Creating, Communicating, and Delivering Value: Guidelines for Marketing EPA Partnership Programs The National Center for Environmental Innovation wishes to thank the members of the Innovation Action Council’s EPA Partnership Programs Workgroup, many EPA Partnership Program managers, and other EPA contributors who assisted us in this effort.
This document was developed for EPA managers and staff and their contract consultants to use as they develop EPA Partnership Programs. This document is not for distribution outside of EPA.
These Guidelines are not regulations and do not change or substitute for any legal requirements, as indicated by the use of non-mandatory language. They provide non-binding policy and procedural guidance and are therefore not intended to create legal rights, impose legally binding requirements on EPA or the public, nor to contravene any other legal requirements that might apply to particular Agency determinations or actions. The Guidelines outline recommended best practices and poli- cies for marketing EPA Partnership Programs. The information provided in these Guidelines does not constitute an endorsement by EPA or of any non-Federal entity or its products or services, nor does it recommend for or against the purchase of specifi c products.
U.S. Environmental Protection Agency
National Center for Environmental Innovation (1807T)
Washington, DC
December 2007
Guidelines for Marketing EPA Partnership Programs Executive Summary
Purpose The term “target decisionmakers” is used trategic marketing and branding of EPA deliberately instead of the more common Partnership Programs are essential to marketing term “target audience” because it more helpful in program design and marketing Sachieving EPA’s mission. In order to pro- strategy work. The term “target decisionmak- vide stronger and more strategic marketing and ers” conveys the idea of real individuals with branding of EPA Partnership Programs, EPA’s actual titles and roles within a company, orga- Innovation Action Council’s Workgroup on EPA nization, or household who have actual deci- sion-making authority to participate in an EPA Partnership Programs and EPA’s Partnership Partnership Program. By contrast, the term Programs Coordination Team have identifi ed “target audience” conveys the wrong image, best marketing practices for EPA Partnership that of a large, nameless and faceless mass of Programs. These guidelines take best practices people who are passive in terms of program participation. and policies and organize them into a step-by- step format to help all EPA Partnership Program What is marketing? managers effectively apply principles of market- ing and branding. EPA staff are experts on many Chapter 2 explains what marketing is and what topics, but this expertise does not automatically it isn’t, including myths about marketing. This translate into skills in marketing, which is a criti- chapter will help you understand how market- cal component of EPA Partnership Program suc- ing is more than a logo, tagline, name, or mission cess. EPA Partnership Programs that adopt these statement. best marketing principles are better positioned to achieve greater environmental results. How do you market an EPA Partnership Program? Chapters 3 – 9 take you through a step-by-step process in applying marketing principles to your program:
Guidelines for Marketing EPA Partnership Programs i • Chapter 3. Defi ne the Scope of Your • Chapter 8. Develop Your Program’s Program. This chapter helps you establish Trademarks—Name, Logo, and Tag- the scope of your program and formulate lines. This chapter explains how to work clear environmentally linked marketing goals with OGC to select the most appropriate • Chapter 4. Focus Your Program Based name, logos, and taglines for your program on the Value It Delivers to External from a legal standpoint and ensure they will Parties. This chapter helps you take a be effective in terms of marketing. potentially very large pool of people in your • Chapter 9. Promote Your Program. market and narrow it down to the segments This chapter helps you develop clear, consis- of the market that will help your program tent, cohesive, and effective communication best achieve its long-term goals. strategies. • Chapter 5. Understand Your “Target What resources can you use to mar- Decisionmakers.” (Often Referred ket an EPA Partnership Program? To As “Target Audience”). This chapter helps you identify the specifi c decisionmakers Appendices A – G contain a wide range of ad- who will be the priority for your program. ditional tools, checklists, samples, and resources By knowing your target decisionmakers and that you can use as you market your EPA Part- their needs, you can apply the principles of nership Program. marketing to meet those needs. For additional information please visit the • Chapter 6. Develop Your Program’s EPA Partnership Programs Intranet site at “Positioning Statement.” This chapter
ii Guidelines for Marketing EPA Partnership Programs Table of Contents
Chapter 1. Introduction...... 1 Why is marketing important to EPA? ...... 1 Strategic marketing goals for EPA Partnership Programs...... 1 What is marketing? ...... 2 What is a brand? ...... 2 What will these guidelines help you do? ...... 3 Who should use these guidelines?...... 3 What is the goal of this document? ...... 3 What sources were used in producing this document? ...... 4 Chapter 2. Understand What Marketing Is and Isn’t...... 5 What is marketing image?...... 5 What are the myths of marketing? ...... 6 How do you create a marketing strategy? ...... 7 Chapter 3. Defi ne the Scope of Your Program ...... 8 Identify what your program represents ...... 8 De ne the market for your program ...... 9 De ne your program’s scope ...... 9 Build your program and its marketing strategy around core competencies ...... 10 Create a marketing goal ...... 11 Create marketing objectives ...... 12 Chapter 4. Focus Your Program Based on the Value it Delivers to External Parties ...... 13 Focus your program ...... 13 Criteria for segmenting ...... 14 Chapter 5. Understand Your “Target Decisionmakers” ...... 16 Understand your target decisionmakers ...... 16 Create a vivid pro le of a single target decisionmaker ...... 18 De ne EPA’s image among the target decisionmakers...... 19
Guidelines for Marketing EPA Partnership Programs iii Chapter 6. Develop Your Program’s “Positioning Statement” ...... 20 Use a template to create a positioning statement ...... 21 Make sure your statement matches EPA’s mission and values ...... 22 Leverage cultural values ...... 23 Incorporate relevant customer service and accessibility standards into positioning statement. . 23 Gain buy-in from program staff and allies on your positioning statement...... 24 Consult with your of ce’s communications staff...... 24 Consult with the Of ce of Public Affairs on possible positioning statement ...... 24 Chapter 7. Recognize Strong Environmental Performance...... 25 Select the number of levels to recognize...... 25 Recognize strong environmental performance—Select the level to recognize ...... 26 Adhere to compliance screening guidelines ...... 28 Chapter 8. Develop your Program’s Trademarks---Name, Logo, and Taglines. . 29 Create a name and logo ...... 29 Create a program tagline...... 31 Work with the Of ce of General Counsel to select and protect your marks ...... 31 Test program name, logo, and tagline ...... 33 Create guidelines for appropriate use of trademarks ...... 33 Chapter 9. Promote Your Program ...... 35 Identify your touch points ...... 35 Reinforce the positioning statement ...... 36 Work with a “creative team” to create materials...... 37 Use EPA name, seal, and logo appropriately in materials...... 38 Adhere to EPA’s “endorser branding strategy”...... 38 Make sure your materials are accurate, consistent, and accessible...... 39 Submit communication materials to PROTRAC ...... 39 Ensure communication channels are on message ...... 40 Train staff to communicate about the program...... 40 Appendices ...... 42 Appendix A: Senior EPA Leadership Marketing Checklist ...... 43 Appendix B: Program Manager’s Marketing Checklist/Worksheet ...... 44 Appendix C: Key De nitions...... 54 Appendix D: Program Marketing When Decisionmakers Are Household Consumers...... 56 Appendix E: Program Marketing When Decisionmakers Are in the World of Business...... 58 Appendix F: Suggested Reading ...... 59 Appendix G: Suggested Web Sites ...... 60
iv Guidelines for Marketing EPA Partnership Programs Chapter 1: Introduction
Why is marketing important to EPA? environmental results and thereby contribute to the Agency’s many other activities to protect Do any of the following statements sound famil- public health and the environment. Just like the iar to you? world’s most successful companies, well-de- • My new program needs just a name and a signed EPA Partnership Programs apply the prin- logo. Why bother with marketing? ciples of marketing to everything they do. • My program already has a name and logo so At the same time, the EPA name has come I don’t need to worry about marketing. to represent a highly respected and valued • If a marketing issue comes up, I would just brand—built up over decades of hard work by bring in a communications specialist to thousands of people.1 Its value to all of us in resolve it. the Agency in fulfi lling our mission of protecting • At EPA we are primarily scientists, engineers, public health and the environment is immea- attorneys, and policy analysts. Why worry surable. Protecting the EPA name is therefore about marketing? critically important, especially by EPA Partner- • My program doesn’t advertise so I don’t ship Programs that tend to be highly visible to need marketing. outside parties. You may have heard these statements, and you Strategic marketing goals for EPA may have even said them yourself. To a large ex- Partnership Programs tent, they refl ect some of the myths of market- ing EPA Partnership Programs. In June 2004, then Deputy Administrator and now Administrator Steve Johnson signed the Marketing is critical and central to the success of Charter for Coordinating and Managing EPA’s every EPA Partnership Program. The effective- Partnership Programs. This charter called on ness of a program’s marketing frequently deter- EPA Headquarters and Regional Offi ces to mines whether a program will achieve signifi cant
1 Roper. (2002). Green Gauge 2002: Americans Perspective on Environmental Issues: New York, NY. 2001 showing that 66% of Americans believe EPA is fulfi lling its responsibility to protect the environment very/moderately well.
Guidelines for Marketing EPA Partnership Programs 1 improve the design and coordination of EPA The most obvious EPA Partnership Program Partnership Programs, enhance their customer- marketing activities are producing and distribut- orientation, and ensure delivery of meaningful ing brochures, producing Web sites, organizing environmental results. To assist the Headquar- recognition and media events, and sending let- ters and Regional Offi ces, this charter directed ters to potential partners inviting them to join the Offi ce of Policy, Economics, and Innova- programs. There are many other less obvious tion to develop guidelines for EPA Partnership marketing activities that EPA Partnership Pro- Program design, measurement, and branding, a grams conduct that are just as important—de- central component of marketing. ciding who the program will target for joining, developing persuasive messages to deliver to Stronger and more strategic marketing of EPA them, identifying the most valued incentives, Partnership Programs is critical to achieving selecting who would be best to deliver these EPA’s mission. The Agency is currently sup- messages, and determining the most effective porting a growing number of EPA Partnership channels to deliver these messages (e.g., bro- Programs, which often operate independently in chures, e-mail, phone calls, trade magazines, let- terms of communications and marketing. These ters). All EPA Partnership Programs make these guidelines call on all EPA Partnership Program decisions but perhaps not always as strategically managers to take the necessary steps to ensure as they could. the Agency moves towards fewer but stronger programs linked to each other and the Agency’s What is a brand? brand and mission. It is critical that EPA pro- Branding is a component of marketing. A brand grams targeting similar outside groups appear to is not merely a logo, icon, tagline, slogan, name, be as coordinated as possible in all marketing, or mission statement. Rather, a brand is about branding, and communications.2 a relationship between a particular group What is marketing? of people—target decisionmakers—and the value they perceive in a particular product, For our purposes, marketing is the process by service, company, or organization as symbol- which EPA convinces outside actors—compa- ized by a name. Simply put, a brand is about a nies, governments, individuals—to voluntarily promise (or “value proposition” as described take actions to protect public health and the in the Guidelines for Designing EPA Partnership environment. Marketing is about increasing the Programs) symbolized by a name. A company receptivity of the target decisionmakers (see uses a name to represent a promise it makes to Appendix C: Key Defi nitions for a defi nition target decisionmakers, a promise that its prod- of target decisionmaker). Perhaps more than ucts will consistently solve one of their pressing anything else marketing will determine the likeli- problems. A strong brand is perceived positively hood target decisionmakers will take the action by target decisionmakers and represents some- steps EPA is asking them to take.
2 While this document focuses on strategies, it is important to remember that these strategies are used to promote an EPA Partnership Program that is based on achieving environmental results. These Guidelines should be read and used in conjunction with other guidance regarding the design and measurement of EPA Partnership Programs.
