north shore-lij contract research organization, LLC

attn general counsel
145 community drive
great neck, new york 11021

NYS Entity Status
ACTIVE

NYS Filing Date
NOVEMBER 04, 2013

NYS DOS ID#
4482130

County
NASSAU

Jurisdiction
NEW YORK

Registered Agent
NONE

NYS Entity Type
DOMESTIC LIMITED LIABILITY COMPANY

Name History
2013 - NORTH SHORE-LIJ CONTRACT RESEARCH ORGANIZATION, LLC









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  • AROUND THE WEB

  • Mobile, Desktop Even In Race For Video Eyeballs
    Friday Mar 3, 2017

    Mobile phones and desktops are neck-and-neck when it comes to video viewing. More than half, or about 57%, of consumers around the world watch videos on their mobile phones every day. That's on parwith the 58% of consumers who are checking out videos on their computer, according to AOL's State of the Video Industry Global Research Study.

    Source: Media Post: Video Insider
  • Creating Great Donor Experiences
    By Roger Craver - Tuesday Jun 6, 2017

    Tom’s post Designing a Customer-Centric Organization triggered a number of valuable comments from readers. I especially note Tom Ahern’s channeling of Mark Phillips insight, “The only thing worth a damn is the donor experience.” Then Ahern added, “And that experience has many parts worth considering.” One of our goals in the Good Enough Is Not Good […]

    Source: The Agitator
  • Game-changing Grants: A Plea from the Trenches
    By Ruth McCambridge - Friday Jun 9, 2017

    Wouldn’t it be great if more nonprofits received unrestricted multiyear grants?

    The post Game-changing Grants: A Plea from the Trenches appeared first on Non Profit News For Nonprofit Organizations | Nonprofit Quarterly.

    Source: Nonprofit Quarterly
  • Rooted in Counterculture, Whole Foods’ Founder Finds an Unlikely Refuge
    By MICHAEL J. de la MERCED and ALEXANDRA STEVENSON - Friday Jun 16, 2017

    John Mackey wanted to fight off the activist investors attacking Whole Foods. He found a savior in Amazon, a company blamed for laying waste to retailers.

    Source: NYT > Home Page
  • Leveraging Research to Transform the Narrative: Communications Research
    Tuesday Mar 14, 2017

    Most nonprofits want to do more research and use it to shape their work more deliberately-- but few actually budget for it or build it into their staff structure. American Friends Service Committee (AFSC), a large Quaker organization that promotes lasting peace with justice, as a practical expression of faith in action, figured out how to do this with amazing results. A cultural anthropologist and self-proclaimed data nerd, Beth Hallowell conducts research to understand how people view the issues that AFSC works on as well as how they’re covered in the media. Her title is Communications Research Director, and she’s a key member of a large communications team that largely supports AFSC’s programs. Beth’s role is fairly unique from what I’ve seen but it’s one that adds enormous value. In this blog, I interviewed Beth to learn more about her work and how nonprofits of any size can leverage research in their work more effectively even if a full-time staff position isn’t likely. - Sarah Durham

    What are the day-to-day responsibilities of a Communications Research Director?
    My core areas of work are audience research, media analysis, messaging research, and monitoring and evaluation for comms – plus managing my team, grant-writing to make sure we stay in business, and continuously learning more myself about how to do this kind of work. Today, for example, I spent the morning pulling together the results of our most recent media analysis on Islamophobia in the news for our anti-Islamophobia campaign’s media strategy; brainstormed with my supervisor about how to package the results of a new messaging study that we have coming out in late March; scheduled time to work on an LOI for our next foundation funding prospect; edited a post that one of my interns wrote for our blog; and attended a webinar by the CMO of IDEO to learn more about how the big kids are implementing design thinking for marketers.

    How does the work you do in the communications department impact other departments (i.e., programs or development)?
    My job typically starts with a problem that program staff are having – often, because they’ve been trying to move people to action for a long time but they don’t feel like they’ve been making much progress. They come to me to help them figure out why constituents aren’t taking action, or why it seems like their messages just aren’t getting through. For example, a few years ago when ISIS started posting gruesome videos online, AFSC’s programs to decrease military spending all of sudden found that their messages were falling on deaf ears. They’d made a lot of progress in their messaging during the draw-down in Iraq and Afghanistan, but as those videos started showing up and ISIS garnered more media attention, they increasingly found that their previously war-weary audiences were now scared and were no longer supportive of decreased military spending.

