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.

 

 

 


Mobile Marketing ROI… The Key To Incremental New Business Success

May 18, 2010

25% of clients surveyed intend to spend between 15% and 30% of their total marketing budgets on mobile marketing. However, agencies are going to have to demonstrate a quantifiable ROI in order toget their share of the money! (Source: R2i survey, Jan 28, 2010)

When asked what the most critical area of improvement was in mobile, 43% of respondents listed quantifying ROI as their top response. Respondents said the main goals of their current mobile campaigns were raising company awareness and generating leads. To that end, marketers were most likely to measure their success by an increase in customers or sales.

Not surprisingly, more than 50% of respondents were focused on mobile Website development, while 40% used apps for their campaigns. (With iPhone and BlackBerry being considered the most important platform for mobile development).

To date, most mobile campaigns have been developed in silos as standalone initiatives. Creative assets from other channels are often just repurposed to make it appear integrated, even though in reality it is actually nothing more than a tactic. The results of this approach are confirmed in the survey findings.

Mobile actually has an amazing capability of being not only a very effective channel in its own right, but properly integrated into a campaign it has the ability to provide a bridge between digital and traditional media. Increasing the effectiveness of both as well as delivering results within the mobile channel itself.

There is an incredible new business opportunity out there for those agencies that truly understand the role of mobile and the technology platforms and applications available. Integrate mobile into your thinking and your solutions. Explain its role and its unique ability to bridge the other media to make them all more effective. Above all, quantify its individual effectiveness and its ability to generate immediate results.

You will answer a lot of open client questions, differentiate your agency from the competition and win more new business opportunities. I believe that you will find this to be easier and more effective than you might think.


The Future Of The Online Customer Experience…Is Your Agency A Capable Partner?

May 4, 2010

 

To prepare for the future, customer experience professionals should develop multichannel personas, include social media behaviors in ethnographic research, prepare atomized content, establish an environment for testing new experiences, and seek out highly skilled interaction designers” Source: Forrester Research.

 Back in January of this year I read an article from Forrester authored by Moira Dorsey titled “The Future Of Online Customer Experience“ and it has remained top of my mind ever since. As I look at the plethora of agencies out there who all claim to be highly proficient at developing websites (and the associated customer experience), and contrast that with my actual experiences across a broad range of sites, I start to see a huge disconnect – especially when judged by the parameters described in the article!

 In her executive summary, the author gives out the following advice to marketers:

 “To prepare for the future, customer experience professionals should develop multichannel personas, include social media behaviors in ethnographic research, prepare atomized content, establish an environment for testing new experiences, and seek out highly skilled interaction designers.”

 I am not certain about your particular agency, however, I do not know of many who could deliver on the tenants listed above. What’s even more alarming is that many seem to be unaware that they need them in order to create highly engaging online customer experiences.

 After all, it’s not that hard to design a website and the optimum online experience, is it? The reality is that it’s no longer as simple as you might think:

 Information providers ranging from large companies to prolific individuals continue to flood the Internet with a tsunami of online information targeted at increasingly wired consumers. Proliferating Web sites vie for attention and in the last three years, the number of active sites has almost doubled. Literally tens of millions of additional sites divide consumer attention, making it less likely that any one site can both attract and retain mind share. So, what can we do to break through all this clutter?

 According to Forrester, there are four attributes that will define the next phase of online experiences

  • Customized by the end user. Consumers will not only control what they get online, they’ll control the form that they receive it in to a much greater degree than they do today.
  • Aggregated at the point of use. Content, function, and data will be pulled from different sources and combined at a common destination to create a unique experience.
  • Relevant to the moment. This customized, aggregated content will appear on the device that’s best suited to the customer’s context at a given point in time.
  • Social as a rule, not an exception. Social content will be integrated into most online experiences, not segregated into today’s blogs, micro blogs, and wikis.

