From Personalization To Collaboration…The Key To Connecting With Customers

July 7, 2010

Today’s marketers live in an age of volatility and transition. Instantaneous transactions, multiple touch points, and the merging of offline with online have combined with a multitude of media outlets (including social media) to create ever-savvier audiences that are harder to find and keep. (Source: Business Week survey Sept. 2009)

For those of us who have been involved with direct marketing for more years than we care to remember, the “Holy Grail” was always the goal of personalization. That meant everything from testing closed face envelopes to highly targeted copy/content aimed at establishing relevance and attracting the interest of our consumer or customer.

Amidst this fast moving environment powered by technology, today’s marketer enjoys a rich menu of options for reaching the customer. In return the marketer receives a vast amount of data from which they need to be able to capture the meaning, implication, and importance of that data. Personalization alone is no longer sufficient. Today there are two other concepts that are even more critical to achieving success.

I came across a Business Week survey from September 2009 titled “From Collaboration to Personalization”. Hence the inspiration for my post however, I felt that from my perspective it worked better turning it upside down. The survey outlines three pillars critical to success and I could not agree more. They are: Collaboration, Multichannel Marketing and Personalization.

Collaboration: (Collaboration has both internal and external resonance)

Internally, the opportunity for collaboration exists between marketing teams that transact with all relevant marketing functions stemming from online and offline activity. Without collaboration, marketers may potentially employ both online and offline data and still be unable to serve customers fully. When internal departments and their functions do not exchange customer information, marketers are unable to craft a unified view of individual customers, and thus cannot target them with tailored information, offers, and products.

Externally, collaboration is about the way a marketer coordinates the online and offline customer experiences and data. Many companies today keep what should be “team” functions separated in silos, both internally and externally. Failure to coordinate marketing across silos results in an inability to fully enable multichannel marketing, which in turn prevents an effective personalization strategy. 

Multichannel Marketing:

Multichannel marketing is the act of bringing together online and offline data and functions. By weaving together the functions and consolidating information gleaned from combining multiple marketing activities, marketers can set in motion the actions that lead to full personalization. Only when multichannel marketing is employed will a company be able to personalize and target customers.

Personalization:

Personalization is rooted in the concept that the “customer is king,” and utilizes multichannel data to target customers with products and services specific to them based on their behavior. It requires a 360-degree view of a customer’s behavior so as to provide the most complete marketer-to-customer experience. The full concept depends on an integrated approach (collaboration), which in turn depends on multichannel marketing, without which personalization cannot be attained, and all of which depend on employing the most innovative technology available.

The survey asked Marketers, “Which statement best describes marketing accountability as it relates to activities in 2010?

46% of respondents said that it was about effectiveness.

41% said it was about optimization.

39% said it was about communications strategy.

Despite this apparent focus on effectiveness, optimization and communications strategy, at present only 58% of marketers’ report that they use technology to measure and compare all channels’ performance in one view. To my mind, this appears to be a very rich new business opportunity for agencies that can truly provide a unified approach, supported by all the necessary tools, capabilities and knowledge!


Gatorade Puts Social Media At The Center Of Marketing

June 21, 2010

 

The company recently created the Gatorade Mission Control Center inside of its Chicago headquarters, a room that sits in the middle of the marketing department and could best be thought of as a war room for monitoring the brand in real-time across social media. (Source: Mashable.com)

 According to a recent blog post on Mashable.com this iconic mass marketer is taking social media marketing very seriously.  The goal of this project, says Carla Hassan, is to “take the largest sports brand in the world and turn it into largest participatory brand in the world.” To that end, the company’s not only monitoring its brand on social media, but giving its fans increased access to its athletes and scientists.

 In the realm of marketing, Gatorade is probably best known for splashy commercials featuring some of the world’s most famous athletes. However, a new effort behind the scenes of the sports drink maker is putting social media quite literally at the center of the way Gatorade approaches marketing. 

The company recently created the Gatorade Mission Control Center inside of its Chicago headquarters, a room that sits in the middle of the marketing department and could best be thought of as a war room for monitoring the brand in real-time across social media.

The room features six big monitors with five seats for Gatorade’s marketing team to track a number of data visualizations and dashboards (also available on to employees on their desktops). The company custom built this capability with partners that included Radian6 and IBM. Below are a few of the visualizations that Mashable.com featured in their blog post:

 This monitor is a visualization of tweets that are relevant to Gatorade; the company is tracking terms relating to its brand, including competitors, as well as its athletes and sports nutrition-related topics.

