This summary was prepared as an overview for a strategic planning session. Crossland wanted to improve its ability to attract negotiated work, enhance its brand perception among prospects and purhaps most importantly improve internal communications.

1. Marketing
Communications Briefing
Strategic Planning Meeting
April 15, 2011

2.
Table of Contents
PRINT ADVERTISING 3
PUBLIC RELATIONS 4
RED IRON 5
CROSSLAND INSIDER 5
EMPLOYEE COMMUNICATIONS 6-9
SAFETY 9
TRADE SHOWS 9
WEB AND INTERACTIVE 10
EVENTS 11
COLLATERAL 12
PHOTOGRAPHY 13
REQUESTS FOR QUALIFICATIONS/PROPOSALS 14-15
TRAIN 15
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3.
Print Advertising
Advertising does not work in a vacuum. It is part of an ongoing brand-building activity
designed reinforce the image, reputation and recognition of the company. This is especially
important in markets where we have less history and where we are likely to face formidable
competition.
Our strategy has been to focus our limited
advertising dollars on business journals that
are widely read by business community,
developers, lawyers and other professionals
who are most likely to influence an owner
decision. We understand that circumstances
arise when we will want to place advertising in
support of owners, communities and
sponsorships but we want to avoid a pattern
of too many “incremental decisions” related to
advertising. It is for this reason (and for better
rates based on frequency) that we try to plan
a full calendar year in advance.
Our creative strategy is to reinforce our service offerings ranging from project general
contracting and delivery methods to Sustainability and LEED expertise. Crossland
employees approached by media sales representatives (and reporters for that matter)
should advise that all advertising media is purchased through the corporate office marketing
department.
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4.
Public Relations
A well orchestrated integrated marketing communications effort should include a well-
planned and ongoing effort to work with media in a way that will increase the probability of
accurate and positive portrayals of Crossland projects, expertise, innovation and leadership.
Resources are limited but a well placed story about our brand can be worth twice the value
of a paid advertisement in the same publication. This is true because the publication of a
story that features our brand in a positive light in a respected journal or newspaper carries
an implied endorsement of our approaches to building.
Editors and Publishers are always careful to keep the editorial decisions and the advertising
sales process separate and that is to assure the credibility and quality of the journalism.
Likewise, we take care never to confuse the issue of advertising and editorial coverage. In
fact, we generally will avoid advertising decisions that might have our advertising running
adjacent to editorial. We do not even want the appearance that editorial has been achieved
as a result any advertising decision.
As we cultivate positive stories about the company we will also be reviewing editorial
calendars and building a media list of publications and media. The strategy is to match our
stories with planned editorial coverage whenever possible. (Example: When the NW
Arkansas Business Journal was planning to run a story on schools construction we were
able to position our record of achievement with educational facilities in Arkansas. The story
also featured Chris Schnurbusch. The net effect was very positive for Crossland.)
We have developed a media list of core publications and intend to review editorial calendars
and send out routine releases (personnel, projects etc.) and pitch stories (expertise, project
delivery, concrete, metal buildings, project types etc.) but the writers and editors require
access to direct truthful and accurate information to be comfortable with us as a source.
Crossland people at all levels of the organization are encouraged to direct all media
inquiries to the Director of Marketing and Communications. Generally this policy is to protect
the brand from sloppy, incomplete or inaccurate information about the company or our
projects. It is also important that we protect the confidentiality of our owner/clients.
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5.
Red Iron Magazine
Red Iron Magazine is one of our most
powerful marketing tools. The
magazine is a part of the company
heritage in that it has been in
existence in one form or another
since the company began. Today, the
publication is routinely 20 pages (or
more), is printed in full color on glossy
stock and features the broad range of
completed projects. The magazine
serves as a showcase and a
celebration of the work we do and
projects as they reach completion. Mailed quarterly
to approximately 3,000 people (including
Crossland Employees), Red Iron is a record of achievement.
In addition to the initial mailing, the magazine is used for recruiting efforts at colleges and
career fairs/events. The magazine is often included in the final bound presentations that are
prepared by the marketing department in formal responses to requests for qualifications and
proposals (RFQ/RFP).
