The biggest thing on the horizon, at least for those of us in the U.S., is the Presidential election in November. Of course, we've already been watching debates and hearing candidates tout why they are right for America and why their opponents are so obviously wrong. Toss in the punditry from both the right and the left — is there any middle any longer, by the way? — and the three-ring circus is fully underway.
Residents of caucus and early primary states are already getting their fill. The rest of us who watch the news unfortunately have to listen to reports of those poor souls in the other states. Some love it and live for it. Others…not so much.
It's the American way. Some say it's a broken process, exacerbated by a Supreme Court decision known as Citizens United. Others say it's just free speech and anyone should be able to spend whatever they want to help get someone elected. Whatever one's view on this hot button issue, one thing is certain: the flood of money into political coffers will make this the most expensive Presidential campaign ever. Oh, and all of us will at some point be inundated by political ads, especially after the two parties' national conventions nominate their official candidates this summer. If there was integrity to the messages, statesmanship, a lifting up of the nation instead of the putting down of the opponent and those with differing views…boy, wouldn't that be different?
Unfortunately, as long as people respond to the tactics of fear and division in campaign messages political consultants and the candidates they are working for will continue to employ those tactics. Every marketer and communications professional will tell you that these ploys work at an emotional level rather than a cognitive level. When push comes to shove, emotion generally wins.
It doesn't always result in the best outcomes, however, as history has shown time and time again. But that's a rational statement., which is easy to set aside as long as the candidates and their messages are able to keep fear and division first and foremost in the public's mind.
Making an individual, a group, a gender, a race, a nation…whatever…making anything else "The Other" has been a winning formula for bigots, despots and politicians of the blowhard variety for ages. Until we are able to lift ourselves individually and collectively above that level of discourse, we'll just get more of the same. Brings to mind that old adage about the definition of insanity: doing the same thing over and over and expecting to get different results.
It's sad, really, if you think about it. Which is the exact opposite of what most candidates and their communications campaigns want us to do.
So, as we kick off this election year of 2016, perhaps IBM's famous slogan, "Think," should be a mantra for voters. Not thinking can have serious consequences for the nation and the world.
We've seen that storyline play out far too often…that is, if you think about it.
As those of you familiar with the show are aware, "Mad Men" refers to the self-description Madison Avenue advertising agencies gave to themselves back in the late 1950s - early 1960s (and, yes, it was primarily a male-dominated industry, as the show reflects in not-so-subtle ways). While the label obviously referred to the location of most of the big agencies in New York City, it also certainly applied as a descriptor to the behaviors of some of those engaged in this craft, at least as portrayed in the show.
While I wasn't part of that ad scene in terms of either time or place, my career began later in another "Mad" place: Madison, Wisconsin…also sometimes referred to by its fans as MadTown. So, in at least one respect, I guess I was a Mad Man, too.
As a novice copywriter at a small agency in a small market such as Madison, I was getting paid to do something that was my natural gift… write…imagine that! And to ultimately see one's concepts and words executed in print, on radio and TV, outdoor, direct mail and so on…that was icing on the cake. Still is, to be frank. I can so very much relate to Peggy and the other young copywriters on Mad Men in that regard. There was — and still is — a passion for "the big idea." (One of the agencies I worked with in Chicago had a neon sign in its reception area that read "Hot Ideas Served Daily." I wanted to work there as soon as I saw that.)
Over time, one generally has other opportunities presented to them, both within one's initial place of employment and beyond. In my case, it was client contact and account management. Watching the account execs on Mad Men brings back memories of lunches, meetings and travel that sometimes worked out well, and sometimes didn't. I added market research skills to the mix, including both quantitative and qualitative research including focus group moderation. Mad Men shows agencies in the early stages of using such techniques to refine their message; I enjoyed seeing that in the show as it brought some additional realism to the series for me.
Changes of cities also brought new challenges and opportunities including, eventually, lecturing about marketing and sales at the college level. A few students told me at the time that they became marketing majors because of my classes. That was one of the things of which I was most proud during my time in academe.
One of the most challenging — and fun! — projects over the years involved facilitating nine focus groups in four days — including travel time and a middle-of-the-night fire alarm hotel evacuation — working eastward from Los Angeles to Iowa to New York. Whew! We also had participants complete surveys and brain dominance profiles which, along with the focus group findings, were used to develop highly targeted — and ultimately, highly effective — marketing communications for the client. This "do whatever it takes for the client and the business" working mantra from Mad Men was also one which I learned early on from my mentors. Actually, I probably learned it from my parents and teachers, in different forms, long before I sat behind the office typewriter (yep, had one of those) for the first time trying to come up with creative ad copy.
