10/28/09
Emergence and marketing.
Marketing seems simple. But in all reality, it’s an extremely complex system of pushing, pulling, experiences, word of mouth, face-to-face, sights, sounds, feelings. Put on top of this the fact that all of these transactions are highly personal, and are multiplied across a large population. To think that you can control this is futile, but these complex systems generally form fairly straightforward and trackable patterns.
In comes the theory of emergence. A simple explanation of emergence is that an emergent behavior or emergent property can appear when a number of simple agents operate in an environment, forming more complex behaviors as a collective. You begin to discern patterns based on the big picture of the complexity. In marketing, human behavior differs greatly individually, but the sum total of activity and movement can become predictable and repeatable.
What can be learned from emergence theory when applied to marketing? You need a few key things to help ensure success:
- You need to learn as much as possible from as large a sampling as possible before you begin. The purpose of truly good surveys is to discern trends and patterns through disparate answers. Therefore, individual answers are meaningless, but the sum total is the true guide.
- Crafting a communications plan must cover enough venues to create multiple paths to the same conclusion. Since people act individually, you cannot assume that even a successful campaign worked to engage enough people for a sustained effect. Instead, there have to be enough points of contact to create a tapestry of communications in order to connect this complex world of individuals.
- There needs to be some heavy-duty analytics available to take in all the information. With so much happening so quickly, emergent systems are hard to predict. But through today’s technology, they can be relatively simple to track. There will be no two success stories that will happen in exactly the same way. However, there will arise patterns that appear as trends, and therefore can be replicated and expanded.
Many organizations fall prey to the “one resounding success” syndrome, where they try to replicate lightning in a bottle by looking at a success sampling of one. This may prove to be disastrous because the overall pattern may differ greatly from the one experience. The next potential success may be out there, ready to capture. But it may look entirely different from the previous. And there may be several in between, somewhere in the complexity of how people live, decide, and purchase.
08/13/09
The answer is simple.
Nearly every situation and organization we walk into shares a common theme: communications have become more complex, more layered, and the sales process has gotten murky and difficult to manage. The common problem? The company is way too close to the products and services, and the day-to-day operation and politics. More often than not, we are there to simplify.
Easier said than done? Absolutely. Stakeholders talk about the reasons why they cannot change using similar language and patterns. Generally, it is people who are so passionate about their one piece of the pie that they fail to see the other pieces and their own individual passions. Our biggest early challenge is getting people to see the big picture and understand the greater purpose of the organization.
First, we strip away the years of cobwebs: the politics, the outdated reasoning, turn over of people – all the things that lead to an inward-looking organization. Then we talk with customers: the current ones, some prospects, and a few that left. We find out the true pain points vs. the ones that seem to be prevalent from the inside looking out.
A common thing that we find is that the company is no longer capable of seeing past the day-to-day tasks. Even mission and vision sessions have diminishing returns almost immediately because of their lack of implementation and tangible results. Unless the outside world sees your reason for being, it really doesn’t matter at all.
Too many companies also just go through a cosmetic rebrand. That is, they paint over the cracked paint and think they have made a difference. A true rebrand goes deep: scrapes the old paint off, sands thoroughly, cleans up, and then starts to repaint once again
It takes a lot more work, but the result is always cleaner, simpler, more evident to the outside world, and far more sustainable. And it begins to pay dividends right away.
08/4/09
Stop marketing. Start “marking”.
In the traditional world, marketing has been all about push. Just send out as many things to an audience as possible and hit them until they start paying attention. But people have changed. Now, it’s about creating a brand that makes a mark in someone’s mind so that a customer is drawn to you. You must create a gravitational pull toward your brand – and leaving a solid mark in a potential customer’s mind is the only way to do it.
How can this be accomplished? It’s a change of mindset. You must think of your brand as a living entity, capable of conversation and engagement instead of just standing on a soapbox and yelling. It must have the ability to respond, react, answer, and build a relationship.
Where do you begin? Make certain you have something important to say. This happens just like any other conversation you have in life – you’d better understand your audience inside and out. Don’t assume they just care about “value” or “quality”. Maybe they care more about intelligence and consistency. Once you begin the conversation, you need to give people a place to respond and engage. This type of communication will help imprint you in their minds, building trust, and gaining entry into your psyche in powerful ways. Once you have this trust with customers, the sale has already been made, and you only have to be available instead of needing to inundate.
We call it marking. Which is much more complex and nuanced than marketing.
In many ways it’s much more complicated to execute. But once it’s underway, it feels far more natural and empowering to both you and your prospects.
