Do you remember the buying process you undertook the last time you made a large purchase? If you’re like most customers, your decision was made long before you hit the purchase button or walked into the retail space. Winning the Zero Moment of Truth, by Google’s Jim Lecinski, provides research and insights into this relatively new phenomenon.

Marketing history

Along with the 4Ps of marketing, business schools have taught the value of influencing decisions at the moment of purchase. Companies have invested billions in strategies designed to influence the customer at the moment they are staring at the options for buying a product within a category. That moment has traditionally been defined as the First Moment of Truth (FMOT).

In the history of marketing, sellers have focused a lot of attention on FMOT. Pricing strategies, packaging, shelf-positioning, product variety/mix, couponing, and many other tactics have been deployed to win the customer at that critical juncture. And while FMOT is still important, purchase behavior has shifted, providing marketers additional challenges to convert prospects into customers.

Zero Moment of Truth—ZMOT

The buying decision journey has changed. What was once a message is now a conversation. And for the first time in history, word of mouth is a digitally archived medium, available to everyone, all the time.

Between the awareness and purchase phase, people search on-line, read product reviews, use social media to ask opinions, and seek multiple pricing options. Americans now spend as much time online as they do watching TV.

This April, Google conducted a study of 5,003 customers across 12 categories of products and services. The goal was to show where influence takes place as shoppers move from undecided to decided. Here are a few highlights from that study:

·         Average shoppers used 10.4 sources of information, up from 5.3 in the previous year

·         84 percent  of shoppers report that ZMOT tactics shaped their purchase decisions

·         70 percent  of Americans look at product reviews before making a purchase

·         54 percent  comparison-shopped for products online

Given the audience for this publication, you’re probably thinking that this applies to DTC, but does not apply to a healthcare B2B scenario. Wrong: conversations about your product are already going on. Try this:  Google your product name and add “review” to the search query. Your ZMOT is happening on the first 3 pages of your search. Now type your product category and add “best” to your search query. How do you stack up?

Implications for Marketers

The good news is that you can immediately adapt ZMOT marketing strategies and incorporate them into your marketing plan.

7-steps to creating a ZMOT strategy:

1.       Put someone in charge—if no one is in charge, it won’t get done.

2.       Find your ZMOT—understand how people search for your product.

3.       Answer questions people are asking—use Insights for Search or Google Trends for discernment.

4.       Optimize for ZMOT—adjust your content for paid, owned, earned and shared media.

5.       Be fast—speed beats perfection.

6.       Don’t forget video—YouTube is the second-most-used search box in the world.

7.       Jump in—as you probably saw from your search, you’re already in ZMOT.

This complimentary e-book (http://www.zeromomentoftruth.com/) provides an excellent overview of an evolution in marketing. I believe this applies to any product or service. It even applies to companies and people.

Good marketing!

Interested in this topic?  Check out this video:

Related articles

• The Future of Marketing: Winning the Zero Moment of Truth (greatfinds.icrossing.com)
• What The ZMOT? (mediapost.com)
• Google Gives Away eBook on the “Zero Moment of Truth” (searchenginewatch.com)

This book review was published in the November issue of PM360.

Looking for a big idea on a business model?  The mesh propositions that some things are better shared than owned.  It’s a model based on access instead of ownership. Its central strategy is to target high cost unused waste, leverage existing infrastructure for communication, customize the offering based on personalized information and build customer loyalty.  Oh, and by the way, it’s better for environment too. 

What is the Mesh?

The mesh describes a type of network that allows any node to link in any direction with any other nodes in the system.  At the heart of this idea is information.  The mesh uses the interconnectivity of social media, leverages existing wireless GPS-enabled networks and builds on analytics from repeated use to provide people with goods and services at the exact moment where and when they need them. 

The poster child for this model is Zipcar.  According to Gansky, on average people only use their cars about 8% of the time, fitting the low usage and high cost criteria.  Zipcar created an easy and efficient way to access cars, instead of owning them.  The value proposition of Zipcar is to provide you a vehicle when you need it in a convenient location.  It differentiates from rental cars on models, parking locations, web enablement, keyless entry and no-hassle waiting lines providing the vehicle you reserved waiting at the specified location.  Zipcar claims that its average user saves $500 a month compared to car ownership.  Beyond financial benefits, it claims less vehicles on the road create a cleaner environment. 

There are 4 characteristics of a mesh business:

1. The core offering can be shared within a community, market, or value chain – including products, services, and raw materials
2. Advanced web and mobile data networks used to track and aggregate usage, customer and product information
3. The focus is on sharable physical goods, including the materials used, which makes local delivery of services and products – and their recovery – valuable and relevant
4. Offers, news and recommendations are transmitted through word of mouth, augmented by social network services

Why now?

Humans have a long history of sharing as communities.  But Gansky makes the case that the current environment has created the perfect conditions for a Mesh model.  Conditions which are likely to continue into the foreseeable future.

Global trends

·         The economic crisis has created a deep distrust of older brands and models

·         Consumers are rethinking what they consider valuable in their lives

·         Climate change is forcing the cost of doing business, including the making and selling of throwaway goods

·         Growing population and greater urbanization create densities that favor mesh businesses

·         Information networks and mobile technology have matured to the point where businesses can provide better and personalized services exactly when needed. 

Commentary

This book builds on the experience phenomenon that other authors have highlighted.  Where it differentiates is that it challenges common, personal, everyday items – like cars – to be considered from a share perspective.  It echoes what some of our thought leaders are proposing; some of our major industries will be constructed as a service, not a product. 

Good marketing!

Ramiro Roman

This book review was published in PM360 – The Full Spectrum of Product Management.  For a free subscription, go to http://www.pm360online.com/.

Related resources

• The Zipcar Case: Zipping From Very Good To Magnetic (fastcompany.com)
• Tech Leader, Lisa Gansky, Launches The Mesh Directory, the Essential Guide to the New Sharing Economy (prweb.com)
• Lisa Gansky, Ted Video: The future of business is the “mesh” (freelanceswitch.com)

A personal aspiration is to share through my personal experience the science & art of marketing.  To that end, I have been sharing marketing book reviews with you. 

I love books because I see them as conversations with thoughtleaders in the field.

Ad Age has recently published my book report for Marketing 3.0 in its CMO Strategy section.  I invite you read & comment on this highly visible forum.  Click HERE!

Ramiro Roman

Related video:

Linchpin 2.0

If you loved Godin’s 2010 Linchpin—and a lot of people did, judging from the book sales and social media buzz—you might enjoy Poke the Box.  It expands Linchpin’s themes:  the battle with our inner daemon, the impact of the industrialization age on creativity, and the uniformity of education as a way of ingraining standardization.  But there’s a difference: Linchpin explained Godin’s theory; Poke the Box encourages us to act on it. 

Godin reminds us that the motive force is critical because it’s the most scare resource in organizations. He’s right:  I can walk from my office to the bathroom and bump into 15 MBAs from prestigious universities.  I won’t denigrate their   education and credentials (or my own), but the degree is just a ticket to the game.   The real stars will be those who can accomplish greatness. 

This is a no-brainer.  But does it happen where you work?  Likely not.

The F*** Word

It isn’t so much that people are afraid to risk as they are afraid to FAIL.  No matter how much they praise risk-taking, organizations tend to punish failure, to make examples of people who fall down.  We tend to be judgmental, always looking for things that could go wrong or holes in the story.  Godin is just trying to help us overcome this failing in the way we treat failing when he says, “The purpose of this manifesto is not to magically extinguish your fear.  It’s to call its bluff.”

Poke the Box reminds us that all great successes start with mini-failures.  That success is not a linear pattern.  And, ultimately, that success is a series of events—not an isolated one—and if you never start you’ll never succeed.  It all starts with taking the first step, and then creating your map to guide you and your organization. 

