Industry Day Meeting Notes.pdf

Afternoon Session Summary: Modernizing Air Force Recruitment

Date: [Date of Meeting] Location: Room 110 Attendees: Dr. Wendy Walsh (Chief Learning Officer), Kristi Hilbert, Marcus Carrion, Ryan Sachary (Linker), Sophie Gibson (Vehicle 360), Steve Redlinger (Dillard Digital), and other attendees

Key Themes:

• Evolving Recruitment Strategies: Transitioning from traditional demographic-based marketing to personalized, authentic engagement strategies that resonate with the current generation.

• Leveraging Technology (AI & VR): Utilizing AI for personalized content creation, data analysis, and identifying potential recruits. Exploring VR for immersive experiences.

• Building Authentic Connections: Fostering "superfan" advocates within the Air Force community, bridging the civilian-military divide, and emphasizing the emotional connection and purpose of service.

• The Importance of Listening: Actively listening to the concerns and opinions of potential recruits and current service members to adapt recruitment strategies.

Dr. Wendy Walsh - Opening Remarks:

• Introduced as Chief Learning Officer, passionate about learning across the force.

• Highlighted the importance of shared understanding and continuous learning in marketing and recruitment.

• Shared an experience where a recruiting event failed due to a disconnect between learning and recruiting teams, emphasizing the need to test understanding.

Panelist Introductions:

• Ryan Sachary (Linker): Management consultants and library services, bringing external perspective on digital transformations.

• Sophie Gibson (Vehicle 360): Full-service marketing agency focused on web development, CRM integration, and analytics.

• Steve Redlinger (Dillard Digital): Leader in marketing practice, working with government clients on recruitment and public awareness campaigns.

Key Discussion Points:

• Identifying the "Perplexed Individual": Moving beyond demographics to understand the psychographics and motivations of potential recruits.

• Beyond Traditional Demographics: Traditional methods are not translating to conversions. Need to connect with target audience and the value proposition.

• Shifting Influence: Peers and online behaviors are primary influencers, requiring strategies beyond traditional channels.

• Partnering with Industry: Collaboration with companies like Amazon to leverage data and understand online behaviors.

• Measuring ROI: Implementing frameworks to track marketing efforts from initial engagement to contract signing.

• Peer Influence: Recognizing that peers have a significant influence on recruitment decisions and creating messaging around that

• Creating Propensity: Creating interest and desire for military service early on (ages 14-16) through relatable content and storytelling (e.g., Netflix's "Full Swing").

• Showing up at their party: The ability instead of inviting them to our party, show up at their party and listen and learn and then watch and isolate where the demographic, the psychographic is, what's the interest is and learning and showing up where they are.

• Cultivating Superfans: Creating community, identity, and purpose to turn those who "like" the military into "supercharged advocates."

• Authenticity is Key: Empowering current service members and veterans to share their authentic stories.

• Bridging the Civilian-Military Gap: Understanding the differences between civilian marketing and military needs.

• Selling a Promise: Recognizing that military recruitment is selling a long-term promise, not a product.

• Importance of Inclusivity: Creating messaging that resonates with diverse audiences and reflects the experiences of all service members.

• Focus on Character and Competence: Focusing on character, competence, and cohesion.

• Aspiration vs. Relational Marketing: Shifting from aspirational messaging to relatable stories of real service members.

• Leveraging VR: Using VR to allow potential recruits to experience military life and career possibilities.

• AI in Recruitment:

o Exploring AI for personalized recruitment, content creation, and efficiency.

o Addressing concerns about AI bias and the need for human oversight.

o Air Force has built its own AI engine and is a thought leader in AI integration.

Actionable Outcomes & Next Steps (Marcus Carrion):

• Define requirements and potentially rewrite strategy.

• Organize and set up a dedicated team.

• Test and evaluate new approaches, starting small.

• Reach out to key individuals and companies with relevant capabilities for potential demos.

• Post RFIs on Sam.gov.

• Transcribe recordings and upload to standard government.

Closing Remarks:

• Thanks to speakers, attendees, and supporting staff.

• Emphasis on continued collaboration and open communication.

• Discussion of local Fiesta events.

Next Steps:

• The Air Force team will define requirements, refine strategy, and organize a dedicated team.

• Testing and evaluation of new approaches will begin on a small scale.

• RFIs will be posted on Sam.gov to solicit proposals.

Note: Suzan Rowe from APEC provided a brief overview of government contracting processes for those unfamiliar.

Meeting Notes Summary: Content Production Breakout - Room 110 B - Wesley Fleming

- Morning Session

Overall Focus: This session focused on challenges and opportunities in creating effective content for recruiting, particularly for the Air Force and Space Force, with a strong emphasis on authenticity, relevance, and engaging the target audience in a two-way conversation. The discussion also explored the potential and challenges of using AI in content creation and management.

Key Challenges & Opportunities:

• Capturing Attention Quickly: The challenge of grabbing attention within the first 3 seconds on platforms like TikTok.

• Authenticity & Relevance: The need for authentic communication that resonates with the target audience (17-year-olds) and addresses their concerns honestly.

Avoiding "selling" and focusing on identifying with and informing them.

• The Customer Journey: Understanding and operationalizing the customer journey, recognizing that each person is at a specific stage in their relationship with the Air Force. Focusing on moving them to the next stage with targeted information and actions.

