Madison Chamber of Commerce

CONTENTS Page

Executive Summary 2Organization History 3Research 4Situation Analysis

PEST 5 SWOT 6 Key Issues 8 Stakeholders 9 Publics 10

Planning Goals 11 Objectives 11 Key Messages 11 Strategic Approach and Timeline

- 12-Month Campaign 12 - Integrated Activities 12Implementation

Campaign Tactics 14 Pre-Launch 14 Launch 15 Continued Integrated Communications Plan 15 Resources and Budget 15

Evaluation 17Appendices:

Appendix I – Survey Suggestions 18 Appendix II – Tagline, Hashtag and Twitter Handle 21 Appendix III – Calendar of Events 23 Appendix IV – Selfie Rules and Process 25 Appendix V – Suggested Organizations 28 Appendix VI - Budget 30 Appendix VII - Evaluation 32

Teresa OvalleTO Consulting

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Executive Summary:

This report has been prepared in response to a request from the Madison Chamber of Commerce, Madison, Ct., to assist it with building a strategic plan to enhance year-round commerce.

The overall intent of the strategic plan is to incorporate and update current marketing efforts via social media and to increase coordination efforts with chamber of commerce members and neighboring towns to make Madison a year-round coastal destination of choice.

Through secondary research, the strategic plan describes both internal and external factors that contribute to and take away from the Madison Chamber of Commerce’s mission. The PEST analysis will cover external factors, whereas the SWOT analysis will cover internal factors.

The primary strategy is based on a 12-month plan to establish the Madison Chamber of Commerce (MCOC) on Facebook and Twitter, as well as through the use of traditional media (press releases and media advisories), that will enhance its presence and help to bill Madison as a year-round coastal destination.

The secondary strategy is an as-needed plan to establish better coordination between the Madison Chamber of Commerce, its members and its neighboring towns to leverage better communications for all events scheduled in and around the town of Madison.

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Organization History

The coastal town of Madison, Conn., has a rich history in its local surroundings. The area was visited by the Dutch and the English long before its incorporation in 1826. As the town populated and grew several early commerce activities kept the townsmen employed; oyster farming, porpoise fishery, ship building, grain mills, saw mills and paper mills.1

There was a lot of commerce going on, but no organization to pull the businesses together until the Madison Chamber of Commerce was established in 1949. MCOC is a non-profit organization that supports the business community in town to the end result that Madison will thrive both fiscally and culturally.

It has a diversified membership base that includes 350 businesses in and around Madison. MCOC hosts a number of events every year to bring in both local and outside customers to help increase the town’s bottom line.

Membership is $205 per year for a business, $85 for a non-profit organization, and $65 per individual. Benefits of being a member include networking opportunities, political action, business-to-business discounts, communications and public affairs.

1 "History of Madison." History of Madison. Web. 5 May 2015.

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RESEARCH

There are two types of research: secondary and primary. Most of the information in this document is secondary, in that it came from sources that were readily available to TO Consulting. The information was obtained through online resources.

Primary research requires original gathering of information. The information is newly acquired by the person or persons conducting the research. There is some noted primary research in this document.

There are two types of primary research: qualitative and quantitative. Qualitative is more personal and allows the researcher to ask questions directly to the subject. For that reason, qualitative is more subjective. The researcher can interpret the data in a number of ways depending on experience, intent and bias. Because qualitative is more personal, it allows for open-ended questions and opportunity for the researcher to ask follow-on questions to learn more and come away with a deeper understanding of her subjects. 2

Quantitative, on the other hand, is much more scientific. Quantitative deals with numbers, facts and uses ‘yes’ or ‘no’ questions. It does not allow for open-ended questioning. The received data can be more easily tabulated and used in further research.2

Both types of research are important, which is why TO Consulting created a detailed plan, with suggestions, that MCOC can implement. It is recommended to use all suggested research methods to ensure MCOC has the best data available to reach its goals.

See detailed chart in Appendix I.

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22 "Data Collection: Primary Research Methods - KnowThis.com." Data Collection: Primary Research Methods - KnowThis.com. Web. 21 Mar. 2015. <http://www.knowthis.com/data-collection-primary-research-methods>.

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Situation Analysis:

PEST (Political, Economic, Socio-Cultural, and Technological)

The PEST analysis will better clarify what external factors help or hinder the Madison Chamber of Commerce in its mission.

Political

The Madison government has a large Republican representation with approximately 21 elected officials. Democrat representation is at approximately 11 elected officials. The number of appointed Republican officials is approximately 65, whereas the Democrat appointed officials count is at approximately 59. If this cross-representation of the Madison government is anything like the U.S. Congress, it is very unlikely that any issue of substance will get settled in a timely manner. This could hinder the Chamber of Commerce in its mission to voice the concerns of its members in the political realm.

Ted Kennedy, Jr., was recently elected as state senator. He will serve as Senate Chair of the General Assembly’s Environment Committee and will be a member of the Public Health and Transportation Committees. Senator Kennedy’s direct involved in the listed committees could directly impact Madison government opportunities to improve park and recreation services and facilities, as well as impact transportation issues in and around the Madison area.

