November | 2013
w w w. b r i l l i a n t p u b l i s h i n g . c o m
Increase your businessâ€™ potential
Vol. 10, No. 11 2013
8 How to Compare the Cost-per-Lead for Different Marketing Strategies
contributors: whoâ€™s who in the industry
outlook: How to turn your organization around
strategies: strategic PR
marketing: six dangerous email deliverability myths
foresight: it takes time
branding: branding by communication channels
exhibit: the only metric that really matters
advice: make gratitude a habit
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Don’t be the fall guy
The Other Guys
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EDITORIAL Editor in Chief MaryAnne Morrill
November is the time of year that we are all reminded to be thankful and grateful for what we have. It is also a time where we are analyzing our marketing strategies and setting our new improved strategy for the coming year. With that in mind we have put together another issue that is sure to assist you in your marketing plans. Be sure to start with the article explaining how to compare the cost-per-lead for different marketing strategies. I am certain this will assist in your analyzing and planning process. Perhaps strategic PR is what your company needs or some ideas on turning your business around… we have you covered. Be sure to also read the sage advice on branding by communication channels. Remember too success takes time. We close with making gratitude a habit. And if you are anywhere on Facebook this month you will see many people participating in a month long gratitude chain. So what are you most thankful for? We are thankful for you taking time to read and pass along every issue. Thank you for your time. Remember always to …
Style Editor Charity Plata
Asst. Editor Molly Anika
Barton Goldsmith Ph.D., David E. Johnson, Jeff Josephson, Martin Lindstrom, Barry Lipsett, Barry Siskind, Jason Warnock, Steve Woodburn
PRODUCTION / DESIGN Art Director
Jeremy Tingle Brilliant Results is published monthly by Brilliant Publishing LLC, Post Office Box 31687, Myrtle Beach, SC 29588 (717) 608-5869; Fax# (717) 566-5431. Copyright © 2013 Brilliant Publishing LLC. All rights reserved. The publisher reserves the right to accept or reject any advertising or editorial material. Advertisers, and/or their agents,
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does not reflect the views of the publisher. The imprints, logos, trademarks or trade names (Collectively the “Marks”) displayed on the products featured in Brilliant Results are for illustrative purposes only and are not available for sale. The marks do not represent the implied or actual endorsement by the owners of the Marks of the product on which they appear. All of the Marks are the property of the respective owners and is not the property of either the advertisers using the Marks or Brilliant Results.
Barton Goldsmith, Ph.D. For
more than two decades Fortune 500 companies, educational institutions, and government organizations have relied on Dr. Barton Goldsmith to help them develop creative and balanced leadership. His columns appear in over 500 publications. He may be contacted through his web site www.BartonGoldsmith.com
Martin Lindstrom a respected branding and marketing expert, was selected as one of the world’s 100 most influential people by TIME magazine. The founder, CEO and Chairman of the LINDSTROM company (Sydney), Martin speaks to a global audience of approximately one million people every year. His book; Buyology – Truth and Lies About Why We Buy – a New York Times and Wall Street Journal bestselling book has been translated into 37 languages and is on almost all major best- seller lists worldwide. www.martinlindstrom.com
Jason Warnock is the vice
president of market intelligence and deliverability for Yesmail Interactive. A seasoned digital marketing veteran, he spearheaded the development of the Yesmail Market Intelligence tool that tracks the campaigns of competitors across eight digital channels, including email and social media. Warnock has designed and executed successful technology and business strategies for several Fortune 500 companies.
Barry Siskind is an
internationally recognized trade and consumer show expert. He is the author of six bestselling business books including Powerful Exhibit Marketing. Read his newest book, Selling from the Inside Out for an in depth guide to a successful sales career. Visit Barry at www.siskindtraining.com.
Barry Lipsett is the President and Owner of Charles River Apparel, a leading producer of performance apparel, based in Sharon, Massachusetts. Celebrating 30 years in business in 2013, Lipsett’s familyowned company been recognized with numerous industry awards and has pioneered remarkable charitable programs for cancer related causes and families in need. An avid Boston sports fan and long-time Red Sox season ticket holder, Lipsett was selected to throw out the first pitch at a Red Sox home game in April. For more information on Charles River Apparel and Barry Lipsett visit www.charlesriverapparel.com.
