ISD Blog

The (R)evolution of the Working Mom

2011-05-06T13:54:00.000-07:00

With Mother’s Day just around the corner, I’ve been reflecting on the long line of working moms in my family. The evolution of the working mom, like those no-nonsense heroines I grew up with, really resonates for me and my fellow women business owners. We take for granted that work and opportunity are available to us, but it’s the working moms that came before us that we need to reflect on today so that tomorrow’s generation of young women dreaming of opening their own businesses can thrive and grow beyond our own limits.

The women in my family are amazing. No slackers or complainers here! Both sides have several generations of hard working New England stock that keeps their heads down and gets the job done – whatever that job may be, however unglamorous or tedious. My grandmother was the chief nurse at a large city hospital in eastern Connecticut. I had the opportunity to stay there once in 1968 when I got my tonsils out. Even though she snuck in extra ice cream and checked on me at night, I can still remember the bracing sound of the scattering of young nurses when I’d hear her crisp white uniform and sensible shoes patrolling the halls. When I got my first job after college, she congratulated me and told me not to just fetch coffee and to learn how to do the boss’s job as soon as possible. She couldn’t cook, didn’t drive, and was just an OK housewife, but Gramma was smart and strong and feminine all at the same time, and her granddaughters worshipped her.

I am the only women I know of in my family to have my own business. I’d like to claim that it is my vehement entrepreneurialism that has caused me to be as self-motivated as I am. The truth is, it was my incorrigible reputation as the worst employee on the planet (as well as my being a relatively young single mother) that drove me to work for myself for the last 23 years. I tell folks that I am the mean boss who makes me work late. Honestly, work has been my haven and my therapy for as long as I can remember. Besides, if I don’t like what I’m doing, I should create a different company to work in, right?

One of the advances in the last 10-15 years that has really changed the landscape of opportunity and productivity of home office moms is technology. The revolutionary freedoms and flexibility that we take for granted now were not available as recently as 16 years ago. Today, we assume that we can work when and where we need to – and meet every possible goal and deadline – because of the Internet and information technology. Moreover, our self-governance, self-determination, and control over our careers far exceed any workplace options previously available to our counterparts from earlier points in history.

Like most working mothers, I did not work because I was bored or wanted some time away from home. I needed to work. The decisions and opportunities in my work life (and my decision to work for myself) were greatly influenced and formed by my life as a mother as well. I chose to work from a home office and be there for my kids when they were young. Consulting was the best way for me to be the mom and the business owner that I wanted to be. There are 45 million two-income families make up the common thread of the American fabric today. “According to data collected by the U.S. Bureau of Labor Statistics, 59% of women now work or are actively seeking employment.” This is up from 38% just a generation ago.* Furthermore, currently there are over 10.6 million women-owned businesses employing 19.1 million people and generating $2.5 trillion in sales. And we did it our way. Having our own businesses allowed us the freedom to make our own hours and give ourselves the raises we needed to keep our children in Gap t-shirts and soccer cleats. Besides, being our own bosses allowed us to be the “Room Mom” all morning and stay up late to meet deadlines the next day.

Still, we are not done. The inequities that we face come from many different directions. The fees we are expected to charge for our consulting services are far less than my male counterparts. Financiers (men and women) have asked me on numerous occasions when my husband will be arriving, as if they assume that his working with me means that I am his subordinate. Even the male partners I’ve had have muscled in and tried to take over my business. Sound familiar?

I am hopeful about what the future holds for women to have both a successful life as a mother and a business owner alike. I am cautiously confident that the strides and sacrifices we’ve made – and all of the sacrifices of those who came before us – will positively affect the landscape of opportunity that future generations face.

We must never forget those who came before us. Thank you, and happy Mother’s Day!

______________________________________________
* Pew Research Center, Pew Social and Demographic Trends, October 1, 2009: “The Harried Life of the Working Mother “ Kim Parker.

Law Firm Survey: It’s Not Easy Being Green; Unimportant Docs Get Printed, Paper Costs Grow

2011-04-18T13:36:00.000-07:00

By Debra Cassens Weiss ABAJournal.com

An online survey of mostly smaller law firms has found that they are falling short of green ideals.

Law firms want to be perceived as green, according to the survey on expense management commissioned by Expense Reduction Analysts. Forty-four percent of the respondents said it’s important to be perceived as green and ecologically friendly, and 23 percent said it’s very important.

But the reality falls short of the hoped-for perception, according to a press release and white paper.

The respondents—which included administrators and law firm managers—were asked what percentage of the documents regularly printed at their law firms is unimportant. Forty-two percent said that half of their regularly printed documents are unimportant, and 28 percent said 60 percent or more of their regularly printed documents are unimportant.

Read full article on ABAJournal.com

A growing trend in 2011 …64% of Law Firms Are Set to Approve Expenditures for "Technology."

2011-03-14T12:37:00.000-07:00

Does That Growing Trend Mean People Are on Their Way Out?

Expense Reduction Analysts and Integrated Solution Design release 2011 Legal Market Expense Management Survey

Technology has long been an area of great expense for law firms, incorporating everything from Telecommunications to IT and Computer Networks to Specialty Software. The survey revealed that technology is the additional expenditure most likely (64%) to be approved in 2011. Are these expenses being approved as a way to improve organization and functionality of the firm with a downturn of support staff?

A new survey commissioned by Expense Reduction Analysts (ERA) of Orange and Los Angeles County legal professionals and conducted by Integrated Solution Design gathered information about trends, challenges, insights and solutions related to legal expense management and reduction. The Orange County chapter of the professional resource organization SoCalPROS generously provided support for the research. www.gocapros.com/oc.htm.

2011 Legal Market Expense Management Survey

Other key findings from the online survey comprised of 809 qualified law firm registrants from 38 states included:

Keeping up Appearances

We asked how important the matter of “keeping up appearances” at their firms was. 83% percent of the participants stated clearly that the matter of “keeping up appearances” was either “Very Important” (38%) or “Important” (45%).
Law Firms’ Paper & Printing Waste

Despite the economic downturn of recent years, the reported paper and printing waste has continued to get worse, as reported by nearly half of the participants. What this data shows, was that an overwhelming 3:1 majority of the respondents said that half of all of their documents that they print at their firm were unimportant. Some respondents reported up to a 90% unimportant document printing level.

Greening/Recycling of Law Firms

Participants were asked how important was the perception of green, ecological policies at their firms. Over two-thirds reported that this was “Important” (44%) or “Very Important” (23%). The two primary factors reported in the success of green/recycling programs at their firms were first the “Demands on the firm and firm culture” as well as the statement that “Habits only change from the top down.”

Law Industry Expenses

The law firms clearly have some expenditure areas that were an issue only in the legal industry, such as Process Servers, Paralegal Staffing, Court Reporters, and Malpractice Insurance. Malpractice Insurance, of these legal industry areas of expenses, was the highest at 59%.

Expense Reduction/Budget Management

Who at the firm really makes budget decisions? Answers varied. 72% overall said that managing partners get involved in expense analysis, vendor fees, and budget review, but when analyzing a cross-segment based on position at the firm the responses split:81% of management executives surveyed reported involvement of the managing partners, while support/administrative staff reported only 67%.

