Call Ditto

Phone :
304-300-7368
Address :
PO Box 37 Kenna, WV 25248
Email :
amy@callditto.com

KEEP YOUR BRAND MARKETING & LOGISTICS SOLUTIONS
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We are a certified woman owned business offering marketing and logistics solutions

We never underestimate any parts of each project as they're all essential to meeting the ultimate goal. you'll be engaged in with our positive and enthusiastic attitude. Our safe, courteous drivers keep your products moving with our fast and reliable Hot Shot Trucking services.

Our Cohesive Services

From traditional advertising channels to more niche services, we’re a full service agency.

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Know better

Why Digital Marketing?

As a business owner you will want to re-evaluate traditional advertising spend and explore the ways to integrate a digital strategy as soon as possible. Together we can develop a solid digital and traditional marketing strategy that works best for your business, which will be key to your overall ROI and branding.
 
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Unlimited Skills for Super Projects.

At Call Ditto, we enjoy being part of our clients team to help brand and grow the business. We help businesses navigate the ebbs and flow of traditional and digital marketing. We want to be an extension of your team that drives your success.

  • We provide free initial consultation and support.
  • We work with some of the most successful businesses.
  • We have the professional designers team.
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25

Years Of Experience
We do this

from the town of Ripley

Ripley claims to host the "Biggest Small Town Fourth of July Celebration" in the United States.  On the 4th of July 2002, then President George W. Bush gave a public speech at the town's courthouse.  Shelly Moore Capito told President George W. Bush he should come meet the town and he did.  Ripley has the classic small town charm which invites you in to the beautiful Appalachian foothills of the Ohio River.  Ripley celebrates the love of country and family throughout the entire year, as our family does at Call Ditto.

Testimonials
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Bob Visotcky Motivational Speaker ~ Author
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Sherrie Peters Realtor
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Patricia Ward Owner Commercial Technology Group
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Mike Ferguson Owner Physical Exams, Inc.

" Amy is an amazing marketing executive and extremely creative. She listens to what my objectives are and finds solutions. I highly recommend Amy to help grow your business!!! "

" Call Ditto Marketing is AMAZING. Very responsive and intuitive to what drives business to you. I would more than recommend Amy Ditto and Ditto Marketing. CALL DITTO! "

" Amy has been great to work with us on our web page. She is always very helpful and professional! "

" Amy is an outstanding marketing consultant and understands the use of various forms of digital, direct mail, radio and TV. A great resource in helping us get the most out of our marketing and advertising budget. "

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Some of our awesome clients.

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2022:  David & Goliath Revisited; A Strategic Plan Wake-Up Call 

As pandemic restrictions rollback and global society begins to return to business lunches and face to face meetings, conferences and students return to an in-person education there is both relief and anxiety.  While the last two years are etched uniquely into each of us, the shared environment of change is prevalent in the way we browse, lunch, shop, party, donate, grieve and plan.  Remnants of COVID alter the landscape with loss; long-COVID damaged health for many as time overtakes another Ides of March, the proverbial ‘settle the score’ seems less about Caesar and more about the machinations of a Cold War Goliath over a Ukrainian David. 

It feels overstated to pontificate on the unprecedented nature of our time, yet it bears mentioning the way in which our collective society experienced a stop gap in the access to the basic food, shelter, medication, childcare and education.  Suffice to say, none among us managed to arrive at the back side of the global pandemic without seeing some damage.  Personal choices may have been motivated by concerns, three or four tiers away, from the perceivable:  safety of children, elderly parents, health care, distance are all so individually relative. It seems, it doesn’t matter how far apart you are, if you can’t be physically together. 

The need to marshal resources during uncertainty factored into the timing and tipping point of the great resignation among the employed in America. For the first time in generations, the population stepped back from the accepted norm and banked into personal benchmarking. The pandemic primed the populace with increased reliance on technology and social media communications. Family values, health and survival pivoted a nation’s universal yardstick of success.  The Joneses were no longer relevant in measuring accomplishments.  Atlas Shrugged and the populace took a pass on climbing the ladder of traditional societal standings in order to maintain familial responsibilities. 

On February 24th, Russia took an astonishing step toward occupying the Ukraine by launching a full-scale invasion.  The world community watched, incredulously captivated by the steady stream of compelling human stories, as the Pontic-Caspian steppe became the backdrop for a potential third world war. Ukrainian President Zelenskyy emerged as a stalwart leader.   The Ukrainian people’s unity, grit and determination to defy foreign occupation, have become the stuff of legends. The Ukrainian flag has become distinguishable, its colors used to signal support from all walks of life.  Even the British monarchy arranged to show Ukrainian support with a backdrop nod of yellow and blue flowers to during a televised meeting with the Queen and Canadian Prime Minister Trudeau.  Social media platforms are crowdsourcing for Ukrainian needs, while Ukrainian ex-patriots have returned to defend their homeland.    Suddenly being Ukrainian is a battle cry directed globally to fight all odds, in protection of the people, culture and land of a country beyond a simple map rendering.  Pandemic-worn, the world stage recognizes the familiarity of a punishing nemesis taking hold of civilians. Despite of claims of de-nazi-fying a dangerous neighbor, the ill-timed Russian invasion gave a fresh face to the villain among us.

From a macro-view, building and strengthening funding is not a dissimilar effort.  Checks and balances, along with trust, freedom and the capacity to grow are best practices integral to fostering stability. Togetherness and effective collaboration, in both for-profit and non-profit arenas are critical success factors as the world readies for the next gen Cold War. 

 

Tell the story of David to every Goliath settlement that will listen. 