Jeff Josephson is President and Chief Executive Officer of LeadGen.com, a service of JV/M, Inc., in Moorestown, N.J. For a white paper on “What’s the Cost of a Sales Lead” visit www. LeadGen.com/CPL. Jeff can be reached at 856-638-0399 x101 or at JLJ@ LeadGen.com.
Steve Woodburn is a consultative, results-oriented account manager with over 20 years experience in the promotional product & promotional marketing industry. He works to build relationships between brands and their customers, using imaginative promotional products as the medium, to reinforce a brand’s message and value. He is passionate about building long-term relationships with his customers and becoming a trusted advisor they can turn to for all their promotional marketing needs. You can reach him at: steve. woodburn@pinnaclepromotions,com
David E. Johnson is the CEO of Strategic Vision, LLC, an Atlanta-based public relations agency that specializes in branding, crisis communications, and media placements. Additional information on him and Strategic Vision, LLC may be obtained at www. strategicvision.biz.
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By: Jeff Josephson
How to Compare the Costper-Lead for Different Marketing Strategies Despite all the
emphasis that inbound marketing receives in the consumer world, the fact is that it is a far weaker strategy than many traditional methods available in the B2B sector – one that’s hard to see until you try to calculate your true cost-per-lead. One of the culprits is a rogue statistic that’s floating around – that buyers go through 58% (or 85%, depending on the source) of the decision process before they ever talk to a salesperson. While that may be true in certain consumer segments, it is demonstrably false in the B2B world. Most B2B decision makers don’t even know they have a need until they’ve talked to a salesperson. So how can most of the buying process have already occurred? Armed with this bias, though, B2B companies are pouring enormous sums into email marketing, social media, blogs, advertising, networking, Webinars and more – albeit without having a financially rigorous way to compare the results, and actually make intelligent choices. Sometimes companies, encouraged by their consultants and CRM providers, contort themselves with “lead scoring” systems. And while these systems make a valiant attempt to describe the differences, they generally ignore the financial implications of those differences. Instead, a much simpler method can enable you to make financially sound choices between marketing strategies, and calculate a far more valid Return on Marketing Investment – without using a complex lead scoring system. The key is acknowledging that it’s difficult to compare the cost-per-lead for sales leads produced by different methods to one another. This is because different demand stimulation methods result in different types of sales leads. An impression, a click, an inquiry, an attendee, a bingo card, a referral, an exposure, an email address, a visit, a name on a list, or a confirmed appointment are all different. 8 Brilliant Results
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They all drop you off in a different place in the sell-cycle, and so they all have different value. And so when you try to calculate the cost-per-lead – or worse, compare their ROIs – you can’t. Making matters worse, if you try to pass some of them off to the Sales department as equal, you get rejection. And since most salespeople don’t want to waste their time on unqualified sales leads, it can often result in conflict. To compare your cost-per-lead from different marketing strategies, you need to agree on a common denominator: a standard definition of a sales lead that can enable you to calculate your cost-per-lead regardless of how it was stimulated. And in B2B marketing, the best common denominator – one that works regardless of whether you’re doing Internet advertising, social media marketing, email, SEO, direct mail, telemarketing, or networking – is the initial appointment, which can be defined as: “An initial appointment with a decision maker (or strong decision influencer) who has a need for your company’s products or services, and who wants to talk with you about how you can help.” As this definition suggests though, it takes time, effort and money to convert some types of sales leads to an initial appointment; and some more than others. But the fact is that someone has to do it. Someone has to research and qualify the lead, talk to them, and get in the door with a prospect who has a need, and who wants to talk to a salesperson. And the cost of doing so needs to be included in the cost of the lead – not in the cost of selling. Adding this step in your cost-per-lead calculation, to account for the cost of converting the output of the demand stimulation program into an initial appointment, is easy. Most companies use telemarketing, but email and snail mail can also work. Depending on the nature of the lead, www.brilliantpublishing.com
some research may have to be done to get a phone number. But, after that, the cost of qualification is simply a function of the dial rate (at some cost/hour), the contact rate and the appointment rate of the qualification process, illustrated in the following, typical examples:
