Julie Vermeer Fowler

Page 1

SELECTED WORK JULIE VERMEER

L AKE CO U N TRY S CH OOL

“SURF ING U.S.A.!�

2005 annual report concept and design

Book jacket and interior design 'PSFXPSE 5, ] *OUSPEVDUJPO 5, ] $POUSJCVUPST JODMVEF +FGG %JWJOF +PIO 4F WFSTPO -F3PZ (SBOOJT 3PO %BIMRVJTU 3JDL (SJGm O (SFH /PMM %PD #BMM BOE NPSF

Fall 2005

Summer 2005

Voyageur Press

Client: Lake Country School

A big and visually-packed history of surfing written by the former editor of “Surfer� magazine. The design needed to appeal to surf enthusiasts both young and old.

I focused on emphasizing the creative, hands-on approach of the school with bright colors and whimsical details.

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H ITACH I F O U N DAT ION T I M E L I N E A N D R E PORT

DC8 LOGO

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Timeline and commemorative book Summer 2005

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

Client: Daunte Culpepper

The book has a Japanese influence, comes packaged in a slipcase, and was accompanied by a framed timeline. It summarizes the accomplishments of the Hitachi Foundation for the last 20 years.

This logo was developed for Daunte Culpepper’s upcoming line of sportswear DC8, for use on Tshirts, caps and possibly a tennis shoe in collaboration with Nike.

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Honorary Chairman, The Hitachi Foundation

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4

Moreover, the transition was occurring in a world that was hostile to the economic power wielded by Japan. Japanese corporate leaders found themselves ill-prepared for their new role and uncertain how to position themselves, especially in the United States, as friendly and conscientious corporate citizens. The Foundation was born into this rapidly changing environment. From the beginning, it was envisioned as a tool for helping the Hitachi corporation move from being a major Japanese corporation to being a major global “citizen.â€?2 It would do this by providing opportunities for Hitachi to interact with American communities on issues that cut across national boundaries, such as the increasing diversity and multiculturalism of society, and to help Hitachi practice good corporate citizenship with integrity. The Foundation was also intended to help Americans become more capable, effective participants in the global society, with a special focus on those who are economically isolated and poorly served by traditional institutions. For the next two decades, through grants, awards, and partnerships, the Foundation did just that. Along the way, it raised public consciousness of the positive role that all businesses can play in strengthening communities. It also generated useful knowledge about some of this country’s most pressing socioeconomic issues. This report commemorates The Hitachi Foundation’s twentieth anniversary by sharing the Foundation’s accomplishments and lessons. Along with its corporate and community partners, the Foundation has supported many successful local projects and carried a strong message nationally and globally. But there is much more yet to do. This publication serves as both an invitation and a guide to the work ahead. Corporate social responsibility has never been a timelier or more urgent topic. We begin the twenty-ďŹ rst century with a high level of public distrust in business, due to well-publicized corporate fraud and accounting scandals. The philanthropic ďŹ eld, whose largest members are not unlike corporations, is under ďŹ re for self-dealing, while the nonproďŹ t sector struggles to recover from recent economic turbulence. Many U.S. communities, meanwhile, see their economic power eroded by highly mobile production systems, the interdependence of global markets, and wage and trade imbalances. They ďŹ ght an uphill battle to retain or rebuild civic, social, and cultural resources. In that context, The Hitachi Foundation’s work is distinctive and pivotal. The Foundation embraces the challenges and the rewards of blending community strengthening with the responsibility of business to society. It works across programmatic, cultural, and sectoral boundaries to ďŹ nd innovative solutions. It has been relentless in its search for measurable progress. It uses the tools of philanthropy—grants, awards, convenings, technical assistance, publiY Oinvestments S H I YA M A AtoWtheAFoundation’s R D F O R programs—to E X E M P Lfoster ARY S E Ramong VICE TO cations, and related learning corporateTexecutives, community partners; and future civic and H E C Omanagers, M M U Nand I Temployees; Y corporate leaders. It disseminates knowledge and works to ďŹ nd new channels of support for community corporateAward, change. Theand Yoshiyama created in 1987, honors high school seniors who have helped society Thismake reportsigniďŹ cant explores those themes while highlighting Foundation’s mission, progress on economic and socialthe issues. It was named forprioriHitachi, Ltd.’s ties, and values (chapter 2); strategies, implementation, andretired accomplishments (chapter andcreated in long-time chairman, Hirokichi Yoshiyama, who that year. The award3); was strengthsrecognition and challenges (chapter 4). Itgratitude concludes 5) bythings examining the road of Yoshiyama’s for(chapter “the many I learned fromahead. the United States