As we go forward we will continue to improve content and editorial focus of the publication
to make sure it is informative, well-designed, well-written and fun to read.
The RED IRON mailing list and our entire database needs regular an ongoing attention.
Since that database is managed by the marketing department, we urge everyone to advise
the marketing department of changes as they happen (title change, new information, new
address etc.).
Red Iron is scheduled to mail quarterly and we hope to keep it on a pretty reliable schedule
of early in each quarter of the calendar year (January. April, July, October).
Crossland Insider
The employee newsletter is a part of our overall efforts to
enhance and improve communications inside our growing
organization. While the publication is new, response has been
positive. The mission is to be of and by the people of Crossland.
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6.
Employee Communications
Nineteen employees signed up for the committee to improve internal communications. Todd
Ketterman, as sponsor and Wes Morgan, as leader. The refocused efforts identified a dozen
initiatives initially and as those efforts lead to launches or completion others were added to
the list. The following is a snapshot of the committee outcomes related to the specific
initiatives. Further detail can be obtained by listening to monthly meetings posted on the I
drive of reviewing meeting PowerPoint presentations and meeting conference reports
(which are posted – among other places as part of the notes in the Goldscape Software).
Initiative #1 (weekly news e-blast, intranet post)
The marketing and communications team is committed to
delivering an ongoing stream of company news via a two-
pronged approach. Using Constant Contact e-mail software
we will routinely send information to a database of employees.
These regular e-mail blasts will be archived on the intranet so
employees can peruse them at a later date/time if they chose.
The Employee Intranet site The Source is also a place to find
forms, information on policies and procedures and employee
contact information.
Initiative #2 (training and education mission)
As we seek to keep employees aware of what sets Crossland apart
from our competitors we need to remember that our commitment to
education and training is a true differentiator. Similar efforts to
showcase our LEED and green expertise are part of the
communication we want employees to understand as the programs
evolve over time.
Initiative #3 (job site signage)
Marketing has agreed to champion this
cause, especially when it involved a
high-visibility jobsite (such as Johnson
Controls). When a job is assigned a
number and contract administrator
officially makes is a job, an e-mail alert
is triggered. Alicia will then contact PM
in charge to ask about signage needs,
groundbreaking, progress photos and
planning for finished photography. We have been through a few rounds of development on
site signage and now realize that there are a variety of scenarios that will result in a range of
solutions possible. It is important to note that this is both marketing and practical
company/brand positioning activity that has tremendous value.
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7.
Initiative #4 (Fleet Branding)
We should never forget that we represent the company wherever we travel. An analysis of
the relative advertising value of our branded fleet of vehicles suggests that our Crossland
brand as it appears in the markets where we have a presence would cost in the
neighborhood of $350,000.00 if we were to purchase outdoor media (such as billboard
advertising).
Initiative #5 (Town Hall)
It will require top management buy-in but we still believe it is worth implementing. The
concept suggests a format based on what public companies typically do to address key
stakeholders.
Initiative #6 (Lottery Lunch)
This isn’t any ordinary routine business meeting, but a part of a new program being rolled
out at Crossland. One of our strategic goals is to improve internal communications. One of
the initiatives that is being implemented is a program called the Lottery Lunch program by
which a cross section of employees are invited to share ideas and/or concerns with the
management of the company. Participants are selected using the Kronos time system and
invited a few weeks prior to the scheduled meeting. Those who have already participated in
a lottery lunch report that they learn a bit about the vision, history and goals for the
organization and are encouraged to speak candidly. The format is casual but the two-way
dialogue with the CEO or President.
Initiative #7 (Media Training)
Leanna Clark and Meme Moore from IMA led a half day seminar which was completed in
the first quarter of 2011. We may want to consider a refresher session to include new
spokesperson for CHC.
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8.
Initiative #8 (Channels for Feedback)
The perception still exists that feedback may not be taken seriously – especially if it is
offered anonymously. We want to change that perception with broader communication of
how suggestions are managed and responded to when offered.
