tag:blogger.com,1999:blog-31812250015377821802024-03-13T07:39:15.251-07:00Marketing Thought LeaderIdeas and insights on marketing and social media. Includes brand strategies, marketing trends, ad agency new business development, new revenue streams, train their staff, improve client retention.Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comBlogger119125tag:blogger.com,1999:blog-3181225001537782180.post-86364088574700376172017-11-06T16:30:00.001-08:002017-11-06T16:30:11.714-08:00AMAPS Luncheon on Branding Demonstrates How Brands Must Evolve to Maintain Relevance.<br />
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<a href="https://2.bp.blogspot.com/--VHSyTCGBaI/WgDl2uJWhBI/AAAAAAAAAvY/F_X50eVhnWoK8T4YXcONK6OcAFIBvhMWwCLcBGAs/s1600/IMG_0656.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="240" data-original-width="320" src="https://2.bp.blogspot.com/--VHSyTCGBaI/WgDl2uJWhBI/AAAAAAAAAvY/F_X50eVhnWoK8T4YXcONK6OcAFIBvhMWwCLcBGAs/s1600/IMG_0656.JPG" /></a></div>
<div style="margin: 0px 0px 11px;">
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">If you
missed the AMA Puget Sound October luncheon, you missed a thoughtful look at how
branding has changed and must continue to change in today’s digital age.<span style="margin: 0px;"> </span>You also missed a chance to learn how two
major NW brands, Alaska Air and Ben Bridge Jewelers, are updating their
respective brands to position themselves for future growth.</span></div>
<br />
<div style="margin: 0px 0px 11px;">
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">The
presentation began with a thought-provoking general review of how branding
needs have changed as new digital tools have changed how potential users gain
and process information. </span></div>
<br />
<div style="margin: 0px 0px 11px;">
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">Kass Sells,
President of WE Communications, reviewed the results of a major global study
among over 3,000 consumers in each of six different countries, on the new
realities brands face in today’s business environment.<span style="margin: 0px;"> </span>The conclusion of the <a href="https://www.we-worldwide.com/brands-in-motion" target="_blank">Brands In Motions study</a> </span><span style="font-size: 12pt; line-height: 107%; margin: 0px;">is that all brands are in motion
relative to the geography that they operate in, the industry they are a part
of, and the stakeholders critical to their success. <span style="margin: 0px;"> </span>This is a result of many things, including the
disruption and dislocation within a brand’s environment, as explained by this
quote below.</span></div>
<i><span style="font-size: 12pt; line-height: 107%; margin: 0px;">“<b>Disruption</b> is what happens when someone does
something clever that makes your company look obsolete.</span></i><br />
<b><i><br /></i></b>
<b><i>D</i></b><b><i><span style="font-size: 12pt; line-height: 107%; margin: 0px;">islocation</span></i></b><i><span style="font-size: 12pt; line-height: 107%; margin: 0px;"> is when the whole environment is being altered so quickly
that everyone starts to feel like they can’t keep up.” </span></i><span style="font-size: 12pt; line-height: 107%; margin: 0px;"></span><br />
<br />
<div style="margin: 0px 0px 11px 120px;">
<b><i><span style="font-size: 12pt; line-height: 107%; margin: 0px;">- </span></i></b><span style="font-size: 12pt; line-height: 107%; margin: 0px;">Craig Mundie, Former Chief Research
and Strategy Officer at Microsoft</span></div>
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">What this
means for your brand is that disruption & dislocation plus changing consumer
expectations have created a new environment where consumers want it all and
your brand story must focus on the entire media ecosystem if your brand is to
build and maintain a relevant position in your potential customers mind.</span><br />
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">After this
initial general review on branding, Jessica Leonard from Alaska Air offered
details on how that iconic brand had responded to a major new addition – Virgin
Air, and how their </span><span style="font-size: 12pt; line-height: 107%; margin: 0px;">advertising
addressed the potential disconnect between two brands with existing brand
images that were very different from each other.<span style="margin: 0px;"> </span>She then shared how Alaska Air was
approaching this new branding environment with some thoughts on the future
goals and strategies for positioning the brand.<span style="margin: 0px;">
</span></span><br />
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">Jessica
talked about the need to provide their audience with something beyond
service.<span style="margin: 0px;"> </span>Alaska Air terms this new
approach as hospitality that is personal, enjoyable and generous + a
personality that reflects a West Coast vibe that is thoughtful, vibrant and
unconventional.<span style="margin: 0px;"> </span>The goal is for Alaska
Air is to always “Be Remarkable” in everything they do for their customers.</span><br />
<br />
<div style="margin: 0px 0px 11px;">
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">Then, Marc
Bridge from Ben Bridge Jewelers shared how this 100+-year old brand was
updating its marketing and advertising approach, through a review of the
competitive environment and the need to stand out in a “sea of sameness”.<span style="margin: 0px;"> </span></span></div>
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">Marc talked
about how the goal of their marketing was to transcend the perception of
jewelry as an occasional, special moment experience, and the true value of jewelry
is revealed over time as it becomes part of someone’s lifestyle and life.<span style="margin: 0px;"> </span>Their new advertising campaign, For Life,
addresses this belief as well as positions Ben Bridge Jewelers to be your<span style="margin: 0px;"> </span>”Jeweler For Life”.</span><br />
<br />
<div style="margin: 0px 0px 11px;">
<span style="font-size: 12pt; line-height: 107%; margin: 0px;">This
thoughtful, and thought-providing, luncheon presentation was capped off by a
lively Q and A session among the presenters.<span style="margin: 0px;"> </span>All
of the presenter’s charts can be found on the AMA Puget Sound website </span><span style="font-size: 12pt; line-height: 107%; margin: 0px;"><a href="http://www.amapugetsound.org/" target="_blank">www.amapugetsound.org</a> , and we encourage you to take a look to see how this knowledge can
impact and improve your own branding programs.</span></div>
<br />
<div style="margin: 0px 0px 0px 48px; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 107%; margin: 0px;"><span style="margin: 0px;">-<span style="font-size-adjust: none; font-stretch: normal; font: 7pt "Times New Roman"; margin: 0px;">
</span></span></span><span style="font-size: 12pt; line-height: 107%; margin: 0px;">Don
Morgan</span></div>
<br />
<div style="margin: 0px 0px 11px 48px;">
<span style="font-size: 10pt; line-height: 107%; margin: 0px;">Don Morgan is Head Rainmaker at Raindance Consulting, and a past
president of AMA Puget Sound.<span style="margin: 0px;"> </span>He can be
reached at </span><a href="https://www.blogger.com/null"><span style="font-size: 10pt; line-height: 107%; margin: 0px;">dmorgan@raindanceconsulting.com</span></a><span style="font-size: 10pt; line-height: 107%; margin: 0px;">.</span></div>
<br />
<div style="margin: 0px 0px 11px;">
<br /></div>
<b></b><i></i><u></u><sub></sub><sup></sup><strike></strike>Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-38781422477659492782017-06-27T12:22:00.000-07:002017-11-06T14:39:37.713-08:00Five ways to gain insights, not just information, to shape your marketing program?<!--[if gte mso 9]><xml>
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<br />
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://4.bp.blogspot.com/-nXHYcs4zST0/WVKwQd7VKZI/AAAAAAAAAtI/7DVBjDI2NmMw_lNKVLjn13COy6bwIGeOwCLcBGAs/s1600/inbound-marketing-insights1.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="215" data-original-width="225" src="https://4.bp.blogspot.com/-nXHYcs4zST0/WVKwQd7VKZI/AAAAAAAAAtI/7DVBjDI2NmMw_lNKVLjn13COy6bwIGeOwCLcBGAs/s1600/inbound-marketing-insights1.png" /></a></div>
When addressing the issue of customer insight, many marketers have felt that the answer lies in one direction - Big Data. There is no question that data is important, but it's what you do with the data that really matters in marketing.<br />
<br />
Several years ago, I was taught a simple
graphic: relating to how data impacts insight: </div>
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<br /></div>
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<i><b>Information</b><span style="mso-spacerun: yes;"> (leads to) </span><b>knowledge </b>(leads to) <b>understanding </b>(leads to) <b>insights</b></i></center>
</div>
<div>
</div>
<br />
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In this equation, information (or data) must be combined and
processed with other knowledge and understanding before it can become an
insight.<span style="mso-spacerun: yes;"> </span>That is where the biggest
challenge (and misunderstanding) is in relation to Big Data.</div>
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<br />
<b style="mso-bidi-font-weight: normal;">Big Data is just a
starting point, not the total answer.</b></div>
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Data by itself only gives you information.<span style="mso-spacerun: yes;"> </span>It’s up to you to translate that data into
knowledge and insights.<span style="mso-spacerun: yes;"> </span>Data describes
what happened when, where, and how and who’s involved. <span style="mso-spacerun: yes;"> </span><br />
<br />
The fallacy of Big Data is that
more information (data) doesn’t mean you can automatically gain more insight about your
business.<span style="mso-spacerun: yes;"> </span>In fact, more data can make it
more difficult to sort and sift the relevant information to truly shape
business insights. </div>
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There are many different directions that can yield business
insights, but if we focus on how to gain better consumer insights, here are some thoughts.</div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 0in; mso-add-space: auto; mso-list: l1 level1 lfo1; tab-stops: 13.5pt; text-indent: 0in;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b><b style="mso-bidi-font-weight: normal;">The best customer insights begin with a
deep understanding of how the business works, from inside out.</b> The secret to building a strong client
relationship is to live their business. During my career, I have been on sales calls with a client’s field salesmen,
and checked at least 1,000 stores to study distribution and shelf placement, ridden a Sunbeam
bread truck at 3 a.m., worked out in a sweat room at Procter and Gamble to
test Secret Deodorant, toured a NAPA brake plant and interviewed NAPA store managers and countermen, conducted blind surveys at mattress stores for Simmons Beautyrest, toured a Slim Jim slaughter house, and baked Papa John’s
pizzas with the founder when he discovered his store manager was sick and went home. </div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0in; mso-add-space: auto; tab-stops: 13.5pt;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0in; mso-add-space: auto; tab-stops: 13.5pt;">
I’m not bragging. It’s something I just felt I needed to do to understand as
much as I could about the brand, the category, the competition, and the
environment in which my clients did business. And it led to a lot of insights and ultimate branding strategies like "The Do-Not-Disturb Mattress", "We Keep America Running", "Strong enough for a man, but made for a woman", and "Better Ingredients. Better Pizza", to name a few.</div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0in; mso-add-space: auto; tab-stops: 13.5pt;">
<br /></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 0in; mso-add-space: auto; mso-list: l1 level1 lfo1; tab-stops: 13.5pt; text-indent: 0in;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b><b style="mso-bidi-font-weight: normal;">Qualitative research is always a good place
to start.</b> Focus groups seem to come in and
out of favor as a marketing tool, but, despite their limitations, they are invaluable for getting up close and
personal to customers and prospects.<span style="mso-spacerun: yes;">
</span>They can identify and expand existing problem areas, as well as gain a
handle on product strengths for your brand as well as your competitor's brand.</div>
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<b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">
</span></span></b></div>
<b>3. Focu</b><b style="mso-bidi-font-weight: normal;">s
your efforts to segment and prioritize your brand's positioning strategy. </b>As the number of brands and the
channels for customer contact increase, segmentation is more important than
ever in helping marketers focus their efforts on current and future
opportunities for growth.<span style="mso-spacerun: yes;"> </span>No brand can
be all things to all people, so it is critical for marketing executives to
understand and segment customer groups in order to invest in the area(s) with the highest potential for
growth.<br />
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<br /></div>
<div class="MsoListParagraph" style="margin-left: 0in; mso-add-space: auto; mso-list: l1 level1 lfo1; tab-stops: 13.5pt; text-indent: 0in;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b><b style="mso-bidi-font-weight: normal;">Map the consumer decision journey and
identify the key touch points that influence brand choices.</b> The traditional concept of a
marketing funnel has evolved into a continuous evaluation of available options
up to and even after the purchase decision has been made and completed.<span style="mso-spacerun: yes;"> The ready availability of customer reviews and peer input has blown the evaluation side of the funnel to smithereens. Importantly, t</span>oday’s consumer needs to be constantly
reassured that they made a good decision, and the concept of brand loyalty has been almost totally discarded in
many business categories.<br />
<br /></div>
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</div>
<div class="MsoListParagraph" style="margin-left: 0in; mso-add-space: auto; mso-list: l1 level1 lfo1; tab-stops: 13.5pt; text-indent: 0in;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b><b style="mso-bidi-font-weight: normal;">Keep a close watch on your competition . . .<span style="mso-spacerun: yes;"> </span>and learn from them.</b> Keeping up with changes in competitive strategy and monitoring new category entries is more important than ever.<span style="mso-spacerun: yes;">
You can learn new benefits and strategic selling points, and s</span>ometimes you learn what you cannot do. It is important to remember that competitive
advantage often starts with simply outmaneuvering your competition.</div>
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<br /></div>
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Of course, these are just starting points for identifying
and using insights to drive key business decisions. In the final analysis, the
winners will be the creative marketers that are not afraid to explore new ideas
and channels.<span style="mso-spacerun: yes;"> </span><br />
<br />
Insights are still driven
by identifying and evaluating options, and having the courage to look ahead,
not behind.</div>
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<br />
<br /></div>
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<span style="font-size: 12.0pt; line-height: 107%; mso-ascii-font-family: Calibri; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri; mso-hansi-font-family: Calibri;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";">
</span></span></span><span style="font-size: 12.0pt; line-height: 107%;">Don
Morgan</span></div>
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<i style="mso-bidi-font-style: normal;"><span style="font-size: 12.0pt; line-height: 107%;">Don Morgan is Blog Editor and a past-president of PSAMA,<span style="mso-spacerun: yes;"> </span>He is Head Rainmaker at </span></i><a href="http://www.raindanceconsulting.com/"><i style="mso-bidi-font-style: normal;"><span style="font-size: 12.0pt; line-height: 107%;">Raindance Consulting,</span></i></a><i style="mso-bidi-font-style: normal;"><span style="font-size: 12.0pt; line-height: 107%;"> a brand strategy and content marketing company.<span style="mso-spacerun: yes;"> </span>He can be reached at </span></i><a href="mailto:dmorgan@raindanceconsulting.com/"><i style="mso-bidi-font-style: normal;"><span style="font-size: 12.0pt; line-height: 107%;">dmorgan@raindanceconsulting.com/</span></i></a><i style="mso-bidi-font-style: normal;"><span style="font-size: 12.0pt; line-height: 107%;"></span></i></div>
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<br /></div>
Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-25410802235808203812017-06-07T12:51:00.000-07:002017-07-27T12:04:22.080-07:00My Take on Building A Better Content Marketing Strategy<!--[if !mso]>
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<br />
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<span style="font-size: 14.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal">
</div>