“Our new research suggests law firms have committed to making reductions where needed, but they are moving forward enthusiastically—looking for new ways to save on expenses,” said Marylou Garcia, managing director of Expense Reduction Analysts of Greater Los Angeles and Orange County. “And that’s where we come in. By bringing in ERA, law firms can realize deep savings that can potentially enable them to minimize staff cuts, benefit reductions, and pay freezes. This allows law firms to maintain their greatest asset – their talent – and be able to continue to thrive and grow in any economic environment.”

Focus Group. Survey. Whitepaper.

The survey process started with a focus group of major law firms in Los Angeles and Orange County to discuss the value of inventing a new legal paradigm for reducing non-billable hours. The results were unexpected. Not only did we collect surprising insights into the financial challenges in the legal community, the lively and forthcoming collaborative nature of the focus group’s events – and the subsequent detailed knowledge gained – were invaluable.

Download a Copy of the Whitepaper: Talk with the Experts

To download a copy of the complete whitepaper and to register for a SoCalPROS webinar discussing the research findings and its impact on the legal community, go to http://www.legalexpensesurvey.com/.

In commissioning this research, Marylou Garcia, managing director of Expense Reduction Analysts of Greater Los Angeles and Orange counties, enthusiastically embarked on this study with the belief that “you can’t layoff your way to profitability.” http://www.expensereduction.com/

Integrated Solution Design produced, compiled and analyzed the research, developed the campaign, microsite, marketing and communications, and authored the whitepaper for the “2011 Legal Market Expense Management Survey.” http://www.integratedsolutiondesign.com/

You've Set Up Your Social Network - Now What?

2011-02-03T16:19:00.000-08:00

Like so many of us, you've probably jumped on the Social Networking bandwagon and drank the KoolAid. You've got a Twitter account, LinkedIn profile, Facebook page, blog, and maybe even a Flickr account or a few YouTube posts.

But business is just not pouring in...!? Where are the millions of people promised in the social media revolution? Where's the payoff?

Well, I'm sorry to say that it doesn't work as easily or instantly as anyone may have lead you to believe. Getting social media going - like any other networking or media outreach - takes consistent effort, lots and lots of content, and a dedication to reciprocity. They will not come simply because you've built it. You need to work the system.

Here are some of the tips we've learned along to the way to make your social network work for you:

Google Yourself. You never will know what others see about you online if you don't take a look. It's like a credit report - you need to check every now and then to keep it up to date and to clear out anything untrue, unkind, or just plain wrong. Nearly every social network site has a way for you to eliminate your bad comments or posts. Keep up to date. Don't leave anything out.
Find Like Networkers. Use the automatic search and connect features in places like Twitter and LinkedIn to find other groups of people - either regionally or by interest - and join their group or ask to be connected. Usually they'll invite you in. Then network. Look around, leave comments,. make new posts in an online group or society. If you're doing social networking for business, look in LinkedIn Groups and find professional associations that you can apply to. You will be very likely to get in, and from there you can re-Tweet their posts and provide instant and professional posts from day 1. This gives your followers something to follow.
Invite People to Join You. Don't just stand there at the party - go up and introduce yourself! Don't be a social network wallflower. Have the built-in programs search your Outlook database, profile information (like the school you went to, etc.), or names you type in do a search for others you ALREADY KNOW who are online and looking for others like you as well. You know more people than you think.
Post an Event. Having a webinar or promotional event at an offline networking function? Post it on Twitter, Facebook and LinkedIn Events. This is a great way to get excitement going and increase visibility.
Reciprocate. Start learning to start conversations with others who Tweet or post or reply on your social network venues. This is a sure way to find like-minded folks to whose list you will become connected with through your association and online relationship with them. THIS WORKS EVERY TIME.

So, go out there and master the "Rule of Thumb" and become a social networking success. It's all about relationships, after all. Keep that in mind and you will be success in any networking venue, online or off!

Is there a "Marketing Magic Bullet" for 2011?

2011-01-03T11:38:00.000-08:00

People are always asking me about a "Magic Bullet" that will take their marketing and their business to the next level. They want it to be easy, inexpensive, and massively successful. They want the "insider secret" that will put their business on the map. Although some have tried to cut corners and put all of their budget into one amazing marketing tactic, the consistently successful mother of all marketing magic is still The Comprehensive Marketing Plan. However boring that sounds, it actually is the least expensive, most profitable marketing effort you will put into your success - more than all of the other marketing gizmos and gadgets combined.

Many people have marketing plans done every year. Some are innovative, some are simply copies of last year's with updated figures. (Seriously, I've seen clients just use the Save-As feature in Word and change the title to 2011). The latter approach would make sense if the previous year was a home-run and that you batted 1000 and met every single one of your goals - and if the world (and your clients) have not changed at all. After 23 years of doing this, I doubt that this is the case. Even if you met certain key milestones, the world changes, media is always changing, markets, economics, and client change, even technology innovations and changes can present new opportunities and new challenges that require at least some consideration in the planning process.

We recommend an Integrated Solution approach to your marketing efforts. Follow these steps and the planning process can go quite quickly in 4 easy steps:

GOALS: Before anything else, set some goals. Include web traffic, leads, clients, and sales in your metrics.
WHAT WORKED: Review what worked last year. See if it makes sense again for next year. Put it into your plan and give it some milestone dates to keep on track. Review the budget against the actual expenditures of the tactics that worked. Was it cost effective?
WHAT DIDN'T WORK: Take a look at what didn't work last year. Is it worth keeping? Were there lessons learned that you can build on for a better success rate?
WHAT'S NEW: What of innovations? Are there other things you haven't tried yet? Is it time to add those in? Will it require outside experts to weigh-in and help with implementation of new processes and tactics?

Planning will provide that "magic" results you're looking for. It's not glamorous, but it works. It's just some roll-up-your-sleeves-and-get-it-done type of "luck" in business. But the old quote from Samuel Goldwyn holds true...

"Funny thing about luck. The harder I work, the luckier I get."

So go get "lucky" in 2011 and pull a blueprint for the year together that you can follow and report on success in 2012!

Emailed Holiday Greetings - Now More Than Ever...

2010-12-05T22:01:00.000-08:00

Every year, American businesses spend upwards of a billion dollars on business gifts: baskets, cards, paperweights, mugs, and other chochkies that no one really needs. Not really. We simply want to let our clients know that we appreciate them and that we are thankful for their business. ISD gets cards, too. Lots and and LOTS of cards. And I kinda like them. When something other than bills and catalogues come in the mail, it's something to feel some holiday glee about.

I hate to admit it, but we spend over a month designing and writing the copy for our cards that we send out. We do email marketing, yet every year we cull the list, add the new clients, determine who gets what kind of thank you, etc. It's a big part of our year-end activities - and budget - as it is for millions of American businesses.

Times are tight, and the free-flowing budgets for year-end-gift-giving has been diminished like other areas of the marketing budgets. And like the other areas of marketing, more and more companies are opting to go green and give electronically. This year, we are sending more email holiday cards and other online "green" giving than ever before. This includes:

Emailed Holiday Cards

Email marketing has come a long way. Now you can send personalized emails with your logo and own artwork. Not an artist? That's OK, too. With services like ConstantContact and iContact, you can use their simple to use online message wizards to put together decent (and sometimes beautiful) communications for all occasions - even the holidays! You can now easily add rich media (like video and picture slide shows) that really make the message special. These also allow for interaction and response areas where you can have your clients click-through and open rates can be tracked and metrics followed to see what the response has been.