That's another thing Mad Men reminded me of: "It's not creative unless it sells." That's not the axiom used in the show, just that there is a real concern and recognition expressed that there's some bottom-line implications to advertising strategy and creative work. Writers, illustrators and graphic artists can occasionally get wrapped up in their own creative brilliance if not given proper direction and a sense of accountability for moving the target audience to action.
I also had the opportunity to experience the frustration that lead character Don Draper of Mad Men and his associates had on occasion: being part of a small agency competing with a large one for a client's business. Despite having, at least in our view, superior creative and strategic capabilities in some regards, it was and still is often the case that many clients seem to like the supposed safety of body count, i.e., the more people available to them at an agency the better the service. Well, not necessarily. I was part of a team on more than one occasion where Fortune 500 companies brought us in to do things their "big" agency couldn't do…despite the fact that the big agency had much larger staffs than did we. We had no delusions about getting their entire account. But we were able to carve out a niche that was mutually beneficial to the client and our agency.
Along these same lines, I've had the great opportunity to work with some insightful clients who actually preferred dealing with a smaller firm because they knew they weren't paying for staff or big offices that have nothing to do with their account. Performance, of course, is still the key to making that trust work for both parties.
Does Mad Men accurately show what things were like in New York City during that period of time covered by the show? In some respects, without actually being there, I'd say probably so, at least in part. Is there also a great deal of creative license within the show itself? Of course. The actual inner workings of the ad business would generally be far too mundane to engage viewers for long. Was there or is there personal drama? Of course. Was or is there bad or questionable behavior and choices? Naturally. We're talking human beings in a highly competitive and highly accountable work environment; things can happen.
My career now covers more than 40 years in advertising and marketing, As someone who has seen the good and the bad parts of many aspects of this industry, albeit from a Midwestern perspective, for a long, long time, I'm thankful that the producers and writers of Mad Men have created such a show. It reminds me of things I still enjoy…as well as reminds me of those aspects of the business I thankfully haven't had to deal with in a long time. As the captain of my own ship for more than 25 years, I've generally been able to work with clients who share my sense of business ethics and avoid those that don't.
Best of all, I've met and worked with some incredible people during my career. Above and beyond anything, that's been the best part of it all. If that makes me a Mad Man, I couldn't be more pleased.
This is when I generally make an attempt to gently suggest that they'd be better off saving their money, as a one-time only ad, especially -- without any strategy, plan or understanding of their target market -- is often not worth doing. Some might argue that something is better than nothing. And that's valid, of course. But to think that a single ad -- unless it's running during the Super Bowl, perhaps -- is going to make much of an impact, is wishful thinking. Same goes for a website or social media. They require attention. Regularly.
Good marketing and advertising begins with questions rather than answers: What are your goals and objectives? What does your target market know about your company or business? What do you want them to know? Who is your target market? Describe them. Why do they want or need your product or service? Why should they purchase from you rather than a competitor? And so on. Questions...questions.
Prospective clients often turn to an outside consultant or agency when they recognize that they don't have the answers or capabilities to communicate effectively about their products or services. An outside view can often be helpful in this regard. But it has to be understood that advertising is both art and science. Some of the science comes about through marketing research and planning. The art comes about in taking that information as background and constructing a communications campaign that is geared to achieve the goals set forth. That means transforming the data and input into a communications concept (words, pictures, perhaps music and customer interaction, as well) that can be tested. Tested against what? Another version of the message. Find out which works best and then create another test. Always test, measure, and refine.
That's hard to do with a "Let's do an ad, website, etc." view of marketing and advertising. It's also hard to have any long-term business success with such a view.
Are you ready to take a broad view of your marketing and advertising efforts? Then give us a call. We can assist you. Really.
Today, I want to offer you an example of what can happen if marketing research isn't integrated into the product or service planning process early on. This is a true story with which I have firsthand experience.
This particular company had likely invested hundreds of millions of dollars designing and manufacturing the latest equipment for its market. It had produced hundreds of these expensive units, thinking that the company's likely customers would be clamoring for all the latest bells and whistles it had incorporated into this state-of-the-art equipment. Yet, all these units were sitting on the factory lot not selling. Executives were getting nervous. They had staked much of the company's capital -- and perhaps their own careers -- on this new equipment.
Why weren't these things selling, they wanted to know? The attitude was pretty much that these should be selling themselves…the "If we build it they will come" syndrome. It was a fairly quick assessment on our part: they didn't really have a good picture of who the primary market for this type of equipment was. A general idea, yes. Specifically? No. The general picture of their market had served them pretty well over the years. But that led to complacency, as did a budget that could obscure real issues. As a result, the company bet a bundle on that general picture of its market, coupled it with individual and corporate hubris…and lost.