<a href="https://3.bp.blogspot.com/-S4ioTKp71-s/WThRS40AUjI/AAAAAAAAAsM/JnIEDNoHX90WWc9XFHmQZOTeIJeY4UFIACLcB/s1600/house%2Bof%2Bface%2Bcards.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="331" data-original-width="353" height="299" src="https://3.bp.blogspot.com/-S4ioTKp71-s/WThRS40AUjI/AAAAAAAAAsM/JnIEDNoHX90WWc9XFHmQZOTeIJeY4UFIACLcB/s320/house%2Bof%2Bface%2Bcards.jpg" width="320" /></a><br />
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;">Building a content marketing strategy can be a lot like
building a house of cards.<span style="mso-spacerun: yes;"> </span>You start
with a goal and, hopefully, a plan.<span style="mso-spacerun: yes;">
</span>Then, each card must be carefully positioned and placed for a house to
stand up for the long term.<span style="mso-spacerun: yes;"> </span></span><br />
<div class="MsoNormal">
<span style="font-size: small;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;">If you don’t pay attention to every aspect of the process,
your “house” will fall.</span></div>
<div class="MsoNormal">
<span style="font-size: small;"><br /></span>
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;">To avoid that unfortunate situation, most content marketers
will agree that a great content marketing strategy contains these key elements:</span></div>
<div class="MsoNormal">
<br />
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;"><span style="font-size: 12.0pt;">1. Define your goals – Why are you
creating content and what value(s) are you looking to gain from it?</span></span><br />
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;"><span style="font-size: 12.0pt;">2. Identify and understand your
audience – Who are you creating this content for and how will they benefit from
reading and applying the content?</span></span><br />
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;"><span style="font-size: 12.0pt;">3. Find relevant stories to tell – What
specific and valuable topics will you build your content around?<span style="mso-list: Ignore;"><span style="font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span> </span></span><br />
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;"><span style="font-size: 12.0pt;">4. Manage the process – How will you
structure and manage your content marketing program? Who in your organization will concept and develop content, and how will it be delivered by channel?</span></span><br />
<span style="font-family: "georgia" , "times new roman" , serif; font-size: small;"><span style="font-size: 12.0pt;">5. Measure and adapt your approach – How
will you gauge and optimize your effectiveness and value to the organization?</span></span></div>
<div class="MsoNormal">
<br />
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span mso-bidi-font-style:="" normal="" style="font-family: "georgia quot all five elements are critical" , "but in my experience" , "the most important element of a great content marketing program is i style";">All of these elements are critical, but in my experience the most important one is <i>#2 –
Identify and understand your audience.</i><span style="mso-spacerun: yes;"><i> </i> </span></span>And
that may be harder to do than you think.<span style="mso-spacerun: yes;">
</span></span></span>
</div>
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<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;">Oh sure, you can define your audience, but do you truly understand
them?<span style="mso-spacerun: yes;"> </span></span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;">Here are a few of the key questions to ask if you want to
create the best possible content marketing program.</span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><b style="mso-bidi-font-weight: normal;">How does your
audience perceive the current market environment?</b> Do they know who you are
and what your brand/company stand for?</span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><b style="mso-bidi-font-weight: normal;">What are your
customer’s goals?</b><span style="mso-spacerun: yes;"> </span>If you don’t truly
understand what your customer is trying to accomplish, you won’t know if your
company can help them to accomplish them.</span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><b style="mso-bidi-font-weight: normal;">What are the key
needs your audience has, and how do the prioritize them?</b><span style="mso-spacerun: yes;"> </span>While you may think you understand their
goals and needs, you must look at each customer from their perspective, not
from your own.<span style="mso-spacerun: yes;"> </span>As an example, for some
companies speed of delivery may overshadow quality or price, while others are not
willing to compromise on any of these elements.</span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><b style="mso-bidi-font-weight: normal;">How does your target audience feel about your company?</b> Do they recognize any unique
values that your company has that are important to them?</span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><b style="mso-bidi-font-weight: normal;">How does your target feel about your competitors?</b><span style="mso-spacerun: yes;"> </span>What
strengths do they see for your chief competitors, and what do you need to do to
win them over?</span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><b style="mso-bidi-font-weight: normal;">Most importantly,
what does your audience need to know about your company to choose you over a
competitor?</b><span style="mso-spacerun: yes;"> </span>This is the most
difficult aspect of this entire process, but understanding this is key to
providing content that is relevant to your audience.<span style="mso-spacerun: yes;"> </span></span></span></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><i style="mso-bidi-font-style: normal;">Never forget that the best content is written for your audience, </i></span></span></span><br />
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;"><i style="mso-bidi-font-style: normal;">not
for your brand or company</i>.</span></span></span></div>
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<br />
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;">Much of understanding your audience can be derived from your sales force and other contact points, a well as secondary resources. But sometimes
you may need some primary research to go directly to your audience to ask them
some of those key questions.<span style="mso-spacerun: yes;"> </span> </span></span></span><br />
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;">Whichever
path you choose, you must find that “big idea” that can mean the difference
between a good content program and a great one.</span></span></span></div>
<div class="MsoNormal">
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-family: "georgia" , "times new roman" , serif;">It may be easy to identify who your audience is, but, in many ways, truly
understanding them is much, much harder.<span style="mso-spacerun: yes;">
</span>And if you don’t understand each of your customers attitudes, needs and
goals, you will never create or provide the optimal content strategy.</span></span></span><br />
<br />
<span style="font-family: "georgia" , "times new roman" , serif;">- Don Morgan</span><br />
<br />
<span style="font-family: "georgia" , "times new roman" , serif;"><span style="font-size: x-small;"><i>Don Morgan is past-president of Puget Sound chapter of American Marketing Association, and principal of <a href="http://ww.raindanceconsulting.com/" target="_blank">Raindance Consulting</a>, a brand and content consulting company in Seattle. He can be reached at <a href="mailto:dmorgan@raindanceconsulting.com">dmorgan@raindanceconsulting.com</a>.</i></span></span><br />
<br /></div>
Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-21530984572978382042017-06-03T13:12:00.002-07:002017-06-03T13:12:45.155-07:00 How to ensure proper digital transformation in your company<!--[if gte mso 9]><xml>
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<br />
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<span style="font-family: "arial" , sans-serif; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;"><br /><span style="font: 7.0pt "Times New Roman";"></span></span></span><span style="font-family: "arial" , sans-serif; mso-fareast-font-family: "Times New Roman";"></span></div>
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-vP7F65N4lVA/WTMYC43_dHI/AAAAAAAAArs/hhfjuBu39D8XqqFZrGm9XqyHSIdnjAYtgCLcB/s1600/digital-transformation.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="348" data-original-width="513" height="217" src="https://1.bp.blogspot.com/-vP7F65N4lVA/WTMYC43_dHI/AAAAAAAAArs/hhfjuBu39D8XqqFZrGm9XqyHSIdnjAYtgCLcB/s320/digital-transformation.jpg" width="320" /></a></div>
<br />
<i style="mso-bidi-font-style: normal;">Forbes Magazine</i> predicts that a
complete digital transformation will become the key strategic thrust for most
CEOs in the future. But what is “digital transformation”? </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The term has been used to describe many aspects of how a
company is responding to new technologies and channel strategies.<span style="mso-spacerun: yes;"> </span>It is used to describe everything from a
responsive mobile website to a newly formed social media strategy to a revamped
IT approach. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="mso-spacerun: yes;"></span>In reality, digital
transformation of a company must encompass much more than a single part of marketing
or IT plan.<span style="mso-spacerun: yes;"> </span>It needs to involve all
elements of the business to take advantage of what some have called the
“digital transformation economy of the future”.</div>
<div class="MsoNormal">
According to Forrester, only 27% of today’s businesses have
a coherent digital strategy to perform as a true digital business.<span style="mso-spacerun: yes;"> </span>This number is predicted to double over the
next five years, but companies must embrace the concept of a total corporate
and business transformation now, in order to meet the changing consumer demand
and the continued technological advances that will impact how we buy, sell and
market products and services.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Here are some thoughts on how to begin this process.</div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Digital
transformation will require integrating and consolidating all departments and
functions of a corporation.</b></div>
<div class="MsoNormal">
Marketing, sales and IT must come together to generate a
single vision and strategy for how and why products and services will be
offered and serviced to customers.<span style="mso-spacerun: yes;"> </span>All
investments in IT and other functions must build on and contribute to this
single-minded focus, that is based on optimizing the customer experience both
pre and post sell.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Big data will be the
foundation of creating an optimized customer experience.</b></div>
<div class="MsoNormal">
Successful companies will find a way to harness and use the
massive data that is available to develop new insights on how to personalize
their products and services.<span style="mso-spacerun: yes;"> </span>As new data
sources are discovered, digital transformation will require evaluation and
adoption of new ways to meet customer needs based on these data streams.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">The Internet of
Things (IoT) and artificial intelligence (AI) will be catalysts for expanding
digital interaction between companies and their customers.</b></div>
<div class="MsoNormal">
Forecasters predict that by 2018, there will be more than 22
billion IoT devices impacting over 200,000 new apps and services.<span style="mso-spacerun: yes;"> </span>They also predict that we will see a shift in
focus from gathering and mining data to creating new data streams to support
customers in their buying decisions.<span style="mso-spacerun: yes;"> </span>By
2018, at least 20% of all workers will use “automated assistance technologies
to make decisions, and robots will interact and supervise over 3 million
workers worldwide.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Digital
transformation will demand a culture change to work with new technology and
create a business model change.</b></div>
<div class="MsoNormal">
Simply adapting your current corporate structure will no t
be enough.<span style="mso-spacerun: yes;"> </span>Companies and business
leaders need to rethink how and why they go to market, and how to best
integrate that structure to communicate and interact with customers.<span style="mso-spacerun: yes;"> </span>In a digital economy, a two-way communication
with customers is required as customers control products, services, and
interfaces.<span style="mso-spacerun: yes;"> </span>Shared communications will
demand new business models for many companies, and will require they use social
and other digital media to generate new insights on consumer needs and demands.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Digital
transformation will be a continuous journey, not just tomorrow’s destination.</b></div>
<div class="MsoNormal">
Consumer behavior is constantly changing as new technologies
and systems create new products and service capabilities.<span style="mso-spacerun: yes;"> </span>Companies must recognize and accept that
their long term strategic approach needs to be constantly evaluated and updated
for long term success.<span style="mso-spacerun: yes;"> </span>And how that
understanding will affect their business model and corporate structure will be
the true challenge for digital transformation.<br />
<br />
We must avoid one-off thinking and recognize that true
transformation is a project that will never end.<span style="mso-spacerun: yes;"> </span>That thought can either frighten you, or
motivate you.<span style="mso-spacerun: yes;"> </span>The choice is yours.<span style="font-size: 12.0pt; line-height: 107%;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"> </span></span> </span><br />
<br />
<span style="font-size: 12.0pt; line-height: 107%;">Don
Morgan</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0in; mso-add-space: auto;">
<span style="font-size: 12.0pt; line-height: 107%;">
Don Morgan is Blog Editor and a
past-president of PSAMA,<span style="mso-spacerun: yes;"> </span>He is Head
Rainmaker at </span><a href="http://www.raindanceconsulting.com/"><span style="font-size: 12.0pt; line-height: 107%;">Raindance Consulting,</span></a><span style="font-size: 12.0pt; line-height: 107%;"> a brand strategy and content
marketing company.<span style="mso-spacerun: yes;"> </span>He can be reached at </span><a href="mailto:dmorgan@raindanceconsulting.com/"><span style="font-size: 12.0pt; line-height: 107%;">dmorgan@raindanceconsulting.com/</span></a><span style="font-size: 12.0pt; line-height: 107%;"></span></div>
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<br /></div>
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<br /></div>
Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-85684108222527811982017-05-31T10:06:00.000-07:002017-05-31T10:06:54.192-07:00 How to Define the Role of Marketing in the Firm and the C-Suite<i style="mso-bidi-font-style: normal;">This post is the second in a series that will address the biggest problems that marketers
face today (as identified by AMA). The purpose is to make you think . . . and hopefully help you
address these problems in a new way.</i><br />
<br />
<i style="mso-bidi-font-style: normal;"></i><br />
<div class="separator" style="clear: both; text-align: center;">
<i style="mso-bidi-font-style: normal;"><a href="https://3.bp.blogspot.com/-THtm50kPUNs/WS73ha80LYI/AAAAAAAAArM/kJDjONJIFDA5EjLW-x28m9dpYMr7V6LUwCLcB/s1600/WHEELS%2BAND%2BCOGS.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="403" data-original-width="539" height="239" src="https://3.bp.blogspot.com/-THtm50kPUNs/WS73ha80LYI/AAAAAAAAArM/kJDjONJIFDA5EjLW-x28m9dpYMr7V6LUwCLcB/s320/WHEELS%2BAND%2BCOGS.png" width="320" /></a></i></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<i style="mso-bidi-font-style: normal;"><span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">There is
no doubt that the role of marketing is continuing to evolve, as technology and
consumer behaviors undergo dramatic changes.<span style="mso-spacerun: yes;">
</span></span></i></div>
<i style="mso-bidi-font-style: normal;">
</i><br />
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<i style="mso-bidi-font-style: normal;"><br /></i></div>
<i style="mso-bidi-font-style: normal;">
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">So it
stands to reason that the marketing function must grow in both
its function and its perception, and then be given more prominence and
authority in the C-sui9te.</span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">Unfortunately, marketing has often been ill-defined
and given a narrow role in many organizations. In some, marketing is solely focused on external advertising, brand management,
and research, while in others, the term marketing is used only in their sales department.</span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">.</span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">In still other organizations, marketing’s role is as an adjunct to sales, and its function is to communicate via
outside channels and provide insight on customer attitudes.<span style="mso-spacerun: yes;"> </span>And then to merely transmit that information and
insight to sales.</span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">In order to gain influence and earn
a seat at the executive table, marketers must become customer experience
experts who understand and contribute to how the entire organization functions.
