No, although the current election brought the thought to mind, I’m not talking about politics. I’m talking about how every year it gets harder to make sure that your company’s (or brand’s, or product’s) message is being consistently communicated.
Even before advertising and mass communication, companies worked hard to keep their individual salespeople singing out of the same hymnal. Then we added in print and broadcast media. And today we’ve piled on the internet and social media. And it’s not just the different mediums. You also have to consider the type of communication--promotional versus brand-building versus public relations.
In today’s attention-challenged world, it makes sense that you want your company’s message confined to a handful of easily understood and remembered points (hopefully focused on competitive advantages). Frankly, you’re doing well if you can communicate that much!
So here are three steps you should ensure are being taken by your marketing team:
1) Know what your message is.
Keep it simple-- no more than two to three points.
Focus on competitive advantages--if your points are generic, they’re just as likely to be associated with the competition in consumers’ minds.
Make sure you’ve got internal buy-in for your messaging (you don’t need co-workers sabotaging you by delivering by communicating conflicting information)
2) Make sure everyone in your company knows what your message is. EVERYONE! The service department, manufacturing, billing, the company lawyers, the distribution department, and your mother. Because if they don’t know what the official message is, they will make up their own. And you won’t necessarily be happy with what they choose.
3) Make it someone’s responsibility to continually monitor what’s being said about your company to ensure it is consistent with your message. Not just online (although that’s an important venue), but in any communication and on any materials your company disseminates. Advertisements, news releases, promotional items, trade show literature, letterheads-- everything! If you’re not vigilant, you’ll be surprised how fast and how far you can drift off message.
In any competitive situation, it matters what you say. Make sure you’re saying what you want to about your company, brand or product. It will pay off!
If you’d like assistance in staying on message, YOUR CMO is here, and happy to help
Sunday, November 14, 2010
Wednesday, September 29, 2010
Are you evolving?
If you haven’t noticed, we’re living in a time of accelerated evolution.
You remember evolution. Darwin goes sailing and ends up rocking the establishment by proposing “only the strong survive” (made into a popular song by Jerry Butler in 1968).
EVOLVING TECHNOLOGY
Physical evolutionary changes still take millennia. But technological evolution has gone from taking centuries to decades to years to months. Mobile phones are replacing laptops which replaced desktops which replaced mainframes. 3D movies are succeeding 2D movies, digital recording has made film extinct, email has almost replaced snail mail, and so on. New technology can be outmoded before it is even introduced.
Since the pace of technology is unlikely to slow at our request, it behooves us to learn how to surf the technology wave. Those who succeed will “evolve” and prosper. Those who do not will join the Neanderthals.
EVOLVING MARKETERS
Evolving marketers don’t need to master every new tool or technique. They just need to know enough about it to fit it into their marketing toolkits. Is Twitter appropriate for every business? No. But marketers need to know enough about Twitter, or Search Engine Advertising, or Foursquare, or whatever, to understand when it is appropriate.
The evolving marketer is the proverbial “jack of all trades, master of none.” Instead of mastering specific tools or techniques, this marketer concentrates on building a network of experts who can be called on to execute programs. This marketer taps opportunities to stay abreast of change, and learn the pros and cons of the options it provides. And this marketer develop the ability to analyze problems so that he or she can select the right options to provide a profitable solution.
If you feel like your marketing is living in the past, remember Your CMO has the analytic ability, up-to-date knowledge, and expert network to provide evolutionary marketing for any of your needs.
You remember evolution. Darwin goes sailing and ends up rocking the establishment by proposing “only the strong survive” (made into a popular song by Jerry Butler in 1968).
EVOLVING TECHNOLOGY
Physical evolutionary changes still take millennia. But technological evolution has gone from taking centuries to decades to years to months. Mobile phones are replacing laptops which replaced desktops which replaced mainframes. 3D movies are succeeding 2D movies, digital recording has made film extinct, email has almost replaced snail mail, and so on. New technology can be outmoded before it is even introduced.
Since the pace of technology is unlikely to slow at our request, it behooves us to learn how to surf the technology wave. Those who succeed will “evolve” and prosper. Those who do not will join the Neanderthals.
