davidpoulos.com

Blog

Doing The New Client Dance . . .
As consultants, we’re constantly receiving client requests for information, meeting new people at events and meetings, receiving RFPs, creating proposals for potential work, when we’re not creating new research projects, analyzing data or meeting with existing clients – in short, there’s a constant cycle of clients in an out, all of which need attention of various kinds. This is normally a good problem to have, but there’s a trap in there that can and should be avoided.

Even with top-notch marketing, a full sales funnel, and great clients, there are many prospects who solicit our attention that should not ever become actual clients. Unfortunately, they look on the surface just like the one’s that should! How to tell the difference? Of course, tighter lead screening, higher vetting standards, and other preliminary processes will cut down on the tire-kickers and time wasters. But what about those who seem earnest, sincere and clearly need help, but that end up wasting a lot of time and asking lots of questions, but don’t ever really have the wherewithal or ability to engage at the stated fee level or project scope? You’ve gotten to know them, you’ve adjusted timelines to allow for lower budget milestones, they’ve stated their desire, but either can’t or don’t act, sign the contract and start gathering information to engage the service.

Were there signs of this type of behavior earlier in the process, flags that were missed or ignored? My guess is yes, but without a high level of transaction volume, they can each be explained away as an anomaly or one-off problem, so that no trend or pattern develops. This kind of activity negatively affects productivity and profitability, so it’s worth a little time to track down the commonalities and causes for this type of behavior on the part of the prospect. Here’s a few additional flags we’ve uncovered:
- Have they ever worked with a consultant or freelancer before? Unless their corporate culture and structure and budget type allow for the use of freelance labor, especially hourly or open ended contracts, beware. It’s not something to enter into lightly, and their ability to work with you largely depends on them being comfortable with the arrangement, both ideologically and financially. If it’s a new thing, you’re the guinea pig in the experiment, and the risk is extremely high for you as the consultant.
- Have they set aside the management time and the access that comes with it, to give you the real story? Many first time consulting clients think that once we’re signed on, it’s all on us, and they just circle back around at the end for the report. Nothing could be further from the truth, especially for marketing – we need some time and interaction to download all the info we need to do the job, and it’s got to come from the top.
- Have they set aside enough budget to not only cover the consulting fees and time, but to pay to enact and execute the activity the consultant recommends? If not, your work simply becomes another binder on a shelf, and the opportunity to actually move the needle and grow that company in a meaningful way is likely lost. Not to mention your ability to capitalize on that relationship with further billable hours or additional projects.
Most of the above can be squared away with a very direct, frank conversation at the beginning of the relationship, to set expectations on both sides, assess suitability of both structure and finances, and to set some goals that everyone’s comfortable with. Setting expectations is key to a well-rounded relationship and should be an integral part of any formal or informal “onboarding” process you currently employ. Even with more seasoned clients, who rely primarily on the contract language and scope of work documents to outline what will be delivered and what will be needed to achieve it, a brief conversation with the more senior management contacts is required, just to set all concerned at ease going forward.

While you can’t always spot a “good” client or a “bad” one at first blush, but with some careful questioning and a solid process, you can reduce the lost time and increase profitability in real world practice, allowing you to grow and expand as time allows – you can only be so many places at once, after all . . .
June 29, 2016
The Power Of Words . . .

Marketers use words for many different purposes, to persuade, to cajole, to express urgency, to instill fear, to provide an identity, to convey calm or safety or trustworthiness. We’re like superheroes, in that we can use those powers connected to words for good or for evil, to help customers find the perfect item or service, or to drive them to register for a worthless but exciting-sounding product that they may regret later if indeed they ever receive it. Despite a documented decrease in the average person’s vocabulary inventory, the power of words has never been stronger. How far can that trend be extended?

Our fervent hope is that it be reversed, that the general populace realize the power of words, the need for a full-scale, broad-spectrum education, which can open doors far beyond computers and technology. As little as 50 years ago, the average American high school graduate had a strong grasp of their own language, could read and write at a reasonably consistent level, and was equipped with the tools to take them as far in life as they could achieve using public, published information sources. The library was a place of knowledge, of reverence, and for those equipped to use it to its fullest potential, a place of wonder and excitement.

