The Daily Planet Health Center strategic plan for 2014-2015 outlines goals to establish a consistent organizational identity and effectively communicate their brand. Their mission is to provide quality health services to all in the community. Key objectives include implementing a new name, tagline, and website, as well as establishing a brand journalism team to create and share content across social media platforms and traditional outlets. The plan details tactics, timelines, budgets, and evaluations to measure success.
FINAL_Catholic_Health_Initiatives_Food_and_Nutrition_Commercialization_Recomm...Cheryl Lesh-Clark, MBA
This document evaluates a proposed standalone Food and Nutrition Support Services Program that Catholic Health Initiatives (CHI) aims to develop within its Supply Chain department and later market to other healthcare systems. The program seeks to commercialize CHI's food and nutrition operations and expertise to generate additional revenue. The document provides an overview of CHI and the changing healthcare landscape, a background of the proposed program, and recommendations to optimize operations, marketing, and finances for successful implementation and commercialization of the Food and Nutrition program.
How do you map your business model and business plan at the same time? BID Canvas visually maps the existing and future state of your business that can be viewed in a glance.
The document provides guidelines for CDC employees on using Twitter to disseminate health information and engage the public. It outlines best practices such as defining objectives, knowing the target audience, creating concise tweets, and evaluating engagement metrics. CDC supports over 40 Twitter profiles and encourages strategic use of the platform to share timely health updates and data with followers.
This document outlines Obria Healthcare's 2014 social media plan. The plan aims to build Obria's online presence on key social media platforms like Facebook, Twitter, YouTube and Google Plus in order to reach its target audience of men and women ages 13-39 within 25 miles of Obria's clinics. The plan details how Obria will set up and manage its social media accounts, develop content strategies, target its audience, and measure the success of its social media initiatives. The goal is to use social media to promote Obria's mission of providing life-affirming healthcare and empowering those in need.
This document provides Educators Financial Group's social media strategy and guidelines. It aims to outline EFG's social media approach and serve as a reference for marketing, sales, customer service, and operations teams. The strategy focuses on raising awareness of EFG's brand and services, improving engagement, and generating leads. Key performance indicators include acquiring 500 new social media followers per year and improving engagement rates. The document also provides guidance on social media platforms, content development, community management, and governance.
The document is an office market report from NAI Wisinski of West Michigan summarizing Q3 2015 real estate trends in the West Michigan area. It finds that downtown Grand Rapids continues to see growth, with positive net absorption, increasing rental rates, and lower vacancy compared to other Midwest markets. Redevelopment of existing properties is another sign of growth, such as a $50,000 renovation of 25 Jefferson Place that exposed original brick walls and increased natural light, allowing the building to be sold to a developer within months. Overall, the West Michigan office market had positive net absorption of 224,768 square feet in Q3 2015 and a vacancy rate of 10.4%, up from 9.6% last quarter.
imPRess is a full-service PR agency located in College Park, Maryland. The agency's mission is to provide integrated communication programs to help clients achieve their unique goals. Founded by five college seniors, imPRess understands new PR trends and techniques to deliver exceptional results for clients.
The document summarizes the West Michigan office market report for Q3 2016. It notes that parking availability is becoming a challenge in downtown Grand Rapids, with existing tenants frustrated by the lack of parking close to their buildings. This could lead some tenants to move to suburban office spaces when their leases expire. Overall the West Michigan office market remains stable, with several notable multi-tenant office building sales in Q3. Demand remains strong for fully leased office buildings throughout 2016 and 2017. Leasing activity was stable in southeast and downtown areas but increased in the southwest submarket in Q3.
FINAL_Catholic_Health_Initiatives_Food_and_Nutrition_Commercialization_Recomm...Cheryl Lesh-Clark, MBA
This document evaluates a proposed standalone Food and Nutrition Support Services Program that Catholic Health Initiatives (CHI) aims to develop within its Supply Chain department and later market to other healthcare systems. The program seeks to commercialize CHI's food and nutrition operations and expertise to generate additional revenue. The document provides an overview of CHI and the changing healthcare landscape, a background of the proposed program, and recommendations to optimize operations, marketing, and finances for successful implementation and commercialization of the Food and Nutrition program.
How do you map your business model and business plan at the same time? BID Canvas visually maps the existing and future state of your business that can be viewed in a glance.
The document provides guidelines for CDC employees on using Twitter to disseminate health information and engage the public. It outlines best practices such as defining objectives, knowing the target audience, creating concise tweets, and evaluating engagement metrics. CDC supports over 40 Twitter profiles and encourages strategic use of the platform to share timely health updates and data with followers.
This document outlines Obria Healthcare's 2014 social media plan. The plan aims to build Obria's online presence on key social media platforms like Facebook, Twitter, YouTube and Google Plus in order to reach its target audience of men and women ages 13-39 within 25 miles of Obria's clinics. The plan details how Obria will set up and manage its social media accounts, develop content strategies, target its audience, and measure the success of its social media initiatives. The goal is to use social media to promote Obria's mission of providing life-affirming healthcare and empowering those in need.
This document provides Educators Financial Group's social media strategy and guidelines. It aims to outline EFG's social media approach and serve as a reference for marketing, sales, customer service, and operations teams. The strategy focuses on raising awareness of EFG's brand and services, improving engagement, and generating leads. Key performance indicators include acquiring 500 new social media followers per year and improving engagement rates. The document also provides guidance on social media platforms, content development, community management, and governance.
The document is an office market report from NAI Wisinski of West Michigan summarizing Q3 2015 real estate trends in the West Michigan area. It finds that downtown Grand Rapids continues to see growth, with positive net absorption, increasing rental rates, and lower vacancy compared to other Midwest markets. Redevelopment of existing properties is another sign of growth, such as a $50,000 renovation of 25 Jefferson Place that exposed original brick walls and increased natural light, allowing the building to be sold to a developer within months. Overall, the West Michigan office market had positive net absorption of 224,768 square feet in Q3 2015 and a vacancy rate of 10.4%, up from 9.6% last quarter.
imPRess is a full-service PR agency located in College Park, Maryland. The agency's mission is to provide integrated communication programs to help clients achieve their unique goals. Founded by five college seniors, imPRess understands new PR trends and techniques to deliver exceptional results for clients.
The document summarizes the West Michigan office market report for Q3 2016. It notes that parking availability is becoming a challenge in downtown Grand Rapids, with existing tenants frustrated by the lack of parking close to their buildings. This could lead some tenants to move to suburban office spaces when their leases expire. Overall the West Michigan office market remains stable, with several notable multi-tenant office building sales in Q3. Demand remains strong for fully leased office buildings throughout 2016 and 2017. Leasing activity was stable in southeast and downtown areas but increased in the southwest submarket in Q3.
