Looking for a Newport, Kentucky Digital Marketing Agency?
We’re a team of twenty-three web, digital marketing, SEO, and operations professionals. Heaviside Group was founded in 2011 as a side project and has continued to grow and expand year after year.
Our group is divided into four internal teams: Web, Digital Marketing, SEO, and Operations. Each team has specialists in those disciplines, and they work together to deliver projects accurately and on-time. Everything is managed by our operations team, which provides sales, customer service, and project management support to our clients.
In 2017, we launched our Heaviside Digital platform, designed to provide high-quality web, digital marketing, and SEO services to businesses with lower marketing budgets.
No matter what your project or budget is, we have a solution for you. Contact us today to learn more!
A digital marketing agency can help you expand your business and improve the overall performance of your company. But, you have to make sure that you work with an agency that knows what they're doing. Not all agencies are equal, especially when it comes to digital marketing. Let's take a look at the traits of a great digital marketing agency.
First of all, a digital marketing agency isn't like your regular in-house agency. In-house agencies are usually focused on results - they know how to work with a certain demographic group to get the right kind of responses. A digital marketing agency, however, is a lead-generating and brand-development engine. This means that if you want to work with them, you have to be willing to do whatever it takes to get their attention. If you go into an agency without knowing what kind of results you want or what you plan on getting out of it, you might not find the right talent.
Digital marketing agencies have to be able to put the data and findings they collect to work for their client. If they aren't good with this, your business could very well be hurt because they wouldn't know which types of campaigns to pursue or which strategies to use to benefit from the data they collect. This means you need to have a good relationship with your digital marketing agency, or you'll just be throwing your money away on ineffective campaigns.
Another characteristic of a great digital marketing agency makes it easier to work together. You can tell if an agency has the right people by the way they talk to you. It's clear when someone isn't on the same page as you - and that's when it's time to move on and find someone who will. In a traditional marketing organization, the people who make the decisions are usually all on the same page; there is rarely a difference between the top person and the middle person. You don't want to work with someone who only knows his/her own opinion, and who has no interest in what you want to do or what you have to say.
When working with a digital marketing agency from the uk based scene, one thing you want to look for is an agency that values what you stand for. If they do, then they'll help you make all of your campaigns successful. From the moment you start talking about ideas, you need to focus on the value that you and your brand offer. Your values and goals should be what drives everything you do, from the content marketing to the promotions to the brand positioning. For example, your company's values may be centered around being environmentally friendly, but your brand may also be centered around using promotional tools that are printable, affordable, or unique. Both of these things are important to you, so you need to make sure your agency values both.
Finally, if you find an agency that will work closely with you, then you have found a great partner. You should never restrict your creative input to just one person, because you'll be missing out on a lot. Look for digital marketing agencies that will get multiple opinions, so you can weigh your options before making a final decision. Make sure that the people working with you understand what you stand for, what your goals are, and what you're willing to go through in order to achieve those goals. You need to trust your creative partner more than ever before if you want to work with an agency that will help grow your business.
Newport was settled c. 1791 by James Taylor Jr. on land purchased by his father James Sr. from George Muse, who received it as a grant.[why?] Taylor's brother, Hubbard Taylor, had been mapping the land twenty years prior. It was not named for its position on the river but for Christopher Newport, the commander of the first ship to reach Jamestown, Virginia, in 1607. Newport was established as a town on December 14, 1795, and incorporated as a city on February 24, 1834. In 1803, the Ft. Washington military post was moved from Cincinnati to become the Newport Barracks. A bridge first connected Newport to Covington in 1853, and the first bridge spanning the Ohio River to Cincinnati, the John A. Roebling Suspension Bridge, opened in 1866. Newport experienced large German immigration in the 1880-90s.
By 1900, Newport was the third largest city in Kentucky, after Covington and Louisville, although Newport and Covington were rightly considered satellites of Cincinnati.
Prohibition under the Volstead Act of 1919 resulted in a widespread illegal sale of alcohol. Many gangsters began to smuggle alcohol into the city to supply citizens and businesses. Speakeasies, bribery, and corruption became a norm in Newport. A well known Newport crime boss was gambler and National Crime Syndicate member Ed Levinson.