Today, that same American graduate has a smaller functional vocabulary, lower level spelling skills, is slower to comprehend what they read, and can often not fully absorb the daily newspaper, which is typically written on an 8^th grade reading level. They can also carry a small library in their hand, on a digital reader with a collection of public domain books, and with an internet-connected tablet, can learn things about the world around them every minute of every day. However, the words may be there and be readable by nearly all, but the wisdom and the editorial judgement and curation that vets those words are no longer present, so the onus is on the reader to choose their sources wisely, to choose who to believe very carefully. Inaccurate words have the same power as the accurate ones, and travel just as quickly.

Marketers of questionable ethics and flexible morals have been known to take advantage of the power that words possess, to portray a situation or product in a certain light that might take advantage of those whose comprehension of words and their discernment of nuance of phrases might be diminished. Good marketers know they needn’t stoop to that level to be fantastically successful at what they do, to engage and persuade and enlighten audiences and provide a gentle nudge toward purchase. But the internet has become a playground for the more nefarious among us, causing the average person to act with additional caution when reading anything online, regardless of its source.

Marketers need to remind themselves that this tactic of deceit and misdirection is a game of diminishing returns, that the more tricks, click bait, misleading tags and headlines that appear, the fewer people who will investigate anything in that channel overall, reducing response rates and cutting profits to the point where the credibility of digital outreach will reach a low ebb, and a new approach will have to be put in place. Those who are agile and can adapt to the new paradigm with flourish, those who are more Tyrannosaur-like will perish in the aftermath of the volcano. Be mindful of the power of words that you hold in your hands – misuse of that power affects us all . . .

June 23, 2016
Affinity Programs CAN Drive Engagement And Loyalty . . . If Executed Properly

Business owners who sell to consumers are constantly striving to grow their customer base, and to retain the one they have already established. Organic growth, whether driven by effective marketing and promotion or by product quality, or customer service that leads to word-of-mouth referral, is the first priority for most consumer-centric businesses. But most sales pros will tell you that it’s much less expensive to keep your existing customers happy and have them buy more, than it is to acquire new ones. So why are most businesses taking the expensive route, rather than increase retention and engagement of the existing customer base? Most likely, it’s because loyalty programs, or affinity programs that encourage repeat business and customer loyalty, are difficult to execute effectively. There are lots of moving parts, lots of detail to keep track of and account for, and they attempt to codify human behavior and account for each variation to counter potential abuse. This creates other obstacles, which will be addressed shortly.

Most businesses are good promoters of product, so crafting offers around product, centered on price or volume, is routine and straightforward. Put together a few “Buy one get one free” promotions, or “Early-Bird Specials” to add urgency, and they become your go-to strategy for driving foot traffic (or clicks). It takes little in the way of creativity or customer insight to knock off 10% or split 50-50 for volume purchase, and they do the job to a certain degree. But are you creating real brand loyalty, or just offering casual customers a reason to save a little money?

Loyalty programs have been around for many years, but the availability of inexpensive computer technology, databases in particular, have spawned a new era of growth for these types of customer engagement set-ups. Sometimes these programs are created in conjunction with other partner businesses – witness the partnership between Giant Food and Shell Oil – grocery purchases are logged and items assigned a point total, and that total yields a discount on gasoline purchases at Shell stations. By linking two basic expenses, groceries and gas, the program allows customers to be rewarded for purchasing things they would normally buy anyway. Credit card “cash-back” programs fill this same need. But, they do engender loyalty.

But a true loyalty program no only allows for more repeat business from your best customers, it give them a reason to tell others about what a great deal they get from you, thereby expanding your customer base organically without spending a dime. By rewarding the behavior you want -repeat purchase on a consistent and regular basis – you build transaction volume over time and increase profitability. But is this organic growth, or just incentivized interaction? The best loyalty programs no only facilitate repeat purchase, they also encourage referral, and some even provide disincentives for disloyal behavior.

