RECOGNITION marketing

The New 5 C's For Successful Marketing

2011-08-18T12:04:00.000-05:00

The 4Ps Don't Work Well Anymore

By David Miranda

For years, the 4 Ps of marketing - product, price, place, and promotion have served the discipline well, e.g. the product offered, the selling price, the place available for purchase, and the promotion (advertising, etc) to solicit consumers to purchase.

Today, the 4Ps are no longer effective. Products abound, pricing is dynamic, locations are both online and bricks and mortar, and advertising media has fragmented into many shapes and forms. Marketers, large and small, are left scratching their heads on how to effectively and efficiently reach their target audiences.

It's time to mothball the 4Ps and embrace the 5Cs - Consumers, Context, Convenience, Convergence, and Community.

Consumers - Market power has shifted from the seller to the buyer. Consumers, using the power of the Internet, can search, shop, compare, and buy from a myriad of sources located either across the street or around the world. This has meant the erosion in the power of mass marketing and the growth in sophisticated targeting.

Context - Sophisticated targeting has led to message customization providing targeted consumers with relevant content and products/services making marketing more effective, efficient and precise than ever before.

Convenience - In an A.D.D., time poverished world, consumers seek convenience - drive-thru windows, express check-out, online shopping and banking, etc.

Convergence - Consumers want to access what they want and who they want anytime, anywhere from anyplace. This convergence of media and distribution channels is upon us.

Community - Consumers are individuals, but are also social creatures who aggregate in business and social groups both formal and informal to share ideas and experiences. This social networking trait has been powerfully enabled by new technology and platforms and will continue to have a powerful impact on marketing.

An effective marketing plan must consider the 5 Cs in its research, development, and execution.

Understand the nuances of the target audience; provide relevant and contextual offerings; provide the ability for the consumer to purchase more convenient than competitors; communicate and provide offerings across appropriate channels that the target audience frequents; and finally understand that a brand needs to "communitize" itself within the business and social groups of its target audience.

Are Your Customers Having An Affair With Another Brand?

2011-08-17T10:23:00.000-05:00

Never Let The Honeymoon End With Your Customers

By David Miranda

If you closed your eyes and listened to any marketing presentation, you would think you were listening to a dating consultant or marriage counselor referring to their brand, as in, the brand "personality", the brand "identity", the brand "relationship", brand "loyalty", and most recently, brand "engagement".

There is a great deal of similarity in marketing brands and marketing yourself, as in a social relationship.

As a single male or female wishing to meet that special someone, you typically get all properly groomed and attired and seek out places where you are most likely to find that special someone, say a popular watering hole on a Saturday night. Upon entering, you peruse the landscape filled with others with the same idea. If you are fortunate, you will connect with someone who meets your criteria. If first impressions are positive, contact info is exchanged and perhaps a date will follow. A successful date might lead to steady dating. Steady dating might lead to engagement and engagement might lead to a walk down the aisle and, presto, marriage.

Marketing brands is similar. Brands want to meet "that special someone" - their target audience. Brands get marketing groomed and attired and seek out places where they are most likely to find that special someone - store shelves, television, radio, print, online, direct mail, and out-of-home. Brands seek to enter into a dialogue with consumer and contact info is exchanged. If the consumer experience is positive; it may lead to a relationship with the brand and perhaps even moving to the ultimate committment - brand loyalty.

The similarities don't end at the altar or with brand loyalty, however. Strong marriages and strong brands with loyal customers have a great deal in common. Each requires efforts to keep the bonds strong and robust over time. The biggest challenge is apathy - taking the other for granted.

We're all familiar with "You don't understand me anymore"; "You don't appreciate me"; "We've lost that spark in our relationship"; or "We don't communicate like we used to". Normally attributed to personal relationships, they are just as applicable to brand relationships. Only problem is that customers don't bother to express these thoughts. They just move on to another brand who really cares about them and promises not to take them for granted.

Treat your customers today like you are wooing them for the first time. Never let the honeymoon with them end or they might decide to have an affair with a competitive suitor and eventually show you the door.

Save the brand marriage!

Business Prevention And Its Seven Deadly Sins

2011-08-17T09:47:00.002-05:00

Proscrastination, Lethargy, Arrogance, Superstition, Myopia, Antipathy, Stupidity

By David Miranda

Before someone buys something, they first have to want it. That's what marketing does. It's supposed to create and sustain preference to "sell stuff". Sounds reasonable, right?

More often than not, however, marketing success is thwarted by the "business prevention department".

What is this "business prevention department"?

It does not appear on an official org chart, but it exists in almost every business, large and small. It is comprised of people in various positions within the company that do their part, either knowingly or unknowingly, in stifling or smothering potential business opportunities by being guilty of one or more of the seven deadly sins of business prevention. The irony is, however, is that these "business prevention specialists" honestly think they are doing their small part in contributing to the success of the enterprise. They are, of course, delusional.

The seven deadly sins of business prevention are as follows:

First, procrastination.
This refers to business preventionists who put off to tomorrow, things that needed to be done yesterday. These necessary, but belated actions eventually taken tend to be too little too late with opportunities lost as "competitive barbarians at the gate" threaten existing and future business.

Second, lethargy.
Great plans sluggishly executed causes frustration and eventual attrition of clients, customers, and key talent.

Third, arrogance.
Arrogance is the offspring of the marriage of ego and power. It assumes that business preventionists believe that they have all the right answers leaving no room for collaboration and dialogue with competing views.

Fourth, superstition.
This refers to the notion that there is a direct cause and effect between certain historical behavior and the resulting consequences as in the ridiculous example " whenever I wear a blue suit on a client pitch, I get the business." or "we've always done it this way".

