JEFF SAMS
Writer
Long-Form Writing Samples
We Need Marketing Now
Email editorial for ad agency, March 2020
Who could imagine, six months ago, the state of our economy today? Or our state of mind? There’s plenty to worry about—our health, social distancing, grocery store supplies, kids at home…and lots of employees who aren’t at work. Nobody wants this, yet here we are.
So, what can we do? Shelter in place, maintain a safe distance, wash our hands, hope for better days soon. Most folks are doing all of that. What else can we do?
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First, keep a few things in mind: The quarantines won’t last forever. The fear will subside. People will return to school and to their jobs. Ball games and concerts will resume, and restaurants will welcome customers. Life as we know it will return—maybe with a limp for a while, but it will return. America is a strong country, and we are resilient. We’ve shown it before in times of recession, depression and national tragedy.
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If you’re a business owner, your gut instinct may tell you to stay low and cut way back. After all, it’s the safe thing to do. It’s easy to assume no one wants to hear from you at a time like this.
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Our economy has a different message: America needs marketing. Last year, consumer spending accounted for nearly 70% of the U.S. economic activity. Our financial health depends on marketing to drive people to be confident consumers. Obviously, it needs a heavy dose of inspiration. The right messages will encourage people to spend, and that’s something we desperately need now. You have the power to help.
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Of course, speaking with the right attitude is important. The public is injured, and your communication should be delivered with care. In late 2001, in the wake of 9/11, the Association of National Advertisers had some good marketing advice. Take care of people and give them time to recover. Get close to customers, to understand their new needs and priorities. Offer messages that restore confidence. Be sensitive about projecting the right tone.
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Maybe you start with special offers or discounts, to show you understand your customers’ situation. Don’t patronize them, and don’t overwhelm them with hard appeals and expect them to come running. Ease them back to your door.
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One more thing. So many companies were caught off guard by this economic hit that they were left reeling, just like everyone else. Create a crisis plan for your business that addresses different scenarios, so you’ll be better prepared in case the economy throws another punch.
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What can you do? Be bold. Step forward. Remember the courage that led you to start a business, or the resolve it takes to keep one running. Embrace your customers—carefully, but confidently. Consumers will come back, if you invite them. Be a marketer. The nation and the Upstate need marketing…and so do you.
Anderson County Hospitality Tax Editorial
Anderson Magazine, November 2018, p. 23
A proposed hospitality tax for unincorporated areas of Anderson County is on the ballot November 6. It’s a 2%fee on prepared food and beverages to help fund tourist-related infrastructure and capital projects in our community. This hospitality tax is extremely important, and deserves your public support.
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This revenue will improve public recreation spaces, lake access and tourism throughout the county. It would increase entertainment options for all ages. And it will allow more people with special needs and disabilities to enjoy our sports and activity venues.
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Last year, nine cities and towns in Anderson County raised $3.6 million through their existing hospitality taxes on food and beverages. That money is only spent inside the towns that raise it. With the proposed fee, the rest of the county could have raised nearly $3 million to be spent outside those city limits. Some towns are reaping benefits and making improvements, while everyone else is left behind.
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Forward-thinking leaders in Anderson County know this hospitality tax is vital for our future. “This is about improving our quality of life,” said Pam Christopher, President/CEO of the Anderson Area Chamber of Commerce. “Improving our public facilities will benefit everyone, and can spur economic and business development.” While a significant portion of proceeds from the tax would be paid by visitors to Anderson County, 100% of the funds raised would stay within the county.
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So, what would be taxed? Simply put, it applies to food and beverage sales that are prepared or modified for immediate consumption. That includes salads and sandwiches made to order, fountain drinks, coffee and ice cream prepared on site. It also covers vegetable, meat, cheese and fruit trays. It applies to food prepared or cooked on site by an employee or contractor, and on any served beverage such as beer, wine and liquor. It would not apply to vending machine items or prepackaged foods, like bags of chips. It’s only a 2% fee, so a dinner bill for $50 would become a bill for $51. That’s a tiny price for all the good that revenue could do.
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Hospitality dollars raised by unincorporated Anderson County would remain separate from the General Fund that pays county bills. Leaders would rely on an independent study to determine exactly where to spend this new revenue. Likely examples include cultural and arts centers, historic site operation and sports or recreational facilities. These dollars could be used to improve lake access to Broadway Lake and Lake Hartwell, which is vital for tourism. We could certainly improve roads and bridges leading there. They could fund advertising that brings more tourists to our county. And they could expand water and sewer services for tourist destinations, which is a must for smart growth.
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Think of all the improvements this new revenue could bring to Anderson County. We need it for growth and expansion—and we need it to stay competitive. We must look ahead, so we don’t get left behind. Your “yes” vote on November 6 is a vote for Anderson County’s tomorrow.