Historically, the aggressive action of a mighty rogue nation begs to increase communications and maintain vital connections among stakeholders.  Times of uncertainty call for reaching out to renew relations. Through families, friends, community synergy; togetherness is a key component to advancing civilization into the future.  Survival of our nation and our very being rely on a keen togetherness.

Knowing detractors is as important as identifying supporters:  what does your database track? 

On the precipice of new world war, being in possession of a well appointed and groomed data is an excellent arsenal.  How long, can your organization function with current reserves?  Does your return-to-work plan include alternative strategies for maintaining services? These days a well-developed contingency plan is more than a credential requirement, it is a roadmap to safety.  Organizations who have invested in thoughtful strategic planning are more equipped to arm their Davids with well-appointed munitions for accurate Goliath-targeting.  If your strategic plan was constructed before 2018 it is time to review and re-allocate resources with respect to the pandemic.  Appropriate planning now can mend future fences and keep emergency services flowing during unrest.

Stay tuned for more information on strategic planning and strengthening fund development.

 

 Kathy L. McKinley, MBA, CFRE has worked in professional fund raising and development for over twenty-five years.  She achieved the Certified Fund Raising Executive gold standard credential in the spring of 2019.  McKinley has worked in both for-profit and non-profit organizations.  She lives and works in Charleston, West Virginia.  For more information, please feel free to contact her through LinkedIN or directly at: Kathy.lee.mckinley@gmail.com

Part Two:  2022:  David & Goliath Revisited; A Strategic Plan Wake-Up Call                    

As a refresh, the first article in this two-part series spoke to the importance of heralding the story of David and Goliath to every settlement of peoples that would tune in to hear it.  This allegory is meant to harken the value of preparation through robust strategic planning. 

 

If your Strategic Plan [SP] was constructed before 2018, readers are encouraged to assess the plan and re-allocate resources with respect to the pandemic and the ever-changing landscape of our world and times.  As you review the SP, consider the following query points:

 

What does your Strategic Plan look like?

What does your database track?

How long, can your organization function on current reserves?

Does the organization have a well-defined contingency plan?

Does your return-to-work plan include alternative strategies for maintaining services?

 

Organizations who have invested in thoughtful strategic planning are more equipped to provide their Davids with well-appointed munitions for accurate Goliath-targeting. Appropriate planning today can mend future fences and keep emergency services flowing during unrest.  There is no time like the present to shore-up your team’s playbook, gather necessary tools and practice a culture of nimble responsiveness.

 

What does your Strategic Plan [SP] look like? A strategic plan is most effective when developed by a cross-functional team of implementors, end-users, stakeholders and management.  Framers collaborate to produce a written document that is applicable and practical to the goals of the organization.  The plan will have measurable outcomes with a regularly reviewed balanced scorecard that is reported on to staff and the administration.  The scorecard can be edited to be representative of real organizational/departmental growth and status. A strategic plan includes over-arching as well as short-term measurable goals and is generally a composite of three-, five- and ten-year benchmarks and is reviewed each quarter to monitor attainment.

 

What does your database track?  Depending upon the nature of the need, database content will vary it tracking capabilities.  Ideally, a database system will provide multiple data points for aggregation of a variety of fields.  An organizational database is a multi-faceted gem of information able to house historical data while collecting an array data points to provide outputs of time, connectivity, inventory, for a wide facet of departments and needs.

 

For purposes of this series, the “database” is used to refer to the content management of information gathered to record donors, stakeholders, community constituents and funders.  Human Resource Information Systems [HRIS], Point of Sale Systems [POS] and Time and Attendance are not considered part of this series.  Whether your organization records fund information in a spreadsheet or a complex software system, the management of the system is crucial to the accuracy and capability of the information.  Software programs can be intuitive systems that provide layers of data without redundancy of labor.  Funder schedules, donor movement, social media presence, peer to peer communications, ticket sales and giving campaigns can now be coordinated economically through online, cloud-based services.

 

How long, can your organization function on current reserves?

Establishing a safety reserve is an essential step in the development of a realistic budget.  Budgetary determinations require departmental input for a detailed managerial review, likely with Board approval. Ideal reserves are unrestricted funds that can be accessed to facilitate immediate expenses such as:  utilities, rent, wages, emergency supplies and technology failure.  Reserve amounts vary however, it is generally accepted that three to six months of operational funds should be maintained for continuity of serves.

 

Does the organization have a well-defined contingency plan?

How will your organization operate in times of emergent need depends on the preparation investment afforded to the contingency plan and collective discourse on potential scenarios of need.  The ability to construct a contingency plan for safe continuity of services is an insurance policy for future roadblocks.  Staff should be involved in both the planning and implementation of contingency plans. Just as strategic plans should be regularly revisited, so should contingency planning.  Employees need to be aware and practiced in both the plan and the implementation of the contingency plan.

 

Giving is deeply personal.  Working from the unprecedented eye-opening of COVID-19 to the largest invasion of a European country since World War II, make the effort to create a multi-layered strategic plan that is customized to reflect the continuation of the mission and the services of the organization you represent.  Clad your David’s in armor with enough support to endure these trials and gain ground over whatever Goilath they encounter.

 

 

 

Kathy L. McKinley, MBA, CFRE has worked in professional fund raising and development for over twenty-five years.  She achieved the Certified Fund Raising Executive gold standard credential in the spring of 2019.  McKinley has worked in both for-profit and non-profit organizations.  She lives and works in Charleston, West Virginia.  For more information, please feel free to contact her through LinkedIN or directly at: Kathy.lee.mckinley@gmail.com