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Tag: Marketing

  • Is Traditional Media Dead?

    Is Traditional Media Dead?

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    With the addition of cable television, streaming video services, internet radio, podcasts, social media streaming platforms, Periscope, and a whole host of other choices, the media landscape for marketers has become crowded, fragmented and multi-fold – which is the good news! You now have a plethora of choices when making media selections that allow you to not only narrowly target your exact audience, but also get near instant feedback in terms of engagement and viewership in real time, and enrich your data stream for further refinement of your selections based on actual purchase or engagement levels. Miraculous!

    So where does that leave Network television and terrestrial radio? Right there in the fight, according to special guest media expert Karl Minacapelli of CK Westbury Media in Towson, MD.

    Learn about how:

    • TV can narrow cast to your audience
    • Radio can do real time feedback on day part and web engagement
    • Cable can be a bargain if you want to laser focus your buy
    • Radio can be a bargain if you want to own the category

    The best 30-minute education on media buying available, right here from the doctor and his colleagues!

  • The Value of Primary Research In Marketing Planning

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    The Marketing Doctor Podcast, Season 1, Episode 1 – Pilot

    The Value of Primary Marketing Research in the Planning of Marketing Outreach Campaigns.

    Ever wonder how product or service companies figure out what to offer, what products should look like, be called, feel like, or how much they should cost? Ever wonder how they know what you want in a product or service, or how they knew you’d appreciate a particular product or feature?

    Primary research is the best way to get inside the head of the customer and find out their preferences, needs, wants, likes and dislikes. By gathering information and data directly from customers, potential customers, ex-customers, and other direct stakeholders, marketers can determine buying behavior, product features, and more, and turn them into best-selling products and services.

    You’ll learn:

    • What methods of primary research work best?
    • How to analyze and present data that doesn’t yield numbers or graphs
    • How big a sample do I need to gather significant data I can use
    • How to use the insights uncovered to convert them into something I can use to improve my marketing

    The fastest thirty minutes of insight available, The Marketing Doctor will answer your questions about primary research and how to use it to set your marketing program on fire!

  • Four Ways To Boost Your Brand Power With NeuroMarketing

    Four Ways To Boost Your Brand Power With NeuroMarketing

    You worked hard on your visual identity, your brand has been time tested and focus grouped to death, but do you know why it works (or doesn’t) in some formats or in some contexts? The answer is likely involved with Neuromarketing Science.

    How the brand appears, how it’s used in advertising in print on television, or online, affects buyer perception of the product the company and the brand. It’s one of the reasons brand standards and usage guides evolved, to help maintain consistency of presentation from usage to usage, to give to structure and control flexibility of the various uses and appearances of the brand. That usage manual, in a perfect world, was also backed up by Neuormarketing science, the science of perception with regard to persuasion.

    [pullquote align=”left or right”]That usage manual, in a perfect world, was also backed up by Neuormarketing science, the science of perception with regard to persuasion.[/pullquote]

    Perception can be shifted based on a number of characteristics of the product the packaging and the brand usage. How the brand appears, where it appears, it’s placement in-situ for packaging, advertising and other outlets, and other factors. Here’s four ways you can make your brand more powerful using this brilliant perception science.

     

    • Give It Weight – positioning of the brand on packaging and in advertising can affect the perception of the weight (both literal and figurative) of the product. Studies have shown that product logos positioned at the bottom of the page or the lowest part of the package are perceived as heavier than those where the logo or product squib is placed near the top of the package or the page. If you want to be taken seriously, let the weight do some work for you (if weight is a positive attribute for your product), and put your product logo toward the bottom.

     

    • Let Color Work For You – Weight and credibility can also be inferred, and therefore manipulated, through the use of color. This one is more specific to product advertising, but many brands can take advantage of this attribute. Studies have shown that a lighter color can indicate a perception of lighter weight. How many times have you seen a product logo appear in one color for the “standard” product, and a lighter version of that same color appears on their “light” version (low sugar, low fat, low calorie, low density, low carb, low gluten, take advantage of this perception). Studies showed however that this only works on versions of the same color – putting your product in a black box won’t be perceived as any heavier than in a white one, but light red or pink is perceived as lighter than dark red or scarlet.

     

    • Pay It Forward – The brand’s place on the perceived time continuum can be positioned for the purpose of creating a specific impression. English speakers and Romance language users perceive time as moving from left to right, while other languages and their users perceive time in the opposite direction (Hebrew, for example). If you want it to appear that your brand is older and more established, place the brand or product depiction on the left, and it will read as more traditional, nostalgic, or time-tested. Place the brand on the right side of the page, the closer to the right edge the better, and it will be perceived as fresh, modern, forward-thinking, high-tech. This effect can also be embodied in the brand itself. Logos that show motion or direct the eye to the right tend to be perceived as more progressive, skew younger and more active, more advanced. The NIKE swoosh moves to the right showing speed, advancement, direction, purpose, forward motion.