Personal opinion

I still think Godin is brilliant, one of the greatest marketers of all time.  But if you’ve read Linchpin, reading Poke the Box is optional, rather than required.  Seasoned marketers will likely be underwhelmed by the content. For folks straight out of graduate school, though, Godin’s latest book is a worthwhile reminder that you have to snap out of academia.  If your development plan calls for you to risk more, Poke the Box is s a simple read that will reinforce your determination. There are better options, though. 

Overall, I’m disappointed that Godin continues to pursue the leadership angle: there’s a lot of competition in that space, and he doesn’t dominate the way he does when he addresses marketing directly. Seth, I love you man.  You’re a great marketer.  So please stick to what you do better than anyone else and help us move marketing to the next frontier.  Please. 

Ramiro Roman

• Linchpin by Seth Godin
• Choatics by Philip Kotler
• Marketing with Meaning by Bob Gilbreath
• Built to Love by Boatwright & Cagan

• FREE Poke the Box Workbook
• In Conversation With Seth Godin (twistimage.com)

Can you consistently and predictably communicate your ideas in a way that impacts your target audience’s behavior?

Fables, proverbs, parables, and stories have been passed on for thousands of years to billions of people in every culture. Common messages such as “Do unto others as you would want others to treat you” and “A bird in hand is worth two in the bush” have transcended time, communicating the same meaning to generations of people. Yet as marketers, we struggle to communicate our messages in a way that is memorable and actionable. 

According to the authors of Made to Stick, the primary reason is because we suffer from the curse of knowledge. At the heart of the curse is a paradox: People who become specialists need a high level of subject matter expertise, but this expertise prevents them from communicating in a simple and powerful way. This curse of knowledge moreover blinds the expert from self-awareness. Try this: Ask the smartest person in your organization to explain to a 7-year-old what he or she does for a living; you’ll likely get answers that will confuse the child and frustrate the expert. 

From Cursed to Sticky

Sticky ideas are easily understood, remembered, and ultimately have an impact on your audience’s behavior. For example, think of JFK’s vision of a man on the moon in 10 years. This difficult idea was articulated in a simple yet powerful way. It was inspiring, uniting, and yet concrete and easily transferred. And that’s the good news; sticky ideas can be formulated, even in complex communications. 

The book’s recipe for SUCCESs:

1. Simplicity – Become a master of exclusion, and boil down your idea to a simple and profound one-sentence core.

2. Unexpectedness – Surprise your listeners into curiosity and then maintain their interest throughout your communication. 

3. Concreteness – Ensure that your idea will mean the same thing to the people in your target audience by explaining it in terms of human actions.

4. Credibility – Help your audience believe by providing authoritative references, relevant statistics, convincing details, or first-hand experiences.

5. Emotions – Provoke emotional value by leveraging associations or appealing to self-interest and group identity.

6. Stories – Inspire your audience to act by providing a simulation of the desired response. 

By using the analogy of cooking in this review, I’m implying that while these are key components, the magic happens only when they all come together through the right process. In other words, you don’t just throw all the ingredients into a pot and expect a five-star multi-course meal. At the same time, you don’t cook your favorite meal without the appropriate ingredients.

Conclusion

I first read this book in 2008 when it was honored as one of the Top Ten Books on Innovation by BusinessWeek. It has remained on my reference book shelf ever since. I have found the SUCCESs model a great reminder of what good copy should contain. Beyond copy, I have applied these principles to advertising concepts. I highly recommend this book to anyone who wants to improve communication.

Good marketing!

Want more marketing book reviews?  Click on the titles:

• Linchpin by Seth Godin
• Choatics by Philip Kotler
• Marketing with Meaning by Bob Gilbreath
• Built to Love by Boatwright & Cagan

Ramiro Roman

These book reviews were published in PM360 – The Full Spectrum of Product Management.  For a free subscription, go to http://www.pm360online.com/.

Related Articles

• The top 10 business reads of 2010 (theglobeandmail.com)
• Book Review – Switch (LearnThis.ca)
• 4 Marketing Pillars of GR8 Print Advertising (marketing4marketeers.wordpress.com)

I recommend you do this at each mid-quarter. By that point in time, your quarterly initiatives are well under way, you are financially committed for the remaining of the quarter and you should start turning the corner on the following 90 days. But don’t turn the corner too fast. Strategic planning is critical, but it’s based on a point in time. You might have developed a great plan for 2011 in Q4 of 2010, but you should reassess your assumptions – hence the term “tune-up.”

3-steps to tune-up your marketing budget:

1. First, the environment might have shifted, either allowing you more opportunities or creating new threats. Capitalize on new market opportunities that have arisen since your plan was created. Or minimize your threats, including those prompted by your competition.

2. Second, ensure that all strategically critical initiatives are well funded. Use freed budget from your first step to add fire power to these programs/tactics. Don’t settle for the mediocre, go for the “WOW” factor.

3. Third, by now you may have the right metrics (quantitative or qualitative) to assess whether your programs are working or not. Immediately terminate projects that did not work or are no longer relevant. Also, after doing step 1 and 2, you should compare those needs versus what you had planned and make the tough trade-offs. These actions will free up cash/budget.

NOTE: One thing that always gets over looked in budget discussions is the human effort cost. Following these steps will help you prioritize your efforts and deliver higher quality, simultaneously. Don’t underestimate this, especially if you’re managing people, it’s as important as the financial aspect, if not more important in the long-term.

Try these steps and you’ll keep your marketing budget strategic and flexible!

Good marketing!

Related Articles

• Sample Marketing Plan Budget (brighthub.com)
• How to Prepare a Marketing Budget (brighthub.com)
• Average Monthly Budget for Service Marketing (brighthub.com)

Is it that simple? YES! It is both simple & difficult.

This statement has kept ringing in my head and it’s very timely. We just kicked-off Q1 and while our first quarter is fully underway, I find myself cementing the tactical plan for the rest of the year (Q2-Q4). So as I consider future direction, I’m asking myself these questions, based on Seth’s statement:

5 Questions

•  Is the promise clear, relevant & differentiated to the target audience?

•  What vehicles am I executing to make those promises a reality in the client’s view?

•  Will my organization stand behind the brand promise?

•  How much marketing focus do I spend on post-sale client satisfaction?

•  Am I fully leveraging happy clients in case studies, testimonials or referrals?

In all transparency, at this point, I give myself a slightly above average score… but it’s not good enough. The value of Seth’s statement is its simplicity & clarity. However, as marketing practitioners, while doing business planning, negotiating with internal/external stakeholders & just the daily pressures, our clarity can, and often does, become obscured.

So I wanted to post these questions to you with the hope that you benefit from them as well. It’s early on the year. If you’re unsatisfied with your answers, the time to act is now.

Good marketing!

WP: Blog-Health-o-Meter™

HNY!  Thank you for your support and readership of Marketing 4 Marketeers! 

This is a simple post to thank you and give you a brief update of the blog. 

I’ll start qualitatively… blogging rocks!  It’s liberating, exhilarating and difficult to maintain.  I’m never out of topics, just out of time.  Word Press rated this blog “Fresher than Ever.”  I’ve blogged about what I have a passion for and what I’m grateful to spend my waking hours doing – marketing.  If you have not started your own blog… make it a NY’s resolution. 

One of the underestimated benefits of blogging has been the networking.  People find and read your blogs more than I ever thought.  One benefit has been that I’ve been asked to write marketing book reviews and join the editorial board for PM360, a circulation to ~17,000 marketing subscribers.  That has led to another opportunity and I’m now working with Advertising Age on revamping their “bookstore” where I’ll be writing marketing book reviews.  If you can’t tell by now, I also love books, so reviews are a great extension of that pastime and hopefully a value add for you.

