davidpoulos.com

Category: Management

  • Big Data VS Privacy – Who Wins, Marketers or Consumers?

    Big Data VS Privacy – Who Wins, Marketers or Consumers?

    In daily practice, good marketing, at it’s heart, is an attempt to get inside the head of as many people of a certain type as possible, and suggest that they take an action – buy something, become aware of something, donate to something, tell a friend about something. Maybe not the cleanest definition, but its functionally accurate.

    To do the best job we can, we use primary research on behalf of our clients, to learn the thoughts, feelings, emotional triggers and preferences of their customers, so that we can showcase their products, services of ideas in the best possible light, at the best possible time, using the most effective media to deliver that message.

    That research involves asking a lot of direct, probing, emotionally-driven questions of hundreds of people per client, and if you include surveys, that number soars into the hundreds of thousands over the years. Most people enjoy taking our surveys or talking to our staff on the phone, for a couple of reasons. We explain that their individual responses will not be used to sell them anything, ever. We explain that, together with hundreds of other people’s opinion, their opinion will help shape new products and services, and tailor them to their needs and preferences, making them better suited for them. We explain that they have a right to privacy, and that their individual responses will not be connected with their name directly, that their name or other information will not be sold to anyone, ever. With those assurances in place, people feel secure enough to share good, solid accurate insights with us and they help us do a better job. Everybody wins!

    Big Data gathering apparatus, on the other hand, offer no such assurances. Has the clerk at the grocery store register ever asked if you’re OK with them collecting your shopping data? Has the clerk at Target ever asked if you’re comfortable with them collecting data on what you buy, how often and when? Even though it might be buried in their user agreement, the folks at facebook or Snapchat have never made a point to call and ask you if they can share your data with Macy’s, nor has a representative from Google ever called you to ask if they can shadow your search patterns with that ad for that great bag or cool phone cover you found while shopping, and that seems to mysteriously follow you around the Internet for the next few days. You gave them the information freely, but you didn’t think it would affect you directly and immediately.

    There’s nothing inherently wrong with using data that is given voluntarily. The difference between gaining insight from research and using data to help capture the consumer directly is that feeling of invasion of privacy. Its hard to quantify a feeling of invasion, its even hard to describe accurately and reliably, as it differs from person to person. Its sort of like the supreme court’s definition of pornography – you just know it when you see it.

    So where does it cross the line between legitimate research to gain insight, and data manipulation to gain data on an individual basis? In our practice it starts with respondent awareness – we make sure our intentions are well known and easily understood by each respondent, and we record the conversations as a reference, asking them on tape if its OK to ask them questions, understanding that their responses will be used only in aggregate, will be anonymized, and won’t be sold to anyone. That assurance provides them some transparency to the process, and the recording helps us validate that we’ll keep our word.

    Data privacy is a growing issue, and as the data gathering apparatus represented by social media, retailers, payment processors, and marketers grows in size and sophistication, it will be an even larger issue going forward. Add increased use of mobile devices, increased web mobility and app utility, the growing capabilities of nefarious hackers and data thieves, and its easy to see these two elements, privacy and data research, colliding in a cataclysmic revolt every bit as transformative as the French Revolution.

    As marketers, we’re often accused of leading the data parade, and our Orwellian need to keep tabs on what people buy, what they register for, what they watch and what they say to each other is what drives all this privacy invasion and leads to breaches and leaks of personal ID information. This is largely an emotional reaction, unfocused and poorly reasoned. I need only point to the conundrum that when purchasers were asked to fill out an order form and include a credit card number, drop it in an envelope and mail it off to an unknown person, they have no trouble, but when asked to provide that same information over the telephone, have great trepidation about revealing those same 16 digits, and an even higher level of distrust about completing a form with that same information online. Much easier to snag that envelope out of your mailbox than it is to set up the apparatus to capture that info, decode it and decrypt it from a phone call or online.

    Marketers are facing a crisis if faith, of trust, because a few of us have abused consumer trust in the legitimate use of their information to gain market insight. Good marketing is based on research, and good research is based on trust. That pyramid is likely to collapse if data ethics and security are not rigidly observed, safeguards put in place, rules and guidelines observed religiously, and procedures followed closely in our handling of consumer data, no matter how it is obtained – if not, it won’t be much good anymore.

  • Why Do So Many Super Bowl Ads Fail?

    Why Do So Many Super Bowl Ads Fail?