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Find out more at www.andersonhospitalitytax.com.
SpillArmor Sales Video Presentation Script
Hazardous Spill Containment Boom
When a hazardous liquid spill threatens a job site or an accident scene, every second counts. You need to contain the danger, keep people safe, and protect the environment. The SpillArmor rapid deployment system is your quick, safe solution. It’s ideal for industrial facilities, first responders, military operations and transportation carriers.
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SpillArmor is a highly absorbent, fiber containment boom, packaged in a lightweight, water-tight storage pod. It’s compact to store, weighs only 18 pounds, and it’s simple to use. Simply secure the pod, open the cover, pull out the flexible boom, and place it in the path of the spill. Wherever a spill occurs, one person can deploy 100 feet of boom in only 30 seconds. SpillArmor immediately starts providing absorbent containment, and begins protecting the fresh water supply.
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SpillArmor’s unique design traps petroleum liquids, while allowing fresh water to flow away. The booms float, you can link them together for larger areas, or contour them in a serpentine layout over uneven terrain. SpillArmor contains dangerous spills, protects life, and helps prevent complicated environmental incidents. And it’s proudly made in the USA from recycled and environmentally sustainable materials.
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Don’t let a dangerous chemical spill endanger your property. When you need safe, reliable spill protection in your workplace…at a hazmat situation…after an accident…at a fire location…or on the road…you can prevent a small incident from becoming a major disaster. The SpillArmor rapid deployment system is your first line of defense.
Know. Have. Do.
PoolCorp CEO National Newsletter Article
December 2019
As we close out the 2019 season and look ahead to 2020, we want to put our business priorities in sharper perspective. The theme for this year’s PISC Convention was “Know, Have, Do,” and these three simple words categorize our goals and exciting challenges for this next year.
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First, a quick look at what we know. As we take stock of our knowledge, we should always be willing to ask ourselves, “What have I learned that I didn’t know? And am I inspired to do something with that?” We have 374 sales centers and 4,000 valued and dedicated employees. Our corporate revenue growth is healthy, and our gross profit margin is holding steady—which is a good thing, considering some of the weather challenges we faced. We managed our costs, which allows 2019 to be a very good year.
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We know safety is vital. We need to make sure everyone’s words and actions are focused every day, and this starts with leadership. The improvement we need will only happen by actively managing safety—talking about it, participating in it and taking action. We’ve got the requirements and resources to maintain a safer workplace, and it’s up to all of us to do it right.
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We know our competitive advantages are off the chart. We have great products and client relationships, and we’ve added 26 locations through expansion and acquisition in 2018-2019. Expect that kind of growth to continue in the future, as we pursue more strategic opportunities. Demand for our products is still strong, labor is a limiting factor for our customers, and inflation may be returning to historic levels. Effectively managing those elements will be an ongoing challenge.
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We’re investing in our own people, as MDC classes have trained over 350 leaders who can help keep pushing the company forward. We have strong MIT’s, and promotions that include new SCM’s, RM’s, GM’s and a new VP. Those are encouraging facts to know.
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So, what do we have—or need to have—as we move forward? Artificial Intelligence and Augmented Reality are technology fields we are fully embracing. We know that’s where our future is, and we have competitive technological advances. Our NPT Backyard mobile app allows customers to design their dream pool, and then “see” it in seconds. Using a phone, iPad or laptop, they can virtually place a pool with any shape and materials into their existing property. It’s an excellent use of technology.
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Harnessing the enormous amounts of data we have at our disposal can solve countless problems, today and tomorrow. Microsoft has shown us a number of ways we can use readily existing data to make our operations far more efficient. For example, we’re exploring how we can employ existing weather data to automatically adjust supply inventory for customer demands.
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Data can also help us maximize our capacity and efficiency. We’ve improved our order filling process by using a dashboard system to track transactions. And with Bluestreak pads and printers, we’re able to fill orders without the customer even entering the building. The right programs will show us the best velocity slotting, or placement of products in our warehouses, to reduce retrieval time for orders. Learning how to cut waiting time for our customers, without needing more employees, will make their buying experience more satisfying. After all, the wait time we can save them is time they can spend on construction.
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Our organic growth is driven by what we know, have and do. Taking necessary action to improve our efficiency is necessary for our continued success. We’ll be communicating more of our corporate strategic plan throughout our structure, which will help with local goals. In every location we serve, we have a measurable share of the market. You’ll be hearing a lot about ways to increase market share, so you’ll need to develop a plan to make it happen. What share of your market are you currently serving—and how can you grow that number? You need a plan! Look for growth opportunities, track industry trends, push new products and encourage add-on sales.
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Know. Have. Do. Use your knowledge and the programs we have to maximize your efficiency and potential. Together, we can make 2020 a great year for POOLCORP!