 This monitor measures blog conversations across a variety of topics and shows how hot those conversations are across the blogosphere. The company also runs detailed sentiment analysis around key topics and product and campaign launches.

Mission Control in Action 

While this certainly looks impressive visually, it’s also actually being used on a day-to-day basis, to lead product and marketing changes at the company that might not have happened without it.

Gatorade’s Sr. Marketing Director, Consumer & Shopper Engagement Carla Hassan offered a few examples, starting with the company’s monitoring of its “Gatorade has evolved” campaign. The commercials featured a song by rap artist David Banner, which, Mission Control quickly saw was being heavily discussed in social media. Within 24 hours, they had worked with Banner to put out a full-length version of the song and distribute it to Gatorade followers and fans on Twitter and Facebook, respectively.

On a day-to-day basis, the facility is also being used for more conventional marketing tactics like optimizing landing pages and making sure followers are being sent to the top performing pages. As an example, the company says it’s been able to increase engagement with its product education (mostly video) by 250% and reduce its exit rate from 25% to 9%.

What’s interesting to note is that this innovative approach to social media marketing is not being led by an agency, but more surprisingly by a large traditional mass media marketer. Is this just another missed leadership opportunity for the agency world? Given the significant up-front commitment required in terms of technology and people resources, would this not have been an ideal opportunity from a multi-client agency perspective?

Social media is no longer just a stand-alone communications channel that can exist and be managed in a silo environment. It underpins the way we all communicate with each other and with brands and the companies that own them. Marketers that understand this and embrace it the way Gatorade has will be able to maintain considerable competitive advantage. In fact to put it in their own words…“take the largest sports brand in the world and turn it into largest participatory brand in the world.”



If you are not winning over 60% of New Business Pitches – be prepared to change your approach, your team, you or all of the above!

June 1, 2010

According to the findings of the recent  Mirren/IMI Survey Report… It’s systemic! Either your company/self are excellent –good –or poor … If you don’t close 60% of new pitches or more change your approach, your team, your content, yourself! Every agency should have a minimum goal of 10+ key pitches per year with a 60%+ close rate.  (Source: 2010 Mirren Client/Agency Relationship Study)

 Survey results showed that the top 10% of agencies close 6 times as many new business pitches as compared to bottom 10%. Winning pitches range from 84%for the top 10% down to 16% for the bottom 10% with the average win rate being 43%.

What’s important to note is that performance is based on providing client solutions, experience and relationships that work , while number of pitches, types of pitches, investment in pitches, location of pitches HAS NO IMPACT.

 It is not about YOU -it is about your ability to deliver client solutions that meet or exceed their objectives.

 In 2010 and beyond Clients are buying solutions (i.e. ideas that work) for their business that are measurable –not awards, reputations, or promises. Lip service, credential pitches and talking about your agency to sell clients on what they need is over and ignored.

 Digital expertise is essential –but combining traditional/ non-traditional expertise to drive client solutions will drive your success.

 Be solution focused and media neutral –don’t just say it, do it!

 The move to digital has and will continue to happen, but caution, some of you are moving TOO FAST. According to the findings, clients don’t want you to dismiss traditional media/tactics/executions. Clients believe digital to be part of the strategy and not the total solution.

 Knowledge and expertise that demonstrates how, when and where to use social and mobile media’s is essential. Clients are looking for agencies that KNOW vs. agencies that GUESS.

 In addition, agencies that invest their own R&D $$$ on understanding, educating and providing thought leadership in digital/mobile/social medias, will leap frog other agencies. Those agencies expecting to cut their „digital teeth‟ on client’s budgets are destined to client churn and disappointment.

 

 

 


Does Your Agency Have An Effective “Elevator Speech”?

March 23, 2010

Most agencies do not have a succinct “Elevator Speech” that effectively communicates both what they do and their unique value proposition. In fact, if you asked ten different people within the same agency, you are likely to get ten different answers! So how can we expect prospective clients to understand clearly who and what we are?

 

If you do not believe me, I challenge you to take a walk around your agency tomorrow and ask ten different staff members to explain in a simple statement what it is you do and what your value proposition is. I have done this recently on several different occasions and the result has been consistent. Complete inconsistency!