     

    • Avoid Dissonance and Negativity – Sensory inputs should work in harmony for the best results, both in use of the brand, and in where it appears – context matters. Color, sound, small, ambient lighting, all play a part in the perception of the product, and these elements need to work together to get maximum impact from the brand. A bright colored package, with an astringent or citric aroma, with fast blaring music, will all work to create the perception of youth, vigor, action, engagement, high-energy. A pastel colored package viewed under diminished lighting, with soothing music and the scent of lavender will evoke relaxation, solidity, kindness and positivity. Mixing the elements creates dissonance in the mind of the buyer, and generates insecurity and indecision.

     

    Additionally, negativity in imagery or brand context can drive down sales behavior. Studies have shown that uncomfortable situations or depiction of negativity or sadness, however brief, can cause an overall negative perception of the brand, enough to depress buying behavior. Keeping a fully positive outlook, use of positive and uplifting imagery has the opposite effect, engendering a sense of trust and wellbeing, and driving buying behavior upward.

     

    Is your brand being used in its most powerful context to build the right perception? Test these four elements, and see if you’re sending the right message . . .

  • Can Small Companies Act Like A Big Business And Win?

    Can Small Companies Act Like A Big Business And Win?

     Size matters, right? In some things, that’s certainly true. In the start-up phase of a business, its more like “Scale Matters,” as the mantra driving pixel-based and other start-ups is “Does it scale, and how well?” This avoids the trap of essentially creating a job for the founder, instead of a business primed for success and growth. If the founder is a limiting factor, because he can only be in so many places at once, that’s a problem with scale. It’s a structural issue, one that needs to be addressed at the earliest stages, so the business can pivot around it and grow.

    Agility is the biggest single advantage small business has over their larger industry-mates, and to give that up with layers of bureaucracy, rigid policies, staunch and robust process guidelines with little room for innovation seems counterintuitive. However, there is one area where acting like a bigger company can pay much bigger dividends – Marketing.

    Most small companies suffer from a couple of similar ills when it comes to marketing themselves:

    • Small companies typically focus on sales rather than marketing anyway, laboring under the misapprehension that if they can just sell enough widgets, software licenses, land enough accounts, find enough clients, the marketing will take care of itself. As a consequence, most underspend, in some cases drastically, on outreach marketing activities. Oddly, these are the exact type of investments and activities that will position them for the growth they so strongly desire. Most founders are so fearful of waste, or of appearing to make a mistake, that they play everything close to the vest, making only incremental advances, taking the safe route and only repeating the actions they “think” worked the previous year. This leads to small, defensive thinking and limits growth like a vice squeezing the business until it’s frozen in place.
    • Spending on the “wrong” things. The old saw still holds that ”half of our advertising works, we’re just not sure which half.” In today’s data-rich, public-sharing society, there’s almost no excuse for not knowing which half of any activity drives revenue, some types of activities are just harder to connect directly to sales growth than others. With that said, businesses who have never advertised or done any real organized, planned outreach activity almost universally find a significant uptick in sales revenue when they decide to start. But that glow is short-lived, as they try different things on an ad hoc basis without a plan, and spend themselves out of all the revenue gains they made at the beginning.

    Now What?

    What to do? Modern marketing is about agile, “spend, fail, learn, repeat” cycles. You’re not going to hit the target on every activity the first time out, and there’s a learning curve for every business, regardless of how many consultants or agencies you engage. You’re going to fail at some point, better to accept it, get used to it, use it in a positive way and get past it. One now-famous CMO of a large consumer products company had a philosophy about how to “do” agile with a variety of marketing ideas – if you throw ten ideas at the wall, and 6 of them stick, you’ve broken even and paid for the bad ones. If you hit 7 or more, you’re up for the year. Take the education from the 4 failures and commit those resources to the other six, and double down. This creates a culture of upwardly-spiraling innovation, one that rewards success while negating the suppression and stigma of failure. Failing fast and cheap works in your favor over making big bets on untested ideas and misplacing resources at a loss.

    Where small business can think like a bigger business is in their attitude toward spending on marketing activity. Small-minded miserliness is self-defeating. Do a quick cost-benefit analysis, allow founders to have the courage of their own convictions, and take a calculated risk on some outreach activity that’s informed by solid, hard-won research.

