Branding. Marketing. Sales. Marketing That Doesn’t Break the Bank NAWBO September 24, 2009 Good things come in threes, too.

Marketing Checklist Brand Check-up ( visual identity and positioning ) Competitive Analysis. ( Are your $ in the right place?) SWOT Analysis ( internal and external review ) Marketing Audit ( communications a to z ) Strategic Marketing Plan w/ Tactics (SMART) Integrated Sales and Marketing Check-up Cultivate Community

Branding.

“ A brand without a personality, not unlike a person, lacks friends and may be easily overlooked.” David Aacker Building Strong Brands

PROMISE PURPOSE POSITIONING PERSONALITY Brand Platform VALUES

Brand Check-up PURPOSE Why did you create your brand? VALUES What cultural values are shared by the brand? POSITIONING What problem does your brand solve or how does it enhance the consumer? PERSONALITY Traits that come through in communications PROMISE To the consumer/client

Brand Check-up Part II Does your platform differentiate you enough from your competitors? Internal: How is the brand communicated? External: Would your customers agree with your platform? How do you know?

Marketing.

Beyond the Four P’s “ Marketing is not a function, it is a way of doing business...marketing has to be all pervasive, part of everyone’s job description, from the receptionist to the board of directors.” Regis McKenna Harvard Business Review

Competitive Landscape Key Advertising Trends in Competitive Set Frequent ratebase increase among top competitors that show their growth and vitality Category crowding: New magazines ( Organic Style, Women’s Health , Natural Health , Body & Soul ) and existing magazines’ expansion in wellness content Key Consumer Trends in Competitive Set Competitors’ consistent ratebase growth in last five years despite industry circulation issues Competitors have higher newsstand performance in both percentage of ratebase and units sold Key Statistics (1H2004, ABC) Health Shape Self Prevention Total Paid Circulation 1,519,577 1,617,604 1,360,805 3,359,698 % Subscriptions 92% 72% 75% 88% % Newsstand 8% 28% 26% 12% % Bulk .05% 7.8% 0% 0% Frequency 10 12 12 12 Basic Rate $19.97 $21.97 $17.97 $21.97 Cover Price $3.50 $3.99 $3.50 $2.99 Key Statistics (2004) Health Shape Self Cooking Light Advertising Revenue (PIB) 78,597,189 143,283,284 124,408,250 111,671,005 Ad Pages (PIB) 1,016 1,382 1,159 1,472 4C Page Rate $77,000 $92,215 $95,865 $76,400 Ratebase (000) 1,350 1,600 1,300 1,650 Circulation CPM 57.04 58.86 70.45 45.99 Readers per Copy 4.33 3.64 3.81 6.83 Audience CPM 12.67 16.67 18.87 7.44

Key Advertising Trends in Competitive Set

Frequent ratebase increase among top competitors that show their growth and vitality

Category crowding: New magazines ( Organic Style, Women’s Health , Natural Health , Body & Soul ) and existing magazines’ expansion in wellness content

Key Consumer Trends in Competitive Set

Competitors’ consistent ratebase growth in last five years despite industry circulation issues

Competitors have higher newsstand performance in both percentage of ratebase and units sold

SWOT Analysis Strengths Consumer and advertiser interest in health and wellness at an all-time high Redesign’s potential to grow advertising, particularly image-oriented ads Possibility of newsstand expansion stemming from impact of redesign Increased marketer desire to show themselves in tune with healthy-living trend Health.com URL leverage potential Burgeoning competitive set Reliance of media buyers on MRI numbers for advertising decisions Increasing advertiser scrutiny of Pink Sheet and subscription sources Competitors’ ratebase growth Potential cutbacks in the direct-to-consumer pharmaceutical category Lack of brand awareness Circulation profits while rebuilding subscription file Challenging MRI stats relative to competitors (age, income, gender, etc.) Newsstand positioning and performance Consumer and advertiser perception of Health as medical- and illness-oriented Editorial that is on-trend with the marketplace Consistent advertising growth Brand research and resulting positioning refinements Distinctive new design and realistic, inspiring editorial Consistently strong direct-mail results Weaknesses Threats Opportunities

Strengths

Consumer and advertiser interest in health and wellness at an all-time high

Redesign’s potential to grow advertising, particularly image-oriented ads

Possibility of newsstand expansion stemming from impact of redesign

Increased marketer desire to show themselves in tune with healthy-living trend

Health.com URL leverage potential

Burgeoning competitive set

Reliance of media buyers on MRI numbers for advertising decisions

Increasing advertiser scrutiny of Pink Sheet and subscription sources

Competitors’ ratebase growth

Potential cutbacks in the direct-to-consumer pharmaceutical category

Lack of brand awareness

Circulation profits while rebuilding subscription file

Challenging MRI stats relative to competitors (age, income, gender, etc.)