Initiative #9 (Subs/Suppliers event)
The July 22 game between the Springfield Cardinals and the NW
Arkansas Naturals will be sub/supplier/friends and family appreciation
event. Pat Carroll agreed to help with organizing the attendee list and
Ashley Thompson will design invitations. A section of seats reserved
for 7PM night game at Arvest Ballpark. This event was developed to
say “thank you” and also improve the dialogue between our closest
subs/supplier.
Initiative #10 (RFP and Presentation debrief)
A quick de-brief and review of El Dorado PowerPoint presentation and was offered to share
with the group how we can present the company. (Recognizing, of course, that not all
presentations or owner situations are the same). It was agreed that this kind of de-brief is
helpful for people less likely to see these presentations to better understand how the
company and its services are sold to prospects.
Initiative #11 (Crossland Insider)
The Crossland Insider is an employee newsletter that is “of and by” the people of Crossland.
The plan is to publish it quarterly (February, May, August and November). Initial response to
the inaugural issue has been positive.
Initiative #12 (Customer Satisfaction Interviews)
A wave of customer satisfaction interviews was conducted in Q1 of 2011 with a full report
made available to division managers and the management of the company. The hope it that
this inititiative will become a regular program designed to get objective feedback on what we
do well and areas in which we might improve.
Initiative #13 (Employee Tenure Milestones)
Crossland Insider is current place for recognition of milestones of tenure. As employees hit
tenure milestones we might consider other ways to publicly recognize years of service.
Initiative #14 (More consistent branding)
The Crossland Construction Company - Reception area of the Kansas City office will get a
new sign. This exercise is an example of where branding and quality control and adherence
e to graphic standards is critical.
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9.
Initiative #15 (Personnel Announcements)
HR and Marketing are taking extra steps to celebrate new employees. An opportunity exists
this summer with the arrival interns. Press releases out to local newspapers and business
journals as well as routine posting on the company video monitors are among the things
being considered as people join the company.
Safety
GO SAFE two–tiered program rolled this past year,
with the notion of rewarding working safely.
The program was designed to acknowledge
company-wide safety as well as individual efforts.
Trade Shows
We have had a very limited schedule of trade
show participation. The focus has been on
attending more than exhibiting at shows. The
exceptions have been our efforts to
participate in education related trade show
exhibits, a few healthcare related events and
more recently the efforts to exhibit at trade
shows in Texas in support of the Prosper,
Texas office. Marketing and communications
again can play a key role in planning and
supporting these programs. Notable examples
include the development of a breakout
session jointly presented by Crossland and
Patron Insights for the Oklahoma School
Board Association meeting and the
development of a dedicated trade show
exhibit booth for the Texas office.
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10.
Web and Interactive
Web and Interactive
It is no secret that the world communicates in many different ways in this age of technology.
While we understand that communication needs to happen on many levels and often in a
variety of media to be effective (including personal selling and business development
through relationship building). The Crossland Construction Company website
(www.crosslandconstruction.com) was developed using a large amount of Flash animation
and is quite impressive to the visitor, however
there are some challenges associated with that
approach. The Crossland Heavy Contractors
website was completely re-designed. On the heels
of winning the Hefner Water Treatment plant
project, the leadership at CHC met with members
of the marketing communications team to see how
we might enhance that website experience for
prospects. The new site includes admin capability
for the CHC team to update content on an ongoing
basis. The CHC site will be less expensive to
maintain and easier to change.
In addition to the CCC and CHC websites, the marketing and communications team
maintains the employee intranet, The Source. The Source to be accessible through the
CCC website. We believe The Source needs regular reinforcement among employees,
because it is easy to forget how much information is easily obtainable through this resource.
In addition to these sites the marketing and communications group maintains a site that is
hope to a variety of data related to projects. This sight is instrumental in being able to
quickly look up specific expertise, project types and size. It is a resource used frequently
when RFQ/RFP’s call for specific project experience/expertise.