In 1985, when The Hitachi Foundation was formed, Americans were just beginning to recognize the pervasive, interconnected effects that globalization would have on all aspects of modern life. To be competitive in a global market, we would have to produce workers with better math, science, communication, and problem-solving skills, which meant that our educational system needed reform. We would have to understand other cultures and value diversity within our own. We would have to become more adept at using new technologies. And we would have to manage resources more strategically. A similar awareness was growing in Japan, where—after decades of economic growth and technological advances—the country had emerged as “the world’s ďŹ rst economic superpowerâ€?: Japanese corporations were being transformed from export-driven national companies into transnational enterprises . . . a role [that] would demand global vision, signiďŹ cant internal and external realignments of attitude, and new dimensions of responsibility.Äą

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as a business executiveâ€? and his appreciation of young people’s ability to meet society’s challenges boldly and with “pure and strong . . . sincerity.â€?24 The award program was also a way for the Foundation to help young people develop )JUBDIJ -UE UPEBZ IBT NPSF UIBO FNQMPZFFT BOE EPFT CJMMJPO PG CVTJOFTT BOOVBMMZ XPSMEXJEF knowledge and conďŹ dence in community action, reinforce their leadership capacity, and keep XJUI NPSF UIBO QFSDFOU JO UIF 6OJUFE 4UBUFT their commitment to community service and leadership intact during the transition from youth to adulthood. The award supports the Foundation’s mission of stimulating positive participation in society by holding up the honorees as inspiring examples. And the award helps to change the public’s negative perception of America’s young people.

Selection Process Students cannot apply for the honor or be nominated by a family member. They must be nominated by someone familiar with their social contribution, such as a community leader, service provider, teacher, school principal, or clergy member.25 Ten honorees are selected each year from more than 200 nominations. The nominations are divided among four-member teams of external reviewers, who rate the candidates. A nine-member committee co-chaired by a Foundation board member and a previous honoree reviews the top thirty-ďŹ ve semiďŹ nalists. They sort the group into awardees, ďŹ nalists, and semiďŹ nalists. Foundation staff memÂŽ*G XF USBDF UIF TPVSDF PG HMPCBM QSPC bers do not vote on nominees. MFNT ESVHT WJPMFODF EJTDSJNJOBUJPO The nominees and awardees represent the full diversiQPWFSUZ FOWJSPONFOUBM EFTUSVDUJPO * ty of the U.S. population. Selection is based on the student’s commitment to and impact in a given community; leaderUIJOL XF XJMM šOE UIBU JU JT UIF MPDBM DPN NVOJUZ XIFSF UIFZ BMM TUBSU 5IF TPMVUJPOT ship; and potential for longer-term sustainable community change—not on grade-point averages, SAT scores, or school XJMM UIFSFGPSF BMTP IBWF UP DPNF GSPN club memberships.26 UIF MPDBM DPNNVOJUZ ÂŻ Andrew Papachristos, who was honored in 1994 (see facing page) and later served as co-chair of the selection com­)JSPLJDIJ :PTIJZBNB mittee, notes that this award isn’t for the kind of person who $IBJSNBO &NFSJUVT )JUBDIJ -UE typically wins a lot of recognition or has merely clocked a lot of community service hours in an established program. “The Yoshiyama Award is about overcoming adversity to create something that didn’t exist before; it’s about ďŹ nding a need that nobody else is addressing. We also look for sustainability. Is the [nominee] someone who will be not just a youth leader but a leader of the future?â€?

