Here’s a simple framework for fitting social media into your firm’s marketing plan. Think of three interactive segments that build on each other to benefit your practice: tried and true tactics, conscious outreach, and cutting edge tactics. With this framework in mind, you can choose the tactics from each segment that fit your firm’s culture, level of marketing expertise, and target market.

Tried and true tactics. These are the marketing tactics that most professionals already have in place and feel most comfortable using. They include email signatures, business cards, elevator speeches, and your firm’s website and brochure. Tried and true tactics can be used to call attention to your firm’s social media presence.

Conscious outreach. These take a bit more time and effort on the part of the individuals in your firm. They include attending and speaking at association and industry meetings, getting client testimonials, meeting one-on-one with prospective referral sources, and issuing periodic press releases about your firm’s activities. These efforts provide content that you can leverage via social media marketing.

Cutting edge tactics. Tactics such as blogging, tweeting, webinars, and podcasts may not be used by your firm and may not be in your comfort zone – yet. LinkedIn, Twitter and blogs are the three social networking tools that are commonly used by professional service providers to engage their target audiences. These are a good starting point for your firm.

Next: Quickstart tips for professional service firms

On September 20, 2010, our IMCNJ program featured a presentation Michele Joseph, MBA, entitled "Five Steps to Avoid Brand Sabotage!".  The discussion focused on the importance of branding and avoiding pitfalls that undermine the brand you have established.

Michele is brand strategist and President of klick consultants, LLC, a marketing consultancy which has been transforming businesses through clear messaging since 1997.   Some of her clients include the Army Contracting Agency, Health and Human Services, Verizon Communications, and the Women Business Center of Northern Virginia.  Ms. Joseph attained her MBA in Strategic marketing from the McDonough School of Business at Georgetown University, and her Bachelor of Science in Biology from Catholic University of America. She has over twenty years of branding and marketing experience in the private and public sectors. She has served on the boards of the National Capital Region and the New Jersey Chapters of IMC, and presented to audiences nationally and internationally.  Michele currently serves IMCNJ as VP Marketing & Communications.

A copy of Michele's presentation is attached.

On September 28, 2010, IMCNJ was well represented at the 2010 Innovation Conference convened by Fairleigh Dickinson University's Rothman Institute of Entrpreneurship.  At the invitation of Rothman Institute Executive Director James C. Barrood, IMCNJ President Helen Dao, Treasurer Michael Keats, and VP Marketing Michele Joseph attended the event. 

This year's conference focused on transforming philanthopy and featured presentations by Chris Daggett, President of the Geraldine R. Dodge Foundation; Deborah Brooks, co-Founder of the Michael J. Fox Foundation for Parkinson's Research; Nancy Lublin, founder of Dress for Success and CEO of Do Something; and Andrew Zolli, Executive Director of PopTech.

Thanks to the efforts of Helen Dao and Michele Joseph, IMCNJ is establishing a collaborative alliance with the Rothman Institute to cross-promote programs of interest to our constituents.  For more information on the Rothman Institute, please click http://view.fdu.edu/default.aspx?id=932.

‘NON TRADITIONAL’ PROJECT MANAGER / ANALYST – FINANCIAL SERVICES
COMBINATION CMC AND AN ISACA CERTIFICATION = PERFECT
CALL GLENN DINETZ ASAP FOR INITIAL VETTING 646.833.0660 X102
NY METRO AREA ONLY

An experienced project manager / senior analyst who can assist the Compliance PMO Lead with Portfolio Management across 150 global IT compliance projects. Requires someone who has done IT governance, portfolio management and analysis, performance management/measurement frameworks, etc. Help answer the following questions:

· What value is being added by a particular project?
· How do we measure the value and success?
· How is a project doing at different milestones (e..g., inception, approval, closure)
· How do we optimize and rebalance the portfolio?

This is not an Application Manager role or classic vertical Project Manager.. It is someone who manages and analyzes across projects and relative to each other in the overall program. Someone who has used the ValIT or similar IT Governance frameworks would do well

Glenn R. Dinetz
Member & COO
RGZ Solutions
150 West 28th Street O (646) 833-0660 Ext. 102
Suite 504 C (646) 567-6129 Mobile
New York, NY 10001 F (973) 302-8633
gdinetz@RGZSolutions.com