Prior to designing and manufacturing this equipment, crafting a solid marketing research plan -- with clearly-defined goals -- and conducting a bit of secondary research would have discovered that the primary market for these products was essentially restricted to a very small segment of the overall market that was overwhelmingly located in one geographical area of North America. By knowing the size and location of that market, the company could have saved millions of dollars on manufacturing and carrying costs, lost opportunity costs, marketing expenses, and more. Couple that with some primary research to learn about acceptable price points, delivery options, preferred features and more, and you can imagine how much more successful this company could have been with this product launch.
Yes, they may have had the best piece of equipment out there. But they overbuilt for the actual market potential and ultimately struggled in their product launch. Ouch. Big-time ouch.
Further, there was really little we could offer them at this point other than the information we uncovered. That was information they needed at the start, not at the end. Things could have unfolded so much differently if only they had thought strategically and valued the role that marketing research can play in the product planning and development process, not just in the post-production sales phase.
This is a scenario I've seen repeated over and over during my career: manufacture "X" -- or create a new program or service -- and then figure out who to sell it to and how. It doesn't matter the size of the company or organization, or their line of business; it's a common problem. Doing things backwards, however, is not a very cost-effective approach, whatever one's line of business.
When you're ready to see what strategic marketing research -- and strategic marketing -- can do for you, give us a call. But please, do us both a favor: communicate early in the process…not after the die is already cast.
How can you know how to best serve your particular market or customer base if you don't know who they are, what they want, how much they are willing to pay, the best means for communicating with them, and so on?
It's easy to get scared off when the subject of market research comes up, particularly if there is no one within your company or organization who is tasked with that responsibility or who has some level of experience with what it entails. It needn't be overwhelming, though.
For starters, the Internet brings so much information to us today that what you are looking for, or at least some semblance of what you are looking for, is probably already out there. Somewhere. The trick becomes finding it. Or, if you aren't able to find exactly what you want, finding something close and extrapolating from it. This is known as secondary research. And, yes, sometimes those of us who are perhaps a bit more skilled at searches can expedite the process and find information for you faster than those who don't spend all their time studying search engine optimization, search phrases and expressions, etc. Yes, Mindscape, is well-versed in conducting secondary research.
Sometimes, however, you can't find exactly what you need merely by searching for what others have already done. Sometimes you need to do your own research based upon your own information-gathering goals. That's when primary research is called for.
If you don't have an in-house research department, you may wish to consult with an organization such as Mindscape to help you define the information you need, develop your information-gathering goals, and create the research plan and methodology…as well as then conduct the research itself through focus groups, surveys, personal interviews, etc. There are many tools and techniques available for primary research. It will benefit you in the long run to use a qualified researcher to help you get the information you need. A relatively small investment up front can often save you a lot of expense later on. Consider the costs of a failed product or service launch, or misdirected advertising messages, for example. You can ensure that those larger investments have a better chance of paying off by making a smaller and targeted research investment at the start of things.
There's certainly more that can be said on this subject, and perhaps I'll take it up again. But this hopefully is a sufficient overview to get you thinking. Do you need research as part of your ongoing marketing and communications efforts? When you have your answer -- and you need the expertise of an outside consultant to help you -- give us a call.
Admittedly, this is not the answer most hope to hear, especially from an experienced marketer such as yours truly. But it's the correct answer.
Because when it comes to which social media networks are the best and "right ones," it truly depends upon your business goals, your audience, your personnel and budget resources. Figure out what those are and you will be headed in the right direction. Then, determine who uses each of the social media networks. For example, a very high percentage of the users of Pinterest (at the present time…which is always the proviso) are female. If you're marketing your products or services primarily or entirely toward women, developing a strategy for using Pinterest as part of your marketing mix would be a good idea. A review of each of the top social media networks relative to your target audience will help determine your options.
Yes, it takes time to research, analyze and create a strategy that will have the best chances of success. There are a lot of moving parts in a marketing mix and even more so in a social media plan. Getting them all working together is key.
If you'd like to know more about how social media can benefit your business, or if you need help with any of your marketing communications activities, we can help. Call us or shoot us an email. Let's start the conversation.
With the explosion of the Web and social media for business uses, many want to know how it's all working. In a competitive business environment, it's all about results, right? Well, yes. And no.
That's because, particularly with social media, attempting to interpret analytical data and correlate it with results it produces isn't always possible. In fact, some might argue it's never possible. Inferences? Yes. Correlations…maybe.
There are many tools available for marketers to measure their traffic. Google Analytics offers an abundance of information. And, sometimes, when you drill down that data you might be able to find that an email that hit customers' in-boxes at 12:16 p.m. on a Tuesday was in fact responsible for a huge spike in website traffic right at that exact moment. But then the questions begin: Was that due to the day? The time? The email subject line? The email offer and urge to action? All of which leads, if those in charge of these activities are on the ball, to testing…and more testing. That is at the heart of good marketing communications.
Most if not all of the social networks themselves also offer some type of network-specific usage data, although some may be more helpful than others.