 The article goes on to conclude that:

 Firms with poor online experiences today will fall further behind their competitors. People prefer rich online experiences — and their interest in new technologies indicates that they will love CARS experiences even more. That means the days of online experiences dominated by the page-and-PC-based paradigm are rapidly nearing their end. But even as online interaction capabilities grow, so too will the complexity of designing those experiences and the number of opportunities for mistakes that will frustrate customers. As a result, the gap between great and poor online experiences will become even more dramatic, and online customer experience leaders will gain even more of an edge over the competition. 

 Multi-touch-point evaluation and analytics will become must-haves. Measuring customer experience across multiple channels is still a major challenge for most firms. But consumers will increasingly use multiple apps, devices, and sites to complete a single goal — online and in conjunction with other channels. In response, customer experience professionals will create centralized groups to coordinate metrics and a common framework for measurement. And to make data integration manageable, they will focus on one channel pair at a time.

 I believe that for most agencies (even those digital icons within our industry) that this is a wakeup call and at very least food for thought. With the right approach, this could be an incredible opportunity for the agency world to regain that long lost position on top of the client value pyramid.


As Clients Focus On Outcomes Versus Outputs…ROI Is Top Concern!

April 27, 2010

Clients have never been more focused on getting a good return on their marketing investments. Anderson and MENG found that “marketing ROI” had jumped to become the most important trend to marketing executives. Social media also cracked the top 10 this year, although many are sick of hearing about it.

 

Historically, most agency reviews have been focused around reviewing agency outputs rather than the outcomes they produced. RFP documents included a plethora of questions about a broad range of agency capabilities but asked very little about the results those same campaigns produced.

Well, the game is changing and changing fast. An increasing number of the current RFI’s and RFP’s are including many more questions like the following:

“Please be sure to include results reporting actual numbers versus generic statements like; significantly exceeded target etc.” (If for confidentiality reasons you are not able to share actual numbers then please go ahead and index them)

 Clients are doing their homework and they want to know not only how creative and innovative your work is, but just as importantly how effective is it.

 This increased focus outcomes should not come as a surprise to agencies. A recent survey conducted by Anderson and Meng, found that “marketing ROI” had jumped to become the most important trend to marketing executives. Social media also cracked the top 10 this year, although many are sick of hearing about it. Interestingly Social ROI ranked in tenth place, reinforcing the importance of ROI overall.

 

This ROI focus has caused considerable angst for those agencies that do not bother to track results or alternatively are embarrassed to share disappointing performance or outcomes. The bottom line is that the situation is not going to get easier. In fact, I expect that it will not be long before most or all agency reviews will be significantly influenced by outcomes (results) versus outputs (The work alone).


Effectively leveraging Digital Channels to Drive Incremental Ad Agency New Business Leads!

April 7, 2010

Most ad agencies are not effectively leveraging digital channels to help drive incremental new business leads. Here are five simple steps you can implement immediately to increase your new business lead flows…

Optimize your website for SEO: Is your agency website full of flash and streaming video? Then it’s probably highly ineffective from an SEO perspective and you are probably invisible to many potential prospects conducting agency research online. Now there is new technology available that makes Flash SEO friendly. (WhittmanHart Interactive is currently at the leading edge of this technology) You now have two options to choose from. Either redesign your site with less flash or update your flash programming to be more SEO friendly.

Monitor your daily website traffic: You would be surprised how many agencies put up a website and then fail to track daily visitors to the site. Simple monitoring through Google analytics can provide you with some very useful leads. Take a look at who visited, how long they stayed, what they looked at etc. This is a very useful tool to monitor activity after a recent new business meeting, seminar presentation or capabilities presentation.

Develop and Implement an agency SEO/M strategy: When questioned on the subject, most agencies admit to not having one. Given that 100 percent of clients looking for an agency conduct online research during the process, it’s hard to imagine why this would be the case. A basic SEO/M strategy can be highly effective at generating interest and inquiries.