Unfortunately my time seems to be ever lessening.  A happy marriage with 5 kids, a full time job and volunteer activities pull me away from blogging.  When I started to blog I committed to 1 blog/month.  I believe I can sustain that for 2011, especially through my book reviews, but I’m not sure how much beyond that I can produce. 

Now the numbers, from the Word Press 2010 yearly report:

• 2,600 viewers
• 25 new posts
• Top 3 blogs in order – A marketing nightmare: the Tiger Woods saga, 7 tips for better mid-year Performance Reviews, BOOK REVIEW : The Next Evolution of Marketing
• #1 referring site: LinkedIn

All in all, I’m satisfied with the blog.  I hope you are too.  Give me some feedback: please post your comments or e-mail me at rroman7@gmail.com.

Let’s have a GREAT 2011!

Can emotions be engineered? “Absolutely! You can engineer products to elicit specific emotions,” said the co-authors of Built to Love: Creating Products that Captivate Customers in my interview with them. As a matter of fact, their book promises a road map to delivering the strategically intended emotions to your target audience. Yet when we think about influencing emotions, we usually rely on advertising or other communication vehicles, often neglecting critical product development considerations. 

Supported Versus Associated

Supported emotions are evoked by the product itself. They are deliberately designed into the product. Think of a Lamborghini—the way it’s manufactured, the body of the car, the standards of the engine, the interior of the vehicle, and, ultimately, the way it seeks to make its driver feel. The authors make the case that the benefits of supported emotions are provoked in each use or experience and can be less expensive and provide longer-term advantage than those of associated emotions. 

Associated emotions are manufactured through repeated links with the product. Think of Coca-Cola’s sponsorship of the 2010 Olympic Torch Relay. Right-on strategy with their current Open Happiness campaign. The authors see these as superficial, manipulative, expensive, and difficult to sustain in comparison with supported emotions. 

Statistical Proof for Emotional Strategy

Emotions are not just warm and fuzzy feelings; they can create differentiation, provide price protection, and deliver higher margins. In Built to Love, the authors unveil a 10-year prospective model that measures the ROI of emotion-based companies versus similarly profiled companies. Even after removing outlying companies like Apple, their study proves that emotion-based companies provide an ROI eight times greater than the relevant benchmark. Their conclusion is that an emotion-based strategy is a profitable long-term investment for growth. 

A Practical Model 

Built to Love provides a three-step model to engineer emotion-based products:

1.  Determine the appropriate emotions for the product. The book provides 16 emotion categories that serve as a quantitative scorecard for strategic intent and competitive analysis. 

2.  Craft an emotion-based strategy. Synthesize deliberate emotions into your product development strategy.

3.  Translate strategy into emotion-based features. Design critical touch points to stimulate intended emotions and continually meet customers’ needs. 

The book is peppered with case studies on how products from consumer and B2B companies have successfully and profitably executed an emotion-based strategy. 

Commentary

I found the book innovative in its approach linking emotions with product development and profits. I asked the authors what a highly regulated healthcare marketer, who is often relegated to controlling downstream vehicles, can do to impact supported emotions. Their answer was to challenge ourselves to broaden our definition of product, to include services, packaging, adjacent products, and technologies that can support our product emotions. It’s a worthy challenge, since, after all, people buy a product not only because of its function but also because of the way it makes them feel. 

Good marketing!

Want more marketing book reviews?  Click on the titles:

• Linchpin by Seth Godin
• Choatics by Philip Kotler
• Marketing with Meaning by Bob Gilbreath

Ramiro Roman

These book reviews were published in PM360 – The Full Spectrum of Product Management.  For a free subscription, go to http://www.pm360online.com/.

“Client INSIGHT not HINDSIGHT” – VG

As it relates to the market research project, this quote reaffirmed the approach we executed.  The basic premise here is that you must truly understand client needs, versus attempting to understand how you can sell more of your product.  There is a clear distinction between both and it will produce a significant strategic direction in your market research.

Achieving this decision, as easy as it appears, is more complicated than it sounds.  In this case, three months ago, while in our planning phase, this decision yielded a large discussion with people on both sides of the fence.  Why?:

1. We live with the pressure to sell what we already have.

2. We didn’t know if we could execute on the new findings.

3. There is a general skepticism on whether market research will provide us an answer or it will be limited to that sample group (everyone has exceptions or outliers as examples). 

4. We thought we knew the answer.

We debated this internally but in the end we made the right decision; we wanted to truly understand client needs, even if we did not have an answer for those needs with our current portfolio.  The end result is that the research, focused on client needs, yielded the information we needed as an organization to attack a $1 billion market.  Yes, sometimes the sun and moon do align. 

Resources

If you’re interested in VG’s work, here’s a good blog that explains his 3 Box Model.  Also, here’s a video that encourages us – especially marketers – to execute on innovation, beyond theory. 

Good marketing!

This week I find myself preparing for a new consulting offering launch.  Over the next couple months, we will be launching into an innovative space.  I have significant product launch experiences, going back to my first launch at J&J in 1997 (Nicotrol Inhaler®). 

A key learning over the years is that while many things are critical in a launch, one challenge that continues to surface is the messaging.

Your go-to-market messaging is critical because it will be the first thing your customers hear about your product.  Like personal introductions, your first :30 seconds will determine how your product is remembered.  Of course, your messaging should always be based on your positioning. 

So, having said that, I find solution launches an even greater challenge than a product launch.  Unlike a product launch, there are no detailed package inserts or mechanical specifications.  A solution, by nature, is custom.  Another challenge is that there is no other solution in the market today that fits into the competitive framework.  These challenges are both threats and opportunities for our messaging.

So I created a messaging ladder specifically for solutions to capitalize on this opportunity.  This is a worthwhile tool in crafting a message for any product, but has a greater application in the services/consulting industry. 

 5-step Messaging Ladder

[in chronological order]

1. Client Need – the apex of all marketing, what is the true (stated or unstated) need?
2. Utilize a reference point – if you’re first to market, use well known products/solutions in related categories as references… but quickly focus on your outcomes
3. Differentiate (unique) – easier said than done, but why will you deliver on the outcomes you’re promising while no one else can
4. Substantiate your claims – move beyond theory, difficult in a launch, but use pilot, projections, or past experience (team, solution set, tools, etc…)
5. Why is this urgent now? – The number one barrier in solutions is NO DECISION… your marketing needs to overcome this barrier at launch

I’m finding this a very useful and practical model.  And while I’m sure it’s not perfect, it will get you 80% to success…. The rest is up to you…  thoughts?  Challenges??

 Good marketing!

 Ramiro Roman

Here’s what I said:

“One thing I’ve noticed in people who make good and timely decisions is that they look to get it directionally right, without analysis paralysis.  I’ve particularly noticed this at the two start-ups I’ve had the opportunity to market, Centocor and Agility Healthcare.  Their management team had this unsaid, yet living philosophy of getting to 70% accuracy then acting on the decision.”

Their philosophy is basically that if you get something 70% right, it’s good enough.  Why?

5 Reasons to Adopt the 70% Right Doctrine

1.  No one really has the time or the resources to get decisions 100% right.  Ever.  
2. Every decision is a point in time with certain parameters (competition, market forces, client expectations, etc.) constantly shifting.  So, all decisions, at some level, are outdated the longer you work on them.  Therefore learn to make decisions that are directionally right, faster. 
3. Because of No. 2, all decisions require some modifications at execution.  Meaning that final time to execution will always be adjusted anyway.  So, if you know your decision is directionally right and some modifications will be needed, live with the ambiguity and adjust for it, faster.
4. Being first, even if 70% right, is better than being 100% right and second – most of the time.  Entrepreneurs know this and live by this doctrine.  This is widely recognized as the first mover advantage.
5. There are inherent advantages to first movers.  According to Wiki , first movers can capitalize on 3 primary areas:

A.       Technological leadership.

B.       Preemption of scares resources.

C.        Switching costs and buyer choice under uncertainty. 

Commentary

There are clearly pluses and minuses to this doctrine.  But, I propose that for MOST of us, we do not need to obsess on getting to 100% accuracy on everything.  Seth Godin, in his book Linchpin, refers to such people as perfectionists who never “ship” the product in their endless pursuit of needless incremental improvements.  My colleague Joe (@jcamaratta) refers to this as “chainsaw accuracy.”

