Guide & Validate
Strategy relies on analytics for validation and at the same time available analytics should be used to inform strategy and the tactics supporting it.
Olympus Corporation of the America's
Medical Systems Group
Ross was hired into a new position responsible for online marketing and analytics. The intent was to have all marketing initiatives measured for two main purposes. First, to determine what was working and what was not. And second, to leverage successful initiatives to improve future initiatives.
He worked with the Marketing Services team, of which he was a member, and then with product teams across nine medical specialty areas. From the numbers on website, email, AdWords, tradeshows, and advertising, Ross reviewed those numbers against pre-determined standards (that he created), provided assessments, and made recommendations for improvement. These were shared with the entire Marketing Services team along with the respective product team.
The next evolution of analytics was to develop a dashboard that could present views with detail enough for product teams and be able to present a high-level view for senior management. This got to the point of a proto-type.
By leveraging this approach, website marketing leads increased by 266%. It also resulted in a 6% click-through-rate for Google AdWords compared to a 2% overall average for the platform.
He worked with the Marketing Services team, of which he was a member, and then with product teams across nine medical specialty areas. From the numbers on website, email, AdWords, tradeshows, and advertising, Ross reviewed those numbers against pre-determined standards (that he created), provided assessments, and made recommendations for improvement. These were shared with the entire Marketing Services team along with the respective product team.
The next evolution of analytics was to develop a dashboard that could present views with detail enough for product teams and be able to present a high-level view for senior management. This got to the point of a proto-type.
By leveraging this approach, website marketing leads increased by 266%. It also resulted in a 6% click-through-rate for Google AdWords compared to a 2% overall average for the platform.
Mediacurrent
For a major client at Mediacurrent, Ross worked with the strategy team to develop an executive dashboard. The dashboard had an overall website score and this was based on having identified four core areas, Audience, Conversions, Operational and Optimization. Very simply these gauged the total audience with conversion, then evaluated site adoption based on internal users and page updates, and finally reducing technical debt. Each area had multiple measurements that were weighted based on importance. In this way, areas of weakness could be identified which would inform the work for the next sprint.
Consultant under NDA
Hired by a leading pharmaceutical samples management service provider to develop a strategy to grow the business of four of its 'growth' area units. Ross met with the head of each unit and based on their goals, he developed an online strategy and tactics for each unit. One of the objectives was not only to grow audience and conversions, but also to be able to implement the tactics as efficiently as possible.
Ross accomplished this by writing copy for 2-3 primary messages per unit and several secondary messages. He then created a timeline for email communications, which identified the audience and which primary and secondary messages should be included for each email. As a result, the copy was generated for all the combinations of emails to be sent making it 'drag and drop' for the next six months
Ross accomplished this by writing copy for 2-3 primary messages per unit and several secondary messages. He then created a timeline for email communications, which identified the audience and which primary and secondary messages should be included for each email. As a result, the copy was generated for all the combinations of emails to be sent making it 'drag and drop' for the next six months
Healthcare Marketing & Communications Council (HMC Council)
Following the merger of the HMC Council with the Medical Marketing Association (MMA) and the Mid-West Healthcare Marketing Association (MHMA), Ross was assigned as the Associate Executive Director. In this role one of his primary responsibilities was to work with the Board of Directors to create a strategic plan for the new organization, the Healthcare Communications and Marketing Association (HCMA).
As the Membership Manager, Ross developed a new strategy for membership retention and recruitment. His plan resulted in a 24% increase following what had been a three year decline. The plan included improved communications, a new brand, and expanded member benefits
As the Membership Manager, Ross developed a new strategy for membership retention and recruitment. His plan resulted in a 24% increase following what had been a three year decline. The plan included improved communications, a new brand, and expanded member benefits
Nazareth Center for the Arts
In December of 2009 a group of volunteers completed the renovation of the former Borough offices (which was previously the one truck Fire Department) converting it into an ADA compliant Community Center for the Arts featuring a combined performance and art gallery. The listening venue could hold up to 75 people.
The problem was that they did not know how to run a facility or a non-profit. The group contacted Ross and he agreed to help. There were two holiday events to kick things off, but nothing further had been planned, and the group had used all the money they had raised on the renovation.
Without a plan, Ross began to contact friends who were performers and started booking shows to have some regular activity until the volunteers could come together into an organized group. The group had weekly meetings. Ross recommended that the group work under the auspices of the Borough's Economic Development Committee while it worked to become a 501(c)(3). A Mission Statement was created and from that Ross drafted a strategy that was adopted by the group. By following Ross' strategy the group was able to conduct over 100 events in its first year of operation including 58 musical performances, 13 gallery events, 14 open mic nights, 5 open mic poetry nights, 3 poetry readings, 3 meetings of the Paint Box Art Club, art classes were held in conjunction with the YMCA, there was a free financial seminar, and there were four special events: A Garden Tour, A Holiday House Tour, a stage at Martin on Main, and a stage at the annual Community Block Party.
