Banksy Does Marketing.

Becoming the most noticed artist amongst the hundreds of thousand vying for that tag is a classic differentiation problem. You have to ensure you have a remarkable product and be really clever in your use of a combination of discovery and free to create a story surrounding it. The story generates interest in what you're doing and you start to reap the financial benefits because of it.


Some accuse you of daylight robbery, but you don't rest on your laurels. You continue to build the story by creating an astonishing event in a London road tunnel with very polite security.



In classic 2.0 style, you invite the public to view for free.



And others to collaborate and co-create.


Then, after three days, you will leave it to its fate.



And let the story and your popularity grow - while people reading this realise they have only two days to avoid the social embarrasment of missing it.

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Marketing's Next Trick.

David Blaine is a magician but he claims his performances as an endurance artist involve no trickery - this despite the fact that he inhaled pure oxygen for 23 minutes before claiming a world record by breathing underwater for over 17 minutes on the Oprah show. Are we impressed and, if so, for how long? Or does the niggling doubt of deception minimise what might or might not be a great achievement?

The whole thing reminded me of Iain Tait's Under The Influence musings about what sort of "magic" works best in the marketing arena. Does a Blaine extravaganza impress me more than his close-up street magic? Frankly, no. Both involve technique, craft and expertise but the more incredible your claim such as David Copperfield making the Empire State Building "disappear", the more you're asking people to suspend disbelief.

For sure, you can make an impact with big extravagant promises, but I'm with Iain in thinking that a succession of smaller, more intimate moments of delight will ultimately cast a deeper and more enduring spell.

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Is MPM 3.0 Even on Your Radar? (Marketing Performance Measurement)

Marketers in the technology sector have made significant strides in developing and deploying their marketing performance measurement(MPM) strategies. Most have moved beyond the unrealistic quest to establish the perfect return on investment (ROI) metric, and have developed a solid marketing operations area that focuses on maintaining a set of pragmatic marketing performance objectives and metrics. Even so, many companies remain behind the MPM development curve, with the economic, marketplace, and corporate pressures continuing to grow.

Where are the best practice leaders today (i.e., MPM 2.0), and what does their next generation MPM process look like? Here's a quick look at the state of the industry today for MPM based upon a recent study by IDC's CMO Advisory Service:

• Marketing Operations is "leading the charge" to improve the group's measurement process and drive analytical rigor across the organization in addition to the more familiar art of marketing. (refer to my earlier post regarding MO staffing levels and responsibilities)
• A cascading dashboard strategy has been deployed, including a CMO or executive-level dashboard, and dashboards at the business unit, functional and regional levels. Nortel has done a good job of building this type of hierarchy into their MPM process.
• Regions and business units are beginning to improve their data input and overall participation in the MPM process. Citrix takes this a step further and puts the responsibility of data collection and some analysis into the hands of the regions.
• The importance of measurement at the activity, functional and campaign level have penetrated the organization as an established "culture of measurement", resulting in improved efficiencies and effectiveness across marketing. In Intel. . . "discussions driven by the dashboard have made the staff smarter and more cognizant about how we're contributing to Intel business success and why."

Essential guidance for every marketer to either catch up to your peers, or to stay ahead of the MPM curve includes: 1) If you don’t have a MPM process yet, start now!. . . And don’t aim for perfection; 2) Use relevant metrics that drive action; 3) Include all marketing groups in your MPM process as well as sales; and 4) Include your MPM process as part of your weekly, monthly, quarterly and annual reporting and strategic planning process, with a well communicated cadence in alignment with sales and corporate.

Feel free to comment below or email me at mgerard@idc.com to continue the discussion. I'll be glad to share some additional insight regarding where I see companies headed for "MPM 3.0".

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No Secrets In Marketing.

Jeffre nicely skewers a domain name seller for being so transparent in their upselling motivation that they inadvertantly announce it in their url.

This doesn't just apply to the online world of course. Everything you do is noticed somewhere by someone and, if it's noteworthy, it will be repeated. All the more reason to ensure it's noteworthy for positive reasons.

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Innocent AGM.

On Saturday, I attended Innocent's first AGM. One of their founders told me that the key to success is making a good product. I, of course, agree that it's that simple (and that difficult). They also have insightful labelling.

It was nine years ago today that they sold their first smoothie. Today they sell more than 100 million. No wonder everybody talks about them.

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6 Marketing Lessons From The Chat Room.

(click here to enlarge...... the picture).
Many of the key innovations of the online world have been led by the adult industry, so naturally my first reaction on seeing this image (courtesy of Marcus) was to consider the numerous marketing insights it provides.

1) Scarcity Of Attention - traditionally the scarcity has come from the potential customer, but here we see the provider rationing her attention and thus stimulating a huge pent-up demand.

2) Trading Up - traditionally it's been felt that you have to provide your customer with an enthusiastic greeting and rewarding experience in order to increase their expenditure, but here we see the indifference strategy forcing customers to the paid rooms.

3) Power Naps - human capital is your key resource in this ultra-competitive world, but here we see what happens when you don't ensure your staff are well rested. Providing sleeping facilities at the office is not the answer.

4) Free Is The New Pricing - some would have you believe that the future lies in giving away your offering and reaping the benefit via ancillary services, but here we see the provider reminding us that you really do get what you pay for.

5) Markets Are Conversations - traditionally it has been felt that conversation is two way, but here we see that in a modern one to one business model, the provision of the mechanism is enough. Guest 705 is quite happy to do it alone.

6) Visual Literacy - traditionally marketing messages were direct, unimaginative and assumed nothing of the intelligence of the customer, but here we see a provider fully confident that we will recognise this as the homage to the Comcast guy that it is.

I'm sure there are many others - feel free to add them in the comments.

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Who's Your Client?

Hidden in the interview with the founder of mobile advertising network Admob was the revelation that banner ads get better click-through rates than simple text ads, but that some operators worry about them interfering with the UI and thus the user experience.

It's the age-old marketing problem. Balancing the needs of your clients against the needs of their customers. Never doubt that erring on the side of the latter is the way to go.

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