If we continue to limit our role to one of just communication, or as an in-house
agency to sales, we won’t be able to transform organizations or the way
marketing operates.</span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">As more than one author has noted, now
is the time that we shift from describing the value of the products or services
that our company sells to creating value through the work that we do. That is
an admirable goal for marketing, but how do we begin to accomplish it?</span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">Tomorrow’s marketers must create value for all departments within the organization by understanding how
new consumer buying behaviors affect all aspects of the corporation.</span></b></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">Companies will not succeed long term
without understanding and heeding the voice of their customers.<span style="mso-spacerun: yes;"> </span>Tomorrow’s marketers must be able to not only
listen to their customers, but provide insight on how their behavior impacts product
development and improvements, business models, selling strategies, cost
structures, technology needs, etc. .<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">Tomorrow’s marketer must be a collaborator that understands
and impacts content, channels, and data analysis.</span></b></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">The Chief Marketing Officer must
wear many hats.<span style="mso-spacerun: yes;"> </span>He must be the internal
“voice of the consumer’ and ensure that and external communications are
providing relevant <i style="mso-bidi-font-style: normal;">content </i>via the
right <i style="mso-bidi-font-style: normal;">channels </i>while gathering,
analyzing, and using consumer attitude and usage <i style="mso-bidi-font-style: normal;">data</i> to update and evolve marketing programs.</span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">Most importantly, tomorrow’s marketers must gain visibility and internal prestige by educating the company on the needs and wants of the customer.</span></b></div>
<div class="MsoNormal">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;">One way we can do this is by identifying the most
profitable customer segments, and defining how their buying behavior can be
capitalized on by other departments and functions.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;"><span style="mso-spacerun: yes;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "arial" , sans-serif; font-size: 12.0pt;">Senior marketing executives
must be seen as business leaders, not just marketing leaders.</span></i> </span></span></b><span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;"> </span></div>
<div class="MsoNormal">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;">Tomorrow's marketers must demonstrate a strong profit-and-loss focus to illustrate
how marketing activity fits with the overall business objectives of the
corporation.<span style="mso-spacerun: yes;"> </span>It is essential for
marketing to use their consumer knowledge to become an integral part of all
decision-making within the organization.<span style="mso-spacerun: yes;">
</span></span><span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;"></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;">In today’s fast-paced economy, every dollar needs to work
as hard as it can, and marketing, in particular, is under tremendous pressure.<span style="mso-spacerun: yes;"> </span>We need to not only demonstrate that we understand
the need for accountability, but we must show how our actions impact the bottom
line.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;">Accountability is the key to credibility and a seat at the
executive table.<span style="mso-spacerun: yes;"> </span>And unless marketers
can demonstrate their value to the corporation beyond its current limited
viewpoint, we will continue to be nothing more that another cog in the corporate
wheel.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "arial" , sans-serif; font-size: 12.0pt; line-height: 107%;">Shouldn’t we be the driver and not just a cog?</span></div>
</i>Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-54006884180301814992017-03-20T12:04:00.000-07:002017-03-20T12:08:11.114-07:00How to target high-value sources of growth<!--[if gte mso 9]><xml>
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<br />
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<span style="font-size: 14.0pt; line-height: 107%;"></span></div>
<i style="mso-bidi-font-style: normal;">This post is the first
of a series that will address the biggest problems that marketers
face today (as identified by AMA). The purpose is to make you think . . . and hopefully help you
address these problems in a new way.</i>
<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A couple of years ago, I heard an interesting talk from Lars
Wulff, CEO of Mud Bay at a PSAMA South Sound meeting.<span style="mso-spacerun: yes;"> </span>Lars told us the story of how he and his sister
have led the growth of their company from one store to twenty-five, with plans
to add 4-5 more stores in the coming year.<br />
<br />
<b style="mso-bidi-font-weight: normal;">Start by asking the right questions.</b></div>
<div class="MsoNormal">
Lars began his talk by asking the audience some questions -
who owns pets? who has ever shopped at a Mud Bay store? Who considers Mud Bay
their primary pet store choice? He then asked the most important question
– why? </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Lars reminded me of Simon Sinek, author of "Start with
Why", one of the best approaches to business and leadership I have ever heard. Simon believes that “People don’t buy you make . . .<span style="mso-spacerun: yes;"> </span>they buy why you make it”. He cites Apple
as a great example of understanding that most companies tell you what they do,
and how they do it.<span style="mso-spacerun: yes;"> </span>But the key to
success is to answer “why they do it”.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span>If you don't know Simon Sinek, take the next few
minutes to view this condensed explanation of how innovative companies differentiate and
grow their business and how great leaders inspire action.</div>
<div class="MsoNormal">
<br />
<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/IPYeCltXpxw" width="560"></iframe></div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">Find a niche and own it.</b></div>
<div class="MsoNormal">
I have always believed that your positioning strategy must
be unique, believable, relevant and true.<span style="mso-spacerun: yes;">
</span>In today’s hyper-competitive, global marketplace, unique becomes the
true differentiator.<span style="mso-spacerun: yes;"> </span>With so many
options to choose from, and the ease of buying through e-commerce, without a
unique niche, you are primarily competing on price or availability.<span style="mso-spacerun: yes;"> </span>And neither of those strategies is
sustainable in the long term.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Focus on
serving your customer.</b></div>
<div class="MsoNormal">
During his low-key, interactive presentation, Lars Wulff was
interrupted several times with questions, and one of those questions was 'Have
you considered other growth avenues beyond simply opening new
stores?". His response was immediate and genuine.<span style="mso-spacerun: yes;"> </span>He replied “I am planning a session with my
key management team to explore ways to enhance the customer experience, and
that will determine any new directions we move".<br />
<br />
Notice that he didn't say we will "<i>explore ways to grow the
business</i>". His response was to look for "<i>ways to enhance the
customer experience</i>".<br />
<br />
What a great way to approach business and growth! Every company wants to
grow. How many approach growth from the customer's perspective? How
many companies have made missteps because they added new services instead of
customer benefits to grow their business? How many agencies have added
new services or digital marketing departments or capabilities to "enhance
their customer's experience" vs. just to gain more revenue?<br />
<br />
Lars had a lot of good things to say about the importance of understanding and
maintaining a consistent and strong corporate culture. And the necessity
of having a differentiating benefit that would build customer loyalty.<br />
<br />
But the real strength of his organization is his basic approach to business
growth "How do we enhance the customer experience?"<br />
<br />
In a world with so much competition and so many options, asking the right
questions, finding your niche and focusing on your customers can be the
difference between success and failure.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
</div>
<div class="MsoNormal">
</div>
<div class="MsoNormal">
</div>
<div class="MsoNormal">
<span style="mso-spacerun: yes;"></span>Are you asking the
right questions to identify those high value targets? Isn't that a good place to start?</div>
Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-44681556029946148252017-03-07T11:33:00.000-08:002017-03-07T17:48:33.381-08:00From CRM to CEM : The Importance of Customer Experience Management<!--[if gte mso 9]><xml>
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<br />
<div class="MsoNormal" style="line-height: normal;">
<span style="font-size: 14.0pt; mso-bidi-font-family: Arial;"></span><span style="font-size: 18.0pt; mso-bidi-font-family: Arial;"></span><span style="font-size: 14.0pt; mso-bidi-font-family: Arial;"></span></div>
<div class="MsoNormal">
In today’s competitive marketplace, managing customer
relationships is critical to a company’s profitability and long-term success.
To become more customer-focused, sales managers, IT professionals, and
marketing executives must understand how to build profitable relationships with
each customer and how to make everyday managerial decisions that increase the
value of a company by increasing the value of the customer base. The goal is to
build long-term relationships with customers and generate increased customer
loyalty and higher margins.</div>
<div class="MsoNormal">
Managing customers used to be much simpler.<span style="mso-spacerun: yes;"> </span>A business-to-business (B2B) company had a
smaller contact database within defined geographic boundaries, and key sales executives
often knew many of their customers, or at least their best customers, by name. The
Internet has made geographic limitations a thing of the past, and that has
created a need for a different management style and marketing practice. If you
market to a broader audience as a business-to-consumer (B2C) company, it was
certainly more difficult than B2B, but since you controlled the communications
flow and content, you still felt in control.</div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">Customers today are
in control of your company -- whether you like it or not</b>. </div>
<div class="MsoNormal">
<div style="text-align: left;">
<i>"The Consumer Is In Charge" says Kaiser
Permanente CIO</i></div>
<br />
<i>"Consumers and their demands are in charge of business" says
Frito-Lay’s senior vice president and chief marketing officer.</i><br />
<br />
<i>“Today, the customer is in charge,” said SrVP for marketing at Wal-Mart
Stores, </i></div>
<div class="MsoNormal">
Statements like these are being made at almost every
marketing meeting today.<span style="mso-spacerun: yes;"> </span>In truth, the
customer has always been in charge from a purchasing standpoint, but today
customers also play a major role in the communications flow and content.</div>
<div class="MsoNormal">
When you think about how to describe the ideal business
model, a well-oiled machine with all parts running smoothly and in harmony, maintained
by a skilled staff and overseen by competent and passionate management comes to
mind. </div>
<div class="MsoNormal">
Unfortunately that model is less and less a reality in
today’s digital economy. A modern company, today, is more like riding in a super-fast
sports car, with the customer at the wheel.<span style="mso-spacerun: yes;">
</span>They are probably driving faster than you are comfortable with, and you
are not really sure where they are going. And a host of back-seat drivers are
trying to convince them to change directions. </div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">A breakdown in
customer loyalty has destabilized the old business model.</b> </div>
<div class="MsoNormal">
Even for a company with reliable products, pricing, and customer
service, customer loyalty is no longer a given. With the easy availability of
information-sharing and competitive options now available to consumers, you are
always in danger of losing a customer to a competitor down the street, or
halfway around the world.</div>
<div class="MsoNormal">
In the past, many companies could rely on loyalty out of
sheer convenience. If you wanted a bank account, for example, you went to the
branch closest to your home or office. Not anymore.<span style="mso-spacerun: yes;"> </span>You can bank with somebody in Ohio or Florida
as easily as the bank across the street.</div>
<div class="MsoNormal">
Loyalty is now driven by a company's interaction with its
customers and how well it delivers on their expectations before, during, and
after a purchase. If a customer feels like you did not deliver a service that
was expected, they won’t come back and buy from you again. And if they express
their dissatisfactions via social media, they may reach hundreds or thousands
of potential customers with their complaints. </div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">Customer Relationship
Management (CRM) as a concept has been around for a while, but has primarily revolved
around using software to solve specific issues. </b></div>
<div class="MsoNormal">
For many marketers, CRM has become the use of technology and
software to solve a particular issue or to increase speed and, hopefully,
accuracy of response. Sales force automation programs can develop detailed
analyses of sales promotions, automatically track a customer’s account history
for repeat or future sales, streamline sales cycles, and measure and score
leads.</div>
<div class="MsoNormal">
Today, instead of using a conventional Excel-type spread
sheet, many marketers have found that a good CRM lead management program allows
your company to better manage leads as well as prospects from the time of
initial capture of interest until the sale is closed. For a company to be successful
it must manage and take advantage of every sales opportunity that comes its way
and CRM software can provide company with a number of important benefits.</div>
<div class="MsoNormal">
Other common CRM software tools help companies stay more
competitive by helping them make more accurate forecasts, manage orders more
effectively and efficiently by streamlining the process and cutting down on
paperwork, and provide more information and insight for cross-selling and
up-selling. </div>
<div class="MsoNormal">
But managing customers is more than just improving your
customer interaction speed or accuracy. In a world where customer expectations
have become customer demands, you must manage the total customer experience,
not just a part of it. </div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">Customer Experience
Management (CEM) has become today’s marketing requirement, not just this week’s
buzzword.</b></div>
<div class="MsoNormal">
While there is a clear reason to support the concept of CEM,
that is still a great deal of confusion about what it really is.<span style="mso-spacerun: yes;"> </span>As more agencies and consultancies claim
expertise in the area, an understanding of the basic differences relative to
CRM becomes necessary.</div>
<div class="MsoNormal">
It is believed that the term “Customer Experience
Management” was coined in 2003 by Bernd Schmitt in his bestseller, <i>Customer
Experience Management: A Revolutionary Approach to Connecting with Your
Customers.</i><b> </b><span style="mso-bidi-font-weight: bold;">Schmitt defined CEM as
“the process of strategically managing a customer’s entire experience with a
product or company.<span style="mso-spacerun: yes;"> </span>It represents the
discipline, methodology and/or process used to comprehensively understand and
manage a customer’s cross-channel exposure, interaction and transaction with a
company, product brand or service.”</span></div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">CEM starts with a
multidimensional understanding of your customer.</b></div>
<div class="MsoNormal">
This depth of understanding goes well beyond an analysis of
demographic data, and must also include cultural, sociological, and behavioral
insights.<span style="mso-spacerun: yes;"> </span>The more you can define the
needs, wants, and expectations of your customers the better able you will be to
develop audience segmentation strategies and prioritization of your key
prospects.<span style="mso-spacerun: yes;"> </span>Customer understanding
becomes the primary driver in shaping your business approach.</div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">Cross-channel or multi-channel
consistency becomes a critical ingredient in managing the experience.</b></div>
<div class="MsoNormal">
Your customers don't see the company as a marketing
department, a sales force, or a contact center; they see it simply as one
brand. One bad experience with one channel reflects on the entire company.
