Customer Loyalty And The Pareto Tyranny.

Customer loyalty is much prized and much misunderstood. The obsession with it is such that companies often confuse habit for loyalty. They see their healthy sales figures and believe they have loyal followers rather than habitual customers. They believe this right up until the point when a competitor disrupts their market and their "loyalists" suddenly jump ship.Last week, at an airline innovation forum, I also saw that this leads to customers misinterpreting...

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It's Spreadable Marketing, Not Viral.

In a New York bar last month, a (non-media) university friend of his asked the rest of the table to explain what Faris actually did - apart from use very long words that she didn't understand? We laughed, he pled guilty and we continued drinking. This month, he's written an excellent post derived from his own thinking and his attendance of MIT's Future Of Entertainment conference. It gives us the simple language with which to clarify what viral marketing...

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A View from the CFO's Office. . .

I recently attended MIT Sloan's annual CFO Summit in Newton, Massachusetts; not just to earn the CPE credits needed to maintain my CPA certification, but more importantly, I wanted to gain an understanding of CFOs' perspectives in this difficult economic environment. This is something that every CMO should understand to help optimize their management strategy as well as their tenure.It was no surprise that the theme of the conference was "Relentless Volatility". Jack McCullough, one of the two co-chairs of the event, put it well in his opening...

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That's Not Marketing Either.

Actually, no. A brand should exist solely to meet a customer need and, if it does, then its needs and those of the customer will be congruent. A construct doesn't have independent needs.On the other hand, a company does have independent needs and this suggestion is more a reflection of the interconnectedness of marketing and corporate strategy than anything else. Successful corporate strategy connects the needs of customers to the need of a company...

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Breaking Up Is Hard To Do.

Rightly or wrongly, I stopped looking at my blog stats well over a year ago. That way neurosis lies. But, via my RSS reader, I am informed of how many of you kindly subscribe using that tool. Overnight, not having blogged in two days, I lost three subscribers and that got me thinking. Had I (or Loren Feldman) offended readers with my Motrin post, had I bored them into submission, had they just lost the blog-reading habit or had readers switched to another RSS system? I have no way of knowing.And it's important to know why people don't want what...

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The Shaky Foundations Of Neuromarketing.

That is the problem with all neuroscience. We don't really know what we are seeing when we watch the brain work. Is it the thing itself - the thought, the flash of insight - or just an aspect of it, the bark rather than the dog.Professor Lawrence Parsons - Sheffield Universi...

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Marketing Headache, Motrin-Style.

There has been a little kerfuffle in interweb land this past weekend. Most people won't have noticed it. But some people got quite excited because Motrin were very slow in reacting to the "noise" and didn't apologise and/or explain that they had been joking as quickly as they should.The whole sorry saga is detailed here and includes what I had intended to be my only comment on the furore.But I was forced to blog about it because of the intervention of the honeymooning Loren Feldman who gives an alternative perspective....

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Criminalise Your Customers?

Tara pointed me to this a href="http://www.adrants.com/2008/11/renamed-wifi-networks-guilt-freeloaders.php" target="new">story about a Dutch coffee-shop chain thatBy continuously changing the names of their store networks to such things as OrderAnotherCoffeeAlready, BuyCoffeeForCuteGirlOverThere?, HaveYouTriedCoffeeCake?, BuyAnotherCupYouCheapskate and BuyaLargeLatterGetBrownieForFree...is able to both promote items as well as guilt patrons into realizing free WiFi really isn'tThat's smart as far as it goes. But it's indiscriminately interruptive...

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Speed Marketing (Geeks In A Crypt).

So, I found myself in a crypt full of geeks. Theoretically, I was there to learn some more about cloud computing, but instead I got a lesson in bad marketing.If you're allocated five minutes to present your thinking and insights, you can do one of two things. You can try to cram your regular half hour into the reduced time which involves subjecting your audience to a blur of slides and/or an avalanche of speed-reading. Or you can acknowledge that...

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Missing The Bus.

So, let me get this right. I could buy a coffee for £3, but rather than do that I should buy one of your £3 coach tickets and travel to an unspecified location where I can then spend some more money to buy a coffee I could have bought some hours ago?Isn't the point of travel to enable you to do something you couldn't do where you were? Isn't the point of this example that marketers should always ensure that they and their media contractors know what...

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Alone In The Crowd.

Marketers are increasingly trying and failing to inject social interaction into their activities. The key is to realise that something which seems social may not be social at all. In this article about Sleeveface, one line stuck out."We know this one woman who got into it, and she used to do flash-mobbing. But she says you'd just turn up, do something funny and leave, so she didn't get to meet anybody. Sleevefacing is more social"Too many markerters/advertisers...

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Your Customer-Driven Future.

At the heart of the VRM philosophy is the intention to impel businesses to move away from a customer-focused approach and towards a customer-driven outlook. Some recent developments at Tesco.com (the online service of the UK's largest supermarket chain) provide an opportunity to clarify the distinction.Customer-FocusedTesco were the first UK supermarket to launch an online shopping site, but its initial iteration seemed to have simply cut and pasted...

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Marketing's Planning Process: An Ongoing Activity, not an Annual "Trip to the Dentist"

As your marketing organization approaches the end of its annual planning cycle, remember that it shouldn't end on January 1, 2009. As marketers we must get better at managing our annual and intra-year process as a part of our regular business processes vs. a once per year disruptive event. Doing so could be a helpful step forward in improving our ability to manage investment, shift resources in response to market conditions, and improve alignment within marketing and with the rest of the organization. Based upon interviews with marketing leaders...

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The iPod Generation Isn't A Generation.

While participating in a panel at Mondays's VRM conference, I made a comment about the need for all businesses to recognise that the iPod generation were accustomed to having an entirely personalised music experience and that this technologically-driven expectation would spread into every area of their life.I was bemused by some of the audience's accusations about my use of a generational generalisation and their insistence that they were more technologically-aware...

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Managing Expectations.

Imagine how people will be feeling tomorrow if things don't go as they've been led to believe. Anger, disenchantment and distrust will prevail. When your marketing efforts overhype what you can deliver or you fail to fulfill your promises, the same feelings pervade your potential customers. It may not be as palpable, but the emotions will be there. Just as deep and just as damagi...

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