- Class A vacancy rates in the downtown and northeast submarkets of Grand Rapids decreased substantially in Q1 2016, reaching some of the lowest rates in the last 7 years.
- New construction projects are planned or underway in downtown Grand Rapids, including a 12-story office tower and several new residential buildings.
- Available industrial, office, and retail properties sold during Q1 2016, while several leases were signed, indicating continued strength in the West Michigan commercial real estate market.
The document provides information about NAI Wisinski, a commercial real estate firm serving West Michigan. It discusses the company's focus on personalized service, collaborative teamwork, and maximizing value for clients. The document also lists several available office properties for lease and provides contact information for brokers associated with those properties.
The West Michigan industrial market continues to face low inventory levels in the third quarter of 2015, leading to increasing lease rates and property values. Speculative construction has increased due to the lack of available space. Investors are also purchasing buildings with the intent to fill vacant space or increase lease rates. Net absorption was positive 630,959 square feet for the quarter, while the overall vacancy rate slightly decreased to 4.9%. Rental rates increased compared to the previous quarter.
Worth Connects, a department within Worth Higgins & Associates (WHA) that provides digital services, has an internal communication problem. A survey found that less than 25% of WHA associates understand Worth Connects' services. This plan aims to create understanding of Worth Connects among associates through connection strategies including establishing its value, building an environment of co-creation, and advocating for Worth Connects through ongoing communication and events. Tactics include highlighting Worth Connects' projects, encouraging collaboration between departments, and sharing industry trends that demonstrate Worth Connects' importance to WHA's future success.
The West Michigan office market saw continued growth in 2015, with increased demand for space in and around the downtown Grand Rapids CBD. Vacancy rates decreased across the region over the past year. Rental rates increased in the CBD but remained stable or decreased in suburban markets. The market is forecast to continue improving in 2016, with demand expected to remain high in the CBD and vacancy rates projected to fall further.
The West Michigan industrial market saw negative absorption of 161,328 square feet in the first quarter of 2016 due to high demand and limited supply. Vacancy rates remained at 4.1% compared to the fourth quarter of 2015. Sale and lease prices continued to rise with further gains expected in the second quarter as landlords and sellers have leverage due to limited options for tenants and buyers.
- The West Michigan industrial market continued to show strong activity and demand in 2015, with the vacancy rate falling from 4.8% to 4.1% over the year.
- Demand outpaced supply in some sectors, leading to creative reuse of existing buildings to meet space needs. Both lease and sale prices continued to increase.
- The tight market conditions are expected to continue into 2016, with additional new construction planned to address unmet space demand.
The industrial real estate market in West Michigan continues to see strong demand that outstrips supply, keeping vacancy rates low and pushing up rental rates. Available inventory levels remain constrained, fueling both new construction and land sales to meet market needs. While conditions remain tight for buyers and tenants, those who are proactive in finding space are most likely to have their real estate needs met.
The commercial real estate market in Southwest Michigan saw tight vacancy rates and limited inventory in the industrial and retail sectors in 2015, while the office market had steady but limited activity. The industrial market vacancy rate was 11.2% at year-end, down slightly from the previous quarter. Retail remained strong along primary corridors with limited vacant space. Office sector activity was primarily from existing tenants seeking new or expanded space. Overall, low unemployment, economic expansion, and rising prices created a favorable landscape for commercial real estate, but a lack of quality inventory could constrain growth.
The retail market in Grand Rapids, Michigan is seeing pockets of development and activity. Several areas around Grand Rapids that have traditionally moved slowly, like Knapp's Corner, Rivertown, and downtown Grand Rapids, are starting to see new restaurants, retailers, and mixed-use developments. Vacancy rates remain around 10.5% overall while rental rates have increased slightly from the previous quarter.
The document summarizes retail real estate market trends in West Michigan in the fourth quarter of 2015. It notes several new retail developments that opened during the year, including a new Tanger Outlet center in Byron Center and retail projects in Holland and Kalamazoo. Vacancy rates decreased across most submarkets compared to the previous year. Rental rates increased for most property types. The retail market in West Michigan remains strong with more construction planned for 2016 and several new retailers selecting locations in the region.
The West Michigan retail market saw declining vacancy rates and increasing absorption in the second quarter of 2016. Vacancy rates fell below 10% overall, with tight availability of Class A retail space driving growth in secondary markets. With limited prime retail inventory, landlords have regained negotiating leverage and can be more selective about tenants. The challenges around the lack of new Class A construction are expected to continue into the second half unless development picks up.
This document provides an industrial real estate market snapshot and statistics for West Michigan in Q3 2016. It summarizes vacancy rates, average rental rates, and net absorption for the Lakeshore, Northeast, Northwest, and Southeast submarkets. The Lakeshore submarket had the lowest overall vacancy rate at 2.6% while the Northeast submarket saw the highest net absorption of space leased. Rental rates varied across submarkets and property types.
The marketing plan for NAI Wisinski of West Michigan in 2016 focuses on increasing their digital and print presence through expanded advertising in publications like the Grand Rapids Business Journal and MLive. The plan also aims to create more effective marketing through tools like Buildout which will streamline materials creation and boost SEO. New initiatives include redesigning the quarterly magazine insert, introducing property signage and drones for videography, and hosting two educational events. The total budget is around $200,000 with largest allocations to advertising, technology upgrades, and industry sponsorships.
NAI Wisinski is a commercial real estate firm that provides personalized service through collaborative teams. They take a holistic view of clients' businesses to maximize potential and add value. As a global firm with local expertise, NAI Wisinski has professionals in strategic locations around the world to support clients' long-term growth. The firm consists of various specialty groups within industrial, office, retail, investment, multifamily, and property management to meet all client real estate needs.
Objective was to design a social media framework to leverage all marketing channels to support a national campaign for its overarching goals and objectives.
Slide show preview, rural values collaborative, for nmhaJoe Tye
Private PowerPoint for discussion with New Mexico Hospital Association for a project to bring the Rural Values Collaborative to critical access hospitals in that state.
There is an inherent need to rethink user experience throughout the entire end-user journey. This is becoming increasingly important to drive social media initiatives
Running Head PUBLIC RELATIONS PLANNING1PUBLIC RELATIONS.docxtoltonkendal
Running Head: PUBLIC RELATIONS PLANNING
1
PUBLIC RELATIONS PLANNING
12
Public Relations Learning Team Project: Public Relations Planning
Public Relations Planning
Even a company without a formal public relations program will generate program will generate goodwill when it meets the public’s needs through the sale of products and services and when it operates in a reasonable responsible manner. Survival as a business automatically confirms that a company is providing the public with desirable services. If management treats employees with the consideration that attracts and retains competent people, it will more or less automatically develop fairly good public relations with its workforce.
