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Increasing Program Participation Through Marketing Vendor Perspective

782\72\76117(ppt). All Vendor Marketing Strategies Impact Program Participation. Legislative influence (PACs) and lobbying.Corporate marketing and sales.Business practice development.Research and development.Prototype demonstration/pilot.Local community development.Government contractor/subcon

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Increasing Program Participation Through Marketing Vendor Perspective

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    1. Increasing Program Participation Through Marketing Vendor Perspective Ms. Penny Tisdale Senior Manager

    2. 782\72\76117(ppt) All Vendor Marketing Strategies Impact Program Participation Legislative influence (PACs) and lobbying. Corporate marketing and sales. Business practice development. Research and development. Prototype demonstration/pilot. Local community development. Government contractor/subcontractor.

    3. 782\72\76117(ppt) Political/Legislative Marketing Impacts Program Participation Vendors legislative influence can assist client agencies efforts to improve, enhance, and expand programs: Political Action Committee donations. Lobbyists meet with lawmakers to influence: Draft legislative initiatives: legislation, policy, agency organization, and funding. Committee assignment, schedule, and review. Votes. Public and expert testimony.

    4. 782\72\76117(ppt) Corporate Marketing and Sales Impact Program Participation At a corporate level, the focus is matching corporate capabilities, resources, and products with government agency needs. Promotes change, particularly program improvement, enhancement, and expansion. Fosters executive-level interest in new ideas, proven technologies, systems, and services. Often results in procurement opportunities for the vendor and the advancement of best practices and effective programs and services from state to state. Program improvements increase program participation.

    5. 782\72\76117(ppt) Business Area Development Impacts Program Participation At a business practice level, executive sponsor and director personnel are encouraged to share information about current program inefficiencies and problems. Marketing and sales of most popular, efficient, and sought-after products and services within business practice. Discussions of agency problems leads naturally to cost-effective alternatives, available funding, budget/legislative support, etc. Procurement opportunities lead to the advancement of best practices and transfer and customization of most effective programs and services from state to state. New and improved programs lead to increases in program participation.

    6. 782\72\76117(ppt) Research and Development Efforts May Impact Program Participation Research and development (R&D) targets innovative and cutting- edge solutions that will likely emerge as new business area opportunities. A successful R&D effort, coupled with targeted marketing strategies, puts a vendor ahead of the curve and competition in sales. R&D is rare and expensive; few are client-funded. R&D opens two markets, the targeted market of unique, specialized opportunities and the broader market of agencies responding to major change agents (i.e., changes in law, regulations). Any agency implementing the newest and the best is likely to experience increases in program participation.

    7. 782\72\76117(ppt) Prototype Demonstration and Pilot Impact Program Participation Similar to R&D, a vendor may design and develop a one-of-a-kind prototype model for demonstration or pilot. The prototype is particularly effective when full-scale alternatives are limited and a particular problem must be dealt with immediately. The demonstration or pilot of a particularly effective and impressive (or slick) model will likely result in a procurement opportunity, for which the developer vendor has a distinct advantage. Prototype, like R&D, is rare and expensive. Marketing of prototypes offers agencies opportunities to customize final design, integration, and operations. Agencies volunteer or pay to participate in a prototype demonstration or pilot of a service, product, or system. A new service, product, or system is likely to increase program participation, at least initially.

    8. 782\72\76117(ppt) Community Development Impacts Program Participation Most vendors are good corporate citizens, active in local communities with project offices and regular employees. As such, vendors and their employees contribute to community economic and resource development. Corporations and firms underwrite the costs to expand and improve local programs that are consistent with their business and their clients ideals. Corporations develop sales brochures, videos, public service announcements and info-mercials highlighting model programs locally, statewide, regionally, and nationally; they also develop and carryout marketing/media campaigns highlighting local community events, including fundraisers, resource development, and referrals. Corporations contribute to local media campaigns promoting clients programs and services, community events, etc. Program improvements and expansions, increased media coverage, and increased participation/visibility in community activities all contribute to increased program participation.

    9. 782\72\76117(ppt) Direct Marketing Strategies Impact Program Participation Finally, most vendors maintain business relationships with firms experienced and proven successful in planning, developing, and implementing strategies proven successful in marketing government agency services to clients and the general population. Direct marketing is particularly effective in conveying changes to existing programs and the availability of new and expanded services. Increased marketing (media) is effective in increasing public interest and program participation.

    10. 782\72\76117(ppt) Summary The impact of the vendor on program participation is not limited to its delivery of quality products and services. Vendor marketing activities at all levels potentially impact program participation. Taking care to avoid a perceived or real conflict of interest, a government agencys utilization of a vendors marketing resources may enable that agency and/or its programs to increase client enrollment and participation at no additional cost.

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    12. 782\72\76117(ppt) For additional information and assistance: Ms. Penny Hubert Tisdale, Senior Manager MTG Management Consultants, L.L.C. 1111 Third Avenue, Suite 2700 Seattle, Washington 98101-3201 206.442.5010 512.415.2227 Cell 206.442.5011 Fax ptisdale@mtgmc.com www.mtgmc.com

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