2 Guidelines for Marketing EPA Partnership Programs thing they believe will deliver signifi cant value in ply principles of marketing. solving these problems both on a rational and • Ensure that programs are scoped to deliver emotional level. on the expectations of target decisionmakers and stakeholders. The EPA name can be seen as the brand rep- resenting the promise the Agency makes to the • Help programs create a cohesive and com- American people to ensure they are properly pelling image and communicate it effectively. protected from environmental risks. • Protect and enhance EPA’s credibility and reputation. EPA’s Offi ce of Public Affairs is responsible for the Agency’s brand through the concept of Who should use these guidelines? “One Agency, One Voice.” OPA is charged with We developed these guidelines primarily for the ensuring that all EPA Partnership Programs following audiences: communicate consistently about the Agency’s promise. While many principles of branding ap- • EPA Partnership Program Managers ply to EPA Partnership Programs, the EPA brand and Program Staff can use these Guide- is paramount. It is critical that EPA Partnership lines to plan and design new, improved, or Programs take steps to ensure they are fully expanded EPA Partnership Programs. integrated with the EPA brand. • EPA Managers and Senior Decision- makers can use these Guidelines to assess What will these guidelines help existing, new, improved, or expanded EPA you do? Partnership Programs. These guidelines are the third part of a set • Consultants to EPA Partnership including Guidelines for Designing EPA Partnership Programs can use the Guidelines to better Programs and Guidelines for Measuring the Per- assist the EPA staff members they work with. formance of EPA Partnership Programs. The entire What is the goal of this document? set of guidelines should be used in developing and operating EPA Partnership Programs. See The primary goal of this document is to help the following EPA internal Web site: you develop a strategic program “market posi- tioning statement” that will serve as the “DNA”
• Help managers and staff understand and ap- 3. Our program is a
Guidelines for Marketing EPA Partnership Programs 3 4. That provides . is widely regarded as the seminal book on the fi eld of social or public sector marketing.) 5. Unlike
4 Guidelines for Marketing EPA Partnership Programs Chapter 2: Understand What Marketing Is and Isn’t
hat makes people want to Even a relatively small Partnership Program can participate in your program? Is it have a signifi cant impact—positive or nega- W the services or recognition you tive—on EPA’s name and reputation. offer, is it how they feel when they make posi- tive environmental decisions, or a co-benefi t like tion and especially what they think about the cost savings? The answers to these questions value your program promises to them. point to your program’s marketing strategy and • Your program has a strong marketing image activities. Strategic marketing is focused heavily if these individuals have heard of your pro- on the perceptions of the target decisionmak- gram, understand it, and believe it can offer ers. It involves how they perceive your program signifi cant value, the kind of value you want and the value they believe it provides, including them to see in it. everything they experience, see, hear, and think • If these individuals haven’t heard about your about your program. This perception infl uences program, misunderstand it, or don’t value it their receptivity to taking the action steps you in the way you want them to, your program want them to take. still has a marketing image. It’s just a weak marketing image. This chapter answers the following questions: • If your program confuses people, frustrates • What is marketing image? them, or upsets them, you not only have a • What are the myths of marketing? weak marketing image, you may have one What is marketing image? that undermines not only your program but the Agency’s overall effectiveness. For these guidelines, we will use the following Example defi nition for marketing image: A recent phone company campaign em- • The program’s marketing image can be seen phasizes the need for a strong marketing as the sum total of what target decisionmak- image. The phone company conducted ers think about your program and organiza- research and found that its customers
Guidelines for Marketing EPA Partnership Programs 5 had a very negative perception of the information or the right kind of information. brand, or marketing image. They felt that Unfortunately, the research shows that just the company was slow, unresponsive, and providing information rarely has a signifi cant out of touch with their needs. To rem- environmental impact. 3 edy this situation, the phone company 3. Myth: Marketing is not something a launched a new marketing campaign fo- program manager needs to worry cusing on the company’s commitment to about (just leave it to the communi- customer service. But the company didn’t cations person). do anything to improve its internal opera- tions including customer service. Because Marketing is an activity that requires the the company didn’t live up to its market- work, experience, and skills of your entire ing promise, it lost even more credibility program staff. But it also requires at least with its customers. one individual with strong strategic market- ing and marketing expertise to lead the What are the myths of marketing? effort, someone respected by the team. If 1. Myth: You only need marketing when your team doesn’t have such an individual, you deal with the household consum- consider training opportunities and enlisting er market. a highly skilled marketing consultant (see the EPA Partnership Program Coordinator for Marketing is not just important when dealing suggestions on how to secure these skills). with the household consumer market. Some people mistakenly believe they don’t have 4. Myth: Marketing is too expensive for to worry about marketing if their program my budget. targets the business community or other In short, marketing does not need to be governments. Lack of a solid marketing expensive. Marketing is rooted less in expen- strategy and implementation will reduce the sive, splashy campaigns than it is in making a environmental impact of your program even clear and valued promise to target decision- if it targets the business community or other makers and then consistently communicating government agencies. and delivering on it. One thing is certain: not 2. Myth: Providing information is the thinking about marketing is far more expen- most important thing, more impor- sive in the long run than making an upfront tant than marketing. investment in it. Lack of strategic marketing could mean that your program wastes valu- Many environmental professionals would like able resources targeting people or organiza- to think people, organizations, and companies tions that will never take the desired action will do the “right thing” if only they had more
3 See Schultz, P. W. (2002). Knowledge, information, and household recycling: Examining the knowledge-defi cit model of behavior change. New Tools for Environmental Protection: Education, information and voluntary measures. T. Dietz and P. C. Stern. Washington, D.C., NATIONAL ACADEMY PRESS: 67-82. See also Fostering Sustainable Behavior. An Introduc- tion to Community-Based Social Marketing by Doug McKenzie-Mohr and William Smith. New Society Publishers 1999.
6 Guidelines for Marketing EPA Partnership Programs steps, or it wastes resources by using mes- • Chapter 3. Defi ne the Scope of Your Pro- sages or incentives that won’t motivate them gram to act. • Chapter 4. Focus Your Program Based on the Value it Delivers to External Parties How do you create a marketing • Chapter 5. Identify Your “Target Decisionmak- strategy? ers” Marketing strategy is a dynamic process that • Chapter 6. Develop Your Program’s “Position- focuses on elements from scoping your program ing Statement” to communicating about it effectively. All of • Chapter 7. Recognize Strong Environmental these elements interact dynamically, and all affect Performance how others will perceive your program. Together, • Chapter 8. Develop Your Program’s Trade- they create a strong marketing strategy. marks—Name, Logo, and Taglines These marketing guidelines focus on each of • Chapter 9. Promote Your Program these elements—helping you create a strong, effective program, and as a result, an effective marketing strategy.
Guidelines for Marketing EPA Partnership Programs 7 Chapter 3: Defi ne the Scope of Your Program
f you don’t know where your program is Identify what your program repre- going, then how will you know when it gets sents there? Marketing strategy is the outgrowth I The fi rst step is formulating a clear sense of of scoping your program and then formulating what your program represents to others. A clear clear environmentally linked marketing goals marketing strategy starts with clear thinking based on that scope. Defi ning the scope of a about the program. program can be tricky. One danger is creating a marketing strategy that is too broad in scope As you begin formulating your program, think and tries to be too many things to too many about: people. Another danger is creating a marketing • What does my program stand for? strategy that is so limited in its scope that it has • What am I offering target decisionmakers? no connections to other EPA Partnership Pro- gram efforts or room for future growth. With a • Is the promise of my program compelling clear sense of your program’s marketing goals enough for target decisionmakers to re- and objectives, you can help ensure the long- spond? term success and survival of your program. • What do I want people to walk away think- ing about my program? This chapter will help you: • What words would I use to describe my • Identify what your program represents program? • Defi ne the market for your program • What are all the ways my program will inter- • Defi ne your program’s scope act with others? • Build your program and its marketing strat- • How will program interactions create value egy around core competencies in the minds of target decisionmakers? • Create a marketing goal As big picture as these questions seem, they are critically important in applying marketing • Create marketing objectives principles to your program. Unless you clearly
8 Guidelines for Marketing EPA Partnership Programs articulate your program’s value and promise, you the chance of becoming known as the solu- can’t expect others to understand or value it. tion that truly satisfi es that need.
Defi ne the market for your program A more focused program and marketing strategy also means your resources do not Before you can defi ne your program’s marketing have to be spread across such a large and goal, you should defi ne the market in which it is general marketplace. Attempting to be too operating. Your program’s market is the category many things to too many different target of people, consumers, producers, organizations, decisionmaker groups (or too large a group) and professionals that the program will be tar- is a recipe for failure, yielding few, if any, envi- geting. Your subsequent marketing strategy relies ronmental results. on knowing this market well. 2. Don’t make your program so focused Defi ne your program’s scope that it has nowhere to go
Once you have defi ned the market in which The other extreme—a too narrowly fo- your program is operating, the next step is nar- cused program that does not plan for future rowing the scope of your program within that expansion—also has risk. Be sure to consider market. To create a strong marketing strategy, ways your program can satisfy a similar need scope your program carefully—what it will of other target decisionmaker groups once it do and how it will provide service. If it is too has established itself and achieved its objec- general, then it won’t provide value to anyone; tive with the fi rst target decisionmaker group. if it is too specifi c, your program could become isolated and might not be able to grow. Example Consider the ENERGY STAR® Program 1. Focus your program as an example. The fi rst ENERGY STAR A focused program equates to a more Program targeted key manufacturers and powerful marketing strategy. Why? Market- consumers of personal computers. Once ing professor Michael Ryan illustrates this the program was fi rmly established as the point using the example of “warm tea.” Many respected resource for cutting com- people love hot tea. Many also love to drink puter-related energy waste, the program iced tea. But demand for warm tea is nearly pursued something akin to a “brand ex- zero. A common mistake by Partnership tension.” The “brand extension” extended Programs is trying to be too many things to the ENERGY STAR labeling concept too many different people. By doing so, you to copiers, fax machines and eventually will end up offering the equivalent of “warm dozens of other product markets. The tea,” delivering little value to anyone. brand extension allowed EPA to lever- age the relationships, exposure, meaning, The same is true for your program. If you and value the ENERGY STAR name had focus on satisfying a particular need for a for personal computers into these other particular group of people, your program has markets. By doing so, EPA saved signifi cant
Guidelines for Marketing EPA Partnership Programs 9 time and money, reduced the risk of fail- In the world of marketing, this issue can be ure, and increased the chances of success described as leveraging existing “brand equity” and program effectiveness. through the process of “brand extension.”
3. Create a plan to extend into addition- 4. Explore opportunities to coordinate al initiatives program design and marketing strate- gies with other government programs Be forward thinking when you develop your program’s marketing strategy and name. EPA Partnership Program developers should One danger is creating a program name that consult with OGC and the IAC Partnership can’t easily move into other markets or be Program Workgroup on opportunities to extended into other initiatives. As you plan coordinate with other programs within the your program and its name, be sure to plan Agency or the federal government. In some for future growth. cases, sharing program concepts and extend- ing a program name and marketing strategies Example to include these new ideas may be the best Let’s assume for a moment, that EPA did way for enhancing Agency effectiveness and not launch the ENERGY STAR program saving government resources. for computers back in 1992. Let’s also assume instead that EPA was thinking only Build your program and its in terms of computer equipment and marketing strategy around core launched a program called the “Comp-u- competencies ffi ciency Program” or some such name. After identifying your market and focusing the The poor program name notwithstanding, scope of your program, you should ensure EPA might have had a very diffi cult time that your program has the means to fulfi ll the extending the program into houses as it promise you are making to customers. The best did with “ENERGY STAR Homes,” into way to do this is to build your program solidly commercial buildings as it did with “ENER- around both the Agency’s core competencies GY STAR Buildings,” or even space-heating and your program team competencies. products or consumer electronic products like “ENERGY STAR-labeled TVs” or “EN- Identify Agency core competencies ERGY STAR-labeled furnaces.” Your task will be identifying those Agency core EPA would face a different decision: Es- competencies that best support your program, tablish an entirely new name that would particularly those that are unique to EPA. (In take years to establish or invest heavily some cases it will be critical to also identify in changing and explaining its new name. and recognize EPA weaknesses as perceived by Long-standing partners in the computer- outside parties.) related program might not understand why the EPA is suddenly moving into To help you produce a market positioning state- home electronics. ment described later in this document, consider
10 Guidelines for Marketing EPA Partnership Programs the following core competencies often consid- are also available through the new GSA sched- ered unique to EPA and general points of differ- ule approach to federal contracts. Through the entiation from other agencies and organizations: new GSA schedule approach to federal con- tracts, program offi ces can quickly and easily tap 1. EPA is one of the most visible, widely known, national and world experts in a wide variety of and respected environmental organizations subject areas (including marketing and branding). in the United States (high nationwide “name recognition” outside the Washington Beltway, Don’t forget to consider the expertise available which few other organizations enjoy). through OGC. OGC has trademark experts and is the only appropriate source for trade- 2. EPA is often considered to be among the mark searches, opinions on availability or the most technically skilled environmental organi- risks associated with your choice of trademarks, zations in the United States. or applying for registrations. 3. EPA has signifi cant technical, analytical, and Example communications expertise. If Volvo, for example, built its marketing 4. EPA is a very large environmental organiza- strategy and brand around product safety tion and one of the few with national reach but lacked the expertise to deliver on this (given the EPA regional offi ces, labs, etc). “promise,” it would not be the successful brand it is today. Volvo succeeded as an 5. EPA has the ability to bring a wide variety of “excellence in safety” brand because cre- stakeholders together and signifi cant experi- ating safe vehicles is a core competency ence balancing the perspectives of a wide of the company, supported heavily by the variety of stakeholders. Swedish government, and demanded by 6. EPA is one of the few organizations in the the Swedish public. Workers at the com- United States with environmental regulatory pany have both the strong commitment powers at the federal level. to safety and the expertise to deliver it.
