This document discusses the marketing strategies used to promote the NAB Executive Development Program for Radio Broadcasters (EDP). It describes how the previous marketing efforts, such as mass mailings and advertisements, were not effective. A new marketing approach was implemented that included email campaigns, redesigning the website to be more user-friendly, and including promotional materials in other NAB mailings to reduce costs. Partnerships with state associations and other NAB departments were also pursued to develop common marketing opportunities. The results of these new strategies led to increased exposure for EDP at relatively low cost.

2. In Search of the Member Tipping Point
When applying marketing's four P's to the
NAB Executive Development Program for
Radio Broadcasters (EDP), the breakdown
was straightforward…for the most part.
Place
Georgetown University
NAB Headquarters
Product
Management focused
executive development
program
Price
$1595 members
$2395 non-members
Promotions
The challenge
The NAB Radio Department EDP market-
ing focused promotional efforts to increase
brand recognition and therefore program
attendance. Traditionally, to attain regis-
trations, EDP relied heavily on a mass
mailing of a 4-color brochure in the Fall,
followed by a billboard in the NAB Zone
at convention, weekly promotional articles
in their newsletter “Radio Week,” and a
letter to Group Executives from Radio's
Executive Vice President.
Upon inheriting the program, overall NAB
budget cut-backs demanded another look
at the marketing strategy for EDP.
Although the program was in its 20th year,
brand recognition among members contin-
ued to elude the Radio Department. To
break even, EDP required only 22 atten-
dees. The dollars spent on the 4-color
brochure for a one-time shotgun
EDP Marketing
...Does a Member Good
mailing to the entire Radio membership
appeared less effective than the investment
warranted.
A New Frontier
Rather than recommit those dollars, I
implemented a new branding program. An
e-mail campaign was put in place, combin-
ing current, eye-catching images with
direct and consistent messages, increasing
member exposure at relatively no cost.
Each blast linked back to the EDP Web
site, which I revamped, clarifying the mar-
keting message and making the site more
user friendly.
Using the same design elements, the
brochure was repositioned and redesigned,
content consolidated, and printing brought
in-house on an as needed basis for targeted
distribution. In its place, a one-color, pro-
motional flier (with registration form) con-
sistent with the design elements of the
campaign was added to NAB's annual
report mailing, hitting the same Radio
members as the original Fall mailing.
Printing costs scaled back considerably
and postage expenses disappeared com-
pletely.
Radio Week advertising balanced between
testimonial articles and advertisements fea-
turing scaled down versions of the e-mails.
Following the Television Department's
lead, a promotional letter from the NAB
Radio Board President was circulated to
group executives. External partnerships
with the state associations were pursued
with greater emphasis. Internal partner-
ships between Radio, Television, and
NAB's Education Foundation were devel-
oped, common marketing opportunities
identified and pursued.
C O V E R S T O R Y
Promoting
NAB's
Educational
Alphabet Soup
Combining dollars and drive, the Radio,
Television, and NAB Education
Foundation initiated a limited, com-
bined marketing endeavor in 2004/5.
Starting with the state association annu-
al meeting and the NAB2005 brochure,
I built a consensus with coworkers to
develop a promotional strategy for the
NAB's Executive Development
Program for Radio Broadcasters,
Management Development Seminar for
Television Broadcasters, and NABEF's
Broadcast Leadership Training.
Building on that success, in 2005, I ini-
tiated additional combined marketing
campaigns and budgets to create one
overall campaign highlighting all of the
NAB and NABEF career development
programs. Working with the other
departments, we were able to market in
ways individually we would never be
able to accomplish…maximizing the
member bang for our limited bucks!
2