The very best programs not only engender loyalty, provide an incentive for not only loyalty but referral, and provide a mechanism for it. But they are also very customer centric, which means they are elegantly simple for the customer to enroll in and use regularly. Keytags with bar codes are convenient, but if it takes you half an hour and twenty pieces of personal information to enroll, the abandonment rate will be huge and usage will never meet expectation as a result. Simple for the consumer includes simplicity in enrollment, usage, and in accruing benefits. Credit card points programs are notoriously complex when it comes time to actually reap the benefits of your buying behavior, with many rules, complex formulas, and exceptions to the promised rewards that can make cashing in more difficult than it’s worth. To avoid fraud and abuse, those companies have put the onus on the consumer to do their back-end work for them, and find their own way through the maze of regulations and guidelines. Simpler is better.

All the loyalty programs in the world won’t overcome product quality issues, poor customer service, bad product design, lack of distribution channels, low awareness or other inherent consumer business issues, but if you have the others conquered, a well thought out loyalty program can be a big help in tipping the scales toward brand loyalty, reducing churn, increasing engagement and retention. As usual in marketing, the secret to success is in the execution . . .

June 16, 2016
Marketing Automation Can Go Too Far

With as many digital marketing programs, apps, platforms and dashboards as are currently available to the modern marketer, clearly marketing automation is an idea whose time has come. But at what point does all that automation start to mask, hide, obfuscate and cloak the real goal of the marketer – to persuade, influence, elicit emotion and garner a specific reaction by connecting in some emotional way with the individuals who make up the target market. If the machines are deciding the timing, tone, quality, frequency, subject matter and even copy point priority, is there really a relationship being created there?

While I’m still emotionally a bit of a luddite when it comes to technology, I understand it’s uses and marvel at its potential to make our lives easier, and more productive, alleviating the drudgery of some of the more mundane daily tasks and delegating the type of “step, repeat” activities that make up our daily existence to simple machines. However, there are limits to the level and type of task I’m willing to relinquish to the machines. The little voice in the back of my head that warns “If it can do this, what else could it do if I don’t keep control over it” is running that script more frequently when I take a few moments to fill the que of my social media automation platform. It speeds up knowing that the machine will be totally in charge of what people see, when they see it, how often they see it. Relin quishing that level of control is a little scary.

Now, take that a step further. The next generation of software is likely to have wider permissions within your physical and online universe. It’s possible, given the necessary set up structure, for a similar platform to deliver a message to a given recipient, with the ability to search their hard drive and cloud account, dredge up bits of information gauge their reactions to online posts by others, collect viewing habits for photos and videos, and be able to piece these disparate pieces of data together into a coherent letter rife with personal references that only make sense to them. Its invasive, it’s creepy, it gives the recipient a sense of exposure, but if crafted correctly and reigned in appropriately, it would be so personal and so relevant, it would out-pull almost any generic control letter by a factor of 10. Are you scared of the machines yet?

Currently, the overuse of personalization typically takes the form of using the person’s name or address or other key piece of publicly available information too many times. The only damage there is to the sender, as it pulls back the curtain and exposes the use of data in the letter, destroying the illusion of personal relations and destroying trust. This depresses response, but doesn’t hurt anything. But taken a notch further, say that same letter is riddled with personal information, including images of your home and kids, banking and financial “hints”, information about your mortgage or car loan, the kids’ school names or addresses, extracurricular activities. Looks and sounds personal, right? Now imagine that letter is stolen out of the mailbox, or picked up out of the delivery bin before it even gets to you. The person with ill intent now knows more about you than they could ever discover any other way, and can use that data to do anything they want, unfettered by regulations, legislation, professional ethics or legal restriction.

Used correctly, personalization and data “injection” can make messages feel relevant, feel familiar, feel comfortable, and lead to a positive response. Used incorrectly, personalization can open the door to abuse, cause damage to both the sender and the recipient, and lead to a range of problems from minor headache to legal action. When employing automation for driving or disseminating marketing messages, best to err on the side of caution and keep your human fingers in the pie at critical points – just to be sure everyone stays on good terms – be careful out there . . .