26

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This year we celebrate the twentieth anniversary of The Hitachi Foundation. I am delighted to have assumed the position of Honorary Chairman at such a signiďŹ cant moment in the Foundation’s history. In 1985, when we decided to establish The Hitachi Foundation, there was a strong need to deepen understanding between the American and Japanese people. And, given the economic circumstances at that time, it was critically important for Japanese companies to demonstrate our sincere commitment to good corporate citizenship. Today the importance of business practices that place a priority on social responsibility is gaining increasing recognition. Now the whole world is looking closely at global corporations. People have high expectations that companies will be active partners in addressing society’s challenges. The corporate citizenship focus of The Hitachi Foundation is even more important now than at the time of the Foundation’s establishment. As Honorary Chairman, I intend to do all I can to support the activities of the Foundation so that it continues to play its crucial role in the vanguard of such corporate citizenship activities. One essential element of corporate citizenship is the role that companies play in their communities. The Hitachi Foundation’s programs reach beyond rhetoric to establish a deep understanding of business-community partnerships. One program in particular—the Hitachi Community Action Partnership—provides a very effective means for the Hitachi group of companies to demonstrate concern for the well-being of people in communities where our employees live and work. It is my hope that The Hitachi Foundation will continue to contribute to the strength of communities in North America for many years to come. I also hope that the Foundation’s work continues to demonstrate Hitachi’s determination to better fulďŹ ll its responsibilities to society as a good corporate citizen. And if, through the Foundation’s programs, Americans come to feel more familiar with Hitachi, and indeed, Japan—well, nothing could be better.

Capturing the essence of The Hitachi Foundation’s twenty years is a daunting challenge. We have been privileged to work with Leila Fiester, a master of prose, and Beth Desnick and her team at Thebe Street, masters of line and form, in crafting this commemorative book. But the credit for taking this Foundation from a concept without precedent to a mature and dynamic actor on the stage of social progress goes to the Hitachi leadership and the Foundation board and staff, past and present.

INTRODUCTION

Spring 2006

Client: Hitachi Foundation

LETTER

1

Daunte Culpepper sportswear logo.

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DAUNTE CU L P EP P ER I DE N T I TY

LEGAL AID IDENTITY

Booklet and Stationary

Logo, Stationary, and Annual Report

Winter 2006

Spring 2006

Client: DKC Investments

Client: Legal Aid

Selected materials developed for Daunte Culpepper’s personal promotional uses.

Legal Aid provides legal assistance to low-income and senior residents of Hennepin County. They wanted an “established” and traditional logo, and a professional, but up-beat look to the materials.

Culpepper TV Spots NFL

:35

Foot Locker

:35

Motorola

:50

Reebok

:35

EA Sports

:35

Legal Aid

Total Running Time 3:10

Working toward Justice for All DAUNTE CULPEPPER: Lights, Camera, Action

Caitlin Firer

B O O VB M ! S F Q P SU! 3 1 1 6

T | 612.339.1193

In 2005 . . . •

Legal Aid attorneys drove more than 110,000 miles to serve clients in Greater

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Minnesota. •

Legal Aid served 4,412 clients in Greater Minnesota, in addition to those served by the Minnesota Disability