3. C O V E R S T O R Y
3

4. Law Firm Marketing
Taking the Dinosaur
Out For a Walk
Q & A
While waiting to claim my bags at
National Airport, I noticed a bulldog
"playing" Twister on a nearby billboard.
Upon closer inspection, the brief message
promoting a regional law firm made me
smile. Only weeks earlier, I'd heard the
term law firm marketing for the first time.
Like most, I wondered, "how do you mar-
ket lawyers?" Sure, I'd seen tacky TV ads
for ambulance chasers, but I never knew
about the more than 30 year old industry
that's been kept as confidential as the
attorney/client privilege. With the influx
of brilliant attorneys entering the work
force each year, differentiation has never
been more crucial nor marketing more
important. For the real story, I went to a
seven-year law firm marketing veteran,
Kelly Harris.
Law firm marketing (LFM), how DO
you market lawyers?
When the laws prohibiting legal advertis-
ing changed in the 1970's, marketing took
on a new dimension for attorneys, one to
this day, many resist. Initially, LFM
focused on client retention as well as
client and internal partner referrals. It
wasn't until the last decade that firms
began branding themselves and imple-
menting more traditional approaches to
marketing. Womble Carlye was one of the
first, a forerunner in LFM, and the major
reason I joined the firm's DC office.
If the lawyers were so resistant to
change, how did that affect your ability
to market?
We use to refer to it as taking the dinosaur
out for a walk. Many of our senior part-
ners were horrified and even disgusted by
the idea of traditional marketing, a senti-
ment that permeated the rank and file as
well.
I learned early on that internal marketing
and communications were equally if not
more important than external efforts.
If traditional applications were frowned
upon, what did LFM translate to?
At Fennemore Craig, our team worked to
give the established collateral materials a
new, uniform face. To make the materials
and the attorneys more approachable, we
updated photos and color schemes. Next,
we freshened the practice group descrip-
tions and attorney biographies, focusing
more on client needs than attorney accom-
plishments.
Client newsletters were translated from
complicated legal-ease to readable
English. Seminars became two-day client
events, where attorneys researched, prac-
ticed, and were encouraged to try new
approaches such as tag team Q&A's and
role-plays, which brought clients and
potential clients back in droves.
Can you describe an average day?
A daily effort to herd cats might be the
most accurate description. After jumping
in on a 10-page response to a Request for
Proposal (RFP), a morning would kick
into gear with newsletter edits, two prac-
tice group meetings, a press release
announcing the newest attorney, web
updates, and a staff meeting with the exec-
utive committee...all before lunch, which
of course was inhaled at your desk before
the PR firm dropped by to review the pro-
motional strategy for an upcoming client
event. A review of the invitation list
would be interrupted by a call to a photo
shoot with your top client, lead lobbyist
and the Governor. As most LFM depart-
ments consist of the director or manager
and a shared secretary, the pace was not
for the weak of heart.
Now that I'm exhausted, can you
elaborate on the more traditional
marketing?
During my tenure at Womble, the market-
ing department worked closely with attor-
neys to position them strategically as
"next generation business lawyers," espe-
cially in the DC and Northern Virginia
offices. In depth research from surveys
and focus groups provided the ground-
work for the effort. In addition to the firm
launch of a print and groundbreaking radio
campaign, I worked closely with sales
consultant Mike O'Horo to help individual
attorneys develop sales strategies. We cre-
ated, initiated, and tracked individual
strategies that were integrated into larger
office and practice group plans as well as
the overall firm marketing initiative.
The power of the
"Winston" campaign
created an image clients both favored,
remembered, and returned to time and
again. Above, Womble Carlyle’s popular
ad symbol since 1996, Winston the
Bulldog. Clever copy and a distinctive
“face” struck a chord with both customers
and Womble Carlyle staff
4

5. N E W S & C O M M E N T S
At the 2005 NAB Radio Group
Executive Fly-In, I handled country
singer Lee Ann Womack and band who
provided the entertainment for over 50
NAB executive members.
Customer service is a crucial part of the
NAB product and therefore a key compo-
nent of marketing. Providing top-notch
service to celebrity guests is a critical
marketing strategy, especially if NAB
wants those stars to return to reinforce its
powerhouse image.
I Hope They Dance…
and Remember NAB Was A Great Dance Partner
If communication is key, then the communi-
cations that represent the NAB's marketing
endeavors can be as important as the efforts
themselves. Whether marketing to the
members or the speakers NAB engages to
inform those members, attention to detail is
crucial.
When asked to draft the letter inviting
Governor Arnold Schwarzenegger to speak
at The NAB Radio Show®, a new twist on
the standard format seemed in order.
Beyond the typical, NAB-focused letter,
research enabled an integration of the
Governor's agenda with that of the NAB's
event, refocusing the emphasis from the
NAB to the Governor and his needs. No
matter the business, taking a fresh look at
current communications could provide new
marketing possibilities from the get go.
Marketing to the Terminator
Dear Gov: Appearance Request
The Honorable Arnold Schwarzenegger
Governor's Office
State Capitol Building
Sacramento, CA 95814
Dear Governor Schwarzenegger:
In your State of the State Address, you spoke of spending cuts; consolidation; internal
performance, practices and cost audits; systems modernization; coalition/team building;
external competition - all in an effort to build a better California during an extremely
challenging economic environment. For Radio Broadcasters, those themes permeate their
daily business practices - all to create a successful future for Radio.
With these synergies in mind, on behalf of the National Association of Broadcasters' NAB Radio
Show Steering Committee, we invite you to speak at the Radio Luncheon at The NAB Radio
Show®.
This is Radio's annual showcase event - where the best of Radio, from here and abroad, gather
to do business and learn. As we congregate in San Diego to address "Charting Radio's Future,"
the Radio Show Steering Committee believes that your message will be relevant, powerful and
insightful.
The Radio Show is scheduled for October 6-8, 2004. The Luncheon will be on Friday, October
8 from 12:30-1:45 p.m. Before the luncheon there will be a private reception for NAB Board
members and Radio Group executives. The reception will begin at 11:00 a.m. We would be
honored for you to join us to get acquainted with the broadcast executives in attendance.
We hope your schedule will allow you to join us in San Diego. If you have any questions,
please have your office contact John David at 202-429-5305.
Cordially,
Come Fly With Me
When the TV Department determined
to create a TV Group Executive
Fly-In event for their members, a new
logo became necessary to assist in
marketing efforts. Rather than create
yet another mark, I suggested using a
variation on the established Radio
logo. By maintaining a consistent
look, members easily could recognize
an NAB event while quickly
differentiating between the two
programs.
5