Public Relations Campaign
The public relations campaign Chevron is expecting to achieve the objective of having goodwill. Goodwill will create a positive relationship with the community. The company may divide their goodwill by personal, intellectual or business. Goodwill will create a positive relationship with the community. Chevron is focusing on improving instructions with science, technology, engineering and math (STEM). The company is also helping provide careers and technical training that will lead to well-paying jobs. Chevron believes critical skills are needed to provide jobs, for the enterprise to be successful and for this country to compete in the global markets.
Internal and External Publics
Publics are the customers, employees, investors, suppliers, media, or government that are important to any company. The internal publics are the people employed by a company. They are also closely related with how the company functions. Chevron's internal publics are employees, suppliers, investors, and shareholders. Internal public relations focus on improving the relationship with employees by assisting the communication between the managers and employees. For example, giving information at the right time or boosting employee morale. Internal publics looks into the goodwill of coworkers, maintain good relationships, and takes corrective action when a problem arises in the company.
The external publics are people and organizations that are doing business with a company. They concentrate on any issues that relates to value, policies, procedures and the attitude of the company. Chevron’s external publics are their customers, the community, financial institutions, media, and government. For example, the majority of the STEM programs are introduced in elementary and high schools and this is important for Chevron to comply with school guidelines.
Public Relations Tactics
Designing an effective relation plan, good public relations programs rarely produce quick solutions or speedy results, their purpose is to develop favorable (or minimize unfavorable) attitudes toward the corporation, and attitudes are extremely difficult to change. People form their outlook on the world-on its people a ...
Content strategy is more important than ever in today’s healthcare climate.
For years, many traditional healthcare companies have treated content as an afterthought, creating an archive of disconnected messages without strategic business purpose.
At Prophet, we see healthcare companies revisiting their own content strategies today. Some are discovering disjointed messages and inconsistent experiences across websites, events, pitch materials, social channels and traditional advertising. Others have struggled to realize or identify the impact of the resources they dedicate to content today.
As the demand for relevant content grows, and as its production expands across different pockets of an organization, the difficulties associated with content management and direction can grow as well.
This is our approach to crafting strategic content for the healthcare industry, including some case studies.
Social media strategy framework-digtial trainee.pptDigitalTrainee2
This social media strategy framework will help you to develop your own social framework structure for business.
Digital trainee is india's 1st digital marketing practical training institute. for information please visit: digitaltrainee.com
SocialMeds is a Kenyan social media services firm that offers professional social media management and strategy services. They analyze a company's goals and current social media presence to develop a tailored social media prescription or proposal. Their team of 10 people provide services such as setting up new social media accounts, managing existing accounts, monitoring customer feedback, and engaging customers to build loyalty and increase sales. Their goal is to help businesses maximize their online presence and get the most value from social media.
- Class A vacancy rates in the downtown and northeast submarkets of Grand Rapids decreased substantially in Q1 2016, reaching some of the lowest rates in the last 7 years.
- New construction projects are planned or underway in downtown Grand Rapids, including a 12-story office tower and several new residential buildings.
- Available industrial, office, and retail properties sold during Q1 2016, while several leases were signed, indicating continued strength in the West Michigan commercial real estate market.
The document provides information about NAI Wisinski, a commercial real estate firm serving West Michigan. It discusses the company's focus on personalized service, collaborative teamwork, and maximizing value for clients. The document also lists several available office properties for lease and provides contact information for brokers associated with those properties.
The West Michigan industrial market continues to face low inventory levels in the third quarter of 2015, leading to increasing lease rates and property values. Speculative construction has increased due to the lack of available space. Investors are also purchasing buildings with the intent to fill vacant space or increase lease rates. Net absorption was positive 630,959 square feet for the quarter, while the overall vacancy rate slightly decreased to 4.9%. Rental rates increased compared to the previous quarter.
Worth Connects, a department within Worth Higgins & Associates (WHA) that provides digital services, has an internal communication problem. A survey found that less than 25% of WHA associates understand Worth Connects' services. This plan aims to create understanding of Worth Connects among associates through connection strategies including establishing its value, building an environment of co-creation, and advocating for Worth Connects through ongoing communication and events. Tactics include highlighting Worth Connects' projects, encouraging collaboration between departments, and sharing industry trends that demonstrate Worth Connects' importance to WHA's future success.
The West Michigan office market saw continued growth in 2015, with increased demand for space in and around the downtown Grand Rapids CBD. Vacancy rates decreased across the region over the past year. Rental rates increased in the CBD but remained stable or decreased in suburban markets. The market is forecast to continue improving in 2016, with demand expected to remain high in the CBD and vacancy rates projected to fall further.
The West Michigan industrial market saw negative absorption of 161,328 square feet in the first quarter of 2016 due to high demand and limited supply. Vacancy rates remained at 4.1% compared to the fourth quarter of 2015. Sale and lease prices continued to rise with further gains expected in the second quarter as landlords and sellers have leverage due to limited options for tenants and buyers.
- The West Michigan industrial market continued to show strong activity and demand in 2015, with the vacancy rate falling from 4.8% to 4.1% over the year.
- Demand outpaced supply in some sectors, leading to creative reuse of existing buildings to meet space needs. Both lease and sale prices continued to increase.
- The tight market conditions are expected to continue into 2016, with additional new construction planned to address unmet space demand.
The industrial real estate market in West Michigan continues to see strong demand that outstrips supply, keeping vacancy rates low and pushing up rental rates. Available inventory levels remain constrained, fueling both new construction and land sales to meet market needs. While conditions remain tight for buyers and tenants, those who are proactive in finding space are most likely to have their real estate needs met.
The commercial real estate market in Southwest Michigan saw tight vacancy rates and limited inventory in the industrial and retail sectors in 2015, while the office market had steady but limited activity. The industrial market vacancy rate was 11.2% at year-end, down slightly from the previous quarter. Retail remained strong along primary corridors with limited vacant space. Office sector activity was primarily from existing tenants seeking new or expanded space. Overall, low unemployment, economic expansion, and rising prices created a favorable landscape for commercial real estate, but a lack of quality inventory could constrain growth.
The retail market in Grand Rapids, Michigan is seeing pockets of development and activity. Several areas around Grand Rapids that have traditionally moved slowly, like Knapp's Corner, Rivertown, and downtown Grand Rapids, are starting to see new restaurants, retailers, and mixed-use developments. Vacancy rates remain around 10.5% overall while rental rates have increased slightly from the previous quarter.