• Trust: Addressing the lack of trust in the government and the Air Force among younger generations, acknowledging past issues and demonstrating trustworthiness.

• Profiling & Diversity: Expanding the profile of a "typical recruit" to include a wider range of backgrounds and interests, including neurotypical individuals and those interested in non-combat roles.

• Balancing Polish & Authenticity: Finding the right balance between high-quality, cinematic content and raw, scrappy content that resonates with the target audience.

• Content Overload: The expectation of frequent content publication outpacing the ability to capture real, authentic human stories.

Two-Way Communication & Engagement:

• Creating a Safe Space: Permitting a safe space for conversation with potential recruits, initially with AI and later with real people.

• Recruit as Hero: Framing the recruit as the hero of their own story, with the Air Force as a supporting cast member that enables their journey.

AI in Content Creation:

• Pre-visualization: Using AI for pre-visualization and storyboarding to communicate abstract concepts to clients and ensure visual consistency.

• AI Tools: Exploring the use of AI for content creation, including composing, voice-over, research, and analysis.

• Streamlining Tasks: Leveraging AI to streamline administrative tasks, increase output value, and accelerate the research and analysis process.

• Content Management: Using AI to keyword, categorize, and flag potentially problematic content.

• Automated Editing: Using AI to create micro-content from larger pieces, tailored to specific audiences.

• Training AI on Policy: Training AI models on Air Force policy and regulations to automate review processes.

Content Management & Workflow:

• User-Generated Content: Encouraging and incentivizing airmen to create content, potentially with a system of badges and points for recognition.

• Content Repositories: Developing a centralized repository for user-generated content, with AI-powered tools for filtering, tagging, and approval.

• Mobile App: Creating a military-specific app similar to TikTok, allowing airmen to easily capture and share content.

• Balancing Raw Content & Regulations: Balancing the desire for raw, authentic content with the need to adhere to Air Force regulations and avoid problematic content.

• Addressing Bottlenecks: Identifying and addressing bottlenecks in the content creation and approval process.

Recruiting:

• Perpetuation: Leveraging existing recruits to identify potential candidates within their networks.

• Human Interaction: Recognizing the importance of human interaction and trusted relationships in the recruiting process.

• Connecting with Real Humans: Using AI to connect potential recruits with real airmen who can answer their questions and share their experiences.

Specific Suggestions & Ideas:

• Create a dual-cloud project with a portal for uploading user-generated content, integrated with AI for review and categorization.

• Develop a mobile app for airmen to easily capture and share content.

• Incentivize airmen to create content with badges, points, and recognition.

• Use AI to create micro-content from larger pieces, tailored to specific audiences.

• Train AI models on Air Force policy and regulations to automate review processes.

• Partner with a production company to create reels and other short-form content.

Next Steps:

• Explore the potential of using AI for content creation and management.

• Develop a plan for encouraging and incentivizing airmen to create content.

• Identify and address bottlenecks in the content creation and approval process.

• Consider developing a military-specific app for content sharing.

• Focus on creating authentic and relevant content that resonates with the target audience.

Meeting Title: Afternoon Session – Room 532 – Lead Procurement Technologies

Lead: Francis Wallace

Overall Theme: The session centered on improving lead generation and management for Air Force recruitment, focusing on the disconnect between digital marketing efforts and recruiter effectiveness, and questioning the value of current advertising strategies. The conversation evolved to encompass broader issues of messaging, cultural perceptions, and internal support for recruiters.

Key Discussion Points:

• Candidate Experience & Influencers: The importance of a positive candidate experience and the influence of parents, caregivers, and community members on potential recruits. The need to create a positive perception of the Air Force.

• Website Engagement: Expectations of potential recruits regarding website information and engagement (chatbots, call center experience). Poor experiences can deter candidates.

• Recruiter Effectiveness: Recruiters are stretched thin, and there's a need to free up their time for meaningful conversations with qualified candidates. The question was raised if recruiters should be in the field vs. behind a desk.

• AI & Automation: Using AI for lead filtering, scoring, and initial qualification to reduce the burden on recruiters.

• Data Integration: Disconnect between different systems (Afris, social media platforms) used for lead management. Inability to connect field activity with digital activity.

• Lead Management & Timeliness: Concern about the 5-day delay in contacting potential recruits after they fill out a web form. Aim for immediate contact.

• Marketing Spend Questioned: The effectiveness of current marketing strategies, specifically NASCAR sponsorships and TV commercials, was challenged.

Suggestion to explore more agile and community-focused approaches, including TikTok and other platforms.

• Messaging & Rebranding: The need to change the narrative around the Air Force, address misconceptions, and highlight the benefits and purpose of service.

• Lead Quality vs. Quantity: Is the challenge getting enough leads, or getting qualified leads?

• Contact Strategy: Discussion around the ideal contact strategy (number of touchpoints, channels, follow-up protocols), including text messaging. Importance of a re-engagement strategy for leads who don't initially respond.

• Lead Definition & Qualification: Defined prospects, leads, and qualified leads.

• Digital Asset Leverage: How to better leverage existing digital assets (airforce.com, SpaceForce.com, social media) to generate leads and integrate them into Afris.

• Internal Alignment & Communication: The importance of internal alignment and communication between different teams (marketing, web, recruitment) to optimize lead generation and management.