! Dbjumjo!xbt!sfdfoumz!diptfo!cz!Njooftpub!Mbxzfs!bt!pof! M I N N E S O TA D I S A B I L I T Y L AW C E N T E R pg!ßguffo!ÓVq.boe.Dpnjoh!BuupsofztÔ!gps!uif!zfbs!3117-! In addition to working in offices throughout much of Minnesota, jo!sfdphojujpo!pg!ifs!mfhbm!bddpnqmjtinfout-!dpnnvojuz! Legal Aid also operates a number of statewide projects, including jowpmwfnfou-!mfbefstijq-!boe!fydfmmfodf!jo!tfswjdf/ the Minnesota Disability Law Center, which is the official state! !Dbjumjo!pgufo!sfqsftfout!dmjfout!uispvhi!wfsz!dibmmfohjoh! designated agency to protect and advocate for the rights of people qfstpobm!ej dvmujft/!ÓOpcpez!xbout!up!csjoh!uifjs! qsjwbuf!gbnjmz!jttvft!cfgpsf!uif!dpvsu-Ô!Dbjumjo!fyqmbjot/! with disabilities. The Minnesota Disability Law Center provides ÓCvu!tpnfujnft!ju!jt!bctpmvufmz!ofdfttbsz/Ô!Jo!pof!tvdi! legal advice, direct legal representation, and a variety of training dbtf-!b!ejwpsdfe!npuifs!dbnf!up!Dbjumjo!tffljoh!bo!psefs! and advocacy services. In 2005, the Minnesota Disability Law gps!qspufdujpo!gps!ifs!dijmesfo/!Uifjs!gbuifs!ibe!cffo! Center served 1,251 people. foebohfsjoh!uif!dijmesfo!evsjoh!ijt!xfflfoe!wjtjubujpotÒ esjwjoh!esvol!xjui!uif!dijmesfo!jo!uif!dbs-!esbhhjoh!uifn! up!bmm.ojhiu!qbsujft-!boe!opu!buufoejoh!up!uifjs!nfejdbm!offet/!Dbjumjo!dpowjodfe!uif!kvehf!up! psefs!tvqfswjtfe!wjtjubujpo!bu!b!dfoufs!jo!Xjmmnbs!boe!bewjtfe!ifs!dmjfou!po!ipx!up!qspufdu!ifs! dijmesfo!jo!uif!mpoh!ufsn/ ! Jo!ifs!xpsl-!Dbjumjo!ibt!efwfmpqfe!dmptf!sfmbujpotijqt!xjui!jnnjhsbou!dpnnvojujft!jo! svsbm!Njooftpub/!Spvhimz!ibmg!ifs!dmjfout!bsf!jnnjhsbout-!qsfepnjoboumz!gspn!Bgsjdb!boe! Tqbojti.tqfbljoh!dpvousjft/!Nboz!pg!uiftf!nfo!boe!xpnfo!ibwf!opu!gpvoe!svsbm!Njooftpub! up!cf!b!xfmdpnjoh!qmbdf-!ibwjoh!cfdpnf!uif!ubshfu!pg!jmmfhbm!ßobodjbm!boe!mfoejoh!qsbdujdft-! qpps!ipvtjoh!dpoejujpot-!boe!puifs!tdbnt!uibu!bjn!up!ublf!bewboubhf!pg!sfdfou!jnnjhsbout/! Qbtu!dmjfout!tubz!jo!upvdi!xjui!Dbjumjo-!tupqqjoh!cz!ifs!p df!boe!csjohjoh!xjui!uifn! iboenbef!uplfot!pg!uifjs!bqqsfdjbujpo!gps!ifs!ifmq/! ! JuÖt!b!tpvsdf!pg!qsjef!gps!Dbjumjo!up!cf!qbsu!pg!Mfhbm!Bje/!Dbjumjo!mpwft!lopxjoh!uibu!tif!jt! nbljoh!b!ubohjcmf!ej fsfodf!jo!ifs!dmjfoutÖ!mjwft/!ÓUijt!jt!xiz!J!xfou!up!mbx!tdippm-Ô!tif!tbzt/! ÓUijt!jt!nz!esfbn!kpc/Ô

DKC Investments LLLP | 9024 Southern Breeze Drive | Orlando, Florida 32836 T | 612.339.1193

DAUNTE CULPEPPER PRESIDENT AND CEO

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FOR YEAR ENDED DECEMBER 31, 2005

REVENUES 1% 3% 3% 61%

5%

Government Grants and Contracts

6,191,046

United Ways

1,155,181

Foundations Fund for the Legal Aid Society

7%

Lawyers Trust Account Board

929,621 700,000 546,053

9% Miscellaneous Revenue

11%

Court-Awarded Attorney Fees Endowment Earnings Total

340,917 283,174 45,117 10,191,109

EXPENSES 4% 5%

59%

Direct Legal Services to Low-Income People

5,769,474

Minnesota Disability Law Center

1,836,602

Administration

1,293,413

State Support Services 13%

Legal Service Advocacy Project 19%

455,175 443,197

Total

9,797,861

Prior Reserve

1,437,651

Year-End Reserve

1,830,899

program wide

“M IKE LYN CH ’S MIN N E S OTA STA RWAT C H �

Fall 2004

“Art Inside/Outside Space� Call for Artists

Voyageur Press

Fall 2004

First of a series of books to be produced for most of the states. User friendly guide to the stars, suitable for all ages. Maps are easy to use outdoors as navigation charts.

Client: Intermedia Arts

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CHRIST MAS CA RD S

“ T HE ANTI- BRIDE ETIQUETTE GUIDE”

Four Christmas card designs

Book jacket and interior design

Winter 2005

Fall 2004

BOUJ.CSJEF

Thebe Street

Chronicle Books

FUJRVFUUF!HVJEF

Company Christmas cards

A Two-color etiquette guide for the unconventional bride.

