Remember "Q" from the James Bond films? His department created all the gadgets that saved 007 from certain doom - like the cigarette lighter that was really a homing beacon.
The U.S. Army has a similar division, albeit with a more practical focus, called PM-MCD. This is an acronym for the Office of the Project Manager for Mines, Countermine and
Demolitions. Since 1961, PM-MCD has managed projects that specifically relate to the development, production and fielding of mines, countermine (mine detection and neutralization)
and demolitions equipment. In the late 1990s, the division also was assigned "non-lethal" development tasks (rubber bullets, gas grenades, etc.).
In October, 2001, faced with that growing mission, dramatically escalating homeland security issues and a moniker that didn't truly reflect its comprehensive development
expertise, PM-MCD decided it needed more than just a name change.
The division turned to Duffey Communications to determine how to expand its target audience, develop mission-specific messaging and research private sector R&D partnership
opportunities. The two major objectives for what Duffey calls "Mission One" of its ongoing work for the PM-MCD were to: (1) Develop tools to increase the visibility of PM-MCD's
expertise and capabilities, and (2) Establish a brand and corporate identity reflecting PM-MCD's mission fields.
"The challenge with many organizations, especially in the public sector, is that they have always looked at problems from the same viewpoint," says Lee Duffey, president and
founder of Duffey Communications. Duffey provided a fresh perspective with an in-depth examination of the organization's marketing communications options.
Reconnaissance
Duffey first conducted extensive fact-finding sessions with organization leaders; in-depth focus group sessions with public, private and academic representatives; multiple
telephone interviews with customers and prospects; and a comparative Web site review.
The marcom team led several one-on-one and group meetings with PM-MCD leadership to determine the division's competitive advantages and the most beneficial positioning. It also
reviewed the marketing focus for the overall office and each of its four main divisions.
The results indicated widespread disagreement as to PM-MCD's mission, capabilities, focus and future opportunities and direction.
"Public and private sector organizations typically do not understand each other," says Matthew Wright, senior account manager for Duffey and the moderator of the focus groups.
"The different branches of the military do not even fully understand each other. When you add opinions from academia and the private sector to the mix, then you are really going
to get differing points of reference."
Duffey also researched appropriate media for the PM-MCD to target with its news, identifying local, defense, military, technology and business outlets. Finally, the agency
conducted an extensive collateral audit, analyzing PM-MCD's positioning strategy and how its expertise was being communicated to various stakeholders.
Duffey tabulated, analyzed and compiled all the data into a final report showing that PM-MCD needed to focus its marcom resources on the U.S. military, which was its primary
customer. This information created a foundation for a final strategic communications program which explained how the organization should structure its marketing and communications
focus.
For the team, the program was an exercise in thinking like the customer: What benefit would a procurement officer or squad commander be looking for in a new mine technology or
non-lethal weapon? "We recommended that PM-MCD speak to the natives in their own language," says Wright. "For future communications to media or private sector entities, we will
work with PM-MCD to alter the lingo and make the messaging more mainstream," but for now, the plan is to think military.
The Results
The program met its goals for coming up with new methodologies to enhance the division's visibility with core constituencies. Plus, the analysis was delivered ahead of time and
under budget, Wright says, which always wins points with the Army. The PM-MCD now goes by a brand new name, the PM-CCS. To a layman's ears, it may not seem like a dramatic change,
but to those in-the-know, Project Manager for Close Combat Systems is a much better fit for the office's diversified capabilities.
(Contact: Wright, 404/266-2600 ext. 223)
Key Stats
Audit Timeframe: October 2001-March 2002
Audit Budget: We could tell you, but then we'd have to kill you. Budget for the campaign is classified.
Duffey deployed an in-depth analysis of the new PM-CCS's marketing communications positioning using:
- Strategic Planning Session - Gathered the organization's key leadership to discuss strengths and weaknesses, as well as how upcoming military changes (growth in defense
budget, possible war with Iraq, etc.) may affect PM-MCD's mission and funding; - Focus Group Surveys - Developed moderator's and screener's guides and conducted a focus group comprised of members from private and local sector, as well as military and
academia; - Web site and Collateral Audit - Analyzed PM-MCD Web site and provided enhancement recommendations for all collateral pieces and tradeshow booth strategy;
- News Bureau Formation - Created extensive media list in addition to a framework for news release and case study distribution.