What has been consistent is the gratuitous use of super superlatives that just add to the noise and clutter and make our industry seem naive and commoditized. Common place are words and phrases like:

  • Full service integrated agency
  • Proprietary planning methodology/tool
  • Highly insightful creative
  • Award winning creative agency
  • Channel agnostic
  • Outside of the box thinkers
  • The industry’s leading….
  • Widely known throughout the industry for our…
  • Nationally recognized experts in …

The bottom line is that clients have heard all of these claims before many times. They also tell me that in their experience, no agency to date has ever delivered against their claims and the therefore their BS Meters are tuned way up. I recently heard a well known Search Consultant describe the situation as “Embarrassing”!

My advice is before you do any more new business prospecting that you sit down with your team and take a deep and considered look at how you position your agency. Try not to “drink the cool aid” as you do so. Be honest and ask yourselves the hard questions, such as:

  • What do we as agency really do well?
  • What is it about the way we do it that helps us do it well?
  • Is there anything unique about what or how we do it and what’s our value proposition from a client perspective? Why us and not any one of the 5000 other agencies out there claiming to do the same thing?
  • What proof do we have to support our claims versus just rhetoric?
  • What are the characteristics of our ideal target client? ( Partner vs. vendor etc)
  • What categories are we relevant to? (Not which do we aspire to)

These are just a few of the questions that every agency should answer in order to be successful at differentiating itself from the competition and winning new business. Every day I continue to be amazed at how many agencies out there have not taken the time to do so.


Successful Agencies Don’t Just Excel In One Particular Channel

March 15, 2010

According to Forrester Research…“There will be a reduction in the role of channel specialists. As marketers seek interactivity, agencies that subsist will forgo their role as channel specialists and dedicate themselves instead to determining how to change the relationship marketers have with their end customers”.    Source: Shar Van Boskirk, Forrester Research, Jan 12, 2010

 

Today’s successful marketers have realized that it isn’t good enough just to excel in one particular channel. Multichannel marketing companies absolutely need to spend as much time on their “old” channels as they do with their “new” ones. The biggest problem these marketers face, is finding agency partners that think the same way.

While the entire buzz right now is centered on subjects like making iPhone apps, Twitter strategies, Facebook and search marketing, the reality is, if the rest of your channel marketing sucks, then an iPhone app isn’t going to make a big difference. Likewise, if your in-store (or branch) experience is disappointing, that won’t make up for a lackluster online experience. The key to success is to spend some quality time looking not only at each of the channels individually, but more importantly, at how they intersect with each other to deliver the overall brand experience.

To help understand the philosophy, I would like to share a quote from Jack Aaronson from ClickZ.

“I’ll use a folklore tale of an architect. According to the story, an architect was hired to design a college campus. He put up the buildings but created no sidewalks. When the head of the school asked him where the sidewalks were, he replied, “The students will create the sidewalks.” Sure enough, a year later the architect visited the school and built paved sidewalks where the students had created well-worn paths in the grass”.

This implies a truly customer-centric (needs-based) design approach and we can all learn from this story as we create a methodology for modeling multichannel behavior. You’re most likely aware of how consumers act within a specific channel. You may know how to create the best brick-and-mortar experience, catalog, Web site, kiosk, call center, sales office, Web 2.0 widget, and the like. In the story of the architect, these channels are the buildings. They run fairly well on their own. But how do users move between them? What paths do they create? And, most important, how can we analyze the paths’ success and value?

The first step is to understand the paths people are taking between your buildings and why. Once you create the sidewalks that let them do this easily, everything else will follow suit. The technology exists to track these sidewalks, attribute value to them, and credit the channels appropriately.

Agencies that truly understand this philosophy and embrace it will become leaders at delivering the consummate “Customer Engagement Experience” and assume their rightful place at the head of the client’s agency roster.


Six Agency Search Questions Clients Ask…How You Answer Will Determine Your Success!

February 25, 2010

These six questions consistently come up in most agency search RFI’s. Your answers to them play a critical role in the decision as to whether you move forward in the process or are eliminated at this early stage. Take the time now to develop considered points of view rather than a rushed “in the moment” response.

 

What are the exclusive or unique services and capabilities that give your agency a competitive advantage in the marketplace?