07/23/09
Does your brand need work?
When a brand let’s itself go, there isn’t a defining moment. It’s a series of almost unseen, unremarkable moments. The best brands in the world can head down a slippery slope quickly if they aren’t cared for on a daily, weekly, monthly, annual basis.
- You have no idea what’s on your own company’s website. You haven’t been there in months. You don’t really want to go there right now.
- You currently present using a 7th generation PowerPoint. You click to see the original author. You don’t recognize the name.
- You always frame what your company does by first saying “we used to”.
- You search for your company on Google News and the most recent item is a press release from 2003 announcing that your company hired someone who hasn’t worked there since 2005.
- You have lost more than 5 consecutive pitches. In at least one of them, you were asked the question, “what makes you different?” You then inadvertently explain why you’re exactly the same, just a little less dynamic or interesting.
- Your business card was once a proud hand out – 2 sided, thick, uncoated, and well designed. Now, it’s a fourth generation card on a flimsy stock that is glossy and has basic information listed in a font that simply doesn’t belong.
- You used to get tons of calls to the HR department with people excited to work at your company. Now, those calls are all outbound.
- Your trade show booth was once a Mecca of activity and excitement. Now, it’s a heavy, overproduced, out-dated monument to the late 90’s.
- You cut your prices recently. And then again. If you can’t beat ‘em, undersell them.
- You dreaded waking up and going into work today. And every day. Not due to lack of interest. Just lack of vision and direction.
07/13/09
Advertising through Social Networking?
“Paid advertising on online social networks in the US is expected to fall 3% in 2009.” (eMarketer, 2009)
With all of the attention and buzz social networking has received, that may come as a shock to many, and as an “I told you so” to those inherently skeptical of the medium.
Many companies are clearly still trying to find their way with social networking. It appears that some have a presence on Facebook or Twitter for no other reason than that they feel they should. However, other companies have seen great success in targeting and reaching both niche audiences and in more broad consumer based initiatives.
We feel that the pull back is temporary as companies refine and integrate their efforts, and that social networking will have a major role in the advertising mix going forward.
2009 may be considered the year that companies worked to develop their presence within social networking sites, establishing content and fleshing out their environments. To us, this is a logical first step, which must be taken before more proactively advertising and working to draw new people.
Because it is such a new and emerging medium, we believe many companies are waiting to see which will take the lead (Facebook? Twitter?), and which will fall off the map (MySpace)? This will allow them to better focus their efforts, and not feel they need to be redundant with ad dollars spent and information/content they generate and share.
Once companies become more comfortable with social networking, it’s natural that they may circle back and work to see how to best integrate with their advertising/marketing efforts. When they do, they will find that they have a wealth of information at their fingertips, including deep data to target users (friend networks, likes, dislikes, and much much more).
Companies will learn to harness this data to deliver custom advertising that works on a more conversational, one-on-one manner. This is not your traditional mass communication, rather, it’s a more nuanced, information based approach that will allow companies to micro target and communicate like never before.
Advertising, B-to-B, B-to-C, Community, Interactive, Opinion
06/25/09
Rebranding: Internal v. External
In the dozens upon dozens of major rebranding engagements and efforts we've been involved with, one thing has become exceedingly clear: rebranding an organization is equally important within the walls as it is to the outside world.
There is nothing quite like cutting through the clutter and showing a company what it looks, sounds, and acts like at its finest. It gets people re-energized. It gets them on the same page. It makes them want to become the company they see in front of them. It is motivational. It builds aspiration. And, more than anything, it gets people excited to go to work again.
In order to see why organizations crave a strong brand internally, let us quickly break down the lifecycle of an organization that leads down the path to status quo. This is the case of several companies we’ve worked with.
- The company is formed with an entrepreneurial spirit and a clear vision and passion, generally created by one individual.
- The company grows, and this individual shares his contagious spirit and wills the company to success.
- The owner sells to a larger organization, leaves the organization, stops day-to-day activity, etc.
- The company is left with a series of systems but no real soul or driving force. The brand reflects a “good enough” mentality but does not reflect any passion or sense of exceptionality.
- This goes on for some time. The brand becomes more and more internally focused on “what we do” vs. “why we exist for our customers”. Major difference.
- The company gets more and more layered, with more services/products, new departments, new technologies, etc. There are acquisitions, partnerships, business changes. All adding new personalities, layers, and needs.
- The business goes on cruise control on every level. Mission, vision, and values are created, but they are generally clichéd and empty. The outside world starts to lose touch.