EVOLVING MARKETERS
Evolving marketers don’t need to master every new tool or technique. They just need to know enough about it to fit it into their marketing toolkits. Is Twitter appropriate for every business? No. But marketers need to know enough about Twitter, or Search Engine Advertising, or Foursquare, or whatever, to understand when it is appropriate.
The evolving marketer is the proverbial “jack of all trades, master of none.” Instead of mastering specific tools or techniques, this marketer concentrates on building a network of experts who can be called on to execute programs. This marketer taps opportunities to stay abreast of change, and learn the pros and cons of the options it provides. And this marketer develop the ability to analyze problems so that he or she can select the right options to provide a profitable solution.
If you feel like your marketing is living in the past, remember Your CMO has the analytic ability, up-to-date knowledge, and expert network to provide evolutionary marketing for any of your needs.
Thursday, September 9, 2010
“80% of Success is Showing Up…”
…is a famous Woody Allen quote. You can apply it in several ways.
During a recent sales brainstorming session, two of these applications jumped out at me.
1. You need a presence. Like the lottery commercials say, if you don’t play, you can’t win.
2. You can’t just “phone it in.” You have to give it your best effort.
Staying in touch with prospects is hard, and requires a disciplined partnership between sales and marketing. Once the seller has identified the right person for the right product, MARKETING can provide the automated touches to maintain awareness and build credibility until the right time occurs and the prospect (hopefully) raises their hand. Meanwhile, through periodic face-to-face meetings, SALES refines the seller’s understanding of the prospect’s needs and wants, and closes the sale when the time is right.
Back to Woody’s quote, and the two applications identified above. You have to stay in touch with the prospect. You need an ongoing presence--mailings, calls, and occasional face-to-face meetings.
And your presence has to be meaningful. I’m talking about tailoring my communications to the prospect’s needs and stressing your product’s benefits at every opportunity. Sending someone a generic ‘newsletter’ once a quarter doesn’t cut it. Neither does a phone call or lunch to “see how things are going.”
We’re all pressed for time and we’re all being pushed for results. But developing a customer relationship is something you cannot rush. You have to “show up” regularly in a meaningful way. Remember, that’s 80% of success!
During a recent sales brainstorming session, two of these applications jumped out at me.
1. You need a presence. Like the lottery commercials say, if you don’t play, you can’t win.
2. You can’t just “phone it in.” You have to give it your best effort.
Staying in touch with prospects is hard, and requires a disciplined partnership between sales and marketing. Once the seller has identified the right person for the right product, MARKETING can provide the automated touches to maintain awareness and build credibility until the right time occurs and the prospect (hopefully) raises their hand. Meanwhile, through periodic face-to-face meetings, SALES refines the seller’s understanding of the prospect’s needs and wants, and closes the sale when the time is right.
Back to Woody’s quote, and the two applications identified above. You have to stay in touch with the prospect. You need an ongoing presence--mailings, calls, and occasional face-to-face meetings.
And your presence has to be meaningful. I’m talking about tailoring my communications to the prospect’s needs and stressing your product’s benefits at every opportunity. Sending someone a generic ‘newsletter’ once a quarter doesn’t cut it. Neither does a phone call or lunch to “see how things are going.”
We’re all pressed for time and we’re all being pushed for results. But developing a customer relationship is something you cannot rush. You have to “show up” regularly in a meaningful way. Remember, that’s 80% of success!
Start with the easiest or hardest problems first?
You’ve probably heard the saying: “When you’ve got a hammer, everything looks like a nail.”
Each of us has developed a toolkit of tools and processes which have worked for us in the past. And those are what we use to solve new problems as we encounter them. In fact, we tend to prioritize problems based on how easily we think they can be solved using this toolkit. Problems that don’t “fit” our toolkit tend to get pushed to the bottom of the list. And why not? Subconsciously, we’re prioritizing from “most likely to solve” to “least likely to solve.”
I’d like to suggest that if you want to be successful--both personally and corporately--you need to reverse those priorities. Anyone can use common tools to solve common problems. What you want to specialize in is finding new tools to solve uncommon problems.
Apple faced the seemingly insoluble challenge of trying to survive as a very weak #2 in a PC world. Instead of going head-to-head using conventional tools, they began redefining computers by use--creating the I-POD, the I-PHONE, and the I-PAD. Wouldn’t you like those successes on your resume?