Demand Stimulation Method Email
Quantity of Leads Produced
Lead Qualification Cost
A Standardized Cost-per Lead Comparison Using this method, you can easily compare the costs of different ways of stimulating demand on an apples-to-apples basis, which makes it far more valid. And, conveniently, this approach of including the cost of lead qualification in the cost of the lead fits nicely with most companies’ budgeting processes. As you can see, how the lead was generated can have a huge impact on the amount of work needed to qualify and convert it to an appointment, as well as on the conversion rates. Therefore, it can have a huge impact on both the cost of the program and on the ROI. For example, let’s say you promote a White Paper for $1,000, and get 1,000 email addresses requesting a download. You still have to follow-up on them, (potentially even researching their companies and phone numbers) call them, and see if they need your product. Some will, and some won’t. But the response rate will determine your lead qualification cost, and the ROI. Similarly, an inbound program might cost $5,000, and generate 25 inquiries. They, too, need to be researched and called to see if they have a need (or persuade them that they have one). But because the response rate is likely to be www.brilliantpublishing.com
different from the email program, it matters. The same holds for networking, telemarketing, SEO, PPC, and every other marketing method. Whatever the deliverable, if you have to spend money to convert it to an initial appointment, you have to include that cost in the costper-lead. And while the cost of qualification – converting a lead into an initial appointment – can often dwarf the cost of generating the lead in the first place, only if you include it can you then make a legitimate comparison between strategies. To ignore the cost of converting a lead into an initial appointment ─ however it was produced ─ makes it almost impossible to develop a rational marketing strategy. Even if the cost of conversion was to be borne by the sales team, that only moves the cost around. It doesn’t somehow justify an ineffective marketing strategy. To be sure, some companies may be averse to networking or cold calling. Or they may have a preference for one type of promotion over another. But regardless of how you generate sales leads, it’s important to recognize that not all leads are created equal. Because the bottom line is, as they say, the bottom line.
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OUTLOOK By: Barry Lipsett, President/CEO, Charles River Apparel
How to turn your organization around: Lessons learned from the 2013 World Series Champions We all want our businesses to be successful. We want our customers and employees to happy. We want to be profitable and be a force in the marketplace. So what happens when the goals you set forth aren’t being reached? What can you do as an executive to refocus and re-energize your group? Just take a page out of the Boston Red Sox’ playbook: They went from last to first in just one season. This year’s championship marks the teams’ first World Series win at Fenway Park since Babe Ruth played there in 1918. I, along with many other avid Sox fans witnessed the teams’ transformation game after game. Watching them has inspired me to craft these clear-cut lessons that you can easily apply to your business or organization:
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1. Restructure your management team: The Red Sox fired their manager last year. It is no secret that the players did not like manager Bobby Valentine. He alienated his players before the season even started and fought with them all season long. He was a bad hire, and after one season the Red Sox cut him loose. Often in business we hold onto underperforming managers too long… way too long. 2. Change the culture of the organization: Not only did the Red Sox fire their manager, they “fired” some of their best players. Anyone who had a negative influence on the organization was OUT. 3. Bring in people who are excited to be part of your organization: I’ve read many times this year that the Red Sox carefully chose players who really wanted to play in Boston. Between the relentless press and the diehard fans, Boston can be a demanding town to play in. The new players thrived under pressure, relished the passion, and embraced the history and tradition of Red Sox Nation. 4. Emphasize a team mentality: No one complained when top players sat on the bench during the playoffs and World Series. No one was sulking in the dugout. All the players rooted for each other- even if they didn’t play all game. Most winning teams have spirit, but few were as visible as this bearded crew. 5. Strive for something bigger than yourselves, and even bigger than your team: After the Sox won the World Series many of the players mentioned the City of Boston. They spoke about the city and how it suffered during the Boston Marathon Bombing. You could feel the emotion. This win meant more to them than just a win for the Red Sox. The Red Sox wore “Boston Strong” logos on their left sleeves and erected a large emblem on the Green Monster as a symbol of unity since that horrific event. This win was part of the healing process for the entire city, and all those who suffered.