     

    While they are still fresh in my mind, I wanted to work through my dismay at the quality and effectiveness of many of the ads run during the recent Super Bowl telecast. There’s a lot of chatter critiquing individual ads the day or two after they run, but I don’t see a lot of analysis about the craft in general and what it means for broadspectrum media marketing in general. I won’t speak directly to any single effort, or run down the list and comment, that’s been done to death. Here’s my take:

     

    • Pressure – with :30 spots topping $1.5 million at the bottom end for TV time during the telecast, there is tremendous pressure to use that expensive time to best advantage, and to be memorable so people will talk about it the next day and beyond. However, being “memorable” for memory’s sake is a flawed tactic if the brand doesn’t already resonate, or the ad attempts to shift brand perception too far outside the limits of credibility.
    • Dilution – the audience touted by the Super Bowl telecast is not only huge but is much more diverse than it used to be – that male 25-34 demo has been diluted significantly as parties, gatherings, and the halftime shows have broadened the audience to take in women, older men who remember the good old days, and twenty-somethings watching for the halftime shows. Whenever you have to play to that broad an audience, the tendency to pitch to the lowest common denominator is terribly great. By appealing to everyone, they don’t really appeal to anyone.
    • Shock Value – in the past, the most unusual, the most shocking ads have been the ones that garnered the most attention, got the most buzz in days after their airing. Now, it’s a contest to see who is going to be the most shocking, the most outrageous, regardless of whether it actually moves the needle for recognition, or god forbid, sales. Shock for shock’s sake is great for slasher movies, not so great for advertising.
    • Lack of Taste – as societies’ level of etiquette and civility toward its own members has declined, so has it’s need and desire to be tasteful. Who needs to be tasteful if it’s not going to be appreciated, right? So some of the more crass, tasteless ads often resonate with the younger, newer audience who are the next generation of both creatives and pundits, who have a different set of taste values than the older generation before them.
    • Lack of Fundamentals – some of the ads are just bad because they don’t do the job we expect them to do. They may not have been intended to do the job traditional ads are crafted to do – sell product, or reinforce brand. Some of them are just there to make an impression for a short time – see number three – rather than reinforcing the brands behind them, the ads have become a product within themselves. Some are so bad at the traditional function, they functionally fail, as day-after polling repeatedly shows – you remember the ad but not the product or the company for whom they were made – kinda defeats the purpose, doesn’t it?

     

    Those are just a few of the reasons that for most of the core Super Bowl audience, many of the ads run during the game seem strange, bizarre, poor or just plain awful. The goal has become, “Hey, we need a Super Bowl ad” instead of “Hey, we need a new campaign, and by the way, the Super Bowl has a great audience that matches the demo we need to hit,” which has lead to the current crop of high-visibility, low-memorability, poorly identified spots that miss the mark on any other day, but on Super Sunday, they become darlings – for about 48 hours. Pretty expensive two days, if you ask me . . .

  • Lies, Damn Lies, And Statistics

    Lies, Damn Lies, And Statistics

    The world of marketing is fraught with data, we’re drowning in it, awash in a sea of numbers, statistics, charts, graphs, analytic dashboards keeping track of minutia that has little bearing on the bigger picture of framing and positioning the thing we’re marketing in it’s best possible light to the best possible audience. What was once about words, pictures, images, headlines, ideas, insights and engagement has been reduced to a series of tactical, digital zig zags, trying to maximize return on a micro level, and hope it scales up and moves the corporate revenue needle.

    Why?

    Do It Yourself

    One of the reasons that data has become so powerful (it always was, we just didn’t think it was cool to talk about it) is that not only is there a lot of it, but it’s easier to obtain and derive, and the costs are much lower, thanks to the Internet. In the bad old days, if you wanted to measure engagement or response, you had sales numbers (conversion), inbound phone call numbers (inquiry, “likes”), or account rep activity (lead gen inbound). Other than those in-house numbers, if you wanted to know more, you needed to dig much deeper, create a research study, engage a firm and have them do what they do and report back.

    Today, all the activity data, engagement activity, views, likes, dwell time, clicks, shares, conversions, and other forms of engagement signal are logged, categorized, organized and reported to you digitally on a minute-by-minute basis in real time, using inexpensive or free software. And it can all be accessed by anyone with a laptop and an Internet connection, anywhere in the world.

    Prove It . . .

    One other reason all this craziness over data is occurring is more corporate and has to do with economics. The marketing department has long been viewed as an expense, occasionally by the more enlightened as an investment, but only recently as having the potential to be a profit center. Marketers have always had the need to justify their existence pressed upon them, and we spend hours writing reports, dissecting response numbers and finding ways to make it look like the things we’re doing contribute directly to the company’s revenue and well-being. On some level, the more data we can present, the more attractive a case we can make for being provided, and spending, more money to do the things we know we need to do, but have to prove it to everyone else.

    In the real world, using data to gauge performance, learning and improving returns, and making decisions based on data is really the main idea – but we’ve been doing that for years. The real trick is to properly select and vet the data you’re looking at and using to make those decisions. Just because a number represents a count of a certain behavior or response doesn’t make it a viable or useful piece of data – it may not scale, it may not apply across platforms or audiences, it may not be sustainable, it may be badly skewed by events you have no control over. But it is data, and therefore useful, right?