Additionally, as customers become more comfortable interacting with your brand across
a variety of media -- website, email, phone, etc. -- they become more likely to
switch back and forth between channels, even when trying to resolve a single
issue. For example, if a customer emails the sales department with an inquiry
and follows up with a call to the customer service line, she expects this to be
a continuation of one effort, not two separate ones. When answering the call,
the company should know about the email. This is not possible unless channels
are open and integrated. </div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">CEM must become an
integral part of training at all touchpoints.</b></div>
<div class="MsoNormal">
With the level of information sharing now available to
consumers, what might have been a minor mistake can become a major
blunder.<span style="mso-spacerun: yes;"> </span>A rude or inattentive waiter,
or someone just having a bad day, can ruin a restaurant’s reputation through
peer review sites like Yelp and Urbanspoon.<span style="mso-spacerun: yes;">
</span>Customers are expecting a great experience at every interaction with a
company, and companies that fail to realize this, and establish programs and
practices to promote that experience will be left behind.</div>
<div class="MsoNormal">
<br />
<b style="mso-bidi-font-weight: normal;">Many companies say
they understand the importance of managing the customer experience, but
privately question its value in relation to ROI.</b></div>
<div class="MsoNormal">
<i style="mso-bidi-font-style: normal;">The 2014 Customer
Experience ROI study</i> from Watermark Consulting makes a strong case for why
every company should make customer experience a major focus.<span style="mso-spacerun: yes;"> </span>Their 7-year study of stock market
performance of Customer Experience Leaders (top-ten rated public companies in
Forrester Research’s 2007-2014 Customer Experience Index studies) shows they
outperformed the broader market over that period, generating a total return
that was 26 points higher than the S&P 500 index.<span style="mso-spacerun: yes;"> </span>Customer Experience Laggards (Bottom-ten
companies in Forester studies) actually posted a negative return during this
period when the broader market rose sharply.</div>
<div class="MsoNormal">
The Customer Experience Leaders identified in this study
have four basic principles they follow to create and maintain a positive
customer experience:</div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="mso-bidi-font-family: "Trebuchet MS"; mso-fareast-font-family: "Trebuchet MS";"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><b style="mso-bidi-font-weight: normal;">They aim for more than just customer
satisfaction, they look for brand advocates and loyalty.</b><span style="mso-spacerun: yes;"> </span>Customers that are merely satisfied are less
likely to drive business growth through referrals, repeat purchases, and
reduced sensitivity to price than brand advocates.</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="mso-bidi-font-family: "Trebuchet MS"; mso-fareast-font-family: "Trebuchet MS";"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><b style="mso-bidi-font-weight: normal;">They
focus on ways to surprise and delight their customers beyond the basics</b>.<span style="mso-spacerun: yes;"> </span>They execute on the basics by minimizing
customer frustrations and annoyances, and add something extra to the equation
that customers appreciate.</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="mso-bidi-font-family: "Trebuchet MS"; mso-fareast-font-family: "Trebuchet MS";"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><b style="mso-bidi-font-weight: normal;">They
understand that great experiences are intentional and emotional.</b> They
strive to make sure every touchpoint addresses a rational expectation, but also
stirs emotions in a positive way.</div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<span style="mso-bidi-font-family: "Trebuchet MS"; mso-fareast-font-family: "Trebuchet MS";"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><b style="mso-bidi-font-weight: normal;">They
recognize and appreciate the link between the customer and employee experience.</b><span style="mso-spacerun: yes;"> </span>It should not come as a surprise to know that
happy, engaged employees help create happy, loyal customers.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The competitive opportunity from CEM cannot be denied.<span style="mso-spacerun: yes;"> </span>Product innovations can be copied; advances
in technology can be easily matched; price differentiation is not sustainable
in a world where sourcing is universal and new companies are formed every
day.<span style="mso-spacerun: yes;"> </span>A company’s ability to deliver an
experience that sets it apart in the eyes of its customer is a marketing
strategy that you can control, not your competitors.<span style="mso-spacerun: yes;"> </span>That’s why companies must move beyond
customer relationship management to a broader approach of managing the customer
experience.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div align="right" class="MsoNormal" style="text-align: right;">
<span style="font-size: 9.0pt; line-height: 115%;">©2016.<span style="mso-spacerun: yes;"> </span>RAINDANCE
CONSULTING.<span style="mso-spacerun: yes;"> </span>ALL RIGHTS RESERVED.</span></div>
Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-58293109018008639712016-10-08T07:17:00.002-07:002016-10-08T07:17:54.046-07:00In today's multi-channel marketing world, branding basics have not changed<span style="font-family: arial;">Today's digital marketplace has more channels, but smart marketers know that the basics of branding have not changed. So here is a quick reminder of some of those basics to remember.<br /></span><span style="font-family: arial;"><strong>1. Building a strong brand identity still starts with knowing three basics - your target, your competition and the benefit(s) you offer that target in relation to your competitors.</strong>No matter how complicated or crowded the market is is channels or competitors, this is always the best place to start. I call it the "positioning triangle", and it is still the best way I have found to understand how to build your brand. </span><br />
<br />
<span style="font-family: arial;">The first step in building your brand is to know your target audience, who they are and who they think they are. That's not always the same thing.</span><br />
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<span style="font-family: arial;">Then you must identify who your major competitors are, and the major benefit that audience. And you must also know more than the functional benefit of your product or service, but also the emotional benefit your brand delivers. Understanding and delivering on the emotional value your brand offers is the long term key to success.<br /><br /><strong>2. Building a strong brand identity still means aligning your external messaging with internal awareness and action.</strong>
An important part of a strong branding strategy is to ensure that your
internal audiences are in sync with your external communications. Too
many marketers fail to nurture an internal awareness and passion for
that external promise. One great example of this are banks who want you
to believe they are friendly, but don’t deliver. When was the last time
you saw a branch manager rush out of his chair to greet you? Or had a
teller stop and smile and ask how you are doing today? Now I am sure
that there are some friendly tellers and managers out there, but if your
brand strategy is “we’re friendly and we care about you”, then your
customer interactions must live up to that claim. All day and every day.
If the expectations you create aren’t delivered, you may lose a
customer for life.<br /></span><span style="font-family: arial;"><strong>3.
A good branding strategy still addresses these four elements – it is unique; it is believable; it is relevant; and it is true.</strong></span><span style="font-family: arial;"><strong>• Strong brands still must offer something unique or differentiating to their customers.</strong>Most
business categories have too many choices. Customers need to see you as
not merely a good choice, but the best choice to meet their needs. The
challenge of a good branding strategy is to find out what makes you unique, and then communicating that difference to your key target audience(s).<br /></span><span style="font-family: arial;"><strong>• Strong brands must still make claims that are believable to their audiences.</strong>Customers
should have permission to believe that your brand promise can be met.
Today’s consumer is more knowledgeable . . . and more skeptical, than
ever. Make sure you can give them enough logical rationale to justify
their brand decision, before, during and after the purchase decision.<br /></span><span style="font-family: arial;"><strong>• Strong brands must still be relevant to be considered.</strong>This
seems obvious, but this is often missed by marketers who forget to ask
these basic questions. Does this really matter to my customers? Is this
the most motivating way to present my brand? Being relevant becomes essential in a world with so many choices and opportunities.</span><br />
<span style="font-family: arial;"><br /></span><span style="font-family: arial;"><strong>• Strong brands still make sure that what they promise to deliver is true.</strong>Making
an unsupportable claim may get you a one-time sale. But if you don’t
live up to that claim, you will probably lose that customer. Plus all of
the others they will tell about their bad experience. A Yankelovich
study found that, on average, people with a positive experience tell
three others, while people who have a bad experience tell eight. With
the Internet’s easy access to thousands of potential customers, a bad
experience can be devastating.<br /><br /><br />Today's multi-channel, digital world has changed how we go to market. But, it has not changed those basics of how to build a brand. Whatever you do with your
brand, remember this: Brands that thrive reflect their core culture and
unique character, solve relevant needs, and provide a consistent
experience for their customers.<br /><br />Good luck with your branding development. I hope these thoughts help you along the way!</span>Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-14776372366379058712016-10-03T16:41:00.001-07:002016-10-03T16:41:50.938-07:00THE EIGHT DUMBEST MISTAKES AGENCIES MAKE IN NEW BUSINESSFor over 30 years, I’ve been directly involved in new business development for advertising<br />agencies on a national, regional and local level. So I’ve learned a few “tricks of the trade”<br />over the years, and along the way have led teams that won over $200 million in new billings.<br /><br />
At the same time, I’ve learned that there is no magic, one-size-fits-all answer to winning<br />new business. There are a lot more than eight major mistakes in the new business world, but I’ve broken it down into the eight most common and correctable mistakes agencies make in planning and prospecting.<br />
<b><br />1. They don’t start by identifying their agency’s strengths and weaknesses.</b><br />Too many agencies waste a lot of time, effort and resources chasing business that they have little to no chance of winning. There are a lot of good agencies out there, and they all look alike to a certain degree to prospects. So marketers often look for reasons to eliminate you from the review, not include you. If you don’t have the right experience, the right personnel, the right location, the right reputation, or whatever they think they want from an agency, then you are wasting your time, effort and resources.<br />
<b><br />2. They don’t have a positioning strategy that will separate them in the prospect’s mind.</b><br />There are too many agencies out there fighting for the same prospect’s attention. And most agencies have dropped all of their size criteria to chase just about everything on the planet. So if your agency doesn’t stand for something, you’re toast. And in today's marketplace, you must own a niche, or even a niche within a niche, to be considered.<br />
<br /><b>3. They don’t develop a realistic target prospect list.</b><br />The two most obvious barriers that prospects use to eliminate an agency from<br />consideration are size and experience. Size becomes an easy reason to say no. Most<br />prospects don’t want to be the largest, but they want to be important enough to feel like<br />they will get top management attention. They don’t want the agency to be dependent on<br />their income in case they want to make a change. And they certainly don’t want to be the smallest for fear of being treated as a second-class citizen. Geography used to be another major elimination factor, but in today’s world of instant communication and Internet data transfer, it’s not as important as it used to be.<br />
<br /><b>4. They don’t have top management buy-in to make the necessary investment to be<br />successful.</b><br />Unless your most senior management agrees to fund and participate in an aggressive new<br />business program, your chances for success go down dramatically. Please notice that I said<br />fund and participate. If you don’t invest dollars in a new business program, you’re facing an uphill battle. But a dumb mistake that many agencies make is that the most senior executive(s) are not an active part of the new business development program. Clients want to feel that they are getting the most experienced to work on their business. And they want to feel important enough to warrant more than a token effort from the boss.<br />
<br /><b>5. They rely on over-the-transom prospecting instead of developing and executing a<br />proactive, awareness-building new business effort</b>.<br />The mega-agencies and the creative powerhouses can rely on prospects to call them. But for most agencies, if you don’t have a good, proactive prospecting effort, you will be unable to sustain growth (or grow beyond your local sphere of influence). There are a lot of ways to run a new business program, but the most important is simply to gain awareness among the prospects that you exist.<br />
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<b>6. They don’t have a well-rehearsed, professional presentation team.</b><br />Too many agencies make the mistake of taking the department head (or even worse<br />whoever is available at the time) and putting them on the new business pitch. If your<br />presenters have a major defect in their presentation style, or content, or simply their<br />personality they will doom the agency to failure in the pitch. How many times has an agency brought a department head to a new business pitch, only to have that person give a terrible presentation?<br /><br /><b>7. They don’t have a social media strategy to stay top-of-mind with clients and prospects..</b><br />Many agencies talk a good game when discussing the need for a social media strategy that keeps a company top-of-mind in the industry, but then have an agency blog or Twitter account that has a year-old post as the latest entry. If you tout the value of any marketing tool to a client, and don't take advantage of that tool, then you risk coming across to a prospect as either lazy, dumb, or worst of all, full of b.s. None of those will win business.<br /><br /><b>8. They don’t understand that unless you have a relationship with a prospect, your<br />chances of success go down dramatically.</b><br />Client’s don’t want to make a risky decision. So most will tend to make the safe decision, whether it is the best one or not. When I look back over the years at all of new business pitches I have made, the one constant when I didn’t succeed was when we had no real relationship with the prospect prior to the pitch. Sometimes the agency reputation and/or category experience got us through the RFP and into the finals, but if we didn’t have some personal or professional bond established at some level, we didn’t win the business.<br />You win new business before the pitch, not during the pitch. That means you should be meeting with the prospect, talking with the prospect, sharing ideas with the prospect, building a relationship with the prospect before the pitch. People hire people they know and trust before they hire people that may not be in sync with their thinking.<br />
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There are a lot of other mistakes that agencies make on a regular basis. So I will simply leave you with this thought. At this very moment, you can bet that some other agency is trying to build a relationship with one or more of your clients. And if you are like most agencies, 25-30% of your business will leave after two years, no matter how good you think the work is that you are doing for them.<br />
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So new business is not only important, it is vital for your continued growth as an agency.<br />Do you really want to keep making the same dumb mistakes in your new business program?Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-9819923439750341512014-04-22T12:13:00.000-07:002014-04-22T12:13:56.932-07:00Content Without A Solid Strategy is Just "Stuff"I've just been reading the April 2014 issue of <i><b>Chief Content Officer</b></i> magazine, and this month's editorial from editor, Joe Pulizzi, struck me as something important for agencies to consider when approaching clients or prospects.<br />
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His editorial references that wonderful George Carlin stand-up routine about "stuff". We spend our lives collecting "stuff". A house is a place to keep your "stuff" so you can go out and buy more "stuff". We buy bigger houses so we can collect more "stuff".<br />
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I have had several clients ask me recently to help them develop content, but none of them had a formal (or even informal) strategy for that content. They wanted to produce more content because they need fresh ideas and more "stuff".<br />
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As Joe discusses in his editorial, when the web came along, companies filled their website with "stuff". And the thought was "the more stuff we can put on the website, the more chance we have to sell the stuff we have".<br />
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And before long, companies found new ways to talk about their stuff, through blogs, white papers, YouTube videos, Facebook, Twitter, Pinterest. They put out a lot of "stuff", without a clear plan on how to organize and use it to provide real information or value for their customers. It's mostly about their "stuff" and why you should buy it.<br />
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<b>Nine in 10 companies budget for and create content, but the majority have no documented strategy for why they are creating all that content stuff.</b><br />