6. Be David against Goliath: The Sox started the 2012 season as one of the favorites to win the World Series and then came in last. In 2013, they were favored to finish pretty close to last. Many of the players mentioned this after the World Series. They were motivated by this lack of respect - they had a lot to accomplish, and they were on a mission to prove many wrong. 7. Put faith in your best players and trust them to do their best Look at John Lackey, the star Sox pitcher who was shunned by the fans and reporters as part of the problem over the last two years. Manager John Farrell knew Lackey was hurt and needed surgery and sent him to get healthy. Lackey came back strong and was a key performer in Game 6. Offer the same kind of support and guidance to some of your underperforming employees – find out what they need to improve - and help turn them into super stars. 8. Know your heritage and history: What would the Red Sox be without the rich history of Babe Ruth, the curse, the 2004 comeback against the Yankees, and Fenway Park?? Do you know your company’s history? What is their heritage? I often ask people I meet where they are from and how their family arrived in the place they settled. To my surprise, many had no idea. When I first started working at Charles River Apparel, I discovered that my great uncle owned an apparel company during World War 2 and manufactured jackets less than 2 miles from our original location. Our company mantra is based on the principles from the sport of rowing- my Dad and founder of the company was a rower in college. His heritage (and mine) became the cornerstone of our business. We continually strive to propel Charles River Apparel forward utilizing our core values of perseverance, determination, and teamwork. Embrace your company’s heritage and use it to motivate your organization. Reverse your company curse!
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Strategies By: David E. Johnson, CEO Strategic Vision, LLC
Strategic PR As Warren Buffet once said, “it can take 20 years to build
a reputation and only five minutes to ruin it.” This is a lesson that businesses learn over and over again . Of course, everyone wants a good reputation. But how do you get one – and more importantly, maintain it? Companies often enlist the help of a public relations firm for a crisis plan or issue management. Others know they need to be ready for a “problem,” but don’t believe it’s “that much of a concern right now.” When companies talk about building their brands, they usually mean “good news marketing,” launching products/programs and supporting sales. They never think of galvanizing their brand against disaster before a crisis hits home. It’s easy to get complacent. No one ever imagines, “today will be the day that that disaster hits.” When that day arrives, however, the strength of a company’s reputation is its best protection. The closest thing to reputation protection that appears on a balance sheet is termed goodwill. Having a reservoir of goodwill can make all the difference and sustain a company through bad times. Public relations is used every day to tell concrete stories that provide credibility and create a positive reputation. Step by step, reputation is built on goodwill that emanates from reliable products, excellent service, and sound business practices across the board – not from fluff. Public relations strategies and tactics should be major elements in any plan to build positive relationships with the stakeholders who determine your organization’s success. While there are multiple key audiences including stockholders, boards of directors, regulators, legislators and other influencers, it’s worth mentioning several ideas for fostering quality reputations among three all-important groups.
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Employees: Employees should be your biggest fans. If they don’t believe the talk, they won’t do the walk. Too often, internal communications are tagged on as an afterthought. Put employees front and center, involve them in your communications plans and company initiatives and make them your best ambassadors. They are your greatest testimonial. Media: It’s amazing how many corporate leaders have never met the reporters in person who cover their companies. Knowing reporters is the best way to build credibility in the good times and get a fair hearing during a crisis. It’s easy to do. Have a proactive media outreach program. Tell your good news stories; be an industry thought leader. Don’t have your first interaction with a reporter be when a crisis develops. Clients: Organizations need to fall in love with their clients; it’s that simple. Engage them. In today’s business world, clients want a constant engagement and interaction. This means everything from easy-to-understand product information and engaging social media programs to excellent, around the clock customer service and valuable website tools. Toyota worked diligently to regain its reputation following the “gas pedal” crisis; chances for recovery were strong based on its reputation prior to the crisis. Arguably, BP had a steeper road because it lacked much of the goodwill upon which to draw. Top leadership needs to pay attention to inculcate the values, culture and programs for an organization to build and nurture its reputation. Indeed, it may be a CEO’s most important contribution.
