• A morgue file is a place to keep post production materials for use of reference, an inactive job file. This morgue file contains free high resolution digital stock photography for either corporate or public use (public image reference).
• - http://www.thefreesite.com/Free_Graphics/Free_photos/   (links to photos and graphics)
• - http://www.sxc.hu/ (free photos)
• - http://www.fotogenika.net/modifica/igallery.asp (large images)
• - http://freelargephotos.com/ (large images)
• - http://lorelle.wordpress.com/2006/10/04/free-photos-for-your-blog/  (variety of resources)
• - http://www.freepixels.com/  (free photos)
• - http://www.freephotosbank.com/  (stock photos)
• - http://apusay.blogspot.com/2008/02/free-stock-photo-resources.html  (variety of resources)
• - http://www.photoshopsupport.com/resources/stock-photos.html  (stock photos)
• - http://www.theclipartsite.com/free-photo-index.php  (stock photos)
• - http://en.wikipedia.org/wiki/Wikipedia:Public_domain_image_resources

• Elegant Themes

• Studio Press

“Unlike a book or a newspaper, it’s free. And there are no ads.

“Unlike a web site, we’re not a place you go to. You’re more likely to get a manifesto from a friend or find one on a blog. (But if you want them before anyone else, sign up for our once-every-two-weeks newsletter.)”

Raised $24,000,000.00+

Situation:
Circumstances beyond the Zoo’s control delayed voter-approved construction for several years, during which time costs increased substantially. The Zoo needed to raise millions of dollars quickly in order to avoid falling even further behind in construction of the “New Zoo.”

Strategy:
We developed a multi-piece mailing, which was supplemented with personal phone calls from Zoo board members. The upscale brochure:

• Included a map and architectural renderings of the “New Zoo” to help create a sense of immediacy, even though construction had not yet begun.
• Emphasized the personal connection people feel with the Zoo, and the ways in which it affects individuals.
• Offered opportunities for permanent recognition (such as personalized plaques) for high-value donors.

Tangible results:
The capital campaign raised more than $24,000,000 for the San Francisco Zoo in only a few months.

Retained 33% more customers …

Situation:
Australia’s state-run telephone company, Telecom Australia, faced stiff competition from multinational telecoms when Australia deregulated its telecommunications services. I was the Account Director for the direct response agency Telecom chose to help retain customers in the face of aggressive competitors promising lower prices and superior service.

Process used to develop the campaign:

1. Begin with market research and segmentation.

The most important aspects of campaign development included market research and segmentation. We found, for example, that residential customers were price conscious but not price sensitive. In other words, while they stated that low prices were important, they were actually more concerned with receiving good customer service. Business customers, however, were not concerned with good service so much as with low prices.

Consequently, we developed a two-pronged marketing approach, emphasizing price for businesses and service for residential customers. Telecom Australia developed an array of flexible pricing plans for residential customers, which allowed us to use a “tailored to the way you call” message combining service and pricing benefits. We also segmented by spending levels, type of spending, product, and need. Advertising dollars were focused on the business segment, which had higher volumes, more complex telecommunications needs, and less inertia.

2. Determine the most effective positioning.

Market research also pointed the way to effective positioning. We personalized Telecom Australia’s voice, since the incumbent was perceived as a bureaucratic monolith. And we positioned the incumbent as a consultant or advisor, a one-stop-shop that could help customers navigate the complex and confusing process of deregulation and pre-selection of a telecommunications carrier. Communications were designed to appear simple and straightforward, since customers were well aware of the high cost of advertising, and tended to be turned off by overly expensive-looking design.

3. Use multiple channels of communication.

Because competition was intense and the results of a one-shot pre-selection vote would affect revenues for many years to come, Telecom Australia used a broad-based array of communications, including television, radio, direct mail, collateral materials in retail outlets, booths set up in malls, doorhangers, and branded promotional incentives. We even created “BBQ cards,” which were wallet-sized, accordion-folded, laminated lists of talking points for Telecom Australia’s three hundred thousand employees to use in social situations when they were asked about their company’s role in deregulation.

Strategies used to involve other stakeholders in the design and implementation of the campaign:

As you would imagine, there were many stakeholders in a campaign of this magnitude, including the public utilities commission, many public interest groups, and all business and residential telecommunications customers in Australia. There were also significant issues of confidentiality to contend with, as our client obviously did not want to reveal their marketing plans to competitors.

1. Media coverage.

By providing regular press releases and making key Telecom Australia spokespeople available to explain complex issues to the press, we encouraged thorough media coverage of the deregulation and pre-selection processes. This helped to ensure that stakeholders had a clear understanding of the issues involved.

2. Public hearings.

Public hearings in several cities also helped to clarify issues and allowed stakeholders to voice their concerns and to feel heard.

3. Internal meetings.

Telecom Australia conducted regular internal meetings to keep employees up to date on the planning process.

4. Round-table discussions.

The most difficult issues to develop internal consensus on involved new pricing structures for products and services. Marketing and product management representatives held many round-table discussions to hammer out the most effective strategy, taking into consideration price elasticity, probable revenues, and anticipated customer retention levels.

Tangible results:
Retained significantly more customers than anticipated in Telecom Australia’s aggressive marketing plan. In some areas, we retained 33% more customers than anticipated. (Results varied by geography and timing.)

– Niels Bohr, physicist, quoted in “The Art of Genius,” The Utne Reader Issn 8750-0256 (August 1998), p 76.

Psychologist Carol Dweck has shown that people who believe intelligence is static struggle to overcome adversity, while those who see achievement as a product of effort shrug off setbacks and keep climbing. What are the implications for school, business and society?

This is one of those whap-up-side-of-the-head articles I love; it changed my understanding of motivation and ability.

OVERVIEW:

I have managed departments of 3 to 15 employees, including recruiting, hiring/firing, training, coaching, supervising, motivating, and reviewing performance. I developed strong planning, problem-solving, and prioritization skills in management positions at High Country Passage, Cohn & Wells, Directworks, and EuroRSCG Worldwide.

SELECTED CONTRIBUTIONS:

• Built and managed marketing department at educational travel company. Developed or supervised development of infrastructure — including management reports, budgets, estimate formats, proforma schedules, brochure templates, top-off programs, approval checklists, offer summaries, client profiles, style sheets, etc. Hired, trained, and managed department.
• Participated — along with owner, president, and CFO — in executive team responsible for long-term planning, policy development, product and personnel decisions, budget issues, and executive reporting at luxury educational travel company. In my first twelve months there, total bookings increased by 98.5% and fill rate increased by 27% over previous year.
• Managed advertising agency’s most profitable account team at Cohn & Wells San Francisco, generating annual revenue in excess of $20,000,000. Experienced in training both clients and agency employees in direct marketing methods and procedures, and in managing high-volume, detail-oriented direct marketing projects. Over a period of ten years, contributed as Senior Vice President, Director of Strategic Planning, Studio Director, and Group Account Director.
• Elected (and re-elected) as board member, treasurer, and vice president for 150-member organization of travel writers, photographers, and affiliates (Bay Area Travel Writers). Managed transition from legacy software to new membership mangement software integrating member database, online credit card merchant functionality, membership applications, renewals processing, and more.
• Analyzed direct marketing expenses and leverage points for major Silicon Valley client (Borland); developed and negotiated plan to save client over $1,000,000.00 annually without decreasing revenues.