The document summarizes retail real estate market trends in West Michigan in the fourth quarter of 2015. It notes several new retail developments that opened during the year, including a new Tanger Outlet center in Byron Center and retail projects in Holland and Kalamazoo. Vacancy rates decreased across most submarkets compared to the previous year. Rental rates increased for most property types. The retail market in West Michigan remains strong with more construction planned for 2016 and several new retailers selecting locations in the region.
The West Michigan retail market saw declining vacancy rates and increasing absorption in the second quarter of 2016. Vacancy rates fell below 10% overall, with tight availability of Class A retail space driving growth in secondary markets. With limited prime retail inventory, landlords have regained negotiating leverage and can be more selective about tenants. The challenges around the lack of new Class A construction are expected to continue into the second half unless development picks up.
This document provides an industrial real estate market snapshot and statistics for West Michigan in Q3 2016. It summarizes vacancy rates, average rental rates, and net absorption for the Lakeshore, Northeast, Northwest, and Southeast submarkets. The Lakeshore submarket had the lowest overall vacancy rate at 2.6% while the Northeast submarket saw the highest net absorption of space leased. Rental rates varied across submarkets and property types.
The marketing plan for NAI Wisinski of West Michigan in 2016 focuses on increasing their digital and print presence through expanded advertising in publications like the Grand Rapids Business Journal and MLive. The plan also aims to create more effective marketing through tools like Buildout which will streamline materials creation and boost SEO. New initiatives include redesigning the quarterly magazine insert, introducing property signage and drones for videography, and hosting two educational events. The total budget is around $200,000 with largest allocations to advertising, technology upgrades, and industry sponsorships.
NAI Wisinski is a commercial real estate firm that provides personalized service through collaborative teams. They take a holistic view of clients' businesses to maximize potential and add value. As a global firm with local expertise, NAI Wisinski has professionals in strategic locations around the world to support clients' long-term growth. The firm consists of various specialty groups within industrial, office, retail, investment, multifamily, and property management to meet all client real estate needs.
Objective was to design a social media framework to leverage all marketing channels to support a national campaign for its overarching goals and objectives.
Slide show preview, rural values collaborative, for nmhaJoe Tye
Private PowerPoint for discussion with New Mexico Hospital Association for a project to bring the Rural Values Collaborative to critical access hospitals in that state.
There is an inherent need to rethink user experience throughout the entire end-user journey. This is becoming increasingly important to drive social media initiatives
Running Head PUBLIC RELATIONS PLANNING1PUBLIC RELATIONS.docxtoltonkendal
Running Head: PUBLIC RELATIONS PLANNING
1
PUBLIC RELATIONS PLANNING
12
Public Relations Learning Team Project: Public Relations Planning
Public Relations Planning
Even a company without a formal public relations program will generate program will generate goodwill when it meets the public’s needs through the sale of products and services and when it operates in a reasonable responsible manner. Survival as a business automatically confirms that a company is providing the public with desirable services. If management treats employees with the consideration that attracts and retains competent people, it will more or less automatically develop fairly good public relations with its workforce.
Public Relations Campaign
The public relations campaign Chevron is expecting to achieve the objective of having goodwill. Goodwill will create a positive relationship with the community. The company may divide their goodwill by personal, intellectual or business. Goodwill will create a positive relationship with the community. Chevron is focusing on improving instructions with science, technology, engineering and math (STEM). The company is also helping provide careers and technical training that will lead to well-paying jobs. Chevron believes critical skills are needed to provide jobs, for the enterprise to be successful and for this country to compete in the global markets.
Internal and External Publics
Publics are the customers, employees, investors, suppliers, media, or government that are important to any company. The internal publics are the people employed by a company. They are also closely related with how the company functions. Chevron's internal publics are employees, suppliers, investors, and shareholders. Internal public relations focus on improving the relationship with employees by assisting the communication between the managers and employees. For example, giving information at the right time or boosting employee morale. Internal publics looks into the goodwill of coworkers, maintain good relationships, and takes corrective action when a problem arises in the company.
The external publics are people and organizations that are doing business with a company. They concentrate on any issues that relates to value, policies, procedures and the attitude of the company. Chevron’s external publics are their customers, the community, financial institutions, media, and government. For example, the majority of the STEM programs are introduced in elementary and high schools and this is important for Chevron to comply with school guidelines.
Public Relations Tactics
Designing an effective relation plan, good public relations programs rarely produce quick solutions or speedy results, their purpose is to develop favorable (or minimize unfavorable) attitudes toward the corporation, and attitudes are extremely difficult to change. People form their outlook on the world-on its people a ...
Content strategy is more important than ever in today’s healthcare climate.
For years, many traditional healthcare companies have treated content as an afterthought, creating an archive of disconnected messages without strategic business purpose.
At Prophet, we see healthcare companies revisiting their own content strategies today. Some are discovering disjointed messages and inconsistent experiences across websites, events, pitch materials, social channels and traditional advertising. Others have struggled to realize or identify the impact of the resources they dedicate to content today.
As the demand for relevant content grows, and as its production expands across different pockets of an organization, the difficulties associated with content management and direction can grow as well.
This is our approach to crafting strategic content for the healthcare industry, including some case studies.
Social media strategy framework-digtial trainee.pptDigitalTrainee2
This social media strategy framework will help you to develop your own social framework structure for business.
Digital trainee is india's 1st digital marketing practical training institute. for information please visit: digitaltrainee.com
SocialMeds is a Kenyan social media services firm that offers professional social media management and strategy services. They analyze a company's goals and current social media presence to develop a tailored social media prescription or proposal. Their team of 10 people provide services such as setting up new social media accounts, managing existing accounts, monitoring customer feedback, and engaging customers to build loyalty and increase sales. Their goal is to help businesses maximize their online presence and get the most value from social media.
BUS2SMV Social Media and Visualisation Assessment 2 SociaVannaSchrader3
BUS2SMV Social Media and Visualisation
Assessment 2: Social Media Marketing Plan
Word limit – 1500 words (+-10%) (excluding Cover Page, Executive Summary, References and Appendices)
Format – Times New Roman, 11 font size, 1.15 spacing, 12pt spacing between paragraphs.
Brief Structure
NORTH Link’s Assistive Technology Cluster
Purpose
To develop a social media marketing strategy and campaign to raise the B2B profile of our
new Assistive Technology cluster and bring in new organisations to work with.
Organisational
Background
NORTH Link is a strong regional partnership of industry, education, health and government,
established in 1995, that plays an integral role across northern metropolitan Melbourne.