Identify program team core Create a marketing goal competencies One of the most important steps in creating a Your program team’s core competencies are program marketing strategy is clearly identifying also important to the long-term success of your its marketing goals and objectives. Every decision program. To build a strong marketing strategy, you make as you develop, market, and commu- take an honest look at your team’s skills and nicate about the program should be designed to experience. Make a special effort to identify accomplish these goals and objectives. areas of expertise within your team that other Marketing goals are broad. Think of your goal as potential players in your “market” may not have. a long-term vision statement of what you want Or identify areas where your team is much the program to accomplish in fi ve to 10 years. stronger than other players. Consulting fi rms
Guidelines for Marketing EPA Partnership Programs 11 Create marketing objectives Example A hypothetical EPA Partnership Program Marketing objectives are specifi c and measur- might be one designed to reduce the able. Objectives map the steps you need to take environmental impacts associated with to accomplish your marketing goal. Marketing government-related air travel (note that experts defi ne objectives in the following ways:4 the Guidelines for Designing EPA Partner- 1. Measurable. Usually this means it’s ship Programs has a chapter dedicated to quantifi able. this hypothetical program). This program would be designed to get U.S. govern- 2. Time delimited. ment employees to take the train or bus 3. Single minded. Your objectives need to be instead of an airplane for “short haul” single-minded enough to help you choose trips when traveling on offi cial govern- between competing actions. ment business. Using the hypothetical green travel program, the program’s 4. Realistic and achievable. marketing objective might be: 5. Integrated. All objectives should link natu- Increase the market share of green busi- rally to higher and lower-level objectives. ness travel (e.g., train vs. air travel when it’s time- and cost-competitive) by federal employees from 5 percent to 20 percent by 2010.
4 Nordhielm, C.L. , Marketing Management: The Big Picture (John Wiley & Sons 2005).
12 Guidelines for Marketing EPA Partnership Programs Chapter 4: Focus Your Program Based on the Value it Delivers to External Parties
strong marketing strategy generates the ity of appealing to this group increases. interest of target decisionmakers by Consider the hypothetical example of an EPA focusing on what they want and need. A Partnership Program that promotes a voluntary It promises only what it can deliver and does so standard for “green airports.” If the program is without diluting itself. Since most EPA Partner- typical, it will not have suffi cient staff or budget ship Programs have signifi cant resource con- in any given year to reach and convince more straints, focus on only those target decisionmak- than a fraction of the managers of the 20,000 ers you can realistically reach with the resources airports in the United States. you have. This step helps you take a potentially very large pool of people in your marketplace Let’s assume the program can reach 100 airport and narrow it down to the segments of the managers in a given year. Should the program market that will help your program best achieve randomly select the 100 airports it can reason- its long-term goals. In the fi eld of marketing this ably reach over the next year? Should it simply is called segmenting the market or just select the largest 100 airports? segmenting. The answer is neither. Segmenting is the act of This chapter will help you: strategically selecting which 100 to target. If, for example, the program can offer substantial cost • Identify what constitutes a good market savings to airports, one segmenting approach segment. might be to fi nd and target the 100 U.S. air- • Segment your target decisionmakers. ports undergoing major cost-cutting initiatives. Focus your program The managers of this airport “segment” may be Segmenting is a tool that allows you to focus more receptive to the program since the pro- your efforts on a particular, highly receptive, and gram aligns with their goals. They are more likely reachable decisionmaker group, saving your pro- to join the program and therefore increase the gram resources and increasing its effectiveness. program’s environmental impact. Note, however, If you segment properly, the size of your target that this one of many ways to segment the mar- decisionmaker group shrinks and your probabil- ket of U.S. airports.
Guidelines for Marketing EPA Partnership Programs 13 Another effective segmenting approach is by 2. The segment is small enough for your stage of behavior. For example, it may make program to reach with the resources strategic sense to target 100 airports that have it has. If there are too many decisionmakers adopted at least some environmental measures for your program to reach by calling, mailing, due to their likely receptivity. (See the Chapter or meeting with them, you need to narrow 5 reference to stages of behavior: Awareness, your segment. Understanding, Relevance, Trial behavior, Satisfac- 3. The segment is large enough to make tion, Loyalty/long-term engagement). a signifi cant environmental impact. Private Sector Example If your segment is so small your program In the fast food category, companies have wouldn’t have a signifi cant environmental focused on taste (Wendy’s), freshness/low impact even if you convinced the entire seg- fat (Subway), and customization (Burger ment to join your program, you may need a King) to “steal” customers from the mar- larger segment. ket leader (McDonalds). Note that these 4. The segment is accessible to your companies deliver not just on these spe- program. If you don’t have a communica- cial benefi ts of taste, freshness, or custom- tions channel to effectively reach decision- ization; they deliver at some level on the makers in the segment and expose them to main benefi t of this market emphasized your program, then you need to consider a by the leader: convenience. They rely on different segment. McDonalds to attract consumers to the category of fast food based on their need Consider Subway, from the example above. It is for convenience and then “steal” some very likely the marketing strategists at Subway of McDonald’s customers who highly know that their marketing/advertising budget is value one of these benefi ts, like taste, by too small to reach all consumers of convenient emphasizing that benefi t. “quick-service,” or “fast food” as it is commonly called. They probably don’t have the market- Criteria for segmenting ing budget nearly as big as the market leader, You know you have a good segment of decision- McDonalds. Besides, not all fast food consumers makers to target if: would be interested in the kind of food offered by Subway. So Subway marketing strategists are 1. The segment contains decisionmak- likely to segment the fast food market of con- ers most likely to value what’s offered sumers according to value they place on health, by your program. If the segment contains fi tness, and freshness. Subway marketing strate- decisionmakers who are not among those gists then look for some practical ways of divid- who would value your program the most, ing up or segmenting consumers based on their consider another segment. You want the values of health, etc. Through market research, most receptive decisionmakers you can fi nd. they may have determined, for example, that the group of people who exercise at least twice a
14 Guidelines for Marketing EPA Partnership Programs week 1) values health and fi tness suffi ciently to Example place a high value on Subway food, 2) is a small A hypothetical EPA Partnership Program enough group that their marketing/advertising to green federal employee business travel budget can reach it, 3) is large enough to draw could segment by desire to be better enough customers to their stores to make them environmental stewards (focusing on profi table, and 4) is reachable through the TV employees who wish they were better programs, radio programs, magazines, etc. that environmental stewards). are viewed heavily by this group. Marketers and branding specialists today EPA Partnership Programs target businesses, rely less on demographic segmentation schools, nonprofi ts, individuals, and other gov- and more on the qualitative types of fac- ernments. Marketers generally use four types tors that you get from behavioral, attitudi- of segmentation5 to narrow down household nal, and aspirational segmentation. Market consumer decisionmakers: 1) demographic, 2) research shows that a simple demograph- behavioral, 3) attitudinal, and 4) aspirational. ic screen (e.g., age) is much less likely to predict the behavior of a group of people Demographic segmenting is done with an attri- than it was 20 years ago. bute of the target group such as their geographic location (e.g., Midwest vs. West Coat or urban vs. Note that the household consumer rural), education level, or family status (e.g., par- market is the most challenging in terms of ent, married, single), etc. Behavioral segmenting segmenting. In most cases, an EPA Part- is done with a particular behavior by the target nership Program will not have suffi cient group. For example, Subway may target people resources to reach and infl uence more who exercise at least twice a week. Attitudinal than a tiny fraction of household consum- segmenting is done with attitudes. For example, ers on its own. If meaningful environmen- Subway marketers may target people who tal results depend on reaching more than believe, based on market research, that exercis- a few hundred thousand household con- ing and nutrition are important. Aspirational sumers, you will probably need to partner segmentation refers not to current attitudes with an entity with greater capacity to but to wishes, hopes, and dreams of the target reach and infl uence them. decisionmakers. Aspirational segmentation has been used in weight loss marketing, playing on people’s inner desires to become thin, active, and/or healthy.
5 Nordhielm, C.L. , Marketing Management: The Big Picture (John Wiley & Sons 2005).
Guidelines for Marketing EPA Partnership Programs 15 Chapter 5: Understand Your “Target Decisionmakers”
our program’s marketing image doesn’t See the Guidelines for Designing EPA Partner- exist on paper. It exists in the minds of ship Programs for additional suggestions on Yyour customers or target decisionmak- how to develop a deep understanding of target ers. For a program to be successful, it is criti- decisionmakers. cal that the program’s marketing image—the Understand your target decision- promise of what it can do—resonates with the makers target decisionmakers. And you can’t infl uence someone you don’t know very well. So who are Once you’ve segmented the market of potential they? This step is about identifying the specifi c decisionmakers and identifi ed a general sense decisionmakers who will be the priority for your of your audience, get specifi c: develop a clear program’s marketing strategy. You need to know understanding of their current practices, needs, who they are, what they need, and what pro- and how they think. This information is essential vides value to them. Once you know, you can in developing an effective program. continue building a program—and a market- Surveys, focus groups, and one-on-one conver- ing strategy—that is effective in meeting those sations can be important. But a few conversa- needs. tions with the target decisionmakers or even a This chapter will help you: few good surveys or focus groups often do not provide the depth of understanding necessary • Understand your target decisionmakers. to build a strong marketing strategy and effec- • Create a vivid profi le of a single target deci- tive program. Like a good anthropologist, you sionmaker. need to spend considerable time observing their • Defi ne EPA’s image among target behavior in their “natural habitat” (where they decisionmakers. work, live, or play), talking to the target decision- makers, viewing the world through their eyes.
16 Guidelines for Marketing EPA Partnership Programs Consider the following ideas for gaining access tist by training, you will have to leave this world to their “natural habitat”: view “at the door” unless the target decision- makers happen to be environmental scientists. 1. Offer to meet potential target decisionmak- ers at their offi ces and facilities (instead of To build an effective marketing strategy, you yours). should be able to answer questions like:
2. Ask for a tour of their offi ces and facilities 1. What is the practice or attitude I am trying and if anyone would mind if you chatted with to change with my target decisionmakers? people along the way. 2. What is the aspiration that I am appealing to 3. Ask if you can attend gatherings for their in target decisionmakers? industry, profession, etc. 3. What are their current practices, attitudes, 4. Invite people to meet informally for coffee and environmental practices? instead of only in formal offi ce settings. 4. What needs of theirs are being satisfi ed by 5. Read their trade publications or other ma- their current practices? terials when insiders are speaking to other 5. What are the barriers to their changing their insiders. practices? 6. Review materials used by companies with 6. What benefi ts or incentives could I offer a successful track record in selling to your that would convince them to change their target decisionmakers. practices? 7. Find a few knowledgeable and respected Marketing campaigns typically aim to move tar- “insiders” willing to spend extra time to edu- get customers through the following stages: cate you on their world. If you have trouble, investigate whether a consulting fi rm can 1. Awareness identify and give you access to such individu- als. 2. Understanding
8. Ask questions like “How did you get started 3. Relevance in this fi eld?”, “How would you describe the 4. Trial behavior organizational culture in your fi eld, company, industry, etc?”, “How are decisions about 5. Satisfaction environmental matters made in this fi eld, 6. Loyalty/long-term engagement industry, company, etc.? Each of your program’s target decisionmakers During this observational process, do your best might be at a different stage on the continuum. to eliminate your cultural and professional biases. It is important to understand where they are in For example, if you are an environmental scien- terms of these stages so you can move along
Guidelines for Marketing EPA Partnership Programs 17 the model towards behavior change and loyalty. 2. What kinds of issues do they worry about In order to change practices, they need to be most? aware of the issue, program or product being 3. What do they feel are their greatest accom- promoted. Once they are aware, they need plishments? to understand enough about the program’s marketing image to begin to believe that it is 4. What kinds of principles, individuals, and relevant to them. Once relevance has been es- organizations do they respect and value? tablished, the target audience is likely to try the behavior. Assuming that they are satisfi ed with Example the experience, they are likely to become a loyal The following is a hypothetical, generic supporter of the program (yielding meaningful profi le based on market research: Your environmental results). target decision makers are mid-level manufacturing executives between 45 Create a vivid profi le of a single and 55 years old. target decisionmaker A more vivid profi le might be: Jane Smith. The purpose of this step is to create an image She’s 53 years old, worked for Acme of an individual target decisionmaker that is so Pharmaceuticals, Inc. for 10 years, most vivid and concrete that everyone on your team recently as vice president of manufactur- will understand who you are targeting. Knowing ing. She received a bachelor’s in mechani- this target decisionmaker will help your entire cal engineering from the University of program team be customer-focused when cre- Michigan and her evening MBA from ating communications materials and interacting Rutgers. She is most proud of playing a with others about the program. The profi le will role in helping provide new medicines help them better deliver on the promise of your to people that need them. At work she marketing image. faces continual pressure to reduce the time-to-market of two new drugs while Marketing experts tell us that generic statisti- also rapidly increasing production of the cal profi les of target decisionmakers tend not company’s old blockbuster drug. She has to encourage the creative, customer-focused two kids in high school and a husband thinking as a vivid profi le of an individual target who works from a home offi ce. decisionmaker who your team can relate to. The kinds of questions that you want to ask to develop this profi le include:
