I can think of no other experience I’ve had with marketing firms where I can point to the gains I’ve made. — Dr. Jamie Weiner, Inheriting Wisdom, Principal


What Women Really Want
June 23rd, 2008 by dave

One size does not fit all.

You’d think advertisers would know that, before spending billions aimed at so-called Soccer Moms. Research indicates most women aged 25 to 45 don’t identify themselves as such.

Whether or not you’re marketing to women exclusively, tailoring your message to the segments of your audience is critical.

Holly Buchanan, co-author of The Soccer Mom Myth – Today’s Female Consumer: Who She Really Is, Why She Really Buys, talked to Brand & Strategy about identifying your customers’ personas and giving them what they want and need:

Brand & Strategy: You argue women want to be acknowledged as consumers with individual needs, not just as members of the female demographic. Is that also true of men?

Holly Buchanan: Everyone wants to think that advertisers are speaking directly to them. But women, more so than men, don’t want to be treated as stereotypes. Their lives are so much richer and more complicated than that. Images and messages that will resonate with them are those that reflect how they see themselves.

So how do you do that?

You begin by creating what we call personas. You can typically identify four or five that incorporate the varied lifestyles, needs, motivations, and buying processes of each of your audience segments. Then you can address each in the manner that will appeal to that specific audience. But be careful not to fragment your message so much that you sacrifice consistency.

What are some of the personas you’ve identified?

An oversimplification would be to equate them to the Myers Briggs Type Indicator, which categorizes how people process information. Are they Left-brain or Right-brain? Spontaneous or Methodical? Humanistic or Competitive?

It’s not enough to identify how your customers are the same—you also need to know how they’re different. You need to do what we call “uncovery” to get to the whys behind customer needs and characteristics.

Seems too complicated to reach each persona with a unique message.

The Internet is a powerful way to connect to different segments of your customer base. Your web site is the most effective place to start. The key is to provide clear pathways so that each persona can find the information they’re looking for when they need it. Then your visitors can self-select the experience they want.

How do you determine what it is they want?

Start by listening to your customers, not just talking to them! Frequently Asked Questions (FAQs) and objections are a great place to begin your research—they tell you what people want to know and where they get hung-up in the buying process. Make sure you address these upfront! And don’t shy away from addressing any drawbacks or “This isn’t for you if … ” scenarios.

If you’re upfront about the negatives, folks are much more likely to believe you about the positives.

What about social media?

Social media has put the consumer firmly in control of the buying process. You can also find out what people already are saying about you on blogs and consumer feedback forums.

If you don’t include your consumer in the “conversation” they will tune you out.

You talk about how “Everything is marketing” and there are hundreds of touch-points. How can you control them all?

You can’t control everything—but you better control everything you can. Small details can be huge in the midst of a purchasing decision—everything from the lighting in your store, the friendliness of your operator, to the cleanliness of your washrooms. The challenge is to not just meet your customers’ expectations but to go beyond that—to delight them.

We’ve found that if you can meet the expectations of your female customers, you will have exceeded the expectations of your male customers.

New Marketing that Works
March 3rd, 2008 by dave

You’d call it absurd: a meatball sundae. Who’d ever combine the two?

Yet marketers do it all the time. They rashly garnish their meatballs—the traditional marketing basics their business is founded on—with fancy and tantalizing New Marketing tactics, such as social media.

CZ president Dave Goetz interviewed marketing guru Seth Godin about “New Marketing” and how organizations should think about and implement it for success.

B&S: How do I convince senior management to invest in New Marketing now for a payoff down the road?

Seth Godin: Well, it’s not easy. They got hired by someone who wanted them to do what they used to do, not to do something new. I’m not so sanguine that most of these organizations will figure out what to do in time. They surely missed the last two revolutions online. That’s why I wrote Meatball Sundae.

There are leaders who feel the transition you describe but also feel paralyzed about where to start. What is the intelligent starting point, aside from throwing lots of money at it?

Throwing money isn’t going to do it, not a chance. What will work is setting up something “across the street.” Get some great people, leave them alone, and challenge them to put you out of business by playing by the new rules. That’ll work.

Any examples of nonprofits that “re-launched” their organization into this new world of New Marketing?

The magic word is “re-launched.” Roomtoread.org and kiva.org and acumenfund.org didn’t re-launch—they launched. It’s the same way that Google isn’t called randomhouse.com and Wikipedia isn’t called britannica.com. I’m not so sure people have the guts to re-launch. I hope they do.

New Marketing is about building permission assets—direct to your community. How do you start building a permission asset today?

I think it’s about making a promise and keeping it. You measure every single day how many people WANT to hear from you. Not put up with it, but look forward to it. Complain when you don’t show up. If you measure that, and innovate around it, you’ll find it.

Social media allows you to engage your community in a real conversation. What are some of the things that kill authentic online conversation?

Social media isn’t about you, it’s about me. The minute you make it about you, I leave.

Which of your trends drives all the others?