Fifth, myopia.
Myopia is short-sightedness. It is the "Mr. Magoo Syndrome" where business preventionists lack "strategic corrective lenses" to see the bigger picture - the one beyond today and tomorrow. Those competitors with 20/20 strategic vision have a better view of marketplace.

Sixth, antipathy
By definition, antipathy is a feeling of intense dislike. This is the case when business preventionists have an aversion to those people and ideas who are change agents. Their antipathy causes animosity both internally and externally and stifles innovation.

Seventh, stupidity.
As a wise sage once noted "ignorance means you don't know; stupidity means you'll never know". Ignorant people can learn, stupid ones cannot. When an enterprise has "stupid" people in key positions, it is a terminal condition requiring amputation to save the patient.

Business prevention thrives in an environment where one or more of theses deadly sins are practiced.

You can, however, exorcise these business prevention demons before it its too late.

Marketing Today - The Sky Is Full Of Dogs

2011-08-16T00:43:00.002-05:00

There's A Smarter Way To "Bag" Consumers

By David Miranda

An inexperienced bird hunter bought some prized bird dogs from a breeder for, what would be, his first ever bird hunt. After several hours of futility, he returned to the breeder quite disgruntled and demanded his money back. The stunned breeder inquired what the problem was. "Didn't get one bird!", replied the hunter, "not even close." "That's impossible," responded the breeder, "those are my best performing bird dogs." "Well," said the hunter, "perhaps I wasn't tossing the dogs up high enough."

The same can be said for a great deal of the marketing done today. There are consumers everywhere and marketers futily "toss up" marketing effort after marketing effort in hopes of bagging their prey. In fact, the marketing "sky" is full of "dogs".

To "bag" consumers today, marketers must be smarter hunters. The first step is to understand the media consumption behavior of their target audience and design a campaign accordingly. The mass market has given way to many niche markets each with its own unique characteristics. The proof can be seen in the audience erosion of traditional media such as broadcast television, newspapers, magazines, and terrestial radio and the exponential growth of the internet including social networking sites, user-generated content, and mobile.

Here is some advice to smarter hunting:

Zero-base your marketing. The marketing landscape is morphing very fast. New channels are emerging that can be more effective and efficient. Don't be married, therefore, to the status quo.
Feed what works; starve what doesn't. Set performance benchmarks for marketing efforts. Have a clear R.O.M.I. (return on marketing investment) and hold people accountable.
Avoid I.G.T.D.T.T. (I've Got To Do That To). This is the infamous me-too approach when a marketer observes a competitor's marketing initiative and copies it irregardless whether the initiative worked or not.
"Do" outside the box, not to be confused with "think" outside the box. Observe consumer trends and behavior in the marketplace and adapt accordingly and quickly. Today, preference is perishable and consumers are literally only a mouse click away from a competitor's offerings.

Here's to smarter hunting!

Stratactics - The Alchemy of Strategy and Tactics

2011-08-15T07:41:00.000-05:00

Time Compression Demands A New Methodology To Attain Sustainable Competitive Advantage

By David Miranda

Today, the business environment is like a NASCAR race.

Take a NASCAR driver vying to compete at almost 200MPH. Imagine the countless split second decisions that need to be made and the physical and mental skills required during the course of a 500 mile race. The objective? Stay in one piece and cross the finish line before anyone else. The successful driver begins with a race strategy but continually must employ tactics during the race to ultimately come out on top. Call it "stratactics" - where strategy and tactics are alchemized into a powerful "alloy".

Such is the case in today's volatile marketplace. Things are moving fast, aggressive competitors are bent on "putting you out of the race" exploiting your tiniest hesitation or miscalculation.

What is needed in business today is a "stratactical" approach.

Stratactics is the morphing of strategic vision and tactical execution. Gone are the days of having the luxury of spending weeks and months in the planning process defining strategy and then developing the tactics to be employed. It is the tyranny of the urgent.

What to do?

Protect the decision-making process from bureaucracy. It robs the business of time-sensitivity.

Surround yourself with wise, experienced people - smart, knowledgeable, intelligent is not enough.

Find out what is working and keep doing more of it.

Find out what is not working and stop doing more of it.

Wanting to succeed is not enough; have an attitude of "not being afraid to fail".

Live in the moment but with an eye on the horizon. Carpe diem.

Communicate relentlessly with both internal and external stakeholders.

Be stratactical and win the race!

Trusted Brands Need To Stand Up And Be Counted In A Down Economy

2011-08-14T14:08:00.000-05:00

Customers Will Gravitate To Brands They Admire In Tough Times

By David Miranda

When times are tough, people gravitate to safe havens and there is no greater safe haven than a trusted brand that has historically delivered excellent value. Who is more qualified to help in difficult times than a brand that has been there for me in the past and will continue to earn my trust in the future?

In challenging times, it is time for trusted brands to leverage their accumulated brand equity in the marketplace. It is called brand "capital".

Let's be clear. This is not about indiscriminate price promotions. Those are just knee jerk reactions and historically have caused unintended consequences, i.e. dilution and displacement of revenue.

In challenging economic times, available demand always searches for the best value and the best place to find the best value should be with trusted brands.

What should admired and trusted brands do in times of economic uncertainty?

Show leadership - Communicate quickly and effectively with the marketplace that you understand the challenging environment and empathize with the audience, i.e. "we feel your pain".

Seek competitive advantage - Be first and bold with solutions that customers gravitate to rather than wait for the competition to dictate your strategy.

Be "stratactical" - In a down market, people and businesses alike make decisions within a more compressed time frame. This means a brand needs to consider strategy concurrently with tactics, i.e. stratactical solutions that allow quick adjustments to volatile market conditions.

"Don't take the bait" - There will be the impulse to react to competitive offerings. Urgency is the handmaiden of chaos.

Steal share - The pie shrinks during downturns so getting a bigger piece of a smaller pie is key to success.