Opportunities may present themselves as Senator Kennedy gets more involved with environmental issues (parks and recreation services, preferably) and transportation issues. As positive issues affect Madison, the Chamber of Commerce should highlight them via social media and other forms of communication with its members and the public.

Economic

The state economy is growing slowly. Business confidence in the state in waning and employers are struggling with high costs. They are hesitant to invest in the state to create more jobs, when business owners know that a strong private sector is needed to help with job creation. With health care costs on the rise, as well as other associated business expenses, it may be difficult for shop owners to hire new employees. On the same note, it may be difficult for families who now have other financial concerns to have the money to visit a high-end shopping town such as Madison.

Another economic consideration is that Madison is known as a summer town, which means that most of its yearly business will happen between spring and fall, but far less revenue is realized during the winter months. The Chamber of

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Commerce should continue to market ideas throughout the year to help establish Madison as a year-round destination.

Social-Cultural

This ties directly in with the economy statement above. Madison is quaint and beautiful, but it is also a high-end shopping destination. Unique boutiques and expensive eateries and lodging are not for the economically challenged. They are for a demographic that has liquid assets that can be spent on a whim. This makes for a challenging marketing plan because the main demographic is usually an older individual that is looking to shop in a more noticeably fashionable area, such as Madison. A younger demographic may visit the near-by beach, but it is unlikely that they will want to visit the town due to the prices.

It may be beneficial for the town to create a weekend atmosphere that would draw the younger demographic into town to visit and stay for an evening.

Technological

Clinton, Conn. Chamber of Commerce has a very active Facebook page. Clinton posts information not only for its members, but for neighboring communities such as Madison as well. Clinton cross-pollinates information with its members and other communities to better share its message with like-minded organizations. The Madison Chamber of Commerce needs help with this.

There is an opportunity to contact the surrounding colleges to hire an intern to help with its social media campaign. The intern could help bring the Madison Chamber of Commerce up to speed with its neighbors and continue to draw in new visitors to help make Madison a year-round destination.

SWOT (Political, Economic, Socio-Cultural, and Technological)

The SWOT analysis will better clarify what internal and external factors help or hinder the Madison Chamber of Commerce in its mission.

Strengths

Madison is known as a quaint beach town. Hammonassett State Park is near by and offers summer visitors a beachfront getaway. Madison proper has a number of unique boutique shops. Stores such as Cia Bella Modal International and J. Horton offer tourists and everyday visitors unique merchandise that are found only in Madison. Madison also boasts the R.J. Julia bookstore, which creates a buzz during book signing because of its famous clientele.

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Madison has a very busy tourist season with many interests to draw in the crowds, such as movie opportunities for the family, beer and wine tasting events, as well as outdoor kids’ activities.

Madison is also conveniently traveled to by a number of methods, such as the Metro North railroad and Shoreline East, as well as a direct exit off of I-95.

Weaknesses

Madison has very strict signage usage, food truck and parking rules3. The strict signage rules restrict how businesses can highlight their stores in town and prevent people from visiting, thus potentially putting some business out of business. The food truck rules limit the owner’s parking on the green and because of the already limited parking in town, the food trucks are challenged with finding a parking spot. For a town limited on restaurants, this could turn repeat customers away from visiting Madison. Limited parking, in general, may cause repeat customers to not visit Madison knowing that parking is limited and can be frustrating.

The Madison Chamber of Commerce currently has a Facebook page, as well as a Twitter account, but both are under utilized. People tend to connect more and more online, so by not connecting more effectively online, the MCOC is loosing opportunities to help its members build their bottom line.

There is a noted disconnect between the chamber and its members on social media. The Madison shops have its own Facebook account, as does the chamber. This dilutes the message that the chamber is voicing because people have a tendency to visit the shops’ page rather than the chamber’s page.

MCOC does not have a consistent social media “voice” or personality. Its facebook voice is personable, but its Twitter voice is not. Also, its @madchamber does not communicate well.

Finally, the chamber’s motto is suited for the summer months. Sea. Shop. Stay. implies visiting while it is warm, but the goal is to make Madison a year-round destination. Visitors recognize Madison as a summer town.

Opportunities

Madison has a famous bookstore, R.J. Julia; an art cinema, Madison Arts Cinema; family activities and one of the state’s largest beaches near by. Every event and local activity is an opportunity to market on social media, expand its reach and increase its community’s bottom line.

3 Recent survey conducted by Quinnipiac University students.

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The chamber can also leverage its need for a social media intern with local colleges. Offering a limited-pay intern position throughout the year would benefit the chamber, its members, as well as the student.

Because of its proximity to much larger cities, the chamber has an opportunity to coordinate with larger businesses via social media to draw in a larger, younger demographic.

The chamber has an opportunity to re-evaluate its current tagline, Sea. Shop. Stay. from a summer theme to a year-round theme.

Finally, there are a number of weddings in Madison, especially at the beach. This is another great opportunity to cross-pollinate social media messaging with local and regional business partners.