Dealing with the little, common problems can be very satisfying. We all like to ACCOMPLISH. But solving little problems isn’t going help you build a competitive advantage. And solving little problems isn’t going to give your career that quantum leap you dream about.
So when you’re prioritizing, move the “insoluble” problems up the list. You won’t solve all of them; but then, it only takes one to turn you into a hero. Warning: These problems probably won’t respond to a “hammer.” So you’ll need to discover or design new tools. But then you’ll have a bigger toolkit than the rest of the pack, and isn’t that a good thing?
Looking for some help with your “insoluble” problems? Give me a call. I may have something in my toolkit that can help. And if not, we’ll invent something!
Each of us has developed a toolkit of tools and processes which have worked for us in the past. And those are what we use to solve new problems as we encounter them. In fact, we tend to prioritize problems based on how easily we think they can be solved using this toolkit. Problems that don’t “fit” our toolkit tend to get pushed to the bottom of the list. And why not? Subconsciously, we’re prioritizing from “most likely to solve” to “least likely to solve.”
I’d like to suggest that if you want to be successful--both personally and corporately--you need to reverse those priorities. Anyone can use common tools to solve common problems. What you want to specialize in is finding new tools to solve uncommon problems.
Apple faced the seemingly insoluble challenge of trying to survive as a very weak #2 in a PC world. Instead of going head-to-head using conventional tools, they began redefining computers by use--creating the I-POD, the I-PHONE, and the I-PAD. Wouldn’t you like those successes on your resume?
Dealing with the little, common problems can be very satisfying. We all like to ACCOMPLISH. But solving little problems isn’t going help you build a competitive advantage. And solving little problems isn’t going to give your career that quantum leap you dream about.
So when you’re prioritizing, move the “insoluble” problems up the list. You won’t solve all of them; but then, it only takes one to turn you into a hero. Warning: These problems probably won’t respond to a “hammer.” So you’ll need to discover or design new tools. But then you’ll have a bigger toolkit than the rest of the pack, and isn’t that a good thing?
Looking for some help with your “insoluble” problems? Give me a call. I may have something in my toolkit that can help. And if not, we’ll invent something!
Saturday, July 10, 2010
Stop others from undermining your marketing
As marketers, we spend untold dollars and hours to carefully craft our advertising to make a great impression. And as often as not, that impression is then undermined or destroyed by subsequent interactions and communications from other departments in the company.
Examples:
● I work like crazy to attract applicants for a new credit card. They go online to apply, and are faced with an application form drafted by lawyers and bureaucrats that is confusing to complete and difficult to understand.
● I buy an insurance policy (and you know what a tough sell that is!) and in return for my premium get a 60 page contract couched in words I’ve never seen before.
● My favorite retailer wants me to sign up for their loyalty club, and gives me an application form asking for so much information that it makes me feel like I’m applying for a job with the CIA.
NOT MY FAULT
“That’s not my fault,” I hear marketers say. “That form/application/communication isn’t my responsibility. That’s another department.” And strictly speaking, they’re probably right. But as a marketer you are (or should be) responsible for your company’s relationship with the prospect/customer.
There is absolutely no reason, other than laziness, that your company’s communications cannot be understandable and (dare I say it?) fun to deal with. Everyone pays lip service to the idea that we should treat people the way that we would like to be treated (Golden Rule) or the way they want to be treated (Platinum Rule). Then we turn around and treat them the way that is most convenient for us, and to hell with what they want.
So the next time you’re trying to figure out how to improve your prospect conversion rate or your customer retention, try looking at the hoops that you make people jump through to do business with you. The bar is set so low that it takes almost no effort to look better than the competition. Just take the time to work with your lawyers and service departments to create easy to understand communications, preferably with a consistently fun tonality. Like this opening to a system alert from MailChimp: “First and foremost, we haven’t changed the fact that we never rent, sell, or give away your list to anybody. That would be evil…”
People like to understand what they’re reading. And they like to laugh and smile. So to increase how many people like your company, and how much they like it, take the lead in getting your company to create communications that are easy to understand and fun to read. And enjoy the goodwill it creates.
Examples:
● I work like crazy to attract applicants for a new credit card. They go online to apply, and are faced with an application form drafted by lawyers and bureaucrats that is confusing to complete and difficult to understand.