Understand that great brands that do smart things during difficult times become greater.

Stand up and be counted.

The Other A.D.D. - Agnostic Decision Disorder

2011-08-14T08:53:00.004-05:00

Engaging The "Any One Will Do" Consumer

By David Miranda

There is a popular buzz word found in most marketing presentation today - engagement, as in, "we need to engage consumers". It is a worthy objective, indeed, but one needs to understand the state of the marketplace today to put this into some perspective.

Consumers, today, suffer from two A.D.D. maladies - "attention deficit disorder" and "agnostic decision disorder" - the latter being the most troublesome to marketers since it implies that in many cases they are indifferent to brands that cannot differentiate.

Marketing, therefore, has two parallel objectives - getting a consumer's attention and giving them a reason to actually buy your product or service over those offered by your competitors. To do this a marketer must have a compelling "story" - a "brief" compelling story to communicate.

In marketing, everything communicates, but more often than not, marketers "bore the hell out of" consumers. Imagine Starbucks communicating to consumers "we sell coffee" or Apple communicating "we sell hardware and software" or Prada communicating "we sell clothes and accessories". Yet everyday marketers communicate boring stories and expect consumers to pay attention, get excited, and buy. Not going to happen.

Give consumers a reason to pay attention - a reason to buy and do it relentlessly by giving them more reasons to buy your product or services. Just like personal relationships, you have to relentlessly work at it.

Agnosticism is the enemy of a successful brand. Differentiate of die.

Some Pearls Of Wisdom On Getting A Better R.O.T.I - (Return On Time Invested)

2011-08-14T07:25:00.000-05:00

Working Smart Is Doing Smart

By David Miranda

Early in my career, I had the pleasure of working for a rather unique individual. Although he had the responsibility for a large marketing enterprise, his genius was his R.O.T.I (Return On Time Invested). In short, he was a very productive individual and seemed to do it with ease. I figured I could learn a thing or two from him. I requested a meeting to pick his brain, and needless to say, what I learned was invaluable.

These are some of the pearls of wisdom he offered.

Seek out people smarter than yourself and do more listening than talking. Sometimes these people will be superiors, sometimes peers, sometimes subordinates, sometimes friends, sometimes competitors, sometimes complete strangers. Smart has no gender, racial, ethnic, religious, or political bias. Smart is smart.

If you want me to pay attention to you, tell me something I don't know but should know otherwise, I have better things to do with my time. So does everyone else.

If you have a point to make, make it and support it with facts. Everyone is entitled to develop their own opinion, but not their own facts.

If you are wrong, admit it quickly and get on with things. Excuses waste time and have no value to anyone.

Everything within a company are costs. All revenue resides outside the business. That's where time and resources should be invested.

A question needs to be asked only once. If you ask the same question to the same people more than that, you have a problem that needs fixing.

Information means little if it does not provide insights. Insights lead to action. Information leads to the need for more information.

Face-to-face or voice-to-voice communication is most effective and efficient than all other forms of communication whether it be with colleagues or customers. It provides insights that is impossible to get any other way.

Never be too busy to speak with someone who needs to speak to you. You never know.

Be visible and approachable. The opposite has nothing but negative consequences.

Meetings are for an exchange of ideas and decision-making for the future. They are not history classes.

Success is the convergence of great preparation, timing, and a little luck.

In summary, from my own perspective, these pearls of wisdom have greatly influenced my perspective and behavior in the business world - including my R.O.T. I.

Avoid Taking A Haircut, First Recognize The Real Problem

2011-08-12T14:54:00.000-05:00

Chinese Proverb: A Problem Is An Opportunity In Disquise

By David Miranda

Too often we confuse symptoms of a problem with the real problem. The owner of a successful upscale hair salon was confronted with a new discount chain hair salon which had recently opened directly across the street. The new competitor literally barraged the surrounding business and residential locale with direct mail, newspaper advertising, and couponing promoting $9.99 haircuts. The upscale salon owner immediately experienced an impact on her business. She decided to launch a counterattack.

She called in two marketing consultants for help. She asked each to submit a proposal on what to do including budgets. She made it clear to both that she had limited funds which had to be invested prudently. Soon both consultants submitted their plans.

One consultant suggested she needed to a) reduce her prices to compete; and b) invest her entire budget in direct mail, newspapers, and couponing to counter her competitor.

The other consultant suggested something completely different. He had noticed there was a large outdoor billboard available positioned directly between the two competitors. He suggested that this billboard be leased immediately. Nothing else was required. No direct mail, no newspaper ads, no coupons, and more importantly, no reduction in prices.

Curious about the second proposal, she called the consultant in for an explanation. "How is it possible that leasing just one billboard will solve my problem?" "It's simple", related the consultant, "I have done some quick personal research on the market, your clientele, and the clientele of your competitor. You are an upscale salon in a predominantly upscale market. Your loss of business is temporary. If you reduce your prices, coupon, heavily advertise, you are playing into your competitor's hands."

"I understand", the owner responded, "but what, then, will the billboard say?"

The consultant smiled and said, "It will say 'We Fix $9.99 Haircuts!'".

Needless to say which consultant won the business.

The moral of the story: Recognize the problem as an opportunity or risk taking a financial haircut.

Idea "Identity Theft" - Stealing "Credit" For Success

2011-08-12T13:35:00.000-05:00

Who Really Is Responsible For The Touted Work?

By David Miranda

I've never hired a person solely on their resume' and I've never retained a company solely on "examples of their past work".

I have, however, hired talented people and retained companies with talented people.

There is a big difference.

Today's currency is ideas - big ideas from talented people. It is critical, therefore, to interview people and companies for talent. Too often, prospects are guilty of idea identify theft, e.g. taking credit for the ideas and accomplishments of others. Was the candidate for hire really responsible for his or her resume' claims? When a company presents its work done for others, are those people still with the firm and, if so, will they be working on your businesss?