- The brand starts to reflect a certain “say nothing” mentality. The internal staff, while still committed and passionate about their individual positions, has an increasingly difficult time when asked “what does your company do?”
- Internally, correction is attempted. Through meetings, retreats, and other common methods, a “reason for being” is attempted to be recaptured. Unfortunately, it is through people who are too close to it, have seen too many of these steps, and who have a vested interest in their own “piece” of the puzzle rather than the big picture.
That is why companies like ours exist. We are able to get to the deep issues, connect dots, and see the company from a 30,000 foot perspective. We can then start to rebuild the energy and thought that went into #1, no matter how big or diffused the company has become.
This is done in order to communicate to the outside world. But every single time, our effect within the walls of the organization is just as great. This, in turn, leads to an organization that lives up to its new, re-energized brand promise.
05/28/09
11 thoughts for 11 years.
As I celebrate 11 years of being in business, I look back on some of the things I’ve learned.
- We get better every day. Back in 1998, I thought I knew everything there was to know about advertising. All I really knew was how to win awards. That is not the same thing as helping our clients prosper by any stretch. Every day, I learn something that we can apply across our client spectrum to improve their business.
- The client knows more than we do. We used to walk into a room and try to out-passion people about their own businesses. This is not our job. Our job is to take their passion, help take it to the next level, and help it spread in the marketplace.
- Technology should be wrapped around fundamentals. I’ve seen web firms come and go. I’ve seen online ad agencies come and go. I’ve seen SEO companies come and go. Hell, I even recall a couple of Second Life agencies. Technology has grown so much in the last 11 years, and even in the last 11 minutes. But technology is a means to deliver proven marketing fundamentals. It is not a fundamental on its own.
- The good days are good. Getting new business. Launching a campaign after months of work. Presenting a client with a plan and a vision and a brand that gets them re-excited about why they come to work every day. Those are good days, and they make it well worth it. Heck, they even make up for the….
- The bad days are really bad. Getting a budget cut. Not getting paid for our work. Winning a pitch and then finding out it wasn’t funded. Losing business for all the wrong reasons. Internal issues. These are the bad days. And they can really wear on you in this business.
- We get to meet some of the coolest people on the planet. Celebrities. Industry movers and shakers. People with little more than an incredible idea. Their stories are so different, but remarkably inspiring. There is no other business I can think of that allows such access to unique stories, goals, visions, and dreams within deep, meaningful relationships.
- You’ve got to have fun. As a small office, we tend to drive each other insane. So we have office games (including this one called Mickless that is so perfect, I believe I could sell the concept). We joke. We rib. And we get an incredible amount of good work done on behalf of dozens of clients.
- Take a long view of successes. When I think of client engagements, 11 years gives you the ability to see not only what worked immediately, but also what is sustainable from a marketing perspective. Every agency shows you their success stories. I’m not afraid to show failures as well. After all, are you going to trust someone who claims to have never failed? How then, have they ever learned to succeed?
- Times will always be tough. The last 11 years in the State of
- Share more. I used to be afraid of letting go. Letting go of industry secrets. Of the special sauce. Of our client list. Of relationships with other partners. It took me a while to see the light, but the more you give, the more you get back. So now I share freely, ask frequently, and open my business to anyone who wants to look. If you can replicate it, go for it. But you can’t.
- Eleven things on a list? Unnecessary. Brevity is still king. If you can’t sum up things quickly, you’re doing it wrong. This blog post has gone on way too long, and if I’m being honest, there was diminishing returns after about 4.
05/26/09
Viral marketing: Catching lightning in a bottle.
In meetings, seminars, and even the occasional new business presentation, we get asked the following questions more than a few times:
- How can we get seen on YouTube?
- Can’t we just create something viral?
Both questions are pointing to the same underlying questions. How can one create something viral and ensure that it is seen everywhere? And furthermore, without a budget to back it up? Answer: can’t be done.
Consider the following stats:
- Every minute, ten hours of video is uploaded to YouTube (YouTube.com)
- Some 53% of YouTube's videos have fewer than 500 views (TubeMogul)
- About 30% have less than 100 views (TubeMogul)
- Just 0.33% have more than 1 million views (TubeMogul)
In other words, you can’t ever count on anything becoming viral. It happens more organically, and in a less controlled manner than you can possibly image. Plus, without the benefit of sending people there via a more traditional media buy, it may never be seen.
If a video gets posted on YouTube and no one watches it, is it still a video?
YouTube is a perfectly good tool. But again, it is not a plan. Your odds of having something take off on YouTube are about the same as winning the lottery. Is that how you’d like to conduct business?