● I buy an insurance policy (and you know what a tough sell that is!) and in return for my premium get a 60 page contract couched in words I’ve never seen before.
● My favorite retailer wants me to sign up for their loyalty club, and gives me an application form asking for so much information that it makes me feel like I’m applying for a job with the CIA.
NOT MY FAULT
“That’s not my fault,” I hear marketers say. “That form/application/communication isn’t my responsibility. That’s another department.” And strictly speaking, they’re probably right. But as a marketer you are (or should be) responsible for your company’s relationship with the prospect/customer.
There is absolutely no reason, other than laziness, that your company’s communications cannot be understandable and (dare I say it?) fun to deal with. Everyone pays lip service to the idea that we should treat people the way that we would like to be treated (Golden Rule) or the way they want to be treated (Platinum Rule). Then we turn around and treat them the way that is most convenient for us, and to hell with what they want.
So the next time you’re trying to figure out how to improve your prospect conversion rate or your customer retention, try looking at the hoops that you make people jump through to do business with you. The bar is set so low that it takes almost no effort to look better than the competition. Just take the time to work with your lawyers and service departments to create easy to understand communications, preferably with a consistently fun tonality. Like this opening to a system alert from MailChimp: “First and foremost, we haven’t changed the fact that we never rent, sell, or give away your list to anybody. That would be evil…”
People like to understand what they’re reading. And they like to laugh and smile. So to increase how many people like your company, and how much they like it, take the lead in getting your company to create communications that are easy to understand and fun to read. And enjoy the goodwill it creates.
Be a Promise Keeper
Walmart, General Electric, and Duke Energy came up with a slam-bang promotion. They mailed a coupon, good for a package of compact fluorescent lightbulbs (CFLs) to thousands of households. It could be redeemed at any WalMart store.
It was a tremendous opportunity for
● GE to generate sampling and build brand loyalty for their CFLs
● Duke Energy to build a “green,” consumer friendly reputation
● Walmart to attract consumers who would probably buy other stuff while they were in the store.
Only one problem--the offer was so good that the stores sold out overnight, and many people seeking to redeem their coupons were disappointed. I was one of those people. I don’t shop at Walmart often. But this offer was so good that I made a special effort to include Walmart on my next shopping trip. No bulbs.
I was persistent however. I kept the coupon in the car and when driving by a different Walmart a couple of weeks later I stopped and found--they were sold out too. End of effort. Now instead of the positive feelings (and sales) the promotion participants had hoped to create, they created a consumer with decidedly more negative feelings toward their companies and products.
Those negative feelings intensified when I received a follow-up post card recently apologizing for the “overwhelming response” and telling me the coupon expiration had been extended until July. The only problem is, I threw away the coupon months ago. Who saves a coupon that apparently can’t be cashed?
Wait, though. It says on the second postcard that I can visit a website for more information. Maybe I can download a new coupon there… Nope. There’s a number I can call in case I never got a coupon, but it’s too much trouble for a pack of light bulbs. I’ll just nurse my resentment, thank you very much.
This point was reinforced the other day when someone at an organization I belong to promised event participants that the person would post some recipes (for food served at the event) on the organization’s website. I’m the webmaster for the site, so I sent this person a message a couple days later asking for the recipes. The person replied that they were too busy to send them then, it would be a few days until they could get around to it.
I told them not to bother. By that time it was too late--the promise was broken. Just as I would not return to Walmart every week looking for lightbulbs, the members of this organization will not return to its website over and over looking for these recipes. My point is, fulfillment delayed is fulfillment denied. And fulfillment denied generates disappointment and negative feelings.
You go to a lot of trouble to make people like your organization and buy its products. Don’t disappoint them. It is easy to blow a lot of good will in a very short period of time. Be very careful to keep your promises, or don’t make them in the first place.
It was a tremendous opportunity for
● GE to generate sampling and build brand loyalty for their CFLs
● Duke Energy to build a “green,” consumer friendly reputation
● Walmart to attract consumers who would probably buy other stuff while they were in the store.
Only one problem--the offer was so good that the stores sold out overnight, and many people seeking to redeem their coupons were disappointed. I was one of those people. I don’t shop at Walmart often. But this offer was so good that I made a special effort to include Walmart on my next shopping trip. No bulbs.