Threats

The biggest known threat is the winter season. There are far less visitors to Madison in the cold months, which decreases revenue in the entire town.

Another threat is the disconnect between the chamber and its members. As noted above, the shops have its own Facebook page, as does the chamber, but they do not cross talk. The chamber should be working to ‘share’ everything that the shops promote, and like-wise, the shops should being doing the same with the chamber messaging. The town should be speaking with one voice, not segregated voices.

An additional threat is the possibility of shop owners pulling away from the chamber4 because they feel as if they do not have a voice because they do not speak as loudly as the banks or other similar entities within MCOC membership. The shop owners do not feel listened to.

Key issues stem from:

Madison being known as a summer destination rather than a year-round coastal destination.

Lack of knowledge and know-how regarding social media tactics, techniques and procedures.

Lack of collaborating efforts with MCOC members and other influencers.

Strict rules on signage, food trucks and parking.

44 Recent survey conducted by Quinnipiac University students.

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Stakeholders and Publics:

Stakeholders5 – The stakeholder are not only the board members of the chamber of commerce, but they include other government, local and private enterprise officials that have potential impact on the organization’s mission and objectives.

Enabling stakeholders have some control and authority over the organization.

Functional stakeholders are essential to the operations of the organization.

Normative stakeholders are associations of groups with which the organization has a common interest.

Diffused stakeholders become involved based on the actions of the organizations.

Enabling Stakeholder: Board of DirectorsCity GovernmentInfluencers such as MCOC sponsors

Functional Stakeholder: Business OwnersCustomersEmployees

Normative Stakeholder: Competitors – other coastal townsProfessional societies, such as the local art guild

Diffused Stakeholder: Community residentsMedia

Publics

Customer – These are people who receive the products or services of an organization. The chamber’s members are its first customers, however, those who visit the town and bring revenue are secondary customers to the chamber.

Producer – These publics provide input to the Madison Chamber of Commerce sponsors, such as: Madison Investment Center, Scranton Seahorse Inn, Seal Creative Marketing, Guilford Savings Bank, ProExt Professional Exterminating, The Hearth at Tuxis Pond and Elizabeth’s Café and Perfect Parties.

Enabler – These publics are groups that serve as regulators by setting the norms or standards for the Madison Chamber of Commerce. They include chamber members, such as the president, as well as the media (when they play nice),

55 "Mastering Public Relations, v. 1.0." Flat World Knowledge. Web. 4 May 2015. <http://catalog.flatworldknowledge.com/bookhub/reader/5573?e=bowen_1.0-ch07_s01>.

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some business owners and other entities that help create a successful atmosphere for the chamber.

Limiter – These publics reduce or undermine the success of an organization. Limiters of the Madison Chamber of Commerce may include the media when the media is not cooperating or a neighboring town that is strategically implementing town plans to work against what Madison is trying to promote.

The following publics have been identified as critical to the success of the campaign. Some groups and individual will belong to more than one public.

Primary Publics: Chamber membersCustomers News and media organizations

Secondary Publics: Chamber influencers, such as Chamber officials and sponsorsLocal competitors/near-by coastal towns

PLANNING

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Goals:

The campaign has two core goals:

To communicate that Madison, Conn., is a year-round coastal destination.

To create a more comprehensive working relationship with Chamber members and other influencers to enhance community communication efforts.

Objectives:

The four objectives listed below are very nested in each other. If one objective fails, the other objectives may still be fine, but if one objective succeeds, the impact could be contributed to the other objectives as well.

The objectives are numbered to better illustrate how they are associated with the strategy and tactics in follow-on sections. Objectives 1 and 3 focus on awareness and objectives 2 and 4 focus action.

1) To have an effect on the awareness of residents in surrounding areas, specifically to increase awareness that Madison is a year-round destination by 30% increase on social media in the next five months (beginning in June).

2) To have an effect on the action of residents in surrounding areas: specifically to increase the number of customers to Madison in the off months (October to April) by 15% in the off-season.

3) To have an effect on the awareness of chamber members, specifically to increase the awareness of MCOC members by engaging with them during meeting have to a 15% increase in the number of customers to Madison during the off-season.

4) To have an effect on Chamber members: specifically to work together in al marketing and communication efforts to help increase off-season foot traffic by 15%.

Key Messages:

Campaign messages have been developed to reflect the objectives and are in line with organizational goals.

Madison in the local year-round coastal destination.

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Madison is known for its friendly atmosphere, great shopping and community events.

Madison Chamber of Commerce is a one-stop-shop for town events and business ventures.

Madison Chamber of Commerce and its members work together to make Madison “The place to be year round.”

Strategic Approach and Timeline:

The 12-month campaign has three distinct elements:

Pre-launch activity, May and June 2015. This allows MCOC to share its new plan with its members to increase awareness and solicit buy-in, input and feedback before the launch. It’s an opportunity to share its new tagline, hashtag and Twitter handle as well. Tagline, hashtag and Twitter handle suggestions are available in Appendix II.

Integrated communications July and August 2015, focusing on launch events and continued coordination with MCOC members.