A business network and regional economic development advocacy group representing
Melbourne’s northern region, NORTH Link comprises local councils, local tertiary education
institutions, industry, and health.
NORH Link manages/operates a number of projects contributing to the overall aim of
economic development of Melbourne’s north.
On top of advocacy to government and research into the region, projects NORTH Link
manage/run include:
• Melbourne’s North Food Group and Melbourne’s North Advanced Manufacturing
Group, industry groups that grant SMEs discounted access to trade shows,
information webinars, industry tours, collaborative opportunities and more.
• Jobs Victoria Employment Services provider, helping long term (or at risk of long
term) unemployed people find work – particularly those with disabilities, poor
English, single parents, etc.
• Data Analytics Hub and Northern Industry Student Placement Program, two student
placement programs that connect businesses with education to set up student
placements and real-world class projects such as this.
Relevant Project
Marketing Goal
Theams
• Draw interest from businesses that don’t currently engage with our program
• Drive collaboration and communication between health and manufacturing
• Create sharable content that executive staff at larger organisations will show
to less senior staff to broaden knowledge throughout partner organisations as
to the work being done.
NORTH Link is launching a new Assistive Technology Cluster. Assistive technology are
devices or other goods that assist disabled people in living with their disability. A
wheelchair or hearing aid could be considered an assistive technology. Australia often
imports these kinds of devices, which are often not fit for purpose or require
customisation to be properly effective. This may mean needing to send the devices back
overseas if the customisation is especially critical.
https://northlink.org.au/
Challenges
1. The Assistive Technology Cluster is competing for communications airspace with
several other programs and regional news. How can we ensure that we have a
continuous feed of interesting content for the Assistive Technology Cluster t ...
This document outlines Amanda Vrieze's 30-60-90 day plan to improve communications and public relations for DCI. The plan includes brainstorming with DCI employees, preparing presentations and materials, revamping online and social media resources, developing press kits and promoting events, working to increase community involvement, focusing on key events like Kidney Awareness Month, engaging media outlets, reaching out to physicians, and developing partnerships.
I need a one page paper with all of the.docxwrite4
The document discusses strategies for the Jewish Family and Children's Service of Greater Philadelphia (JFCS) to address challenges related to diversity and better serve the community. It outlines three strategic goals: 1) Improve internal culture and staff diversity, 2) Create a unified brand that celebrates diversity, and 3) Increase board diversity to reflect the community. Key initiatives include reforming HR practices, conducting diversity training, developing a comprehensive marketing plan, and expanding board outreach efforts. The plan aims to strengthen JFCS's ability to support all people in the community regardless of background.
I need a one page paper with all of the.docxbkbk37
The document discusses strategies for the Jewish Family and Children's Service of Greater Philadelphia (JFCS) to address challenges related to diversity and better serve the community. It outlines three strategic goals: 1) Improve internal culture and staff diversity, 2) Create a unified brand that celebrates diversity, and 3) Increase board diversity to reflect the community. Key initiatives include reforming HR practices, conducting diversity training, developing a comprehensive marketing plan, and expanding board outreach efforts. The plan aims to strengthen JFCS's ability to support all people and families in the region.
2014 Social Media Strategies Summit Presentation - June 18, 2014Michael Koenka
This is my presentation given to the 2014 Social Media Strategies Summit in Amsterdam. Its for people curious about how to help stories fuel reach, relevance and ROI with a few simple, low-cost tips and tricks to get things done.
Want to download this presentation? Just pay with a Tweet here (http://bit.ly/1yG2Njc) and receive a direct link to the download file! Don't worry, you can edit the post before sending.
Evince is a social media marketing agency that offers content curation, social media marketing, public relations and social media management services. It works with both public and commercial clients locally and globally, managing individuals, celebrities and large enterprises on social media. Supported by a young team, the founding director has 20 years experience in social communication, IT, law and governance. Evince takes clients through a social media planning process involving situation analysis, strategy formulation, action planning and evaluation. It combines dedicated client focus with good management and reporting to deliver projects on time and on budget.
Evince is a social media marketing agency that offers content curation, social media marketing, public relations and social media management services. It works with both public and commercial clients locally and globally, managing individuals' and large enterprises' social media presence. Supported by a young team, the founding director has 20 years experience in social communication, IT, law and governance. Evince takes clients through a social media planning process involving situation analysis, strategy formulation, action planning and evaluation. It combines dedicated client focus with good management and reporting to deliver projects on time and within budget.
Social Media for Non Profits is an exciting arena that many in the field are still in the early stages of exploring due to time and budget restraints. My colleague and I had the opportunity to present this to a large group of Non Profit marketers at the United Way of Houston, to help them better understand how to best utilize the platforms.
The 2022-24 AIHA Enterprise Strategic Plan outlines the organization's mission, vision, and strategic objectives across five domains: Community, Awareness, Advancement and Dissemination of Knowledge, Integrity of Professional Practice, and Advocacy. The plan aims to empower and grow AIHA's professional community, increase awareness of occupational health and safety, develop and share knowledge, promote excellence in practice standards, and influence health and safety policy. Specific strategies include enhancing membership value, engaging allied organizations, developing educational resources, implementing certification programs, and building relationships with policymakers. The overarching goals are to strengthen AIHA and advance the occupational health and safety profession.
United Way of Pierce County is located in Tacoma, Washington. Their mission is to tackle tough challenges in the community and help children succeed. They have a social media presence on Facebook, LinkedIn, YouTube, Twitter and Pinterest but lack engagement. Their social media strategy aims to increase donations, brand awareness and social media followers through goals, objectives and tactics on Facebook and Twitter over 6 months. They will analyze results and adjust tactics as needed to effectively implement their strategy.
Social Media 101 for Community Health Centres: WEBINAR presentationcachc
This webinar discusses how social media can help community health centres achieve their missions and priorities. It provides an overview of common social media tools and recommendations for getting started with social media. The webinar also highlights the experience of London InterCommunity Health Centre, which uses Facebook, Twitter, blogs and its website to engage the community, promote programs and services, and advocate on issues. Analytics show these tools effectively reach many people and drive them to the health centre's online content and resources.
Uploaded is the social media strategy project from project team #2 in course T-MKTG & T-MGMT 490B at Milgard School of Business, University of Washington Tacoma.