<br />It seems to me that this is where agencies could provide a great service to clients. If we can help them move away from creating, publishing and sharing for the sake of the stuff, and focus on content that supports their strategy, we can perform a real service. To our clients,and to their customers.<br />
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We all know that good branding begins with a strategy. Why in the world wouldn't we have a documented plan for creating content? If we can help our clients to plan and produce creative content that informs and entertains their target audience, and provides a real service to that audience, we can be heroes.<br />
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And maybe create a little less stuff in the process.<br />
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In case you don't remember that Geoge Carlin routine, here it is. I miss that guy.<br />
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<iframe width="420" height="315" src="//www.youtube.com/embed/MvgN5gCuLac" frameborder="0" allowfullscreen></iframe><br />Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-46135909560954064972014-03-10T13:02:00.000-07:002014-03-10T13:02:05.587-07:00Six Tips for Building a Better New Business Prospect ListInterestingly, I have gotten two calls in the past week from agencies asking for advice on prospecting. Both are facing similar situations of being a smaller niche player within a larger organization, and were seeking advice on how to be more effective in their prospecting efforts.<br /><br />
I started by discussing a basic re-definition of the role agencies can play to differentiate themselves. Many clients today are simply overwhelmed by the increasing complexity and fast pace of change. They know they need to be doing more things like social media, mobile marketing, content marketing, SEO/SEM, etc., but they need help in figuring out how to manage their marketing programs. The winning agencies today are ones that can help their clients sort through and identify where to focus their efforts. And then, give them the insights and solutions to build a bridge between their product or service and their customers.<br />
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The challenge many agencies face are to develop a prospect list to pursue. In addition to the basics of understanding your strengths and weaknesses, here are six tips I gave to those agencies on how to develop that list:<br />
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<b>1. Focus on business categories to identify insights and work the category, not the individual company. </b>Insights don't just happen, they take work. So my advice is to identify a category to pursue, and then work multiple clients within that category. That way, you can scale the effort you make to understand issues, trends, and pain points within a category.<br />
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<b>2. Become known as a thought leader in the category you want to develop</b>. I am a big believer in the power of white papers, but other tools like developing a blog on that topic and guest blogging are also helpful, Try to establish a relationship with a trade publication or local newspaper columnist to write articles, or comment as an industry expert to gain some notoriety as a category expert.<br />
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<b>3. Get noticed - develop a research study and/or write a speech and present to business audiences.</b> A tried and true PR tactic has always been to develop a survey and then publish it to gain notice. A few years ago, I developed a presentation on customer service and titled it "Seven Ways to Piss Off a Client". I'm sure the unique focus of the title helped, but it was based on findings from a study I did on why clients fall out of love with their agency and eventually fire them. Even though the speech was written specifically from an ad agency viewpoint, the principles held true for any service business, and I gave that speech to more than twenty-five ad clubs, but also to Kiwanis and other business associations around the South. <br />
<b><br />4. Get involved - volunteer for a leadership position in a marketing or local business association. </b>A great way to add to your awareness as well as your expertise in a particular category is to get involved with local business clubs and associations. When I moved to Seattle a few years ago, I did not know anyone in the business community. Now, as president of the Puget Sound American Marketing Association, I am visible as a host for our events, write and edit the association blog, and am building awareness for me and my consulting company. And, I'm getting calls for new business projects.<br />
<b><br />5. Become an active participant on social media - LinkedIn groups are great for this.</b> A great way to establish awareness and build a reputation for you and your company is to become an active participant in social media. I write for two blogs, but I also comment regularly on other blogs. I often start conversations on one of my LinkedIn groups, and always link to an article or blog post (not always my own, by the way). A great way to build followers is to curate industry articles and post or re-tweet them. My only caution here is to make sure you are providing legitimate information, and not just plugging yourself or your company.<br />
<br /><b>6. Re-purpose your speech or research content - Slideshare, LinkedIn, blog posts, commenting on other blogs.</b> Is great content really great if no one reads it? Make sure they do by re-purposing as many ways as you can. If you develop a presentation,you can take that same material and post it on Slideshare, link to a blog post. re-write as a white paper or Tweet with a link. Be sure to use keywords in the title to improve your SEO, because anything that is published can be found by somebody at some point. I still get comments and questions on pieces I wrote years ago.<br />
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Now go out there and get some new business!<br />
<br />Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-72301202038821881902013-11-08T15:56:00.000-08:002013-11-08T15:57:47.922-08:00Do You Know Enough About Our Client’s Business To Provide Insights And Solutions?While sorting through and cleaning up some old files, I ran across this email that I sent to my staff a few years ago. The purpose was to inspire them to provide better service and better communications solutions to our clients. The thoughts in this memo are still truths for any advertising. public relations or marketing services agency, so I hope you can gain something from reading this.<br />
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Memo to Staff:<br />
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A few years ago, we drafted a statement of purpose for the agency. We said that our goal is to be <i>an indispensable source of insights and communications solutions to help our clients meet their business objectives.</i>
In every new business presentation we make, that statement is displayed prominently and discussed at length. It’s something we use to set our agency apart from other agencies. And it does.<br />
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A quick review of other agencies around town reveals these statements of purpose for some of our chief competitors – “we create ideas for clients who believe in the power of inventive thinking”; “art that inspires action”, and “the critical stage agency” (whatever that means). I don’t mean to put down what other agencies say is their reason for being. But I do think our statement of purpose is more direct and more powerful in what it says about us to a client or prospect.<br />
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What we are saying is that we provide something to help our clients grow their business – insights and communications solutions. Webster defines insight as “the ability to see and understand clearly the inner nature of things”. Think about that. We’re promising to go beyond the obvious and find out something special about our clients and their business.
To provide insight, we’ve got to truly understand our client’s business. And that leads me back to my original question. <b>Do we know enough about our client’s business to provide insights and solutions?</b><br />
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According to a recent survey among senior-level client people, that’s the number one complaint clients have with their agency. In the survey by Citigate and GfK Custom Research, “C-suite” executives were asked to judge the agencies that handle their advertising, public relations and marketing services. The biggest gripe (voiced by 42% of respondents) was that the agencies “fail to demonstrate an understanding of their business.”
That’s a pretty damning statistic! Almost half of the clients’ key decision makers think their agency doesn’t really understand their business. By the way, these same executives had other complaints about their agencies. Thirty-six percent said that agencies make them feel like they are “just another number” without giving them enough attention. Other common complaints: agencies are too expensive (33 percent), lack creativity (32 percent) and don’t provide the right staff (25 percent).<br />
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<b>These are also important things to know about how clients feel about their agencies. But I really want us to focus on the “understanding their business” issue, because that is what can separate us from other agencies. </b><br />
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I’ve always felt that the secret to building a strong client relationship is to live their business. During my career, I’ve ridden a Sunbeam bread truck at 3 a.m., worked out in a sweat room at Procter & Gamble to test Secret Anti-Perspirant, toured a NAPA brake plant, picked oranges for Florida’s Natural, worked in a Slim Jim slaughter house, and baked Papa John’s pizzas with the founder at 11 p.m., to name a few clients I’ve worked on. I have been on sales calls with a client’s field salesmen, and checked at least 1,000 stores to study distribution and shelf placement.
I’m not bragging. It’s something I just felt I needed to do to understand as much as I could about the brand, the category, the competition, and the environment in which my clients did business.<br />
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And, to be truthful, much of the time I really hated it.
But I did learn a lot about the client’s business from the ground up. And, more importantly, I gained a respect from the client that paid off when I made recommendations on their communications strategies. If I could gain some understanding (and insight) from my inside look at their business, I had the credibility because I had been there.<br />
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Now I’m not saying that everyone should run out and sell Lottery tickets at 7-11. Or work at a jewelry store. Or plow a 40-acre field. But we can all do something to gain a greater understanding (and insight) into our client’s business.<br />
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How many of us read the newspaper every day and study the advertising? How many of us sort through all of the direct mail we get at home to be on the lookout for competitive mailings. Or for any really creative ideas that we might be able to adapt for our clients.
How many of us are using the Internet to stay on top of category and general marketing trends?<br />
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Every day, I get e-mail news alerts and RSS feeds from key trade publications, major bloggers, AMA, Marketing Profs, TrendCentral, Forrester, McKinsey, AAAA SmartBrief and NRF SmartBrief. I’ve usually not looking for anything special. I’m just looking to see if anything pops up that will make me smarter about our client’s business.
Any one can be a mystery shopper for a client by visiting their store or one of their competitor’s stores.<br />
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And I can tell you from experience that clients appreciate it when you pass along your observations. Even if they aren’t great new insights, it shows we are trying. And that we care about their business.<br />
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Do you know enough about our client’s business? Do you care enough to learn? I hope you do. I think it’s a big part of what makes our agency such a great place to be.
And how we keep our clients!
Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-12551090545670031892013-09-26T06:29:00.000-07:002013-09-26T06:39:45.332-07:00Are you asking yourself the right questions to grow your business?Last night, I heard an interesting talk from Lars Wulff, CEO of Mud Bay, a very successful regional pet store retailer. Lars told us the story of how he and his sister have led the growth of their company from one store to twenty-five, with plans to add 4-5 more stores in the coming year.<br />
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I liked Lars a lot. His self-effacing demeanor and true desire to learn how to do things better gave me a lot of cues on why he has been successful.<br />
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Lars began his talk by asking the audience some questions - who owns pets?; who has ever shopped at a Mud Bay store?; who considers Mud Bay their primary pet store choice? He then asked the most important question - why?<br />
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It reminded me of Simon Sinek, author of "Start With Why", one of the best approaches to business and leadership I have ever heard. If you don't know Simon Sinek, take the time to view this explanation of how innovative companies differentiate and grow their business and how great leaders inspire action..<br />
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But back to Lars.<br />
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During his low-key, interactive presentation, he was interrupted several times with questions, and one of those questions was 'Have you considered other growth avenues beyond simply opening new stores?". His response was immediate and genuine, and led me to write this post. His response to the question was "I am planning a session with my key management team to explore ways to enhance the customer experience, and that will determine any new directions we move".<br />
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Notice that he didn't say we will "explore ways to grow the business". His response was to look for "ways to enhance the customer experience".<br />
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What a great way to approach business and growth! Every company wants to grow. How many approach growth from the customer's perspective? How many companies have made missteps because they added new services instead of customer benefits to grow their business? How many agencies have added new services or digital marketing departments or capabilities to "enhance their customer's experience" vs. just to gain more revenue?<br />
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Lars had a lot of good things to say about the importance of understanding and maintaining a consistent and strong corporate culture. And the necessity of having a differentiating benefit that would build customer loyalty.<br />
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But the real strength of his organization is his basic approach to business growth "How do we enhance the customer experience?"<br />
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In a world with so much competition and so many options, asking the right question can be the difference between success and failure. Are you asking the right questions?Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-70487621903246772013-08-01T12:26:00.000-07:002013-08-01T12:26:41.190-07:00Are you talking about business or trophies in your new business efforts?<div class="separator" style="clear: both; text-align: center;">
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In a recent article from MarketingProfs, the author offered <a href="http://www.marketingprofs.com/articles/2013/11261/nine-key-things-to-look-for-in-an-agency-partner#ixzz2akFyxRhK" target="_blank">"Nine Key Things To Look For in an Agency Partner"</a>. The article was well-written with some good advice to clients who are in, or will soon be facing, an agency search.<br />
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One of the author's "key things to look for" struck me as particularly valuable for agency new business directors to consider: <i><b>In the '90s, awards, trophies, and accolades were the sign of an agency's true value; now, it's all "in the numbers." </b></i><br />
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The author went on to say that "client results and ROI are the true measure of success, and recommended that clients should look for
agencies that are able to prove past clients' success through metrics
and can understand, analyze, and garner insight via pinpointed data."<br />
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<b>If more agencies understood and accepted the premise that clients need reassurance more than puffery, they would be a lot more successful in their new business efforts.</b><br />
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In other posts, I have spoken about the need to focus on the client's business, not your past successes because I strongly believe that clients are desperate to find help from their agency. They are searching for more than just creative executions, they want real understanding and assistance in helping them navigate today's fragmented marketing landscape.<br />
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Here are
five key things for agencies to consider when approaching clients and prospects about
new business:<br />
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<ol>
<li><b>Clients are confused and overwhelmed by the pace of change.</b>
New media and marketing options continue to come on the scene every day, and clients need
help in evaluating and determining which options make the most sense for
their needs and budget constraints. </li>
<li><b>Clients are under more pressure than every before.</b> The 2012
Spencer Stuart CMO Tenure Study pegged the average tenure for CMO's at
43 months (versus 9.2 years for CEO's). But some categories are much
more pressure-packed. The average tenure of a restaurant CMO is only 22
months.</li>
<li><b>Clients want leadership, not partnership.</b> A recent New Business Study confirmed this with client quotes like <i>"I need an agency to help me figure out how to take advantage of the new tools that are available</i>", and "<i>I need an agency that can help me invest in the right tools</i>".</li>
<li><b>Clients want new ideas, not better execution of old ideas</b>.