    The other pitfall to all this data is that even if it is accurate, correct, vetted and sustainable, you need to find a way to convert that data to insight, and that insight into an action plan. You have to use the data to further the cause. Most data will tell you something on it’s own, but its not enough to go the distance. You need to step back, see the larger picture, put the data in context with other inputs you have proven already, and see if it flies.

    Lies, Lies, All Lies!

    Now we come to the lies part. Numbers and statistics can be manipulated to indicate almost any point of view, the insight comes in the interpretation. Averages tend to dilute or blunt insight, rather than amplify it. Statisticians have all sorts of tricks and formulas to manipulate data so that it can tell virtually any story you want – it’s all in the spin, how it’s presented. Even something as simple as college rankings, a long standing measure of the potential for success in leveraging education and brand to elevate one’s position in life in the long term, can be easily manipulated by marketers to tell a story that promotes the cause. If a college has slipped in the rankings from number three to number seven, is that slide an anomaly, is it due to something short term or environment that will reverse it self when conditions change? Even though that could be seen to represent a significant slide, it’s a virtual certainty that recruiters will be touting it as a “Top 10” college for years to come following the slide, hoping that nobody looks too closely at where within that top ten it falls.

    Use It Right

    The best use of all this data is to gain a clear understanding of the current position and level of success of your marketing efforts, establish a base line, relate it to growth, profitability, revenue growth, reach, market share or other commonly regarded metric, in order to use that baseline as a starting point for improvement going forward. If that happens, justification of added spending will be easily achieved, as activity can now be tied directly to results that impact everyone. Clicks and likes don’t pay the light bill or match the retirement funds, but if you can use data to show how you’re moving the needle, use it to improve performance by looking at the “right” metric, and make good decisions based on a few key data points, then that’s all the data you really need . . .

  • Thinking IS Doing . . . Build More Contemplative Time Into Your Marketing for Increased Effectiveness

    Thinking IS Doing . . . Build More Contemplative Time Into Your Marketing for Increased Effectiveness

    Lists – tick lists, To-Do lists, task lists, chores, check lists – successful people of all types and stripes are driven by lists, either as a way of measuring success, or of keeping your day, week, month, company, on track and focused on moving forward without forgetting anything. But what if we could spend less time focusing on knocking tasks off of a list and more time contemplating the more broad strokes of what marketing is about and what it’s supposed to accomplish. Would spending more time thinking and less time doing actually improve our results?

    In a word – yes!

    Studies coming out of Stanford, MIT, and University of Wisconsin indicate that deep meditation can actually change the physical structure and chemical behavior of the brain long term. Studies of gamma synchrony, the fast-firing of neurons in the brain that lead to a feeling of enlightenment or well-being, have shown that those who meditate or contemplate deeply and regularly can trigger this synchrony, which has also been associated with increased mental ability in in higher mathematics, enhanced creativity, at will through meditative techniques.

    That’s great, but what does that have to do with Marketing?

    Everything, if you think about it. A large portion of what the majority of people feel is marketing activity involves doing. Doing campaigns, researching and data gathering, hunting for lists, selecting images, writing and editing headlines, press releases and collateral, producing ads, commercials and websites – all doing. But those in the know have figured out that the big bucks really come in when you get paid for what you think, not what you do. Doing is the logical extension and the expression of thinking. They don’t call it doing leadership, it’s called thought-leadership, and for good reason. Taking time to think deeply about a subject or about a concept, idea, product, or technique leads to ways to express those ideas and thoughts in a way that influences others to see things your way – it’s the essence of marketing!

    How much more successful might you be if you took an hour, or even thirty minutes, to do nothing else but think through your next campaign strategy, or to contemplate possible uses for your product, or think deeply about the customer experience you’re creating for buyers? Most of us are so busy doing, we don’t take time to  think deeply about the actual purpose of what we’re trying to accomplish, of the consequences and ramifications of our actions, or how they affect others, or how they can be improved.

    Deep thought, contemplation, and the training to focus those energies on a single element of our work, to trigger those fast-firing neurons and reach an altered consciousness state that can deliver new insights could be the most powerful tool in the arsenal, but most don’t know it exists, let alone take the time to stop doing, and learn how to use it to their advantage. I know, it all sounds a little geeky and a little off base from the central tenets of marketing, which typically are all about the “do” – but if a half hour spent thinking can improve your insights, and therefore your success rate, by even 20%, I’d say that the most valuable 30 minutes you’ll spend all week!