1. Do the target decisionmakers do anything similar to the desired action steps you are seeking? Why?
18 Guidelines for Marketing EPA Partnership Programs Your program’s team will have an easier time Example developing a strong marketing strategy and mar- Many potential target decisionmaker keting image if they have a vivid profi le like the groups believe EPA is the ultimate na- second one. Give this description to your entire tional authority on what defi nes an envi- team, especially those developing communica- ronmentally safe product, company, facility, tions materials and those developing or provid- etc. Some potential target decisionmaker ing services for target decisionmakers and other groups may believe EPA “goes too far” in outside parties. Note that this profi le is not what it defi nes as environmentally friendly. intended to represent all target decisionmakers Other potential target decisionmaker but rather, a profi le of a single target decision- groups may believe EPA “doesn’t go far maker plucked from the middle of the group.6 enough,” allowing “green washing” to oc- cur. Still others may have no experience Defi ne EPA’s image among the tar- or feelings about EPA. Whatever image get decisionmakers they have will have strategic implications For many, if not most, target decisionmaker for your marketing strategy, indicating groups, EPA’s name will be one of your team’s whether it should build upon or mitigate most valuable assets. What’s most important this pre-existing image (including the pos- during this step is to be sure your program sibility of forging and leveraging strategic team understands what EPA’s image is among partnerships). your target decisionmakers. By understanding how EPA is perceived, you can build a program marketing strategy that leverages its strengths and avoids any weaknesses.
6 Nordhielm, C.L. , Marketing Management: The Big Picture (John Wiley & Sons 2005).
Guidelines for Marketing EPA Partnership Programs 19 Chapter 6: Develop Your Program’s “Positioning Statement”
market positioning statement is a brief • Incorporate EPA’s customer service and statement that describes what your standards into your positioning statement. A program is, what it does, what it offers • Gain buy-in from program staff and allies for people, and how it is different from similar play- your positioning statement. 7 ers in your market or fi eld. The market posi- • Consult with the Offi ce of Public Affairs and tioning statement serves as the “DNA” for your your offi ce’s communications staff on your program marketing strategy and will help dictate positioning statement. your program’s name, logo, tagline, communica- A positioning statement is a brief, but very accu- tion materials, media statements, and more. Your rate, statement that explains what your program program’s positioning statement is linked to the is, what it does, what it offers people, and most value proposition you created as you designed important, how it’s different from similar players your program. It should accurately refl ect the in your market. Philip Kotler defi nes a position- scope of your program in the marketplace, and ing statement as: it should refl ect the marketing “promise” your program plans to communicate to target deci- “The act of designing a company’s offering sionmakers. and image so that they occupy a meaning- ful and distinct competitive position in the This chapter will help you: target customer’s minds.”8 • Use a template to develop a positioning A positioning statement is externally focused. statement. A positioning statement: • Ensure your positioning statement comple- ments EPA’s mission and values. 1. Places the program within context of the market.
7 Adapted from the Web site of Beaupre & Co. Public Relations, Inc.
8 Kotler, Philip, Marketing management. 11 edition (May, 2002); Publisher: Prentice Hall; ISBN: 0130336297. Kotler is pos- sibly the most widely respected and published marketing expert in the world. Many of his books are worth reading for branding insights.
20 Guidelines for Marketing EPA Partnership Programs 2. Describes how the program relates to the reached consensus about how it views and existing offerings by both the public and talks about itself. If your program team can’t private sector. agree, you will have little chance of convinc- ing target decisionmakers to respond favor- 3. Is brief. ably to your program. 4. Describes strong rational and—if pos- 2. Describe the value and promise of sible and appropriate—emotional benefi ts. your program. (For example, when you purchase a hybrid car you experience the rational benefi t of The positioning statement describes the saving money in fuel. But you may also get actual or potential value of your program to emotional benefi ts such as feelings of pride the target decisionmakers. It should clearly if your friends or co-workers perceive you relate to the behaviors, attitudes, or aspira- as an innovative or more environmentally tions that you’ve identifi ed as important. responsible person after the purchase). 3. Directly relate the position statement Use a template to create a posi- to your value proposition. tioning statement Note that items #3 through #6 in the po- As mentioned at the beginning of this document, sitioning statement template relate directly the following template will help you produce a to the value proposition described in the program market positioning statement: Guidelines for Designing EPA Partnership Pro- grams. The value proposition describes both 1. For
6. Our solution
Guidelines for Marketing EPA Partnership Programs 21 5. Unlike other beverages. Make sure your statement matches 6. Our beverage solution provides a EPA’s mission and values healthy comfort to consumers. It is critical that your program’s positioning state- Or to put this market positioning state- ment supports the mission of EPA: ment into one sentence, “If I always make “…to protect human health and the envi- sure that I have milk at home, I will feel ronment. Since 1970, EPA has been working good because I will never be caught with- for a cleaner, healthier environment for the out milk when I want it.” American people.” Florida Truth Campaign Likewise, any potential confl icts between your 1. For teenagers. program’s positioning statement and the Agen- 2. Who might start thinking that smoking cy’s mission must be avoided. Consider an ex- is cool and is a way to address their ample of how a potential confl ict was resolved: need to connect with their peers and rebel against authority like parents and Example teachers. If your program addresses one environ- 3. Our program shows the coolest mental issue but potentially exacerbates teenagers banding together against big another environmental issue, your pro- tobacco companies trying to manipu- gram could be in confl ict with the EPA late them into smoking. mission. ENERGY STAR has tackled this 4. This will provide teenagers with the situation in the case of energy-effi cient desire to say no to cigarettes as an home electronic products. On the one act of rebellion against authority and a hand, EPA wants consumers to upgrade way to connect with the coolest teens. their home electronics to more energy 5. Unlike other anti-smoking programs effi cient products that have earned the that focus on the health issues of ENERGY STAR label. This, however, smoking or have messages delivered means that old products need to be by authority fi gures (e.g. the health disposed of and the disposal of electronic department). products has the potential impact of put- 6. Our message is delivered by teens ting hazardous wastes into the environ- and addresses fundamental needs of ment. ENERGY STAR works with EPA’s teens to feel cool and rebel by taking Plug Into eCycling program to make sure a stand against big tobacco. that proper disposal is part of the mes- sage strategy.
22 Guidelines for Marketing EPA Partnership Programs Leverage cultural values that apply to the marketing of EPA Partnership Programs. Good customer service can go a long Identifying and tapping the cultural values of the way towards building a program’s marketing im- target decisionmakers can dramatically improve age in terms of positive feelings target decision- your program’s ability to encourage environ- makers and others will feel about your program. mental stewardship behavior. In his book Social These standards can be found at: Marketing: Improving the Quality of Life9 marketing guru Philip Kotler applies this concept to public www.epa.gov/customerservice/standards.htm health campaigns. An effective environmental example is the Don’t Mess with Texas anti-litter- www.epa.gov/customerservice/standards/ ing campaign; the program’s name leverages the public.htm great pride many Texans feel about their state in www.epa.gov/customerservice/standards/ achieving environmental stewardship behavior. partnership.htm
Incorporate relevant customer Several EPA statements point the way towards service and accessibility standards developing and implementing effective position- into positioning statement ing statement and program marketing strategy: EPA established standards for customer ser- vice, Partnership Programs, and public access
Statement Where it comes from
We will proactively provide our customers accurate, up-to-date, and reliable Partnership Program standards information, products, and services, including high-quality documents and publica- tions.
We will recognize and publicly acknowledge the accomplishments of our cus- tomers who achieve success in EPA Partnership Programs.
We will make every effort to streamline and make customer reporting require- ments as practical and least burdensome as possible.
(EPA will) make clear, timely, accurate information accessible. Customer service standards
We will strive to make information available through a variety of channels, includ- Public access standards ing electronic media and intermediaries, such as community organizations and local libraries.
9 Kotler, Philip, Ned Roberto, Nancy Lee (2002), Social Marketing. SAGE Publications; 2nd edition (March19, 2002); ISBN: 0761924345
Guidelines for Marketing EPA Partnership Programs 23 Gain buy-in from program staff and Consult with the Offi ce of Public Af- allies on your positioning statement fairs on possible positioning state- If you or only some members of your program ment team “buy into” your proposed positioning The EPA Offi ce of Public Affairs (OPA) has re- statement, your program is likely to suffer. A po- sponsibility within the Agency to ensure that all sitioning statement is not just a document used EPA programs, including Partnership Programs, by those creating the program’s name, logo, create communications products that are: print materials, and Web site. It should be the “accurate, timely, and targeted to appropri- guiding document for all program activities and ate audiences, while minimizing redundancy decisions where an external party is involved. and confl ict between products.” Therefore all program staff and allies who do anything with an external party, which is typically Your program’s market positioning statement everyone, should be committed to the position- will drive all decisions on the print and elec- ing statement or at least be willing to support it. tronic materials produced by your program. By consulting early with OPA on possible program Consult with your offi ce’s communi- market positioning statements, you can help cations staff optimize your program and OPA’s time, energy, Your offi ce employs a communications staff and resources. OPA should be able to give you responsible for coordinating the communica- a preliminary signal as to whether it believes tions by your offi ce and between your offi ce communications materials developed to fulfi ll and other EPA offi ces. It is therefore strongly your proposed program market positioning recommended that you consult with them at statement will be timely and appropriate for the early stages of marketing strategy develop- the audience and will minimize redundancy and ment. Because your offi ce’s communications confl ict. staff might insist on coordinating your program’s We request that you notify the EPA’s Partner- interactions with the Offi ce of Public Affairs, ship Programs Coordinator within the Offi ce please consult with them before the Offi ce of of Policy, Economics, and Innovation (OPEI) to Public Affairs. ensure that you are following the best practices, Be sure to contact EPA Offi ce of Public Affairs taking advantage of prior research and resourc- (OPA) before releasing a marketing positioning es, and following the applicable guidelines. statement.