05/19/09
Inspiring Change: Creating a Movement v Cutting Down a Tree
I read a book recently called the Golden Spruce about a disgruntled outdoorsman and former logger turned quasi environmentalist who cut down a 300+ year old tree to make a point about deforestation. His goal was to bring attention to the deforestation of the Pacific Northwest and inspire people to put an end to a particularly hideous form of “strip logging.” The tree was an important fixture in the local indigenous culture, and was known around the world for its incredible and unique beauty. The story ended horribly with the “environmentalist” dying on the lamb and the indigenous people feeling more isolated and alienated from their dying culture. The deforestation of the Pacific rainforest continues. His heart may have been in the right place, but his tactics were clearly misguided.
This got me thinking about efforts we have been involved with, in which we have tried to affect behavioral change. We have had the most success when we have spurred the development of a movement, and empowered individuals to contribute/act in a positive manner. We have found that hope and positive change are much better motivators than fear and destruction. This is illustrated by work that I have done with Energy Star, as well as our University of Michigan Planet Blue initiative (case study available from our website). In both cases, we used themes of empowerment and inspiration to compel individuals to get involved and be a part of a broader movement. The Energy Star Change a Light, Change the World campaign has achieved great success by giving individuals relatively small, simple tasks (change a light bulb, etc.) which are tied to a greater good. The same can be said with Planet Blue, in which we have motivated individuals throughout the University with small tasks to reduce energy usage (turning down the thermostat, turning off lights, etc.). We have created a community in which people can witness the involvement and success of their peers, and have spurred a friendly competition to perform energy savings acts.
Contrast that with efforts that have taken a more negative tone, focusing on destruction and fear as motivating factors. For years, Greenpeace has tried to use images of dying baby seals and fear to drive environmental awareness. While they have certainly achieved a good amount of notoriety, it can be safely stated that they have alienated and turned off as many people as they have inspired. The same may be said of PETA and their negative efforts (blood on fur coats, etc.). We may even draw parallels from the recent presidential campaign, with one candidate focusing on hope and change, while the other used mostly negative attacks.
The rise of social networking may have a lot to do with the success of more positive/change driven initiatives. It is now possible to communicate, inspire and motivate individuals in a much more immediate and task driven manner. Social networking is a huge component of the Planet Blue efforts, and has been given much credit for Obama’s victory.
However, I hope the success of the positive/inspiring efforts speak more to our human spirit, and our ability to inspire and act collectively towards a common goal.
(Mike Rouech)
05/17/09
The Basis of Marketing: Changing the Conversation.
A small marketing firm in Ann Arbor, Michigan can change the world. We firmly believe that, or we wouldn’t be in business. We’re not looking to start a revolution, mind you. We just want to change conversations, influence perspectives, and replace misconceptions with realities – one organization at a time.
Marketing professionals, after some time, fall into two camps. There are those who want to affect people through pure creative – more of a gut instinct. And there are those who are very analytical and want to affect charts, and will only consider numbers when doing so.
Very few go back to the fundamental basis for what all marketing is aimed at: changing the conversation. Think about it: very few of your (or anyone else’s) decisions are unilateral. When purchasing a product or using a service, you usually consult at least one other person. Therefore, you have to affect both decision maker and influencer. If there are negative perceptions in the marketplace, these can be death to a brand whether they are real or imagined. If your perception didn’t come from a direct experience, chances are it came from a simple and seemingly harmless conversation.
Consider this: a recent study illustrated that a full 30% of all negative recommendations were given by individuals who never used the product or service they were asked about. This frightening statistic means that they are relaying others’ experiences in a kind of negative evangelism. Brands do a good job of steering initial conversations, but do little to provide defense of this negative conversation. And these tend to be the ones we recall the most.
At Phire, we are involved in the beginning stages of a corporate turnaround/rebranding effort for a new client (one of our specialties). The issue is not the reality… they have plenty of positive things happening internally. However, due to a lack of information and actively presented to the public, people have filled in the blanks themselves. These blanks went negative (they always do), and the negatives became the known truth.
It is not our job to change the organization. It is our job to change the conversation. And to do so, we must be bold, loud, creative, and above all – truthful. Then and only then can we move momentum toward a more positive direction, and give customers the talking points and experiences to complete the turnaround.
It takes a lot to change the conversation. But it is not a matter of pushing a 10 ton boulder up a hill. It is more like trying to convince thousands of people to each carry a tiny stone up that very same hill. And for them to tell all their friends to consider doing the very same thing.
Page 1 of 2 - Next Page
Phire Blog