Clients are searching for the "holy grail". You need to give them
something new to think about, if for no other reason that for them to
demonstrate to their boss that they are moving the brand forward.</li>
<li><b>Clients want process (it reassures them). </b> Clients don't want
to take chances. They can't afford to take chances because someone is
looking over their shoulder questioning every decision they make. In
most of my new business projects over the last few years, I believe the
client prospect made the safe decision, whether it was the best decision
or not.</li>
</ol>
The most important thing to keep in mind is that clients aren't asking
"How can you help us make ads or a new web site". They are saying "How
much do you know about our business in order to help us build a bridge
between our brand and our customers. They are asking a prospective agency hard-hitting, specific questions like "what metrics do you use to gauge success? What types of listening and reporting tools do you use? <br />
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Are you still talking about your trophies?</div>
Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-52109096805778485032013-07-17T14:52:00.000-07:002013-07-17T14:57:19.870-07:00Why Most Presentations Fail<div class="separator" style="clear: both; text-align: center;">
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In the July/August issue of <b>Inc</b>, columnist Geoffrey James lists "<a href="http://www.inc.com/geoffrey-james/3-reasons-most-presentations-fail.html" target="_blank">Three Reasons Most Presentations Fail</a>". His big three reasons are:<br />
<ol>
<li>Too much information about you, and not enough about what your solution can mean to your customers.</li>
<li>The wrong point of view by presenting a laundry list of clients and business success instead of trying to make a connection from the customer's point of view.</li>
<li>Presenting the "same old, same old" story instead of articulating what you do better than anyone else and why they should pick you. </li>
</ol>
Mr. James is absolutely right-on in his assessment. Too many presentations start from the wrong perspective - the prospect wants to know about how you can help him, not all the wonderful things you have done for others. Those are important, but must be carefully integrated into the "reason why" they should select you over other options. They will not get you invited to the party unless they can be directly related to the prospect and his needs.<br />
<br />
During my career, I must have made over 500 new business presentations, and thousands of day-to-day "sales" presentations for creative, media plans, new product ideas, etc. with current clients. Some were successful, some not. But along the way, I got better by following a few simple guidelines:<br />
<ol>
<li><b>Less is more.</b> The K.I.S.S. principle is critical in both the planning phase and the presentation. I always go by this philosophy "Tell them what you are going to tell them; tell them; tell them what you told them" when planning.</li>
<li><b>Get to the point early and often.</b> Most clients and prospects have a busy schedule. They want to get the answers to their problems as quickly as they can, so don't waste their time, or yours. </li>
<li><b>Involve your audience</b>. Plan for ways to get your client involved. Some of my most successful new business presentations demonstrated our strategic thinking process by taking the client through the same steps we had taken and asking for his opinion along the way. By the time we got to our conclusion, it was practically impossible for the client to disagree because he had intellectual and emotional equity in the answer by helping to develop it.</li>
<li><b>Know when to shut up and listen.</b> I had a client once say that agency people were "always on send and never on receive". Unfortunately, he was right. Too often, we are so caught up in the selling process that we not only dominate the conversation, but fail to hear an important clue from the client or prospect that can mean the difference between winning and losing. </li>
<li><b>Don't over-answer the questions from the prospect.</b> I had a strict rule in new business presentations that when a client asked a question, only one additional person could respond. This grew from a well-intentioned desire from a CEO to add "just one additional thought" to the answer provided by the department head or account person. </li>
<li><b>Smile.</b> Prospects want to do business with people they like and trust. It never hurts to be likable.</li>
</ol>
I could go on, but my point is the same as that of Mr. James -- Too many presentations take the wrong perspective. It's all about the client, not you!Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-53444964974332523422013-02-21T12:06:00.000-08:002013-02-21T12:06:41.081-08:00White Papers can be a great agency new business toolOne of the biggest challenges for agencies is to differentiate themselves as an authority in a certain area. Blogging and Twitter can be helpful in this area, but for my money a well-written white paper tops them all for effectiveness.<br />
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A white paper can generate awareness about a product, service or organization, and is especially valuable as it is often read while in the evaluation stage for a new purchase. During the past decade we have seen an explosion of business white papers as B2B marketing and sales tools, but surprisingly, many ad agencies have failed to take advantage of white papers as a marketing tool.<br />
<br />
White papers can be used in several ways by ad agencies:
As an awareness and lead-generation tool for new business;
As a thought-leadership and CRM tool for current clients;
As a training tool for employees and clients.
<b> </b><br />
<br />
<b>Why should your agency use white papers? That's simple, they work.</b><br />
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Several studies have documented the importance of white papers in evaluation and decision-making. A study by MarketingSherpa on technology marketing reported that 44% of respondents said they like reviewing white papers. Even more importantly, 70% said they visited the vendor website and 45% contacted the vendor for further information.
According to Information Week, 93% of white papers are passed on to at least one other reader and 86% say they are moderately or highly influential. Case studies have reported that white papers can significantly outperform banner ads and email as a lead generation tool for many businesses.<br />
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<b>White papers can establish your agency as a thought-leader.</b><br />
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White papers provide a platform for an agency to demonstrate their expertise and the quality of their thinking. Whether the topic is general (e.g. branding strategies), industry-specific (e.g. trends in healthcare marketing), or topic-specific (e.g. how to use social media), a well-written white paper can establish your agency as an authority on the subject. Importantly, studies have shown that executives read white papers, so a white paper can be that foot-in-the-door that you've been trying to establish but can't seem to get past the voicemail and spam blocker screens.<br />
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Some of the more popular ways to use white papers are:
Discuss trends (can establish the need for a change from the reader).
Identify problems (can build a rapport and affinity with the reader).
Provide solutions (can confirm your expertise, but must be seen as objective and not a sales message to have credibility with the reader).
Suggest what to look for (can also confirm your expertise, but again must not be seen as an overt sales message).<br />
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<b>A good white paper must be reader-focused, not self-focused.</b><br />
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It is critically important to write white papers from an objective viewpoint so that they are seen as educational, not sales-focused. Too many marketers make the mistake of treating their white paper as a multi-page text ad for their product or service. That approach is a recipe for disaster. And rejection.
A well-written white paper becomes persuasive when the reader is presented with facts and charts to support the writer's viewpoint and avoids any claims about the company or its products and services.<br />
<br />
Michael Stelzner (http://www.whitepapersource.com/) , seen by many as
the foremost authority on writing white papers, gave this illustration
of a reader-focused vs. a self-focused white paper in a recent webinar:
Self-Focused: Groundbreaking TechWidget by XYZ Company Solves Time
Management Dilemma.
Reader-Focused: Solving the Time Management Dilemma with Technology. <br />
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<b>A white paper can drive traffic to an agency's website for more information (or more confirmation of the agency's expertise).</b><br />
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A white paper can carry more authority than other agency marketing collateral. It is important to remember that a white paper can carry a cachet of authenticity that other marketing collateral for your agency doesn't possess. To some readers, there is a perception (rightly or wrongly) that white papers are completely objective and factual, almost like a scientific paper that has been peer-reviewed. So be careful that you don't mis-use or abuse the white paper as a marketing tool.<br />
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But it can, and should, be used by more agencies.Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-31318030404354229852012-12-13T11:10:00.003-08:002012-12-13T11:12:59.131-08:00Forrester Study Shows How Social Media Is Changing Brand Building<div class="separator" style="clear: both; text-align: center;">
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A 2012 study by Forrester offers agency management a new tool to consider when advising your clients on when, where and how to use social media. Their conclusion: social engagement is a necessary ingredient to brand building in today’s digital world, but does not have the power to build a brand alone. <br />
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That should make agency management happy because it reinforces the need to continue to take an integrated marketing approach to building a brand. But no agency can dismiss social media as unnecessary to brand building -- it has fundamentally changed how consumers interact with each other and with brands.<br />
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<b>As a result, 93% of their study respondents agree with the statement that “Marketers need to reinvent their brand building strategies as a result of digital innovations”.</b><br />
The challenge then becomes how to how to use social media and determine its relative importance for your individual corporate or brand situation.<br />
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Many businesses have erred on the farthest extremes on the opposite sides of this issue – some are using social engagement strategies as their sole basis for brand building, while others have ignored its value altogether. The truth lies somewhere in between, and the Forrester study, <a href="http://lp.wildfireapp.com/Forrester_Brand_Building_Report_Req_US.html" target="_blank">How Social Media Is Changing Brand Building </a>(http://lp.wildfireapp.com/Forrester_Brand_Building_Report_Req_US.html), offers some good insight into how social marketing can advance your brand building.<br />
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The Forrester study offer some positive advantages for social media's value as a channel, but at the same time lists these limitations for brand building:<br />
<b>1. Social is not as scalable as mass media</b>. Social media does a good job of reaching a defined audience of platform users, but cannot reach critical mass in the same way that paid media can.<br />
<b>2. Social is too fragmented to provide a consistent brand voice. </b> The unique power of social media is through the many voices of the consumer, and that naturally leads toward a fragmentation of essential messages. According to digital experts, you need to invite consumers to join the party, but if you are too collaborative, you aren’t able to clearly establish a strong foundation for your brand.<br />
<b>3. Social can offer a distorted vision of who the brand is and what it stands for.</b> Without a firm brand identity to start from, the social strategy can be artificially influenced and distorted unwittingly by passionate fans and detractors.<br />
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The Forrester study, on the other hand, points out that social can contribute to building trust and bring a number of key benefits to your brand building efforts.<br />
1. Social can put a human face on a corporation and provide a deeper meaning to its relationship to customers. <br />
2. Social can be used to “test the waters” for alternate promotional concepts.<br />
3. Social can create a groundswell of support for risky decisions or changes in your marketing strategy.<br />
3. Social can use its two-way communication basis to correct a negative image regarding controversial topics.<br />
4. Social can bring the emotional benefit(s) of your brand to life through peer to peer input.<br />
5. Social can create bond with customers by rallying consumers around a shared cause or ideal.<br />
6. Social can segment communications to a group of fans and emphasize an understanding and support for their passions.<br />
7. Social can generate brand advocates though access to brand-supported communities.<br />
8. Social can promote better, more responsive customer service.<br />
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Many of these points are expanded on in the Forrester study so you should check it out.<br />
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Despite the fact that social media can be a valuable asset to your branding strategy, It is important to remember that the fundamentals of brand building have not changed. You must still generate a consistent brand identity and communicate it across all consumer touchpoints to create a consistent brand experience.<br />
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But as this study points out, an effective social marketing strategy can leverage a number of emotional and persuasive elements that are difficult to deliver through traditional media and marketing efforts.Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-58395636586505299342012-10-22T15:41:00.001-07:002012-10-22T15:53:39.827-07:00Understanding the changing client.<div class="separator" style="clear: both; text-align: center;">
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There's no question that client attitudes towards agencies have changed over the years. We've gone from being a trusted partner and business confidante to a vendor of ads or specialty services for many clients.<br />
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But I believe that better times are ahead for those agencies that understand clients' needs and the role they can play in helping them to succeed.<br />
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Let's take a step back and look at things from the client's perspective.
The technology explosion and the resulting choices that need to be made can be daunting to clients. Just think about all the new media and selling channels that continue to open every day. It's no longer a question of which media do I use/can I afford; the bigger question is how to integrate a coherent and consistent brand message across multiple channels while trying to read and react to the new input that is arriving every minute.