• Efficiency & Accountability: Are third-party contractors providing effective advice and support? The need for accountability.

• Mobile Marketing Trends: Exploring new trends in mobile marketing and how the Air Force can leverage them.

• List Segmentation: Strategies for list segmentation beyond basic demographics (age, education level) to improve lead quality and conversion rates.

• Culture: The culture of the Air Force and how it attracts people.

Proposed Actions & Solutions:

• Investigate AI solutions for lead scoring and filtering.

• Integrate systems to provide a unified view of candidate data.

• Reduce the time to contact potential recruits (aim for same-day contact).

• Re-evaluate marketing spend and shift resources to more effective channels.

• Develop a comprehensive contact strategy with multiple touchpoints and re-engagement tactics.

• Clarify the definition of leads to ensure alignment across teams.

• Improve the website experience and simplify lead forms.

• Empower recruiters with better tools and support.

• Consider piloting different recruiter videos to see what brings people to pick up the phone.

• Investigate Gong a tool that records and analyzes recruiter calls.

• Conduct an internal audit to identify areas for improvement and establish a baseline for measuring success.

Key Questions Raised:

• What is the most strategic and effective use of resources?

• What is the "no kidding" challenge in lead generation and management?

• Are current contractors providing quality service and advice?

• How can the Air Force better leverage its existing digital assets?

• How can the Air Force best empower and support its recruiters?

Call to Action: Define KPIs, build trust with recruiters, internal audit, and make data-driven decisions.

Meeting Notes: Lead Refinement and Conversion - SMSgt Clayton Jackson, CMSgt Jason Sommers - Afternoon Session – Room 110A

Attendees: (Inferred from Transcript) SMSgt Clayton Jackson, CMSgt Jason Sommers, Industry Partners

Purpose: Discuss strategies to improve lead refinement and conversion for Air Force recruitment, focusing on leveraging AI.

Key Discussion Points:

1. Initial Lead Refinement & AI Integration:

• Challenge: Refining leads from initial data capture to pre-qualification and conversion.

• AI Opportunity: Using AI chatbots with FAQs to answer simple questions and initiate engagement 24/7.

• Platform Strategy: Determine the most effective platforms for AI chatbot integration (website, social media). Consider cost-effectiveness vs. broad presence.

• Testing: Need for testing across platforms, markets, and communities to determine optimal AI implementation strategies.

• Engagement Strategy: Engage with users on the platforms where they are most comfortable (social media, etc.) before directing them to the website.

• Website Optimization: Ensure the website has the right schema for FAQs to populate in AI search results, driving traffic.

2. AI for Filtering and Prioritizing Leads:

• Problem: High volume of leads requiring significant manpower for filtering and follow-up.

• AI Solution: Utilize AI to synthesize large amounts of data and identify high-potential candidates based on career interests, geopolitical goals, etc.

• Trigger-Based AI: Create an AI with specific triggers to identify candidates matching recruitment goals (e.g., pilot recruitment, location preferences).

• Personalized Content: Use AI to tailor content (commercials, videos) to specific candidate interests.

• Rating Scale: Explore the possibility of assigning a rating scale to leads based on social profiles and demonstrated interests.

3. Utilizing Data for Lead Refinement & Scoring:

• Focus on Data: Use data to identify patterns among successful recruits.

• Scoring Criteria: Establish a scoring criteria based on past successful recruits and their touch points.

• Data Driven Journeys: Map out journeys of the successful recruits to determine the right steps for future recruits.

• Social Profile Alignment: Align social profiles with recruitment priorities and desired attributes.

• Social Profile Analysis: Analyze social profiles to prioritize and assign a rating scale based on propensity to join.

4. Direct Applications & Tools:

• Selection Guidance: Implement question series with dialectic logic to understand candidate interests and direct them to relevant career paths.

• Middleware Tools: Use middleware tools that can syndicate to multiple platforms and synchronize data.

• Investment Efficiency: Avoid developing separate solutions for each social platform; seek technologies that syndicate across channels.

• Interest Scoring: Develop parameters to determine genuine interest beyond simple "likes" on social media.

5. Air Force Testing and Assessment:

• Current Testing: Air Force uses ASVAB, TAPAS, and AF-WIN (Athens and Air Force Work Interest Navigator) to gauge aptitude, psychological capabilities, and interests.

6. Agility and Speed in Recruitment:

• Challenge: Timeliness is crucial. Need to engage and move leads through the process efficiently.

• Call Center Alternative: Explore AI as an alternative to traditional call centers for initial engagement.

• Chat CPC: Potential of utilizing chat CPC to coach candidates through the process.

7. Addressing the Paperwork Burden:

• Streamlining the Process: Automate as much of the pre-qualification stage as possible to reduce the workload on recruiters.

• Minimum Criteria Scoring: Set minimum criteria scores to qualify leads based on major violations, etc.

• Form Filling Assistance: Provide automated assistance and error detection during form filling.

• Motivating Applicants: Keep applicants motivated while completing paperwork.

8. Reasons for Leaving:

• Exit Survey: Implement an exit survey to understand why candidates are leaving the process.

• Front-Loading Information: Provide as much information as possible upfront to reduce the burden on recruiters and applicants.

9. Automating the Process:

• Automate everything possible upfront: Then go to a manual approach.