    That’s where we came in.

    We started by doing a media analysis to pin down the messages our audiences were hearing about violent extremism in their daily lives. The results were worse than we expected: For example, one of the main messages people were hearing from mainstream media was that violent extremism requires military action, that Islam is almost always linked to extremism, and that there really aren’t nonviolent ways (like diplomacy) to solve this kind of problem. You can read all about our findings here. We are currently in the next phase of this research: Given what we know about what our audiences are hearing, what messages will be most effective in countering Islamophobia? What messages will most effectively promote inclusive communities? Once we have this data, we’ll use it to guide our own content on this issue as well as share it with our partners.

    Recently, you led the research for AFSC’s new report “Mixed Messages: How the Media Covers ‘Violent Extremism’ and What You Can Do about It.” What were the findings?
    We found that 90 percent of the time, news stories about extremism mention Islam, even in several cases when Muslims aren’t involved. They cover violent responses to conflict five times more than they cover nonviolent responses. This means that media coverage paints a picture for U.S. news consumers that links Islam to extremism—and extremism to violent conflict and military intervention. If this is the story that people see every time they turn on the news, it’s no wonder that Islamophobia and support for military intervention in the Middle East are both on the rise, as we’ve seen in public opinion polls.

    What advice would you give to a CEO or Executive Director who is considering creating a position like this?
    This position helps achieve an organization’s mission by using data to take its communications to the next level. That’s my elevator pitch to anyone in the C-suite looking to get more out of their marketing efforts. At AFSC, our mission is to promote lasting peace with justice. Communications research has helped achieve that goal by providing guidance to program staff and the communications team on who our audiences are as actual humans, what they want, what messages work best for them and why, messaging pitfalls to avoid, and how well we’re doing as a team and an organization in terms of growing our digital engagement with our constituents.

    What are the characteristics of nonprofit organizations that might benefit from a Communications Research Director?
    Any organization that wants to move an audience to do something can benefit from communications research. Content creators at many organizations usually have a working understanding of what kinds of content work for their audiences – through trial and error for example, or by watching analytics. But with a Communications Research Director, you get a person whose full-time job is to test assumptions about who the audience is and what they care about; look for opportunities to improve messaging and find the most effective directions for doing so; and evaluate communications performance from a 360-degree perspective.

    What advice do you have for organizations that are interested in using research more, but can't dedicate a position to it?
    Read our blog! Especially if you work on social justice issues – we want to share our results as widely as possible, and that’s our main platform for doing so. We try to make our findings user-friendly, so that anyone could apply them. I’d also recommend the wonderful resources at the Opportunity Agenda – my position wouldn’t exist without their thought-leadership on the role of communications in social justice movements. If you’re interested in learning more about your own audience – or evaluating how your own communications are doing – but have no budget, then I’d recommend setting up a calendar reminder to do 3 things every quarter or so:

      • Talk to at least one internal person about how your comms are working
      • Talk to at least one external person (a constituent, a donor) about how your comms are working, and
      • Check basic analytics (i.e. Google analytics and maybe the analytics of 1-2 key social platforms).

    Anyone on your team with 1 hour per quarter can do this and report back to you, or you can do this yourself as long as you make the time. At a minimum this will help you avoid making the same mistakes over and over again. It will also help you begin to build a culture of continuous learning.

    How does the Communications Research Director position fit into the overall structure of your organization?
    I lead a team with two full-time researchers (myself and an analyst), and we typically have 2-3 volunteer interns - Philly is full of colleges, so we created an internship aimed at students looking for experience with applied research/analytics/marketing. Our team is in the Communications Unit, and my supervisor is AFSC’s Communications Director. The Comms Unit is a crossroads for our very diffuse organization – we have over 70 programs in more than 30 locations worldwide – which is great because it gives me the opportunity to work with staff around the world. I’ve worked with staff from Denver to Iowa to the Middle East to North Korea.

    Has the current political environment affected communications research at AFSC?
    It’s increased the urgency of what we do. The stakes of getting our message right the first time – by knowing our audience as best we can so we can engage them as quickly and as effectively as possible – are the highest they’ve been since I started with AFSC in 2014. We need to learn faster so that we can move faster, pivot faster, mobilize faster – and more effectively. That’s what my job is about now – the day-to-day tasks and skills haven’t changed, but the stakes are higher. I think it’s really important that even though we’ve been in rapid response mode for a while now, we aren’t just reacting to the current environment: Instead, we are building on what we’ve learned and we’re still doing what we need to do to learn more and improve as we go.