What we do in marketing is not “rocket science,” as sophisticated as it can be.  Consider adopting the 70% Doctrine!

Good marketing!

Ramiro Roman

There are many ways to assess customer service.  One way that I recently experienced is by trying to procure “free” or “awarded” travel and lodging.  I wanted to blog about this because I thought “free” was a good measurement of how companies would treat their non-paying customers.  My theory is that service can be gauged by its potentially weakest link. 

A personal case study

A week ago, I was presented the opportunity to attend the PM360 2010 Trailblazer Awards in Manhattan, NY.  As a member of PM360’s Editorial Board, I was happy to accept this invitation to witness marketing excellence and network with a selective group of people. Unfortunately for me, my budget was tight after two family vacations this year.  So I decided to use award travel to fund my needs. 

I turned to United because I have been a customer since 1992.  I don’t use them exclusively, but over the 18 years I have accumulated over 400,000 miles.  I earned a “Free Travel Voucher” from them, with a 1-year expiration date back in February, so I wanted to leverage that voucher. 

Here’s a summary of my experience with United:

• Could not book free travel via web directly
• The website did not have a specific phone number for “free” travel, so I called the general number
• Spent 20 minutes through a voice recognition system, asking me what dates and times, only to frustrate me and I eventually punched the “0”… after asking me if I wanted to participate in a survey, which I answer “no” I was routed somewhere and there was radio silence for 3-4 minutes after which I hung up [reflecting back on this, it’s sad that this voice recognition is how they treat their paying customers… yikes!]
• Re-dialed the general 800#, immediately pressed “0,” got live operator who did not have access to my United.com information (acct number, address, e-mail, etc.)
• The operator was difficult to understand, I had to repeat the spelling of my name 4 times (I know my name is hard to spell) and my address a couple times
• She did book a flight, but told me I had to get “ticketed.”   I was given 2 options
  • 1) drive to the nearest airport within the next 24 hours and waste 2 hours of my life  or
  • 2) mail in the voucher along with all other information to a PO Box.  I chose option 2 and was told it would take 2-3 weeks for me to receive my ticket. 

Words to describe my brand experience are: Bureaucracy, confusing, uncoordinated, staunchly, anxious (to get my ticket). 

What disappointed me most is the fact that they did not have my profile on line… it really made the experience so 1980.  I hope the United/Continental merger brings flyers better service. 

For lodging, I happen to have joined the SPG hotel program this June.  At the time they had a promotion where I earned a free night.  The hotel where I stayed was priced at $129/night.  I only stayed 3 nights in their franchise. 

Here’s a summary of my experience with SPG:

• Could not book via web directly, but that’s where the similarities ended
• The website offered a 1-800# exclusively for awarded lodging
• Live operator answered within 45 seconds
• Her timeliness caught me by surprise and I did not have all the pertinent information… she hand-held me through the process, searching for the best location in Manhattan
• Within 2 minutes she landed me a reservation at Le Parker Meridien New York, which starts at $429/night!  I couldn’t believe it…. I was expecting to staying in NJ in a hotel similar to the price I paid… this completely “wow-ed” me
• Then, she quickly accessed my SPG.com profile, did not have to identify myself beyond a pass word
• E-mailed me the confirmation while I was still on the phone
• She was courteous, easy to understand, used customer friendly tones and words (i.e. you are very welcome).

Words to describe the experience: Delighted, positively surprised, progressive, welcomed.

So what does this have to do with marketing?

EVERYTHING.  This is not a rant or a whine; eventually I received what I was looking for, more than anything I’m attempting to communicate marketing take-a-ways from my experience.  The experience we feel as consumers reflects the brand positioning.  Even in areas where customers are not “purchasing,” we should be mindful of our communications.  As a matter of fact, I hereby propose that we should measure our service brand promise at the seemly weakest points.  If it can pass the brand position test at those perceived weak areas, it stands the strength of the brand. 

Here’s a test, in your company and for your brand try the “returns” or “free give away” or even “discontinue” departments, your experience will tell you just what communications you are sending to your valued customers.

Good marketing!

Ramiro Roman

Yet in an exchange I had with author Bob Gilbreath, a P&G vet and author, he appropriately reminds me that “trust in many healthcare companies, particularly pharma companies, continues to decline and has about the same trust levels as the tobacco and oil industries.”  He’s right. Much of this distrust is due to our marketing strategies and tactics. This is why I found the concept of marketing with meaning in his book The Next Evolution of Marketing: Connect with Your Customers by Marketing with Meaning refreshingly innovative, customer centric, and purposeful to me as practicing marketer. 

Marketing with Meaning

His book, an Ad Age top 10 for 2009, challenges us to move away from talking at customers through traditional marketing tactics, like TV advertising, e-mail blasts, and sell sheets. It classifies these tactics as interruptive, self-serving, and ultimately ineffective.

Marketing with meaning attracts customer participation by providing unique and personally valuable benefits. It aims to educate, inspire, and earn credibility, rather than promote—pull versus push. It’s marketing that people chose, want, and even seek to engage with. The book’s primary premise is that our marketing, itself, can directly improve customers’ lives and in return improve our business outcomes. 

The Hierarchy of Meaningful Marketing

To create personally valuable marketing, you have to deeply understand your target audience. Bob aligns his marketing model with Maslow’s Hierarchy of Needs as a way to uncover unmet needs and desires. The model is a pyramid with three phases:

1) Solution marketing: provide valuable information, incentives, and services, for example, how-to education, samples, and coupons. 

2) Connection marketing: create value-added experiences that customers can share with others, for instance, contests, viral entertainment, and community building. 

3) Achievement marketing: help customers improve themselves, their families, and the world, for example, linking your product to a relevant social cause, teaching a skill, and improving their health beyond the use of a product. 

When you elevate your marketing within your target audience into the higher marketing phases, customers will seek to engage with your brand. Meaningful engagement will lead to product differentiation, price protection, and long-term loyalty. Ultimately, it will lead to better business outcomes.

From Concept to Implementation

Once you settle on a strategy, there are hundreds of examples, case studies, and ideas peppered in this book that can help you brainstorm. In my dialogue with the author, he cited three recent healthcare best practices: “Bayer partnered with Nintendo to create a video game that helps kids with diabetes learn how to test their blood sugar regularly. Also in the diabetes category, Sanofi-Aventis created an iPhone app called GoMeals that helps people manage their diet. And last year, Pfizer created a program that provides free prescriptions to people who lost their jobs due to the economy.”

The book gets into detail on how to implement this type of marketing with metrics, objectives, and processes. For more information, you can download a free iPhone app in Bob’s blog (marketingwithmeaning.com) that has links to over 500 examples. You can also view a video presentation at Authors@Google.

I recommend this book to marketers who are looking for new ideas to drive business by better serving their target audience. The concept, if executed, can also help you live a more fulfilling career. In our way, as marketers, it serves as a reminder that through our work we can better our world.

Good marketing!

Want more marketing book reviews?  Click on the underlined links:

• Linchpin by Seth Godin
• Choatics by Philip Kotler

Ramiro Roman

Book reviews were published in PM360 – The Full Spectrum of Product Management.  For a free subscription, go to http://www.pm360online.com/.