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CHAPTER 4

JOWJUBUJPOT!'!TUBUJPOFSZ B!xfeejoh!jowjubujpo!epft!npsf!uibo!qspwjef!uif!522!po! ]SYV IZIRX -X EPWS SJJIVW E LMRX SJ [LEX«W MR WXSVI JSV ]SYV KYIWXW§E W[ERO FPEGO XMI WSMVII E XVSTMGEP HIWXMREXMSR PYEY SV E +EXWF] IWUYI KEVHIR TEVX] 7MRGI ]SY QE] RSX LEZI I\TIVMIRGI LSWXMRK E TEVX] VIUYMVMRK ER]XLMRK QSVI IPEFSVEXI XLER ER )ZMXI ]SY«PP [ERX XS TE] GPSWI EXXIRXMSR XS XLI 4«W ERH 5«W SJ KIXXMRK XLI [SVH SYX

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Uif!Hpmefo!Svmft The whole idea of an engagement is in itself pretty old-fashioned. ItÕs not surprising, then, that becoming engaged and announcing the engagement involve plenty of traditions.

%RRSYRGMRK =SYV )RKEKIQIRX 8,) 86%(-8-32 Although they may strike you as constrictingÑyou may feel like picking up the phone and calling your best friend before you tell anyone elseÑthe old-fashioned rules about whom to tell first are actually well intentioned: think of how your mother would feel if she knew she werenÕt the first person you came to with the news. The traditional order in which to inform your loved ones is as follows: nearest and dearest family members (the brideÕs family first, followed by the groomÕs), then extended family, and finally friends and co-workers. Of course, if youÕre a by-the-book gal, then your parents already know youÕre tying the knotÑbecause your intended asked your dad for his permission before proposing. Traditionally, soon after the bride and groom have announced their engagement to their close friends and relatives, each family hosts a small celebration in honor

VIPEXIH QMWWMZIW EPP XLI [LMPI QEMRXEMRMRK ]SYV KSSH QER RIVW ERH ]SYV MRMQMXEFPI %RXM &VMHI WX]PI 2I[WTETIV %RRSYRGIQIRXW 8,) 86%(-8-32 After the couple declares their intentions to family and friends, the next step (a lovely old-world concept) is to announce the engagement to the community. Many newspapers publish a weekly page announcing local couplesÕ engagements, weddings, and anniversaries. A conventional newspaper announcement contains personal information including the coupleÕs names, date and general location of the wedding, cities of residence, parentsÕ names, occupations, schooling, and other notable accomplishments. Many couples choose to include a photo of themselves as well. Below is an example of a traditional newspaper announcement. 1V ERH 1VW 6SR 7QMXL SJ 7ER *VERGMWGS 'EPMJSVRME ERRSYRGI XLI IRKEKIQIR X SJ XLIMV HEYKLXIV 6YF] XS 'LVMWXSTLIV 6IIWI X LI WSR SJ 1V ERH 1V W 6SFIVX 6IIWI SJ 7IEXXPI ;EWLMRKXS R 8LI [IHHMRK [MPP XEOI TPEGI MR 3GXSFIV 1MWW 7QMXL MW E KVEHYEXI SJ XLI <=> 'SPPIKI ERH [SVOW E W E PMFVEVMER JSV %& ' 'SVTSVEXMSR 1V 6IIWI MW E KVEHY EXI SJ 9RMZIVWMX] SJ <=> ERH [SVOW EW E XIGLRMGMER JSV ( )* 'SQTER]

of the couple: dinner at a local restaurant, an informal cocktail party, or anything in between. Then, some time thereafter, thereÕs the engagement party, where the ÒformalÓ announcement is made, usually by the brideÕs father. The brideÕs parents usually host this fete, which includes family and friends who will be invited to the nuptials.

31

Ujnf!Dbqtvmf/!In previous decades, it was considered proper to send a handwritten

Ujnf!Dbqtvmf/! In the 1800s, well-off couples were usually engaged for only a

or printed engagement announcement to friends and family members not attending the engagement party.

few months. Since vendors werenÕt booked a year or more in advance, as they are now, and elaborate parties were commonplace, there wasnÕt any reason to wait.

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32

“BABY N OT O N B OA R D”

GRASS ROOTS AND GROUNDWORK

Brochure and postcard

Book jacket and interior design

Winter 2005

Fall 2005

4"7& 5)& %"5&

Chronicle Books

Client: Northwest Area Foundation Materials for a national conference on poverty prevention.