    Thinking about restructuring your communications team? Big Duck can help. Give us a shout.

    Source: BigDuck smart communications for nonprofits
  • Using your brand strategy everyday in everything
    Wednesday Jun 14, 2017

    If you’ve ever researched branding you’ve probably heard jargony terms like “brand proposition”, “brand promise”, ‘positioning”, “personality”, “voice”, or “unique selling proposition (USP)” tossed around.  Any rigorous rebranding process typically starts by establishing a clear strategy, using at least one, if not many, of these approaches. There are a lot of approaches for developing brand strategy, any one of which can help your team get clear on what you’re trying to communicate.

    A well-developed brand strategy should help everyone see how your strategic plan or mission comes to life in day-to-day communications, both inside your organization and outside of it. But too often, nonprofits and businesses view their brand strategy as something that’s only useful when creating a new logo or tagline-- not as something that can help transform how everyone in your organization communicates every day. When folks criticize branding as “navel-gazing”, decorative, or extraneous, it’s usually because the team behind it has developed it in a vacuum. A solid nonprofit brand must originate from and be deeply tied to its vision, mission, and values, and bring them to life in dynamic ways that inspire the hearts and minds of people inside and outside of the organization.

    Big Duck’s model for building strong nonprofit brands, which we call “brandraising”, uses two simple brand strategy concepts: Positioning and Personality. Both can help anyone on your staff– from your staff leadership and board to to your programs team and beyond– write, speak, and behave in ways that bring your mission to life and create a truly on-brand experience of your organization, head-to-toe.

    Positioning

    Positioning is the primary idea you want people to associate with your organization, and it’s a North Star everyone on your team can use to guide their actions daily. It’s closely
    related to your mission, but more focused on and oriented toward how you want to be perceived, not what you do.

    For example, Auburn’s mission is, “Auburn equips leaders with the organizational skills and spiritual resilience required to create lasting, positive impact in local communities, on the national stage, and around the world. We amplify voices and visions of faith and moral courage. We convene diverse leaders and cross-sector organizations for generative collaboration and multifaith understanding. And we research what’s working — and not — in theological education and social change-making.”

    Walk into their office or meet with their team and you’ll see that mission is used rigorously to inform their work. But that language isn’t easy for staff to remember and use with every interaction. Their positioning—“Auburn is the premier leadership development center for the multifaith movement for justice.”

    Publicly, Auburn shares and promotes its mission. Internally, its positioning statement gives staff a way to staff a tool to express their big idea so they can be sure that everything they do supports and advances it.

    Positioning is often reductive: a simplification of what you actually do. It’s hard to get it right, but when you do, it’s a useful pocket-tool you can grab handily on the fly.

    When developing your organization’s positioning statement, make sure yours is simple, clear, and usefully distinguishing from others in your space. Remember, it’s not always something you state publicly, so you can get away with things like “the leading organization...”, for instance, which could be problematic in public-facing language.

    Got your positioning pinned down? Here’s a few ways it can be used inside your organization for maximum value.

    • Integrate an overview of your mission and positioning into your onboarding trainings for new staff and board members. Make sure everyone is clear what they are and how to use them. Consider developing a set of role plays that give them a chance to practice.

    • Use positioning to guide how you write and speak. For example, give the positioning to the board member who’s going to speak at your upcoming event and frame it as the ‘cheat sheet’ for what they need to communicate about your organization.

    • Use positioning to help determine if new materials your vendors develop are on strategy. Does that new brochure or website, at a glance, support your positioning?

    Personality

    Personality is the tone and style your organization uses to communicate. It’s relatively easy to develop and can have a transformative effect; suddenly, everyone’s writing, speaking, and representing your organization consistently. (Read Farra’s article The Power of Brand Personality at your Nonprofit for more.)

    If positioning is a more perception, or communication-oriented way to think about your mission, than personality is a more perception or communication-oriented way to live and express your organization’s values for many (but not all) organizations.