Resume's are glorified bios putting the subjects who composed them in the best possible light. What do they tell you about the individual and his or her talents. The answer is very little. They don't tell you if they are likable or despicable, arrogant or collaborative; shepherds or sheep; self-motivated or heavy maintenance; ethical or amoral; or a potential asset or liabilty. Finding the right "needle in the haystack" requires face-to-face dialogue by an experienced "talent scout" asking questions like "why did you move from this job to this job?"; "would these companies hire you back or would you even want to?"; "if you get this job, what is the first thing you would do?"; "I can hire anyone, why you?"; In other words, find out what makes this person tick.

Too often, companies present and tout stuff they did for other clients as in "here are examples of our previous work". Here you need to ask questions like "how many of the people that produced this work are still with your firm?"; "will the people who are on the pitch for my business really be working on my business"; "will you take these people off my business if you get new accounts and will you advise me in advance?"; "have you lost any business lately, and if so, why?; "how successful are you at recruiting and retaining talent?".

Asking the right questions and getting the right answers will save you a great deal of time, money, and frustration up front.

Hire or retain the real talent, not those who seek to claim the credit.

Accept, Adapt, Adopt, Analyze, Adjust - Repeat As Often As Necesary

2011-08-10T08:13:00.000-05:00

A Marketing Formula For Succeeding In A Dynamic Marketplace

By David Miranda

We are witnessing a new age for marketing. The evidence is overwhelming. Reliable mass marketing vehicles (broadcast television, terrestial radio, daily newspapers, national magazines) have seen erosion of their audiences. DVR's, iPods, the Internet, cable, and mobile are some of the new technologies and channels that have enabled consumers to dictate their own personal media consumption patterns. New insurgent brands are challenging, and sometimes, winning their battles with major incumbents as is depicted in Seth Godin's new book, "Small Is The New Big."

Whether you are an incumbent or insurgent brand, the formula for success is the same. Successful participants must be smart, agile, fearless and relentless in their marketing. In this new age, marketing is a verb.

The formula for success can be described in the following steps:

Accept - The first step is to accept the reality of what is happening in your respective industry. What forces are at work? What are the implications moving forward? Bricks and mortar book retailers, for example, could not and did not accept the fact that the internet would be a viable distribution channel until it was too late.

Adapt - After accepting what is happening in the marketplace, a brand must adapt to the change. This is challenging in a larger organization where the status quo creates resistance to change. Adapting means understanding the brand's core competencies and determining how they can be adapted to new thinking and methods.

Adopt - Adoption is committment to change. This is the most challenging for an organization because the tendency is to gravitate back to the old status quo. Adoption means that the entire organization must walk the walk.

Analyze - In a hyperactive business environment, circumstances will relentless change. It is imperative, therefore, that marketing plans be continually analyzed to ensure the desired goals are being realized.

Adjust - In any dynamic situation, course corrections will be required. It is critical that these adjustments be implemented without delay.

These steps are circuitous - a continuum for success. Brands must always be accepting of what is going on in the market; adapting to change; adopting new methods; analyzing performance; and adjusting as required.

Who's Minding The Store?

2011-08-09T15:41:00.000-05:00

You Have To See Things For Yourself

By David Miranda

Corporate America is blessed with many highly educated executives whose resumes' are filled with post-secondary degrees and certifications. A considerable number, however, lack the common sense, empathy, and practical experience to run a successful department, division, or company. They have graduated from the classroom to the meeting room without "rolling up their sleeves" or "getting their hands dirty" on the shop floor, behind the counter, on the phone bank, in the warehouse, or wherever else the business is really done. And for these businesses, it shows. Regardless of what is learned in a classroom, there is no substitute for getting on the front lines of the enterprise and seeing it for yourself.

Ray Kroc, the legendary founder of McDonald's would visit his stores, cook a few burgers, work the counter, and, yes, pick up trash in the parking lot. When asked the secret of McDonald's success, he said "We take the hamburger business more serious than anyone else".

Norman Brinker, the founder of Brinker International, would require new corporate management to work a week in a one of his restaurants washing dishes, bussing and waiting tables, prepping, cooking, and bartending as a prerequisite for a desk job. He also required them to pull a restaurant management shift visiting each and every table to thank guests and solicit first-hand feedback.

Bernie Marcus and Arthur Blank, the co-founders of Home Depot, were reknown for putting on the famous orange aprons and touring their stores to get "up close and personal" with their business. The company, during their tenure, was a perennial top performer as a most admired company by their customers and employees.

If you are cloistered in your office, shackled to your desk, held hostage at meetings, rely on second or third hand information on "how things are going", chances are you are out of touch and have abdicated your responsibility of "minding the business".

Get out, get out often and introduce yourself to your business.

See what's happening!

Marketing Perfect Storm - The Impact Of Consumer A.D.D., Time Poverty. And Clutter

2011-08-08T13:04:00.000-05:00

No Time, Short Attention Span, And Clutter Build Case For Brand-Building

By David Miranda

Three major phenomena have converged today in a perfect storm that challenge marketers to find the best strategies for success.

First, time poverty. Time is today's most precious commodity for consumers and 24 hours never seems to be enough to get everything done. Never enough time. Consumers are constantly playing King Solomon in attempting to balance the demands of work and home. Juggling, shuffling, rushing, and rescheduling are more the norm than the exception in day to day life. To cope, consumers have to prioritize. Tending to those things that are most important. Back burner the things that can wait. Time-saving products and services have become necessities in our lives - the drive-thru window, express check-out, the ATM, the cell phone, and the Internet, for example.