Add to that the fact that the buying and decision process for consumers has evolved from an information evaluation funnel to a continuous smorgasbord of often conflicting product reviews and peer recommendations both pre and post purchase.<br />
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Clients need help, and a smart agency can provide that help. Here are five things to consider when approaching clients and prospects about new business:<br />
<ol>
<li><b>Clients are confused and overwhelmed by the pace of change.</b> New options continue to come on the scene every day, and clients need help in evaluating and determining which options make the most sense for their needs and budget constraints. </li>
<li><b>Clients are under more pressure than every before.</b> The 2012 Spencer Stuart CMO Tenure Study pegged the average tenure for CMO's at 43 months (versus 9.2 years for CEO's). But some categories are much more pressure-packed. The average tenure of a restaurant CMO is only 22 months.</li>
<li><b>Clients want leadership, not partnership.</b> A recent New Business Study confirmed this with client quotes like <i>"I need an agency to help me figure out how to take advantage of the new tools that are available</i>", and "<i>I need an agency that can help me invest in the right tools</i>".</li>
<li><b>Clients want new ideas, not better execution of old ideas</b>. Clients are searching for the "holy grail". You need to give them something new to think about, if for no other reason that for them to demonstrate to their boss that they are moving the brand forward.</li>
<li><b>Clients want process (it reassures them). </b> Clients don't want to take chances. They can't afford to take chances because someone is looking over their shoulder questioning every decision they make. In most of my new business projects over the last few years, I believe the client prospect made the safe decision, whether it was the best decision or not.</li>
</ol>
The most important thing to keep in mind is that clients aren't asking "How can you help us make ads or a new web site". They are saying "How much do you know about our business in order to help us build a bridge between our brand and our customers."<br />
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And they are saying "Help".Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-71028502427849677522012-07-31T23:26:00.001-07:002012-08-12T19:56:30.245-07:00Who is responsible for new business at your agency?<span style="font-size: large;"><b>If you didn't answer everyone, you are missing an important opportunity for growth.</b></span><br />
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One of the first things I tell my agency clients is that everyone in the company should be responsible for new business, Not just the New Business Director. Not just the President or Chief Executive. Everyone. <br />
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But unfortunately, most companies don't take advantage of an obvious and relatively easy way to make sure you are always prospecting for new business.<br />
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When you are at a party and someone asks you about your company, a senior manager can probably come up with a relatively good description of not only what you do but why that is important. Some people call it an "elevator pitch", some call it their "company mission or vision". Most experienced, senior executives with the company could handle the question with ease.<br />
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But what about your junior people? How would
they answer the question "what do you do for a living" if asked by an
outsider? Can they describe your company's unique selling
proposition in a short, coherent sentence?<br />
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In my experience, most junior employees would fail to take
advantage of an opportunity to promote your company if asked that
question because too many companies (a) don't have a written "elevator
pitch" about their company, and (b) haven't shared what they believe is their corporate USP at every level of the company, and (c) haven't taken the time to promote the
valuable role every employee can (and should) take in marketing the
company.<br />
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<b> A simple question about your
company can be a great opportunity to gain awareness
and potential customers, but not everyone understands the role they can
play in helping the company with the right answer.</b><br />
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I was reminded of the importance of being able to quickly state
something about your company on two occasions last week. At a recent committee
meeting, we introduced ourselves to each other
and I was struck by the dramatic difference in the way people described
their company. Some had a very succinct statement of the unique way in
which their company approached the market, but others, mostly younger,
had only a generic description of their company's business category.<br />
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At a networking social last week, the host invited
attendees to come up to the microphone to introduce themselves and what
they did for a living. Several of the marketing directors/ company
owners confidently introduced themselves and stated something important
about their company, but others fumbled the ball. I was particularly
struck by one gentleman who very meekly said that "I guess you could say
that my company ..."<br />
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What a missed opportunity! Fortunately, there is an easy solution --
develop a short, 25-30 word statement that describes these three points:
who you are, what you offer, and why that is a benefit to your
customers. It doesn't matter if you call it an elevator pitch, a
mission statement or simply a company credo. The important thing is
that every employee, not just the owner or marketing director, should be
armed (and encouraged) to sell the company at every opportunity.<br />
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At my agency in Virginia, I gave everyone in the company a hat with the
phrase "insights and solutions" stitched into the back of the cap as a
reminder to everyone of our company mission. <br />
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<b>A written statement about your company that is shared with everyone in the company can be a great way to ensure that all staff members can contribute to the company's business development efforts.</b><br />
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Draft a statement, then call in key managers (or all employees,
depending on the size of your company) and give everyone a chance to
react, respond and truly understand the importance of having a concise,
accurate statement about the company. Be sure to seek their opinion and
listen to their suggestions for edits. By having others involved in
drafting and approving the statement, they will develop an emotional
equity in the result.<br />
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When developing your "elevator pitch" or "company mission statement" follow the K.I.S.S. principle"<br />
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<b>1. Keep it short.</b> Studies are varied on the average adult
attention span, but all agree that is is short and getting shorter every
day. So be sure your statement has just
enough information so that after only hearing a sentence or two, someone
knows what you do.<br />
<b>2. Keep it simple.</b> Avoid industry or technical jargon that your
listener may or may not understand. This can especially challenging for a
technology company, but should also be considered regardless of your
industry. I remember my first trip to the furniture market in High
Point, NC when I was just learning that market. In a casual
conversation at the airport, I asked the man standing next to me at
baggage claim what his company did and he said they manufactured
cocktail tables. When I asked what a cocktail table was, he looked at
me like I was crazy. Apparently, the furniture industry didn't use the
term coffee table (and many still don't), so make sure you avoid company
or even category jargon that your listener may or may not understand. <br />
<b>3. Keep it sales-oriented</b>. Find the benefit that is most relevant and compelling and make sure you keep that thought front and center. <br />
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You should also stress to everyone in your company that you never know
when a new business opportunity will arise or have the potential to
develop. Being armed with a quick statement about your company can be
especially helpful when meeting someone in a non-business setting - at a
social event, at church, waiting in a ticket line for the new summer
blockbuster movie.<br />
<br />
Even if you don't think the person asking the question is a new business
prospect, they may have a friend, relative or former college roommate
who is. So everyone in the company needs to be prepared to give a
consistent and accurate description of your company's USP.<br />
<br />Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-12252759908716203272012-07-03T14:21:00.000-07:002012-07-03T14:31:09.551-07:00Have you "mobilized" your clients?Or for that matter, have you "mobilized" your own brand by optimizing your site for mobile viewing?<br />
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I continue to be dumbfounded by the number of agencies that have not optimized their site for mobile. And I wonder if they are also missing that opportunity to lead their client by helping them to understand and appreciate its value to their business?<br />
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<a href="http://www.inmobi.com/" target="_blank">InMobi</a><a href="http://www.inmobi.com/press-releases/2012/06/28/connected-devices-surge-in-the-u-s-transforming-shopping-and-media-consumption/" target="_blank"> </a>released a new <a href="http://www.inmobi.com/press-releases/2012/06/28/connected-devices-surge-in-the-u-s-transforming-shopping-and-media-consumption/" target="_blank">study</a> this week that examined the media consumption and
shopping behaviors of 9,600 U.S. consumers across PC’s, smartphones and
tablets. We all know that mobile is growing - just take a look at your own personal use. So it shouldn't come as a shock that the rapid growth
of tablets and expanded use of all types of mobile devices is impacting
how U.S. consumers shop and consume media.<br />
<br />
After all, tablets are now owned by 11% of the total U.S. population (29.5 million
U.S. users) and I'm betting by almost all of an ad agencies staff. But this study reminded me that consumers are spending
more time on mobile connected devices, with time spent on smartphones
and tablets playing a significant role in purchasing decisions. Some of
the more important findings are shown below.<br />
<br />
<b>Mobile devices are cannibalizing other forms of entertainment
consumption as users are spendiing more time each day accessing media content.</b><br />
According to the study, over 60% of tablet owners spend at least 30
minutes each day, and 29% report that they have reduced reading books in
print after owning a tablet. Another 29% report they have reduced
surfing the internet via their PC or laptop and 48% agree that the
design and readability of a tablet make it easier to access media
content than on a PC or laptop.<br />
<br />
<b>Tablet users report they are shopping less in brick and mortar stores since purchasing a tablet.</b><br />
Almost one in four respondents (22%) say they are shopping less in
physical stores and more than half (55%) make purchases on their device
in an average month. The survey also demonstrates the impact of their
lifestyle on shopping, as tablet users prefer that device at home, but
prefer smartphones while on the go.<br />
<br />
<b>Mobile devices are impacting every stage of the purchasing decision, from evaluation to post-purchase.</b><br />
Tablets are affecting all stages of the buying process, from awareness
to browsing to the buying and even post-purchase social media stages.
The study reports that transient shopping is help by the smartphone,
while tablet use peaks at home in the evening for larger purchases that
require greater consideration. Among respondents that reported this use
of connected devices, 55% say they first learn about the product on
their tablet, while 53% actively evaluate and 58% follow through with
purchasing those goods on their tablet.<br />
<br />
Wake up agencies! Clients need leadership, and this is a chance to demonstrate your value beyond a vendor of ads, or whatever. If you have clients that want to optimize their selling opportunity, then now is the time to "mobilize" them. If you wait until tomorrow, someone else may have already shown them the error of their ways.<br />
<br />
And while you are at it, maybe you should re-examine your own brand.Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-75875406817352814902012-06-22T12:30:00.000-07:002012-08-12T19:54:39.883-07:00Does the agency that "wants it more" win?I just watched an interesting discussion on ESPN between Mark Cuban and Skip Bayless, where Mark told Skip that his statement that Miami wanted the NBA Championship more than OKC was "horses*#t" and "the most ridiculous thing he had ever heard."<br />
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Cuban explained his statement this way, "Does anyone think that Kevin Durant, Russell Westbook, et.al. didn't want to win a close-out game for the NBS Championship? No, it's that Miami was better prepared with adjustments and changes and they simply executed better".<br />
<br />
I agree with Cuban's assessment that the media often tries to simplify with generalities and overstatement, but would add to it by saying that "there's no doubt that both teams wanted to win, but the Miami did more than just execute better, they convinced observers that they wanted it more".<br />
<br />
There is a great lesson in there for agencies in a new business pitch - can you convince the prospect that you want it more? I remember a new business pitch several years ago for a regional restaurant chain that our agency really wanted to win. We had restaurant experience, had pitched the prospect in the past so we knew them and their needs, and they had a budget and attitude toward advertising that would allow us to do some great creative work.<br />
<br />
We did everything right - we did our homework, we had some great insights about their customers, we put together a really strong creative pitch that included a built-in promotion angle that could be used for a long time, and the new business team did a great job in the final presentation (I gave us a 9 out of 10 rating after the presentation).<br />
<br />
But we didn't win the business. When the marketing director called me to tell me the bad news, he praised our efforts and recommended solutions, but just felt like "the other agency wanted it more". He went on the say that "I know you guys wanted it as well, but I just felt like the other agency guys would crawl through a glass-lined pit to make my business succeed".<br />
<br />
I never found out exactly what they did, or what we didn't do, that made him feel that way, but I never forgot what he said. We wanted it, but they convinced the client that they "wanted it more".<br />
<br />
I never went into a new business pitch after that without making sure that the client would feel our passion for their business and for them to succeed. I'm sure I was over-zealous at times, but I think prospects will usually forgive too much attention and too many questions over the alternative.<br />
<br />
I have always maintained that you win new business before the pitch. So I believe that an important ingredient in the mix needs to be how effectively you build a relationship and convince the client prospect of your desire to work with them and to help them succeed. You won't always win, but you won't be second-guessing yourself, and your efforts, after the fact.<br />
<br />
BTW, I agree with Mark Cuban that most of what Skip Bayless and the sports media says is "horses*#t", but that's a story for another time.<br />
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<br />Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-37523671849961845582012-04-05T12:21:00.000-07:002012-04-05T12:26:57.355-07:00Does your client have a "Genius Bar"?<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-g3nPowevo4M/T32mm9TCWJI/AAAAAAAAAVY/m3d6X95U6fI/s1600/genius+bar+logo.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="154" src="http://2.bp.blogspot.com/-g3nPowevo4M/T32mm9TCWJI/AAAAAAAAAVY/m3d6X95U6fI/s200/genius+bar+logo.jpg" width="200" /></a></div>
David Asker's latest blog highlights the success of the Apple Genius Bar and what has made it such a big hit with visitors to the Apple Store.<br />
<br />
As a quick reminder, the Genius Bar provides technical support
within Apple stores to customers having problems with the product or
application. The Genius Bar has been hailed by many retail consultants as a key element in the most successful retail concept of recent times and a
builder of the Apple brand and relationship.<br />
<br />