Groupons

Groupons are group-coupons that allow multiple people to take advantage of a group bargain or deal. You can make your own groupons that you send out to people in the form of a promotion or gift. These are often only available in a limited number and the deal is a deep discount only offered for a short time. Mobile delivery is key, with the coupon going to a mobile-ready graphic format that people can use while they're out and around. Go to www.groupon.com to see how groupons are done, then design some deals and blast emails of your own for holiday giving and for all occasions.

Electronic Gift Cards

If you want to get someone a Starbucks card, Borders card, or iTunes card this year, don't get the plastic printouts. Go for the electronic delivery type and save on thousands of tons of plastic being wasted during the holidays on these items. People can save them and use them online right away. You can also easily brand your gift if it's being delivered via email to your giftee's email box.

Electronic Holiday Party Invites

Don't forget that you don't have to mail the company party or client party invitations any more. Use services such as Evite or EventBrite to get your invitations out. They look terrific and you can track attendance, RSVPs, send reminders - even print name tags - right from the online software. These are both free services, which is a bonus.

So don't fret. This is a slow turn-around into the land of electronic correspondence and giving. Take some steps to move forward, save on your budget, and promote green communications year round. You'll feel better for it - and so will your wallet.

Happy Holidays!

Are You REALLY Ready to Grow Your Business? Working the "Client Farm"

2010-11-01T13:12:00.000-07:00

We all want to grow our business. And let's face it, these days it's often one of the biggest and most stressful parts of our business day: reeling in new prospective clients. But what are we actually telling the outside world about our business via our marketing efforts? Are we prepared to grow and succeed? Or are we behind the times, scattered, and disorganized?

Now, I'm like most of you. I'm often so very busy DOING client work that often I forget to be updated and current in my online and offline marketing work so that I can have that prized next client. In prioritizing the work day, it's the work that's paying you that should take your primary attention and cue up ahead of prospective client work. Nonetheless, you really don't want to look up after the client work is done and have no upcoming hot prospect waiting there in line to be your next client.

No one plans to fail or to have a dry prospect pipeline. But when we don't plant the seeds and tend the garden in their "client farm," no healthy crops will grow. The trick? Be prepared. Growing up in 1960's Connecticut, my Mom was our Brownie and Girl Scout leader. She'd be so proud of the "be prepared" motto I espouse. It's true, though. Being READY to succeed IS the key to long term success.

It doesn't take much. Prioritize, carve out 30 minutes a day, and do the things that tell the world that you're ready and available to work for them. Here are some of the ways you can work your client farm on a regular basis to keep the crops coming up steady, healthy, and full of life:

Keep your website current. This seems simple enough, but at least once a week, review your site - your WHOLE site - and see what's out of date. 95% of a prospective client's decision to do business with you is based on what they see on your site. Areas to look at for updating include:

Homepage messages: any news items that need deletion/updating?
News area: how old is your news? Anything new you can add?
Years references: check how many years in business (better to say "since 1980" than "30 years." Next year it will be out of date vs. always being current without worrying about it)
Copyright: keep that current to this year or use a range (2001-2010)
Contact info: check your contact page and every area on the site where you talk about contact info and make sure it's current and up to date
About us area: check that your client list is up to date, add new testimonials, remove any old or aged references (unless they're fantastic)

Check your Blog: When was the last time you put in a good article? Once a month is the absolute minimum. Also- you can use articles from others that you feel are terrific.

Tweet if you must: If you use Twitter, remember to tweet at least once a week. No one cares what you're eating for breakfast, but a "shout out" to a great client or project or employee would be appropriate.

LinkedIn: Check who's looking to link with you at least once a week and keep that current. Also, check in on your LinkedIn groups and be sure to add your comments once a week.

Carve out just a few minutes a day, and you'll be telling the world that you're open for business - and that you're ready when they are. It really makes all the difference.

Success happens - when you're ready for it.

Email List Building Etiquette 101

2010-08-23T15:10:00.000-07:00

Using Email List Building Best Practices to Harness the Power of Email Marketing without Getting Hurt

Perhaps the most powerful tool in the marketing toolbox today is email marketing. Get the right email message targeted to the right market with the right combination of technology, copy and image psychology, and a great call to action, and the results are incredible. But like most powerful tools, there is also the capability of injuring yourself (or others) if it is handled badly. Think “blowtorch in the hands of a teenager” and you’ll get what I’m talking about. The flip side of a stellar click-through-rate is the searing burn of a high spam-report-rate if your email communications are not handled correctly.

Oddly enough, the answer to the acceptable limits of “to email or not to email” is very analog. It all comes down to etiquette. Yes, etiquette. You know, manners: that simple guide of how to interact with others socially that your grandmother tried to shoehorn into you as a child. The Internet has not wiped out the need for social rules; if anything, the highly social and personal nature of online marketing has necessitated a revision of online email marketing etiquette.

Here are 9 simple email marketing rules of etiquette to follow:

Rule #1: Don’t assume anything. Remember the old adage that “to assume makes an ass out of you and me?” Well, that holds true in the online world as well. Email is NOT Email Marketing. Email comes from a person and is free. It is a genuine and sincere direct contact between individuals. It is most often 1:1. If someone gives you their card at a networking event, it is permission to PERSONALLY contact them directly in any way that they list on the card, including email. But it is NOT permission to throw them into your email marketing list and send them everything you have from your company (1:many).

Rule #2: Email others as you’d like to be emailed yourself. You don’t like getting spammed, right? So don’t do it to others. You know when you’re getting spammed. Everyone does. Some marketing companies will tell you that you can use a list of unknown people in your email marketing outreach if you are delivering value. Not so. Email Marketing is permission-based outreach. Doing it the right way has immense rewards; doing it the wrong way can get your URL revoked and you’re blacklisted forever.

Rule #3: By not opting-out they are NOT opting-in. Sending a blast and the person does not opt-out does not mean that they give their opt-in by default. It means that they either read your message and/or deleted it and simply have not yet unsubscribed. NOT saying “no” does not denote a ”yes.” Be direct and ask permission. You may get a no, but you may also get a lot of yeses. Wouldn’t you rather have 100 involved and engaged prospects than 1000 indifferent ones that are not engaged in your sales process?

Rule #4: Connect with your networking contacts and INVITE them into your inner circle by delivering premium content. Contact the people you’ve met directly and ask them to click through a link you provide to receive premium content from you. This could include articles, blog updates, white papers, research, special offers that only your subscribers receive, etc. Give them an incentive and make it free. People love to be invited to join something of worth. They will also look for your email with positive anticipation.

Rule #5: Don’t interrogate the person on your first date. This will scare them off at the point of your sign-up or subscribe form. First name and email address are the only bits of information that you really need to establish an initial relationship for email marketing. You can ask them to fill in other information on your sign-up form, and most people will fill it in – if it’s not mandatory. Mandatory answers scare off anyone. It’s just a first date – why do you need more info? Requiring too much is rude and a little creepy. You are establishing trust. Be polite and respect their privacy.