     

    4-Step Process To Improvement

    • Get to know who your customer really is, spend the time and money on research.
    • Find the company’s “why” early on and use it like a weapon against your competitors.
    • Differentiate the small business from their market-mates, and exploit the difference
    • Designate a real, realistic portion of your sales revenue for marketing activity.

    Once you reach that spending level, you’re done for the year, limiting your losses by putting a stop order on funding ideas that haven’t borne fruit. Now you have a system for testing ideas, limiting downside of investing in ideas that don’t generate revenue, and have a back-stop for using the education to apply toward the ideas that do work and drive revenue upward. This kind of test, fail, learn, repeat cycle is innovation-friendly, and can spawn all sorts of new ideas, new products, new angles, new customer segments, all of which lead to the type of rapid growth start-ups are known for.

    You’ll be surprised at the benefits that the courage to innovate can generate in the long- and short-term, and the gains that can be had by simply thinking and acting bigger than you are as a company. Size does matter, most importantly, in the realm of perception.

  • Can We Finally Dispense With The “Digital” In Digital Marketing?

    Can We Finally Dispense With The “Digital” In Digital Marketing?

    It’s 2017, and so much in marketing practice has changed since we opened our doors in 1997. The range of disciplines has widened beyond print, radio, TV, Outdoor, PR, product placement, sampling, and direct mail. Now the list should include e-mail, SEO and Search, web optimization, social media platforms without number, mobile, YouTube and related channels, Netflix, Amazon, and a host of integration and planning options to tie all of that internet activity together and use customer information to market products and services more effectively, more selectively, more tightly targeted, more high-impact.

     

    There is very little left in marketing today that is not fully digital or directly stems from a digital source. Even the old stalwarts, like outdoor and newspaper, have gone fully digital. Digital signage has replaced movie lobby cards and wall posters in retail. Digital billboards aren’t yet ubiquitous, but will be soon, once the larger screen costs come down and the weatherproofing is perfected. Print? Ha! The files are digital in origin, the plates if used for large runs are digital, the output printer for smaller runs and standard substrates are digital, large format banners, billboards, fabrics and textiles, construction wrapping, you name it, all digital.

     

    Images originate in digital form almost exclusively, and they travel digitally as well. They are taken with a digital camera, edited in a digital editing platform, transmitted digitally to the destination for use digitally or for output to paper on a digital printer or press. Video is shot on digital recorders, digitally edited, transmitted digitally, for display, rebroadcast, download and “sharing” on digital media platforms – ones and zeros from end to end.

     

    E-mail has in part replaced direct mail and originates digitally, is delivered digitally, is consumed digitally, is acted upon (clicks or form completions, electronic purchase) digitally. Even in direct mail, the letters are written and edited digitally, often the order form is merely a link or PURL to drive traffic to the web to interact with (remember struggling to fit all the response form info on a single two-sided page?).  With no Internet, (digital) there would be no “search” to optimize, so everything to do with the internet is digital. Cookies, remarketing, banner ads and display campaigns, Google AdWords, all digital.

     

    Television and radio are completely digital, nearly end to end, with the exception of the voice over (recorded digitally), and the actors (recorded digitally and edited with CGI). Often the product itself in TV ads is digitally generated, which gives producers and directors more flexibility to execute, saves time and money creating physical mock-ups, and eliminates things like prototyping and food stylists.

     

    Promotional branded products? Sure, designed digitally using a CAD program, can even be printed digitally using a 3D printer, but if not, the molds are rendered digitally, using a computer to guide the cutting head with digital precision through the metal, and the resulting molded product is branded using a digital ink jet printer.

     

    In-store display for retail? Sure. The boxes and stands are digitally printed, and often include a video screen for displaying digital video talking about the product, some with interactive capability, also digitally voiced and activated. PR is nearly completely digital, as releases and announcements are written and originate digitally, with interviews recorded on a digital recorder. Placements are made in digital media, transmitted and read in digital form, even the story ideas and go-to experts for articles, blogs, and newspapers are communicated electronically in digital form.

     

    So at this point it seems clear, nearly everything to do with marketing is digital. So why, in position descriptions, media requests, consulting reports, research requests, management recommendations, internal and external memos and announcements and the like, do we insist on specifying “digital marketing”? It’s redundant at this point in history, and will likely take a while to drop from use entirely, but to my way of thinking, we no longer need it – it’s just marketing. We can assume that it’s digital, since there’s very little that isn’t. Art has given way to science, “feel” has been usurped by a mass of data (digital), and insight comes not from knowing how your friends and neighbors react to a product, but to scientifically-derived and researched customer insights and virtual focus groups. Tactile has been replaced by visual, and customer experiences have less to do with brick and mortar, with lighting, displays, music, and paint schemes, and more to do with how many clicks to reach the product you desire, and how easy it is too find the shopping cart, to complete the credit card form, to calculate your postage and shipping rates, to understand the return and personal information use policy.