June 9, 2016
Self-Branding: Keys to Making a Great First, Second and Third Impression On Prospects, Clients

Most professionals in a wide variety of industry verticals are aware that they need to create a positive impression when they meet a potential client or colleague. Service pros of all stripes have at least some understanding and self-awareness regarding the impression they leave people with upon first meeting. What many neglect however, is that branding is an ongoing activity, and that if you want to activate the positive impression you’ve created with that person or group, you need to keep providing evidence to reinforce this impression – that brand is yours to damage or degrade, and a few smart, conscious choices can help you provide reinforcement to that initial impression and enlarge upon it in a productive, actionable way.

Branding has much to do with consistency, and human beings by nature are rather arbitrary, although certain behaviors are potentially predictable. Behaving the same way, reacting in a similar way to certain inputs and stimuli, developing routines and habits that are simple and obvious are ways you can reassure those around you that you are dependable, reliable, solid and can be counted on to to be reasonable. This requires a level of maturity, self-control and self-awareness, but once mastered, you might be surprised how effective it can be. Something as simple as arriving at the office at the same time a majority of the time, if possible, lets people around you know that if they’re patient, you’ll arrive in time to assist them if they need it.

Work on picking a style of clothing that really works well for you, is comfortable for you and others around you, is appropriate for the situation, and still expresses your individuality. Steve Jobs locked onto a pair of dark jeans and a black mock turtleneck, and wore them constantly for years. Not only does it save you some time in the morning “deciding” what to wear, but it sends a consistent message that says “I’m reliable, and focused on behaving consistently with your expectations.”

Be honest, straightforward, transparent and ethical in your dealings with clients and colleagues. Trust is the core of every brand, and if there’s a hint of inauthenticity, people will pick up on it and shy away when given a choice. Authenticity is critical to those in more publicly-visible positions. If you represent the face of your company, it is absolutely critical that you be as authentic and direct as you can, to stay in keeping with the brand expectation of stakeholders everywhere. People will sense a false note, and equate it with hiding something or covering up.

Treat everyone equally. Be as egalitarian in your dealings with everyone in the building as you can be. Treat the maintenance workers and cleaning crews with the same respect and attention that you pay to the CEO or Chairman. A quick word to everyone carries an amazing amount of weight with everyone you encounter, and it makes you personal, approachable and memorable, because very few can pull it off consistently.

Every move you make, every meeting you attend, every memo you send out, can either work to build the brand or dilute it – the choice is really yours. If you’re someone who is consistently late for appointments, meetings and happy hours, when you start to show up on time, it actually builds the brand, as long as you can keep it up! The opposite is true if you’ve started off being the first to arrive and then slip into sauntering in at ten minutes after . . . If your emails win awards for brevity and succinct word choice, and later you start to elaborate some, it builds the brand, and lets you open yourself up a bit, makes you approachable. If you push out 800-word tomes regularly, when you shift to the short and sweet formula, it can be interpreted that you are upset or angry at the recipient, or don’t care to include them in your thinking.

Stay on point. Everyone has goals, but few write them down, and fewer revisit them, review and revise them regularly. When your actions start to drive you toward your goals, staying on point and on message will help you build and maintain momentum. It also helps you hone and maintain your core message consistently, which builds trust with stakeholders throughout the organization, both up and down the org chart.

Devising a personal brand can be a terrific springboard to career and personal success. It plays to others’ expectations and allows them to feel comfortable with you more quickly and completely. Some self-reflection, self-awareness, self-control and self-discipline will help you craft a brand that propels you forward almost effortlessly, and will be worth the effort and time it takes to do it “right”.

June 3, 2016
Brand Loyalty Is More Fragile Than You Think

Marketing and sales pros know that people don’t really buy features and benefits, they buy feelings and stories. Your brand (hopefully) tells your buying audience a compelling story, one that gets retold each time they interact with your brand, which makes them feel a certain way, under a variety of circumstances. For retailers this means that each time customers shop your store, whether brick and mortar or online, they have certain expectations of that experience, and if you don’t live up to them, you may be doing damage to your brand. This makes customer service a key component to brand loyalty.