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• Built to Love by Peter Boatwright and Jonathan Cagan (marketing4marketeers.wordpress.com)
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If you’re in commercial marketing and are responsible for planning and executing strategic programs, then I’d argue that you should be an excellent change agent.  It’s not enough to be the “smartest” or “most strategic.”  Leave that for the academics.  We marketeers, who make a living out of our profession, need to increase the probability of success of all our programs.  CAP provides a model to achieve this end.

Why do marketing programs succeed or fail?

As I look back over the 18-years of commercial experience, the marketing programs that have worked out were well executed, by design.  The others that have been sub-optimal were because they did not have the appropriate organizational – people – support.  Top of mind on my list of “wish I could take that back” are:

• New segmentation models that failed to materialize past the binder that was handed out.
• Customer Relationship Management (CRM) implementation with very little adherence to reporting.
• Pricing strategies contingent on customer type, which had no governance. 
• A joint venture with a dual sales distribution plans that were not aligned on incentives. 
• The list can unfortunately go on, and on…

As I reflect on these, I realize that people issues are the biggest challenge through the execution phase.  People naturally resist change.  When we attempt to roll out new programs to our teams (direct reports, sales, operations, compensation, etc.) we are faced with the same human resistance.  As marketers, we must plan for success with this background in mind.  Only then will our programs have an opportunity to be executed or even stand a chance of delivering on our objectives.

The CAP model can help

CAP is a handy tool that can be applied to any change we seek to implement.  As a marketer, I should see all my initiatives as change, particularly large programs, because at the core of it I am seeking a group of people to embrace, support and respond to the marketing programs.

Keep these 7 CAP phases in mind as you’re planning your next marketing program:

1. Find leaders for the change.  Have a program sponsor/champion and the right team members who demonstrate visible, active, public commitment and support of the change.  People who walk the talk.
2. Create a stakeholder-shared need.  A compelling reason to change, whether motivated by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand.  Stakeholders need to be part of the need creation, no one likes to be told what to do, they want to be part of the solution – capitalize on this.    
3. Create and communicate a vision, with input from stakeholders, early on the process.  The desired outcome of change is clear, legitimate, widely understood.  Outline your behavioral expectations for all stakeholders – define success in behavioral terms. 
4. Mobilize commitment, down to the lowest levels.  Demand a strong commitment from constituents to invest in change, make it work, and provide the appropriate senior management attention.  Constituents commit to change and new standards.
5. Help to make the change last.  Provide communication vehicles for change and learnings to be transferred throughout the organization.  Early wins are publicized to build momentum for the change.
6. Monitor the progress.  Progress is benchmarked and realized.  Create relevant metrics by stakeholders to ensure accountability.
7. Changing the systems and structures.  Making sure that the management practices (staffing, development, rewards, measures, communication, organizational design, IT, etc…) are used to complement and reinforce change.  

Utilize these steps as guides.  CAP is a way of leading, not just a simple list.  Your success will largely depend on your planning of the change and how you move your projects through these phases.  Try it!  I guarantee you more success!!!

Ramiro Roman

LinkedIn: www.Linkedin.com/in/RamiroRoman

Twitter: http://twitter.com/ramiroroman

Blog:  http://marketing4marketeers.wordpress.com/

Authored articles: http://ezinearticles.com/?expert=Ramiro_Roman

YouTube channel: http://www.youtube.com/user/RamiroARoman

  “To thine own self be true” 

Last week I wrote about the workshop presented by Professor Gareth Jones, a Fellow of the Centre for Management Development at London Business School.  The article has received high attention from readers and a high click-through rate in social media vehicles, so I wanted to follow-up with one more aspect of the Community, Authenticity, Significance, and Excitement (C.A.S.E.) leadership framework.

While the whole model is valuable and synergistic, I found the “Authenticity” portion the most refreshing. 

What does a leader look like? 

You have an image of that perfect being.  Deep inside you’ve been programmed with this stereotype.  Admit it to yourself.

 However, the research Professor Jones and his partner, Dr. Rob Goffe, Professor of Organizational Behavior at London Business School, prove that all models of leadership eventually become extinct – therefore wrong. 

Credibility and Trust

Think about the best bosses you’ve had in your career.  If you’re like me, these people have a diverse skill set and background.  Yet, what they have in common is that they earned my trust.  That is no different than what your followers expect from your leadership.  Whether you face it or chose to ignore it, YOU ARE A LEADER.  The question then becomes how you exert your leadership.  If you want to be successful, like those bosses you recalled, then you need to earn the trust of your team. 

People only follow people who they trust and believe.  Volumes of research validate this.  In order for people to believe you, you have to be yourself.  Period.  The moment you fake your actions your followers will see through you and disengage.  This is why in spite of the organizational expectations or pressures you must remain true to yourself. 

Professors Jones, in his workshop, provided 3 Principles to remain authentic:

1. Consistency between words and actions – do what you say you’re going to do, all the time.
2. Provide a common thread in your role performance – be consistent in your behavior, weaknesses and strengths.
3. Be comfortable with your origins – remain true to your roots and whole persona.

At first read, these 3 Principles seem extremely simplistic.   And they are, but ask yourself “how many leaders do I see living these 3 Principles consistently”?  The answer is obvious – the simplistic is rather difficult, especially over time. 

 WIFM (what’s in it for me)

Beyond the business aspect of being better leaders, following this advice keeps you closer to your core values.  I’m dumbfounded by people who say “I’m this way at home and that way work” – to me, with all due respect, it seems hypocritical and burdensome to try to be two different persons.  By being yourself at home and at work, you will not only be a more effective leader, you will find yourself happier altogether.

Ramiro Roman

Related Articles

• Expand your marketing skills through C.A.S.E. leadership (marketing4marketeers.wordpress.com)
• Maximizing marketing effectiveness through Change Acceleration Process (CAP) (marketing4marketeers.wordpress.com)
• Does being authentic mean you can do anything? (stephendrain.com)

Paris France, July 2010

Last week I found myself in in Paris listening to Professor Gareth Jones when he made a statement that struck me as lightning… “over time, your technical competencies WILL DECLINE.  You must get things done through people.” 

The thought, realization and digestion of the fact that at some point in my career, I will decline technically is frightening to me.  I realize that I don’t do everything well.  But one thing that I obsessively work on is my marketing technical knowledge.  Why?  Because I’m a practitioner – that is I make a living out of my marketing skills. 

To be the best marketer I can possibly be, I proactively seek to relentlessly improve my skills.  I devour new books, participate in industry forums and follow thought leaders with the intent to raise my performance level.  Yet, deep in my heart, I know that Professor Jones’ statement is true.  It’s probably happening already whether, I’m willing to face it or not. 

Expand Your Marketing Leadership

After walking off the ledge, I can face the statement with a renewed confidence.  Yes, my technical skills may decline – though I will tirelessly work to remain relevant.  And yes, others will come along who surely will outperform me.  But the key is to achieve excellence through people. 

I happen to directly manage a very talented team so by position I’m a leader.  But you don’t need direct reports to lead.  Professor Jones defines a follower as anyone you need to excite to exceptional performance.  It may be your agency, your peers or your management.  We all have followers who, when leveraged, can raise our performance to higher standards.  I use the word leverage in the context of collaboration, synergies, and interdependent relationships. 

The objective is to unleash incredible value through others, regardless of your technical competencies.  This type of ‘know-how’ unlike technical ability, gets better with time and experience.  Therefore, for a bread-winning marketer like me, it’s the way to stay on top of the performance game, in spite of future skill deterioration. 

The C.A.S.E. Leadership Framework

To excite others to exceptional performance you have to meet your follower’s needs.  Professor Jones has combined his body of professional knowledge, both in the private sector and academia to provide a workable framework. 