     

    Time to drop the digital and get on with the mission – reaching customers and prospect in a timely fashion, with the right message, at the right time, and making it easy to buy from you.

  • Marketing Automation Can Go Too Far

    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 . . .

  • Make Your Marketing Dollars Work As Hard As You Do

    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.

  • You CAN Teach An Old Dog New Tricks . . . Sometimes You Don’t Have To

    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!

  • Customer Engagement: Make Your Sponsorship Count

    Customer Engagement: Make Your Sponsorship Count

    There are many forms of sponsorship businesses can use to their advantage: from the check written to the local Little League baseball team to help offset the cost of uniforms (with your name on the back), to local sponsorship of a national charity event, to owning a major golf tournament or NASCAR race. Each has its own audience, it’s own impact, and it’s own way of engaging the audience. The trick with all of them is to create a positive, lasting and active emotional connection between your brand and the event.

     

    Brand activation for a sponsorship is one of the toughest marketing challenges most businesses face in their effort to raise awareness and drive recognition that can boost sales over time. The magic is in the matchup of the brand and the sponsored entity. The audience has to intuitively “get it” when they see the sponsor’s name in connection with the event, which means that there needs to be at least some rudimentary logic to the pairing of the two. There are some pairings that appear to be, well, natural in how they are executed, but I’m a firm believer in the tenet that there are no coincidences, and that most simple, natural occurrences are engineered by someone or something, although not necessarily for their own purposes. Auto racing promotions by oil companies, tire companies, engine builders and the like seem like natural extensions. Beer, cigarettes, soft drinks, and other consumer consumables, seem like a bigger stretch, until you consider that the audience for the race is the tightest demographic match to their product buyer possible, based on their own internal research. A huge chunk of race fans enjoy a Coke regularly, and in earlier times, the vast majority of race fans enjoyed a Winston or Marlboro on a very regular basis.

     

    Even those famous pairings required some time and effort to appear natural, and be linked in people’s minds permanently. Not only were there competitors in each category to wrench the spotlight from, but they had to find a way to activate the sponsorship so that all the dollars they spent paid off, by moving the product sales needle in some predictable way. Pennzoil, Valvoline, Quaker State, MobileONE, and a host of other petroleum brands vied for NASCAR sponsorships, but only one would eventually rise to the top of the recognition heap in that particular type of racing. The winning brand crafted a long-term series of ads, promotions and other outreach content that pinpointed and brought to light their involvement with high performance activities. You could put it in your Chevy, but you knew that it was developed for and was used in a race car, making your grocery-getter a little more like the race car you couldn’t have. Aspirational activation is a strong driver of success in sponsorships, and has been used to promote luxury brands and commodity consumables alike for many years with great success.

     

    Athletic endeavor has been fertile ground for this type of approach, because athletes have long been role models of persistence, hard work, grit and perseverance against the odds. Aspirational stories abound about athletes, and since they enjoy extensive media coverage, athletes and their stories are readily available to the public. If consumers aspire to be like the great athletes they watch and read about, then emulating them is a logical step toward making that aspiration a reality. If Tiger Woods wears a Tag Heuer watch, maybe if I buy one I’ll be a little more like him, run in the same company as he does. The athletes’ brand transfers to the product, and in some cases the reverse as well, creating that “natural” pairing. You’d expect the winner of a slew of majors in half that many years, with lifetime earnings in the multi-millions, to wear a pretty high-end watch. If Tiger had a Timex endorsement, it would have created a bit of a disconnect for the audience(s), and that natural feeling would not exist, diminishing the positive effect of both brands, diluting the aspiration, and reducing the effect on sales to the point of being nonexistent.

     

    On a smaller scale, middle market businesses can make sponsorships pay off quite well if they create or find a way to activate that sponsorship emotionally with the audience. The key is still to make it aspirational and activational. The aspiration can often come from the sponsor’s own position in the market. The largest commercial bank in the state sponsoring a business organization designed to build wealth and commercial connections makes perfect sense. Offering unique access or benefits to the members of that group makes it activated and effective. Market awareness, brand recognition don’t do all that much unless the target audience frequently finds itself in a quandary between two entities – the one with the higher recognition has been shown to win more frequently and more consistently, however irrational that choice may be for the consumer.