I was speaking with a friend of ours the other day and we were comparing the stores where we buy wine. I buy at a small, boutique, one-off adult beverage emporium, one that specializes in having a large selection of micro-brews, and a strong selection of more esoteric Bourbons and Scotches, and a terrific selection of wines from around the world. She shops at a chain store, owned by a major grocery retailer, with a huge inventory of all the top brands, great pricing due to volume buys, and a no-frills approach to store design and displays.

The reason she was asking me where I buy is because she had recently experienced three separate instances of poor customer service by store sales staff. She swore that after three strikes, she would never patronize that store again. Her brand loyalty to that brand, which had been off-the-charts strong before, based on it’s affiliation with the larger grocery chain, had been eroded to zero in just three perceived poor incidences of inattentive, rude, or unpleasant behavior. The selection, pricing, hours, decor and layout hadn’t changed one bit, but her perception of the store and its contents changed dramatically, for the worse.

Now I’m pretty sure the large chain won’t really miss her business, and will likely never make positive changes to the sales staff’s training or behavior guidelines, probably because they will never know they have a problem, and she has no reason to tell them about it. But if you multiply her experience by a hundred, or several hundred, or several thousand chain-wide, you start to see some negative effects on the balance sheet. If you disappoint your target audience badly enough, or often enough, then your brand is no longer what it was.

Ongoing feedback from customers, becoming more customer-centric in your operations as well as your marketing, can help stem this downward spiral and if caught early enough can give you a start on reversing it. Some companies are acutely aware of this, and take great pains to listen carefully to their customers. This customer brand monitoring takes several forms – feedback cards, social media monitoring, ongoing survey research, continual customer service call monitoring and review, and a host of technological solutions that track and measure customer attitude and preferences.

One of the more diligent brands in this regard is Hilton. They religiously guard their premium brand, listening carefully to all customer feedback, and taking swift, effective steps to satisfy customer complaints. They do it so well that most complainers are turned into brand evangelists! They have an overwhelmingly positive customer rating in a variety of categories by organizations like J.D. Power, Zogby Analytics, and media outlet lists like MSN, List25, and Wall St. 24/7. They have realized that their customer interactions are a driving force in their brand loyalty, and take iron-clad, positive steps to protect it and bolster it with each customer experience they deliver.

The real message is that while a single customer may not contribute much to your bottom line on their own, the symptoms and actions that lead to that customer losing their loyalty to the brand need to be addressed before they “go viral” among your customers and degrade the brand. As Barney Fife once said, “we can’t have that kind of behavior, we gotta nip it in the bud” when you fail to deliver the highest level customer experience each and every time.

May 21, 2016
Are You Selling To The Right People?

We’re big advocates of using research, especially primary customer research, to drive marketing and sales efforts. It’s much more difficult to miss the target when the target is telling you how to hit it, how far away it is, and where your arrow is in relation to itself.

Sales benefits as much from research as Marketing does, but in different ways, and by using different pieces of data. Primarily, Sales will be ale to use data to determine who is, and how well-qualified is, the audience of one (company) in front of them. With a list of several hundred prospects in their satchel, Sales people have to determine if this company is even realistically a prospect at this time, who inside that company they should approach, who the actual decision-maker is, and how best to reach out to them to get the warmest reception.

New research has shown that trying to pinpoint a single individual decision-maker may be a futile and even damaging effort. Corporations are so integrated, so closely cooperative, in an effort to move forward more effectively, to make purchasing of goods and services more streamlined, and maximize cost-effective use of resources, that an average of 3.4 departments get “in on the purchasing decision”.

That number differs depending on the industry, with manufacturing scoring a surprising 4.6 departments needed to make a purchasing decision, and some smaller non-profits scoring a 2.1 or less. Reasons for this are less clear, but the prevailing theory is that the classic manufacturing firm has fewer distributed costs, centralized purchasing for raw materials, and the purchase affects more departments’ budgets and ability to function as a result. Fewer “silos” leads to more people involved in making decisions.