• Opt-out: Allow the candidate to opt out and speak to a recruiter.

• Data Requirements: Determine data requirements for each step of the process.

• Use AI to refine data: Best apply to the process.

10. Candidate Engagement & Incentives:

• Incentivize the Process: Provide breaks and motivational factors to keep candidates engaged.

• Set Expectations: Clearly communicate the time commitment required for each step.

• Progress Markers: Provide progress markers and notifications to keep candidates motivated.

11. Understanding the Current Lead Refinement Center Process:

• Process Overview: Leads are generated through various sources (Air Force websites, events, etc.) and ingested into a system that goes to the lead refinement center. The center then reaches out, initiates pre-qualification, and pushes qualified leads to e-recruiters or recruiters.

• Desired Outcome: A qualified, propensity, and pre-qualified lead in the recruiter's box.

12. Modern Learning Management Systems:

• Gamification: Gamify, badge, and storyify the experience of learning about the Air Force.

• Learner Choice: Allow candidates to pick and choose their path through the information.

• Peer-to-peer Answers: Video answers by real time enlisted people who can answer questions.

13. Show the Golden Prize:

• Gold Standard: Show the candidate what they want and how to get there.

14. Importance of the Human Factor:

• AI is not enough: Most people on the fence want to talk to a recruiter.

• Human Element: Provide an easy way for the candidate to speak to a recruiter.

15. Compliance and Regulations:

• Tailored Approach: How can we get the motivated individuals that blow through the information as fast as possible and those that lose interest?

• Regulations: How do we put our regulations and rules set in an AI that allows us to qualify them intelligently?

16. Medical Records and Validation:

• Medical Validation: Can we validate that they are medically qualified before they show up at the recruiters office?

• HIPAA Compliance: HIPAA compliant document management system or they can upload past medical records.

• Privacy Ensure all practices are compliant with privacy regulations.

17. Re-Engaging Lost Leads:

• Drip Campaigns: Create monthly drip campaigns to keep leads engaged.

• Event Invitations: Invite leads to Air Force events.

18. Retention and Measurement:

• Retention: Measure efforts against retention.

• Diminishing Returns: When does it become diminishing returns and you've lost all the while.

• Internal Knowledge: Data driven results come from internal knowledge and metrics.

• Testing: Test and have relevant data based on what you're doing.

• KPIs: Key factors we want to ensure that we're not missing out on and how do we examine this process.

19. Background Checks and References:

• Streamline Background Checks: Streamline the process by gathering data via social profiles, etc.

• Reference Automation: Automate the process of gathering references by pre-filling information.

• Gamification: Gamify the process to identify friends that are referenced.

• Net Promoter Score: Focus on recruit experience.

20. Tracking Website Traffic:

• Google Analytics: Track web traffic through Google Analytics.

• UGC Content: Follow-up emails with UGC content.

• Website Analytics: Track how long they're tracking on a specific page.

Action Items:

• Conduct testing across platforms to determine optimal AI implementation.

• Develop a scoring criteria for lead refinement based on past successes.

• Explore options for automating pre-qualification tasks.

• Implement an exit survey to understand why candidates leave the process.

• Consider a drip campaign strategy to re-engage lost leads.

• Develop a strategy for tracking website traffic and user behavior.

End of Notes

Meeting Notes Summary: Mobile Tour Management - Room 532

Facilitator: Master Sergeant Joseph Eitzenhefer

Topic: Management and execution of immersive mobile tours, including asset development and maintenance. Focus on interactive brand experiences that captivate, engage, and drive customer awareness and engagement.

Key Discussion Points:

• Redefining ROI Beyond Registrants:

o The session started with a discussion on redefining ROI beyond just the number of registrants and opt-ins.

o Participants discussed quantifying emotional engagements and brand influence through metrics like dwell time, sentiment scoring, and shareable content moments.

o It was emphasized that experiential marketing is a piece of the overall marketing strategy and should align with the specific objectives and KPIs of each tactic.

o The "5 Es" (Engagement, Entertainment, Education, Empowerment, and Experience) were mentioned as key elements in creating immersive engagements.

o Measuring engagement should align with the traditional purchase model. Net Promoter Scores and social media engagement were suggested as ways to quantify emotional engagement.

• Creating Unforgettable Mobile Tour Engagements:

o The discussion shifted to designing moments that turn casual visitors into brand advocates.

o Recommended techniques included creating tangible, visual, and experiential versions of the brand's mission.

o The importance of creating a memorable "snapshot" experience for attendees was highlighted.

o Educating while entertaining was suggested as a key technique, along with interactive opportunities for data capture.

o The use of talent (e.g., athletes, celebrities) to drive traffic to activations was also mentioned.

o Emphasis was placed on creating a space where recruiters are empowered to engage with the audience and have meaningful discussions.

o Building relationships with partners and including multiple checkpoints to reach different parts of the audience was recommended.

• Impactful STEM-Focused School Engagements:

o The session explored effective methods for aligning mobile experiences with STEM education initiatives.

o The importance of smaller-scale events at schools was emphasized.

o Execution is key.

o Utilizing pre-event social media promotion to drive awareness and attendance was suggested.

o The value of having subject matter experts and well-known speakers was noted.

o Creating positive inroads with schools for future opportunities was highlighted.

o The discussion touched on the importance of partnerships and bringing in personnel who can answer questions and have relevant conversations.

o Aligning outreach sponsorship strategy with where STEM students are going, such as competitions and conferences, was recommended.