Second, consumer A.D.D.. With time poverty comes less time to spend on watching, reading, listening, surfing, researching, eating, shopping, and communicating. Consumers browse through the newspaper; surf the Internet; channel surf the television; flip through magazines; sort through email, voice mail, and snail mail; get frustrated waiting and impatient with anything that wastes time - people, bureaucracy, incompetence.

Third, clutter. Depending on one's perspective, consumers are either the beneficiaries or victims of abundance - hyper-choice of products and services and hyper-solicitations for those products and services from everywhere - television, radio, print, the Internet, outdoor, direct mail, coupons, flyers, brochures, and sales people to name a few.

What are marketers to do?

Invest in branding. Here are some reasons why and suggestions for dealing with the perfect storm:

To combat time poverty; clearly distinguish your brand from others. Brands save people time. They shouldn't have to guess what they're buying and why. Brands are short hand for the senses.
To combat A.D.D; keep the marketing message simple. People don't have time to listen or read lengthy copy whether it be on TV, the radio, print ads, brochures, direct mail, social networks, or Internet sites. Don't say in 3o seconds what you can say in 15. Just because you bought a half-page ad, doesn't mean you have to fill it with copy. Twitterize your brand messaging.
To combat clutter; seek media opportunities where your brand is not just a part of the noise integrated with a strong public relations plan. Don't be an "marketing litterbug" where your marketing is strewn across the marketplace in hopes of someone noticing it.

In summary, in developing your marketing plan, it is important that you deal with the impact of the perfect storm or your brand's "ship won't come in".

What Is Your Job? How Someone Answers Can Be Telling

2011-08-04T15:27:00.000-05:00

Recognition Of The Person Behind The Title Is Critical For A Marketing Organization's Success

By David Miranda

Once I was having a late dinner meeting was with a friend who was a senior marketing executive with Fortune 500 company. We were discussing his plans to reorganize his marketing department and he wanted some feedback. He brought an existing org chart and began describing his thoughts on the new reorg. Both the old and new charts had boxes filled with many names with lofty titles like VP of Interactive Marketing, VP of Relationship Marketing, VP of Strategic Partnerships, etc. etc. Connecting these many boxes were lots of solid and dotted lines representing the various interrelationships and who reports to who. He said the old chart wasn't working and he wanted to shake things up.

I asked about the people in these boxes. As I pointed to each box, he would respond in terms of the job description as in, "That's Jack Smith. He is the VP of Advertising. This position is responsible for liasing with our ad agencies for all our broadcast, cable, radio, and print media. We recruited him from a major agency." As I pointed to each box, I got similar replies. During our meeting it seemed to me that the reorg was not really the solution. A reorg would be like having people change seats around a conference table. Same people. Different seats.

While we were exchanging ideas, our waiter came over to check on us. The service, by the way, that evening was superb. From the moment we sat down, we were in the hands of master. He was going to get a considerable tip for his performance.

Here was an opportunity to make a point.

I asked the waiter what his job was. I knew, of course, he was a waiter, but I was interested to hear his response. He looked at both of us and realized it wasn't a flippant or trick question. He smiled and said, "My job is taking personal care of all my guests. My job is to predict what they may need or want before they ask for it. My job is to make sure the kitchen prepares the food to my guests liking as soon as my guests are ready and that the bar gets your drinks out just as you requested. My job is to be your personal host during your experience and if I am successful, I want you to come back and ask for me. And if I have done my job well I hope you will recommend me and the restaurant to your friends. How's that? That's what my job is."

"Couldn't have said it better myself. Thank you." I looked over to my friend and said that is what you need to do. This restaurant doesn't need a new org chart. It needs more people like this young man to understand what their real job is which has little to do, by the way, with lofty titles.

If you asked each current member of your organization what his or her job is, what would they say? If they respond with the obvious, i.e. "I am the VP of Interactive Marketing and I am responsible for online, mobile, etc.", you have a problem. If, however, this person responds, "My job is to ensure that new media will integrate with other marketing assets of the company to insure we achieve our budgeted financial goals. My job will be to proactively work with my colleagues to ensure our mutual success." Now you are getting somewhere.

In other words, don't change org charts - change hearts and minds. The next time you meet with your colleagues, staff, friends, or perfect strangers, ask them what they do. How they answer will be enlightening. By the way, I have visited many restaurants since and in every case I ask the server the same question, "What is your job?" In each and every case, the answer has been "I am your waiter". Enough said.

The Sold Experience Must Exceed The Marketed Expectation

2011-08-03T19:55:00.000-05:00

The Customer Satisfaction Formula

By David Miranda
During a Q&A session after a marketing presentation to a university audience, I was asked what the difference was between marketing and sales since the terms were used interchangebly in business at times. The question is a good one and deserved a good answer.

There is a symbiotic relationship between marketing and sales. One relies on the other for ultimate success - a ying to the other's yang. Some have used the adage "everyone in marketing and sales must sing off the same song sheet", but to really understand the relationship, one must go further. Marketing and sales must "must make music".

Marketing, simply put, is getting someone to "want to buy" what you have to sell - creating the expectation. Sales is actually "getting them to buy" - selling the experience, not just the germane product or service. Starbucks, for example, doesn't sell coffee, it sells the Starbucks experience. Altoids doesn't sell mints, they sell prevention. And so on.

When the experience exceeds the expectation, there is strong customer satisfaction and positive word of mouth. When the expectation, on the other hand, exceeds the experience, customers are not happy and this creates negative word of mouth. When the experience meets expectation, customer get what they expect, but "just okay" does not generate word of mouth.

So the relentless goal should be to exceed customer expectations. This is the characteristic of all great brands.

Remember, before someone buys something (sales), they have to want it (marketing).