A Two-color guide for people who chose a life without kids. 4FQUFNCFS ¬

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Brochure

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Fall 2005

Fall 2001

SAINT PAUL PUBLIC SCHOOLS’

BLUEPRINT FOR BETTER HIGH SCHOOLS

Client: St. Paul Public Schools

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PHASE II 2006-2009

SAINT PAUL PUBLIC SCHOOLS’ Blueprint for Better High Schools

Phase I: Structural Change

ensures that every student is challenged and supported to achieve at high levels while in school, and is fully prepared to excel in life after graduation. The Blueprint nurtures strong collaborative effort among students, teachers, parents, the district, and the community as a whole.

Students who are more connected and attached to their school have higher attendance rates, higher graduation rates, higher grades, and better test scores. In response to these compelling data, each of Saint Paul’s seven comprehensive high schools embarked on ambitious and site-specific institutional reform processes during the 2002–2005 school years. The schools crafted Small Learning Communities and other structures to strengthen the crucial connections between students and teachers, built advisory programs, instituted the Web-based, six-year planning tool, and continued to seek ways to engage students in curriculum with relevance to their twenty-first-century futures.

Six Areas of Action 1. CURRICULUM DEVELOPMENT: Challenging Every Student 2. ADVISORY PROGRAMS: Knowing Every Student 3. ACADEMIC AND SOCIAL SUPPORT PROGRAMS: Meeting Students’ Individual Needs 4. PROFESSIONAL DEVELOPMENT: Training Student- and Learning-Centered Teachers

Brochure to be distributed to all St. Paul high school teachers.

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During the 2006-2009 school years Saint Paul Public Schools will work to refine and sustain the Small Learning Community and advisory programs, standards-based curriculum development, and ongoing, job-embedded professional development for teachers. Sharpened focus on instructional practice will be central to these efforts. The continued strengthening of the six areas of action described inside this brochure will enable students to connect their skills and knowledge to the real world. Every student will have the opportunity to explore his or her interests through interdisciplinary courses of study, to utilize the Web-based six year planning tool, and to gain exposure to career and higher education options through structured activities that include business and community partnerships.

6. COMMUNITY PARTNERSHIPS: Learning beyond the Classroom

Measuring the Success of the Blueprint By monitoring actual student performance, and analyzing credible and relevant data from multiple sources, we can hone district curriculum and instructional practices to guarantee the success of the Blueprint— and of our students.

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2. ADVISORY PROGRAMS: Knowing Every Student

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Logo, identity materials, and brochure Spring 2006 Client: Adeo Strategy Partners

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Mary Greenwood, Partner mgreenwood@adeostrategy.com

3050 Mimon Road Annapolis, MD 21403 Tel: 410.707.2738 Fax: 410.295.0130 www.adeostrategy.com

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Adeo Strategy Partners • 3050 Mimon Road • Annapolis, MD 21403

Adeo Strategy Partners is a marketing and communications consulting firm that

• Tel: 410.409.5948 • Fax: 410.295.0130 • www.adeostrategy.com

helps organizations identify their unique position in a constantly changing world and take advantage of opportunities with confidence and efficiency. In a world where marketing consultants abound, why choose Adeo? v Our clients refer us. We have a proven track record of delivering results that have longterm, fundamental impact.

v We specialize in getting your target audiences to tell us what they truly think, not just what they think you want to hear. This information is critical for you to successfully address your audiences’ needs and expectations, whether they be internal groups

NN NING N IIN N ATEG ATEGY TEGY Y (employees, board members, etc.) or external groups (citizens, users, or the general public).

v We have extensive experience uncovering market/sector trends and analyzing competitive situations. To be unique or explore new opportunities in competitive environments,

OUR APPROACH

— Senior Vice President of Public Relations, Nonprofit Organization

you need this objective perspective of your marketplace.

action so that you spend your time, v We know D I how S to C translate O V E research R Y into > focused > >

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Discovery can include any of the following actions:

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Strategy development can include any of the following actions: v Lead internal brainstorming and strategy development sessions

v Clarify and prioritize target audiences, whether internal or external

v Identify and prioritize significant opportunities

v Build whole-organization approach to brand development and management

v Compose unique and compelling organization positioning

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We help translate the knowledge gained during Discovery into effective, actionable marketing and communications strategy.

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Planning development can include any of the following actions: v Identify and prioritize key marketing tactics, including advertising, media-relations, internal and/or interactive web-based plans

v Develop comprehensive public relations plans

S T R AT E G Y

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Finally, we help translate strategies into tactical marketing and communications plans tailored to your needs, opportunities, strengths and budgets. After working with Adeo, you will know what to do, when to do it, and what it will cost.

v Clarify and enhance communications programs and messages

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