• Innovating Digital Lead Capture:

o The discussion focused on modernizing lead capture using tools and strategies like QR codes, AI-driven chat, and mobile-first registration platforms.

o Being strategic about where to show up and showcasing expertise was suggested.

o Ease of access is critical.

o Offering free event registration opportunities was mentioned as a way to encourage pre-event registration and reduce line wait times.

o A distinction was made between registration and leads, with leads being those who express interest in more information.

o The importance of recruiters recognizing and engaging with individuals who fit the recruitment profile was emphasized.

o Capturing as many people as possible through tools like Salesforce or Yellow to nurture them into leads was discussed.

o Ensuring a clear and consistent call to action was recommended.

• High-Touch Public Health and Safety:

o The session addressed best practices for high-touch public health and safety in mobile activations.

o Wiping down surfaces and minimizing hands-on interactions were suggested.

o Interactive walkthroughs that don't require touching were mentioned as an alternative.

o Offering VR and AR experiences that can be viewed on personal devices was also recommended.

• Newest and Most Immersive Experiences:

o The discussion centered on emerging trends and technologies that are redefining mobile brand experiences.

o Creating social content opportunities for attendees to take pictures and share on social media was highlighted.

o The importance of making the participant the hero in the experience was emphasized.

o Caution was advised against making the entire campaign focus solely on social media, to avoid alienating potential recruits.

• Future-Proofing Through Technology Integration:

o The session explored which technologies are most commonly enhancing brand experiences in mobile marketing today.

o The importance of storytelling and video content was highlighted.

o The value of commercial products and promotional items that people want to use and wear was noted.

o Authenticity and being truthful with the audience were emphasized.

• Open Floor Discussion:

o Cautioned against looking for a "silver bullet" solution and recommended focusing on what works and adapting existing strategies.

o Meeting people where they are and showcasing relevant achievements and pathways was reiterated.

o The importance of aligning all marketing efforts for a cohesive and complementary approach was emphasized.

o The importance of a positive interaction and experience was reiterated

Meeting Notes Summary: Partnership Planning and Execution - Lt Col Rachel Burns

Date: [Date of Meeting] Location: Room 110 Facilitator: Lt Col Rachel Burns

Key Discussion Points:

This session focused on innovative partnership models and strategies for effective partnership planning and execution, with an emphasis on return on investment (ROI) and cost-effectiveness.

I. Innovative Partnership Models & Cost-Effectiveness

• Influencer Marketing:

o Balancing large influencers (brand ambassadors) with micro-influencers for cost-effectiveness and targeted reach. Example: Voter registration campaign.

o Micro-influencers can be more effective and cheaper than solely relying on large influencers.

• Leveraging Internal Spokespeople: Utilizing existing resources within the Air Force (universities, boards, etc.) as spokespeople.

• Replayable Content: Creating content that fans will re-watch, capturing impressions over time. Examples: UFC, WWE.

o Whitefire questions (earned impressions) scale over time.

• Two-Way Conversation: Encouraging dialogue between the brand and the audience, amplifying content and validating through active engagement.

• Leveraging Brand Value: Military organizations possess strong brand value, enabling efficient negotiation with athletes and providing unique experiences.

II. Efficiency & Engagement in Partnerships

• KPI-Driven Approach: Defining KPIs (Key Performance Indicators) beyond just efficiency, focusing on engagement and desired actions from the audience.

• Social Media & Search Correlation: Understanding the impact of social media on search behavior.

• Data-Driven Decisions: Measuring partnership performance and using data to inform strategies.

• Organic Integration: Moving beyond traditional sponsorship models to integrate branding and messaging organically into partner activities.

• Experiential Marketing: Combining influencer marketing with experiential events (e.g., block parties) for cohesive and engaging experiences.

• Leveraging Partner Expertise: Utilizing the partner's experience and creative capabilities to integrate brand messaging authentically.

• Soft Entry Points: Partnering with brands that offer a soft entry point into military resources and inclusivity, attracting individuals who may not be initially drawn to traditional military imagery.

III. Partner Prescreening & Alignment

• Collaborative Approach: Seeking partners who value collaboration and view the relationship as an extension of their team.

• Value Alignment: Ensuring partners align philosophically and ideologically.

• Authenticity & Lived Experience: Prioritizing partners with authentic voices and relevant lived experiences.

• Open Casting Calls: Allowing potential partners to present their ideas and demonstrate their interest in the brand.

• Audience Alignment: Matching the partner's audience demographics (age, diversity, geography, income) with the Air Force's target audience.

• Psychographics: Assessing the partner's audience's values (patriotic, aspirational).

IV. Maximizing Long-Term Partnership Value

• Internal Structures: Establishing internal structures within the Air Force to manage partnerships effectively and capitalize on existing partnerships across different departments.

• Clear Communication: Maintaining open and proactive communication with partners regarding goals, deliverables, and potential changes.

• Good Briefs: Providing clear briefs with defined goals and deliverables, while allowing partners to contribute their expertise and shape the execution.

• Thought Leadership Groups: Involving influencers in the planning process as thought leaders, fostering collaboration and organic content creation.