As Aaker points out in his post, "the Apple store's
financial performance and impact on the Apple brand is amazing. The
sales per square foot for its 380 or stores is more than $5,000, which
is six to ten times other successful retailers, and the average store
pulls in 18,000 visitors a week. Perhaps more important, the stores
provide a way to express the Apple brand and showcase its products."<br />
<br />
Aaker lists these seven reasons for its success:<br />
<ol>
<li>Apple owns the brand and the concept. No other firm can have a Genius Bar because
Apple owns the brand. Any other firm will at best be an imitator. </li>
<li>The brand has a distinctive personality — humorous and understated yet
competent and reassuring.</li>
<li>It is staffed by people that are both knowledgeable
and disciples of the products and philosophy. </li>
<li>Their training is
disciplined following the APPLE dictum of <b>A</b>pproach customers with a personalized warm welcome, <b>P</b>robe to understand the problem, <b>P</b>resent a solution, <b>L</b>isten for issues, and <b>E</b>nd with an invitation to return. That means consistency no matter which store you are visiting.<br />
</li>
<li>Apple makes both the hardware and software and, thus, has a unique
ability to create and staff a Genius Bar. </li>
<li>It enhances the
customer relationship with its person-to-person approach. </li>
<li>It can transform a disgruntled, disappointed customer with the potential
to have a distasteful retail experience and become a negative voice in
the marketplace into a satisfied if not enthusiastic supporter of the
Apple store. </li>
<br />
What about your clients? Is there a "Genius Bar" in their story? If you can find one for them, you can be their hero!<br />
<ol>
</ol>
</ol>Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-60697622842794599952012-03-05T15:54:00.002-08:002012-03-05T16:09:02.038-08:00Are your clients thinking about how technology is affecting consumer behavior?<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/--EXBttgpazQ/T1VT1yBOlFI/AAAAAAAAAVI/Mq45l516Y6s/s1600/shopper%2Bimage.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="168" src="http://1.bp.blogspot.com/--EXBttgpazQ/T1VT1yBOlFI/AAAAAAAAAVI/Mq45l516Y6s/s320/shopper%2Bimage.jpg" width="235" /></a></div>
Mickey Alam Khan, editor in chief of <i>Mobile Marketer</i> and <i>Mobile Commerce Daily</i>, has written an excellent post on <a href="http://www.mobilemarketer.com/cms/opinion/columns/12254.html" target="_blank">Consumer 2.0: How brands and retailers must anticipate the shopper behavioral shift in five years.</a><br />
<br />
His point is that so much dialogue has been focused on new technologies, that too many marketers are forgetting to discuss the "sea-change in consumer behavior expected in the next three to five years". I agree wholeheartedly with Mr. Khan.<br />
<br />
The traditional sales funnel has been displaced by a new brand decision model that continues in many cases right up to the point of sale. And with the continuing impact of peer-to-peer influence and the advent of mobile shopping tools, marketers cannot afford to keep their planning focus solely on which is the best technology to use.<br />
<br />
He goes on to say that "smartphones and smart televisions and smart cars
and smart clothes and smart food will shape consumer behavior in the
next three to five years where most marketing fundamentals developed
even a decade ago will be rendered obsolete".<br />
<br />
I was particularly intrigued with his identification of four growing consumer behavior trends that will greatly influence how customers interact with brands and retailers over the next few years. <br />
<br />
<b>Customer impatience will doom many potential sales. </b> With so many options, consumers will have no tolerance for anything that delays their purchase, online or in-store. Every element of the customer service response, from page uploads to physical or online/mobile checkout will be scrutinized and only deemed acceptable if there are no delays. It is not seconds, but
milliseconds that will matter here.<br />
<b>A frictionless shopping experience will be the goal.</b> The
entire searching, shopping, browsing or buying experience has to be
devoid of hurdles or pain points. Smooth transactions will be the
minimum expectation, and intuitive response to customer overtures will
be the norm.<br />
<b>The lowest price will be the deciding factor for most purchases. </b> We can only blame ourselves for this
expectation. We have trained most consumers to shop by price – except in
the case of brands that maintained their mystique and value to
customers. Consumers will
not always expect cheap, but they do expect affordable.<br />
<b>Brands will need to be connected 24/7.</b>
Consumers do not expect brands to have a downtime in any area – be it
shopping hours, product delivery, returns, customer-service calls or
email or text responses. They expect to access the marketer or retailer
on their own terms – always on, always there, always helpful, always
friendly, always obliging.<br />
<br />
We've all got to keep up with technology changes, but we can't forget how those technologies are impacting the buying decision process.The launch of new devices every year
– new tablets, new smartphones, new smart TVs, new
applications, new smart appliances, etc. – is forcing consumers
to change their ideas about how to buy, when to buy and what to buy. Are your clients ready for this sea-change?Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-16582357622677304922012-02-07T09:17:00.000-08:002012-02-07T09:20:59.861-08:00Don't let your branding strategy get lost in the digital shuffle.What's happened to branding in the digital marketing era?<br />
<br />
It seems like 99 out of 100 posts/articles/reports these days are focused on social media or some other tactical tool that is the next big thing in the world of digital communications.<br />
<br />
Recently, I've been seeing more (or maybe it's just my noticing more) on branding. And that's a good thing.<br />
<br />
In his latest book, <a href="http://www.prophet.com/thinking/view/483-brand-relevance"><b>Brand Relevance: Making Competitors Irrelevant</b>,</a> David Aaker analyzes case studies on dozens of successful brands to offer guidance on how to create or dominate new categories or subcategories and thus make competitors irrelevant. He stresses the importance of identifying and building new categories and subcategories that contain innovations that customers "must have" and that competitors cannot or don't offer. He also points our that these customer "must haves" can involve brand characteristics that are beyond attributes or benefits, such as brand personality, organizational values, social programs or self-expressive benefits.<br />
<br />
In a recent <i>Marketing News</i> article, he reiterated the importance of establishing brand relevance in a competitive world of me-too products, and the need to become an "exemplar" of the new category or subcategory in order to stave off competition. By positioning your brand as the innovator and quality standard, your brand can define others as imitators and inferior.<br />
<br />
The 2012 Brand Keys Customer Loyalty Engagement Index (CLEI), now in its 16th year, was just released, and concludes that emotional engagement factors are driven by the brand’s “values” and the consumer’s brand
“experience.” In a post published by MediaPost, <a href="http://www.mediapost.com/publications/article/167095/brand-experience-values-increasingly-drive-loyalt.html#ixzz1liTe30rr"><i><span style="font-size: small;">Brand Experience, Values Increasingly Drive Loyalty</span></i></a>, Robert Passikoff, Brand Keys founder and president,stated that “across most of the 83 product categories studied, we
found that consumers’ loyalty now hinges more than ever before on the
degree to which a brand has established a
clear core value proposition -- a differentiator that goes beyond the
basic utility of a product or service.” H went on to say, “Today, delivering on
the ‘rational’ reasons to buy a
brand -- good or superior quality and value for the price -- is just the
‘door-opener.’ If that’s all a brand is doing, it’s in grave danger of
being commoditized. In fact,
it’s not a brand; it’s a category placeholder.”<br />
<div style="background-color: white; border: medium none; color: black; overflow: hidden; text-align: left; text-decoration: none;">
<br />
It's good to see that some folks have not lost sight of the basics. As we are looking for ways to succeed in today's digital marketing era, don't lose sight of the importance of a solid brand as the underpinning for your social media and other marketing communication strategies. The best tools are meaningless unless they are in the right hands!</div>
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<br />Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.comtag:blogger.com,1999:blog-3181225001537782180.post-12752397585037453452011-12-28T14:09:00.000-08:002011-12-28T14:09:06.726-08:00Looking Ahead - Keep Your Clients and Prospects in Touch with Tomorrow If you have been reading my blog for awhile, you know that one of my strongest beliefs is that an agency should be more than just a "creater of ads". They must help their clients build a bridge between their customers and their brand in all communication areas. <br />
<br />
Clients can be overwhelmed by the pace of change and the impact of new communications technologies. Smart agencies can help to fill that role, and build client loyalty in the process.<br />
<br />
One way to do that is to follow companies that look at future trends, like <a href="http://trendwatching.com/">Trendwatching.com</a>, an
"independent and opinionated (their description) trend firm, scanning the globe for the most
promising consumer trends, insights and related hands-on business ideas."<br /><br />Their monthly Trend Briefings are always fun and thought-provoking, and,
from my experience, are usually on the leading edge of consumer
behavior trends.Their most recent briefing report was a
compilation of trends they have been observing over the past year. Here
is a quick summary of what they feel are 12 trends that marketers
should be watching closely.<br />
<br /><span style="font-weight: bold;">1. Get ready for all-things China.</span><br />In addition to dominating manufacturing, Chinese tourists will reach 100
million by 2020. In 2012, department stores, airlines, hotels, theme
parks, and museums will roll out the red carpet showering Chinese
visitors and customers with tailored services and perks.<br /><br /><span style="font-weight: bold;">2. Consumers get personal about health with DIY monitoring and diagnosis</span>.<br />During
the coming year, expect to see consumers take advantage of new
technologies and apps to discreetly and continuously track, manage and
be alerted to, any changes in their personal health. New apps are being
introduced almost daily designed to help you avoid a trip to the
doctor, which may or may not be all that good. But it’s happening.<br /><br /><span style="font-weight: bold;">3. What's the deal?</span><br />In
2012, not only will consumers continue to hunt for deals and discounts,
but they will do so with increased fervor and pride. Deals are now about more
than just saving money: it’s the thrill, the pursuit, the control, and
the perceived smartness, and thus a potential source of status that will drive sales in the coming year.<br /><br /><span style="font-weight: bold;">4. Recycling becomes a viable marketing tool.</span><br />In
times of recession, economic interests have generally tended to
overshadow eco-causes, but the quest for a more sustainable lifestyle
will remain a pressing issue for years to come. One ‘green’ trend to
watch in 2012 are brands helping consumers recycle by
taking back all old items from customers, and then actually doing
something constructive with them.<br /><br />A great example is Nike’s
trailblazing Reuse-A-Shoe program. Nike has collected and recycled over
25 million pairs of worn-out Nike shoes to-date. Old shoes are sliced,
separated and ground up into a material called Nike Grind, which is then
used in creating athletic and playground surfaces, as well as a variety
of Nike products. Look for other brands to join this trend in 2012.<br /><br /><span style="font-weight: bold;">5. A cash-less society gets closer to reality.</span><br />We will continue our march toward a cashless future, as major players such as MasterCard and Google build a whole new eco-system of payments, rewards and offers around
new mobile technologies. For consumers, the initial lure will be
convenience, but eventually mobile payments will create an entirely new
data-driven eco-system of rewards, purchase history, deals, etc.<br /><br /><span style="font-weight: bold;">6. Lower-income urbanites become a new marketing target.</span><br />Marketers are finally discovering the global opportunities for brands which cater to the
hundreds of millions of lower-income consumers, a heretofore ignored target group. In
2012, expect more lower income consumers to demand innovation tailored to their unique circumstances, from
health issues to lack of space to the need for durability.<br />
<br /><span style="font-weight: bold;">7. Crowdsourcing will expand as a marketing and communications tool.</span><br />In
2012, count on the crowdsourcing trend to continue to shake up business
processes and spawn innovations in new areas. After all, being given a
chance to contribute, or to be a part of something bigger than
themselves, has always been popular with people. Expect to see more initiatives in 2012 that make it simple (if
not effortless) to contribute to anything, from pinpointing roads in
need of repairs to finding signs of extraterrestrial life.<br /><br /><span style="font-weight: bold;">8. Brand transparency, and humanity, will be consumer favorites. </span><br />While
2011 saw new levels of consumer disdain at too many business'
self-serving actions, stories of businesses doing good (think Patagonia
and Ben & Jerry's) remind consumers that personality and profit can
be compatible. In fact, in 2012 consumers won't expect brands to be
flawless; they will even embrace brands that are are honest about their
flaws (think Dominos), and support brands that show some empathy,
generosity, humility, flexibility, maturity, humor and dare we say it,
some character and humanity.<br /><br /><span style="font-weight: bold;">9. Touchscreen technology becomes “high touch”.</span><br />Thanks
to the continued explosion of touchscreen smartphones, tablets, and the
cloud, 2012 will see new touchscreen technology that is not only more
pervasive, but more personal, more immersive and more interactive than
ever. In 2012, we see touchscreens as an interface to a world where consumers will care more about the screen and what’s being accessed through it, than the brand.<br /><br /><span style="font-weight: bold;">10. 'Trading in' is the new black in 2012.</span><br />It’s
never been easier for savvy consumers to resell or trade in past
purchases, and unlock the value in their current possessions. In 2012,
‘trading in’ will continue to become an alternative to buying. Consumers have
always resold large, durable goods like cars and houses; but in 2012,
almost anything is ripe for resale, from electronics to clothes, and
even experiences.<br />
<br /><span style="font-weight: bold;">11. Risque becomes less risky and more accepted around the globe. </span><br />While
cultural differences will continue to shape consumer desires,
middle-class and/or younger consumers in almost every market will
embrace brands that push the boundaries. Expect frank, risqué or
non-corporate products, services and campaigns from emerging markets to
be on the rise in 2012. Consumers in mature consumer societies have
generally been more willing to handle much more honest conversations,
more daring innovations, more quirky flavors, more risqué experiences,
but in 2012, consumers in emerging markets will increasingly appreciate
brands that push the boundaries.”<br /><br /><span style="font-weight: bold;">12. Consumers will demand instant visual information gratification.</span><br />The
need and expectation for instant information and instant access to
everything one wants to know is already deeply ingrained in the today’s
consumer. 2012 will see a mix of apps and QR codes bringing information
about objects that consumers encounter in the real world instantly. And
like some other trends, it’s the rise of the smartphone that will fuel this full-blown access to everything.<br /><br />As the authors of the latest Trendwatching briefing point out, "<span>We’re not saying there are <em>only</em>
12 consumer trends to track in 2012; there are dozens of important
consumer trends worth knowing about and applying at any given time of
the year. We merely bring you a selection to get going.</span>"<br /><br />I hope this recap gives you ideas on how to approach your clients and prospects. Today's information overload and digital technology makes it imperative for someone to take the lead in understanding what changes marketers should be exploring today to be ready for tomorrow.<br /><br />Is your agency ready to provide that kind of support?<br />
<br />Don Morgan - RAINDANCE CONSULTINGhttp://www.blogger.com/profile/07133875908630987282noreply@blogger.com