Newport's worst natural disaster occurred in 1937, when a flood covered a great part of the city. A flood wall was completed in 1948, and remains a significant part of Newport's landscape.
Newport once had the reputation of "Sin City" due to its upscale gambling casinos on Monmouth street. Monmouth also had many men's stores, restaurants, and ice cream parlors. Investigations for racketeering pushed out the casinos, which were replaced by peep shows and adult strip clubs. Many of the old businesses disappeared when parking became difficult on Monmouth Street and the commercial district opened on the hill of south Newport.
A garage at 938 John Street manufacturing illegal fireworks exploded without warning in 1981, leaving severe damage up to a six-block radius.
In the 1980s and 1990s, Newport made plans to develop its riverfront and core to focus primarily on "family friendly" tourism, instead of the "Sin City" tourism of the past. In May 1999 the $40-million Newport Aquarium opened, and the historic Posey Flats apartments were leveled in favor of the Newport on the Levee entertainment complex, which opened the following year.
In 1997 plans for a 1,015-foot (309 m) structure called the "Millennium Tower" were revealed. The tower's main selling point was that building it would be financed by private money, as opposed to taxpayer money. Mick Nelson also heads up the expo at the levee in Newport. The tower was expected to be completed by 2003, but investors later pulled out and no construction was done. Today the site for the tower is a parking lot next to the World Peace Bell.
Today, Newport is becoming the entertainment community of the fast-growing Northern Kentucky area while its neighboring cities—Bellevue and Covington—become the business centers.
Newport is a county seat of Campbell County, and was previously a county seat from 1797 until 1823, and again from 1824 until 1840.
In the 19th century, the overwhelming majority of the population lived in Newport and the surrounding cities. Many citizens did not like traveling south to Alexandria to conduct county business, as southern Campbell County was primarily undeveloped.
In 1883, Newport successfully lobbied the state legislature for an exception to state law, which both required that a county seat be located in the center of the county, and that certain county business only be conducted at the county seat. Frankfort passed a special law, creating the Newport Court House District, and within that district, the Newport Courthouse Commission which functioned as a special taxing district, so that an additional courthouse could be built, and business could take place in Newport, in addition to Alexandria. In 2008, the Kentucky General Assembly removed the taxing authority from the Courthouse Commission, but left the District and Commission intact.
In 2009, a court ruled that Alexandria is the only county seat, and Newport is not a county seat. On November 24, 2010, the Kentucky Court of Appeals disagreed, and granted Newport equal status as a county seat. On August 25, 2011, the Supreme Court of Kentucky denied review of the appellate decision.
As of the census of 2010, there were 15,273 people, 6,194 households, and 3,273 families residing in the city. The population density was 6,267.8 inhabitants per square mile (2,420.0/km2). There were 7,828 housing units at an average density of 2,878.0 per square mile (1,111.2/km2). The racial makeup of the city was 86.3% White, 7.6% African American, 0.3% Native American, 0.7% Asian, less than 0.01% Pacific Islander, 1.8% from other races, and 3.2% from two or more races. Hispanic or Latino of any race were 4.1% of the population.
There were 6,194 households, out of which 23.3% had children under the age of 18 living with them, 28.7% were married couples living together, 17.3% had a female householder with no husband present, and 47.2% were non-families. 37.0% of all households were made up of individuals, and 8.9% had someone living alone who was 65 years of age or older. The average household size was 2.32 and the average family size was 3.09.
In the city the population was spread out, with 22.2% under the age of 18, 11.1% from 18 to 24, 31.2% from 25 to 44, 25.1% from 45 to 64, and 10.4% who were 65 years of age or older. The median age was 34 years. For every 100 females, there were 94.8 males. For every 100 females age 18 and over, there were 91.4 males.
The median income for a household in the city was $27,451, and the median income for a family was $32,858. Males had a median income of $29,337 versus $22,723 for females. The per capita income for the city was $15,207. About 20.7% of families and 22.3% of the population were below the poverty line, including 31.1% of those under age 18 and 16.3% of those age 65 or over.