2. Table of Contents
Overview
Executive Summary
Mission Statement
Vision Statement
Tagline
Values
Research Methodologies
Goals and Objectives
BUDGET
TIMELINE
EVALUATION
Appendix
3. Executive Summary
The Daily Planet Health Center (DPHC) must implement an organizational rebranding in order to
communicate a consistent image to its key publics. Through strategic use of social and traditional
media, brand journalism and external outreach, DPHC will strengthen its presence in the Richmond
community. A new tagline, For a healthier community, will reinforce DPHC’s vision of empowering
all members of the Richmond community to utilize its quality health services.
Mission Statement
Our mission is to provide accessible, comprehensive and integrated quality health services to
people in need.
Vision Statement
We envision a community where ALL are empowered to live healthy, enriched and stable lives.
Tagline
“For a healthier community.”
Values
In our recent strategic planning process, the board and staff identified key core values for our
organization that will guide our work with our clients, each other and our community partners:
Empowerment | Accountability | Empathy | Integrity | Collaboration
Overview
4. Research Methodologies
The VCU mass communications undergraduate research class
(MASC 425) conducted research for DPHC. The methodologies
used were multiple surveys, content analysis and in-depth
interviews. These methodologies reviewed the current
communication strategies already in place at DPHC.
The major findings in the research are as follows:
DPHC must currently deal with reaching all publics in•
the Greater Richmond region. DPHC’s current mission
statement targets the homeless community, which
does not align with its goal of informing all members
of the community of the scope of services the
organization offers. DPHC should emphasize that it also
caters to individuals that are insured and housed. The
communication challenge arose in the research when
subjects stated healthcare services were important to
them, but according to the subjects, they were not aware
of DPHC’s healthcare services.
Research data concluded that there is a vast disconnect•
between how DPHC wishes to be perceived, and how
the public actually perceives it upon first glance. During
the research study, the words “homeless,” “shelter”
and “food and bed,” were frequently mentioned from
members of the community who had a vague
semblance of the organization and what it does.
Those who had never heard of DPHC mistook the
organization for one that was green energy and
environmental protection oriented.
Each of the three methodologies showed that the•
staff members of DPHC are perceived positively by
the media and the organization is thought of highly
by its employees. The employees take pride in their
work and are knowledgeable about the organization,
including DPHC’s history and future goals. When
mentioned in the media, DPHC employees are
percieved either positively or objectively, but never
with negative connotations.
The organization currently lacks a strong media•
presence. In articles, DPHC is typically mentioned
in reference to providing services to the homeless
community. To combat this, DPHC needs to identify
additional ways to inform the public about DPHC
and how it serves the Richmond community.
Greater outreach, whether in the form of publicity,
social media or direct community interaction, are
all avenues that DPHC needs to explore in order to
spread its mission, vision and values and improve its
community presence.
5. Goal: Build a consistent image of Daily Planet Health Center as a provider of quality health services.
Objective 1: Establish a new identity by July 2014.
Strategy: Implement a unified, consistent brand.
Tactic: Establish and implement the name Daily Planet Health Center
The Daily Planet has struggled with branding since its creation in the late 1960s. Associations of
services vary from public to public. Today The Daily Planet is operating its health services in the wake
of healthcare reform, serving new, nontraditional clients. To promote its unique value as a provider of
health services, the words “Health” and “Center” should be incorporated within the architecture of The
Daily Planet’s brand mark, name and association.
Incorporate a new brand mark to reflect health services.•
Establish image criteria for visual components.•
Develop a lexicon of clear language that promotes the brand.•
Tactic: Tagline - For a healthier community.
A tagline will strategically reinforce DPHC’s mission and provide clarity on the services it provides. The
word “community” reinforces that all clients are welcome, both insured and uninsured, housed and
homeless. DPHC is focused on creating a healthier community as a whole, and needs to convey this
strategic message to the Richmond community.
Tactic: Website Changes
The current website would benefit tremendously from paring down content, and restructuring the
content and content labeling to make the website easier to navigate. Additionally, very basic changes
like making sure clickable items lead to actual content and images are in focus, would make the website
more user-friendly. A more in-depth analysis of the current website and suggestions for improvement
are available in the Appendix.
Tactic: Brand Manual
Brand Manifesto: The Daily Planet Health Center (DPHC) is a non-profit 501(c)3 charitable community
health care organization. Our mission is to provide accessible, comprehensive and integrated quality
health services to those in need. The DPHC, its employees, volunteers and Board of Directors operate
with a clear vision that promotes a community where all are empowered to live healthy, enriched and
stable lives. We proudly run two Richmond health centers where individuals can receive health care.
We hope the impact of our services elevates the importance of individualized wellness for a healthier
community.
Goals and Objectives
6. Objective 2: To implement six platforms that will effectively communicate the brand one year
from the September 2014 event.
Strategy 1: Brand Journalism
Tactic: VCU Infrastructure
An in-house news operation team implements a newsroom model to create an efficient way to produce content.
The goal of the Brand Journalism team is to build a consistent brand in the community. The team will be
responsible for managing social media, creating content and keeping social media platforms active.
DPHC’s Brand Journalism Team will consist of the Brand Journalism Publisher, Brand Journalism Executive Editor,
Brand Journalism Editor, two Brand Journalistss and a Brand Journalism Social Media Coordinator. The purpose of
the Brand Journalism Team is to build brand awareness. The team will publish stories to inform the public of the
organization. The goal is to create awareness for DPHC by generating interesting stories, which provide a consistent
representation of DPHC. The content will appear on the WordPress blog, which will link to other social media
platforms (Facebook and Twitter).
Brand Journalism Publisher (Maureen) - The Publisher will be responsible for managing the overall direction of
DPHC’s social media platforms in relation to the organization’s needs.
Brand Journalism Executive Editor (Susan) - The Executive Editor will determine what content will be published to
social media platforms and will oversee the brand of stories to ensure consistency within DPHC.
Brand Journalism Editor (intern) - The Editor will act as the head intern and manage all other interns. He or she will
consult writers on the content they will produce and assist them in shaping story ideas. He or she determines which
stories will run on the blog and copy edits content for spelling/ grammar and ensures stories fit the brand of DPHC.
Brand Journalist (two interns) - Each journalist will produce two stories (including text, video and photo content)
per week for the DPHC blog. The journalist will record stories from clients, medical personnel, staff and volunteers.
Interns will transcribe recordings and create blog posts that are consistent with the DPHC brand and free of
grammar and spelling errors.
Brand Journalism Social Media Coordinator (intern) - The Social Media Coordinator manages all social media
platforms. He or she uploads journalists’ stories to WordPress and bookmarks relevant articles to Diigo. He or she
will also be responsible for creating one blog post per week by linking one relevant article posted on the Diigo
account to an original and interesting story.