    For a list of topics that should be contemplated at greater length, be sure to pick up a copy of “The Marketing Doctor’s Survival Notes“

  • 5 Things To Watch For In 2016

    5 Things To Watch For In 2016

    I don’t normally do predictions and prognostications about the future, because even the most informed and engaged “futurists” are at least half wrong on a terrific day. If you go back and review their predictions with 10 years of hindsight, usually they were either dead wrong – not good for career development as a futurist – or the predictions now, in hindsight, seem rather vague or are broad enough to be interpreted in a number of ways, one of which might be construed as having some to fruition. Either way, such prognostication is best left to carny acts at the State Fair rather than being used as a business decision-making tool. However, as the new year looms, I feel compelled to at least point out some observances that seem to be gaining positive momentum and seem fairly sensible in the broader context of marketing. So, here’s five things to keep an eye on:

     

    1. Data Gathering V.S. Privacy – Eventually privacy will win, but not next year. There is so much data out there available now on everyone, from a huge variety of sources, all self-proclaimed, that marketers can access it without having to invade anything more sophisticated than a social media page. That level of data availability will continue to increase, and the volume and type of data available will ramp up next year, as more software is launched, more apps are developed, and the digital sharing movement continues to grow in the new connected environment. Marketers will have to continue to run to try and reach the top of the curve and not get too far behind in the actual viable use of that data to produce results.

    2. The Clouds Gather – Storage on site at corporate buildings will continue to drop weight like Jenny Craig moved in next door, as storage needs are more easily accommodated in the Cloud. Data centers and other aggregating technologies will continue to supplant hard on-site storage for firms under a billion in annual sales. Now cyber security exercises will have to beef up accordingly to provide the security and trust the could requires to continue acceptance and growth.

    3. Old Will Become New Again – In a sense, marketing is like fashion, if something sticks around long enough it will circle back around and become popular again. Like hemlines or trouser cuffs, marketing tactics can be reborn as if it was discovered anew by the next generation of marketers. The speed of growth of content marketing will accelerate – at least until the end of this decade – but content marketing has been used since before the turn of the century – the last century! Ask John Deere, Betty Crocker, Jell-O and P&G, who used content marketing to sell products and stay top of mind, establish market dominance and cement their brands in the minds of buyers in a certain context, with great success. The biggest change is the speed of the distribution of that content. Modern digital marketers can get a “read” on the popularity and engagement level of their content before it converts to a sale, which allows for some adjustment and fine tuning that the old-school folks didn’t have available to them.

    4. The Message Becomes The Medium – FREE!  Big agencies will put in a greater level of effort on earned media and on visibility message marketing, as opposed to just paid advertising. The success of Donald Trumps nascent presidential campaign, driving him from neutral name recognition to leading the GOP field by a significant margin in under a year, after spending a paltry $1.8 million, shows how effective this approach can be. While agencies’ bread and butter will continue to be paid media, both traditional and digital, the earned and PR practices will take a larger role in the messaging scheme, will gain power and recognition for top brands that “get it” about how information travels in today’s connected world.

    5. Rollin’, Rollin’, Rollin’ – Going Mobile Becomes “Normal” – As the number of mobile searches continues to climb, and broadband becomes even more ubiquitous, and the number of smart devices proliferates, having a strong mobile component to your corporate web presence will become not just essential but standard. If your site doesn’t perform on a 5″ touch screen, you’ll be relegated to the digital dustbin quicker than your girlfriend’s MySpace account.

    2016 will be dubbed the year Content peaked, as the field gets crowded, the hackers learn to generate more targeted content in a mass contact way without human intervention. Computer as author is everyone’s fear, there’s enough published by humans already to circle the globe multiple times a day. We don’t need more, we need better – better engagement, better targeting, better relevance, better quality.

  • Content, Shmontent – Providing Valuable Insights To Prospects Will Convert Them To Customers, No Matter What Form It Takes . . .

    Content, Shmontent – Providing Valuable Insights To Prospects Will Convert Them To Customers, No Matter What Form It Takes . . .

    The top marketing buzzword for 2015 has got to be “Content,” surpassing “Big Data” from 2014. Everywhere you look online, in magazines or journals, webinars, conferences, you’ll run across tips, tricks, advice, approaches, models, templates, secrets and techniques on how to generate, improve, disseminate and offer content that will effectively convert inquiry to customer. It’s nearly ubiquitous, and clearly some content is better than others, and some is more appropriate than others, and some should never have been produced or disseminated at all.

    My feeling is that content marketing is not new, it’s one of those tools in the bag that solid progressive marketers have latched onto because the pathways to delivery have gotten broader and easier. Content is essentially in the same genre as sampling programs, advertorials, forced free trials, and other marketing tools where the creator can put their knowledge of their industry on display, demonstrate quality or level of service, demonstrate their understanding of issues that affect their industry, and provide possible solutions at a lower engagement risk to the recipient than actually purchasing a product or service. It allows the creator or the distributor to shape their brand perception, elevate themselves to expert status, show thought leadership, and hold themselves out there as someone who offers solutions, not just gripes about the challenges facing their industry or line of business. There’s nothing wrong with any of this, it’s a terrific way to accomplish the goal of building credibility and showing forward thought, but it’s not as shiny and new as the most recent generation of marketers would like to believe – the delivery system is new, but the model is not.