It’s time to become more social: A social media strategy is a must have in today’s conversation economy. If you are not involved in the conversation you are unlikely to become a consideration. And don’t think that by putting up a Facebook page, agency blog and by twittering that you have a social media strategy. You will need to implement a comprehensive approach that includes developing your content strategy and how you are going to build your following. It does not end there either…

Ongoing Social CRM: What really makes “social + CRM” work? Connecting customers/prospects, business processes, and employees. Social CRM involves multiple elements, linked together, to provide an end-to-end understanding of how your brand, product, or service is received in the marketplace and how your internal processes produce and deliver experiences that drive this reception. If you are going to reach out through social media you will need a Social CRM strategy to keep the conversation going and deliver the value exchange required to move your prospect along the sales funnel.  

   


Successful Ad Agency New Business Social Media Strategies

March 30, 2010

Just because you build it does not mean that they will come! Contrary to what you may believe, social media marketing may not turn out to be that fantastic “Field of Dreams” you were hoping for. With over 200,000,000 blogs already out there in the Blogosphere, just because you put up your new agency blog does not mean that your new business prospects will find it… Let alone read it.

 

Overnight success stories related to social media marketing are rare. Even more rare to find is an agency with an actual social media strategy. Last year my online agency survey (which included a diverse group of agencies) found that nearly two thirds of these agencies did not have a social media strategy!  

Putting up a blog, starting to Twitter and updating your Facebook page is quick and easy to do. Actually building a following/community is a totally different set of tasks and responsibilities that takes a lot of resources and time to do. Most agencies have no idea about the investment they will need to make to build an active following, beyond the nuts and bolts of getting it live on the Web.

One of the first considerations is to determine what your content strategy is going to be:

Content is still King and keep in mind that we are all creatures of habit. If there’s already an active community dedicated solely to what you are interested in communicating about, it’s likely you aren’t going to be able to move people from that community into your brand new “branded community.” In social media, people tend to avoid the loud “Here I am” type of marketing efforts in lieu of marketers who actually are interested in
building relationships with them in genuine ways.

Spend some time doing some buzz monitoring and take the time to really listen to what the data is telling you:

Try to understand how your different prospect segments consume content. One segment might like conversing on forums and message boards. Another segment might want more information, so a blog providing that information would be better suited for that segment . If you don’t dig into the
data, it’s tough to really know what your audience is looking for.

You have to actively build your following versus waiting for them to come to you:

This is an extremely important yet overlooked component of a successful social media strategy. You need to strategically integrate every tool and channel available in your arsenal to get the right people engaged. For example, consider content federation strategies if you happen to have a substantial amount worth sharing. Identify key influencers and follow those people who follow them as many will go ahead and follow you back. This can be a very effective strategy for building a large following quickly.

It all starts with a social media plan based on sound insights and leads to effective, sustainable engagement. You will know that you are successful when you are able to get YOUR prospects to share THEIR personal networks with you.  


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.

 


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 Agency New Business on Steroids… Powered By Google’s New Social Search.

December 11, 2009

Google recently made big news by combining state of the art search with social networking to launch Social Search. The basic idea is that, if someone in your social circle has ever commented about the topic you are searching on, that content will appear on the first page of results. Imagine what this could mean for ad agency new business prospecting!

The meteoric rise of social media taps into our desire to share our thoughts and perspectives with the world. The trouble, of course, is that most of that information is highly disorganized. That is, even if your best friend tweets their opinion about the movie you’re thinking about seeing tonight, if you’re not online at the moment of the Tweet, you probably won’t see it.

According to a recent article written by Gary Stein of Click Z, this disorganization of information is precisely the problem that Web search was invented to take on. And, now that there is a significant amount of content here, it seems like we are finally going to see the merging of social networking and search.

The implication of this is that, you’re no longer dealing with content nearly as much as you’re dealing with people. You need to pull together a plan that will give marketers experiences and then drive toward a very new and unique conversion: from someone who believes something to someone who talks about what they believe.