Newsstand positioning and performance

Consumer and advertiser perception of Health as medical- and illness-oriented

Editorial that is on-trend with the marketplace

Consistent advertising growth

Brand research and resulting positioning refinements

Distinctive new design and realistic, inspiring editorial

Consistently strong direct-mail results

Marketing Audit CLEAN OUT THE CLOSET Collateral pieces Web site review Ads (TV, Print, Online) Events review Premiums Trade Show presence Associations/memberships Signage Packaging Billing NEXT STEPS Evaluate the brand consistency of each Evaluate the ROI of each Create Three “Piles” Keep Alterations Transferable Resources (aka toss it)

2009-2010 Strategic Initiatives Key Strategic Objectives 1 Use brand research to differentiate the magazine and its readers from the competition Generate excitement in the ad community around Health, using the redesign and refined readership focus Use redesign to target more image-oriented advertisers, particularly those that are typically less MRI-dependent Create, expand marketing programs/partnerships to grow business categories 2 3 4 Raise awareness and influence consumer perception of Health Increase newsstand exposure and display quality Continue direct-mail campaign, reviewing, updating, and testing creative Promote trade campaign throughout the year Redesign in-house image ads (promote in Time Inc. titles) Emphasize brand exposure in all partnerships, projects, and events 3 best-of award programs: fitness, food, beauty Continue direct-mail investment to grow renewable base Increase direct-to-publisher sources and eliminate negative- and no-remit subscriptions Focus on opportunistic partnerships to achieve financial and branding goals Editorial redesign, effective with the May 2005 issue More distinctive, vibrant use of color and photography New tagline and logo Emphasize pleasure factor, not a medicinal feel or sense of duty Tactical Plans to Achieve Objective Develop referral program Build brand awareness Designate sales development duties throughout staff Social Media Plan

Key Strategic Objectives

Use brand research to differentiate the magazine and its readers from the competition

Generate excitement in the ad community around Health, using the redesign and refined readership focus

Use redesign to target more image-oriented advertisers, particularly those that are typically less MRI-dependent

Create, expand marketing programs/partnerships to grow business categories

Raise awareness and influence consumer perception of Health

Increase newsstand exposure and display quality

Continue direct-mail campaign, reviewing, updating, and testing creative

Promote trade campaign throughout the year

Redesign in-house image ads (promote in Time Inc. titles)

Emphasize brand exposure in all partnerships, projects, and events

3 best-of award programs: fitness, food, beauty

Continue direct-mail investment to grow renewable base

Increase direct-to-publisher sources and eliminate negative- and no-remit subscriptions

Focus on opportunistic partnerships to achieve financial and branding goals

Editorial redesign, effective with the May 2005 issue

More distinctive, vibrant use of color and photography

New tagline and logo

Emphasize pleasure factor, not a medicinal feel or sense of duty

2009-2010 Strategic Initiatives 2. 3. 1. Tactical Plan to Achieve Objectives 4. 5. Key Strategic Objectives

Avoiding Common Mistakes Three of My Favorites: Marketing Strategy vs. Tactics Low risk, low-reward trap Ignoring the 80/20 rule

Sales.

Compelling Message Integrated Marketing and Sales Polished Communications Pro-Active Client Service Customer Retention

Cultivate Community Low Cost/High Value Marketing Ideas E-mail Marketing Work your database Reward your best customers Article Marketing www.ezinearticles.com www.articlesfactory.c om www.associatedconten t.com

E-mail Marketing

Work your database

Reward your best customers

Article Marketing

www.ezinearticles.com

www.articlesfactory.c om

www.associatedconten t.com

Cultivate Community Your Checklist Social Media: Be strategic or don’t bother

Social Media:

Be strategic or don’t bother

Marketing Checklist Brand Check-up Competitive Analysis SWOT Analysis Marketing Audit Strategic Marketing Plan w/ Tactics (SMART) Integrated Sales and Marketing Check-up Cultivate Community