C.A.S.E.:

1. Community – build a purpose to belong and provide the social context for meaningful connections.
2. Authenticity – be who you are, genuinely.  Capitalize on your strengths and be open about your areas of development.
3. Significance – feedback, recognition and celebrations are key to your followers.
4. Excitement –  be a model for energy, enthusiasm and passion, but all within your authentic capability.

The theory is that working through this framework you can excite others to exceptional performance.  The acid test to for leaders is the question: why should others be led by you?  You can download a free copy of the original article from Harvard Business Review. 

I believe Professor Jones is right on, whether you’re new on the job or experienced.  Getting work done by inspiring others is much more powerful than relying on your technical skills – combining both is optimal.  C.A.S.E. provides a framework for me, even as an eighteen year veteran, to  remain on top of my performance, even if my skills deteriorate. 

 Good marketing!

P.S. If you’re interested in this topic, see this 2 minute video from Professor Jones (but it does not do him justice, he’s a much better speaker).

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Last week I was asked by a marketing manager I’m mentoring how to conduct good mid-year review sessions.  My advice to her was not to focus on the year-to-date metrics solely but to use these sessions as platforms to drive a broader and more strategic conversation.  Think about it, the numbers are black and white… nothing can change them now… but if you focus on the strategy, you can significantly impact performance on the back half. 

So in a list form, here are my top 7 recommendations for marketing managers attempting to assess their mid-year performance:

1. Is the strategy still valid?  Who cares if you knocked out your metrics if the strategy is off.  Reminds me of the old strategy matrix which shows that if you’re executing very well on the wrong strategy you’re just killing yourself faster.  Don’t underestimate this question. 
2. What’s happening in the market?  Time to confirm the macro trends at this point in time.  If you did your homework, these should not dramatically change… but there are always surprises. 
3. How is the competitive landscape changing?  Speaking from my current experience, the fragmentation of our markets has accelerated… it’s difficult to see all the angles, particularly from new entrants… yet some of those are the most threatening in my view.
4. Is your value proposition still relevant and differentiated to your target audience? 
5. How can you make your positioning more compelling?  Don’t think of product releases in a year to year format… look for adjacent opportunities all the time, particularly during mid-year after answering questions 1-4. 
6. What was your opportunity cost?  You’ll never know the full answer, but if you think about where you spent most of your time and budget… with little result… what could you have employed instead.  This is particularly difficult to assess with human capital.  One way to look at this is to assess what internal efforts are draining your team.  Some of this you cannot avoid… but much of it you can with a simple “no, we don’t have the time to do that” – check yourself and ask your team. 
7. Is this still the place you want to be for the foreseeable part of your life?  In summary, life is too short… if you don’t love where you work change the scope, projects or negotiate.  This is a tough market, so use your judgment, but if you’re not happy life is too short to keep living this way – find a better opportunity. 

I’ll be the first to admit, most of these are common sense… but common sense is not so common… try these points, it’ll help you drive better discussions with your teams.    

Good marketing!

 @RamiroRoman

www.Linkedin.com/in/RamiroRoman

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Medical device innovations:  where has medical device marketing led the field?

THE NEW NORMAL
According to the American College of Healthcare Executives, “financial challenges” continue to be top of mind for the fifth year in a row. Beyond economic softness, healthcare reform will have a significant impact on the medical device industry, both in taxes and decreased reimbursement. Companies are presently evaluating different scenarios in order to position themselves for success. The key marketing strategy determinant: product mix.

STRATEGIC PORTFOLIO MANAGEMENT
The legislative changes are forcing companies to seriously consider their strategic options. Marketers are shifting their product/investment matrixes to decide which products to prioritize.

Products that serve the anticipated influx of 35 million younger and healthier patients and are less impacted by reimbursement will be prioritized. Companies will increase advertising, distribution, and product development budgets for these products. Traditional commercial marketing will be key to driving expansion and differentiation. Those products that are negatively impacted by reimbursement will be defocused. Long gone are the “replacement” strategies that had become a common business practice. Services for this type of equipment will grow. What companies will also need to evaluate are gaps in product portfolio and adjacent markets.

A FOCUS ON PARTNERSHIPS
Last year’s economic downtown has inflated corporate cash reserves. Look for companies to use this cash prudently by acquiring products or companies that will immediately improve their competitive position in the new market scenario. However, this is not a heavy spending market, look to CFOs to continue expanding their influence and make investments ever more wisely.

Business development will not be all about M&A, partnerships will be the primary strategy as a way to mitigate risks and prove out business cases. Creative partnerships that increase customer value propositions should flourish and perhaps lead to M&A, but not necessarily. It’s a new game and bigger is not better.

Good marketing!

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

Article to be published in June’s PM360 monthly, for more information click here.

A Call to Greatness

Seth starts his book with the basic principle that we are all geniuses. That we all possess a potential for greatness that can be manifested through the work we do. Similarly to many self-help books, he calls us to tap into our talents, make them come alive, and in turn change our world.

 He cautions that in our attempt to realize our greatness we will be faced with deeply embedded barriers that will make this call a challenge. First, he outlines how the school system we grew up in encouraged homogenization of thought. Second, he explains that we all have an innate and primate portion of our brain that values safety and uniformity and resists change. Yet the book serves as a motivational call for all of us to choose to overcome these obstacles and realize our greatest potential in order to create a better future and, simultaneously, unlock what can make us indispensable at work—a linchpin. 

 What Is a Linchpin?

A linchpin is a person who becomes indispensable to an organization or team. 

Linchpins can walk into chaos and create order. They invent, connect, create, and make things happen. They don’t need a map or instructions to exceed expectations. Linchpins are comfortable with ambiguity. They adapt and take calculated risks. They are not perfectionists who never “ship” the product in their endless pursuit of needless incremental improvements. 

Linchpins are made, not born. They tap into their inner daemon—the source of great ideas, groundbreaking insights, generosity, love, connection, and kindness. They understand the value of gift-giving and the connectivity of human beings. 

Linchpins have bursts of brilliance. They may have the right experience, raw talent, and education to give them a strong foundation, but their art, though seemingly omnipresent, is really executed a small part of the day. Yet the value they create is tremendous. They become a person who organizations cannot live without. A key player whom organizations build around. 

 The 7 Abilities of a Linchpin

Here’s a summary of what can make a person indispensable:

1) Providing a unique interface between members of the organization

2) Delivering unique creativity

3) Managing a situation or organization of great complexity

4) Leading customers

5) Inspiring staff

6) Providing deep domain knowledge

7) Possessing a unique talent

Commentary

As I’m writing this review, Linchpin has made the top 10 WSJ Hardcover Business list. So what I’m about to say will not be popular (but I’d welcome your comments on my blog). The book is a decent self-help motivational tool. But I did not see much originality outside of some new labels to old concepts. To his credit, Seth gives us a partial list of 38 books and about 12 blogs that he used as inspiration to write Linchpin. In my humble opinion, Seth should stick to writing marketing books and not dilute his personal brand by overextending himself into self-help leadership topics. Save your $25.95. 

Good marketing!

This book review was published for PM360 – The Full Spectrum of Product Management.  For a free copy, go to http://www.pm360online.com/.

@RamiroRoman

Related Articles

• Critical review of Linchpin by Seth Godin | Beyond Growth (beyondgrowth.net)
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 Appeal to your target audience’s core needs

At the end of all decisions, even committee-based decisions or RFPs, there is a person making a choice.  I know, I know… sometimes it seems like the process at hand is taking human interaction away and that these decisions are being automated.  To an extent that is true, but ultimately we are still making decisions via humans not robots.

Case in point:  the government.  Even with all its bureaucracy, procedures, departments, requirements, etc… the government still influenced by people (lobbyists or voters or other politicians).  Same is true for all other organizations in the world.