    If you’ve ever taken a class at Soul Cycle you know their staff are dynamic examples of living the brand. No matter which location you visit, Soul Cycle staffers are unrelentingly friendly, helpful, and upbeat, no matter their role or level of seniority. Sure, they have bad days, but they are clearly trained to turn on the charm whenever a customer walks in. Wouldn’t it be nice if your staff were perceived that way by your donors, clients, and board members too? They can be-- but first you need to hire and train them to do so– otherwise, they’ll continue to do what most people do naturally, just be themselves,  for better and for worse.

    Auburn’s personality is Loving, Entrepreneurial, Courageous, Multifaith, Progressive, and Respected. This list of guiding attributes is distinguishing and practically useful for writing, speaking, and other external communications.

    Some of my favorite organizational personalities have had words in them like, “menschy” and “fierce”– unexpected, memorable, and useful words that staff can connect with and that help differentiate.

    Once you’ve established a list of about five adjectives that reflect the personality you’d like your organization to express consistently, consider bringing it to life in these ways.

    • Integrate your personality into hiring practices and training programs. Want to establish your organization as welcoming, warm, and embracing? Doing so means you need to hire people who are, themselves, likely to be those things, or at least know how to act that way.

    • Create on-personality spaces, events, and partnerships. Paint the walls and put up artwork in your public spaces that reflect your personality. Pick event venues and partners whose personalities are “on brand” for you.

    • Celebrate in personality-centric ways. Each week, a staff member at Big Duck gets to annoint next week’s “Duck of the Week”, an honorary, celebratory title with no responsibilities at all. The Duck of the Week celebration, along with others we integrate into our weekly Team Time, help us live our friendly personality trait. Similarly, sharing industry research, great case studies, and other resources each week keeps our team on our toes and better able to live our smart personality trait.

    • Use personality to guide which social media channels you use and how you use them. Is your organization inclusive, perhaps you should convene an online community. Do you want to get your supporters to see you as energetic and gutsy? Consider hosting a takeover of your Instagram or Twitter accounts. Intellectual and inquisitive? Ask questions and moderate spirited debates via comments or Facebook Live.

    Ready to get started putting positioning and personality into action? Read more on how to create a winning brand strategy on Big Duck’s blog or in my book, “Brandraising”, learn how we brought Auburn’s brand strategy to life, or give us a call.

     

    Source: BigDuck smart communications for nonprofits
  • Using your brand strategy everyday in everything
    Wednesday May 17, 2017

    If you’ve ever researched branding you’ve probably heard jargony terms like “brand proposition”, “brand promise”, ‘positioning”, “personality”, “voice”, or “unique selling proposition (USP)” tossed around. Any rigorous rebranding process typically starts by establishing a clear strategy, using at least one, if not many, of these approaches. There are a lot of approaches for developing brand strategy, any one of which can help your team get clear on what you’re trying to communicate.

    A well-developed brand strategy should help everyone see how your strategic plan or mission comes to life in day-to-day communications, both inside your organization and outside of it. But too often, nonprofits and businesses view their brand strategy as something that’s only useful when creating a new logo or tagline-- not as something that can help transform how everyone in your organization communicates every day. When folks criticize branding as “navel-gazing”, decorative, or extraneous, it’s usually because the team behind it has developed it in a vacuum. A solid nonprofit brand must originate from and be deeply tied to its vision, mission, and values, and bring them to life in dynamic ways that inspire the hearts and minds of people inside and outside of the organization.

    BIg Duck’s model for building strong nonprofit brands, which we call “brandraising”, uses two simple brand strategy concepts: Positioning and Personality. Both can help anyone on your staff– from your staff leadership and board to to your programs team and beyond– write, speak, and behave in ways that bring your mission to life and create a truly on-brand experience of your organization, head-to-toe.

    Positioning

    Positioning is the primary idea you want people to associate with your organization, and it’s a North Star everyone on your team can use to guide their actions daily. It’s closely related to your mission, but more focused on and oriented toward how you want to be perceived, not what you do.

    For example, Auburn’s mission is, “Auburn equips leaders with the organizational skills and spiritual resilience required to create lasting, positive impact in local communities, on the national stage, and around the world. We amplify voices and visions of faith and moral courage. We convene diverse leaders and cross-sector organizations for generative collaboration and multifaith understanding. And we research what’s working — and not — in theological education and social change-making.

    Walk into their office or meet with their team and you’ll see that mission is used rigorously to inform their work. But that language isn’t easy for staff to remember and use with every interaction. Their positioning—“Auburn is the premier leadership development center for the multifaith movement for justice.