    Pioneers in content marketing include John Deere corporation, who created a magazine featuring uses for it’s farm equipment in 1898, The Michelin Guide promoting travel and offering insights to travelers in 1900, and Jell-O salesmen offering housewives a recipe book featuring Jell-O as a key ingredient in 1904, and Betty Crocker cookbooks touting uses for their cake mixes in 1912 or so, and so on to the point where recent statistics show that 96% of corporations are using some sort of content marketing in their mix in 2014. The telling statistic in that same report is that, among respondents, only 21% of those using content marketing felt they could accurately track its ROI. I thought marketing was about testing, measuring, data-driven action that creates more efficient and cost-effective drivers of awareness and sales conversion . . .

    Hopefully, content won’t be shown to be just the next big, shiny object marketers latch onto, use inappropriately until it loses it’s effectiveness or relevance, or until the next shiny object comes along.

    To see how to do Content “right,” pick up your copy of “The Marketing Doctor’s Survival Notes“

  • In a World . . . Where There Is No Post Office . . . Direct Mail Professionals Aren’t Doomed

    In a World . . . Where There Is No Post Office . . . Direct Mail Professionals Aren’t Doomed

    Based on experience, on articles in a huge number of media outlets, on TV and radio, much has been said about the challenges facing the US Post Office. Fiscal reform efforts don’t seem to have stemmed the bleeding, a rate case is in the making that will likely make most mailers sit back and reconsider their mail schedule and creative costs with respect to mailability, machinability and postage costs, and even with offices consolidating and more rural locations closing, deliverability and schedules will have to be accounted for under the current scenario. But picture a world where the Federal Government, Congress, and the American People all agree for a change, and come to an agreement on closing the post office altogether. What might that world look like?

    From a business standpoint, a huge bulk of business correspondence has already shifted to e-mail from printed postal mail, as have bill and invoice presentment, financial reporting statements, even annual reports are delivered digitally as PDF files. The remainder of the mail stream includes direct marketing pieces, catalogs, parcels, fulfillments of various types that cannot be delivered digitally, legal documents that must be delivered on paper or signed for by the recipient, and some other odds and ends. In aggregate that still represents a huge swath of companies, and jobs, that will have to shift their thinking, and their marketing efforts and communications strategy, to account for the loss of postal delivery.

    Strategically, one of the other common carriers, or possibly both UPS and FedEx, will likely have to ramp up to fill the void, but that would certainly suggest that some changes would have to made in how they operate logistically. Air hubs would have to be expanded, fleet maintenance established and expanded from the current to service fuel and maintain the huge fleet of trucks, cars, planes and other specialty apparatus the USPS currently fields. The care and upkeep of the buildings, street boxes, already a rarity, would likely be curtailed, shifted and more centralized. Delivery would likely be curtailed, made only on select days, much like in EU nations, and only to select stations – residential delivery, especially in rural areas where efficiency is low, would likely cease. Individuals would be forced to visit a substation several days a week to pick up their mail after showing ID. Businesses would receive delivery to their internal mail handling sections, but maybe not daily.

    Businesses directly related exclusively to supporting the USPS would certainly be challenged, but what about those who use the mail extensively to market their goods and services, and the businesses who serve them (printers, designers, processing houses, list brokers and aggregators, equipment manufacturers who make printing, folding, inkjet and addressing equipment, inserters, sorters, cutters, stampers, high speed duplication and personalization printing machinery), and a wide swath of other businesses world-wide.

    Fortunately, most of those businesses will have the time to adjust to the new circumstances, and if they are nimble and diversified in their customer base and product offering, they will survive in the new post-post office world. Direct marketing professionals need not necessarily fear for their jobs, as nearly all of their skills can be ported over to the digital realm. Copy that sells still works digitally, with some minor adjustments; good design still enhances results, online or off; a good list is still the key to response success, and if my inbox is any indication, there are a good-sized chunk of list purveyors specializing in selects from business e-mail addresses to help companies and non-profits reach out to their target audience.

    The toughest cut will be the army of postal employees nationwide, for some of their skills will be made obsolete, marginalized, or undervalued. With no residential delivery, carriers, sorters, and other related jobs will be sidelined out of existence. Hopefully a retraining program of immense proportions will be built into the wind-down plan, and those hardworking individuals will be placed elsewhere as they desire.

    As an exercise, close your eyes and imagine that post-post office world and how it will affect you. Let me know if you like the new world . . .

    If you liked this and want to read more, subscribe to this blog above. And don’t forget to pick up your copy of “The Marketing Doctor’s Survival Notes”

     

  • Ten Ways To Make Sponsorship Build Credibility, Visibility For Your Brand

    Ten Ways To Make Sponsorship Build Credibility, Visibility For Your Brand

    Every business out there has probably been approached about a sponsorship, or included sponsorship in their marketing mix in one form or another, especially those with a consumer sales focus. But how do you make the selection of which one’s might be the most effective long-term?