Which departments are involved makes the picture for Sales even murkier, with variables including cost of the purchase made, length of the sales process, number of touchpoints that selling company has with the target firm, and the nature or structure of the product or service being bought. Things like consulting services, legal assistance, accounting services, tend to have more folks weigh in on the decision, based on the number of departments such an engagement will touch within the company. Things like maintenance and physical plant services typically fall so squarely within Operations, with a touch on accounting and finance, that usually there is only one true decision-maker. The decision to spend the money has more involvement, but the actual vendor is pretty straightforward and stays “local” most of the time.

The bottom line is that sales people need to do a certain amount of probing and due diligence when qualifying prospects to make sure they are not only aware of all the various inputs in the buying decision, but that key stakeholder are not “left out” of the communication chain, to avoid making them feel ignored or worse, disenfranchised. That kind of innocent mistake can torpedo even the most potent sales effort, and it may be happening and you don’t even know it.

The time spent doing this type of research is almost always time well invested, if for no other reason than to allow the sales person to speak with confidence about the target company. Additionally, it avoids the type of error described above, and allows you to streamline the process and avoid real time-wasters, like selling for months to the wrong person(s).

This type of information should be prominently noted in your CRM entries as well for each prospect, not only as a reminder to you, but as a signal to others viewing the reports, who may be able to suggest a new approach, or use a contact in a department you have yet to approach. Share the wealth.

Do your homework, include and approach the “right” people, and be aware that it will likely take a unanimous decision among up to four full departments to close the sale. Knowledge is power in this instance – go forth and be powerful!

May 12, 2016
Make It All Consistent – -Brand Consistency Builds Strength, Awareness

There is a lot of talk and noise in the marketing interwebs regarding brand. At the base end of the spectrum, there are articles on what brand is, how to build a personal brand, and what brand is not. At the upper end, there are published studies on brand engagement and measurement thereof, brand strength and awareness linkages to sales, and other more esoteric subjects. What’s missing is one of the central themes on brand, that it is imperative that brand presentation and implementation must be consistent from instance to instance.

Consistency is the key to delivering on that brand promise, no matter where it is encountered, and particular care must be taken when the brand is licensed to third-party outlets or producers to maintain the quality and consistency of the brand, to maintain its integrity. The level of importance of consistency cannot be underestimated, to the point where any brand-related engagement of our firm starts with an implementation consistency test, starting with date of first use, and carrying out to current executions. We collect all available examples in every media we can find, lay them all out and physically compare them, to point out lapses in consistency, poor quality control, bad executions on the part of licensees, or off-brand knock-offs.

For retailers and product purveyors, this type of exercise can be especially helpful in spotting counterfeit goods. Often, the goods are closer to the real thing in quality and accuracy than the brand usage, which is often either misplaced, mounted upside down, the wrong color, reversed when none is allowed, or even misspelled, sometimes on purpose in an attempt to escape prosecution. Vigilance is key to keeping knock-offs out of the market place and diluting the power of the brand, so performing this exercise semi-annually can help keep the counterfeiters at bay.

Some brands are fanatics about consistent presentation, and some of that fanaticism is justified, especially for those firms operating globally, with a wide range of distant or disparate locations and decentralized operations. Coke-a-Cola is one who vigilantly protects its brand executions. They have a brand usage manual that runs over 200 pages, and covers every instance of usage you can imagine, from signage, to cups, to promotions on billboards, to television ads and internet posts on social media. This manual is translated into over 35 languages around the world, so there are no excuses by bottlers or licensees from Buford, AL to Bangladesh for misusing the Coke emblem. Coke has it’s own trademarked PMS color, described in the manual using three color selection systems used worldwide, and translated into other color systems like automobile paint and video reference color codes. Talk about thorough!