Brand+Content+Frequency+Recency+Distribution=Digital Success

2011-07-24T14:54:00.002-05:00

All Elements Are Keys To Digital Brand Success

By David Miranda

Brand

A brand is not a logo, URL, or name. It is short hand for communicating your entity's personality to your target audience.. Think what comes to mind when you consider Starbucks, Coke, YouTube, Apple, etc. What is your brand identity? Ask others and see if it matches your definition.

Content

Whether you are an aggregator of the content of others or create your own, it must be relevant to an audience other than yourself and it must be updated regularly to keep people's interest.

Frequency

How often does your audience interact with your digital properties? The more frequently, of course, the better. Frequency shows you are doing something right.

Recency

Recency measures the time between interactions. Someone, for example, may interact with you 12 times digitally, it is better to have this interaction over a week rather than over a year.

Distribution

Unless you have a pile of money, distribution is the key to generating, sustaining and growing traffic. This is a complex undertaking that requires a clear strategy, measurable tactics, and relentless experimentation. Organic search optimization, paid keywords, affiliate marketing, social media, link sharing, etc. requires the guidance and expertise of specialists in the field. It is not for novices.

In summary a successful digital brand strategy demands relentless oversight. Success goes to the the vigilant.

Make Every Customer Experience Special - A Restaurant Mini-Case Study

2011-07-24T09:29:00.000-05:00

Nothing Can Help You If You Don't Recognize The Consumer POV

By David Miranda

The following mini-case study is a good example of how recognition marketing can help a business. Recognize the root problem. Recognize the appropriate solution.

A friend of mine who was in the restaurant business asked me for advice regarding a new casual dining restaurant which had been open for about a year. He said the restaurant was located in a highly competitive area, but was not performing up to expectations. He thought the concept was appropriate; his prices were competitive; no history of negative customer comments and the management and staff were capable, yet his restaurant was underperforming the competition. What could be the problem? Did he need to spend more on local marketing? Have more promotions? Change the menu?

I agreed to pay the restaurant a visit as a mystery shopper. Here is a synopsis of my experience.

I called the restaurant around 3PM for a dinner reservation later that evening. The phone rang, and rang and rang. Finally a recorded message came on. "Thank you for calling O'Malley's (not the real name). Our hours of operation are lunch, Monday through Saturday, from noon until 2. Dinner is served Monday through Friday from 5PM to 11PM and Saturday from 5PM to midnight. Thank you for calling." I decided to call back. This time I got a real person. I related that I wanted to make a dinner reservation for that evening. I was told the restaurant did not take reservations. I asked whether there would be a wait if I arrived around 7PM? "Yes. Around that time there might be up to an hour wait." was the reply.

I arrived at the restaurant at around 7PM. The interior lobby was filled with patrons waiting for their table. I worked my way through the crowd to the reception desk where I found myself in front of two hostesses who seemed busy filling out charts and lists. When they were ready, one looked up and said, "How many in your party, sir?" "Two", I replied, "How long is the wait?" "About an hour. Can I have your last name?" I gave her my name and she gave me a pager.

During my wait (of over an hour), I watched as more new people entered the lobby, while some jumped up as their pager went off. I thought is was very Pavlovian. During my wait, I visited the restroom. It was untidy - paper towels on the floor because the waste basket was overflowing. No hand soap in the dispenser. Soon my pager went off and I approached the reception desk and turned in my pager. A hostess with an armful of menus asked me and my guest to follow her to my table. She not only got to the table and deposited the menus before we were seated, she passed us on her way back to reception commenting that Sue would be our server.

Sue arrived. The first words out of her mouth was "Can I get you something from the bar?" After our drink orders, she told us to look over the menus and she would be back with our drinks. Sue returned with our drinks and said "Are you ready to order?" We said no and she quickly disappeared. A little while later, we were indeed ready to order. No Sue to be found. We did see her flitting around other tables, but could not get her attention. Finally, Sue was ready. "Are you ready to order?". We placed our order and it later arrived. As the empty plates were being taken away, Sue asked us would we like anything else. We said no, and, she immediately pulled out our prepared check and said "I will take that when you are ready".

We paid the bill and made our way out of the restaurant. No comments from Sue or the hostesses when we departed. During our dinner, we also did not have any contact with a member of restaurant management.

The next day I called my restaurant owner friend. "So how was dinner? Did you come up with any ideas? Do I need to change menus, pricing, do more advertising?" I said no to all, but I did give him the following advice.

You are not selling food and beverages. You are selling experiences. The experience starts and ends with first and last human contact a consumer has with your establishment whether that contact be in person or over the phone.
Answer your phone during all hours of operation and make sure the person answering the phone is a trained people person, not just the person who heard the phone ring. If the person calling took the time to call for a reservation - take it and say thank you, we look forward to seeing you tonight, Mr. Smith.
Hire and train professional hosts and hostesses. These are your first impression ambassadors for your clientele. Demand that every new guest be greeted and once they know the customer's name- use it, as in, Mr. Smith, welcome to O'Malley's. Your table will be ready shortly. Ban the host or hostess from yelling out a patron's name to advise their table's ready. Have the host or hostess go find the customer. When customers are escorted to their table, make sure they are comfortable before departing the scene. And ditch the pagers.
Pay constant attention to the cleanliness and tidiness of the public areas. It is a direct reflection on the cleanliness and tidiness in other areas of the restaurant.
Hire and train professional people-friendly service staff including wait staff, bus staff, and bartenders that can engage customers. Opening statements like "Would you like something from the bar?" is not as engaging as "Welcome to O'Malley's, my name is Sue and it is my pleasure to serve you this evening." Shoving a check at customers while their dinner plates are being removed is a signal "to pay the bill, we have more people we have to seat." Suggestive selling will improve the average check and profit, such as "Do you have room for some of our great desserts. Our Key Lime Pie is to die for? or "May I suggest a latte or cappucino?"
Restaurant management should visit every table every meal period to introduce themselves and ask how their experience was. Here is where a restaurant can gain immediate insights on the clientele, what they liked, suggestions regarding the menu, is this their first time, how they heard about the restaurant, i.e. word-of-mouth, advertising, drove by. A daily management diary with these comments is better than any focus group and serves as a body of information to assist in running the business.
When customers leave a restaurant, everyone (wait staff, bartenders, bus people, host and hostesses, and management) should take a moment to say thank you and we look forward to seeing you again soon.