6. C O M M U N I T Y
6
While money might make the world go round, nothing makes the heart
sing quite like giving back to the community. No matter the business,
being a great corporate neighbor provides riches beyond measure…
both personally and with like-minded clients and potential clients.
Here are a few suggestions to get your organization involved:
Form a committee to manage requests from charities.
With a designated budget, I managed the law firm’s charitable contri-
bution program. Working with the “CC” committee, predetermined
criteria were applied to each request for contribution. The guidelines
allowed the firm to narrow their focus to key organizations significant
to the members and their clients.
Get involved — place your professionals on charity boards.
I helped attorneys identify charities of interest then worked to place
them on the charity’s board of directors. The attorneys loved combin-
ing business—networking with other community professionals—with
pleasure—assisting a cause in which they believed.
Partner with clients/members.
At Fennemore Craig I managed the volunteer effort and represented
the firm on the planning committee for the Southwest Snowball
Express. Partnering with firm clients Southwest Airlines and Finova
and potential clients AON Risk, Home Depot and Allied Signal, the
companies created a winter, holiday wonderland in Allied Signal’s
airport hanger (see photo). The event benefited children from the
homeless elementary school and other charities. Working side-by-side
planning, then smile-to-smile at the party, that kind of experience and
report simply can’t be created in a boardroom or on the golf course.
Start your own charitable initiative.
At Womble Carlyle, in an effort to unify the Washington, DC office
and give back to our community, I initiated the BARK (Bring Aid
Respect and Kindness) Pack. Staff and attorneys formed a committee,
surveyed office community interest, interviewed charities, and nar-
rowed the options to two organizations that aligned both with the
office’s personal and business agendas. Working together to refurbish
apartments in Anacostia or collect items for homeless women in a DC
shelter unified the office, benefiting both staff and the community.
to Become a Great Corporate Neighbor
FIVE WAYS
Start your own charity.
When some of Fennemore Craig’s female associate attorneys struggled
to find time to “get invovled,” I brought a charity to them. Working
with firm partner and Arizona Foundation for Women board president
Ginger Perry, I created Generation W, the young women’s branch of
the organization. Gen W board meetings were held at the office
enabling those busy young attorneys to not only participate on a board
but on the related charitable activities in the community.
The Southwest Snowball Express
Pictured above: One of over 100 kids participates in the event, which took
place in an Allied Signal hangar at Phoenix’s Sky Harbor Airport

7. C O M M U N I T Y
So...You Want
to Host a LittleEvent
Whether organizing a private dinner for a former governor, a blowout reception for a visiting CEO, a 300+ company picnic, a weekend retreat
for a top client, a dairy food tasting contest for 100 college students, or a convention for 5,000 radio broadcasters, each activity has a central
theme—maximize the budget available to create a dynamic, memorable, and effortless experience for attendees.
Striking the right balance of creative thought, detail orientation, and, on occasion, crisis management takes a certain flare, a stellar memory, and
a set of broad shoulders. It requires keeping both clients—the activity sponsor and the attendee—happy and for the most part unaware of the
immense and somewhat magical planning process.
For over a decade, I’ve planned numerous meetings, seminars, convention panels, and events, balancing management’s agenda with attendee
needs through creative and fiscally sound means.
7
At a four-day firm retreat, fourteen practice groups dined at
10 separate restaurants, participated in 14 unique networking
activities, transitioned through 7 different session rooms for
three separate sessions each, enjoyed an off-site casino night
extravaganza, and an on-site awards ceremony. Personalized
binders were provided to each attorney and spouse, highlight-
ing not only their selected sessions and activities, but even
providing partner bios for each participant in the golf four-
some at the golf tournament. With a close eye on the bottom
line, the entire retreat came in $50,000 under budget—
$10,000 caught in the bill review alone…and only the man-
agement committee was the wiser!
At the Collegiate Dairy Products Evaluation Contest, over 100
college students and sponsors shuttled to Alice Cooperstown,
providing the first off-site mixer in the contest’s 81-year histo-
ry. The event combined a fun, networking environment the
students loved and a rockin’ price point for the event spon-
sors.
At a firm holiday party, the attorneys celebrated the staff with
an evening that went beyond the standard dinner and dancing
to include festive door prizes, fun holiday skits, and a “big
name” caterer—all for half the price of the attorney dinner.
Staff felt appreciated while the attorneys marveled at the
result considering the modest investment.
When the NAB wanted to pump up session programming, I
developed a round table, speed-datingesque session, complete
with 10 experts at 8 tables, a water cooler for conversations
with NAB execs, and table plants to ensure relevant questions
for each transition. The tables were packed; not an extra dime
was lost on development or pricey speakers.
X
U
e
0
And you only have a few dollars
In one six month period, I managed for Fennemore Craig
the following events. Each event came in under budget
and well beyond expectations.
Company Picnic: Staff and Families
Phoenix Zoo (200+)
Office Move: Staff Reception
New office space (200+)
Alumni Reception
New office space (300+)
Client Reception
New office space (250+)
Firm Retreat: All attorneys and spouses
Omni Tucson National Resort (200+)
Toledo Group Retreat: Managing Partners, Executive Directors,
Spouses, 9 National Law Firms
Boulders Resort and Spa (70+)
Firm Holiday Party: Staff and Spouses
John Gardners’ Tennis Ranch (200+)
Attorney Holiday Luncheon: Attorneys
The Phoenix Country Club (115+)
Meeting
MathSix Months of Soirees