This is remarkable because there is, of course, a humongous industry built around trying to work both content and networks in such a way as to push your page to the top of search engine results. To say that the ability to get there via someone’s friend/connection is disruptive is to say the least. It means that optimizing for search absolutely means engaging in social marketing. Social Search is in beta now, but not for long. When it rolls out, you will need to include a social marketing plan in your search plans.

The New Conversion Metric: Knower to Advocate

The article goes on to that we will see a new generation of online marketing focused on getting people to post something to their networks. We have this already, but it is in its absolute infancy. We have seen buttons that allow people to share content become ubiquitous as a part of page layout. But this is information architecture, not marketing. Sharing content seemed like a good way to increase page views and drive traffic. But now, it’s more important. You need to get people to say positive things about your brand because that content will soon be the most valuable element returned from a search.

Just imagine how powerful this could be for agency new business prospecting.


Brand Engagement…The Foundation for Agency New Business Success

December 9, 2009

The power of online brand interaction is not to be denied: A solid majority of connected consumers have had their opinion of a brand swayed, either positively or negatively, by an online experience. The same principle applies to ad agencies and the universe of marketers out there!

As we move deeper into this “conversation economy” true band engagement is becoming more and more important. Agencies must create ongoing and relevant dialogs with marketers if they are to have any hope whatsoever of becoming part of the consideration set going forward.

Agencies are consistently telling clients that they should be doing this as an integral part of their marketing communications strategy, yet many of those same agencies are not practicing what they preach. The key to success is developing enough “engagement” between your brand and your prospect to be able to make their consideration list.

Effect of "Friending" a Brand on Facebook or MySpace According to US Internet Users, August 2009 (% of respondents)

In a recent survey conducted by Razorfish (FEED 2009), an impressive 64% of connected consumers told Razorfish they had made their first purchase from a brand because of a digital experience. And friending, following and content creation spurred upticks across the marketing funnel—from raising awareness to consideration, purchase and recommendations to friends.

“Digital experiences not only build a brand, they can also make or break it. For those brand marketers still neglecting (or underestimating) digital, it’s as if they’ve shown up to a cocktail party in sweatpants,” according to the report. “Invariably, consumers will choose to converse with a savvier—and hopefully more stylish—partner.”

Remember, marketers are consumers too, and they behave the same way when it comes to decisions that affect their brands and the companies they choose to partner with.

How effective is your agency’s current brand/customer engagement strategy?



Already missed your Q1, 2010 new business targets?

December 1, 2009

 

 

If you did not start your 2010 new business preparation and prospecting activity back in at least September of this year, you have probably already missed your Q1 new business numbers for next year!

 Back in July of this year I published a blog post entitled “Ad agencies…2009 is over. Focus now on 2010”. I know it seemed far too early to be thinking about next year, when most of you were still stuck in the trenches fighting to deliver on current year targets. The reality is however that it was not too early at all.

This time of the year is normally characterized by missed new business targets, disappointed management and the start of the usual end of year agency new business professional musical chairs.

 If you are indeed just starting your 2010 new business planning and prospecting activity now, your efforts will probably have little to no impact on the first quarter of next year. The prospecting work undertaken during the last 3-6 months of this year will determine your success (or not) in the first part of the New Year.

 If you find yourself in this position here are my suggestions as to what you might do:

  • Do not delay any further, start your planning immediately.
  • Communicate with your agency management team and let them know that you may well be behind the eight ball. (It’s better to be upfront than wait for the surprises and the resultant disappointments).
  • Review your Q1 targets for 2010 against your current pipeline and activity. Be honest with yourself and realistic.
  • If necessary adjust your Q1 targets accordingly. (DO NOT just push numbers around. That means don’t just move the dollars to later in the year, keeping the same overall target. You may just be arranging a stay of execution.
  • Execute against your plan, track your progress and keep lines of communication with your management team open.

 

 

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