• Value Alignment: Building partnerships based on shared values rather than transactional exchanges.

V. Immersive Experiences

• Full Funnel Integration: Creating immersive experiences that capture audience information and lead to down-funnel conversions.

• Internal Partnerships: Leveraging internal experts and resources to enhance the experience and provide comprehensive information.

VI. Strategic Partnerships

• Values-Driven Approach: Aligning partnerships with core values and brand ethos.

• Two-Way Relationship: Focusing on mutual benefit and shared goals.

• Community Building: Engaging with local communities and micro-influencers.

• Reaching New Audiences:

o Driving consideration among potentially warm audiences.

o Speaking to individuals who may not have considered the Air Force before.

• The Importance of Marketing: Recognizing the crucial role of marketing in attracting volunteers and enabling the democratic process of military service.

VII. Leveraging Volunteer Mindset

• Articulating Identity: Clearly defining the Air Force's identity and values to potential partners.

• Representation: Showcasing diverse individuals and storylines that resonate with different communities.

• Personalization: Tailoring messaging to specific communities and their core identities.

• Addressing Misconceptions: Correcting perceptions and showcasing the realities of military life, including family life and career opportunities after service.

VIII. Agency Selection & Partnership

• Diversity in Perspective: Prioritizing agencies with diverse teams and perspectives.

• Micro-Brands: Tapping into micro-brands and niche specialties for targeted reach.

• Communication & Listening: Ensuring agencies can effectively communicate, listen, and adapt.

• Touchpoints: Identifying memorable moments that amplify the brand.

• Innovation & Proactiveness: Seeking agencies that offer innovative solutions and identify blind spots.

• Curiosity & Collaboration: Valuing curiosity, cross-partnership, and a willingness to learn and grow together.

• Flexibility & Adaptability: Choosing agencies that can adapt their structure to support the Air Force's evolving business needs.

IX. Successful Partnership Use Case (Ally Financial & Women's Soccer)

• Growing Women’s Sports as a property

• Partnering with NBC to air door prime time and taking the rest and taking a chance.

• Long term commitment together

Action Items:

• [Action Item 1 - if any were defined]

• [Action Item 2 - if any were defined]

Note: This summary captures the key points and highlights from the meeting notes provided. It is not a verbatim transcript.

Meeting Notes Summary: Social Media Management Tool - Miriam Thurber

Topic: Integrating Social Listening into Social Media Best Practices

Key Discussion Points:

• Essential Metrics Beyond Vanity Metrics:

o Shifting focus from basic metrics to those that inform data-driven strategies.

o The importance of aligning metrics with specific brand goals (awareness vs.

conversion/recruitment).

o Engagement beyond likes, focusing on comments and shares as indicators of content resonance and social currency.

o Analyzing what people are saying in comments, especially for targeted demographics like HBCU students.

• Regional Differences in Content Performance:

o Tracking engagement with specific parts of video content to understand regional preferences.

o Example: Northeast may respond better to mission-focused content (military), while the South engages more with other aspects.

• Brand Perception & Social Media Analytics:

o Using social media analytics to understand how the brand is perceived across different regions.

o Tracking individuals within specific groups to understand their interests and tailor content accordingly.

o Example: MARSOC using heat maps to track user behavior and interests, then tailoring messaging (mission-focused vs. fluff).

• The Role of Parents & Peer Influence:

o Addressing the disconnect with parents regarding influencing their children's propensity to serve in the military.

o Recognizing the increasing influence of peer-to-peer interactions and content creators in shaping younger generations' decisions.

o Leveraging influencers who resonate with Gen Z and Gen Alpha and creating authentic conversations within their communities.

• Finding & Leveraging Influencers Through Social Listening:

o Using social listening to identify relevant influencers and echo chambers.

o Piloting programs with college athletes as brand ambassadors due to their local celebrity status and ability to amplify reach.

o Discussion on the challenges and opportunities of using service members in uniform on social media due to policy restrictions.

• Authenticity & Internal Voices:

o Challenges in military social media due to regulations hindering authentic storytelling.

o Need for policy relief to allow service members to share their experiences more freely.

o Emphasis on the need for Gen Z to be in the room when having conversations to create content.

• Risk Management & Education:

o Importance of risk management strategies in social media initiatives to address concerns from senior leaders.

o Need to educate leaders on social media trends and the risks of not controlling the narrative.

o Focus on training and educating young leaders (Captains) on social media policies and best practices.

• Community and Micro-Influencers:

o Importance of community engagement and finding voices within the community.

o Underutilization of military families and spouses as a resource for sharing authentic experiences.

o Using micro-influencers on gig work contracts to engage people back into the community.

o Finding relevant influencers and identifying the micro-communities that they're engaged in.

• Retention of new civilian personnel:

o There is a need for a solution to the problems of being able to educate leaders at the wing level.

Action Items/Key Takeaways:

• Explore ways to provide leaders with risk management strategies rather than simply asking them to "take a risk."

• Focus on educating the entire force, particularly young leaders, on social media best practices and policies.

• Identify and amplify the voices of authentic storytellers within the military community.

• Consider creating a platform similar to LinkedIn where young people can connect with mentors and learn about military opportunities.

• Balance the need for policy compliance with the importance of authentic storytelling and community engagement.