8. N E W S & C O M M E N T S
To Whom It
May Concern:
It is my pleasure to provide a letter of
recommendation for Kelly L. Harris.
I hired Kelly in 1994 as Marketing
Coordinator for Fennemore Craig, a large
corporate law firm in Phoenix, Arizona.
Kelly's academic background, poise, and
excellent communication skills were
impressive during her interview process.
Once on board, she quickly gained the
respect and confidence of the firm's exec-
utive management team, as well as that of
more than 140 attorneys.
The responsibilities and stature of the
marketing coordinator position actually
expanded as a result of Kelly's initiative,
hard work and skills set. During her more
than five years with the firm, Kelly man-
aged all firm events, including client,
marketing and charitable events, as well
as internal and external educational pro-
grams and seminars. She prepared budg-
ets, managed vendor relations and negoti-
ations, created lively and unique themes,
and saw to every detail associated with
producing successful events. Although the
events frequently were held on weekends
and after hours, this was never an issue
for Kelly, who always gave 100%. She
interfaced with senior management to
coordinate the firm's charitable giving
program, managing fund distributions and
community outreach. Her organizational,
problem-solving and communication
skills, as well as keen sense of humor, are
excellent and served her well in this
demanding position.
While at the firm, Kelly founded a non-
profit organization for young women
interested in providing assistance to vic-
tims of domestic violence. Her enthusi-
asm for this project was inspiring and the
organization continues to thrive today, as
a result of the excellent groundwork Kelly
put into place.
I am confident that Kelly would become
an excellent employee and resource. I rec-
ommend her wholeheartedly and without
reservation.
Sincerely,
Kim Appleby, Santa Monica, CA
To the PointOftentimes, short and sweet is the only way to go when it comes to marketing, especially in the
shared environment at the NAB. From budget constraints to member attention spans to the sim-
ple matter of space, sharing dollars and column width means creating direct, concise, accurate
pieces that grab, inform, motivate, and sometimes, inspire.
Convention Session
Description for print and Web:
Going Hispanic: Viva the Broadcast Revolution
From nation to station, Latino culture is Hot, Hot, Hot! Broadcasters are mixing it up; changing
formats, embracing the culture, and championing communities. If your station is interested in
switching to, recently has joined or deeply is rooted in the Hispanic Broadcast Revolution, join
us Wednesday morning as we set our sites on all things Hispanic!
8
Internal Comm:Keeping Vision in the Forefront
Internal communications helps connect an organization. Keeping the "vision" in the forefront,
expressing current goals and objectives, and sharing success stories helps the team stay on the
same page, in the right frame of mind, and heading in the same direction.
Soon after my arrival at Fennemore Craig, I revamped their internal newsletter FennSupp.
Introducing a consistent, 8-page format, complete with monthly articles from management,
HR, and the staff, as well as photos and important dates, readership increased dramatically.
Attorneys and staff were not just in the loop, but a contributing part of the loop.
To further build openness at both law firms, I initiated an "RBI program." Coworkers emailed
names and good deeds when other coworkers lent a helping hand. Quarterly, all of the
submissions were posted in the lunchroom, highlighting everyone's hard work. While a twist
on traditional internal communications, providing a public forum to show appreciation kept
spirits congenial and communication lines open.