 While the actual wording may differ, the question is almost always included in most agency RFI’s. Clients want to know exactly what it is that makes your agency different. What value does your agency bring to the relationship and how will what you offer help them compete more effectively and win. It’s not about a laundry list of capabilities – as every agency claims to have every capability. My suggestion is that you take the time to ask yourselves not only what you do well, but also what it is about what you do that makes you measurably better than the competition. Remember that you cannot be all things to everyone.

Describe the top three trends in the industry as you see it and how is your agency leading and reacting to these trends?

 Clients want to know that the agency they select is a leader and not a follower. They want to make sure that it is at least constantly keeping abreast of current trends if not predicting what the next one will be. In addition, clients are interested in knowing how you are leveraging them to give your clients competitive advantage. Depending on the RFP and your type of agency, the question can vary from broader consumer trends to specific category or vertical developments. 

Why do you provide better thought leadership than your competitors? 

This is just another question aimed at helping the client determine whether your agency is a leader or a follower. This question probes areas like strategic thinking, use of technology, innovative media and communications planning and data analytics etc. Once again they are trying determine what your value proposition is and how do you keep current.

How do you help your clients manage their brand and the total consumer experience in the digital space?

The buzz surrounding brand and customer experience continues to grow exponentially. Lead by Forrester Research, there has recently been a plethora of articles on “customer engagement agencies”. In fact, Forrester was even planning to publish a wave focused on  “customer engagement agencies” in the first quarter of 2010, however I am led to believe that this has been put on hold due to a lack of agencies who meet the basic selection criteria. You can be certain that this question is going to become ubiquitous in the near future so I would suggest that your agency develops not only a point of view, but also a track record of delivering it on behalf of your clients.

How have you used social media to generate business results? How did you measure ROI?

I would be very surprised if your agency has not already had this question thrown at you. Currently this seems to be the question that is on the tip of every clients tongue. It’s probably one of the most difficult questions to answer. I am certain that there are more agencies than not who cannot truly answer this question based on their own experience. I recommend that if you fall into this category that you at least develop a POV and approach that you can share. This will demonstrate to the client that you have given it serious thought and have a strategic approach to answering the million-dollar question.

Explain how you test, measure and optimize results for your clients?

This question is top of mind for most if not every client out there. There has never been in the history of marketing and advertising, a stronger focus on effectiveness, tracking, measurement and ultimately results. ROI is the subject d’ jour with many clients even asking agencies for some type of guarantee or at minimum shared risk participation. Some of the larger companies have moved all of their agency compensation models to a pay for performance model. Take the time to document your philosophy, approach, process, tools and tracking capabilities.


Forrester Survey Highlights Clients’ Lack Of Confidence in Both Traditional And Digital Agencies Alike!

February 9, 2010

Forrester Research conducted a “state of interactive agencies” survey of about 100 global interactive marketers. It found just 23 percent believed their “traditional brand agency” is capable of planning and managing interactive marketing activities.

While that would appear to be good news for digital agencies, particularly as digital continues to enjoy increased allocations in most marketing budgets. The Forrester survey however, found few clients are willing to give them responsibility for the brand’s overall direction. Just 22 percent agreed that their interactive agency is “ready to lead my brand.” Another 33 percent said their digital shops aren’t ready, with the rest neutral.

The result is what Forrester calls “the great race” as traditional shops scramble to add digital know-how and digital shops seek to move up the ladder to become brand stewards, rather than Web site and banner ad specialists.

The survey found that in an ideal world, clients would like to work with a single agency with 60 percent saying that they would like one digital shop.  When you look deeper into the survey data it would appear that even within digital, only one in five respondents currently rely on a single provider. Almost 60 percent of respondents currently have two or more.

For every digital agency that manages to secure brand lead responsibilities, there are just as many traditional agencies making inroads into the digital world.  Add to this the increasing number of emerging media specialists (mobile and social media) that appear on a daily basis and you have the digital equivalent of the Wild West.

No matter whether you are a traditional or digital shop, there is no doubt that you have your work cut out for you.

From a digital perspective your agency might be well served… Investing your time and money keeping abreast of new technologies and emerging media versus chasing those elusive brand responsibilities.

From a traditional perspective, your agency might be well served… Protecting your current turf and client relationships, while at the same time expanding your creative and strategic capabilities to include people like Idea Architects and Idea Engineers. Then partner with digital specialists to develop and execute truly integrated marketing campaigns.