Rule #6: Don’t leave someone hanging. If you collect their information, for goodness sake, DELIVER. I know this sounds simple, but if you subscribe someone you should send them an offer or email within a week to 10 days at the most. Better yet, send something personally that will interest them and entice them to read more from your current online marketing portfolio. No one is more engaged than the moment they decide to take action and sign-up for information from your company. Extract an article segment from your blog (with a link to read more on the actual blog) or a survey report (with a link to your most current survey). This will give them the “insider” feeling with valuable content delivered directly to them.

Rule #7: Don’t just talk about yourself. This is an obvious social skill, but it applies online as well. Ask about their interests, their business, how they’d like to be contacted. On your subscribe form, have your prospect tell you how they’d like to be contacted (do they like surveys, special offers, online magazines, polls, etc.) or what their biggest challenge is in your field. Then you have more information and can follow-up with real results.

Rule #8: Don’t be pushy. List exhaustion exists. You cannot oversell to the same prospects over and over again. Even the most qualified lead can decide not to give you permission to hear from you any longer and unsubscribe. Worse still, they could get angry and choose to click the “Do Not Contact” button. You don’t want that. If someone puts themselves on the DNC list, you can NEVER contact them again. Ever. The solution? Plan and segment. Follow a careful and timely online marketing plan that flows with your offline marketing efforts. Segmenting your list (this will naturally happen if you follow Rule #7) will allow you to contact people how they choose to be contacted with content that they will respond to.

Rule #9: If someone turns you down, be gracious about it. Create a landing page for unsubscribes that politely apologizes for their not wanting to hear from you any longer, and ask them to select how they would like to hear from you in the future (if at all). This is a proven technique to keep prospects from leaving your list completely. 50% will choose to continue to be contacted in other ways if given the choice to not get everything all the time. Again, being graceful and polite is the key. Many ESPs give you this unsubscribe option if you segment your list and sign-ups to begin with at the point of subscription to your list.

These are not such difficult best practices to follow. They’re all very logical and considerate. Over time, a polite relationship-based approach will make you more trustworthy, connected with your market, and therefore more profitable than waving a blowtorch around a crowded room will ever do.

So call your grandmother. Teller her she was right. No matter how you interact with people, etiquette matters.

WHAT ARE SOME OF YOUR EMAIL ETIQUETTE TIPS? We'd like to hear from you!

Choosing the Right Online Marketing Service Providers

2010-08-08T14:31:00.000-07:00

There are a number of online resources we have found over the years that are truly indispensable to ourselves and to our clients. Most are very reasonably priced, some are even free of charge. The one thing to remember is that no matter which tool you use, choose it well and use it professionally. Don’t choose it because someone said it was cool or because it costs the most (or the least).

Select the service that’s right for you. Choose these tools as you would any other tool that you’ll have in your toolbox for a long time.

Try it for a while and see if it’s a fit. Does it have the features you’re looking for?
Look at the kind of work it can produce. Ask other professionals what kind of tools they use.
How expert are you? Do you code HTML in your sleep or do you want to follow WYSIWYG wizards to create your work?

Remember, free is not always “free.” Often the free versions of these tools are laden with advertising, embedded code to track use, or are not customizable to your brand colors and logo, etc. Check out the least expensive version. Often this will give you the best customizable services that you can use for a long time without the amateurish look of the ad-filled pages of the “free” version.

Choose well and stick with it. Changing services can be detrimental to your clients’ and prospects’ perception of your professionalism. By all means, change if you must – like if the service is not reliable or is not what they sold it to be.

Customize where possible. Don’t always choose the “out-of-the-box” template-driven version. Remember, 1000’s of others will have chosen that as well. Believe me, clients notice when you seem like you’ve got the same look and feel as other versions they’ve seen from other companies. Learn to use the tool to its fullest potential. Customize colors, logos, text, and other design elements to make them your own. A box of crayons may seem rudimentary, but a box of crayons in Picasso’s hands can create a masterpiece.

Ask for help. If you’re no Picasso (and you know it) call a professional and ask for some advice, either a one-time service to set up your graphic elements to match your brand, or ask them to assist with regular oversight of your service’s use. This will give you the peace of mind and confidence to reach your clients and prospects with a professional image every time. You can’t unring the bell of a bad impression.

Ask the experts. If you’ve spent time and money hiring a consultant to build your online brand, for goodness sakes – call them! Get them involved in your use of an online marketing service. They are invested in the brand they’ve created for you to remain strong and viable. After all, they’re staking their reputation on your ability to continue to extend the brand into the market. Bad versions of the brand reflect badly on them as well. If you don't have a professional designer or marketing expert that you've used in the past or are comfortable with, find one and ask for help.

Here is a list of the services we use and recommend:

Twitter: Social Media has taken off like wildfire. Be sure that you know how to use this service before you get started - and be sure to customize to your brand and Tweet often.
LinkedIn: This service is a very powerful, professional tool. It's also very easy to use and builds connections quickly.
BlogSpot: This is Google's blog service, and it's free. The newest version of the design and posting features is very easy to handle and is graphically impressive. You can be up and running in a day or two.
GoDaddy Web Hosting: Best and most reliable (and reasonably priced) host we've found. We have dozens of clients using GoDaddy and are very happy with the service. Also great for URL purchasing as well.
ConstantContact: Loveliest and easiest to use. Well-priced. Also offers html email blasting, list management, enewsletters, polls, event management, surveys, etc.
iContact: Also a good service for html email blasts, zines, surveys, etc. Requires more HTML coding knowledge to get the results you're looking for than ConstantContact.
iStockPhoto: Best online library of incredible stock images at the most reasonable prices anywhere.
GoToWebinar: Easy and reasonably priced, you can have online seminars up and running with ease and professionalism. Includes all services for registration management and html email code creation, etc. Great post-event reporting.
Zoomerang: Online surveys, polls, etc. Great pricing and easy to use creation and reporting.

Whatever service you use, keep in mind that this company will be the window from the outside world into your company. Choose well, use wisely, and ask for help when you need it.

Know any other services that we've missed? We'd love to know. Leave us a post and tell us what you think!

Branding: Success is Possible with the Right Tools and a Dose of Courage

2010-07-17T09:20:00.000-07:00

Over the past few months, we’ve been working on revamping our brand. This was no small change. We’d put it off long enough, but we had to bite the bullet and finally update our presence across all marketing channels. Our website is completely new; our blog changed its look; the colors, content, copy, services and solutions we offered were restructured; Twitter was revamped; the LinkedIn profile was completely updated; event programs were added – even our company name and URL completely changed within the new brand.

Now, for any of you fellow business owners out there that have done this recently, you know how big of an undertaking rebranding is. I’ve branded and rebranded dozens of clients for nearly two decades. I’ve seen the sweat on their brows. I’ve held their hands and guided them and sympathized and gave them strength. But what I realize now is that branding is NOT for the weak at heart. You need the courage, creativity, and vast faith in yourself and your company to give the new brand legs and roll it out with successful outcomes.