7. Tactic: WordPress and Diigo
The Daily Planet Health Center will use a WordPress blog as its content hub. The blog will automatically link to DPHC’s
Twitter and Facebook pages, pushing content to those platforms. DPHC will also use Diigo, a social media tool for
bookmarking websites and articles, in order to generate relevant and interesting content. This content, controlled by
the Brand Journalism Social Media Coordinator, will supplement the brand journalism articles to be written by the Brand
Journalists and will be manually entered into the WordPress blog.
Strategy 2: Social media
Tactic: Implement social media strategies for the following platforms.
Facebook
Facebook posts should be consistent and effective. The WordPress content will feed into Facebook automatically.
Other ideas for content:
Posts promoting events•
Success stories from clientele•
Updates from DPHC•
Relevant news•
Interesting facts about DPHC•
YouTube
YouTube should be updated consistently once a month. We suggest creating a one to two minute video that effectively
presents the new brand of DPHC. This video should also appear on the homepage of the website.
Other ideas for content:
Success stories from clientele•
Stories from the physicians who work at DPHC•
B-roll of footage inside DPHC•
B-roll footage of events, activities and fundraising•
8. Twitter
There are currently two Twitter accounts for DPHC. @dailyplanetrva
should to be the only Twitter account that is used. Twitter should be
updated on a daily basis to act as an effective tool. The content from
WordPress will automatically feed into Twitter.
Other ideas for content:
Posts promoting events•
Success stories from clientele•
Updates from DPHC•
Relevant news•
Interesting facts about DPHC•
LinkedIn
DPHC should use LinkedIn as a tool for interns to find and add internship
opportunities. Staff members can also add DPHC to their professional
LinkedIn profiles. The profile photo should be updated to one of the new
images created. The name “The Daily Planet” should be updated to The
Daily Planet Health Center.
HootSuite
DPHC can utilize HootSuite to organize all of the social media platforms
in one convenient location. It also allows users schedule posts to for a
specific day and time. Analytics are also available on HootSuite to help
measure the effectiveness of the content that is being published.
9. Strategy 3: Traditional Media/Outreach
Tactic: Create a comprehensive media kit.
Pocket Folder. Include a pocket folder to hold all information for the media kit. Included in the folder should be the organization’s
name and logo on the cover as well as a business card placed in the pocket or a business card slot in the folder.
Intro Letter. An introduction letter explaining DPHC and the purpose of the media kit should appear as the first page of the media
kit. This should be typed on DPHC letterhead.
Press Release. If the media kit is supporting a particular announcement or event, a press release can be included containing
information that a journalist can use to craft an article. This can also be placed in the folder, behind the intro letter.
Background. This section can be two to three pages and will contain information regarding DPHC’s background, history and future
direction. This section should be updated regularly as the organization evolves.
Biographical information. This section will include short bios of the top executives of DPHC as well as subject-area experts who
have worked heavily with the organization. Bios should be on DPHC letterhead and contain the individual’s name, title, history with
the organization and basic information. Bios could also contain relevant quotes and a photo.
Fact Sheets. Provide brief fact sheets that include short but detailed information about DPHC, including the mission statement and
current programs.
Recent newsletter or brochure. Include the most recent newsletter and brochure.
Recent press coverage. Include the most recent positive press coverage, printed on letterhead.
High Resolution logos. Include high resolution logos in the media kit for use wherever an image may be needed.
Tactic: Targeted pitches
Compile a list of journalists who specialize in healthcare or medical related journalism.•
Create a mail merge to reach the specialized journalists all at once.•
Create a story example to send in the email to journalists.•
Identify the top three journalists from the list to establish ongoing relationships and pitch stories via telephone or in person•
meetings to expand media contacts.
Keep it personal: Good writing creates a relationship and a rapport with the reader by addressing the reader directly and•
personally. Use the first person (I or we) whenever possible, and address the reader as “you.”
10. Tactic: Communicate new identity to all existing partnerships.
DPHC should strategically communicate its new identity to its existing partners and funders:
Through an email that highlights its new name change with a short video, DPHC can communicate its new mission, vision,•
name and tagline.
DPHC should also send partners an infographic postcard that depicts the rebranding of the organization and invites partners•
and funders to the ribbon cutting ceremony in September 2014.
Budget
Most of the items suggested in this plan are free and are therefore not included in the overall budget. For items such as the video
and infographic postcard, which require specific software or camera equipment, we recommend utilizing the interns to complete
these projects as they have access to VCU’s equipment and software as students. Normally, a video or creative work would cost
thousands of dollars, so DPHC should take advantage of this opportunity.
The largest expense (website redesign) as outlined below is an absolutely necessary expense. While we have included web
suggestions in our plan, the website needs quite a bit of work and would be a worthwhile investment.
11. Timeline
Startup
April 24: Post internship opportunities to VCU Mass Communications website
May 8: Internship applications due
May 12-13: Intern interviews
May 14: Administer writing tests for chosen interns
May 16: Form Brand Journalism team
Weekly Timeline (repeat schedule)
Brand Journalists
Monday: Meet with Brand Journalism Editor for story ideas and record three
stories
Tuesday: Pick and transcribe two stories
Wednesday: Create two blog entries
Thursday: Send blog entries to Brand Journalism Editor for approval by 12 PM
Friday: Make corrections as necessary and send final drafts to Brand Journalism
Social Media Coordinator by 12 PM
Brand Journalism Social Media Coordinator
Monday: Meet with Brand Journalism Editor for story ideas and post blog #1 to
WordPress by 12 PM
Tuesday: Post blog #2 to WordPress by 10 AM
Wednesday: Post blog #3 to WordPress by 10 AM
Thursday: Write news blog and send to Brand Journalism Editor by 12 PM
Friday: Make final changes to blog post and post entry to WordPress
*manage social media outlets throughout the week
Brand Journalism Editor
Monday: Meet with interns to shape story ideas
Tuesday: No assignments due
12. Wednesday: Edit blog entry and send back to Brand Journalism Social Media
Coordinator by 6 PM
Thursday: Edit blog entries and send back to Brand Journalists by 6 PM
Friday: No assignments due
Evaluation
The following checklist can be used to measure the success of the strategic plan.
__ Is the approved name Daily Planet Health Center being used?
__ Is the approved tagline For a healthier community being used?
__ Have the website suggestions been implemented?
__ In the brand manual, have the brand definition, logo and manifesto been
implemented?
__ Did DPHC complete its identity communication audit administered by Susan?
__ Is the brand journalism evaluation measured weekly by pulling trending
reports?
__ Is the basic analytics report generated from HootSuite weekly and discussed
at Monday meetings?