Rx For Agencies Suffering From Digital, Direct, PR and Social Media Confusion Or Disorientation

January 25, 2010

Reduction in the role of channel specialists. Today, interactive marketers want agencies to keep them ahead of the curve. But for most agencies, this means little more than just providing executional help in digital channels.

“As marketers seek interactivity, agencies that subsist will forgo their role as channel specialists and dedicate themselves instead to determining how to change the relationship marketers have with their end customers”.    Source: Shar Van Boskirk, Forrester Research, Jan 12, 2010

The opportunity is clear. Forget about continuing to structure your agency in silos like brand, direct, digital and social marketing, and start to think about People2People marketing. If you can integrate your marketing efforts and succeed in motivating customers not only to interact with you, but to share their personal networks with you, you will have created a powerful channel for your brand in the marketplace.

Click on the link below to view or download the full presentation.

View more presentations from Clive Maclean.

The Top Four New Business Trends for 2010

January 19, 2010

As the advertising world slams the door on a very difficult 2009, advertising agencies are looking ahead to 2010, hoping to deliver stronger growth in the sector. What lies ahead? Nobody really knows – However here are four key trends that in my opinion are sure to make waves in the marketplace!

The End of the Digital/Traditional Agency Divide.

I have no doubt whatsoever that the imaginary line dividing traditional and digital agencies will not completely disappear. But 2010 will see the distinction blur to the point of being meaningless. The Great Race, as Forrester Research calls it, pits digital shops looking to hone their branding chops against traditional agencies adding tech skills. This will in turn lead to more digital agencies competing for (and sometimes winning) through-the-line assignments, plus more clients will be willing to choose a lead agency based on which of its roster shops comes to the table with the best idea.

Social Media Will Become Synonymous With Digital.

There is no doubt that Twitter became the Cinderella of 2009. In 2010 we will see social-media tools being treated as an integral component of the digital world as predicted by Altimeter Group’s Charlene Li :

“Social media will become “like air,” and be pretty much everywhere”.

That means publishers and marketers will use tools like Twitter and Facebook Connect to make experiences more social. More marketers will look at social as an integral part of their digital strategy, rather than a stand-alone area for experimentation.

 The Year Mobile Marketing Comes of Age

I know that I have written about this subject many times over the last year however, 2010 is certain to be the year when the mobile advertising market finally takes off.  According to a recent Adweek article, heavyweights Apple and Google are poised to face off in the key markets, with Google pouring its seemingly infinite resources into the development of the Android operating system.

The competition will open up new opportunities for marketers in the burgeoning app economy. The biggest push should come in location-based services, which hold the possibility of giving brands the chance to minutely target consumers.

Data Du Jour.

In 2010 we will continue to see exponential demand from marketers for data served up real time in a user friendly format. Agencies will be expected to have the ability to integrate data across all channels and from all sources. They will be looking for everything from data analytics, to web analytics to data modeling in support of personalized content delivery to advanced behavioral customer data and segmentation. 

A 2009 survey conducted by Unica revealed that 72% of marketers had no full time staff member devoted to data analytics. In 2010 they will solve this issue by either developing the capabilities in-house or source it from a capable agency partner.

 


This IS The Age Of Mobile Marketing …Is Your Agency Standing On The Sidelines?

December 29, 2009

According to a recent article published by eMarketer, mobile commerce’s time has arrived. Aided by a flurry of acquisition activity, an influx of venture capital funding and growing brand adoption in the latter half of 2009, the year ahead will see mobile continue its shift toward the marketing mainstream.

 It is eye-catching when a consultancy revises a market forecast upward in the midst of an economic downturn. That is exactly what ABI Research did with its forecast of mobile sales of physical goods in North America. In January 2009 it projected m-commerce sales would reach $544 million this year, up 57% over 2008—impressive in its own right. But in late October, ABI upped its forecast, saying sales would top $750 million in 2009, a whopping 117% annual growth rate. M-commerce’s time has arrived, and it is an easy bet that sales in 2010 will pass the $1 billion mark.

 Whereas consumers once limited their mobile phone purchases to downloadable ringtones and games, today they are using their devices to buy books, apparel and other items associated with online shopping on a PC.

