This document discusses the audiences that the National Network for Manufacturing Innovation (NNMI) needs to engage with and how they relate to each other. It defines key audiences for NNMI as the general public, media, policymakers, manufacturing community, institute organizers, members, and funding agencies. It presents these audiences as existing across different stages from unaware to participating. The goal is to strategically move audiences along this path in order to increase awareness, foster participation, and grow the NNMI program by engaging the right audiences and understanding what participation means for each group. The document prioritizes these audiences, with the manufacturing community, policymakers, and general public seen as the top three audiences to focus engagement efforts on.

1. NNMI Audience Ecosystem
Network, Institute, and Audience Relationships
06.30.16

2. 1. Definitions & Background
2. Audience Landscape
3. NNMI Audience Ecosystem
NNMI Audience
Ecosystem

3. Definitions & Background
Setting the Stage
01

4. If you talk to everyone,
you will talk to no one.
The “Anyone” Approach

5. 5
Often referred to as “Valley of Death,” the gap
between a great idea and its commercial
application is significant, especially in the
complex ecosystem of manufacturing. The
technology supporting the new processes and
new materials needed to make new products, as
well as the talent to produce and operate the
entire supply chain faces huge hurdles.
NNMI seeks to not only build a bridge between
TRL/MRL 4 and TRL/MRL 7, but also to put
rocket boosters on the travelers to accelerate
their journey.
Our Audiences’ Reality
Diffusing Research into Commercial Good:
The Chasm amid Government, Universities
and the Private Sector

6. 6
Our Audiences’ Reality
 Original Equipment Manufacturers and Tier
1 and 2 Suppliers (OEM/T1/T2) are
primarily large private sector organizations.
They dictate designs based on their needs
for production. They drive the NEED for
innovation. It’s often difficult for them to
actually innovate because they’re so big.
They have the resources are less nimble
than their smaller counterparts.
 Tier 1 Academia has a lot of great ideas,
but getting research into the market place
is a challenge. They need real-world
application for testing and investment in
development to get technology out of the
lab and onto the factory floor. Tier 2
Academia is most interested in workforce
development and training.
 Small and Medium-sized Enterprises
(SMEs) compete for every scrap in the
market, which leads to new and innovative
materials and approaches to solving the
challenges presented by design demands
from further up the supply chain. SME’s
drive innovation through competition. They
can move faster because they are smaller.
 NGOs are concerned with the welfare of
their members, whether it’s individuals in
professional associations, companies in
trade associations, or community consortia
of businesses. They support their members
and their immediate ecosystem.

7. 7
Innovation Cycle
Accelerated
Innovation
Large
Private
Sector
F/S/L Gov
SME
Private
Sector
Academia
NGO
1. Design demands from Large
Private Sector drives the need for
innovation.
2. Competition among SMEs drives
innovation to meet the demands.
3. Bringing together the full range of
private sector with academia,
federal/state/local government,
and NGOs, NNMI catalyzes the
innovation cycle.

8. 8
Network
The federal program consisting of the funding agencies, the entire collection of institutes, and the
members of the discreet institutes and focused on the big picture of advanced manufacturing.
Institute(s)
Individual organizations (public/private partnerships) focused on a specific aspect of manufacturing
or technology development.
Organizers
The entity that responds to and wins the RFP for running an institute, generally a consortia
organizations coming together as an NGO.
Members
Participants of a single or multiple institutes. These are generally government (federal, state, and
local), industry (small to large), academic (small to large), and NGO’s.
Audience
The groups NNMI must address, organized by their function or role in relationship to NNMI
(manufacturing community, policy, general public, etc.).
Brand
Identifying name, tagline, and marks with supporting messaging.
Common Vocabulary