__ Is a report generated from Facebook weekly to measure Facebook activity?
__ Has an intern audit been administered by Susan by September 2015 to
measure consistent intern activity over the course of the previous year?
__ Are YouTube postings and views being monitored to track activity?
__ Does each staff member have their official title linked to DPHC’s LinkedIn?
__ Has the media kit been created by September 2015?
__ Has an online awareness survey been administered via Survey Monkey by
September 2015 to measure brand awareness? (500 surveys at $500)
-measure visibility within community
-measure brand recall (ability to remember brand with no assistance)
-measure brand recognition (ability to recognize brand among list of
competitors)
-measure brand loyalty
13. VCU Internship Descriptions
Brand Journalism Editor
The Daily Planet Health Center is seeking an Editor to join its in-house news operation team. The Editor will act as the
head intern and lead all other interns. Duties include assisting writers, editing of copy, proofreading, fact-checking and
additional related work. The candidate will play a leading role in the branding of the organization. The candidate will
determine which stories will run on the blog and copy edits content for spelling/ grammar to ensure stories fit the brand of
DPHC. The Editor will be required to work 10 hours per week; hours are flexible.
Requirements:
• Must be rising junior or senior.
• Ability to work on tight deadlines.
• Attention to detail and ability to follow instructions.
• Mass Communications students preferred.
• Classes in editing and writing required.
• Knowledge of AP Style.
• 3 credit hours, unpaid.
Please apply no later than May 8 with resume and three writing samples to sekerke@dailyplanetva.org. Candidate
required to complete editing assessment.
Brand Journalist
The Daily Planet Health Center is seeking two Brand Journalists to join its in-house news operation team. Each journalist
will be responsible for producing two stories (including text, video and photo content) each week for the DPHC blog.
Duties include recording stories from clients, medical personnel, staff and volunteers. Interns will transcribe recordings
and create blog posts that are consistent with DPHC brand and free of grammar and spelling errors. Each journalist is
required to work 10 hours per week; hours are flexible.
14. Requirements:
• Ability to work on tight deadlines and produce content quickly.
• Attention to detail and ability to follow instructions.
• Mass Communications students preferred.
• Classes in writing required.
• Knowledge of AP Style.
• 3 credit hours, unpaid.
Please apply no later than May 8 with resume and three writing samples to sekerke@dailyplanetva.org. Candidate
required to complete writing assessment.
Brand Journalism Social Media Coordinator
The Daily Planet Health Center is seeking a Social Media Coordinator to join its in-house news operation team. The Social
Media Coordinator will manage all social media platforms. Duties include keeping social media platforms active, writing,
researching and posting content.
Requirements:
• Attention to detail and ability to follow instructions.
• Mass Communications students preferred.
• Classes in social media and writing required.
• Experience working with Facebook, Twitter, Diigo, WordPress, HootSuite and YouTube.
• Experience linking social media platforms.
• Knowledge of AP Style.
• 3 credit hours, unpaid.
Please apply no later than May 8 with resume and three writing samples to sekerke@dailyplanetva.org. Candidate
required to complete writing assessment.
Service Learning Internship opportunities through the Center for Media + Health will be posted on VCUʼs Mass
Communications website. Internships will be available to all Mass Communications students, and the application deadline
is May 8. Maggie McDearmon, Career Development Adviser, directs the Richard T. Robertson School of Media and
Culture internship program. She can be contacted at (804) 828-1100 or mcdearmonme@vcu.edu.
15. Web Suggestions
General
• Reduce the size of the font.
• Different font and text color.
• Tabs should have dropdowns, but lead to individual pages once a topic is selected, not to a page with all of the
content listed on the dropdown.
Logo (In Top Left Corner)
• Current: Leads to a JPG image of the logo.
• Suggested Changes:
o The logo should return the web visitor to the homepage (or if on the homepage, donʼt make it clickable).
o Use new logo design and tagline.
Donate Now
• Current:
o Donate now is a tab at the top and currently takes the web visitor to an old version of the website (with an all
new set of tabs).
• Suggested Changes:
o Eliminate the “Donate Now” tab and make a separate button on the homepage that is easily visible.
o Make a new “Donate Now” page that does not take the user to an old version of the website.
Rotating Images
• Current: Images click back to the homepage; infographic is blurry and clicks to the CyberChimps homepage.
• Suggested Change(s):
o Images/infographic should click to more information about whatever is in the image or infographic. Make
sure pictures and infographics are clear, or donʼt use them.
o Embed DPHC video here.
16. Home Content
• Current: Content is currently a series of blog posts.
• Suggested Changes:
o Set up a WordPress blog roll sidebar (where “archives” is currently located).
o Main page content should have an introduction to what DPHC is and the services/programs available.
Tabs
• Current Tabs Consist Of:
o Home
o Donate Now
o Programs
o Services
o Events
o Give
o About Us
• Suggest Changing Main Tabs To:
o Home
o Programs & Services
o Get Involved
o News/ Events
o About Us
o Contact Us
Note: Currently, only some of the tabs have a dropdown box. Make this consistent and have dropdowns for all tabs.
Dropdown selections should lead to a specific page, not a general page with all content listed on the dropdown.
New Tabs (Breakdown)
• Home
• Programs & Services (With Sub-Tabs):
17. o Healthcare Services
Primary Care
Behavioral
Oral Health
Eye Health
Case Management
o Specialized Programs
Medical Respite
Safe Haven
Empowerment Clinic
Project IMPACT: Diabetes
Empowerment Through Performing Arts
Outreach Care
• Get Involved
o Note: Include all of the tabs/information currently under “Give.”
• News/Events
o News
Describe what is currently happening with DPHC.
o Events
Information on upcoming events.
• About Us
o Overview
DPHCʼs purpose, who it serves (include information on number of people served, which is currently
listed under Facts & Stats), mission and values.
Note: Keep it short and sweet.
o Through the Years
Timeline briefly describing the transformation of the organization.
Note: Use bullet points to make it easier to digest.
o Client Stories
18. Testimonials telling DPHCʼs story.
o Leadership and Staff
Leadership, staff, board members and descriptions/pictures of the doctors.
• Note: Showing the doctors will help move DPHC away from comparisons to free clinics and
more towards a real doctorʼs office.
o Partners, Community Credence & Funding
Move content from the current “Programs” tab to this sub-tab under “About Us.”
Note: It would be a good idea to pare down the content and link to specific organizations and
foundations mentioned in these sections.
o Hours of Operation
o Contact Us
Survey Monkey link for evaluating and measuring brand awareness and building brand power:
https://www.surveymonkey.com/blog/en/measure-brand-awareness-build-brand-power/