As a marketer, our challenge is to expand our influence beyond simple tactics and channels.  To appeal to the benefits that influence the maker’s willingness to choose, support or advocate for our products of services.  To do this we must tap into the buyer’s deepest needs, whether expressed or not. 

Maslow had a great marketing insight

Given the target audience for this blog, you’ve heard of Abraham Maslow.  He’s well known for developing the Hierarchy of Needs.  The theory states that humans seek to satisfy their individual needs in a particular order.  This has great implications for marketeers.

Early marketing moved messaging from features to benefits.  Depending on your market place, your differential advantage and your competitive framework, the higher level you can appeal to in the Hierarchy of Needs, the better.  Clearly this must be supported by the reason-to-believe.

How do we leverage Maslow’s insight?  Revisit your positioning, messaging and execution channels to ensure that you’re building need-centric value chains that are coherent, supportive and additive.  Be ever mindful that ultimately, regardless of DTC or B2B mediums, people are making decisions and you need to appeal to their human needs.  New tools(videos, social media, social networking, etc..) can help us to move our marketing efforts from the mass to the personal – rapidly, accurately and cost-effectively. 

As marketeers I propose that our greatest challenge is to convince humans, ONE buyer at a time. 

Good marketing!

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

 This post is a follow-up with a current example. 

 On Monday, Fox News ran this section:

 Good marketing!

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

A slow, jobless recovery

If you watch the popular news, you’ll hear that things are getting much better.  The DOW is @11,000, there is no more talk of recession and at least for now it seems that we’re up from the bottom.  Still, companies are hoarding tons of cash in their balance sheets.  Credit remains difficult for customers to obtain.  Boards remain skeptical and investments are slow.

 The new economy reset, characterized by conservative financial management, continues to hinder B2Bs and especially premium products.  Yet, we’ve had recent success with our blue ocean strategy.

The Blue Ocean Challenge

The principles in this landmark publication ask us to re-think our business, create new value propositions and redefine markets/offerings.  In doing this right, competition becomes less relevant in comparison.  Commoditization of goods and services may be bypassed or at least delayed.  Also, as long as there’s product/service excellence, first mover advantage can be harvested through value chains that further accentuate differentiation. 

Chicago Theater 12/09

The traditional example of is what Cirque du Soleil has done by transforming the circus big tent into a theatrical experience.  This past winter I took my wife to her first Cirque experience and she was blown away!  In the Chicago Theater, seating in $120 seats, we absorbed in awe the world-class entertainment (gymnastics, music, comedy, theatrics, etc…).  This is nothing like the circus experience I new as a kid (cheesy clowns, bad smells, crowded seats, etc…).  They have truly redefined the space.  And they have done so very profitably.

 How can you redefine your market?

Considerations for marketeers

We’ve been applying many of these principles within our current product portfolio over the last few years.  Recently we’ve been substantially rewarded for our “innovative” approach through historically large contracts.  For confidential reasons, I cannot disclose any details.  But I want to share the principles I’ve learned from a marketing perspective over the last 3 years:

1. Build on market-centric adjacent markets, which expand your core capabilities.

2. Think partnerships, to expedite time to market and product excellence.

3. Play in financially lucrative markets, where even mild success will yield significant revenue & profitability.

4. Avoid “nay-sayers” once you set your strategy.

5. Fail fast, learn and get up again & again & again. 

 As marketers, our job is to meet or exceed target customer needs.  Many times those needs are unsaid or unexplored.  Seriously think about redefining your space and consider blue ocean strategy in your current product/service.

 Good marketing!

Related Articles

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I guess if you’re Nike, you need Tiger.  He is Nike Golf!  Heck, golf needs Tiger.  So if you’re Nike… and it is all about the sales… then I get that point of view.  But is it that simple?

I don’t want to discuss Tiger.  There are other blogs for that.  I want to discuss the marketing implications.

A BIG marketing risk

Late last year I outlined the risks in celebrity marketing on this blog.  The latest Nike ad is yet another proof point of those risks.  The question is: what will be the impact of this risk to the Nike brand?

There are clearly short-term financial benefits to his comeback for Nike.  But what are they saying to their target audience by keeping their endorsement and reiterating their support this early on in Tiger’s rehab?

Accenture & ATT, among others, dropped their sponsorships noting that he was no longer the “right representative”- according the USA today.  But Nike has stepped up front and by running this ad has continued to openly endorse this person – in spite of the recent opinion polls. 

So, from a marketing perspective, how should we interpret this?

On the positive side:

• Nike is all about performance and he is still the world’s best golfer.  His personal problems are just that, personal.
• Nike is loyal to his subjects and is a “forgiving” brand.
• Nike is willing to be edgy and innovative, despite the risks, those are core brand values.

On the negative side:

• What are you communicating about your company values?  What is your brand character?
• Are you alienating women?  How will that impact say your female runner segment?
• What is the social impact of your decision, particularly on the youth? 

Time will tell.  Personally the move was too risky for me…. Then again that’s probably why I sit in a cube in a one-story building outside of Milwaukee and not in a high-rise Madison Avenue corner office.  Having said that, I sleep peacefully at night with my marketing decisions watching this marketing challenge unfold.

WHAT IS YOUR OPINION?

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

Source: BBC

According to a BBC article, “a series of parallel lines engraved in an animal bone between 1.4 and 1.2 million years ago may be the earliest example of human symbolic behaviour”. 

 If a picture is worth 1,000 words, a symbol is worth at least 1,000,000. 

 Many people have been willing to die for many symbols. 

A quick snapshot of marketing Icons

So what are the implications for marketeers? 

 ~80% of communication is non-verbal.  Most world-class organizations know this.  

According to a recent survey by the Schechter Group 55 % of the national brand and company logos exposed to consumers elicited different responses, either better or worse, than the brand and company names alone when presented plain, sans logos. 

But don’t over-think it, the Nike logo was created for just $35 dollars.  

And always remember that we have an ethical responsibility to balance our marketing goals with integrity.  This is not just a problem in the U.S., it’s a problem in the world – see this video from Russia: How far is advertising allowed to go?   

 WHAT ARE YOUR THOUGHTS?

Good marketing! 

@RamiroRoman 

www.Linkedin.com/in/RamiroRoman 

Rroman7@Gmail.com

Also, on my last post “ Marketing commentary: does your target audience need to be reflected in your imaging? “ I discussed the challenge with featuring your target audience in an advertising campaign.  I can safely say that I’m executing on my own advise with the recent ad.

From a marketeer’s perspective:

YOUR THOUGHTS & FEEDBACK ON THE AD?

Good marketing!

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

Rroman7@Gmail.com

This week we’re off working on a collateral visual for a major piece of our business.  The marketing team has done its homework:

1.       The creative brief is on strategy

2.       The advertising agency was briefed appropriately

3.       First round creative work came in generally on strategy – for first draft.

As the team was reviewing these pieces with me, we landed on an execution that featured a person.  Someone asked a relevant question… should the image of the person look like our target audience???

I have to admit, that I haven’t thought about that recently, so it inspired me to write this blog, provide my opinion and hopefully get other marketers to weigh in.

There are clearly positives and negatives to the decision at hand…

POSITIVES:

• Target audience is able to relate to the image (we like people like ourselves).
• If you’re showing “how to” advertising, it makes it more credible that they too can do it.
• It’s a safe bet… your creative will have limited downside and you’ll likely stay on messaging strategy.

NEGATIVES:

• Chances are, like in my competitive framework, everyone is already doing this – just pick up a trade publication to confirm.
• You’re very limited in your creative execution.  S  h  a  c  k  l  e  s  ! 
• You’re also limited to express creatively, since your subject is your customer.