    Careful selection of the events, products, and people you sponsor will allow you to activate that sponsorship to benefit fully from your association. In order to make a beneficial selection, you have to know your brand inside and out, and have a good handle on some of the more “outlying” characteristics that consumers have pinned to it – not just the ones you’re broadcasting about it. Some of those alternative characteristics can make for very solid sponsorships if you pick them carefully and engage fully with all the opportunities they offer.

    Many businesses don’t engage fully with the opportunities they do select, and get less-than-optimal returns as a result. This is one situation where you really do get out what you put in. Don’t stop at the logo on the sign, that’s just the beginning. Here’s ten ways to maximize the return on a sponsorship opportunity, planned or impromptu:

    For Event Sponsorships:

    10) Make sure to provide adequate materials to the event hosts so that all participants receive something from you at the event. Don’t short the count on the collateral, the promotional items or the literature, because that one person who gets left out will carry that impression longer and to more people than all the rest combined.

    9) Be sure your brand is represented adequately, accurately and repeatedly. You’ve purchased a certain level of exposure, and most event organizers will bend over backward to help you get it, but if you don’t speak up and remind them, you may not get everything you were promised. Check everything to be sure the brand is represented in the best possible light, and that it’s reproduced at an adequate size, color fidelity and resolution to do you some good – after all, you paid for it.

    8) Even if you don’t have something already created, make sure you take advantage of every portion of the sponsorship package. Most sponsorships are multi-faceted, and usually multi-media. If you don’t have elements in use already for each medium, be it flash video, print collateral, sales sheets, logo files in every possible format, bios, soundbites, banner ads, animated gifs, promotional blurbs and items, signage, banners, and other typical elements to take advantage of the whole package of opportunities, create whatever it is you’re missing. You might be the only one of the sponsors who does, in which case, guess who’s going to be the most memorable?

    7) Make sure the audience matches your efforts. Most brands have a broad range of demographic, psycho-graphic and geographic audiences it serves. Be sure the sponsorship you pick reaches at least a viable, sizable niche slice of your total target market. If not, it doesn’t make sense to participate.

    6) Make your selection based on LIFETIME CUSTOMER VALUE, and not just acquisition cost. It may cost you $25 to reach, influence and close a new customer to buy your product once. But if the event sponsorship is a valid one, you not only close one sale, but in most cases (if you’re doing your retention efforts correctly), you’ve gained a long-term customer who will enact or refer multiple sales over the next few years. Once you factor that in, the numbers on ROI work much better.

    5) Do your part of participate in the success of the event. Your name and your brand is now attached to this event. Do you part to promote it, get some mileage of your own out of your participation, fill the stands and pack the seats – it‘s to your benefit, it drives that many more people to view your participation, and bring you more customers.

    4) If the package doesn’t fit, ask for what you want. Most event organizers want the sponsorship to benefit you, so that you’ll repeat or extend your participation and become an evangelist for their event. They want to make you happy, and will negotiate in good faith if you have an alternative proposal to present. If you don’t ask, they won’t likely offer what you want. The tough part is accepting and using the valuations attached to each element. Most often it pays to just make the best overall deal you can, and work it to the fullest.

    3) Pick events that make interaction logical. A mountain bike company sponsoring a swimming event doesn’t make a lot of sense, but that same company sponsoring an off-road bike race makes perfect sense. That’s not to say that you can’t sponsor an event outside your industry, you just have to be selective so that the audience can easily make the connection between your brand and the activity they‘re engaged in at the moment.

    2) Make the sponsorship an integral part of your strategy, even if it isn’t. Plan your sponsorships to work with your product’s sales curve, either to boost the top or fill in the troughs, seasonally or geographically. If you’re expanding your service or delivery area, work events on the fringes of your current area to make the expansion more organic. If you sell primarily in the summer, work the earlier and earlier events, or later into the fall to extend your season and broaden your exposure.

    l) Don’t select more sponsorships or pick more events than you can fully support. The up-front cost is just the tip of the iceberg, and once you add manpower hours, staff training, brand monitoring time, collateral and participation costs, and follow-up and activation costs, it’s easy to get overextended, and not give a full effort to anything, a recipe for failure. Make an honest commitment to the right mix of events and participate fully for the greatest benefit.

    Making smart selections when choosing a sponsorship is a combination of art and science, and the basis is really knowing your market, knowing your brand intimately, and using some common sense with an audience perspective. Sponsorship can be a strong part of your marketing mix, if you make the right choices and work them to the fullest.

    If you found these tips helpful and would like to read more, pick up your copy of “The Marketing Doctor’s Survival Notes”

     

  • Let Customer’s Imagination Flow for Effective Research

    Let Customer’s Imagination Flow for Effective Research

    If you want to boost sales, increase membership, enhance volunteer participation, increase market share or find new profit niches, the best methods start with knowing your target audience. One of the most effective ways to do that is to listen to them. How you listen, and how you organize and collate the results of that listening is the determining factor in the usefulness of the data, and the accuracy and actionability of your analysis. Clearly, much depends on the goal, but the type of research you select will drive the type of information you receive, and dictate how reliable it is.