That kind of control definitely has advantages, especially when trying to spot fakes in the market place. Even if your usage is not that extensive or far flung, you should still exercise strong controls when the work goes out of house for other purposes, like sponsorship programs, charity visibility, translation into other languages, or implementations in unusual media, like apparel or textiles, or low-res print representations. Coarse screen values, RGB conversion, poor registration or low quality paper all conspire to make a mess of logos and brands in less than professional settings, and some care must be taken to guard against these aberrations. One may not do much damage at all, but over time, they can collectively do damage to the credibility of the brand, and the mistakes tend to end up in some unusual places, and as such, come back to haunt you at inopportune times.

You’ve worked hard to build a highly believable, credible, expressive and purposeful brand – don’t let poor execution consistency undo all your hard work!

May 6, 2016
Make Your Marketing Dollars Work As Hard As You Do

Marketers are typically asked to justify their expenditures, to craft a nearly inviolate budget often as much as two years ahead of time, and to stick to it to control spending. Rarely are they asked if those expenditures are the most cost-efficient solutions, or if allocating more resources to a particular item might improve its resulting gains over above the spend, by scale or efficiency. Corporations with a culture of control focus more on the outflow than the value of the resulting inflow when discussing marketing expenditure. Based on years of experience with both winners and losers in the corporate and non-profit world, I can honestly say that this might be a losing approach to marketing.

Corporate leaders often assume that marketing is ALWAYS doing the most cost-effective thing to achieve results, based on a cost-conscious culture and the nature of marketing as an accountable function. Spend “X”, and you can usually count on “Y” coming back. But what if you doubled “X” and “Y” quadrupled or quintupled? Would they have approved the additional expense at the beginning of the year, prior to the effort? Probably not. In some cases, more time is spent trying to justify expenditure than on creating the method and message of the expense. To me, that’s crazy!

Fortunately, in today’s expanded culture of innovation, a business climate rife with entrepreneur-ism and start-up fever, fast-cycle test-fail-repeat operations are becoming more prominent, and with that comes an easing of the penny-pinching, along with a realization that “if we try ten things and six work, we’re ahead of the game” for marketing departments lead by enlightened senior executives.

Finding such an enlightened marketing leader requires some work, but the effort is almost universally worth it based upon the game-changing results that can be had as a result of their efforts when supported by senior leadership. They are often cloaked in other experiences, other disciplines, and usually don’t fit the linear career paths that the HR Department is trained to look for. Such outliers can really move the needle, and are worth the effort to find. But that’s not the whole story.

A quick analysis of your marketing expenditure will show you where the money is going, and each item should provide some indication as to what it’s returning for that spend, either in dollars, or results of some kind. If it doesn’t, some sort of metric needs to be “baked in” to that activity so that you can make it accountable. Once that’s in place in the budget, sort and rank the items by results, not by cost, and see if the order changes from the cost-based ranking. Comparing those two lists seems simple, but it can be an eye-opener when seeking an edge, by finding inefficiencies and reallocating resources to drive growth and revenue generation. Like the stock market or Las Vegas, you double down on the winners and bag the losers quickly, to mitigate risk and drive growth of return.

The other advantage to this type of approach is that you avoid the “cheap trap” of not thinking large enough, based on a lack of faith in the results. Thinking bigger has a really strong track record of success, doing everything as cheap as possible doesn’t, because many great ideas, initiatives, campaigns and other activities die from capitol starvation before they ever get a chance to come to fruition. If the initial tests are even reasonably favorable, feeding that idea has a 2000% chance of succeeding over the one that breaks even and stays small. Good testing programs and solid research mitigate that risk even further, and will highlight even greater opportunities as results come in and new ideas surface based on their successes. It’s a good day when the winners spawn more winners.

Good ideas, good research, patience and faith combine to drive success in marketing. As a famous marketer for a large consumer products company once was rumored to utter, “every dime I spend on events and marketing comes back to our company dressed up like a quarter.” When you scale up, double-down on winners, and feed the best ideas, that quarter quickly becomes a dollar.