The key to surviving was to
take a heaping dose of my own medicine. I could not “wing” a paradigm shift. What I had to do was to knuckle down and plan, plan, plan. I planned and strategized and mapped out every detail using all of the same tools and templates I’ve been providing to my clients over the years. It was not easy, but much to my delight, it went off without a hitch.

The result? Not only is our new brand elegant and EXACTLY what we wanted it to be, but I have an entirely renewed sense of empathy and respect for my clients who have faced up to this same challenge. The good news is that the process CAN be managed and the end product can be everything you desire. It all just takes some good old fashion planning and a warrior’s faith in the process at hand.

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Think it might be time for YOU to have your own marketing makeover? Join us for a FREE Webinar:

"Time for a Marketing Makeover? Start Proactively Building Revived Infrastructure for Growth"
Date: Thursday, August 5, 2010
Time: 11:00 AM - 12:00 PM PDT

Space is limited, so reserve your space today: https://www1.gotomeeting.com/register/825572176

Click here to read more about the webinar.

What Does Your Online Image Say About You?

2010-06-23T23:01:00.000-07:00

Taking Control of Your Online Brand

Perception is king. You’ve heard it before, but perception is paramount to the accumulative snapshot of you or your company online. People who’ve never met you will judge what they think of you in less than two minutes based on what a simple Google search. And you only get one chance at ruining a perfectly good prospect or perspective client from ever contacting you again. Worst of all, most of the time you’ll never even know it happened.

So what can you do about it?

First, you need to look at your professional “official” online presence, consisting of your website, blog, or LinkedIn profile. Check out content for accuracy and relevance. This can also include articles you’ve written or reviews of your most recent speaking engagements or online bio.

Second, take a cold hard look at your personal online presence. This can include Flickr photos from your cruise, the Facebook page you set up in college, the YouTube video of you and your cat, Tweets from a conference last Fall, and comments you’ve posted on other peoples’ sites or blogs – even what other people have said about you. Unfortunately, personal online use, although separate to you, is part of the accumulative whole of your online image to the rest of the world. The Internet only sees one Jane Smith, and it all comes up together in one search.

Don’t believe me? Wondering what you’ve got stuck your virtual shoe? Google yourself. See what compiled in your online portfolio. What is there can
cost you the job you’re hoping to get, even the client you’ve worked so hard to close. Ask yourself, “Would I hire this person?” when looking at your search results.

Now what?

Roll up your sleeves and start to clean up your online image. The good news is that you can clean up or delete most profiles and content (like deleting that YouTube video of you and your friends at a bachelor party two years ago). Continue to Google yourself until what you see is what you want others to see. Remember that a lot of content is cached and it will take 24-72 hours for the content to refresh and be current. Sometimes, the content is just out-of-date (like an address or phone number), or you uncover old information about you that no longer applies. Breathe easy; this can all be corrected.

We had a client with a similar predicament. While their Marketing Director was on vacation, the Vice President of Operations started looking into social networking sites. Seeing that the company name was not used for Facebook or Twitter, he signed up for them. That weekend, he asked his son for assistance in loading content, and by the end of the next week, the company’s Facebook pages and Tweets were filled with his wife’s workout schedule, scores of his children’s soccer games, even a random Facebook page with an untitled picture and six “friended” followers. We only noticed it when Googling them after posting new pages to their website. Needless to say, the Marketing Director had his hands full upon his return attempting to reverse the tide of ego-based, personal commentary and bad online content that ensued.

From this point forward, we’ve advised our clients to grab the official company names of all forms of social networking sites so that they are secure and not available to others. Like website names (URLs), it’s good to go ahead and secure possible acronyms and misspellings as well, just to be on the safe side. We also encourage the executives to consider getting their own Facebook pages, Twitter feeds, and Flickr accounts so that they can post personal items about themselves in their own way and on their own time. Such best practices are also starting to pop-up in Internet Use Policies at companies both big and small, much like the Email Use Policies most firms have in place.

Online marketing and social networking is growing by leaps and bounds, and only you can be the administrator to your online image. The character of your presence online – or your company’s – is yours to color any way you want. Make the investment to stay on top of it, because it only takes seconds to ruin a perfectly good opportunity for a great first impression.

Website 101: Getting the Results You're Paying For

2010-05-18T12:44:00.000-07:00

Websites can be a fairly simple process to complete – if you stick with a plan that is aligned with your business needs. Unlike print media, the value of a Website is that its form can be changed to reflect a changing set of functional needs. Print material is static and unchanging; Websites are fluid, flexible, and interactive. If you plan your site well and utilize the right Web Developer, you can have the flexible, effective online marketing vehicle you need.

Despite dwindling budgets, virtually all companies today are finding that they require an online presence. A good Website can expand your customer base or market beyond regional borders. With the right Website, companies can capture and promote valuable strategic partnerships and sponsors, communicate with other field offices, create a flow of online purchases, and get their product or service out to millions of individuals who would otherwise not be exposed to their company.

STEP ONE: PLAN

A good, solid Website plan creates a good, solid Website. Knowing how to manage this process is the key to getting the results that you deserve. The trick of getting the most out of your Web dollars is planning.
You need to know how to prepare for your present and future requirements. The following are some of the planning considerations. Planning will help you get the results you want:

URL - Make sure that you reserve as many versions of possible site names right away. Many times site address names can drive the design and concept portions of the site development, and not getting the name you want can change your view on that direction to go in. A good, cost-effective source is godaddy.com.
Content - Know what you want to say. Be consistent with other collateral and marketing copy. Also – stay current on your site. Make sure that you make room in the budget for Content Management Systems (CMS) in place to keep up to date.
Visuals - The site should reflect your brand. Plan to have a consistent look using good quality images that are aligned with your other materials. The idea is to enhance and reaffirm your branding materials, not create new ones with the Web.
E-commerce - Decide in advance if you are going to be selling anything online. Make sure that you have the right online forms and a merchant account that will accept online transactions. Your Web hosting company should provide the features and services you need to create the Secure Socket Layer (SSL) and merchant accounts you need. PayPal accounts can also be used as merchant accounts to accept all types of payment.
Site Map - Make sure that you are clear on what pages or areas you want on your site. This will affect your buttons and navigation tools for the site. Nothing is worse that a site you get lost in. Be very clear on your organizational structure for your site.
Capturing - You should consider having a registration page, opt-in, free download, or other means of capturing your online viewership. Data is king. Make sure you capture at least the first name and email address (and opt-in permission) of your guests. Services such as Constant Contact and iContact are excellent tools for these purposes.
eMarketing - How will you drive traffic to your site? Don’t forget to consider the marketing tactics necessary to drive traffic to your site, including: search engine optimization, key words, search engine placement, affiliate programs, RSS feeds, blogs, and the inclusion of your new Web address on all existing collateral.
Future Uses - Plan out what other uses you may have for your site in the months and years to come. Events, calendars, promotionals, interactive areas, polls, on-site search features, and online classrooms should all be considered as possibilities as your Web presence grows.