 As I have often commented before, this increased growth will ultimately create a need for better creative. Up until now, marketers and their agencies have done a tremendous job of recycling and repurposing creative assets from other media and channels, in an attempt to make sure that as much of the budget as possible goes into working media.

This is an opportunity for agencies to step up to the plate and deliver a better quality product while demanding more fully funded mobile production budgets.  While most creative types currently believe that mobile environments have significant creative limitations, the reality is that this is indeed not the case. The problem is that most creatives are not aware of the technologies currently available and hence what is actually possible.

 While there are currently some notable agencies out there leading the charge and creating excellent work, most seem to be overlooking the opportunity.

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Recent Fortune 100 RFP’s Search For A New Breed of People2People Agency

December 22, 2009

 

In recent weeks, a number of Fortune 100 companies have issued agency RFP’s that share a common purpose. They are all looking for a unique agency organization that can truly deliver what they refer to as “Integrated Customer Relationship Marketing”. Some common parameters across all of the documents can be summarized as follows:

  • Preferably an agency that was not built out of a historical specialty (like advertising or direct marketing etc), but rather one that has been built from the ground up with the vision of being a truly integrated shop.
  • The key disciplines required are digital, direct, CRM/eCRM, data analytics, integrated marketing planning and true channel neutrality.

A key question asked by most of them is: “What is your vision for the future of Integrated Customer Relationship Marketing?” I thought I would take a shot at answering it, and sharing my perspectives with all of you.

Here is my response:

As we move deeper into this new “conversation economy,” true brand engagement and customer relationships are becoming more and more important. Marketers must strive to create ongoing and relevant dialogs with consumers, if they are to have any hope whatsoever of remaining part of the consideration set going forward.

We know it’s been said many times before that, traditional marketing and advertising thinking is no longer effective as consumer media habits continue to evolve at an ever quickening pace. Branding as we know it is for all intents and purposes dead, as most consumers’ first impressions of a brand are what they find in search results or what they read from other people in reviews.

As consumers continue to circumvent traditional media approaches, they are gravitating towards those media/channels that provide easy access to information, advice and recommendations, plus allow them to socialize and be entertained at the same time. In the process, these consumers are building and refining their own trusted personal networks.

If marketers want to be positioned to take advantage of this evolving opportunity, the first step is to forget about continuing to structure your organization in silos like brand, direct, digital and social marketing, and start to think about People2People marketing. If you can seamlessly integrate your marketing efforts and succeed in motivating customers not only to interact with you, but to develop a true brand relationship, you may be able to persuade them to share their personal networks with you. In doing so you will have created a powerful channel and relationship for your brand in the marketplace.

Traditional direct and database marketers will be disappointed to hear that targeting is dying too. As consumers change to pulling information as they want or need it, push marketing becomes less and less relevant, no matter how “targeted” the marketer thinks it is. No longer can you just drop an email to your house file or run a banner campaign with the simple objective to sell more products or generate more leads. You have to become part of the conversation, where they are and when they want to have it. Also, keep in mind that conversations cannot be bought either, and if they are, the community often quickly finds out and retaliates.

The new age of People2People marketers have to be experts in understanding consumer habits and expectations in this new media environment. They need to be the unbiased filter that prioritizes the media/channels and indentifies the ones that will yield the greatest ROI.

This new breed of marketer will avoid the temptation to shout messages at consumers disrespectfully or target thousands of people multiple times with generic messages and offers of little or no relevance. Instead, they will embrace techniques that cultivate genuine and open dialogue with customers, where brands quietly listen and learn, and then respond with relevant content and new features and product innovations that better match the needs of the consumer.

Marketers who embrace this new reality of People2People marketing will be rewarded by clients who not only out perform their competitors, but also deliver industry leading financial results. You may be interested to know that in July 2009, a report by social platform provider Wetpaint and analyst firm Altimeter found that:

Companies deeply engaged in seven or more social channels (blogs, branded social websites, Facebook, Wikis, ratings and reviews etc.) significantly surpassed their peers in terms of both revenue and performance”.

You may think that this is a tall order, but I know that it’s not impossible. That’s because the solution can be found in the motivations of the conversationalists themselves. After all, conversation is mankind’s natural search engine.