24 Guidelines for Marketing EPA Partnership Programs Chapter 7: Recognize Strong Environmental Performance
ecognition can be a powerful motiva- Select the number of levels to tional tool. As the lead federal agency recognize for environmental protection, EPA is in R As you set up your program and identify action a unique position to recognize the strong envi- steps, be careful when thinking about defi ning ronmental performance of American products, multiple action step levels of participation (e.g., services, companies, governments, nonprofi ts, Gold, Silver, and Bronze levels of participation). buildings, and factories. EPA’s recognition is A single level of performance is recommended valued; however, because it is valued, it needs for most EPA Partnership Programs (e.g., a be protected. As an EPA Partnership Program company or a product either meets the single manager you need to ask: when does recogni- performance level or it doesn’t). tion build the brand and reputation of EPA and its programs and when does it undermine Some state leadership programs have used this them? The following guidelines are designed multi-level approach, and been successful, as to ensure such recognition strengthens—and has the U.S. Green Building Council. It can allow doesn’t diminish—the brand and reputation of programs to give different support and recogni- EPA and its programs. Since many of the issues tion to different kinds of partners. in this chapter are program design issues as well From a program marketing perspective, how- as marketing issues, they are also covered in the ever, this approach can be risky, resource-inten- Guidelines for Designing EPA Partnership Programs. sive, and time-consuming. A new program or This chapter will help you: program with limited resources should generally avoid multiple levels. The following are some • Determine whether a multi-level or single- marketing risks and resource challenges associ- level standard of environmental performance ated with multiple action step levels: is appropriate. • Select the number of levels of your program. 1. Loss of producer leveraging. Product/ • Select the appropriate level of environmental service producers rarely, if ever, promote performance for recognition. claims about their products being “second
Guidelines for Marketing EPA Partnership Programs 25 best” or “third best” as the Silver and Bronze action step should be, or, put another way, how levels would indicate. Thus the program much should you be asking of the target deci- will not be able to leverage the marketing sionmaker in terms of environmental improve- resources of product/service producers. ment. This is not just a program design issue but a critical marketing issue. If recognition is given 2. Loss of market identity. Multiple levels to entities not widely perceived as better or it’s of performance are not the way most buy- given to a group of entities widely perceived ers/consumers make their buying decisions. as excessively elite, or if it’s given in a confusing Most do not make signifi cant efforts to manner, that recognition can damage the brand accumulate additional information or investi- and reputation of the Agency and the program. gate multi-level indicators of product/service performance. The decision on recognition can be tricky due to the competing pressures to specify either a 3. Lack of resources. Few EPA Partnership very “tough action step” or a very “easy action Programs will ever have suffi cient resources step.” You might think that a very tough action to adequately defi ne and communicate step will protect the program’s image of en- multiple levels to a reasonable number of vironmental excellence, but the actions might target decisionmakers (e.g., manufacturers, be so hard that few will take this step. This will retailers, consumers). Every additional tier or diminish environmental results but also hurt the level requires 1) data, time, and resources to program’s reputation and marketing because propose, negotiate, and defi ne it (with stake- participation will be so low that few will have holder input); 2) additional time and expense heard about the program. to explain in communications materials; 3) additional time and expense answering ques- On the other hand, excessively easy action steps tions that arise from stakeholders (inside and may be so obvious or simple that your program outside EPA) about it; and 4) additional time will get a lot of participants, but the action may and resources to revise it once it becomes not have a signifi cant environmental impact obsolete. unless very large numbers take this step. It may attract more participants, but make no real, sus- 4. Added complexity. Most EPA Partnership tainable changes, which could also diminish the Programs struggle to maintain a single stan- program’s environmental impact and damage dard of performance or level of participation. the program’s marketing effort. Multiple levels of participation/performance add complexity few programs can afford. Neither extreme—excessively tough action steps nor excessively easy action steps—is typi- Recognize strong environmental cally appropriate when developing a program. performance—Select the level to A far better approach is to begin your program recognize with an action step already taken by a small The Guidelines for Designing EPA Partnership Pro- share of potential target decisionmakers—the grams discuss how aggressive the environmental “doers”—who make up perhaps 15 percent
26 Guidelines for Marketing EPA Partnership Programs of the market you are targeting. In subsequent qualifi es not just as above average but in the phases of the program when the “doers” have top 15 percent of its category.). increased from, say, 15 percent to 50 percent or 60 percent of the total, the action step can be Or: adjusted so it once again represents approxi- 2. Recognition is given for the implementa- mately 15 percent. tion of “beyond compliance” environmental management measures such as adopting an Recognition comes in many forms: eco-labels on Environmental Management System (EMS) products or buildings; award ceremonies; desig- implementation, completing a facility-wide nation of an organization or company as being or enterprise-wide environmental inventory clean, green, a leader, a star, smart, sustainable, (e.g., greenhouse gas inventory), publicly wise, and so on. When does such recognition committing to and publicly reporting prog- build the brand and reputation of EPA and its ress towards environmental “stretch goals,” programs and when does it undermine them? and/or assigning staff with responsibility for The following criteria are designed to ensure implementing beyond compliance measures. such recognition strengthens the brand and reputation of EPA and its programs. A Partner- Plus: ship Program should only confer recognition on 3. The company or organization affi liated with an entity—a product, service, facility, company, recognition has not been cited by EPA for government, or other organization—when: signifi cant failure to comply with environ- mental laws and regulations. 1. Recognition is given to meeting what most experts in the fi eld would consider to be 4. In the case of products, the qualifying prod- better than average (top 50 percent) envi- uct generally performs at least as well as ronmental performance within the particu- conventional products (e.g., recognition is lar environmental category (or categories) not given to a water-saving toilet that fails to in question or implied by recognition. For fl ush properly). example, if EPA qualifi es a certain airport as a “water effi ciency star airport,” then water 5. The requirements for receiving recognition effi ciency experts would generally agree are accessible to all interested fi rms or orga- the airport is at least more water effi cient nizations (e.g., posted to an EPA Web site). than average. If EPA qualifi es an airport as 6. All reasonable steps have been taken to a “green airport”, then experts in all the eliminate bias in the requirements (e.g., small implied fi elds—energy effi ciency, water effi - fi rms are not at a disadvantage). ciency, water quality, solid waste, etc.—would generally agree the airport is at least better 7. It is clear that EPA is only recognizing the than average in these areas. (Note that it is strong environmental performance but not often preferred that entity being recognized endorsing a particular product, service, or company.
Guidelines for Marketing EPA Partnership Programs 27 Adhere to compliance screening Offi ce of Enforcement and Compliance guidelines Assurance (OECA) and Offi ce of Policy, Economics, and Innovation (OPEI) Note: Before recognizing a company or other outside party, please see the following docu- • “Primer” on EPA’s 1999 Compliance Screen- ments (available on the EPA Intranet site at ing Guidance and Updated List of contacts
28 Guidelines for Marketing EPA Partnership Programs Chapter 8: Develop your Program’s Trademarks— Name, Logo, and Taglines
ou or your managers may be tempted Create a name and logo to create a name, logo, and tagline The trademarks you choose will be the most (slogan) almost the moment you envi- Y identifi able aspects of your program. Likely, sion your program. However, there are many the name and logo will follow your program considerations that need to be weighed before throughout its existence, so it is important to deciding on the trademarks to symbolize your choose wisely. In selecting a name and logo, program. For example, the program’s positioning consider the following: statement, a well thought out understanding of the potential program expansion, current and 1. Select a program name and logo distinctive future program resources and all likely uses of enough to be protected legally and easily the program marks are big considerations in remember by target decisionmakers. selecting the trademarks for the program. The 2. Work with the Offi ce of General Counsel Offi ce of General Counsel can assist you every to ensure your selected name and logo does step of the way in the selection and protection not infringe a third party’s mark. of your trademarks to ensure you do not waste time or risk starting over because of a bad 3. Develop a program name and logo that choice. won’t be confusing or misunderstood by target decisionmakers and other key stake- This chapter will help you: holders. • Create a program name and logo. 4. Test draft program name and logo options • Create a program tagline. with members of the target decisionmaker • Work with the Offi ce of General Counsel to group. select and protect your marks. • Test your program name, logo, and tagline. Contact EPA’s Offi ce of General Counsel if you • Create guidelines for the appropriate use of have questions about how your trademark can trademarks. be protected legally.
Guidelines for Marketing EPA Partnership Programs 29 The book Marks of Excellence offers a strategic See the Guidelines for Designing EPA Partner- and comprehensive set of criteria for designing ship Programs for information and guidance and selecting trademarks. See the “Suggested about trademarks in Chapter 7 and Appendix Reading” section of this document for the full D. Read these guidelines and then contact the set of criteria. Here are some that apply to trademark specialist in the EPA’s Offi ce of Gen- eral Counsel (OGC). names and logos:10
Criteria Questions to ask...
Visibility• Is the logo graphically recognizable? Graphic qualities must ensure the mark distinguishes itself from its surroundings so that consum- ers can easily identify it. • Where will the name/logo be used? Investigate the circumstances and contexts under which they will be used.
Application• Can the name/logo be used in all desirable applications? • Where will the name/logo be used? On letterhead, on TV, a Web site, etc.?
Competition• Does the name/logo distinguish itself from other marks used in the same market?
Legal protection• Can this name/logo be protected legally?
Simplicity/brevity• Is the name/logo simple in its concept and therefore easy to understand?
Culturally appropriate• Is the name/logo culturally appropriate for purposes of EPA and your program? • Does the name/logo consider all the cultures that may be exposed to it?
Color and black and white reproduction• Does the logo use standard colors to reduce the cost of reproduction? • Does the logo work well in black and white?
Description• Does the name/logo reinforce—or at least hint at—the nature of the program or its offering?
Timelessness• Is the name/logo durable? • Will the name/logo stand the test of time?
10 Marks of Excellence by Per Mollerup; Publisher: Phaidon Press (March 18, 1999)
30 Guidelines for Marketing EPA Partnership Programs Create a program tagline Poor taglines can hurt an otherwise strong For program taglines or slogans, the program program. should weigh, in addition to the above consider- ations for names and logos, the following:
The program taglines should...
Do target decisionmakers understand • Have meaning for decisionmakers. it? • Demonstrate how the program delivers value. • Be clear to all target decisionmakers and other key stakeholders. • Be written in plain language.
Does it inspire your target decision- • Guide decisionmakers to action. makers to take the actions you want? • Show the desired outcome. • Engage decisionmakers.
Is it non-offensive?• Appeal to a cross-section of target decisionmakers. • Show an awareness of cultural norms. • Avoid being too cute or juvenile.
Does it refl ect the positioning state- • Include the key words, phrases, and ideas of the positioning statement. ment? • Stay “on message.”
Have you used professional judgment • Refl ect the best thinking of the program team and not one or two vs. personal preference as the decid- individuals within EPA. ing factor? • Not be based on what EPA personnel “like” (vs. strategic).
Is it distinctive?• Memorable for target decisionmakers. • Be distinctive and unique enough to be protected legally.
Work with the Offi ce of General your program’s use. OGC also can advise your Counsel to select and protect your program on the type of mark your program is marks using, the restrictions on its use, if any, as well as its strengths or weaknesses for protecting it. The Offi ce of General Counsel (OGC) has ex- Along with actually fi ling for registration of the pertise in the selection and protection of trade- marks, OGC also reviews partnership agree- mark rights. Working closely with OGC from the ments involving the licensing of the marks, as beginning of this process can save your program well as any trademark use guidelines. So once money, time, and the frustration of needing to your program has some ideas for names, logos, choose a new trademark after investing resourc- or taglines, it should proceed as follows: es into one you can’t use. OGC, not contrac- tors, are the appropriate offi ce for providing 1. Read the Guidelines for Designing EPA Partner- trademark searches and legal opinions based on ship Programs to get information and guid- those searches as to the availability of a mark for
Guidelines for Marketing EPA Partnership Programs 31 ance about using trademarks.
2. Consider the intended purpose and pro- 8. Before rolling out program, OGC advises posed uses of the name/logo/tagline. on partnership agreements and trademark use guidelines, which are then drafted by the • Who would you allow to use it, and why? program and reviewed by OGC. • How or where will it be displayed? 9. While the application is being prosecuted, • Do you intend to monitor and stop unau- OGC can advise on the risks or obstacles thorized uses? that the program has or may encounter. Based on OGC advice, the program can de- 3. Develop a set of options for program name, termine when to roll out the program under logo, or tagline concepts, generally a half a the proposed name/logo/tagline. dozen each. Weigh considerations set forth earlier in this chapter for selecting a mark. Logos and names that the program does not intend to monitor and protect may not need 4. Contact OGC to discuss options. Work with to be registered, but should still receive OGC OGC on a preliminary screen for options. review and search to ensure that they aren’t OGC can identify trademarks that aren’t dis- infringing on an existing mark. Moreover, pro- tinctive or would encounter other obstacles; gram marks, if distinctive, may have common run a Web search for each name to see if it law trademark rights even if they are not a is currently being used; check within indus- registered trademark, because rights in the U.S. try/stakeholders to see if there is a similar are established by use of the mark, as well as by name/logo/tagline currently being used. registration.
5. When the list of name/logo concepts has The more unique and distinctive the mark been narrowed, test them on some typical (name and logo), the more likely it can be target decisionmakers. See section below protected. Consider the name “JiffyLube.” This titled “Test program name, logo, and tagline.” service mark not only conveys the value propo- 6. OGC can enlist a professional name/logo sition of quick and convenient oil change service, search company to help determine if fi nal it is also very unique since it is not a common name/logo concepts can be registered and word but a new term made from two com- protected legally. mon and somewhat descriptive words. Since it’s an entirely new term, other companies would 7. OGC fi les and prosecutes the trademark not be able to claim that they need to use it application. It usually takes at least one year to describe their automobile service. There- to get a registration, provided there are no fore this mark, for trademark law purposes, is objections from the Patent and Trademark not merely descriptive and is more easily Offi ce. protected as a service mark. Had the company named itself “Quick Oil Change” it may have no
32 Guidelines for Marketing EPA Partnership Programs trademark rights to the name because the mark and /logos/taglines convey to you? would be considered merely descriptive of • What would be the dominant message they the services offered. convey?