• Find solutions that are not being executed because people that don’t understand are afraid of them.

• Develop solutions that will work at the Wing level and not the Pentagon.

• Acknowledge that the policies are only as good as the people who execute them.

• When creating marketing solutions, they must be permanent and involve educating the young leaders.

Note: This summary focuses on the core themes and actionable insights from the meeting.

It condenses the conversational style of the notes into a more structured format for clarity and efficiency.

Meeting Notes Summary: Data and Analytics Tools - Maj Sigler, Alexander

Date: [Date of Meeting] Location: Room 110 Facilitator: Maj Alexander Sigler

Objective: To understand how marketing and data analytics work together, exploring methodologies, tools, and best practices.

Key Takeaways:

• Data-Driven Decisions Are Paramount: The session emphasized the importance of using data to inform marketing strategies and recruitment efforts.

• Start with Clear Questions & Objectives: Define the business problem and desired outcomes before implementing any data analytics approach.

• Balance Breadth & Depth in Data Collection: Strategically combine broad data gathering (wide net) with targeted approaches based on defined personas.

• Data Accessibility & Usability Are Crucial: Ensure data is easily accessible and understandable for all stakeholders, regardless of their technical expertise.

• Internal & External Data Are Valuable: Consider both internal data (employee sentiment, past recruitment data) and external data (competitor analysis, market trends).

• Adaptability & Flexibility Are Key: Build systems that can adapt to the evolving data landscape and changing platform capabilities.

• People & Processes Matter: Data is only valuable if it is used effectively by skilled people within well-defined processes. Data journalism and storytelling are crucial.

I. Introduction & Audience Engagement:

• Maj Sigler initiated the session by collecting data about the audience (military affiliation, marketing/data expertise).

• He acknowledged his limited marketing/data background, emphasizing a collaborative learning environment.

II. Core Concepts & Methodologies:

• Ask the Right Questions: Focus on specific, actionable questions related to campaign success, ROI, and recruitment.

• Enterprise Data Platform (CDP): Implement a centralized platform to collect and manage data from diverse sources.

• Multi-Dimensional Data Lake: Build a database that integrates data from various sources, preserving signal strength and origin.

• Progressive Identity Management: Track individual interactions to build a clearer picture of their interests and intent.

• Full-Cycle Attribution: Track the entire journey from initial engagement to conversion to measure ROI accurately.

III. Tools & Technologies:

• CDP (Customer Data Platform):

o Facilitates data integration from various sources (social media, websites, etc.).

o Allows building dynamic audiences for retargeting.

o Examples: Iterable, Braze (B2C focused), Salesforce (B2B focused).

• Data Integration Layers: Connect disparate data sources to enable seamless data flow.

• Semantic AI Layer: Translates different data terminologies into a common language for consistent understanding.

IV. Key Challenges & Considerations:

• Data Security: Comply with government security regulations (IL5 certification, Zipper/Nipper).

• Data Silos: Address the challenge of disparate databases that don't communicate with each other.

• The "So What?" Factor: Avoid simply collecting data without a clear plan for how it will be used to drive action.

• Evolving Landscape: Recognize that data privacy regulations and platform capabilities are constantly changing.

• Walled Gardens: Acknowledge the limitations of data sharing between major platforms (Amazon, Google, Meta).

V. Target Audience & Personas:

• Micro-Audiences: Segment the target audience into smaller, more specific groups based on demographics, psychographics, and geographics.

• Known vs. Unknown Data: Differentiate between individuals with identifiable information and anonymous users.

• Look-Alike Modeling: Identify individuals similar to existing recruits based on demographic and behavioral data.

• Internal Profiling: Analyze existing recruit data to identify common characteristics and motivations.

• Surveying & Feedback: Gather feedback from both successful recruits and those who didn't join to understand their experiences and motivations.

VI. Actionable Strategies & Best Practices:

• Test and Iterate: Implement a test environment (sandbox) to experiment with different messaging strategies and targeting approaches.

• Measure and Optimize: Continuously track campaign performance and optimize strategies based on data insights.

• Focus on Internal Alignment: Build a framework to ensure internal messaging and employee experiences align with external marketing efforts.

• Holistic Approach: Consider both digital and non-digital channels when developing marketing strategies.

• Empower Users with Data: Provide accessible dashboards and tools that allow users to easily access and analyze relevant data.

• Develop a Common Taxonomy: Establish a consistent terminology for data across the organization.

• Embrace Imperfection: Recognize the limitations of data collection and strive for continuous improvement.

VII. Competitive Analysis & Market Awareness:

• Monitor Competitors: Track competing messages and strategies to identify opportunities for differentiation.

• Data Journalism: Employ skilled data journalists to communicate complex information in a clear and compelling way.

VIII. Wrap-up:

• Maj Sigler thanked the audience for their participation and insights.

Action Items:

• [Action Item 1: Define specific, measurable objectives for data-driven recruitment efforts.]

• [Action Item 2: Develop a framework for integrating internal and external data sources.]

• [Action Item 3: Establish a clear and consistent data taxonomy across the organization.]

Note: This summary is based on the provided meeting transcript and may not capture all nuances of the discussion.

Meeting Title: Afternoon Session – Room 110 B - Digital Media Buying

Facilitator: Miriam LaRose

Overall Focus: Discussion on paid digital media buying strategies, tactics, and emerging trends, specifically in the context of the Air Force recruiting and communication efforts.

