If your company believes in something, then don't just co-opt the sentiment as a tagline. Walking the walk is what counts, both in real life and in terms of customer approval.
Thursday, October 9, 2008
Co-Opting Causes Causes Customer Concern.
If your company believes in something, then don't just co-opt the sentiment as a tagline. Walking the walk is what counts, both in real life and in terms of customer approval.
Wednesday, October 8, 2008
Missing The Customer Target.
Just saw this tweet from my CTO friend Matthias.
"I hate when Dell asks "what segment are you? small business? large business? home?" without explanation. Just show me computers, ok?"
He's right. Yet businesses still insist on trying to categorise customers by their criteria rather than ours. Why should they presume to know us better than we know ourselves? Make it easy for customers to tell you, if it's really necessary, and then just focus on giving them what they want.
Tuesday, October 7, 2008
Being Missed (aka Seth Godin Agrees With Me!).
Last night, I had the privilege of being one of a group of people invited to watch and comment upon a run-through of Seth Godin's newest talk. In it he adds some of the ideas from his latest book Tribes to the mix while synthesising a lot of thinking that is bubbling around social media and marketing. It was terrific.
Coincidentally, one of the points he made was what I had intended to blog about today. That point is that among all this talk of social objects, friending on Facebook or herd behaviour, the underlying test is what would happen if you were suddenly not one of the group. Would you be missed?
If your product/service is not so remarkable, so well able to meet your users' need and (in some more ephemeral sense) adds to their lives by virtue of standing for something, then they will not miss it if they don't buy it. You want your product/service to be one of those that people pine for when they're travelling overseas or suddenly discover they've used up. You want it genuinely to engage them rather than just get their attention. You want it to be something that truly engenders passion.
Being missed is ultimately what all the oft-quoted examplars have in common(think Nike, think Innocent, think latest industry poster-child) and being missed is what your marketing should be all about.
Addendum: The actual talk happens later this week and thereafter the slides will be online. You should check them out.
Monday, October 6, 2008
Thursday, October 2, 2008
Everything Is Marketing (Chapter 271).
The previously featured Ferrari emporium in Regent Street is seeking staff. But the marketing department - who previously used it to announce the arrival of the emotion of Ferrari - seems to have fogotten that its temporary storefront is still the billboard for their brand.
By allowing such a badly written piece of copy (for that's ultimately what it is), they've the location all the aura and emotion of the corner-shop window replete with DIY ads for gardeners and second-hand prams.
Wednesday, October 1, 2008
2009 Guidance for CMOs. . .
When budgets are on the cutting board, the marketing function often has to shoulder more than its fair share of the pain. The cuts of 2008 and 2009 will be no exception. In IDC's most recent budget survey, closed in September 2008, actual 2008 spend increase will be just 3.5%, a reduction from the 4% predicted earlier this year. In addition to the short term budget cuts, the pressures of the current downturn will usher in a period of more sweeping marketing organization change. In my five years as a CMO Advisory analyst at IDC, I have never observed so much management analysis regarding potential marketing-organization change. Here are some things to think about to help you to survive and thrive in 2009:
- Transformation Starts at the Top. Many tech marketing organizations have far too many silos and lack alignment. For these companies, there is too much independent resource and spending at corporate and, in some cases, in the business units; and not enough spending in the field, closer to the prospects and customers. This also contributes to the dis-connects between the sales and marketing functions – as the sales department often perceives that marketing's actions are far removed from their efforts. IDC suggests further examination of the marketing organization's structure to improve alignment between corporate marketing, business unit marketing and field marketing.
- Seek to Decentralize. Continuously question yourself during the budget planning process: where is the money owned; and where is it spent? IDC guidance is for the typical large tech vendor of greater than $1b in revenue to have at least 45-50% of its total marketing execution "spent" in the geographical regions. Currently, about 36% of the total marketing budget is directly owned and spent by the regions. Add to this the 6% of the typical corporate marketing budget that is "spent" by the field. The total is about 42% of spend in the regions, and so is short of the 50% benchmark goal.
- Improve Relevancy. Two areas of essential guidance to help with the relevancy effort including campaign management and sales enablement. The first is an improved Campaign Management function. This role should seek to knit together disparate product-line marketing efforts into broader and larger themes. I have observed several top CMO's making these moves in 2008. The second area is Sales Enablement. Marketing needs to improve its ability to get the right marketing assets to the right sales-people, at the right time and in the right format. This is hard to do: its needs go above and beyond product marketing's attempts to do this.
Don't Watch That, Watch This.
The news that ITV has developed a technology to embed advertisements into the uninteresting part of TV dramas is indicative of a desperate attempt to cling to a model that customers have started to abandon. Even if there is a lot of dead screen-space in ITV dramas these days.
People change their behaviour for a reason. The appropriate marketing reaction is to understand that reason and adapt accordingly. It is not to ignore their mindset completely and seek to impose your unwanted thinking on them. Viewers won't let this happen, of course, and ITV will have to think more about how to adapt their medium to their users' viewing habits rather than trying to change the way their users behave.
If they are to remain advertising-funded, then they must ensure that their viewers receive those advertisements that they want to see, when they want to see them. Not when ITV want them to see them. Like all broadcasters, they have to acknowledge that technology and choice means that it is the viewers (more so than the advertisers) who are now their customers.Times change and you have to change with them.
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