(www.crosslandmarketing.com)
The CCC site was developed with 3Dreams Studios of Tulsa. The new CHC site was
developed with St. Louis based firm Veda and The Source and the Marketing site were
developed by Rockfish (Rogers, Arkansas). Tech Trends is another firm based in Rogers
who has worked with some aspects of our web and intranet capabilities. It all cases, it is
critical to coordinate and plan interactive tools to effectively and efficiently produce the
desired results.
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11.
Events
We are in the relationship business whether we like it or not. The decision to select one
builder over another can often be based on the slimmest of margins. So part of our overall
marketing and communications efforts need to be dedicated to creating environments where
we can solidify relationships with prospects, with subs and suppliers, with each other (as
members of the Crossland family). Examples of events that help solidify relationships
include:
 The Twin Hills Customer Appreciation Golf Outing (Joplin)
 The Night at the Ballpark for subs and suppliers (AR)
 Blue Green Awards dinner as table sponsor (Tulsa)
Of course, we may also participate as part of fundraiser or community events such as:
 Race for the Cure
 Chamber of Commerce networking
 There are also countless sporting events, concerts and performances that may be a
legitimate way to reinforce business development efforts.
Collateral
It is almost impossible to have the absolute perfect collateral piece that serves as an
introduction to the company. However, in an effort to be ready for such opportunities the
marketing and communications department has developed an number of pieces in support
of business development. Examples of these collateral pieces include:
The Crossland Construction Company overview book –
This square book was also used as part of a Holiday greeting
during the holidays in Q4.
The Crossland Heavy Contactors overview book –
This square book was
produced in a similar fashion
as the CCC book and was
the basis for the completely
re-designed CHC website.
Healthcare brochure – This
piece offers a prospect some insight into our qualification
as a builder of healthcare structures.
Education brochure – This ambitious piece was
developed to serve two purposes as Mike Carson and
others approached school administrators with a case for
CCC experience in education and the company
commitment to education overall.
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12.
The marketing and communications team has also periodically developed category or
segment pieces that allow us to target a specific market opportunity (e.g.) car dealers.
Photography
Neosho Fish Hatchery Photo by: Don Shreves Ft. Worth Police Station Photo by: Thomas Judd
Blue Valley High School Photo by: Gordon Trice Thomas Jefferson School Photo by: Patty Jessee
Requests for Qualifications/Proposals
The marketing and communications group supports the company in preparing quality,
bound, in response to opportunities. The business has become extremely competitive and
we understand that prospective customers may very well be looking for reasons to eliminate
competitors as the selection process narrows its field to a short list and ultimately awarding
a job. We also understand that the more complex the assignment the more likely the
decision criteria will be based on value more than price alone.
The quality of production, design and writing to be representative of the Crossland
Construction Company must be exceptional of course, but the CONTENT should be well
conceived as well.
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13.
We will look for ways to standardize and
streamline materials for Request for
Qualification (RFQ), Request for
Proposal (RFP) and Information
packets. We will review and enhance
PowerPoint presentation and other
presentation materials. However, we
must never lose sight of the fact that
every opportunity will have unique and
distinct dynamics.
Timetables are often crunched but we cannot stress enough how important it is to build time
into planning and researching opportunities. After all, understanding the audience and the
nature of the decision making process will help immensely in assuring the message and
content in our responses and presentations is on target.
Training and Professional Development
Consistent with the company commitment to ongoing training and education, members of
the marketing and communications team participate in training and professional
development. Examples of this kind of ongoing effort include the following events:
 Winning Proposals Seminar – Marta Brown and Wes Morgan attended a two day
seminar put on by FMI, the largest provider of management consulting, investment
banking and research to the engineering and construction industry. The program
discussed researching opportunities, defining strategy, designing proposals, writing
winning proposals and selling of value.
 Society for Marketing Professional Services (SMPS) Missouri Valley Conference
– Wes Morgan attended the Power Up conference in Kansas City. The two day event
featured breakout sessions on a variety of topics related to marketing
Architecture/Engineering/Construction services.
 Photoshop Design – Alicia Endicott, Marta Brown participated in basic photoshop
and InDesign training. It is important (especially for graphic artists) to stay current
with design software.
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