the best communications channels for a national Millennial Investor marketing campaign. There are many methods a business might choose to try and reach prospects from advertising and direct mail to digital marketing and public relations. How do Millennials consume investor news and information? What social media platforms do they prefer? What subscriptions do they have? Where do they go for investing advice? What sources do they trust? How do they engage with other investors? What off-line activities and referral opportunities exist to reach this audience? More fully understanding the target audience allows ACA to more precisely select the channels, methods and platforms that best align with that audience.
Understanding the audience is critical for the third step where ACA must choose the correct offer and message for the target audience. Generally speaking, businesses often choose entry-level products for their customer acquisition methods. For ACA, it makes sense to use their educational curriculum as this kind of “relationship establishing” product to appeal to an audience that is less familiar and less experienced with angel investing. Offering real value to assist in the development of an investor’s career creates satisfying customer experiences that lead to deeper levels of trust and engagement and can turn prospects into members. ACA must also show how its products and services address problems and offer benefits that are specific to Millennial Investors. Again, market research is critical to establishing the kinds of messages that will most resonate with this audience.
Finally, the fourth essential step we want ACA to take before launching any new marketing campaigns is to create a clear path that nurtures prospects towards purchase. This can be as much an internal process as an external one. ACA needs to plan for each stage of interaction with prospects and what kinds of messages and offers are appropriate as they move through the sales funnel. Equally important is a shift in attitude on the part of the organization. The truth is ACA has never thought of itself as having customers. They have members. The organization was created with a substantial group of founding members, and they diligently serve that membership. They think of customer acquisition as being friendly when someone happens to walk through the front door of the store. Perhaps the most important step and strategy the organization can take is the realization their current approach leaves them vulnerable.
Once these developmental steps have been completed, ACA will be far better positioned to take on the challenges of a marketing campaign to reach Millennial Investors. Our initial recommendations for such a campaign are built around five key strategies:
Revamp Product Offer
The primary offer ACA might communicate to a Millennial audience is its library of virtual courses on angel investing at $250 a pop. Courses are essentially a Zoom and PowerPoint. ACA should reconfigure and reproduce the first course in the curriculum – Fundamentals of Angel Investing – as a free lead generator and the starting point for nurturing the relationship. The progression could include invitations to future networking events and seminars, discounts on additional courses in the curriculum, and even a path to join the organization as an individual or as a member of an investing group.
Clarify Message
All of ACA’s promotional messages are built around serving an older, existing membership. New content needs to be developed that reflects the desire of the Millennial investor for personal invitations, testimonials, pictures of success, and mentorship. Millennial Investors don’t want tips and tricks, they want a plan of action. The website will be the hub for this marketing content, but the key messages of the campaign should be spread across all organizational channels.
Embrace Search and Social
The investment in organizing and improving website content and functionality lays the groundwork for more robust SEO and Paid Search strategies to drive traffic to a lead generator like the free Introduction video. Likewise, ACA should more proactively use social media (organic and paid) to reach the Millennial Investor and similarly drive traffic. A Millennial Investor campaign needn’t be all they seek to accomplish across their social channels, but customer acquisition needs to be a higher priority than self-congratulatory posts for existing members.
Prioritize PR
ACA should amp up its public relations, publicity, and content marketing efforts online and offline. It should leverage its deep roster of members with extraordinary success in angel investing to provide opinions and perspectives to financial media and ancillary outlets. An acquisition strategy focused on Millennial Investors provides a wonderfully defined editorial direction and scope for ACA to become a more recognized and authoritative voice.
Upgrade CRM Tools: ACA currently generates a mix of email newsletters and organizational announcements but lacks sophisticated campaign management capabilities. Improved CRM will help the organization select and group potential targets, communicate offers, and measure results. This last part about measurement can’t be overstated because of the feedback it can provide. Identifying metrics and tracking performance will allow ACA to learn how to produce more effective and efficient campaigns in the future. For an organization that’s only recently begun to feel an imperative for growth, this knowledge is operationally vital.
While the full scope of work facing the ACA will likely extend beyond these pre-campaign priorities and strategic marketing recommendations, this document establishes a direction the organization can follow to reach and acquire the Millennial Investor customer segment it is seeking.
“Virtual Visitation” Videos Bring Hope to Prisons
Prisoners and corrections staff across 47 states are watching episodes of Visitation 2.0, a digital video series produced and distributed by 4th Purpose Foundation to offset the loss of prison visitation rights during the COVID-19 pandemic and mitigate the consequences of increased isolation and anxiety within the criminal justice system.
With an estimated audience of 6,000 facilities nationwide including state, federal, juvenile facilities and jails, this number represents an enormous at-risk population comforted by messages of reassurance and encouragement during these unprecedented times. “The videos have brought the inmates encouragement and joy during this tough season. It’s made my duties a little lighter and the atmosphere within our facility brighter,” said Chaplain Mark Lopez, whose ministry work includes the Saguaro Correctional Center in Eloy, Arizona.
The series currently offers six 45-minute-long episodes featuring actors, comedians, singers and performers, motivational speakers, plus personal messages from friends, family members and other supporters interspersed throughout each program. While a few facilities nationwide have begun allowing discretionary visits, the majority remain closed to all outside visitors. The video series has been part of a series of changes made by correctional authorities across the country to offset the isolation brought on by the Coronavirus.
In Tennessee, its state Department of Corrections partnered with 4th Purpose Foundation to distribute Visitation 2.0 videos to all of its facilities and sought to ensure inmates could maintain some level of communication with the outside world. “Along with the Visitation 2.0 videos, our agency is offering free telephone calls as well as launching a 24-hour information line for families to gain information about their loved ones,” said TDOC Commissioner Tony Parker.
The creation of Visitation 2.0 is a product of the COVID-19 crisis and its ongoing impact on the more than two million men, women and juveniles in custody in American prisons and jails, and the more than 700,000 people who work in the correctional field. Virtual visitation should never take the place of real visitation or be used as an excuse to limit real visitation. 4th Purpose Foundation is committed to serving as a catalyst to make prison a place of transformation by investing in research and programs that help prepare inmates for release from prison.