Marketing By Jason Warnock, Vice President of Market Intelligence & Deliverability, Yesmail Interactive
Six Dangerous Email Deliverability Myths
Several common misconceptions about email deliverability threaten to derail your email programs and cause a marketing nightmare. Here are some of the recent deliverability rumors we’ve heard and how you can keep them from harming your email marketing efforts. Email deliverability is a serious issue for marketers, even at the world’s largest companies, thanks to sophisticated reputation tracking and blacklists provided by the top four Internet service providers (ISPs): Gmail, Hotmail, Yahoo and AOL. With roughly 25 percent of all emails failing to make it to inboxes, email deliverability issues can lead to losses ranging from $50,000 to several million dollars depending on the industry and average revenue of a marketer’s email program. 14 Brilliant Results
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At the core are several common misconceptions that may be harming your email marketing program:
Myth #1: Inboxing rates are inherently inconsistent.
Inconsistent inboxing is usually symptomatic of a larger issue, most likely a lack of mail stream separation. Running every email campaign through the same IP address or mail stream causes mail stream contamination, which is responsible for 80 percent of inboxing problems. To prevent mail stream contamination, use separate IP addresses for each email campaign based on offer type and engagement. If you have a glitch with one program, it won’t spill over into other campaigns. www.brilliantpublishing.com
Myth #2: My message will be delivered as long as I avoid trigger phrases. A long time ago this was true, but now deliverability is much more complex. While it’s still important to avoid trigger words, such as “free,” whether your message makes it to a customer’s inbox or not depends on several different factors that ISPs measure, including: Sending reputation – Based on abuse or spam complaints, open rates, click-through rates and messages “passed by” (when a subscriber interacts with messages above and below yours but not your message). URL quality – URLs in messages with excessive abuse complaints can be flagged, even if your domain isn’t causing the issue. Be mindful before linking to partners or third party companies in cross-promotional or co-registration campaigns and ensure their email reputation is squeaky clean before partnering. Link shorteners – Even the most popular link shorteners, such as bit.ly, can negatively impact deliverability because they may have been blacklisted at one point or another. HTML-to-text ratio – It’s important to strike a balance between images, text and links to avoid problems. DKIM and SPF compliance – Email clients use Domain Keys Identified Mail (DKIM) and Sender Policy Framework (SPF) to verify your identity and that your message is coming from an authorized mail server, respectively. These methods of authentication improve deliverability. Myth #3: Now that Outlook.com is Microsoft’s primary email service, who cares about Hotmail? Our initial testing at Yesmail indicates that Outlook, Hotmail and MSN run through the same backend mailing infrastructure. All three use the same spam filters and scoring methodologies, which means the deliverability problems you have with Hotmail are likely the same for Outlook. It’s best not to write off Hotmail, at least in the near term. Myth #4: It’s impossible to have good inboxing rates with Gmail. It’s true that Gmail is one of the most difficult ISPs to work with because inboxing is based largely on engagement. To fix common inboxing problems, target users who have interacted with your core email program within the last 90 to 180 days. It usually takes about three to five mailings to see 10-15 percent inbox placement. Once you’ve hit that, keep up www.brilliantpublishing.com
your targeting strategy for two to four more campaigns until inboxing reaches 100 percent and stabilizes. Then create a separate mail stream for subscribers that haven’t engaged. When these subscribers start opening and interacting with your emails, you can move them over to the active-user IP stream and watch engagement improve on your core program.
Myth #5: Bulking issues don’t matter.
On the contrary, bulking issues definitely matter and can take anywhere from 48 hours to 14 days to fix. During this time, you will lose revenue from email campaigns, but acquiring new subscribers is not the answer. Think of it as a clogged pipe – pushing more water down a clogged pipe only perpetuates the problem. It’s the same with deliverability issues. A failure in one campaign can cause gridlock for the rest of your programs.