Continued integrated communications and management of plan September 2015 through April 2016, focusing on periodic evaluations to ensure plan is on course.

Integrated activities include:

Internal communications to generate understanding of the new strategic plan among MCOC members, to include new tagline, hashtag, Twitter handle and key messages. Initially meets objective 3, then 4.

Seminar/working groups with MCOC members, leadership and sponsors for a combined better understanding of the strategic plan and how to capitalize on social media as the main focus of the integrated communications. Initially meets objective 3, then 4.

Civic events to engage targeted publics. Meets objectives 2 and 4.

Contests to engage targeted publics. Meets objectives 2 and 4.

Artistic events to engage targeted publics. Meets objectives 2 and 4.

Interpersonal communication with publics via social media. Initially meets objectives 1 and 3, then 2 and 4.

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One-way media information exchange using press releases and media advisories. Initially meets objectives 1 and 3, then 2 and 4.

Two-way media information exchange using social media and an occasional invitation for the media to join the event rather than just to cover it. Initially meets objectives 1 and 3, then 2 and 4

IMPLEMENTATION

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Campaign Tactics:

A calendar of events is available in Appendix III. The calendar is based on the following tactics.

Pre-Launch Activity: May and June 2015

Use key messages in all communication tactics. Initially meets objectives 1 and 3, then 2 and 4.

Decide on new MCOC tagline, hashtag, Twitter handle and “voice”. Suggestions are in Appendix I. Tagline and hashtag should compliment each other. Initially meets objectives 1 and 3, then 2 and 4.

Create a Question and Answer document to have ready for questions from MCOC members, leadership and sponsors with reference to the strategic plan. Initially meets objectives 3, then 4.

Begin internal communications with MCOC members, leadership and sponsors regarding strategic plan. Initially meets objectives 3, then 4.

Hold one seminar in May and another in June with MCOC members, leadership and sponsors to educate them on the need and use of social media, to include how to integrate all efforts to reach associated objectives and goals. Initially meets objectives 3, then 4.

o Request assistance from Quinnipiac University for a PR and ICM student to build a brief and execute the brief with associated members.

o Ensure all MCOC members have new tagline and hashtag in their store windows.

Initiate one MCOC sponsored selfie contest. Contest rules and procedures are in Appendix IV. Initially meets objectives 1 and 3, then 2 and 4.

Link to similar and influential organizations via social media. Initial list is in Appendix V. Initially meets objective 1, then 2.

Initiate conversations and converse with said organizations via social media. Initially meets objective 1, then 2.

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Create survey for members to use in their stores to collect primary research of clients. See Appendix I for examples. Initially meets objectives 1 and 3, then 2 and 4.

The Launch: July and August 2015

Initiate MCOC sponsored and member supported selfie contests. See calendar of events in Appendix III. Initially meets objective 1, then 3.

Send press release to local and regional media regarding MCOC’s new tagline and hastag. Also mention first selfie contest. Initially meets objectives 1 and 3, then 2 and 4.

Invite media to participate in the first Foodies on the Green event. This is an opportunity for local food trucks to compete for best food truck via social media. Initially meets objectives 1, then 3.

Lift strict signage rules for one weekend to hold the Best Small Business Sign contest to help highlight small businesses in Madison. Initially meets objectives 1, then 3.

Continued Integrated Communications Plan: September 2015 to April 2016

Initiate one civic event for each month, from September to April. Meets objectives 2 and 4.

Invite media to participate an occasional MCOC sponsored event. Initially meets objectives 1, then 3.

Change photos on social media and website to reflect that of the coming season. See calendar in Appendix III. Meets objective 1.

Initiate once-per-month, or more, MCOC sponsored and member supported selfie contests. Meets objectives 2 and 4.

Initiate quarterly meetings with MCOC members, leadership and sponsors to ensure maximum participation is achieved by members in upcoming town events. Initially meets objectives 3, then 4

Resources and Budget

This campaign was created with the understanding that resources and the budget were very limited. Resourcing will best be achieved by the MCOC and its members working as a team and sourcing many of their own products from within the confines of their own budgets. For instance, surveys will be created by MCOC, but can be printed by participating members.

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A detailed budget is available in Appendix VI.

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EVALUATION

Evaluation should be built on a four-step process, reviewing (see Appendix VII for details):

Input (background information and research).o Initial surveys from MCOC members.

Outputs (message, exposure and audience reach)

o Milestones (see calendar of events, Appendix II.)

o Media coverage: were the key messages received and did they have a positive or negative response.

o Social media coverage – what other organizations followed the event or story?

o Event attendance – was it great than last year or greater than expected?

Out-takes (awareness, understanding and response)

o An increase in the number of online or call-in questions.

o An increase in the number of web hits or likes on social media.

o An increase in the number of requests for information regarding the MCOC or its members.

Outcomes (change in awareness, opinion and/or behavior)

o A bottom line increase for MCOC members.

o Increased foot traffic throughout Madison

o Feedback from customers via surveys both in the stores and on social media.