If unauthorized use of the name or logo could • Are these messages clear or is something be damaging to the program or to the Agency, confusing to you? it is recommended that they are registered, If they tell you that the intended message is monitored, and protected. For example, if the being conveyed clearly and strongly, you may program wants the consumer to associate only have a winner. If not, consider asking them what certain products, services, organizations, or changes they would make to ensure your in- buildings with the program name, the integrity of tended message is communicated (but don’t tell the program is best preserved if the marks are them your intended message until after they’ve registered. However, if the program is not con- answered the questions above). The ultimate cerned about limiting who can use the marks success is whether the target decisionmakers and wants as broad distribution of the program (not EPA staff alone) believe the name, logo, and marks as possible, registering and protecting the tagline convey the positioning statement in the marks may not be cost effective. OGC can assist most compelling way possible. each program in determining its strengths and Note: An Information Collection Request (ICR) weaknesses, as well as the potential risks to the approval issued by the White House’s Offi ce program’s integrity for determining whether to of Management and Budget (OMB) might be register and protect a program’s name, logo, or necessary to do this survey research. The EPA tagline. Partnership Program Team can provide general advice in this regard. OGC should be consulted Test program name, logo, for a defi nitive determination on whether an and tagline ICR is necessary. Test your program name/logo/tagline concepts on typical target decisionmakers. Create a Create guidelines for appropriate research plan and conduct the test. It is always use of trademarks a good idea to test multiple options so you can When partnership agreements involve the compare how the target decisionmakers react licensing of the Agency’s trademarks (which is to various options. It is usually not very helpful almost always the case), the program needs to to simply ask if they like the concepts or not. describe to those wanting to use its marks just Instead, present the program name/logo/tagline how, when, and by whom the marks can be concepts to typical and representative target used. The documents describing the proper use decisionmakers and ask them fi rst: have often been referred as logo use guidelines, • Do these program names and /logos/taglines but the document is also needed even when convey any messages to you? only the name or protected tagline is used. Many • What messages do these program names Partnership Programs in the Agency have logo use guidelines on their Web pages and OGC
Guidelines for Marketing EPA Partnership Programs 33 Program Web site Containing Example of Logo Use Guidelines
Performance Track www.epa.gov/performancetrack/members/membership/logo.htm
ENERGY STAR www.energystar.gov/index.cfm?c=logos.pt_guidelines www.energystar.gov/ia/partners/logos/downloads/BrandBook_allpages.pdf
can advise each program as to which document When putting together trademark use guide- is most appropriate as a starting point for devel- lines, consider including the following: oping guidelines for the use of your program’s 1. Examples of acceptable uses of the trademarks. Each Partnership Program needs to trademarks. customize their guidelines for its specifi c pro- gram and specifi c us of its trademarks. 2. Specifi cations on font type, sizes and colors for the logos when used.
3. Basic information about different fi le types and how to use them.
4. Conditions for use of the trademarks.
5. Details on who oversees use of the trademarks.
6. Purposes of the trademarks—how to use them correctly in different scenarios.
7. Examples of proper and improper trademark use.
34 Guidelines for Marketing EPA Partnership Programs Chapter 9: Promote Your Program
ouch points” is a fancy term for the • Ensure your program marketing image is ways target decisionmakers (and properly conveyed through all touch points. “Tother stakeholders) are exposed • Work with a creative team in developing directly or indirectly to your program (see Ap- materials. pendix C: Key Defi nitions). Because a marketing • Use the EPA name and logo appropriately in image is based on everything decisionmakers communications materials. see, feel, experience, or perceive about your • Adhere to EPA’s “endorser branding strat- program, each touch point represents either an egy.” opportunity to strengthen your program’s mar- • Ensure accuracy, consistency, accessibility, and keting image or to damage it. To build a strong relevance of all materials and language. marketing image, every touch point needs to • Submit communication materials to PRO- reinforce your positioning statement. As you TRAC (EPA’s Product Review Tracking might expect, touch points include the pro- System). gram’s name, logo, and tagline. Additionally, they also include print materials, Web sites, and slides • Train staff to communicate effectively. associated with your program. Touch points also Note: The Offi ce of Public Affairs (OPA) is include, however, every e-mail and phone call, developing additional guidelines on the design and even how people speak on behalf of the of communications materials (including sample program. It is important to remember that even templates for EPA reports, fact sheets, slides, the best marketing images, brands, and programs Web sites, etc.). Please consult with OPA before can be damaged by a bad customer experience producing new communications materials for or a public relations problem. This chapter helps use outside EPA. you develop clear, consistent, and cohesive com- munication strategies that support the market- Identify your touch points ing image you are creating. Because a marketing image is based on ev- erything your decisionmakers see, hear, and This chapter will help you: experience concerning your program, you need • Identify your external program touch points. to identify all the ways you interact with them. Guidelines for Marketing EPA Partnership Programs 35 The table below identifi es some of the touch of these touch points represents a chance to points between your program and your target strengthen—or undermine—your program’s decisionmakers and other stakeholders. Each reputation.
Program Area External Touch Points In uencing Your Marketing Image
Program Identifi ers• Program name • Program logo • Program tagline
Print Materials• Brochures • Fact sheets • Flyers • Frequently asked questions • Letters • Memoranda of understanding/partner agreement • Reports • Display booths
Electronic Communications• E-mail sent by EPA staff/contractors • E-mail sent by allies/partners in name of the program • Program’s Web site (including text, navigation, speed, layout, colors, links) • Web pages by contractors/allies/partners that reference the program
News Coverage• Statements to news organizations • Statements by partners/allies to news organizations about your program • Press releases/packets by EPA staff • Press releases by partners/allies about your program • Press coverage (print articles, TV stories, online news etc.)
Phone Calls/ Conference Calls/ • Anything said by EPA staff/contractors/allies/partners over the phone or Meetings/Events/ Training conference calls • How EPA staff/ contractors/allies/partners answer the phone and the general demeanor over the phone • Anything said by EPA staff/contractors/allies/partners during meetings, training, or events • Responsiveness and tone when responding to questions or concerns
Reinforce the positioning statement Compared to private sector marketing, EPA Partnership Program marketing is unique in at Every touch point—from name and logo to least one very important way. A company has every other form of written, electronic, and the ability to exert a signifi cant amount of con- verbal communication—needs to reinforce trol over its marketing image. Every aspect of a your program positioning statement in content, private sector brand can be carefully planned delivery, and tone. and managed. EPA programs often rely on
36 Guidelines for Marketing EPA Partnership Programs partners and other third parties to help carry program really doesn’t care about cost marketing messages to target decisionmakers. savings internally. Your choice of paper This inevitably leads to less direct control on the and letter has undermined your market- part of EPA over the marketing image. To man- ing image because it confl icts with your age this situation, work carefully with all partners positioning statement. involved to make sure that a united marketing 3. Tone image is being portrayed. Consider developing a partnership agreement (MOU) with third party If you’ve determined that target decision- supporters defi ning roles and responsibilities. makers are more likely to join your program if they believe you and program staff are seri- 1. Content ous minded, then all communications should Make sure that the content of information avoid a playful, fl ippant tone. Or just the stays “on message” and refl ects your posi- opposite may be true. For another program, tioning statement. target decisionmakers may be more likely to participate if the program appears to be fun Example to join. In this case, a bit of tasteful humor Let’s assume your positioning statement is during presentations, for example, may be focused on reducing the costs for phar- something you should consistently pursue. maceutical manufacturers as an incentive to reduce the sourcing of toxic materials. Work with a “creative team” With few exceptions, every brochure, to create materials report, and fact sheet your program A creative team can help you bring a good releases should emphasize early and positioning statement to life through various often the cost savings potential of your communications media such as print materi- program. als, Web sites, PowerPoint presentations, public 2. Delivery service announcements, and conference booth displays. A creative team may include a graphic Delivery is also critical, and you need to designer, a Web page designer, a copywriter, an ensure it is consistent with your program’s art director, and a creative director who directs market positioning statement. the creative process by these designers. Your Example job is to fi nd a good creative team, give them Let’s assume your program emphasizes your highly strategic positioning statement, and cost savings to the program participants tell them the communications media with which as an incentive to take certain action you want them to “execute” that positioning steps. But your brochure is printed on statement (or you may ask them to recommend the fanciest of paper stock using fancy the communications media or channels). embossed lettering, implying that your
Guidelines for Marketing EPA Partnership Programs 37 Use EPA name, seal, and logo ap- highlight EPA’s support and contribution to the propriately in materials program.
When appropriate, you should prominently dis- When developing materials containing EPA’s play the EPA name and logo in EPA distributed seal or logo, you should remember that: 1) communications materials—electronic and print. Partners may not be permitted to use the EPA’s Before using the EPA name and logo, refer to seal or logo, so if the materials are template for OGC for trademark and ethics (endorsement) Partners, different rules apply: and 2) no one is issues and to the following Web site for informa- allowed to change the EPA seal or logo in any tion and guidance on proper use: way.
www.epa.gov/productreview/guide/seal_logo/ Adhere to EPA’s “endorser branding index.html strategy” Two special cases may prevent some EPA Part- Strongly encouraged by EPA’s Offi ce of Public nership Programs from prominently highlighting Affairs, the “endorser branding strategy” refers the EPA name and logo on its program materi- to an Agency-wide branding strategy for EPA als: Partnership Programs and how the EPA name is 11 1. The program has strong evidence that doing used in program communications. Fortunately, so would signifi cantly diminish the effi cacy of adhering to the “endorser branding strategy” is the program. (One example of this occurred relatively easy. The following words appear in a during the fi rst years of EPA’s highly success- reasonably prominent place near the program ful Coalbed Methane Outreach Program. name in most of your communications materials EPA found that by initially downplaying the and on your Web site: EPA name, the target decisionmakers—own- “A U.S. EPA Partnership Program” ers and operators of coal mines—were more likely to embrace new practices in By “endorser branding strategy,” we mean an dealing with the methane leaking out of coal Agency-wide strategy that makes it clear that mines). all EPA Partnership Programs are connected to and supported by the U.S. EPA. United Tech- 2. The program is designed in a way that EPA nologies Corporation (UTC) provides a good is just one of many members of a coalition example of an “endorser branding strategy.” and doing so would require every coalition The various business units of UTC all have member to include their name and logo. their own distinct names—Carrier (heating and In both cases, the program is expected to iden- cooling equipment), Otis (elevators), Pratt & tify and pursue all reasonable opportunities to Whitney (engines), etc. But these business units
11 The endorser branding strategy was carefully selected among the Agency-wide brand strategy options because it: (1) makes clear all EPA programs belong to EPA, (2) prevents the EPA name from dominating and crowding out other im- portant program messages when this is not strategically possible or wise, (3) helps ensure the value various stakeholder groups perceive in some EPA program can be transferred to other EPA programs and to the Agency, (4) allows EPA programs to conform relatively quickly and easily to the strategy.
38 Guidelines for Marketing EPA Partnership Programs also make it clear in their communications that source and methodology used to create the they are part of UTC with a statement under information. Ensure your master communica- their names and logos, “A United Technologies tions piece and all that follow are accurate Company.” For comparison, consider the “master and consistent with messages delivered by brand strategy” of General Electric in which the other parts of EPA. Advise other program distinctive name GE is given to all business units: staff, consultants, and allies to use only GE Lighting, GE Appliances, GE Plastics, etc. (If language and especially program “factoids” EPA were to pursue this strategy for EPA Part- found in that master. nership Programs, all distinct EPA Partnership 3. Accessibility Program names would be eliminated, replaced by names like “EPA waste reduction program,” Use plain language. Your target decision- “EPA energy effi ciency program,” etc.). makers should be able to read and easily understand all of your materials. Achieving Make sure your materials are accu- this goal might mean producing your materi- rate, consistent, and accessible als in another language. One suggestion for Few things can undermine the credibility of a accessibility is to ask non-technical support public authority more quickly than inaccuracy, staff for your program to review all signifi cant inconsistency, or inaccessibility in its communica- communications materials. You should go tions. back and revise your materials if, for example, these individuals don’t know the meaning of 1. Consistency “non-point source pollution” or can’t un- To ensure consistency in text (and even derstand why the materials refer to “excess format), try to develop one communications nutrients” in the water supply as a problem. piece (e.g., your program’s Web site) and use it as the master. All others communications Submit communication materials to pieces largely follow that master. You can also PROTRAC create an internal style guide or graphic stan- EPA’s Offi ce of Public Affairs (OPA) has guide- dards guide, often called a “branding guide” lines that apply to all media, including print, Web, to help staff members’ create information audio-visual, and displays. OPA ensures that in- that looks and sounds similar. formation is accurate, timely, and targeted while minimizing redundancy and confl ict between 2. Accuracy products. It’s important to make sure that you avoid using any unsubstantiated assumptions, facts, See or claims. EPA has a solid reputation for www.epa.gov/productreview providing accurate data and information. for guidelines on developing communications If you borrow facts or claims from others, products and getting them approved. make sure that you are comfortable with the
Guidelines for Marketing EPA Partnership Programs 39 See
9. Is the font printable by the EPA print shop The private sector often uses the term “cus- (or do we have to pay for a new font)? tomer facing staff” when referring to staff who interact with customers. To ensure that Ensure communication channels you deliver on the promise of your program’s are on message marketing image, all customer-facing program Choose communication strategies—includ- staff, consultants, and allies should be trained in ing partner organizations, events, venues, and the positioning statement. But you should also channels—very carefully so they strengthen, not ensure they are trained in the EPA standards weaken, your program. for customer service, Partnership Programs, and public access discussed earlier in these guide- Consider the case of the U.S. Marines offi cer re- lines. cruiting campaign. This brand campaign worked hard and invested heavily to strategically brand The training would emphasize the importance
12 See < http://www.effi e.org/award_winners/images/317_2001.pdf>
40 Guidelines for Marketing EPA Partnership Programs of “staying on message” and how repetition and If your program staff or external supporters are consistency with this message is essential to very new to marketing or struggle with some of creating a strong marketing image. You may even these concepts, consider having them trained in fi nd it to your advantage to train program staff public sector/social marketing. The EPA Partner- that is not customer-facing. By doing so, they ship Program Coordination Team can help you may have an easier time supporting requests fi nd good trainers and courses. and decisions by other members of the team that are based on the positioning statement.