Myth #6: If I’m blacklisted, I’ll just change my domain name or move IPs. Blacklists monitor both IPs and domain names, so moving IPs won’t solve your problem. The issue may have been that your email list contained too many spam traps or inactive users. Each year, 30 percent of people change their email address or become inactive. Removing these people boosts deliverability and ROI in your email programs. With both blacklisting and bulking, invest the time to get to the root of the problem. Have a proactive contingency plan in place and know your next steps if a blacklisting or bulking issue occurs. Data hygiene, when combined with other deliverability factors such as email design, engagement, content and permission-based practices, can significantly reduce the risk of blacklisting. Perform data hygiene every six to 12 months to purge misspelled, inactive or honey pot addresses, which can send you straight to spam. Deliverability can be a complex issue, but that doesn’t mean it’s impossible to conquer. As a marketer, following a few simple best practices will minimize the confusion significantly: ensure your IP addresses are scanned daily, perform data hygiene at least twice yearly and have a proactive contingency plan set in place. If time or resources are in short supply, a solution like Yesmail’s Deliverability Intelligence helps to automate the distribution process and reduce deliverability issues. These action items should keep your marketing programs on track.
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foresight By: Steve Woodburn
It Takes Time “I worked 18 years to become an overnight success.” ~Illusionist/Magician Criss Angel Quick, name an overnight star, someone who flew into our consciousness out-of-the-blue and became a staple of the American landscape. I would bet that whomever you came up with had in fact been, working at their craft for many years. There are anomalies given the instantaneous world of viral YouTube videos, SnapChat, Twitter, Facebook and Pinterest. But most of those people are who Andy Warhol must have been thinking of when he uttered the now infamous line, “In the future, everyone will be world-famous for 15 minutes.”
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Although technically their fame may seem to come out of nowhere, most people who become famous for more than 15 minutes must have the talent, knowledge and experience to back up that fame. And none of those traits come overnight. Our oldest son wants desperately to start his career in law enforcement after two years of college. He doesn’t like college, but understands at some point he will need to finish his four-year degree if he wants to be eligible for career opportunities that are sure to come his way. I understand his dilemma because I did the same thing, leaving college after three years to jump into a career in broadcasting. That was then and this is now and the most sought after jobs almost universally require a four-year degree. No matter what your passion or goals are, understand it will take time to gain the knowledge, grow your experience
or raise the money to make your dreams come true. I believe there are five key ingredients to ensure the choices you make today will help move you toward your dreams and give you the quality of life you seek in the future. Education: A four-year degree, Masters or Ph.D. are just the beginning in the job market today. A commitment to lifelong learning is the only way to keep up with the literal flood of information we face every day. Age doesn’t matter when the only constant is change. Keep up or give up. Goals: I’ve spoken about the importance of goals in previous blogs and why writing them down is so effective. Ships captains plot their course from Port A to Port B to ensure they track the most effective route. The same is true in our lives. We must plot a course to reach our goals, and update when necessary. Goals keep us moving forward towards the fulfillment of our dreams and desires. Passion: I’ve been working on a project for 15 years that looks like it will finally come to fruition in 2014. I’ve been able to keep the passion alive all these years by finally realizing it would happen in God’s time, not mine. I’ve kept at it, reaching goals and setting new ones and knowing in my heart it is a worthy goal. That’s passion and without it, dreams don’t come true.
Networking: Rarely do we stand alone when pursuing our goals, which is why networking with friends, acquaintances and sometimes strangers is so important. You never know who might have access to that key person who can rock your world. It truly is a small world and using the “Six Degrees’ of Separation” theory, meeting and getting to know enough people will eventually get you to the person who can say yes. Finances: You may need money to fund your dream, to support you while you are getting started or on the backend, as an early retirement fund. Raising money relates to all of the above points while saving money requires an internal commitment. Know where you stand financially and put away as much as you can early in your life so you can relax sooner later in your life. Life is truly a journey and it behooves us to learn to love that journey. It’s easy to be impatient and want what you want now, not in a year or five years or when you retire. Take the time daily to plan and strategize how you’ll get from where you are today to where you want to be at some point in the future. My grandmother always said the good things that happen in our lives usually take time. She was right as rain.