STEP TWO: CHOOSE A WEB DEVELOPER

Once a company has decided to spend money on a Website, the key is finding a Web Developer that meets their needs. Unfortunately, the answer for many companies is to hire the least expensive person and hope for the best. This will always be evident in the results. Yes, any Web presence is better than none at all. But just be realistic enough to know that, like any other makeshift or desktop-published collateral, you are fulfilling a short-term need and not creating a final product that is aligned with your business and marketing goals. When choosing a Website Developer, you need to make sure that you find someone that meets all a crucial set of requirements:

Credentials - Make sure that they have the credentials and experience you can count on. They should be able to prove their ability to program and design in a variety of platforms and programs. Ask for a list of representative sites that they’ve done and for their Website address, as well as referrals.
Relationship - You will be developing a long-term relationship with your Developer, so make sure that you feel that you can work with this person and that there are no potential personality conflicts.
Consultant - Make sure that they have a business-like “consultant” demeanor and speak plain English about technology. They will be working for YOU, so don’t hire someone that talks down to you or makes you feel stupid about your technological experience or decisions.
Expense - Make sure that this consultant will give you their prices and timelines up front. Don’t ever choose to work with a tech consultant that charges by the hour for Websites with no end in site. Flat fee billing reflects experience and confidence and will give you the budgetary and emotional peace of mind that you need for this type of project. If there will be a lot of planning as part of their consulting, thereby making it difficult to see what the final costs will be, hire them to consult with you in the planning stages, and when there is a final scope document they’ll be able to set a cost that you all agree to as complete with no future confusions or scope creep.
Hosting - Ask them about their hosting relationship. They should be able to give you a fair idea of cost and process for utilizing a particular hosting vendor. Ask for the recommendations for hosting companies and check them out. Hosting should offer 24-7 access to your files, live tech support, and offer a wide range of features and add-ons. What good is a site that is down all the time and you can’t reach the tech? Hosting fees should be paid directly to the hosting vendor. All web-related expenses be paid directly by you, and therefore all assets will be controlled by you. A solid, inexpensive option for site hosting is a shared server. National providers, such as GoDaddy, offer shared hosting packages with a wide range of features and add-ons that are less than $60 a year. This is an acceptable option at the start of your Website design process, but make sure that you are comfortable with your hosting company. Also, you can always move to a dedicated server as your site grows and requires more space.
Proposal - Get the proposal in writing. It can be very short – even in the form of a memo – but it should outline the key timeline and expense requirements to meet your present needs logically and clearly. Make sure that the entire scope is outlined in the proposal. You should have conceptual agreement as to the scope of work and timeline involved. As best as possible, you want to avoid changes and scope creep for elements not considered in the earlier discussions. Make sure that there is also a set means of ordering changes to the contract and scope as changes do happen in a creative process.
Contract - If you choose to go with a particular Website Developer, get a contract in writing outlining the specifics of your project and how they are expecting to be paid. Discuss expenses and what their fee will and will not cover. For example, hosting fees are usually separate from Website Development fees. Fees are usually paid either half up front (upon signing the contract) and the other half within a period of time (anywhere from 30-60 days), or on an ongoing hourly contract basis. If you have the whole budget available at once, it is good to ask if they would discount the price (usually by around 10%) if you were to pay the entire fee upfront.

STEP THREE: INITIAL DESIGN PHASE

Meet with your Website Developer as soon as you contract them and start the initial design phase. In this developmental stage of the Website, you will be working with the Website Developer to pull together the look of your Website. Supply them with all of the images, content, current collateral, and any other materials that the Developer will need to create the look you are trying to achieve. If you have some favorite sites, give them the addresses so that they can see what you like.

In about 7-10 days, the Website Developer should come back to you with preliminary designs for you to approve. Often developers make the error or providing design samples using print-driven graphic programs. This results in a final design that can be vastly different from the original design concepts presented. A developer should know this challenge when dealing with Website design. Print rarely looks like online in both color and layout. Ask to see the design samples in PowerPoint and view the samples on your computer to get the best possible sense of the design.

Lastly, remember to keep in mind that the design must also reflect all other branded collateral materials you will be using in conjunction with the Website in your outreach and marketing efforts.

STEP FOUR: SITE MAP

The Website Designer will be returning a site map for your review. This will look like a big flow chart and is a graphic representation of all your discussions, plans and notes to date regarding content and various means of site navigation. The map should be easy to follow. They are many new and cost effective ways of adding interactive buttons and toolbars to assist your viewer in finding exactly what they want tin the site. Remember, the point of the site is ease of use for the viewer to understand and utilize your message – not get lost and leave. Site maps are worked on from the beginning and will take up to 5 days to complete.

Site maps are also a key element in achieving the best possible results when optimizing the site for Google and other major search engines.

STEP FIVE: TEMPSITE REVIEW

Once the architecture, content, design, and images are in place, you should be ready to see the site live on a temporary Web address supplied by the developer. This allows you to play with the content, navigation, interactive elements, forms, etc. and “break” the site. Get the bugs out. Find errors.

The tempsite is begun after the architecture and final content are received and approved and will take approximately 30 days to program and complete. Changes and tweaking to the site will also need to be done and depends on the amount of changes that are undertaken. Make sure that everything works that way that you want it to.

During this phase, you can also take a look at your site optimization plan and make sure that people will be able to find you. Also, if you don’t already have a blast e-mail list set up with your constituents and contacts, do so right away. Get your Web marketing in order. When you “go live” you will want to tell everyone you know.

STEP SIX: GO LIVE

“Going live” is when the site is moved to the permanent server and you can publicize your site to the world.

It is essential to get a full copy of ALL work done and access to your site at every level PRIOR to signing the final site launch approval and paying the Web Developer’s final fee. Information must include:

URL registration information
DNS settings
IP addresses
All hosting access codes, user names, “secret words,” PIN numbers
FTP addresses and passcodes
MySQL database access
SSL keys
Merchant account access codes, user names, “secret words,” PIN numbers
License keys to CMS software solutions
CD of all code and images.

In other words, if your Web Developer is not available any longer or you need to re-build the site (or update your site in the future), you should have absolutely everything you need to do so. It’s your site. Keep your information safe and secure and on hand for you to use as you see fit.

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Developing a Website can be a time consuming process, but it is a lot of fun when you feel involved in the process and prepared to meet the challenges as they arise. Plan well. Find the right Website Developer. No matter how big or how small the site, a good site that is well designed, functional and easy to navigate will always show you and your company in the best possible light amongst today’s crowded Internet market.

IT Planning: Overview

2010-05-18T12:04:00.000-07:00

The next step in the IT growth process at Johnson Cell Research is to complete an evaluation that focuses on mission-based technology planning for the agency. From our initial discussions, we have preliminarily identified some infrastructure-based data collection, communication, and IT areas that require careful consideration and further examination.

ISD Group has prepared this overview to provide a detailed outline of the steps and procedures, timetables, and estimated costs required for an organized and focused approach to JCR’s evaluation.

EVALUATION GOALS

Our goal is to create a strategic technology plan that identifies ways that JCR can improve delivery of their services, programs and operations and to better serve their mission and constituency through technology.

The evaluative process is the foundation of the technology plan and addresses external and internal connectivity and communications challenges. This is proven to greatly assist ISD Group’s clients to make cost-effective and intentional decisions, reflecting consistently high rates of return on investment and IT expense budget savings of up to 48%.