APPENDIX I – SURVEY ASSISTANCE

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TO Consulting highly recommends that MCOC keeps the surveys short - no more than half of an 8x11 piece of paper. Visitors will loose patience if the survey is too long. TO Consulting also suggests using both qualitative and quantitative examples from the list below to comprise the survey, but realize that this is not an exhaustive list. Be creative, but remain clear and concise. The better the survey questions, the better the responses.

Qualitative

Method Examples BenefitsTalk with customers - Similar to an interview, but less formal- The shop owner can engage more or less with different customers- Different questions can be added as the conversation continues- Remember to summarize the results so the data can be used in future planning

- What brings you to Madison today?- How often do you visit Madison?- Did you know we’re open during the winter months as well?

- No? We have a number of fun events planned. Here’s a list…- Yes? Great! Here’s a list of events we have planned for this winter…

- Did you know we’re on Facebook and Twitter?

- Immediate feedback- Opportunity to sell

Madison as a year-round destination

- Opportunity for customer to connect to MCOC via social media

Interviews (MCOC members)- Done one-on-one- Can be time

consuming

- What is the benefit of having a store in Madison?

- What can we do to bring in more visitors during the winter months?

- Do you share the MCOC posts on your FB page? Why not?

- Who do you think we should connect with via social media?

- What isn’t working regarding the

- Immediate feedback- Opportunity to learn

what is really on the minds of MCOC members

- Opportunity to learn of new ideas

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communication plan?Focus Groups (MCOC members)- 8 to 12 people in one group- Facilitated discussion

- Same or similar questions as those above

- Immediate feedback- Opportunity to crosstalk and dialogue- Opportunity to shares ideas, concerns and frustrations

Quantitative

Method Examples BenefitsSurveys- In store

- Have a survey ready for willing customers to fill out in the store- Use a variety of questions to ensure customers that visit more than one store are not getting asked the same questions repeated.

- Social media- Create a Facebook survey for customers

- Website- Create an exit survey for people visiting the MCOC and shop websites

- Surveys should be no more than two pages

- How often do you visit Madison?

- Are you connected with Madison’s Facebook and Twiiter pages? (show addresses)

- How old are you? (use age brackets (16-21, 22-29, 30-39, etc.)

- How did you commute to Madison?

- Where are you from?- What brings you to

Madison?- Did you know that

Madison is open in the winter months?

- How did you learn about Madison? (website, word-of-mouth, advertisement, social media?)

- What is your favorite thing about the town?

- Have you seen our list of town events?

- On a scale of one to five (five being highest), how woud

- In persono Can view

survey shortly after they leave

o Can engage in conversation as they fill it out

- Social mediao Easy to check

back for results

o Can easily adjust questions, if needed

o May have visitors not associated with Madison directly that offer good insight

- Websiteo May have

visitors not associated with Madison directly that offer good insight

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you rate your experience in Madison?

o Can easily adjust questions, if needed

APPENDIX II – Tagline, Hashtag and Twitter Handle

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It is important for the website and social media platforms to use the same tagline to communicate continuity between the sites. The tagline should be relatively short, catchy and should reflect the theme of the communications strategy.

The MCOC can use a number of hashtags to generate conversation, however, it should have one main hashtag that is associated with all MCOC sponsored events. The intent is to create a hashtag that people associate with Madison so the MCOC can more easily track conversation with its publics.

Currently, Madison’s Twitter handle is @madchamber. Once a handle is activated, is should not be changed, but in this case, it is highly suggested. TO Consulting has listed a number of suggestions below. Do remember that once it’s changed, MCOC should keep that handle forever. Think of a Twitter handle as being permanent, so choose wisely.

Tagline, Hashtag, Twitter Handle suggestions:

Tagline Let us be your destination Year-round fun Every day, Every season All year longEnjoy what we haveEscape to MadisonJoin the fun

Hashtag #madisonctyearround #livemadisonct #madisonctishere #visitmadisonct #madisonctdestination #madisonctisyourdestination #madisonctfunyearround #madisonctdestiny #madisonctallyear #madisonctallyearlong#madisontheplacetobe #madisonyearround#enjoymadisonct#Escapetomadisonct

Twitter handle @madisoneveryday@madisonctchamber@madisoncommerce@madisonctcoc

TO Consulting’s favorites: Tagline: Every Day, Every SeasonHashtag: #madisoneverydayTwitter: @madisonctchamber

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A note about social media:

MCOC has a small staff and may find social media engagement intimidating and time consuming. For this reason, TO Consulting made the calculated decision to limit MCOC social media to Facebook and Twitter.

As MCOC grows in its familiarity of social media, it can choose to initiate conversation on new platforms, such as Pinterest or Instagram. MCOC may even consider a blog, but for now, TO Consulting suggests keeping it simple to maximize social media’s effectiveness on the organization.

APPENDIX III – CALENDAR OF EVENTS

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Week of

Tasks Platforms & Media

Planning Begins

May 11

Decide on tagline, hashtag and Twitter handle. Create Q&A. Coordinate with QU for student assistance re: social media seminars.