The above being said, the question then becomes – how do you keep the conversation going? You’ll constantly be competing with other conversations for your customer’s time and attention. You spark and fuel conversations with surveys, forums and invitations for contributions that pertain to the incremental value that your brand/product can bring to their lives. Keeping ongoing conversations fresh is where contextual research and newsletters, blogs, websites, videos and social media shine.

The remaining question is how do you monitor results and measure success? According to Susan Scrupski of ITSinsider, seeing results depends heavily on how you organize your business and equip the people who are part of it.

As you enable the conversation between you and your customers, you enter into collaborative design. Picking up information and passing it into an organization that knows what to do with it is the inflection point between an integrated marketing relationship strategy and actual business success. Taking the time to measure it in the fundamental currency of business is the final step in putting all pieces in place to win in the marketplace”.

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Ad Agencies Need To Learn To Say, “That’s Not What We Do”

November 16, 2009

Say no imagesCA4N0876

In a recent post on Seth Godin’s Blog, he suggests that successful organizations spend a lot of time saying, “that’s not what we do”. He believes it’s a requirement, because if you do everything, in every way, you’re sunk, and I agree.

 He goes on to say that these companies achieved their success by standing for something, by approaching markets and situations in a certain way. Sure, Nike could make money in the short run by licensing their name to a line of wines and spirits, but that’s not what they do.

 “That’s not what we do,” is the backbone of strategy, it determines who you are and where you’re going.

 Too many agencies put themselves in a position where they chase every new business opportunity that comes along, even when they know that they do not have the required capabilities to be successful. Just because you claim to be a full service, 360 Degree agency, does not make your agency competent, let alone an expert in every discipline.

 Ideally, you should ask yourselves if you really have the experience and expertise to address the RFP without reverting to smoke and mirrors?  Even more importantly, ask yourselves if you are really able to deliver the quality of work and results required in order to help the client be successful. If the answer is no, then take a pass and wait for something more suitable.

 The Why imperative:

On the other hand, never use “that’s not what we do” as an excuse not to adapt to change when opportunities come along. In this instance, people in the organization should not forget to ask: “Why?” If the only reason you don’t do something is because you never did, that’s not a good reason. If the environment has changed dramatically and you are feeling pain because of it, this is a great reason to question yourself, to ask why.

 Seth goes on to say that the why factor is really clear online. Simon and Schuster or the Encyclopedia Britannica could have become Google (organizing the world’s information) but they didn’t build a search engine because that’s not what they do. Struggling newspapers could have become thriving networks of long tail content, but they chose not to, because that’s not what they do.

 Maybe Cliff Freeman & Partners could have averted their recent demise if only they had embraced the “Why Imperative”.  They missed the opportunity to leverage their rich creative history and reputation while morphing themselves into a leading edge person2person agency.

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Stop Blowing Your New Business Opportunities and Win More Now!

November 3, 2009

How many races does a second place horse win in their careers? The answer is none! If you want to win, you have to have to have a winning strategy and be prepared to put in the required pre-race preparation. Successful ad agency new business development is no different.

 These guidelines are simple but effective. In fact, I guarantee you that if you follow these recommendations, you will improve your new business success rate significantly.

 

 Blown Opportunity

As you read what I have to say below, you may find yourself saying – “I know that”, and you probably do. However, the question is – are you putting it into practice? Based on my recent experience with a number of agencies, my guess is that you are not. If you were, you would not be having issues with delivering adequate new business leads for your agency and winning new business pitches.