MY 2 CENTS:

The goal of creative is to first of all achieve stopping power.  Second, if it’s not differentiated, I don’t see much value in creating ads or images – you might as well buy stock art for a lot cheaper.  Weighed by these as the primary factors, I don’t typically recommend featuring your target audience in your advertising. 

I could go on… but to be honest with you, these are the cardinal rules in my book.  The negatives simply do not outweigh the positives. 

YOUR THOUGHTS?

Good marketing!

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

Rroman7@Gmail.com

I recommend!

The New Normality: 2009 delivered a sobering reminder that we now live in the Age of Turbulence, defined by unpredictable and rapid changes that can severely impact a company’s performance. Globalization and technology—creating unprecedented speed and magnitude—are two primary forces that established this new level of interlocking fragility. To manage through this new normality, authors Kotler and Caslione propose a systematic process and organizational behaviors to ensure that businesses succeed and thrive in this new age. 

Strategic Framework and Behaviors

Chaotics management provides a framework to detect early signals of turbulence, construct key scenarios, and develop critical strategic responses to mitigate vulnerabilities and capitalize on opportunities, even in today’s highly turbulent times. This novel framework has a foundation in strategic scenario planning, commonly know as war games or game theory. Adding to those strategic planning tools, Chaotics management seeks to elevate organizational readiness in radically uncertain contexts where the relationship between cause and effect are impossible to determine or no manageable patterns exist.

To apply this framework, companies must grow into living, responsive, robust, and resilient organizations. Leaders must nurture new behaviors to address unpredicted chaos on an ongoing basis. Kotler and Caslione offer a five-step process to execute strategic behaviors that should be applied throughout the organization:

1. Reconfirm the current business model and strategy.

2. Assess the organization’s ability to execute strategy under chaos.

3. Define the strategic behaviors execution processes.

4. Execute the new strategic behaviors.

5. Reassess and revise.

In addition, the authors offer practical and behavioral considerations for Finance, IT, Operations, Purchasing, HR, and Sales and Marketing departments in response to turbulent outbreaks.

Marketing Considerations

Kotler and Caslione warn about the three biggest marketing mistakes companies make during turbulent times.

• Stretching to attract new customers before securing the core.

• Cutting marketing budgets in a competitive landscape.

• Neglecting the transparency of today’s environment.

Beyond these warnings, marketers must seek to understand the major changes that have taken place in the marketplace (for example, with clients, competitors, suppliers, and media) as a result of the chaos.

The unpredictability of today’s environment challenges marketers to nourish a new mindset of always being ready to activate formulated strategies based on the Chaotics Management System. To facilitate organizational readiness, marketers are urged to make strategic planning more dynamic, interactive, and frequent, to drive cross-functional decision making, and to break into smaller and flatter groups to achieve faster reaction time. In creating Chaotics marketing strategies, marketers should consider eight factors:

1. Secure your market share from your core customer segments.

2. Push aggressively for greater market share from competitors matching up to your core customer segments.

3. Research customers more now because their needs and wants are in flux.

4. Seek to increase—or at least maintain—your marketing budget.

5. Focus on all that is safe about your product or service.

6. Quickly drop marketing programs that are not working for you.

7. Do not discount your best brands or offerings.

8. Save your strongest brandsor offerings, and shed the weak.

In the Age of Turbulence, marketers must remain focused on satisfying their target customers and paying disproportionate attention to their most profitable segments. Each marketer must act in a way that best promises to preserve customer base, brand strength, and long-term goals. Chaotics offers both a strong model and a practical set of strategic behaviors to manage through the turbulent environment for the foreseeable future.

This book review was written for publication in PM360 – The Full Spectrum of Product Management.  For a free copy, go to http://www.pm360online.com/.

February 2010

Good marketing!

@RamiroRoman

Related Article

• Built to Love by Peter Boatwright and Jonathan Cagan (marketing4marketeers.wordpress.com)

In this year’s Super Bowl Google unveiled this S I M P L E  ad…

Brilliant!  It offers a model for marketeers on a few fronts:

1.      Product as hero.  Nothing beats it, yet we’ve walked away from this POWERFUL concept – and I still don’t know why???

2.      Relevant and interesting.  While the story of “romance” could have been a little tighter, I still found it interesting, memorable and actionable.

3.      S I M P L E .

What’s the lesson?  Stick to these 3 tips, if the world’s most complicated product can tell a story this S I M P L E  in 30 seconds, so can you.

 For more on S I M P L E marketing, see previous post.

Good marketing!

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

Rroman7@Gmail.com

SHARE YOUR EXPERTISE

You are already an expert!  You are uniquely qualified to talk about something that you are passionate about… it could really be anything… or even your everyday life.  Pick something you’re passionate about (e.g. hobby, interest, pets, sports, whatever).  Because you are passionate about that topic, you likely are very good at it.  Share your passion with the world!

I recently read “The Go-Giver” a book that talks about adding value to every relationship in your life, all the time, and in return you will receive multi-fold value.  Blogging is the same way.  It gives back to you.

Here are some of my personal examples: 

In the short time of this blog, I’ve helped some students answer some basic marketing questions and offered career advice…  Why?  Somebody, somewhere along my life, did that for me – blogging is way to participate in the circle of life. 

Two months ago I was approached to do some marketing consulting, which I past up to an unemployed friend…. who is monetizing on his expertise and perhaps thinking of joining the start up company. 

You’d be surprised who reads your blog… a reputable recruiter picked up my postings and introduced me to two great contacts…. Who knew J

Yes, like everything else in life, at first it takes time and effort, but it’s worth your while.   Read on.

BUILD SUBJECT MATTER EXPERTISE

There’s a wise saying that goes something like “if you want to get good at something, teach it.”  Blogging is like teaching.  So, you can elevate your passion to the next level through this medium. 

At first, blogging takes some getting used to… but eventually you learn to make it part of your life… you learn to

Seth on Blogging: "do it for the meta cognition that comes with it"

process your blog topics and content on your unconscious mind as you live your life.  That’s yet another reason why I suggest you blog about something you’re passionate about – because it will come natural to you.

The other thing is that it brings some humility… just when you think you know something, you’re reminded that others know more.  And that is very healthy.  Most of my blog posts are also found in industry LinkedIn groups, where very smart people challenge my thoughts and opinions… some of my postings have received tough criticism… but guess what, it makes me better! 

DEVELOPMENT: OVERCOME INTERNAL BARRIERS

A confession: I started blogging later than I should have.

Over the last couple years I was tempted.  I started dabbling on LinkedIn postings… did some tweeting… but I was a bit hesitant to jump on the phenomenon.  A few barriers for me where:

1.      No time!

2.      Not sure anyone will want to read.

3.      How do you sustain it?

4.      Since it’s going on the web… do I really want to put my thoughts out there?

YADA, YADA, YADA…  All valid points but they kept me from moving forward.  At last, I jumped on board and the experience is FREEING! 

1.      Guess what, I still don’t have time, but I fit it in when I can (even at 3 am) because it is a topic I’m passionate about. 

2.      Seth says “who cares if no one reads it, do it for yourself.”  Totally agree!

3.      I’m not sure how long I can sustain it… or if I will… then again I don’t know if I’ll be alive tomorrow – so why worry!

4.      On #4, use your best judgment.  If your passion is not digestible for the general public, blog under an alias using alternative information – people only care about the topic, not you or me.

“No single thing in the last 15 years - professionally - has been more important to my life than blogging… it’s the best d--- thing in marketing” – Tom Peters

So… hopefully I’ve convinced you to keep blogging, or to start blogging… or even to consider it further…

If you need any help, reach out to me, I’ll do what I can to get you going.

Good marketing!

@RamiroRoman

www.Linkedin.com/in/RamiroRoman

Rroman7@Gmail.com