Guidelines for Marketing EPA Partnership Programs 41 Appendices
• Appendix A: Senior EPA Leadership Marketing Checklist • Appendix B: Program Manager’s Marketing Checklist/Worksheet • Appendix C: Key Defi nitions • Appendix D: Program Marketing When Target Decisionmakers Are Household Consumers • Appendix E: Program Marketing When Target Decisionmakers Are in the World of Business • Appendix F: Suggested Reading • Appendix G: Suggested Web Sites
42 Guidelines for Marketing EPA Partnership Programs Appendix A: Senior EPA ment in a format similar to the following: Leadership Marketing 1. For
The following marketing checklist has been 3. Our program is a
Guidelines for Marketing EPA Partnership Programs 43 Appendix B: Program Manager’s Marketing Checklist/ Worksheet
Your EPA Partnership Marketing Question Checklist Program (Fill in) Program Scope
What is the scope (or ❏ Is the scope specifi c enough to allow you to “market”) of your program? make an impact within the available resources but also broad enough to allow future pro- gram expansions? ❏ Have you checked with key stakeholders about the planned market/scope of the pro- gram to make sure you have their support?
Have opportunities to ❏ Check with OGC coordinate program design ❏ Check with the Partnership Programs Coor- and marketing strategies dinator with other government ❏ Check with IAC Partnership Programs Work- programs been explored? group
What are your program Needed core competencies : ❏ Have you identifi ed core competency sources team’s existing and needed as follows? core competencies? 1. From within your team 2. From within EPA 3. From potential partners 4. From contractors How will you get them? ❏ If you need help identifying resources, contact EPA’s Partnership Program Coordination Team.
What are the strengths, Strengths: ❏ Remember that strengths and weaknesses weaknesses, opportunities are internal to your program; opportunities Weaknesses: and threats facing your and threats are external forces affecting your Program? Opportunities: program. Threats:
44 Guidelines for Marketing EPA Partnership Programs Your EPA Partnership Marketing Question Checklist Program (Fill in) Goals & Objectives
What is the program’s Goal:❏ Management approval of goal? marketing goal? ❏ Is your goal realistic in terms of the resources, staff and time?
What are the measurable Objective #1: ❏ Does each objective link to your stated goal? marketing objectives of ❏ How will it be measured: Is each objective measurable, time-delineated and your program? single-minded? Objective #2: ❏ Have you allocated resources for measurement of How will it be measured: objectives?
Target Decisionmakers
Who are ALL of your Audience: target decisionmaker Role (primary, infl uencer groups? Identify if they are or gatekeeper): primary, infl uencers, or gatekeepers.
Of these target decision- Priority audiences:❏ Are the priority audiences chosen the ones that maker groups, which will can most quickly and in a resource effi cient man- be your programs priority ner get you to your goal? decisionmaker group?
What are the charac- Priority audience #1 ❏ Did you look for existing research sources from teristics of your priority characteristics: within EPA? audiences? ❏ Priority audience #2 If you need to do original research, are you fol- characteristics: lowing EPA information collection protocols (e.g., ICR)? Priority audience #3 ❏ Did you include a mix of demographic charac- characteristics: teristics with behavioral, attitudinal or aspirational information?
Write your vivid profi le of Priority audience #1 vivid ❏ Does the vivid profi le you created help you better a single target decision- profi le: understand the values, beliefs and feelings of this maker in each priority target decisionmaker? Priority audience #2 vivid audience group. ❏ profi le: Did you use research (either existing or original) to develop and verify this profi le? Priority audience #3 vivid profi le:
Guidelines for Marketing EPA Partnership Programs 45 Your EPA Partnership Marketing Question Checklist Program (Fill in) Target Decisionmakers
What behavior do you Priority audience: ❏ Is the desired behavior change specifi c and mea- want your priority audi- surable? Behavior change: ences to change?
What are the barriers Audience: ❏ Now that you have a full profi le of each prior- and motivations for each ity audience with the barriers and motivations Behavior change: desired behavior change? defi ned, are there any audiences that should be Barriers removed from your priority list? Motivations:
Program Marketing Positioning
What is your program’s For
What are the name, logo, Name: ❏ Do all your name, logo and tagline options sup- and tagline planned for port your positioning statement and program Tagline: the program? goals? Logo (if created): ❏ Have you consulted the Offi ce of General Coun- sel about trademarks issues? ❏ Have you tested draft program name, logo, and tagline with priority audience groups and stake- holders? ❏ Have you made sure that your name is not going to compete with or cause confusion with other EPA programs?
46 Guidelines for Marketing EPA Partnership Programs Your EPA Partnership Marketing Question Checklist Program (Fill in) Program Marketing Positioning
How will EPA be incor- porated into program market positioning?
Recognizing Performance
Communications Planning
What materials do ❏ Remember to submit materials to PROTRAC for you plan to develop to review and approval before publishing. support the marketing ❏ Remember to include the following language on strategy? materials: “A U.S. EPA Partnership Program”
How do you plan to train ❏ Remember that trainings should start with your program staff and allies on team and then move to partners and others. the marketing strategy?
Guidelines for Marketing EPA Partnership Programs 47 Example of Completed Marketing Checklist/Worksheet
Marketing Question Best Workplaces for Commuters (EPA and DOT) Program Scope
What is the scope (or “mar- BWC is an EPA and DOT partnership program created with the goal of reducing ket”) of your program? single-occupancy vehicle (SOV) commuting trips in order to reduce greenhouse gas emissions and help relieve traffi c congestion. The program scope includes promoting a national standard of excellence in commuter benefi ts to employers to make it easy for employees to change commuting behavior.
Have opportunities to coor- Existing program: It All Adds Up to Clean Air Campaign led by U.S. DOT dinate program design and Leverage potential: After extensive investigation, it was determined the Adds marketing strategies with Up campaign is targeting a different audience (commuters vs. employers) with dif- other government programs ferent primary benefi ts/messages. been explored?
What are your program Needed core competencies: Recruitment support team’s existing and needed How will you get them: Partnering with local Transportation Demand Manage- core competencies? ment (TDM) organizations, Metropolitan Planning Organizations, and Chambers of Commerce agencies; contractor support
What are the strengths, Strengths: National program, EPA/DOT sponsorship, strong environmental weaknesses, opportuni- benefi ts/messages, off-the-shelf ready to implement program ties and threats facing your Weaknesses: Funding constraints, staff levels, need a stronger business case for Program? commuter benefi ts, multiple decisionmakers within fi rms Opportunities: Markets with emerging traffi c problems, rising gas prices, com- petitive labor market Threats: Competing local brands/programs, America’s love affair with their cars, lack of transit for some employers
Goals & Objectives
What is the program’s Goal: Make BWC the national program name or “brand” that makes excellent marketing goal? commuter benefi ts a standard part of employee benefi ts packages
48 Guidelines for Marketing EPA Partnership Programs Marketing Question Best Workplaces for Commuters (EPA and DOT) Goals & Objectives
What are the measurable Objective #1: Partner with local TDM agencies in X markets to conduct local marketing objectives of your BWC campaigns program? How will it be measured: Number of local partnerships/campaigns Objective #2: X number of employers join program representing X number of employees How will it be measured: Number of employers that join BWC and number of employees represented Objective #2: Establish BWC as a known and trusted name among priority target audiences How will it be measured: Name recognition among TDM community, name recognition/demand for program by employers, marketing message exposure measurements (volume of media clips, impressions etc.)
Target Decisionmakers
Who are ALL of your target Audience: Role (primary, infl uencer or gatekeeper): decisionmaker groups? Employers: Identify if they are primary, infl uencers or gatekeepers. • Business owner/manager (primary) • Transportation Coordinator (infl uencer) • Human Resource Manager (infl uencer) • Facilities Manager (infl uencer) • Administrative Staff (gatekeeper) Local TDM (Transportation Demand Management) Partners (infl uencer) Employees (primary)
Of these target decision- Priority audiences: maker groups, which will Employers: be your programs priority decisionmaker group? • Business owner/manager (primary) • Transportation Coordinator (infl uencer) • Human Resource Manager (infl uencer) Local TDM Partners (infl uencer) Note: employees will become a priority audience for BWC once the name is established and there is a solid base of organizations offering excellent commuter benefi ts.
Guidelines for Marketing EPA Partnership Programs 49 Marketing Question Best Workplaces for Commuters (EPA and DOT)
Target Decisionmakers
What are the characteristics Business owner/manager characteristics: of your priority audiences? President or chief-level title. Tend to commute in single-occupant vehicles to work. Upper income. Busy people with many things competing for their attention. Financial performance of company is the key focus of most decisions. Recognition/ leadership are often strong motivators for this group. Transportation coordinator characteristics: Mid- to low- level employee within their organization. Transportation responsibili- ties are probably not their primary job function making being proactive about these issues often a low priority. Human resource manager characteristics: In charge of employee relations, benefi ts, recruitment and retention. Reports to company management/ownership. Wants company to offer the best benefi t pack- age possible to employees while also staying within the company’s needed fi nancial parameters. Will advocate for new benefi ts if a case can be made that they are a smart business decision for the company. Local TDM partner characteristics: Public sector employees working for local government or transit agency. Usu- ally mid-level employees that are personally committed to the goal of reducing SOV commuting. They are often busy with many job responsibilities and have to operate within tight funding parameters. Likely use alternate modes of commuting themselves.
50 Guidelines for Marketing EPA Partnership Programs Marketing Question Best Workplaces for Commuters (EPA and DOT)
Target Decisionmakers
Write your vivid profi le of a Business owner/manager vivid profi le: single target decisionmaker Jim Smith is the chief operating offi cer of a telecommunications fi rm with 200 in each priority audience employees in Los Angeles. He prides himself on the benefi ts package that his group. company offers employees. He is in charge of overall recruitment and retention of the workforce but is also very focused on his role in helping to achieve bottom- line profi tability for the company. Jim commutes more than an hour each way to work in his Ford Explorer. While he believes that is important for other people to use public transportation, he is too busy and has too much of an unpredictable schedule to allow him to do so. Transportation coordinator vivid profi le: Bill Neil is a facility manager and transportation coordinator for a grocery store chain. He works at the downtown headquarters, while the company’s employees are spread throughout the region at various retail and processing locations. Local government requires that companies of his size create a commute trip reduction (CTR) plan and appoint transportation coordinator. This job duty was added to his facility management duties two years ago. He believes in public transportation as a concept, but feels that for many of his company’s employees, the hours and locations where they work make it hard for them to use. He resents the require- ment to put together a CTR plan and feels that the reporting requirements are burdensome. Human resource manager vivid profi le: Theresa Jones is the HR manager for a private healthcare facility. Her industry has a high turnover rate, and she is constantly working on ways to retain existing em- ployees and recruit new ones. The facility is on the outskirts of town with some- what limited public transportation options. Her employees work round-the-clock. The facility’s top priority is patient care, meaning anyone proposing new programs or benefi ts needs to prove to management that they will improve patient care while stewarding the organizations limited resources. Local Transportation Demand Management partner vivid profi le: Jane Mitchell is a transportation coordinator for the Clark County Transit Authority. She graduated three years ago with a graduate degree in urban planning. Her pri- mary job function is to manage the sale of their universal transit pass to businesses. She considers herself an environmentalist and is committed to the idea that reduc- ing SOV trips is a better solution than building new roads. She lives downtown and either takes the bus or rides her bike to work.