Additionally, a comprehensive technology plan will be key tool for advocacy and articulation for JCR to be successful in reaching their fundraising goals related to IT development.

THE RESULTS

The results for JCR of the evaluative process will be a comprehensive, actionable and mission-centered IT Plan with actionable goals customized for JCR’ operations, programs and services. In addition to a planned means of realizing the JCR data logic model, JCR will have a timeline and budget for immediate, short term and long range IT planning and goals and a functional and flexible case statement to maximize IT fundraising efforts.

WHAT IS INVOLVED?

In the technology plan evaluative process, ISD Group will be:

Assessing existing technology resources and defining specific needs
Collecting a range of input from all levels of the organization
Creating IT sustainability goals for JCR
Prioritizing various information systems projects
Evaluating Web-based solutions for JCR that will function for both internal infrastructure data collection models as well as for external communications needs
Formulating an appropriate IT budget that allows for immediate, short term and long range expenditure planning
Designing and presenting various integrated solution models
Consulting with internal development efforts to create a functional case statement for fundraising efforts

TIME INVESTMENT FOR JCR

The time investment for JCR in the IT planning process include the formation of a team of 6-10 individuals that represents an appropriate cross-section of the JCR staff, both administrative and executive.

ISD Group would also recommend the appointment of an appropriate JCR key contact person that will be a primary liaison for the ISD Group staff during the process. This person is usually the Development Director of the agency, but can also be the MIS Manager, Controller or Executive Director, depending on the organization. The contact person for JCR has been identified as Joe Smith. As primary liaison, Mr. Smith would be responsible for coordinating interviews, setting and confirming meeting times, reviewing IT inventories, facilitating location tours, and doing preliminary strategizing with ISD Group.

The first two weeks of the evaluation will include: on-site staff interviews, IT network inventories and mapping, and at least one group meeting to discuss various solution models and to strategize with the ISD Group team. Each individual interviewed will need to dedicate only one hour of time. It would be recommended that we include the participation of the program staff and administrative staff in the evaluative process.

After two to three weeks of analysis and plan development off site, ISD Group will come back to JCR with a presentation of evaluation results and possible solutions and recommendations. Subsequent to discussion of the findings and a revision of the initial planning model, a final budget, timeline and case statement are prepared and delivered in coordination with the Development staff at JCR.

NEXT STEPS

If you find that this evaluation process is something with which you would like to proceed, we will work with you to schedule the time needed to begin the evaluation.

Thank you so much for taking the time to meet with us. We look forward to helping JCR continue to be a vital and excellent organization.

Database Needs Analysis: Completed Report and Executive Summary

2010-05-18T11:58:00.000-07:00

EXECUTIVE SUMMARY

DB Analysis & Needs Evaluation

In early January of 2006, ISD Group was asked to do a summary evaluation of:

Data System Design with an emphasis on contact management, improved data sharing, and program support and improvement
IT Upgrade Requirements & Sustainability Goals for clear and accurate implementation of proposed systems/solutions
Ecommerce / Database Integration and development

The goal of the evaluation was to complete an assessment that focuses on mission-based technology planning for JCR. Aside from a custom Web-based database application, ISD Group also analyzed previously-identified infrastructure-based data collection, communication, and IT management/staffing.

Evaluation Goals

Our goal was to create a strategic technology plan that identifies ways that JCR can improve delivery of their services, programs and operations and to better serve their mission and constituency, both directly and indirectly, through technology.

The evaluative process is the foundation of the technology plan and addresses external and internal connectivity and communications challenges. As a comprehensive technology plan will be key tool for advocacy and articulation for JCR to be successful in reaching their fundraising goals related to IT development, ISD Group will further assist JCR in developing a case statement and funding guidance and support to meet the development requirements to actuate the plan.

Click here to download a complete Database Needs Analysis and Executive Summary

Database Needs Assessment

2010-05-18T11:53:00.000-07:00

Congratulations on taking the first steps in determining the best approach to your organization’s new data management system. The following is a guide that we use in assisting our client in best assessing and examining their data needs.

Things to have ready for the first meeting with your database consultant or staff member:

Assessment completed to the best of your abilities
Time designated to speak with the IT staff or consultant(s)
Location of all your data sources that we will need to review
Copies of all of your reports that you will need
Some samples of other reports you may have on had to review for your data system
Any and all forms or other organizational or operational tools you utilize in your organization

Click here to download a complete set of blank Database Needs Assessment forms.

Sample Technology Case Statement

2010-05-18T11:45:00.000-07:00

The following is a sample Technology Case Statement that exemplifies the kind of basic IT planning and strategy language that funders and development departments require. This document is essential to expressing and detailing the IT requirements of the organization and will help to support the funding requirements in a grant or other funding process.
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PRESENT SITUATION

The IT system at Johnson Cell Research is in vast need of updating. The outdated IT infrastructure is impacting the basic needs of the staff to perform and communicate at an appropriate rate. Presently, staff all works from separated workstations without connectivity across various software platforms, blocking true electronic communication or collaboration. Technology upgrades are required to facilitate continued growth at Johnson Cell Research.

The high expectations of the recent capital campaign have raised the quality of services and physical infrastructure at Johnson Cell Research. However, the operating expenses continue to increase and a lack of IT infrastructure is creating a continued decline in the ability of the Johnson Cell Research staff to adequately serve their constituency. Johnson Cell Research staff is using IT that dates back over a decade – or more. As little as five years ago, the physical and financial strains on the agency would have prohibited a technological upgrade. Today there is a new, modern facility that can handle the electrical and physical requisites of a conversion of this type, and the technology cost is up to 700% lower than in previous years, and is not expected to decline much further.

Of greatest concern, however, is the impact the outdated IT has on data integrity at the agency. The core of Johnson Cell Research’s operations is the processing and delivery of accurate data at multiple levels of the agency. However, there is a fundamental loss of data integrity that is being caused by outmoded manual data collection and data communication that is causing a surmounting infrastructure dilemma that must be addressed.

THE EVALUATION: ISD GROUP

An in-depth IT evaluation was recently completed at Johnson Cell Research by the President of Integrated Solution Design Group. This organization was referred to us by Belinda Teitel at the Draper Group as an IT consulting company with “people-centered” and comprehensive approach to assist Johnson Cell Research in establishing a customized plan to create a new IT infrastructure that would be in line with the type of growth that the recent capital campaign is realizing. This service usually costs up to $6,000 to complete, and was done on a pro bono basis for the agency. The evaluation took place over a two week period and included a review of our current IT base, schematics of the operation, as well as detailed interviews with each department at Johnson Cell Research. An overwhelming finding is an agency-wide concern that staff does not have the tools necessary to adequately succeed to serve their constituency. Most feel that they are wasting inordinate amounts of time on a daily basis simply completing the most basic of tasks.

Based on the results of the initial evaluation, there are several identifies areas of concern in our present IT set up and several solutions that will work together to formulate a concrete, integrated IT infrastructure for Johnson Cell Research.

Results of the Upgrade

Increased IT resources would significantly impact Johnson Cell Research’s ability to succinctly meet the needs of its constituency by greatly increasing speed, accuracy, and efficiency levels. State of the art and task appropriate hardware and peripherals will allow for longevity of use, increased productivity, and real time collaboration and coordination of workload by the staff.