  • Make sure that you have a targeted list of strategic new business target companies. While chasing ambulances (chasing after opportunities that just happen to pop up) is an accepted tactic of agency new business development, it cannot deliver consistent and sustained growth. You have to take the time to identify what categories make sense for your agency and then which specific companies you want to go after.
  • Do your homework and invest in research.  Having identified your targets, do not just start picking up the phone or sending them credentials documents. No client is sitting there every day just waiting for another agency credentials mailing. Do your homework on the category, the company, the competition, the consumer or customer and the industry trends and forecasts. Make sure that you know what you are talking about and actually have an informed point of view and insights/information, that would be both interesting and of value to the target prospect.
  • Throw away your “capabilities presentation deck”. Can you imagine me arranging a meeting with you at your office and then coming in, sitting down and talking about myself for an hour while you listened? How long do you think it would be before I lost you? Create your deck around them and their business and use your case studies to highlight how your capabilities and experience are relevant to them. Engage them and get them talking about their business. Its not supposed to be a lecture, but rather a discussion.
  • Create an ongoing communication plan. It is seldom that you will be given an assignment during your first meeting. Make sure that you create an ongoing communications plan that is effective but not intrusive. The key element for success will be relevance, simplicity and added value.
  • When you finally get an opportunity be sure to assign the team designed to win, and not the team that’s available at the time. When you get that long awaited opportunity, make the most of it. I don’t believe that you have any idea how often the agency assigns “the team available” due to existing client demands and pressures. If you are going to do this, don’t pitch!!! You are just setting yourself up for failure. If the opportunity was important enough to chase after and you feel it is the right opportunity for your agency, play to win. Assign the best team you have in the agency to pitch it. If you don’t you will ultimately only disappoint yourself and increase your new business strain.
  • Rehearse, Rehearse and Rehearse. Too often the pitch team is still trying to pull the deck together in the late hours the night before the presentation. No time to check for spelling and other mistakes. No time to make sure that it flows, sounds like one voice and tells a story, and most importantly no time to rehearse. Do yourselves a favor and never make this mistake again. Set your timeline and have a pitch coordinator ensure you adhere to it. Make sure you give yourselves enough time to do at least 2 run throughs, preferably three. The first just helps you work out the major issues and gaping holes. The second allows you to think more about the presentation and how you deliver it versus fixing the deck. By the third time you are starting to get comfortable with your content and your delivery.
  •  Never go over time. Always leave 20-30 minutes for questions and make sure that every presenter (not too many of them though) engages the audience and gets them involved. If you finish the presentation at the end of your allotted time and there was no interaction during the presentation and no questions after it…you have just lost the business.
  • Close your presentation with a succinct hard-hitting summary and ask for the business. Show your enthusiasm and passion and demonstrate how much you want it, however, avoid preaching, groveling and begging. It’s tends to be unbecoming, ineffective, annoying and embarrassing to both sides. Send your thank you note within 24 hours and take that opportunity to succinctly reinforce why your agency is the right choice.

Agency new business does not need to be as hard as it often is. As I said at the beginning of this post, if you follow these simple guidelines I guarantee you will significantly improve your success rate with new business development.

 

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Social CRM Is The New Driver For Ad Agency New Business!

October 22, 2009

Social CRM is the new currency in ad agency new business. Influential clients are forcing a convergence between CRM and PR, making tracking what is being said and by who a vital component of your new business strategy.

In a recent survey conducted by Russell Herder and Ethos Business Law, marketers were asked the question, “For what reason do you use social media”. While 82% of respondents said that brand building was there number one reason, 60% indicated that personal networking was the second most important reason, with customer service a distant third at 32%.

 Social graph

The very marketers that we agencies target are telling us that personal social networking is an extremely important activity for them. Why then do so many agencies ignore social networking when it comes to their own new business prospecting?

Ad agencies should be out there listening to marketers, using the available tools to track all relevant conversations, identifying who the influencers are and starting to build a dialog and ultimately a relationship development program. Many prospective and existing agency clients are active right now sharing their opinions with others through social networking channels. Some of the more enthusiastic individuals have become evangelists, establishing a significant sphere of influence in the market place. Barry Judge, the CMO of Best Buy would be a perfect example of such a marketer.

According to Susan Scrupski of ITSinsider, seeing results depends heavily on how you organize your business and equip the people who are part of it. As you enable the conversation between you and your prospective customers, you enter into collaborative design. Picking up information and passing it into an organization that knows what to do with it is the inflection point between social business strategy and actual business success. Taking the time to measure it in the fundamental currency of business — which as Susan says is “currency” — is the final step in putting all pieces in place to win in the marketplace.

This convergence between PrR and CRM makes tracking who is saying what and developing an ability to respond directly a must have skill. By efficiently organizing and strategizing your responses, you can use this information to guide your social web program and the evolution of your business itself.

That’s powerful!

 

 

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Rx for Ad Agencies Suffering From Direct, Digital and Social Media Confusion or Disorientation

October 18, 2009

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The opportunity is clear. Forget about continuing to structure your agency in silos like brand, direct, digital and social marketing, and start to think about People2People marketing. qIf you can integrate your marketing efforts and succeed in motivating customers not only to interact with you, but to share their personal networks with you, you will have created a powerful channel for your brand in the marketplace.