Guidelines for Marketing EPA Partnership Programs 51 Marketing Question Best Workplaces for Commuters (EPA and DOT)
Target Decisionmakers
What behavior do you want Priority audience/Behavior change: your priority audiences to Business Owner/Manager: Meet the national standard of excellence in commuter change? benefi ts and become a BWC employer. Transportation Coordinator: Advocate for offering employees commuter benefi ts and for signing their organization up for BWC. Human Resource Manager: Advocate for offering employees commuter benefi ts and for signing their organization up for BWC. Local TDM Partners: Adopt BWC as a CTR program in their community and recruit local employers into the program.
What are the barriers and Audience: Business Owner/Manager motivations for each desired Barriers: Cost, other issues competing for their time behavior change? Motivations: Recognition, competitive edge (retention/recruitment), productivity, cost savings (in some cases, avoided parking, tax benefi ts etc.), leadership/being a good community steward Audience: Transportation Coordinator Barriers: Lack of decisionmaking authority, time constraints, implementation logistics concerns, surveying and reporting requirements Motivations: Employee satisfaction, doing a good job – recognition from manage- ment, recognition for company Audience: Human Resource Manager Barriers: Perceived lack of demand by employees, lack of management support, surveying and reporting requirements, implementation logistics concerns Motivations: Retention/recruitment, recognition for company, praise from manage- ment Audience: Local TDM Partners Barriers: Competing CTR programs in market, lack of time to implement, lack of funding Motivations: Existing program – ready to implement, being part of national EPA program, opportunity for national recognition, ability to connect with and learn from other BWC markets
52 Guidelines for Marketing EPA Partnership Programs Marketing Question Best Workplaces for Commuters (EPA and DOT)
Program Marketing Positioning
What is your program’s For employers marketing positioning state- Who need to keep a motivated and productive workforce ment? Our program is a way to help their employees by offering options for commuting to work This will provide better retention, recruitment, and productivity for the organiza- tion Unlike organizations that do not offer commuter benefi ts Our solution will provide valuable recognition that will position their organization as a leader in their community
What are the name, logo Name: Best Workplaces for Commuters and tagline planned for the Tagline: Recognizing excellence in commuter benefi ts program?
How will EPA be incorpo- TBD rated into program market positioning?
Recognizing Performance
Communications Planning
What materials do you plan • Web site to develop to support the • Fact sheets marketing strategy? • Press materials • Sharing of locally developed materials with other markets
How do you plan to train • Web site program staff and allies on • Tele-seminars the marketing strategy? • Speaking engagements at conferences • E-mail communication
Guidelines for Marketing EPA Partnership Programs 53 Appendix C: Key to convince to take certain action steps to Defi nitions protect human health and the environment. In marketing publications they are often • Brand. In the case of EPA Partnership referred to as the “target audience.” For Programs, the brand and marketing image purposes of this document, target decision- conveyed will determine, perhaps more than makers is more appropriate because the anything else, the receptivity of the target term implies the program is more highly decisionmakers to the action steps EPA is focused on fewer individuals with actual asking them to take. Many textbooks on decisionmaking authority instead of a mass marketing and brand management start by audience. Most EPA Partnership Programs saying “what a brand is not.” A brand is not have resources suffi cient to target a small a logo, icon, tagline, slogan, a program name, set of individuals and not a mass audience or mission statement. A strong brand is like directly (at least without the help of partner promise an unwritten to a group of tar- organizations whose leaders then become get decisionmakers that your program will the target decisionmakers). For many EPA solve a pressing problem for them and then Partnership Programs, target decisionmakers consistently delivering on that promise. The are the people targeted for signing a memo- program name and logo are symbols of that randum of understanding (MOU) agreement promise. Whether the target decisionmakers with EPA. believe you will deliver on that promise is • Touch point. Touch point is a common based on all of the experiences, information, term in the fi elds of marketing and branding and observations they may have about your to mean the ways outside parties—cus- Program and EPA. tomers, suppliers, stakeholders, sharehold- • Positioning statement. A positioning ers—are exposed to anybody or anything statement is a brief, but very accurate, mes- associated with a particular company. The sage that explains what your program is, more obvious touch points are a company’s what it does, and most important, how it’s advertisements, Web site, press releases, 13 different from competitors . A positioning and products because outside parties will statement is externally focused. A positioning be exposed to the company in these ways. statement needs to: 1) place the program Less obvious but equally important touch within context of the external “market,” 2) points include the company’s customer describe how the program relates to the service people, technical support people, existing offerings by both the public and product packaging, product manuals, training private sector 3) be brief, and 4) be entirely courses, and speeches given by employees defensible. of the company. A smart company (and EPA • Target decisionmaker. These are the Partnership Program) ensures their brand or people an EPA Partnership Programs tries market positioning is reinforced—and never
13 Adapted from the web site of Beaupre & Co. Public Relations, Inc. See
54 Guidelines for Marketing EPA Partnership Programs compromised—through every interaction but with those rights come obligations to outside parties have with the company (or protect the mark from the unauthorized use program) through every touch point. For of it. This in turn protects the public from EPA Partnership Programs, touch points being confused as to source or sponsor- not only include all of materials and human ship. Trademarks symbolize the goodwill or interactions described above but also MOU/ “promise” the owner of the mark makes. partner agreements, logo use guidelines, Other kinds of trademarks include service partner reporting forms, etc. (they all need marks, certifi cation marks, collective mem- to support and not undermine the program’s bership marks and collective marks. Each reputation nor its marketing positioning kind of mark has its unique purpose. statement in the minds of stakeholders). • Value proposition. A value proposition • Trademark. The word “trademark” is an is the deal or promise you make with target umbrella term to refer to any kind of legally decisionmakers that articulates what action protected mark used in commerce and steps you want stakeholders to take and used to indicate the source or sponsorship. what value of benefi ts they will receive as a Trademark rights give the owner of the mark result of taking those action steps. exclusive rights to use (or license) the mark,
Guidelines for Marketing EPA Partnership Programs 55 Appendix D: Program 2. Centrists. An assemblage who congregate Marketing When toward the conservative end of the spec- trum when it comes to dealing with health Decisionmakers Are and sustainability (this does not necessary Household Consumers refer to one’s political values and behavior The household consumer market is probably just behavior as it relates to their health and the most challenging to pursue in terms of the environment). They are more steadfast in segmenting and targeting. In most cases, an EPA their attitudes, behavior, and usage of specifi c Partnership Program will not have suffi cient re- products and services – regardless of their sources to effectively reach and infl uence more impact on the planet and self (this group than a tiny fraction of American household represents about 25 percent of adults in the consumers. Therefore, it usually is unwise for an United States). EPA Partnership Program to select household 3. Nomadics. A conglomeration of consum- consumers as the target audience unless it can ers who are in search of their true “sense of partner with an entity with suffi cient resources well being.” As so, they tend to move from and commitment to reach and infl uence such a place to place with regard to personal ideals, broad audience. environmental platforms, and the overall rel- That said, there are several good sources for evance of sustainability (this group represents segmenting American citizens or household about 39 percent of adults in the United consumers for environmental purposes: Roper States). Starch Green Gauge, LOHAS, Cultural Cre- 4. Indifferents. A consumer group that atives, etc. One of the most useful segmentation sees no need or recognizes no connection tools out there today is the Lifestyles of Health between their consumption patterns and the and Sustainability (LOHAS) Consumer Report. effect it has on resources. They are caught It segments the population into four groups up in the day to day challenges, not neces- based on their receptivity to sustainability, health sarily looking out for tomorrow. (This group and lifestyle variables. The four segments are as represents about 4 percent of U.S. adults). follows: The LOHAS and other segmentation reports 1. LOHAS. A consumer group whose at- are available for purchase either as a fi nal report titudes, behaviors, and usage of goods and or on a subscription basis. You can also contact services are signifi cantly affected by their the companies that own this research to run concern for health – the health of their fami- custom sorts within the segments defi nes. For lies, the sustainability of the planet, their per- example, ENERGY STAR has done extensive sonal development, and the future of society analysis of the LOHAS data, looking specifi cally (this group represents about 32 percent of at behaviors that deal with energy use. Check the adults in the United States). with the Partnership Program Coordination
56 Guidelines for Marketing EPA Partnership Programs Team about sources of research within EPA often “greener” due to lower overall consump- before you make your own purchase or sub- tion). Women also tend to have greener atti- scription. tudes than men, and East Coast and West Coast residents tend to be greener attitudes than It may not come as much of a surprise that the other parts of the country. Children also tend to greenest consumers in terms of attitude and have greener attitudes and also have infl uence values tend to have higher incomes and educa- on the purchase and other decisions of their tional levels (people at lower income levels are parents.
Guidelines for Marketing EPA Partnership Programs 57 Appendix E: Program power to prevent sellers or information from Marketing When Decision- reaching other decision-makers. makers Are in the World of It is important to note that in some cases an audience group can play more than one of these Business roles. In the case of EPA’s SunWise Program, for The Guidelines for Designing EPA Partnership example, teachers are both a primary audience, Programs encourages you to be strategic and because EPA wants them to sign up for the pro- specifi c when defi ning your Program’s target gram, as well as an infl uencer audience because decisionmakers. For EPA Partnership Programs EPA wants them to infl uence kids to practice targeting businesses, marketing guru Philip Kotler sun-safe behaviors. offers additional advice on precise and strategic Once you have brainstormed all possible audi- identifi cation of decisionmakers in his classic ences and identifi ed each of their roles as a book Marketing Management14. For businesses, primary, infl uencer, or gatekeeper, you then need he describes the following roles: to choose priority audiences for your program. 1. Initiators. These are individuals who initiate Priority audiences are those that can most the process by asking that something be pur- quickly deliver you to your goals and objectives chased or some other organizational change within the resources that you have available. As is made. They may be users or others in the mentioned earlier, Partnership Programs can organization. easily fail if they try to be too many things to 2. Users. These are individuals who will use too many people. Strong marketing is focused the product or service or most directly ex- on the needs of its key target audiences. This perience the organizational change. is where you choose which audiences are the most important for your program’s success. 3. Infl uencers. These individuals infl uence the buying or other decisions. They often help For example, EPA’s C2P2 (Coal Combustion defi ne specifi cations and provide information Products Partnership) program aims to help for evaluating alternatives. Technical person- create markets for coal ash in order to keep it nel are particular important infl uencers. out of landfi lls. In order to be successful, 2C P2 4. Deciders. These people decide on product needed to target both the industry creating requirements and/or suppliers. the ash, the local regulators that regulate its disposal, and the potential end users of the ash 5. Buyers. These individuals have the formal (construction companies). All of these audiences authority to select the supplier and arrange are a priority for the program because they all the purchase. They often shape product need to change their behavior in order for the specifi cations, help select vendors, and nego- program to be successful and achieve its goal tiate the deal. creating a market for the benefi cial reuse of 6. Gatekeepers. These individuals have the industrial coal ash.
14 Kotler, Philip, Marketing management. 11 edition (May, 2002); Publisher: Prentice Hall; ISBN: 0130336297
58 Guidelines for Marketing EPA Partnership Programs Appendix F: Suggested • Kotler, Philip. Marketing management. 11 edi- Reading tion. Prentice Hall, 2002. • Kotler, Philip, N. Roberto, N. Lee. Social mar- • Academy for Educational Development. keting: Improving Quality of Life 2nd edition. Social Marketing Lite: A Practical Resource Book SAGE Publications, 2002. for Social Marketing. AED, 2000. • Lodish, L.M., Morgan, H.L., Kallianpur. A. Entre- • Checco, Larry. Branding for Success: A Road- preneurial Marketing: Lessons from Wharton’s map for Raising the Visibility and Value of Your Pioneering MBA Course. John Wiley & Sons, Nonprofi t Organization. Trafford, 2005. 2001. • Colehour, Julie and Cohen, Bryan of. Plan- • McKenzie-Mohr, D., W. Smith. Fostering ning for Effective Social Marketing Cam- Sustainable Behavior. An Introduction to Com- paigns: A step-by-step guide and workbook. munity-Based Social Marketing. New Society Colehour+Cohen, 2005. Publishers, 2001. • EPA. Using the ENERGY STAR Identity to • Mollerup, Per. Marks of Excellence. Phaidon Maintain and Build Value. See
Guidelines for Marketing EPA Partnership Programs 59 Appendix G: Suggested To learn more about the LOHAS green con- Web Sites sumer marketing research and market segmen- tation see: For a good summary of the major market re- search studies on American citizen and consum-
60 Guidelines for Marketing EPA Partnership Programs