    Publicly, Auburn shares and promotes its mission. Internally, its positioning statement gives staff a tool to express their big idea so they can be sure that everything they do supports and advances it.

    Positioning is often reductive: a simplification of what you actually do. It’s hard to get it right, but when you do, it’s a useful pocket-tool you can grab handily on the fly.

    When developing your organization’s positioning statement, make sure yours is simple, clear, and usefully distinguishing from others in your space. Remember, it’s not always something you state publicly, so you can get away with things like “the leading organization...”, for instance, which could be problematic in public-facing language.

    Got your positioning pinned down? Here’s a few ways it can be used inside your organization for maximum value.

    • Integrate an overview of your mission and positioning into your onboarding trainings for new staff and board members. Make sure everyone is clear what they are and how to use them. Consider developing a set of role plays that give them a chance to practice. 
    • Use positioning to guide how you write and speak. For example, give the positioning to the board member who’s going to speak at your upcoming event and frame it as the ‘cheat sheet’ for what they need to communicate about your organization.
    • Use positioning to help determine if new materials your vendors develop are on strategy. Does that new brochure or website, at a glance, support your positioning?

    Personality

    Personality is the tone and style your organization uses to communicate. It’s relatively easy to develop and can have a transformative effect; suddenly, everyone’s writing, speaking, and representing your organization consistently. (Read Farra’s article The Power of Brand Personality at your Nonprofit for more.)

    If positioning is a more perception, or communication-oriented way to think about your mission, than personality is a more perception or communication-oriented way to live and express your organization’s values for many (but not all) organizations.

    If you’ve ever taken a class at Soul Cycle you know their staff are dynamic examples of living the brand. No matter which location you visit, Soul Cycle staffers are unrelentingly friendly, helpful, and upbeat, no matter their role or level of seniority. Sure, they have bad days, but they are clearly trained to turn on the charm whenever a customer walks in. Wouldn’t it be nice if your staff were perceived that way by your donors, clients, and board members too? They can be-- but first you need to hire and train them to do so– otherwise, they’ll continue to do what most people do naturally, just be themselves, for better and for worse.

    Auburn’s personality is Loving, Entrepreneurial, Courageous, Multifaith, Progressive, and Respected. This list of guiding attributes is distinguishing and practically useful for writing, speaking, and other external communications.

    Some of my favorite organizational personalities have had words in them like, “menschy” and “fierce”– unexpected, memorable, and useful words that staff can connect with and that help differentiate.

    Once you’ve established a list of about five adjectives that reflect the personality you’d like your organization to express consistently, consider bringing it to life in these ways.

    • Integrate your personality into hiring practices and training programs. Want to establish your organization as welcoming, warm, and embracing? Doing so means you need to hire people who are, themselves, likely to be those things, or at least know how to act that way. 
    • Create on-personality spaces, events, and partnerships. Paint the walls and put up artwork in your public spaces that reflect your personality. Pick event venues and partners whose personalities are “on brand” for you. 
    • Celebrate in personality-centric ways. Each week, a staff member at Big Duck gets to annoint next week’s “Duck of the Week”, an honorary, celebratory title with no responsibilities at all. The Duck of the Week celebration, along with others we integrate into our weekly Team Time, help us live our friendly personality trait. Similarly, sharing industry research, great case studies, and other resources each week keeps our team on our toes and better able to live our smart personality trait.
    • Use personality to guide which social media channels you use and how you use them. Is your organization inclusive, perhaps you should convene an online community. Do you want to get your supporters to see you as energetic and gutsy? Consider hosting a takeover of your Instagram or Twitter accounts. Intellectual and inquisitive? Ask questions and moderate spirited debates via comments or Facebook Live.


    Ready to get started putting positioning and personality into action? Read more on how to create a winning brand strategy on Big Duck’s blog or in my book, “Brandraising”, learn how we brought Auburn’s brand strategy to life, or give us a call.

    Source: BigDuck smart communications for nonprofits
  • Cars And Cosmetics Outspend All Luxury On The Web
    Friday May 12, 2017

    After contracting by a marginal 0.5% last year, luxury ad spending across 23 key markets is set for growth this year and next. The US, China and Japan will provide 80% of the coming growth

    Source: Media Post: Research Brief