The power of the consumer. To ignore you. To talk about you. To interact with you.

It’s about the Relationship–Not the Transaction
January 24th, 2008 by dave
Over the past year, there has been a frenzy over Facebook. And it hasn’t just been the Gen Yers and Xers that are frittering hours blogging, chatting, and posting comments in discussion groups. Our entire culture is mad about social media—the authenticity, the community, the right to be heard and understood. 

In keeping with this trend, organizations are learning how to harness social media to gain brand recognition. Here, Karen Post, the Branding Diva, talks straight about the benefits and snares of using social media to market to your consumer. Karen is one of the founders of OddPodz, a social networking site for creative professionals.

B&S: What is “social media”?

Karen Post: It is the media used to build online networks for communities of people who share special interests. Most social networks are web-based and provide various tools for users to interact, such as chat, messaging, email, video, voice chat, file sharing, blogging, and discussion groups. The main types of social networks are those which contain directories/categories and a means to connect with friends. Social media recommender systems are linked to trust.

How can social media benefit an organization?  

Social media is the very best of marketing: Connecting to your market with relevance. It’s much more like PR than a hard sales method. Social networking provides you with the audience, and you provide useful information and solve problems through authentic relationships. In fact, it’s about the relationship more than it’s about the transaction. Once the relationship is built, then the transaction happens.

Should organizations develop their own social network?

They don’t have to. Many organizations develop relationships with established networks, like Facebook or Linkedin. These types of social networks allow you to set and join groups, through which you can communicate events and content as well as facilitate connections and community. Additionally, organizations can use these established social networks to post banner ads and sponsor content for further brand visibility.

But some organizations are setting up their own social network platforms, either via an active blog or message forum or with branded social networking tools straight from their site. Should an organization decide to develop their own platform, they need to understand that there is a huge difference between website development and social network development.

When you hire someone to develop your social network, make sure they understand the user experience—what works and doesn’t work. Also, organizations need to consider if they will be able to provide quality content and adequate engagement opportunities for members.

Give an example of an organization doing social networking well.

Organic Valley is a group of farmers who produce organic products and have built community. Together, they communicate their brands to a targeted audience.

I first learned about them through M.O.O., Mothers of Organic™, an online community about parenting the organic way. In M.O.O., members interact with biologists, pediatricians, lunch-lady chefs, gardening farm moms, and parents who share similar values about organic products.

Any cautions about social media?

Social media is very much like public relations. Be strategic and proactive in what you put out there. And be prepared for good, bad, and surprising market opinions.

They Want to Talk Back
November 24th, 2007 by dave
Are the conversations with your clients or constituents “naked”?

According to Shel Israel, key technology player and innovation expert, the conversation between organization or corporation and customer should be as revealing as possible. And through blogs and other social media, you can engage in real, ongoing conversations. In this interview, Israel reveals why it’s essential to jump on this bandwagon.

B&S: What has changed in the blogging world since you published your book on social media?

Shel Israel: We finished the book in August 2005. Most of our book was dedicated to blogs. We gave two pages to wikis and two paragraphs to online videos.

Now, an entire social media warehouse of tools enables online conversations. Social networks are burgeoning in every country of the developed world. Back in 2005, social media was driven by geeks. Now, it is driven by young people and embraced by a growing number of enterprise decision makers.

Who is doing this effectively, and why are they successful?

Difficult question. It’s like asking, “Who is using the telephone effectively?” Social media is a new way to conduct conversations. It is very different from a marketing campaign, in which the objective is to impart messages and measure the number of readers exposed. The objective of social media is to communicate with people who are relevant to you or your business. The measurement is a work in progress.

Are blogs dying? Or worse yet, doing more harm than good?

A huge number of blogs have been abandoned. I’ve abandoned a few myself. I doubt there are 100 million active blogs in the world. The bigger problem is that too many blogs are mediocre. They are becoming brochure-ware. They are becoming as useless as static websites.

For some of our clients, the thought of hosting a blog for their clients, or in the case of universities, their students and alumni is nerve-wracking.

It shouldn’t be unnerving to start, join, and monitor relevant conversations. In social media, you hear from the most passionate people. It gives you a good sense of what the mainstream of your community is thinking. If a bad comment is posted, the university knows it’s just one dissenting voice. But if more people reply and comment, the institution sees that it needs to respond. The first step is to demonstrate that you are listening.

Universities have little choice but to embrace social media. It’s driven by their customers—young people. These young people influence each other much more than a traditional marketing campaign or authority figure. If you don’t join the conversation, you are likely to become irrelevant.

Can smaller organizations afford the resources necessary to create and maintain a blog? Can they afford not to?

Naked Conversations is filled with examples of small- and medium-sized companies that have achieved global reach with social media. A person sitting alone at a computer can talk with customers, employees, editors, and analysts. He or she can respond to false charges, thank others for praise, and view comments about the company’s market. A small company’s advantage is speed and agility. If a company ignores the most agile tools available, I would be fearful for its future.