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Branding By: Martin Lindstrom
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I caught a taxi in Tokyo. I was going to the city’s domestic airport. But I don’t have any taxi-driver wisdom to pass
on to you. Instead, I want to tell you a story about a journey your branding should be taking. The first thing my colleague and I noticed as we slid into the back seat was, along with the taxi’s usual array of meters, a screen mounted next to the driver. Not an ordinary screen, but a large color plasma screen that, from the very minute we took up position in the back of the taxi, captivated our attention entirely for the full 45-minute drive. It wasn’t so surprising that the taxi driver asked the screen which was the best way to the airport. What was surprising was that the whole trip, second by second, was replicated in 3D version on the screen. The display told us everything we needed to know and provided a running commentary on everything we passed. Consequently, we knew miles before we spotted it that we would soon pass by a McDonald’s. A Mobil gas station was announced to be close by. And the screen communicated information about the design of the airport and explained where our plane would be waiting. Our attention was so riveted by this screen’s indefatigable information supply, that we completely neglected to notice the many brick-and-mortar billboards that we must have passed on the journey. Who knows? Maybe there weren’t any to be seen on the way. Maybe by some cataclysmic coincidence, they’d been dismantled. I doubt that was the case, don’t you? But it may as well have been the case because the screen was replete with every conceivable mini billboard, all passing by our gaze in succession. Now, what does this have to do with branding? A whole lot! What does this have to do with targeted brand building? Everything! Just imagine that the car was aware of the people traveling in it. If children made up the majority of passengers, McDonald’s Happy Meals would possibly be featured in the commercials. What if the car were low on fuel? The Mobil advertisement would perhaps make an appropriately timed appearance. What if we were way ahead of time for our flight? Another airline might pick up on the opportunity and offer us a special discount for flying with it earlier rather than sticking with the carrier we’d booked. All this would happen in an intensive 45-minute one-to-one dialogue… intensive because the passengers would literally form a captive audience with not much choice but to give their unoccupied attention to the screen. Marketers, do me a favor. Forget all television and print media marketing plans. The days of the strong media plan needing to achieve not much more than securing time and space on all five communication channels – TV, print, outdoor advertising, cinema, and radio – are well and truly over. The competent media plan is becoming ever more subject to the complexities of one-to-one priorities. And not only are individual consumer behavior, circumstances, and needs being profiled and targeted, competent marketing has to keep up with individuals on the move. I might be online from 7 a.m. until 8 a.m. Then I’ll be using my WAP phone from 8 a.m. to 9 a.m. as I commute to the office. While I’m at my desk, I’ll be online via the PC. And on my way to meetings, I’ll be in that taxi with the screen. What a personalized advertising onslaught I’m potentially facing! Meanwhile, if I were describing a day of contact with old media, I’d probably be exposed to billboards, radio, and newspapers. Think interactive and the media plan that includes this traditional exposure will also include the Internet, the mobile Internet, the GPS monitor in the taxi, and the PDA in my Palm. Each of these channels knows a piece of information about me, my online consumer profile having provided the brand builders using these channels with some really useful intelligence. So what’s the moral of the story? Every message your brand communicates will need to work within a channel strategy, a strategy that knows minute by minute where to find your brand’s target consumers. Consumers aren’t static, nor are the brand messages that seek them. And your perception of media planning had better not be either.
The competent media plan is becoming ever more subject to the complexities of oneto-one priorities.