The problem was that they did not know how to run a facility or a non-profit. The group contacted Ross and he agreed to help. There were two holiday events to kick things off, but nothing further had been planned, and the group had used all the money they had raised on the renovation.
Without a plan, Ross began to contact friends who were performers and started booking shows to have some regular activity until the volunteers could come together into an organized group. The group had weekly meetings. Ross recommended that the group work under the auspices of the Borough's Economic Development Committee while it worked to become a 501(c)(3). A Mission Statement was created and from that Ross drafted a strategy that was adopted by the group. By following Ross' strategy the group was able to conduct over 100 events in its first year of operation including 58 musical performances, 13 gallery events, 14 open mic nights, 5 open mic poetry nights, 3 poetry readings, 3 meetings of the Paint Box Art Club, art classes were held in conjunction with the YMCA, there was a free financial seminar, and there were four special events: A Garden Tour, A Holiday House Tour, a stage at Martin on Main, and a stage at the annual Community Block Party.
Lehigh Valley Marketplace
Ross conceived a concept to assist local, small businesses to get their business online while providing local Chambers of Commerce with an additional revenue stream. He approached the Nazareth Area Chamber of Commerce and outlined the concept and the strategy to support it. Nazareth connected Ross with Whitehall and the Slate Belt chambers as well in February 2010. A web site was created and Chamber members were able to pay a one time fee to have a single web page created for them, and they then paid a nominal monthly fee, part of which went back to the Chamber and the other half to Ross for managing and maintaining the site.
Unfortunately, similar to what Ross found with advertising on NewsOverCoffee, and despite the benefit to both themselves and their Chamber, there was not enough adoption to keep the site running as it needed volume to compete in search and make the effort worthwhile for everyone.
Unfortunately, similar to what Ross found with advertising on NewsOverCoffee, and despite the benefit to both themselves and their Chamber, there was not enough adoption to keep the site running as it needed volume to compete in search and make the effort worthwhile for everyone.
NewsOverCoffee
NewsOverCoffee was one of the first hyper-local community websites in the United States. Initially launched in 2004, Ross pulled back, revisited his strategy and relaunched in early 2005. The site specifically served the residents of the Nazareth Area School District (population 24,000).
With no budget, Ross' growth strategy resulted in an increase in page views by 500% from 2006 (17,000 page views) to 2008 (109,000 page views). The strategy was based on three key principles. First, focus on the core, which is the Borough Council and School Board, then expand to other municipalities in the District. Second, content strategy was critical. Posts were only made specific to activities within the borders of the District. County, state, or national news was not included unless it directly referenced Nazareth. Third, somewhat related to content, the tone of posts and management of comments was critical to create a 'safe' online space for residents to discuss issues without having it turn into a flame session and the best way to do that was by setting the tone in the content he posted
With no budget, Ross' growth strategy resulted in an increase in page views by 500% from 2006 (17,000 page views) to 2008 (109,000 page views). The strategy was based on three key principles. First, focus on the core, which is the Borough Council and School Board, then expand to other municipalities in the District. Second, content strategy was critical. Posts were only made specific to activities within the borders of the District. County, state, or national news was not included unless it directly referenced Nazareth. Third, somewhat related to content, the tone of posts and management of comments was critical to create a 'safe' online space for residents to discuss issues without having it turn into a flame session and the best way to do that was by setting the tone in the content he posted
Political Campaigns
Outside of academics (Interdisciplinary Studies in Political Science, History and Philosophy) Ross' first "real-life" engagement with strategy came in politics.
In 1993 he served as the Campaign Manager for the Northampton County, County Executive race. Ross was a part of the leadership team that crafted the strategy that led to the first Republican ever being elected to the position.
From this victory, Ross was the campaign manager for both a State House and a State Senate campaign in the following years. These campaigns had significantly fewer resources and strategy was developed by Ross and reviewed by the candidate in advance of implementation.
In 1993 he served as the Campaign Manager for the Northampton County, County Executive race. Ross was a part of the leadership team that crafted the strategy that led to the first Republican ever being elected to the position.
From this victory, Ross was the campaign manager for both a State House and a State Senate campaign in the following years. These campaigns had significantly fewer resources and strategy was developed by Ross and reviewed by the candidate in advance of implementation.