9. 9
A policy-level authority for
funding and administering
the creation of Institutes.
The Program includes the
Institutes and the
connections between the
Institutes that form a
Network.
Individual entities
focused on specific areas
of advanced
manufacturing.
The new identity should
represent the Program,
communicate the
collaborative nature of
the network, and seek to
make a family of the
Institutes. For clarity, the
terms "NNMI" and
"Network" should be
taken to refer to the
"Program."
Common Vocabulary
The Network is not an
entity in and of itself. It
is a tool for breaking
down silos and
facilitating collaborative
efficiencies in service
of meeting Program
and Institute missions.
Network

10. Audience Landscape
02

11. 11
• Interviews with stakeholders and analysis of the existing NNMI landscape helps us understand
the players involved and that individual players can play more than one role.
• For simplicity and to create a more actionable dataset, we define audiences not by who they
are, but their roles in or relationships with the Network or Institute(s).
• No program can be all things to all people. Targeting specific audiences to achieve
measurable goals is crucial to defining success.
• Each interviewee sees through a lens that’s created by their own personal experience and that
informs their perspective, biases their priorities, and influences their attitudes.
• Based on the landscape and the perspectives we’ve discovered, key audiences for NNMI have
surfaced.
Audience Landscape (1 of 2)
SOURCE: Sapient Analysis

12. 12
Audience Landscape (2 of 2)
SOURCE: Sapient Analysis
Audience Landscape
NNMI
Institute
Organizers
Institute
Members
Funding
Agencies
Legislative/
Executive
Manufacturing
Community
Industry
Academia
NGO
Government
Policy
Federal
State/Local
Media
Niche
Mass
Public
Tax Payers
Workers
Audiences
Defined by roles
and
relationships
Players
Defined by
individual
stakeholders that
may fit into more
than one
audience
(i.e. Various
government
entities play a role
in NNMI,
Manufacturing
Community, and
Policy
Audiences.)

13. NNMI Ecosystem
How do the audiences relate to each other?
03

14. 14
Network Ecosystem
General Public
Media
Policy
Manufacturing
Community
Members
Organizer
• Workers
• Tax Payers
• Federal Government
• State/Local Government
Facilitators
• Industry
• Academia
• NGO
• Government
• Niche
• Mass
• Institute Members
• Institute Organizers
• Funding Agencies
• Legislative/Executive
PUBLIC
MEDIA
POLICY
MANUFACTURING
COMMUNITY
NNMI

15. 15
Path to Participation
PARTICIPATING
Unaware
Viewed through a traditional marketing funnel, the path an audience must take for us to engage
with them comes alive. Everyone starts at “Unaware,” and we move them along the funnel with
the goal of getting them to “Participating.” After that, we plan to pull them into the second half of
the funnel where their participation increases our influence on other potential participants.
PUBLIC
MEDIA
POLICY
MANUFACTURING
COMMUNITY
NNMI
Each of these audiences exists across all the
stages of the funnel. How do we meet their needs
to move them towards our goal of “Participating”?
CREATE AWARENESSS
Prioritize audiences and
target efforts to engage with
them strategically to get the
most return on investment.01
FOSTER
PARTICIPATION
Participation looks
different for each
audience segment, but
it’s essential to know the
goals you have for them
and the results you
expect to direct strategic
02
GROW PROGRAM
Amplify your impact while
growing the network by
playing on strategic
themes, tactically
communicated through
targeted messaging.
03

16. 16
Audience Prioritization for NNMI Identity
What does participation
look like
for each audience?
What are the mutually
beneficial
results for participation?
Approved Audience
Prioritization
Ranking
• Invest/Get involved
• Buy into the U.S. Advanced
Manufacturing
• Drives Jobs/Economy
• U.S. competitiveness
• Institute sustainability
1
• Pave the way for funding and
resources
• New Institute funding
• Drive policy agenda
• Program/Network
sustainability
2
• Hold program accountable
• Show the successes
• Amplify reach
• Holding program accountable
• Drive public debate 3
• See the value of public
involvement
• See THEIR future in
manufacturing
• Spread the word
• Economic Opportunities/Jobs
• Public trust
• Drive public agenda
3PUBLIC
MEDIA
POLICY
MANUFACTURING
COMMUNITY