I was persistent however. I kept the coupon in the car and when driving by a different Walmart a couple of weeks later I stopped and found--they were sold out too. End of effort. Now instead of the positive feelings (and sales) the promotion participants had hoped to create, they created a consumer with decidedly more negative feelings toward their companies and products.
Those negative feelings intensified when I received a follow-up post card recently apologizing for the “overwhelming response” and telling me the coupon expiration had been extended until July. The only problem is, I threw away the coupon months ago. Who saves a coupon that apparently can’t be cashed?
Wait, though. It says on the second postcard that I can visit a website for more information. Maybe I can download a new coupon there… Nope. There’s a number I can call in case I never got a coupon, but it’s too much trouble for a pack of light bulbs. I’ll just nurse my resentment, thank you very much.
This point was reinforced the other day when someone at an organization I belong to promised event participants that the person would post some recipes (for food served at the event) on the organization’s website. I’m the webmaster for the site, so I sent this person a message a couple days later asking for the recipes. The person replied that they were too busy to send them then, it would be a few days until they could get around to it.
I told them not to bother. By that time it was too late--the promise was broken. Just as I would not return to Walmart every week looking for lightbulbs, the members of this organization will not return to its website over and over looking for these recipes. My point is, fulfillment delayed is fulfillment denied. And fulfillment denied generates disappointment and negative feelings.
You go to a lot of trouble to make people like your organization and buy its products. Don’t disappoint them. It is easy to blow a lot of good will in a very short period of time. Be very careful to keep your promises, or don’t make them in the first place.
Monday, April 26, 2010
Does Anybody Care?
These lines are from the musical 1776, but they echo the concern of many advertisers. It doesn’t matter what vehicle you’re using. You want to know how many people see your message, and are they paying attention to it. Because until they do, they’re not going to take any action, like asking for more information or even (hopefully) spending some money with you.
The answer to the first question is, yes, your target market is there. And thanks to the vast array of advertising and social media vehicles available today, they’re easier than ever to reach. The tougher question is “Does anybody care?”
And the answer to that is, yes they do--but here’s the rub. They care about what they want to hear, not about what you want to say. So unless you provide content that’s relevant to their needs, they won’t care.
To be relevant, you need to listen to your target market. You have to understand what they need, and customize your products and services to meet that need better than the competition does. NOW they will listen. NOW they will care. NOW they will buy.
Basic? Yes. But you’d be amazed at how many companies take it for granted that it’s the vehicle that is broken, and not the product or messaging. Here’s the deal--all the communication vehicles work. Every one of them. Sure, some are more efficient than others. But they all work. If your advertising isn’t getting the results you want, it’s because you’re not saying what your prospects want to hear. Period.
It’s like the old computer rule: if your program doesn’t run, go back and check your input. If it still doesn’t run, go back and check your input. Repeat until it works.
Well if your advertising isn’t working, check your offering and messaging. If your advertising still isn’t working, recheck your offering and messaging. Repeat until it works.
Your CMO can help confirm the relevancy of your offering and messaging to achieve better results. Steve has developed and introduced 21 different products and product lines-- let him help you!
The answer to the first question is, yes, your target market is there. And thanks to the vast array of advertising and social media vehicles available today, they’re easier than ever to reach. The tougher question is “Does anybody care?”
And the answer to that is, yes they do--but here’s the rub. They care about what they want to hear, not about what you want to say. So unless you provide content that’s relevant to their needs, they won’t care.
To be relevant, you need to listen to your target market. You have to understand what they need, and customize your products and services to meet that need better than the competition does. NOW they will listen. NOW they will care. NOW they will buy.
Basic? Yes. But you’d be amazed at how many companies take it for granted that it’s the vehicle that is broken, and not the product or messaging. Here’s the deal--all the communication vehicles work. Every one of them. Sure, some are more efficient than others. But they all work. If your advertising isn’t getting the results you want, it’s because you’re not saying what your prospects want to hear. Period.
It’s like the old computer rule: if your program doesn’t run, go back and check your input. If it still doesn’t run, go back and check your input. Repeat until it works.
Well if your advertising isn’t working, check your offering and messaging. If your advertising still isn’t working, recheck your offering and messaging. Repeat until it works.
Your CMO can help confirm the relevancy of your offering and messaging to achieve better results. Steve has developed and introduced 21 different products and product lines-- let him help you!
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