    For sales-, membership-, and interest-based organizations, a method termed “Right-Brain” research could hold the key to cost effective, actionable information you can use quickly and effectively to increase your knowledge of prospective customers.

    The human brain consists of two “hemispheres” left and right. Based on Nobel award-winning research by Roger Sperry in the late 1960s, it was determined that each has different functions and characteristics associated with it. Sperry’s research showed that the Left side of the brain is responsible for the more linear functions and thoughts – math, computation, organization, languages (not speech directly), rational analysis, value prioritization and decision-making. The Right side is responsible for the more interpretive and sensory aspects, like art, music, philosophy, creativity, visualization, and imagination. Left is rational, Right is more intuitive and emotional, while neither is exclusively that way. In fact, the aspect of “handedness” is reversed; with the right side controlling motor and other functions on the left side of our bodies and vice versa. Recent studies have proven this to less than completely accurate, but it seems to work in practical applications.

    Often in decision-making, especially regarding purchasing behavior, the Left side is informed by the Right. The Left rationalizes the emotional inputs from the Right to drive a purchasing decision. To drive sales, it is fundamental to appeal to that tricky Right side. When divining the needs of the customer or prospect pool you’d like to reach, it is important to gather and record output directly from the Right side. One way to accomplish that is through verbal communication. A long-form, personal, one-on-one discussion with customers, but on a large, organized scale, will elicit results you can put to use in crafting a strategy to approach the entire pool of prospects. In short, the resulting data from such small group research is projectable.

    Right-brain research has been used to test new products in the prototype stage, test new concepts for advertising, movies, even gauge the effectiveness of customer service or test brand attributes for entire companies. It can be very effective, but it requires a high level of organization, some time and patience in listening and interpreting the results, and some resources to create the components and arrange for the interviews.

    The components of this method are fairly straightforward:

    • A set of goals for the research should be established and communicated to all involved – what do you hope to find out or accomplish when you are done?
    • Describe the target audience for this goal. Discover what attributes they have in common, what characteristics can be used to select them from the general population, and how they differ from the rest of the audience.
    • A profile of the ideal participant is developed. That profile is used to select a representative sample of respondents to participate in the interviews. This profile can include age, gender, marital status, purchasing behavior, geographic proximity, socio-economic status, professional standing or experience, education, membership in organizations and many other properties.
    • A Discussion Guide or Study Guide is created. This is the blueprint for the interviews, the guide for the interviewer to weave into their questions and discussions with the participants. It starts with the goals from the first step, to be sure that the questions drive responses that allow the researcher to answer the goals. It sounds simple, but if the goals are not realistic or the scope of the study is too broad, it will show up at this stage. This study guide is the key to effective implementation of this type of research. The questions have to be formulated in such a way as to elicit a response that is accurate, honest, direct, and emotionally unguarded. Often questions are asked multiple times in different ways to check for consistency of the answers.
    • Create the list of possible participants. In some cases, especially for consumer research of this type, the facility can offer some assistance in this area, as they often have pools of potential respondents and a good database of names and demographic data from which to select a pool of candidates. Selections are made based on how closely they fit the selected set of attributes from the profile.
    • Candidates are recruited by phone, either by your staff or by the facility, and the offer is made. Most participants are compensated for their time, either with cash or an incentive gift of some sort that will appeal to the intended audience. Professionals like doctors and attorneys are usually compensated at a higher level as their time already has a given “value” in monetary terms, an hourly rate.
    • Respondents are scheduled for their interviews, which are usually 60-90 minutes in length. More than 10 interview sets per day per interviewer are not recommended as fatigue for the interviewers tends to taint the results. More than one interview can be conducted at one time, depending upon the availability of interviewers and the size of the facility. Over book initially on each day to account for no-shows when you confirm the schedule the day before the interviews by phone.
    • The interviews are conducted by skilled interviewers, professionals who are personable, knowledgeable, aware of the goals to be achieved, perceptive and skilled in interpreting human emotions and the associated verbal and physical cues that telegraph them. They are terrific listeners, and skillful at guiding the conversation to keep it on track and on time. The facilities can often recommend or have interviewers on staff.
    • Each interview is recorded to capture both audio and video, and tapes are labeled and packaged with the release form for each subject for later reference.

    Once the interviews are conducted, the tapes are reviewed, and transcripts are made, to remove any “image bias” generated by the subject’s appearance. Those tapes and those transcripts are used to analyze and codify the results, to distill them into some sort of organized format that can be used to make recommendations for action.

    How do you make the jump from transcripts to action?