None Immediately

May 18

Begin internal communications with members, leadership and sponsors. Create survey for store owners for primary research. Link to similar and influential orgs via social media

Facebook & Twitter

Immediately

May 25

Conduct first social media seminar for members. Prep colored business cards with new social media information for stores to hand out

Website, Facebook & Twitter & Media

Immediately

June 8Continue to link to other orgs via social media. Find your social media voice

Facebook & Twitter

Immediately

June 15

Initiate first selfie contest. Prep all materials with new tagline, hashtag and Twitter handle. Add TripAdvisor logo and links to MCOC website.

Website, Facebook & Twitter & Media

May

June 22

Conduct second seminar. Prep for first member supported selfie contest for 4th of July weekend.

Website, Facebook & Twitter

May

July 4

Initiate 4th of July selfie contest with support from MCOC members. Communicate “to the world” MCOC’s new tagline, hashtag and Twitter handle.

Website, Facebook & Twitter & Media

May

July 20

Favorite sign weekend. Initiate social media conversation for best small business sign in Madison. Take photos – show us your favorite – not a contest.

Website, Facebook & Twitter & Media

May

Aug 24

Invite media to participate in Foodies on the Green. A variety of trucks will be available for taste testing for a certain price. Initiate Foodies on the Green selfie contest.

Website, Facebook & Twitter & Media

June

Oct. 9

Ladies weekend in Madison. It’s time to get the ladies together before the holidays for a fun filled day. Visit Madison anytime during the weekend for discounts, specials and more. Initiate Girls Weekend selfie contest.

Website, Facebook & Twitter &

July

Sep. 14

Change photos on website and social media to reflect Madison in the fall.

Website, Facebook & Twitter

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Oct. 26

Art Culture Weekend. All art/craft related stores in Madison will have their own special events throughout the weekend. Arts panel discussion with Eric Dillner, Amy Lee and Amy Peters.

Website, Facebook & Twitter & Media

June

Nov. 23

Black Friday weekend. The deals start early Friday morning and continue through the weekend.

Website, Facebook & Twitter & Media

August

Nov. 30

Change photos on website and social media to reflect Madison in the fall.

Website, Facebook & Twitter

Dec. 14

Santa is coming to town! Initiate Santa selfie contest. Offer Christmas specials.

Website, Facebook & Twitter & Media

September

Jan.“New Year, New You” weekend festivites. All stores catering to fitness and health can offer discounts for the weekend.

Website, Facebook & Twitter

October

Feb. 8

“Love is in the Air” weekend festivites. All stores catering to Valentine’s day can offer discounts for the weekend. Initiate “Love is in the Air” selfie contest.

Website, Facebook & Twitter & Media

November

Feb. 22

Change photos on website and social media to reflect Madison in the Spring.

Website, Facebook & Twitter

March 14

“Something old, something new, something borrowed, something blue” sales event. All wedding/gifts stores can offer discounts for the weekend. Highlight catering restaurants and hotels. Initiate “Something old, something new, something blue” selfie contest.

Website, Facebook & Twitter & Media

December

April 17

“April Showers bring May flowers” sales event. All flower/gardening related stores will have discount all weekend. Initiate April Showers selfie contest.

Website, Facebook & Twitter

January

May 23

Change photos on website and social media to reflect Madison in the Spring.

Website, Facebook & Twitter

APPENDIX IV – SELFIE RULES AND PROCESS

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Selfie contests are easy to initiate, they are low cost and they often generate new social media contacts. The premise behind a selfie contest is to get the publics to engage with the contest organizers and to connect with their social media platforms. It’s fun for the contestants (usually a younger demographic) and it can be fun for the organization’s staff to watch the social media platforms to see what selfies come in through the social media feeds.

The process includes a number of rules, all of which should be published via the different social media platforms and the website.

There must be a beginning and an end. Since weekends are the most popular draw for people, consider beginning the contest at noon on a Friday and ending it on a Sunday afternoon. If most stores don’t open until noon on Sunday, consider ending the contest Saturday evening at midnight. Midnight may be applicable for contests that involve eateries open late.

Participants must “like” the organization that they are participating with and they must use each organization’s prescribed hashtag.

o Any social media platform can be used that accepts the hashtag.

There must be prizes for the first and second place winners. Third place is optional. Most organizations will offer a gift certificate to be used in a participating store.

o For the initial MCOC selfie contests (May and June), consider a $50 gift certificate for the first place selfie, a $25 gift certificate for the second place selfie and a $15 gift certificate for third place.

o For the selfie contents that are supported by the MCOC members, there will be winners chosen by the MCOC and the winners chosen by the stores. Participants may win more than one item. For instance, the MCOC may have a prize for the best selfie of its choice and J. Horton may chose someone completely different for her selfie winner.

Limit the number of MCOC member participants per contest. All 350 stores in Madison cannot participate in the same contest. Spread-load the MCOC members so contestants have to visit different parts of town for a possibility to win. This ensures cross-pollination of visitors to stores.