My friend shared my experience with his team and he has implemented a recognition marketing program to put his customer experiences first. I returned some time later and recognized the difference.

Is There Anybody There? - The Techno-Barricading Of America

2011-07-22T14:04:00.000-05:00

Answer Your Phone (and emails) - It's Could Be Opportunity Calling

By David Miranda

Once upon a time, in a time not so far away, real people answered their phones; read and personally responded to their mail and were sincerely apologetic for not responding in a prompt manner. Those days are gone. Today, we have techno-barricaded ourselves from the world. We let voice mail and email inboxes act as filing cabinets of communication to be dealt with when we have a moment or when they have been filled to capacity. In that time far away, businesses used to answer their own phones. Yes, real people on the other end who would take our calls without going through a "Press 1 for this or press 2 for that". Those were the days.

There is a point here. Actually more than a point, an opportunity. In this ADD, impatient world we live in, businesses that actually have real people responding to real people in a timely manner would create a strategic competitive advantage. What a unique selling point! Call us and you will speak with a real person. We promise. It is a story worthy of media coverage.

Here is an example of what I am talking about. Perhaps you can relate.

I dial the mobile number of Jane Doe, VP of Marketing for the Acme Group, who gave me her card at an industry luncheon and said to call her.

"This is Jane Doe. I am sorry I cannot take your call. At the tone, leave your name and number and I will get back to you as soon as I can." BEEP

I leave a message.

I dial the corporate number for the Acme Group from her card.

"Thank you for calling the Acme Group. If you know your party's extension, please dial it now or press "1" to access the company directory."

After listening to the choices, I enter the extension of Jane Doe.

"This is Jane Doe, Vice President of Marketing. I am sorry I cannot take your call. At the tone, please leave your name and number and I will get back to you as soon as I can. If you need immediate assistance, dial extension 549 and ask for my assistant, Mary." BEEP

I leave a message and dial 549.

"This is Mary Brown. I am sorry I cannot take your call. At the tone, please leave your name and number and I will get back to you as soon as I can." BEEP

I leave a message.

I send an email to Jane Doe.

I get an instant reply.

"This in an auto-reply. I am out of the office until next week and do not have access to email. If you need immediate assistance, call my assistant, Mary, at 404-555-6000 EXT 549."

Time passes.

I follow up both by phone and email to Jane and her assistant, Mary.

More time passes.

Of course, this is a fictitious example, but it could represent one of any number of real examples in today's world of business to business communications. Are Jane and Mary too busy or am I just not important enough to get a timely response?

By the way, it happens to consumers as well.

I recently called an airline to book a flight.

"Thank your for calling Sky Airlines (not the real name). For English, press 1. For Spanish, press 2." I press 1.

"If you know your frequent flier number, enter it now. If not, press 3" I press 3.

If you are traveling within the next 24 hours, press 4. If not, press 5" I press 5.

If you are using frequent flyer miles , press 6. If not, press 7" I press 7.

If you are confirming a reservation, press 8. If not, press 9" I press 9.

"Please hold for the next available operator."

Music

"Thank you for holding. All our operators are busy serving other customers. Your business is important to us. Please continue holding."

More music. I hung up.

Is anybody home? Does anyone want my business?

Afraid To Admit You're Wrong? It May Not Totally Be Your Fault

2011-07-07T10:47:00.000-05:00

Cognitive Dissonance Is The Enabler For Self-Delusion

By David Miranda

Social psychologist, Leon Festinger, coined the term "cognitive dissonance" about half a century ago. It refers to "the state of tension that occurs whenever a person holds two cognitions (ideas, attitudes, beliefs, opinions) that are psychologically inconsistent."

We have all been guilty of self-delusion at one time or another in our lives. Some more than others. Examples - While eating junk food on the couch watching TV, "I know I should eat healthier and exercise, but I'm too busy and, furthermore, I'm having a Diet Coke with these Cheetos."

Cognitive dissonance is pervasive, as well, in the business world. Businesses are, sometimes, self-delusional in justifying their performance, as in, "we outsource job overseas to help the economy" or "importing more and more goods from overseas helps keep the price of goods to American consumers affordable".

Elliot Aronson, a social psychologist and professor emeritus of psychology at UC Santa Cruz is co-author of a new book, Mistakes Were Made (But Not by Me). He says our brains work hard to make us think we are doing the right thing, even in the face of sometimes overwhelming evidence to the contrary.

Here's an excerpt from the book:

Half a century ago, a young social psychologist named Leon Festinger and two associates infiltrated a group of people who believed the world would end on December 21.

They wanted to know what would happen to the group when (they hoped!) the prophecy failed. The group's leader, whom the researchers called Marian Keech, promised that the faithful would be picked up by a flying saucer and elevated to safety at midnight on December 20.

Many of her followers quit their jobs, gave away their homes, and dispersed their savings, waiting for the end. Who needs money in outer space? Others waited in fear or resignation in their homes. (Mrs. Keech's own husband, a nonbeliever, went to bed early and slept soundly through the night as his wife and her followers prayed in the living room.)

Festinger made his own prediction: The believers who had not made a strong commitment to the prophecy—who awaited the end of the world by themselves at home, hoping they weren't going to die at midnight—would quietly lose their faith in Mrs. Keech. But those who had given away their possessions and were waiting with the others for the spaceship would increase their belief in her mystical abilities. In fact, they would now do everything they could to get others to join them.