    Analyzing the results of such research is a skill unto itself, as the interviews generate a huge amount of data, buried deep in the responses. It takes time and patience,(and a very left-brain-oriented person) to organize, sift, and distill all those conversations, picking out commonalities and similarities among them, and highlighting stark differences and inconsistencies that can signal false results, or emotionally guarded responses. Once that glut of data is distilled and interpreted, those interpretations are put together in an organized fashion, ranked, rated and codified, much as you would survey data or focus group data. Those ratings and rankings are put into a report, along with recommendations for action.

    Uses for the final analysis vary widely. Some distill the video recordings, editing them down to some representative responses for each major question, some pro and some con, and present them in video form along with the written analysis. Sometimes, just the transcript is enough to get a sense of the trend of the responses, and can show glaring problems or highlight positive areas simply and quickly. Sometimes the two are combined in a multi-media presentation for added impact.

    This type of research can highlight any number of aspects of the prospect pool, depending on how the research guide is structured. The more aspects of the prospective audience that are included in the study, the less depth you get in any one area. For a accurate study that is statistically projectable, and has a high degree of confidence, 30-40 interviews will usually suffice. Depending on how small the area of interest or niche you want to study, the toughest part might be finding enough respondents to interview.

    How does The Right Brain Approach complement other research methods?

    The Right Brain Approach measures emotions, not people.  Quantitative data is valuable, but the information it provides can be even more valuable when used in conjunction with Right Brain Research.  For example, if you conduct Right Brain Research before a quantitative survey, you will know what the key issues are and will be able to ask the right questions and ask them in the right way based on the actual language that consumers use.  Once Right Brain Research results are known, future surveys can target the factors that affect buying decisions with more accuracy.

    How can we use what we learn from Right Brain Research in conjunction with the results of our quantitative research?

    What you gain in understanding from Right Brain Research will illuminate the information garnered in quantitative assessments.  Now you have a chance to know the rest of the story!  Actually, the Paul Harvey analogy is an excellent one.  He tells you all the facts with no interpretive framework.  Your mind goes off in all different directions trying to make sense of what he is saying.  Then he hits you with a surprising ending or twist and all the facts make sense in a startling way.  This is what Right Brain Research can do for your company/brand/packaging.*

    No matter how you approach it, speaking directly with a population closely representative of your target audience is extremely empowering in it ability to accurately inform your creative, sales, membership recruitment or product development activities. You can’t know too much about customers, and this method allows you to gain insights that can’t be accessed any other way quickly, efficiently and cost effectively.

  • Reach Your Audience The Way THEY Want You To, and Success Will Follow . . .

    Reach Your Audience The Way THEY Want You To, and Success Will Follow . . .

    It has been said that on occasion at least, the medium is the message, and that’s a good thing to keep in mind when setting up your next marketing program. However, the choice of media is not really up to you anymore – and no, despite all the rumors, it’s not up to your ad agency, either – it’s really up to your customers. Sometimes, it’s via newspaper or magazine, sometimes it’s television or radio, often it involves a digital component, e-mail or a website, blog or social media platform. Regardless of which one, you have to let the customer decide which they prefer to interact with your brand, which one has credibility for them, which one will carry the message most effectively, or which combination will move the emotional needle and spur a buying decision or action of some sort. That’s really the goal, isn’t it?

    I want to thank John Garcia, a writer for The Business Journal chain of media (print and online both) for coining the term “Tradigital” to describe the proper mixture of traditional and digital media used to reach a given audience. In a world full of cutesy contractions of celebrities’ names, this stands out as a brilliant single word explanation of the best approach to finding the audience in the right way.

    As always, the key to making the best balance of Tradigital media selection, good, solid customer research is the best place to start the planning process. Dip into your customer base, review your prior media mix, see what’s working and what’s not, and for whom, then vet it with some in-depth, interrogatory interviews with actual customers, asking them specific, actionable, emotionally-driven questions regarding how they feel about interacting with your brand both traditionally and digitally, see if you can divine their decision-making process and where they like to start versus where they enter your actual sales process.

    Data in hand, now it’s time to make some decisions. Do you need to reinvent the wheel, recreate the existing sales funnel to match your customer’s preferences more closely, or are just a few reorganizational tweaks all that is needed?  Only your data can tell you for sure. Certainly, the more closely your sales process aligns with their decision-making process, the more comfortable your customers will be interacting with you, and the more often they will return to buy again – you win!

    Getting the mix right can be tricky, but with two types of data to work from, transactional and anecdotal, you should be able to connect the dots mixed in with some experiencial knowledge and common sense and get pretty close.

    If you don’t feel comfortable doing this type of baseline research with your own customers yourself, hire a professional to work with you and get you going in the right direction – they do this all the time and are objective and understanding at once, able to empathize with customers while keeping their emotional distance so that it doesn’t influence their analysis. That what professionals are for.

    Did you get it right? Time will tell, as will your sales dashboard. Unfortunately, the job is never done, as the customer parameters and demographics shift and change over time, so even if you got it right for now, you’ll need to keep a close eye on it and be prepared to shift over time as customers evolve and change.

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