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exhibit By: Barry Siskind
The Only Metric that Really Matters
In an attempt to face the challenge of accountability for the exhibition investment, many exhibit managers find themselves overwhelmed by answering the questions “What’s the most effective metric?” and “How do I measure it’s affect on budget?” The key and underlying issue they need to prove is the value of the exhibit investment. 20 Brilliant Results
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Measurement is not easy. There are so many things that can be measured: the number of quality leads, the number of booth visitors, increased web-site or social media activities, interest in a new product, enhanced recognition of brand message or just being seen and present in an important industry related event. In fact if you look hard enough you will undoubtedly uncover over 100 valid metrics for your trade fair presence. The next dilemma is to understand how many of these metrics are converted into provable results. The literature is filled with tips on how to calculate ROI (Return on Investment) ROO (Return on Objectives) and ROT (Return on Time). These helpful tools often leave the exhibit manager scratching his or her head wondering what effect these metrics have had on the corporate bottom line. The challenge now is that there are too many possible metrics and very little evidence that they have a direct affect on corporate profit. The starting point is to step back and look at what exhibitions are in today’s world. The best place to start is by examining what it is about an exhibition that appeals most to visitors. The conclusion that this chart found was that visitors want information about products and services but without the pressure that is normally associated with the sales process. This makes sense, as for many exhibitors, selling is not their primary focus. But in today’s world where visitors have more information at their disposal through their on-line activities, spending time at an exhibit focused on the purchase is a waste of everyone’s time. It’s the process of engaging customers and potential customers in an open and honest dialogue that is closer akin to what these visitors’ need. The obvious next question in the search for the Holy Grail of metrics is to ask, “Which visitors?” Rarely will one product
or service be of interest to all visitors. The strategy is to create a profile, in advance, of those visitors who will benefit most from learning more about what you have to offer. Establishing a profile of your high-value contacts isn’t as easy as it sounds. It takes time to consider the variables that make up the key characteristics of your most valued customers, but taking the time is worth the effort. Here are some of the characteristics you may consider: Buying authority Current need Past history Industry Budget Decision making cycle These are but a few examples of the characteristics that will help you define your high value contacts. With some thought this list can be greatly expanded. Being as clear as possible about who you are attempting to attract helps you establish realistic objectives, develop a focused exhibition plan, choose the right shows, create proper displays, have booth staff present meaningful information, implement a winning follow-up program and establish the most meaningful metrics. Where does all this leave us? If visitors want to engage at a deeper level with the acquisition of solutions and we can identify the visitors who are of high value then it stands to reason that the number of contacts with these people at a show is the bottom line for most of your exhibition program. The focus on high-value contacts does not preclude the ability of a corporation to measure the affects of their exhibit investment on ROI or on other variables such as brand recognition. However, the nexus for all metrics is based on the exhibit plan’s ability to connect with the right people. That’s the only thing that really matters because without this, nothing else makes sense.
It’s the process of engaging customers and potential customers in an open and honest dialogue that is closer akin to what these visitors’ need.
November 2013 • Brilliant Results 21
ADVICE By: Dr. Barton Goldsmith
Make Gratitude a Habit I love the Thanksgiving holiday because it is a reminder
to us all that we need to be grateful for what we have-and the Pilgrims didn’t have much. Mostly they had hardships, but they still believed in gratitude. The thing that eludes most of us is that this feeling of gratefulness needs to be part of our daily lives and be reflected in our behaviors, especially with those we love. Unfortunately, with the rigors of daily life, we can easily forget that we need to be thankful for whatever we have-even if our life isn’t what we think it should be. You can’t bargain with gratitude. For example, it doesn’t work to say, “I’ll be grateful when I get this deal done or when he or she says they love me.” If gratitude isn’t a constant in your mental universe, then you may be pushing away some of what you want. Even if what you’re thinking goes unspoken, others will pick up on your attitude. Creating the habit of gratitude is something that will serve you in all areas of your life. Those who are grateful have less resentment and are usually happier people. The benefits can even extend to your physical wellbeing, and nothing says, “I love you” to your partner more than being grateful that he or she is in your life. Having an attitude of gratitude tells the people we love that we not only appreciate them but also admire and respect them. This feeling gets communicated in all that we do with and for each other. It has more to do with happiness than most people think. If you are hurt and angry, it is harder to find the gratitude within. You have to get past what is going on for you in the moment and seek some peace by remembering what you have to be grateful for. Thanksgiving helps us remember that we need to be grateful, but the word alone does that. The experience really goes much deeper when we allow ourselves to feel thanks. Some people have a ritual where they say what they are grateful for at some point during the holiday meal. But really, giving thanks should be a daily ritual. A gratitude journal is a tool that I’ve used to help many people heal depression and increase their happiness quotient. All you have to do is get a blank book or pad of paper and, before going to bed, write down several things you are grateful for. This little exercise has the power to change the way you feel. By putting pen to paper and reinforcing your own positive feelings, you confirm your emotions and strengthen yourself. If you are doing this as a couple, you can try exchanging your lists to learn more about one another. It is a great way to share your deepest feelings for your relationship. Gratitude will help you see that what you have is better than what it is you may think you want. 22 Brilliant Results
• November 2013
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