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o During email communication or monthly meetings, ask MCOC members who would like to participate in the upcoming selfie contests. Limit the number to 15 to 25.

o Prior to the contest, send a list to all MCOC members for awareness. The list should include all social media platforms of participating stores.

o All MCOC members should have the list to share with its customers, even if they are not participating this time.

Each contest should have certain parameters for the contestants to follow. For example, the MCOC may say, “take selfies of the your favorite store fronts and tell us why they are your favorites.”

o The parameters can be anything within reason. People enjoy taking selfies, so giving them direction and focus helps them take fun selfies and helps the organization pin down their favorites. l

o Another parameter to suggest contestants visit a certain number of stores (give them a checklist) to compete. For instance, they must visit 10 of the XX number of stores on the list.

Selfie contests are very subjective. The winner is really whomever the organization things took the best picture. Consider this:

o An organization may literally get too many photos to look through. If this is the case, the organization can count the number of entries, pick a random number as the winner. For instance, if MCOC received 345 selfies on Facebook, MCOC could pick a random number out of a hat, say 167, and consider that picture a winner.

An Example:

Facebook post:

MCOC is hosting a selfie contest this weekend, beginning at noon on Friday, May 8 to noon on Sunday, May 10. Prizes include $50 for first place, $25 for second place and $15 for third place winners. Contestants must ‘like’ MCOC at www.facebook.com/madisonchamberofcommerce and use #madisoneveryday. Take selfies of anything in the town of Madison, Conn., that has the word “Madison” on it or in it and tell us why your selfie is the best. Winners will be notified by Monday, May 11, via social media that they won. Have fun and we look forward to seeing you soon!

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Twitter post:

Selfie contest this weekend.  Visit http://on.fb.me/1zuR1vG to learn more.  We have the prizes, we just need your photos.  Good luck!

One additional selfie-type contest includes a Madison Treasure hunt. Contestants visit stores to find certain items on a list. This brings contestants to a number of stores through a certain time frame.

A word of caution: do not associate a selfie contest with any event that features alcohol, such as “Cool Drink Night” or “OctoberFest”. MCOC may receive photos through the MCOC hashtag, which is fine, however, TO Consulting suggests not to promote or encourage it.APPENDIX V – SUGGESTED ORGANIZATIONS

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Organization FacebookVisit New England

https://www.facebook.com/VisitNewEnglandFanpage

Times Square NYC

https://www.facebook.com/timessquarenyc?fref=ts&rf=214167255305329

Connecticut Cottages and Gardens

https://www.facebook.com/ConnecticutCandG?fref=ts

Visit Connecticut

https://www.facebook.com/VisitConnecticut

Connecticut Wedding Planning

https://www.facebook.com/ConnecticutWeddingPlanning?fref=ts

Connecticut Travels

https://www.facebook.com/pages/Connecticut-Travels/1592433010974990?sk=info&tab=page_info

Jenks Productions (Bridal Show 2016)

https://www.facebook.com/jenksproductions

CT Tourism https://www.facebook.com/pages/CT-Tourism/173567202656038?fref=ts

Organization TwitterVisit Connecticut

https://twitter.com/CTvisit

Visit New England

https://twitter.com/tweetnewengland/

Connecticut Cottages and Gardens

https://twitter.com/CTCandG

Jenks Productions

https://twitter.com/jenksproduction

A note about connecting with organizations:

MCOC should be connected to all Chamber members that have social media accounts.

MCOC should also be connected to local and regional competitors. Some will share and collaborate, others may not, but knowing what’s going on around Madison can be very beneficial.

Connect with any organization that might draw interest, such as Manhattan tourist companies or upcoming art or bridal events. The idea

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is to promote and share information. Also, MCOC may learn of a great idea from participating in dialogue with outside organizations.

The organizations MCOC follows do not have to be large. Sometimes the smaller investments grow into substantial ones.

Sometimes looking through the area yellow pages will offer insight as to who to follow.

Several weeks prior to a major events, connect with organizations that may help MCOC advertise and promote the event. For instance, prior to the MCOC wedding event listed on the calendar, connect with Jenks Productions as they put on the Connecticut Bridal Show each year.

Appendix VI – Budget

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Products/Events

Details Estimated Price

Business Cards

The business cards are for MCOC members to hand out to store visitors and contest participants. The cards will have MCOC information, to include social media logos and handles. Suggest making these cards simple color, two-sided and standard paper stock.

http://www.vistaprint.com

$400/10K

Yard Signs

Yard signs are inexpensive and can be used to highlight MCOC information and welcome people to an outdoor event. Signs can be used over and again.

http://www.signsonthecheap.com/Cart.aspx

$300/25 signs with wire stakes.

Surveys

Survey can be printed on regular copy paper. Survey can be distributed by MCOC to the stores or they can be sent via email for the stores to print. If surveys are kept short, MCOC and estimate at least two surveys/piece of paper.

http://www.staple.com

$45.99/case of copy paper. Estimate 2 boxes for total of $100 to include tax.

Selfie Contests

Estimate $50 per first place, $25 per second place and $15 per third place with one contest per month.