The goal was to share experiences, best practices, and insights among a diverse group of professionals with varying backgrounds (Air Force personnel, contractors, agency representatives).

Key Discussion Points:

• Strategy First: The importance of starting with a clear strategy and defined objectives before diving into specific channels or tactics. "What are the jobs to be done?" Defining success metrics upfront is critical.

• Overlaying Channels: How to effectively integrate paid, earned, and owned media for maximum impact. Don't automatically default to paid; consider earned tactics and build-it-yourself options.

• Audience Understanding: The need for deep audience insights and persona development. Understanding where the target audience spends their time (e.g., Twitch for younger veterans) is crucial.

• Time Sensitivity: The impact of timing on campaign effectiveness. Consider factors like seasonal events (e.g., March Madness) when planning budgets and targeting.

• Campaign Adjustments: The frequency and triggers for adjusting campaigns based on data. Monitoring click-through rates, registrations, and other relevant analytics.

Modularity and flexibility are essential.

• Emerging Platforms & Tools:

o AI & Machine Learning: The growing role of AI and machine learning in media buying, potentially reducing the role of humans in button-pushing.

Humans will still be essential for strategy and risk assessment.

o Walled Gardens: The challenge of data fragmentation across platforms like Google, Amazon, and Netflix.

o Blue Sky: An emerging social platform with an open-source approach and data accessibility for research and LLM integration.

o LLMs (Large Language Models): The potential for LLMs to become the new search engines and the need to optimize content for LLM-friendliness.

o Telly: A free TV with a built-in data collection system, raising questions about privacy and data usage.

o Clean Rooms: Solutions offered by major publishers (e.g., NBC, Hulu, Disney) for tracking and attribution in connected TV environments.

• The Power of Content: Content is still key, and should always exist alongside organic and earn. Focus on "stopping the scroll" with compelling content. The editivity of content can have an impact on stopping the scroll.

• Real-World Integration: The effectiveness of physical-world advertising (e.g., digital out-of-home) in building trust and driving action.

• Trust & Trusted Channels: The importance of building trust, especially in industries like life insurance, and leveraging trusted media channels (e.g., outdoor advertising, live sports sponsorships).

• Common Points of Failure:

o Lack of Agility: Unwillingness to adapt and change tactics based on data.

o Neglecting Data: Not trusting data or being negligent in collecting it.

o Unclear Objectives: Not having clear objectives or aligning tactics to specific outcomes.

o Rigidity: Being too rigid with the plan and not shifting budget to channels that are performing well.

o Inconsistency: Not being consistent and not acting quickly enough.

• Metrics vs. Impact: Don't confuse metrics with impact. Focus on whether the message resonates with the target audience and aligns with strategic goals. Don't fall in love with big numbers.

• Non-Vanity Metrics: Qualified applicants/candidates, applicants with promise, and alignment to specific roles needed within the Air Force.

• Experimentation & Budget: Allocate 10-20% of the budget to experimentation and testing.

• Team Structure: Break down silos and integrate strategy, planning, buying, and analytics teams.

• Data Handling: The importance of activating data, handling it responsibly, ensuring privacy compliance, and using approved clean rooms.

• Social Media Content: Social media teams should have "makers" who can create content and are familiar with the strategy.

Key Takeaways:

• Digital media buying is becoming increasingly complex, requiring a strategic, data-driven, and agile approach.

• Understanding the target audience and their behavior is paramount.

• Experimentation and continuous optimization are essential for success.

• Team collaboration and breaking down silos are critical for effective execution.

Meeting Notes Summary: Direct Marketing - Email Journeys, SMS, and Innovative Applications

Date: [Date not provided in transcript] Location: Room 450 Presenters: Tara Ensor, Alexander Sigler

Attendees: Megan (21st Agency), Chief Automotive Johnson (Air National Guard), Jeff Devlin (Deloitte), Jeremiah Runcer (Nmrp Sandbox Leader), Matthew Mosley (Community Global), Colonel Melissa (Air Force Communications Chief), Kev Lambard (AI Powered Data Cloud Services), Rob Whiteside (Handshake), Diana Colton (Hack Studios), Alan Teasdale (Air Force Secession Center), [Name obscured] (Blinker)

Key Topics:

• Focus: Digital direct marketing strategies, specifically email journeys, SMS, and innovative applications. Emphasis on a digital approach rather than traditional direct mail.

• Challenge: Reaching target audiences (specifically Gen Z and younger) and effectively engaging them in the recruiting process.

• Data & Targeting:

o Discussion around the value and limitations of email lists. Concern raised about the diminishing relevance of email for younger generations.

o Importance of collecting data ethically and legally (e.g., SMS opt-ins).

o Need to understand where the target audience spends their time online (e.g., Instagram, TikTok, Twitch, podcasts) and engage them on those platforms.

o The need to move away from thinking about email as the primary influencer, and more as a primary database.

• Customer Journey:

o Emphasis on understanding the entire customer journey, not just isolated marketing tactics.

o Need to architect the customer journey from a human standpoint, then leverage technology to facilitate it.

o Identifying and nurturing "influencers" in potential recruits' lives (parents, coaches, community leaders).

o Importance of building relationships and providing value to potential recruits,…