“Many clients and agencies sit down and talk about ethnic marketing, and they walk away deciding to buy a table at a banquet, or run a promo in a Black publication.” she said.  “Our focus isn’t on buying tables.  In the long run, that doesn’t get you much.  But the strategic partnerships and long-term public education campaigns, that’s what we deliver.”

One of the successful partnerships that the Caraway Agency helped to forge is the one between Microsoft and the National Newspaper Publishing Association (NNPA) that resulted in the NNPA/MS Converged Media Lab at the Howard University School of Communications.  The Lab functions as a wire service for leading African-American publications across the country.  As the co-sponsor of the lab, Microsoft has been able to build enduring relationships not only with the University, but also with the NNPA.

While Caraway takes pride in helping clients develop effective relationship-building strategies, she also believes there is much that clients need to do for themselves, which includes having a leadership team that is committed to, and vocal about, making diversity a priority.

“It has to come from the top,” she explained.  “If a CEO says it, then (their organizations) take (diversity) seriously.  Actually, that’s the only time that they do.”

MGM MIRAGE, one of The Caraway Group’s clients, is a good example of leadership in action.  Back in February, MGM MIRAGE was announcing successful results from it’s diversity initiative, the first of it’s kind ever launched in the gaming industry.  At the press conference, CEO Terrence Lanni spoke for nearly 40 minutes on the company’s diversity vision, and then took open questions from the audience – considered a daunting move in most circles.

He proudly spoke about the company’s 51.7 percent minority representation (up 1.2 percent from 2001), and the more than $65 million spent with certified Small and Disadvantaged Business Enterprises (SDBEs) under the new procurement program – nearly three times what it had spent before.

“He answered most of the diversity questions on his own – not the typical move for CEOs,” said Caraway.  “And if he didn’t know the answer, he had attendees follow up with him directly to get it later.  Diversity is important to MGM MIRAGE, and (Lanni) wants people to know that.”

Caraway says that the MGM MIRAGE board of directors has also created a Diversity Committee, comprised of high-level company executives, who are directly accountable for guiding and implementing the diversity initiative.

Playing on an Even Field

With industry-giants for clients, The Caraway Group often finds itself sharing clients with larger, general market agencies.  In many cases, minority-owned agencies in this situation face significant challenges – ranging from reduced client contact to a partner agency that often inserts itself as the client.  But such problems are generally rare for Caraway.

“We don’t have a huge problem with (agencies blocking our client contact),” she said.  “Generally, they have to have us there for our expertise.  They understand that we know our market and we know how to market to diverse communities quite well.”

But sometimes, there are barriers, and while it’s not the ideal situation, Caraway knows where it comes from, and how to deal with it.  “In a lot of cases, we’re the subcontractor, so technically the partner agency is the client.  So, we’re reporting to them.  But it doesn’t get in the way of the work.  People still know who’s getting it done.”

Caraway isn’t shy about being a woman/minority-owned business that focuses on all areas of diversity.  With aspirations to handle general market programs, she takes pride in what she has built.

“We handle all areas of diversity – African-American, Hispanic, Asian, women … pretty much everything except the white male market,” she said jokingly.  “It’s what we do, and we do it better than the competition.”

Caraway’s staff reflects her commitment to diversity.  With two offices and 12 employees, Caraway’s own diversity story is an impressive one, with one Hispanic vice president, an Asian-American account manager, and a Caucasian junior account manager.

“If diversity is at the heart of what we do, then obviously, we are going to walk the walk,” she said.

Looking Forward for Caraway

Part of Caraway’s success is due to her ability to satisfy unmet market demands that clients see as important to their business.  Looking ahead, Caraway plans to continue to meet unmet needs.

When it comes to the African-American market, Caraway sees the healthcare arena as one of the most rapidly expanding and profitable industries.  While The Caraway Group is not yet at the point where it has a separate healthcare unit, the agency is currently looking at several important RFPs (Request for Proposal) from some highly visible players in the healthcare industry (who cannot be named at this time).

“People of color have a lot of health care issues, and health care corporations and associations are just now starting to pull us (into the fold),” she said.  “But yes, we see that as a huge area of opportunity for us.”

Other industry trends point to new opportunities for the Caraway Group, as well.  Many minority-owned organizations point to what they see as a disturbing trend of dynamic, growing ethnic marketing shops being purchased by larger, general market agencies.  To this, Yolanda Caraway has an interesting response: “I aspire to be one of them,” she says.

Caraway points to her history of working with young men (generally Caucasian) on different campaigns who successfully went on to open their own agencies.  Subsequently, they were bought out by larger firms at a significant price level.

“I can do that, too,” she said with a smile.  “But they don’t look at me the same way.  I’m Black, and I’m a woman.  They don’t consider me.”

But the industry tides are changing, and now they certainly have to consider the expertise and effectiveness that she has demonstrated throughout the years.  Some agencies see the trend of general market firms acquiring minority-owned firms as a threat to the African-American economic infrastructure.

“I have a different view,” she said.  “If you have a multinational media conglomerate, then yes, I can see why it’s important to hang onto it – keep it in the family.  But in the end, this is business.  That’s why we’re here.”

But clearly, Caraway is not focused on selling the name just yet.  For now, she is enjoying watching the budgets, and number of clients, grow.  She is happy to witness the growth of her employees, as well – both in numbers, and as individuals and professionals.  Most of all, she’s happy with the work.  And apparently, so are her clients.

The End