April 28, 2016
You CAN Teach An Old Dog New Tricks . . . Sometimes You Don’t Have To
In the world of marketing, there are new things to learn, new innovations introduced, new techniques that surface, every day. It’s a fast-moving, wide-open world where marketers chase the next big thing, the new, shiny object that promises more information, faster feedback, better data or segmentation, easier tracking, more operations under one platform, and other enticing offers to help marketers make sense of this huge, complex puzzle called marketing.

But sometimes, that new shiny object turns out to be a tarnished, older, less spiffy tactic in a new package, or a reboot of a more traditional tactic, dressed in digital clothing. Old or new, the object of the game is to connect with, to engage, to persuade, and to change opinion and the subsequent behavior to a purchase.

Sometimes marketing skills and practices can be applied to new tactics as well. E-mail is a strong, successful tactic when used under the right circumstances with the right audience. The same characteristics that make an effective e-mail campaign, the same skills that e-mail uses to reach the audience effectively –
- strong, persuasive copy;
- a solid, clear, concise and compelling offer
- eye-catching headlines and carrier tagline (read “Subject Line”);
- the right list, one that is accepting, responsive and relevant and clean of undeliverable addresses;
- attractive imagery that resonates with the audience and conveys the message and reinforces the brand;
are those used in direct mail. Yet direct mail, and it’s practitioners, are increasingly marginalized by clients, agency leaders, and pundits as a dying art, an antiquated technique, an anachronism. However, those same experts agree that those elements are what makes e-mail campaigns successful – so why are those skills declining?

One reason might be the ease of using e-mail versus crafting a direct mail campaign. There are lots of moving parts to doing direct mail well – there are formats, sizes, stock selections, printing techniques, postal regulations, list prep, personalization issues, pre-sort and data processing, on top of the writing, imagery, offer, list and subject line to consider. The time required to put together and manage a direct mail campaign is almost always longer than an e-mail campaign – production time, mailing time, list data management, merge-purge, and other operations to allow for postal delivery, and the physical transport from one production process to another takes much more time than writing, designing, loading, and sending an e-mail. That additional time comes in handy, it allows for lots of thought, editing, revision and review by lots of different sets of eyes along the way, with lots of opportunity to spot errors, typos, color and size problems, regulatory and weight issues, and a host of other potential errors that can sink your program and tank the results. E-mail, thanks to a variety of competent and inexpensive software programs, can be executed solo, with no oversight as to what goes out, how it’s designed, and no restraint as to the content, the biggest constraint being the list has to be deemed an “opt-in” originated, so that SPAM regulations don’t apply.

[pullquote align=”left or right”]Old or new, the object of the game is to connect with, to engage, to persuade, and to change opinion and the subsequent behavior to a purchase.[/pullquote]

Yet, all the simplicity and speed of e-mail should free up time to write tremendous copy, to craft a very persuasive offer, to tell a story with endless insight and as much real estate on the page as you need to tell the full compelling tale. But with all that extra time, how many top-quality, really creative and persuasive e-mails have you read recently? Based on the total received on a given day, not many arrive in my inbox that compel me to do anything but hit “delete” . . .

. . . and the ones that do, I’ve found, were usually crafted and written by those with direct mail experience in their past. DM pros make great e-mailers, but the reverse is not usually true.

Turns out, the craft of copywriting, the ability to relate directly to an audience in writing, the skill required to turn features into benefits, to make offers that are easily interpreted and unambiguous, to build rapport with the audience, to engage and entice that audience with something as mundane as a plastic widget or a monthly meeting, is still just as valuable in the new digital frontier as it was in the bad old days of catalogs and direct marketing. Kudos go to those who’ve taken the time and energy to learn their craft, to perfect their art, to become true 10,000-hour experts at the art and science of communicating to an audience of individuals. Next time you think you’ll dash off an e-mail to your hot list and it takes you twenty minutes or less to get it out the door, take a few minutes before you hit the “send” button, and see if that’s really the best, the strongest, the most interesting and compelling message you could possibly send . . . if not, maybe wait until someone else gets to read it before you launch it out into the ether . . . the job you save may be your own!
April 21, 2016