     

    Being in front of the right target audience for extended periods of time offers the recognition, but with no activation or aspiration, the sponsorship will be less than ideally effective. A male country music artist’s tour sponsored by Prius doesn’t have the same level of activation and almost no aspiration, when compared to Ford trucks. It’s a matter of cultural understanding, and matching the market leader to the aspirations of the audience. Country music fans clearly care about their environment as much as the next fan, but their concern takes a different form than saving gas or reducing pollution.

     

    Big brands should select their sponsorship opportunities carefully, to be sure that the target audience’s aspirations and activations align with their values and cultural norms. Done correctly, your sponsorship can be one of those “natural” pairings that lives in consumer’s minds for a lifetime.

  • Attendee Acquisition Is A Long-Term Investment That Pays Off

    Attendee Acquisition Is A Long-Term Investment That Pays Off

    With the recent rise in attention among marketers to customer engagement, and customer experience, customer journey, call it what you like, event marketing has risen on the marketing totem pole to a higher priority than ever. But with that new status comes a new sense of accountability as well – “If we’re going to host all these people and feed them, educate them, allow them into our world to meet us and each other, I want to see that the expense associated with that activity pays off . . .”

     

    Finding out what that expense is would be a logical first step, and then bench-marking that expense against what competitors are paying might be another. We’re marketers, after all, competitive and curious, and we test and measure everything!

     

    The finding out part is pretty simple. The 2016 Benchmark & Trends in Attendee Acquisition study was released by Lippman Connects, Exhibit Surveys, Inc. and Tradeshow Executive magazine as a joint study. That study shows that the average cost of attendee acquisition marketing is over $300,000 per event, and when you get more granular, the average show with flat or inflating growth spends roughly $32.66 for each attendee they attract. If you’re spending less than that, and your show is still growing year over year, then you have reached a level of marketing efficiency that bests roughly half the shows out there – congratulations. If you’re spending less than that, and your shows are declining, you have a decision to make: Invest more in your marketing efforts, across all channels, unless you have clear evidence of an inefficient or low-performing channel, or continue to contract until you level back out and your attendance flattens, and then re-examine the relevance of your event to the current audience.

     

    Now the value-tracking portion, which is a little tougher. Start with how many visitors you’re attracting for each paid exhibitor. This is a good number to know for marketing purposes, because exhibitors use this to calculate their expense of acquisition for new customers from your show, and use it as a benchmark when making the decision to exhibit in your show. According to the same study, shows studied had 22 attendees per exhibitor and scheduled the floor time for a total of 21 hours or more.

     

    But attendees don’t just sign up for the exhibitors. Some 50+% of show attendees are there as conference enrollees, and the show portion is just gravy. 42% indicated that they were interested in the exhibits. Smart show organizers recognize this, and are attempting to make this portion even larger by enlisting the help of the exhibitors themselves. Pre-show marketing by exhibitors is a staple of attendee attraction, and the more you encourage and enable your exhibitors to market their presence at your show, the more attendees you end up with, at no additional expense. That’s a win for everyone!

     

    One of the key challenges in event marketing is justifying that $32 per head acquisition cost, and more importantly, tying it back to a specific marketing activity. Given that most event marketers use a broad variety of channels to market events, including direct mail, traditional print advertising, where appropriate radio and TV advertising, social media promotions, outdoor, e-mail, and other channels, linking any single activity to an uptick or drop in attendance is difficult at best. Your post-show survey work should shed some light on what the most likely driving force behind registration might have been, but it’s really the integrated effort that drives the boat on this one – each channel supports the others to drive overall awareness and memorability for you events, and what you’re testing in your survey is simply the one channel that most closely came to triggering the registration process.

     

    If you do a lot of digital marketing, and have links sprinkles all over everything that drives traffic to your registration page or an online form, it is very likely that this will appear to be what is driving attendance – but is it? If you put up billboards surrounding the venue at a consumer show, and get a lot of walk-in traffic (non-pre-registered), is the billboard driving attendance, or is it just a reminder of the date? If you ask attendees point blank why they registered, chances are excellent the answer won’t be “I got an e-mail and filled out the registration form.” It will more likely take the form of “I saw that my colleagues were going and wanted to go with them,” or “we go every year to see the new technology, and to reconnect with colleagues in the industry.” Those results are harder to directly link to a single marketing activity, but go directly to awareness of your event, which is driven by all of your integrated efforts combined.

     

    Strong, consistent research can help pin down what efforts are working the hardest, and you can use the data to reallocate resources in your budget to take advantage of certain triggers, and drive incremental growth in the short term. But real, sustainable growth is a long-term commitment of time, effort, and resources to contain and drive momentum year over year, and requires constant testing and reinvestment to show results.