$1080 for the year, not to include business care refresh to the members.

Seminars/Working Groups

It is estimated that a MCOC member will donate space for these events. Products will include a social media handout that explains what the different platforms do and how to use them. Also included is a list of MCOC members and their social media handles

$500/seminar for light snacks, water, coffee and paper products.

4th of July Event

Limited patriotic decorations. Traditional marketing via news releases and social media. Use welcome yard signs.

$500 for decorations. $0 for traditional marketing

Favorite Sign Event

Traditional marketing and social media. $0 cost to MCOC. Each business is responsible for its own signage.

Foodies on Traditional marketing and social media. $0 cost to MCOC.

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the GreenUse welcome yard signs. Each business is

responsible for its own signage.

Ladies Weekend

Traditional marketing and social media. $0 cost to MCOC. Each business is responsible for its own signage.

Art Culture Weekend

Rent space for arts panel discussion with Eric Dillner, Amy Lee and Amy Peters.Traditional marketing and social media.

$700 for rental space for 2 hours on a Saturday. $250 for water and cookies or snacks for visitors

Black Friday Weekend

Traditional marketing and social media. $0 cost to MCOC. Each business is responsible for its own signage.

Santa is Coming to Town!

It is cheaper to purchase a Santa suit and have a MCOC member do Santa than it is to hire a real Santa. The suit can be used again.Mini candy canes to hand out to visitors.

http://www.santasuitexpress.com/?c1=sse&source=msn&kw=santasuit

http://www.candywarehouse.com/products/mini-candy-canes-1120-piece-case/

$106 for Santa Suit.$56/1120 mini candy canes$500 for decorations

New Year, New You

Traditional marketing and social media. $0 cost to MCOC. Each business is responsible for its own signage.

Love is in the Air

Traditional marketing and social media. $0 cost to MCOC. Each business is responsible for its own signage.

Something old, Something new

Traditional marketing and social media. $0 cost to MCOC. Each business is responsible for its own signage.

April Showers Event

Traditional marketing and social media. $0 cost to MCOC. Each business is responsible for its own signage.

Grand Total $4992

Appendix VII – EVALUATION

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The evaluation process should be continuous. Begin with a baseline of information, everything from how many likes the social media platforms currently have to the most recent number of people calling the MCOC for information. The baseline helps MCOC to establish a start point and allows for clear understanding of continued evaluation with numbers that either stay the same or increase.

The objectives are numbered below and are used in the chart to indicate which evaluative process would be an indicator for which objective. As MCOC tracks its progress, it will clearly see if the objective is being met.

1) The have an effect on the awareness of residents in surrounding areas, specifically to increase awareness that Madison is a year-round destination by 30% increase on social media in the next five months (beginning in June).

2) To have an effect on the action of residents in surrounding areas: specifically to increase the number of customers to Madison in the off months (October to April) by 15% in the off-season.

3) To have an effect on the awareness of chamber members, specifically to increase the awareness that MCOC and chamber members have to work together to a 15% increase in the number of customers to Madison during the off-season.

4) To have an effect on Chamber members: specifically to work together in al marketing and communication efforts to help increase off-season foot traffic by 15%.

Evaluative Process What and How Often Objective MetMilestones Every event is a milestone.

Anticipate an increase in social media and website hits. Also anticipate an increase in the number of calls for requests for information.

1, 2, 3, 4

Media Coverage Most events require traditional marketing. Evaluate local media coverage shortly after each event.

1 and 3 initially, but can be attributed to 2 and 4 when surveys are returned

Google Analytics Use Google analytics to track numbers for MCOC website and social media – how many times an

1 and 3 initially, but can be attributed to 2 and 4 when surveys

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event is mentioned. are returnedFacebook Analytics Track the numbers of new likes

weekly, and then after an event. Through the analytics, learn when it’s best to post so your publics receive the message. Who followed MCOC’s story?

1, 3 for the number of likes and 2 and 4 for an increase in selfies (Selfies show participate in Madison)

Twitter Analytics Track the numbers of new likes weekly, and then after an event. Through the analytics, learn when it’s best to post so your publics receive the message. Who followed MCOC’s story?

1, 3 for the number of likes and 2 and 4 for an increase in selfies. (Selfies show participate in Madison)

Event Attendance Use the baseline analysis to show how many people came to the same – or similar – event, then estimate how many people actually came to the event.

2 and 4

Bottom line Use the baseline analysis to show what the bottom line was for certain times of the year, then evaluate at the end of the campaign what the increase is.

2 and 4

Foot Traffic

This can be closely tied to Event Attendance, but stands alone for events such as the selfie contests. Use the baseline analysis, then evaluate after each event.

2 and 4

Feedback From Customer Surveys

Have survey available in each store through the process. Collect them and evaluate them as the campaign continues.

1 and 3 for initial survey and through out process, then 2 and 4 near end of campaign as people answer their surveys differently

Final Report

Evaluate all aspects of the campaign as you proceed, but accumulate all data into a final report to show if the objectives were reached.

1, 2, 3, 4

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