There are other analytical tools, of course, which are generally tied in with the use of a particular code or script on one's site or pages: Statcounter, AddThis, ShareThis and others. There may be some overlap amongst the various tools. But each also brings something slightly different to the data analysis game. Decisions have to be made about which analytical tools will help provide the information that's most meaningful for one's own business goals.
That requires some planning.
Funny how the principles of good marketing don't change.
❝One of the key marketing and business concepts we've learned over the years is this:
the fundamental principles underlying good marketing and advertising
are the same regardless of business or industry; the only thing that changes
is the information related to the product or service being marketed.❞
Do you agree with that? You should. Because it's true. It's so true we dare to state it right on our home page.
How do we know this to be true? Because for more than 35 years, we've seen it played out in action time after time after time. Across a wide range of businesses and industries and everything from Mom 'n' Pop businesses to Fortune 500 global corporations.
In many instances, a prospective client might ask whether or not we've had experience with "X" … "X" being their particular field of enterprise. Maybe we have, maybe we haven't. But either way, it shouldn't really matter…if the prospective client is interested in obtaining the best marketing services it can, that is. After all, which is easier: training someone in the intricacies of marketing strategy, research, planning and creative development … OR … providing the pieces of information relevant to one's business and industry that an experienced marketing consultant/agency can then use to shape a successful marketing campaign?
I know my answer.
The first point to be made is somewhat akin to the Zen saying, "If you meet the Buddha, kill the Buddha." Obviously, this is not to be taken literally. The point is that if you think you've found the Buddha, you haven't. It's merely your own delusion and attachments at work. Similarly, if someone tells you -- especially some "expert" -- that they thoroughly understand social media and can tell you how best to achieve this or that, guaranteed…they don't. Social media is constantly changing. No one has the answer.
Here is where we have the delusion that leads to the confusion.
So what advice might seem to make sense, especially given the myriad of social networks a business has to choose from? First, know your own business and its goals. What are they? Know your customers. Who are they? What social media are they likely to use as part of their personal and business lives? (Remember: business customers aren't typically business 24-7; they are individuals who also have personal interests that they pursue. Think software and accounting firms advertising on televised golf tournaments, for example.) What's your budget? Can you afford to generate traffic through ads on social networks? Or do you prefer to build customer traffic and engagement organically? If the latter, that especially means generating engaging content. Who will create and curate that for your business? What kind of integrated marketing strategy and approach do you have to tie all your marketing communications efforts together with your social media activities?
In short, you still have to do your marketing homework. Where you communicate with your customers, and how you do so, may have changed places, so to speak, but the questions you ask to develop your strategy and plan, and the process you follow, still are essentially the same.
The approach of some businesses today to social media is the same as it was when "old media" (print, broadcast, etc.) ruled. What was that approach? "Let's do an ad," they'd say. When asked why, many wouldn't be able to give a reasoned answer. Often, it was because their competitors were doing so and kicking their tails as a result. That's a good motivator. But it's not a good reason and it's even less a strategy for success. Today, some company executives say "Let's do social media." C'mon. There's more to it than that. Companies can -- and do -- waste a great deal of time and resources not thinking through why they need to be on social media, what they are going to say, and who's going to stay on top of it.
Engaging with the customer is the key. And that requires a good deal of clarity at every step of the communications process. Confusion and delusion aren't going to cut it. Think, people….think!
It's a given that the subject of "What's Hot?" comes up in advertising and marketing. A lot. This is an industry that is very much focused on the flavor of the day. One of the agencies I worked for long ago and not-so-far away had its slogan, "Hot Ideas Served Daily," made into a neon sign which was displayed in the reception area of the office. It was a classic example of selling the sizzle and not the steak. Our sales pitch to a prospective client began the moment they walked in the door. I learned a great deal at that agency.
That's what we do in the marketing communications business: sell the sizzle.
Someone will buy a steak, but not because it's a steak. That''s not what they want. Not really. Think about it: do they really want a raw piece of meat? Rather, they're buying a taste, a smell, a feeling, a memory, an experience. That's what people buy. And that's what good marketing and advertising helps the customer to recall or imagine and act upon. If you are a B2B company, that prospect you are trying to sell to still works out of the same psychological set, despite being wrapped in the guise of budgets, units, SKUs, etc. You are still helping them meet a want or need. If they feel better about your sizzle, you'll likely get the sale.
As marketers, we seek to learn as much as we can about your end user, your target audience, your customer. Then we attempt to communicate with them about your product or service using those communications cues that they will mostly likely relate to and respond to. In other words, selling the sizzle not the steak.
I hate to tell you this but it doesn't matter how much a wife, mother, brother-in-law, husband, son, daughter, father or even the CEO him/herself likes a particular ad concept; it only matters if your customer likes it and responds to it. That's what matters.
That's when we've got a "hot idea" on our hands! That's the kind of heat wave we really want.