The results of an integrated, concrete IT infrastructure for JCR:

Increased productivity and workload consistency
Communication system with a considerable impact on the efficiency and infrastructure capabilities for the entire staff at every organizational level
Improved quality and consistency of work standards
Alignment of IT and business growth goals
Offsite access to the network and document library
Fully trained administrative and executive staff
Further development of in-house graphics and desktop publishing capabilities
Secure and trackable backup of work

RECOMMENDED SOLUTIONS

Solution: Hardware

A primary concern is the lack of networking capabilities. For an office of Johnson Cell Research’s size, all the computers should be routed through a cluster of servers that will allow for:

Secure and trackable backup system
Document and data sharing between individuals and departments
Centralized digital form processing and tracking
IT and development growth capabilities
Offsite access to the network and document library

Solution: Software

It is essential that the office come to a consensus regarding a common software application set for Johnson Cell Research to function properly. Although Microsoft Office products allow for the greatest level of collaboration and functionality, other applications are also very useful. Coordinated software platforms allow for real time document sharing, consistency of work quality and conversion capabilities from existing software components. Current industry-specific software platforms are minimally being utilized as manual systems facilitation and need upgrading to keep pace with production and IT integration standards.

Solution: Communications Hub

Using Microsoft Outlook as a communication hub for Johnson Cell Research would have considerable impact on the efficiency and infrastructure abilities for the entire staff at every level of their efficiency needs:

Contact Management
Calendar & Office Scheduling
Individual Schedules
Meeting Arrangements
Facilities Planning
Share information across public folders on the Exchange server
Blast e-mail Communications

Solution: Document Management

Presently everyone at Johnson Cell Research saves their documents in their own folders at their desks with no central document management library system. With this type of organization, often we see a doubling of efforts and recreations of documents for similar uses by different teams. Organizing file management would greatly improve productivity levels and consistency of work product across the entire company.

Solution: Document Automation

Automated and programmed document templates would be of immense assistance in the effort to control the production of consistent and reliable work across all teams. Document automation would also substantially increase productivity by cutting down on repetitive and time-consuming document formatting as well as manual forms completion and re-typing. Automation of familiar tasks and administrative tools also is found in significantly increase the rate of acceptance and utilization of new technology, sharply elevating the learning curve across all levels of the agency.

Solution: Training

No IT upgrade of this nature should be attempted without appropriate training and support. Full training would consist of:

Customized training and “cheat sheet” templates to effectively help the staff to transition through this conversion process.
Training “boot camp” allows everyone to get on the same page and launch the new Johnson Cell Research IT system.
Department-specific modules would be helpful in focusing task-specific training needs across various teams, such as graphics and desktop publishing.

COST ESTIMATES

Cost Estimates: Time

Total hours are more than 24 weeks and over 1,500 hours of billable time will be required to complete the IT conversion at Johnson Cell Research. A conversion of this scope will require the efforts of:

Administrator
Trainer
Documentation/Technical Writer
Two IT Senior Techs
Supervising Tech
Graphic Artist
Macro Programmer

If done privately, the cost would be $110,000 to $160,000. ISD Group’s non-profit discount flat rate estimate for these services is $95,000, representing a savings of up to $65,000.

Cost Estimates: Expenses

Final Hardware, Software and Equipment inventory and expenses will be available at the end of the discovery process in Phase IA of the conversion. Estimates based on previous conversions of similar size indicate the need for:

All network hardware and software, including servers
35 computer workstations with task-appropriate monitors
5 laptops with wireless network connections for field representatives
Office conference system and LCD projector
Task-appropriate networked peripherals, including all printers and scanners
15 wireless Personal Digital Assistants (PDAs) for production (Vertex)
All O/S and workstation software licenses including the Macola upgrade and server

Hardware:

Server Computers $10,800.00
Workstation Computers $18,000.00
Portable / Laptop Computers $8,250.00
Network Hardware $7,293.00
Printers, Scanners & Misc. Peripherals $8,059.00

Software:
Server OS and Utilities $6,778.00
Workstation OS and Utilities $1,725.00
Productivity Applications $1,400.00

Subtotal Software/Hardware Cost $62,305.00

Shipping Estimate $7,000.00

TOTAL $69,305.00

If done privately, the cost would be $110,000 to $146,000. ISD Group’s discounted non-profit estimate for expenditures is approximately $69,000 to $78,000. All fees are payable directly to the suppliers and vendors with no markup to Johnson Cell Research. All old machines and components not salvaged will be donated by ISD Group to a local non-profit computer re-calibration center. This represents a savings of up to $68,000.

OTHER REQUIREMENTS & RECOMMENDATIONS

Maintenance

Maintenance is a cost that cannot be overlooked in this process. IT is not a static investment; it is a functional asset that requires qualified and dedicated upkeep. It is a mandatory factor in not only the conversion and installation process, but is required in the continued success of a network and IT system of this scope. Maintenance efforts include:

Systems Administration
Helpdesk and Tech Support
Server and Telephony support
Ongoing training and staff development

The first two quarters following the launch of the new network will involve a nearly fulltime effort on site by a dedicated staff or consultant. After that time, a monthly service contract can continue to provide adequate support with a combination of on and off site support at a reduced fee. Typical monthly fees for the level of maintenance required range from $5,000 to $10,000 a month, depending on timing and client needs.

Basic Web Site

There is a need for a basic Johnson Cell Research Web site that will reflect all of the facility and operational changes and upgrades that the organization has undergone. This will serve as an online informational brochure that will give Johnson Cell Research a Web presence for communication with corporate contacts, other partner agencies, and funding organizations. A basic Web presence could be established for Johnson Cell Research in as little as 3-5 weeks for as little as $3,500 - $6,000, depending on the features incorporated in the design and programming of the site, and can be completed either prior to or in conjunction with the conversion.

Make Web Site Interactive

As a next generational consideration, it would be recommended to move Johnson Cell Research’s Web site toward interactivity. This makes it accountable to the agency as a flexible, updateable collateral medium. To develop a vital, functional component of the infrastructure and constituency support base, a more interactive Web site could:

Track and process online orders for Punch sales
Create on online job posting / searching area for clients and corporate partners
Create Web-based streaming coursework
Use extranet technologies to expand our data tracking and infrastructure capabilities

Other Web Recommendations

Other development /outreach Web features to consider:

Design & development of an HTML electronic newsletter, complete with electronic communications plan and launch
Video gallery
Passcoded Media area
Data gathering source via Guest Registration
Passive Donation area where people of all income levels can shop online and have a percentage go back to Johnson Cell Research

Development Database

There is a need for a more complete and effective data tracking system for the continuing outreach and development efforts at Johnson Cell Research. The present system is not capable of expanding to meet the needs of the organization, nor is there a consistent integrity of the data utilized. A customized and user-friendly application that tracks donors, fundraising efforts, projects, events, mailings, etc. would be the best solution for the Development department at Johnson Cell Research. Basic development applications that are appropriate can cost anywhere from $5,000 to $8,500, depending on the modules and features required and take up to 4 months to implement.