At midnight, with no sign of a spaceship in the yard, the group felt a little nervous. By 2 a.m., they were getting seriously worried. At 4:45 a.m., Mrs. Keech had a new vision: The world had been spared, she said, because of the impressive faith of her little band. "And mighty is the word of God," she told her followers, "and by his word have ye been saved—for from the mouth of death have ye been delivered and at no time has there been such a force loosed upon the Earth. Not since the beginning of time upon this Earth has there been such a force of Good and light as now floods this room."

The group's mood shifted from despair to exhilaration. Many of the group's members, who had not felt the need to proselytize before December 21, began calling the press to report the miracle, and soon they were out on the streets, buttonholing passersby, trying to convert them.

What's the lesson here?

We're human, not sheep. Cognitive dissonance may explain the phenomenon, but doesn't justify self-delusion. It's called free will and conscience.

With proper attribution to Abraham Lincoln, "You can delude some of the people some of the time, but you can't delude all of the people all of the time.

Franchising - Being In Business For Yourself, Not By Yourself

2011-07-07T08:32:00.000-05:00

Advice On How To Get The Best From The Great American Business Model

By David Miranda

I was asked recently by a friend, who had recently purchased a new franchise, to provide some insights and advice on franchising. In a previous life, I had the privilege of being the VP of Brand Marketing for Holiday Inn Worldwide, considered a pioneer in franchising. My friend wanted advice on how to maximize his relationship with his franchisor. The following is a synopsis of my advice which I would offer to any franchisee (and franchisor, for that matter)

Franchising is the great American business model. It blends the best of entrepreneurship and brand power. The relationship between the franchisor and the franchisee is unique in the world of business. It can best be described by its derivation. The word, "franchise" comes from the old French and means privilege and freedom - the privilege of franchise ownership and the freedom to build a business supported by a strong partner. It is a relationship premised on mutual respect and responsibilities.

Mike Leven, my former boss at Holiday Inn and a member of the Hospitality Hall Of Fame provided me with the best definition of franchising I have heard to date. Prior to one of our annual franchisee conferences, we were going over agendas. Mike looked it over and asked, "How much input have the franchisees had in the agendas? Remember franchising is being in business for yourself, but not by yourself. We need their input." From that moment on, I embraced a totally different perspective on my role. I was there to support our franchisees and to do that effectively, I needed to get them involved and I also learned they needed to get me involved since that is what I was there for.

So this is the advice I gave my friend, the new franchisee.

You are the custodian of the brand. As a franchisee, your customers; your staff; your vendors; and your community will see you as the personification of the brand. You must never take this lightly or risk becoming a weak link in the franchise chain and eroding the value of your business.

Create, maintain, and nurture open communications with the franchisor. Good communications strengthens the business relationship. As a franchisee, you are on the front lines of the business and this information is vital, not only to you, but to the franchisor. It is the most powerful form of market intelligence particularly when coupled with the franchisor's macro view of the world. It is called a "GLOCAL" perspective, i.e. thinking globally, but acting locally.

Speaking of communications, the best ideas in franchising have come from franchisee partners. Not only share new ideas with the franchisor, but also provide feedback on anything that could be improved.
Exploit the power of the brand as a competitive advantage in the local marketplace. Take advantage of the portfolio of marketing and technology resources and expertise of the franchisor. Today, marketing is more complex than ever. From traditional media to the Internet and mobile and the relentless introduction of new technology solutions makes for a challenging environment. Seek the counsel and guidance of those in the franchisor organization that can ably assist.

Proactively participate in franchisee meetings and conferences. These provide an invaluable opportunity, not only to share thoughts with your fellow franchisees, but, even more importantly, an opportunity to meet face-to-face with key members of the franchisor organization.

In summary, the franchisor/franchisee relationship only works when both parties work in unison for the common good. Remember it is about being in business for yourself, but not by yourself.

Imagination - The Ultimate Venture Capital

2010-06-09T16:03:00.000-05:00

What We Can Learn From The Walt Disneys And Steve Jobs Of The World

By David Miranda

Over the past century, there have been a relatively small number of individuals who have eternally changed our lives - Einstein, Edison, Ford, the Wright brothers, Gates, Disney, and Jobs to name a few. (My apologies to others not mentioned in this elite group.)

The common denominator of this group is imagination, the ultimate venture capital. Mr. Einstein said it best, "Imagination is more important than knowledge." This is why ideas are today's currency. Instead of placing emphasis on someone's resume, e.g. education, job titles, etc., that measures knowledge and experience, we should pay more attention to the critical intangibles - their imagination and creativity. It should be noted that Messrs. Edison, Disney, Jobs, Dell, and Gates do not have college degrees. In fact, in today's resume conscious world, they may never make a short list of candidates. Yet these individuals were blessed with the great intangible - a fertile imagination.

Of these individuals, Walt Disney and Steve Jobs have demonstrated the power of imagination in a world of "me-too". These men have one thing in common - what Mr. Disney called "imagineering". There was animation and amusement parks before Disney, but he gave us Mickey Mouse and Disney theme parks. There were computers and music before Jobs, but he gave us Apple and iPods. The former introduced the world to the personal computer and the latter changed the world of music.

Steve Jobs gave us the iPhone, some 2 1/2 years in the making. It has been received with great fanfare. Analysts, however, have said that the iPhone has a disadvantage in that the likes of Nokia, Motorola, Samsung, etc. have been in the marketplace longer and have a substantial market share advantage. These same pundits said the same when Mr. Jobs introduced the iPod. Back then, the incumbents were Sony, JVC, LG, Samsung, etc. and the music distribution insurgent was Napster. Today the iconic iPod has an over 80% market share of music players and, to date, has sold over 2 billion iTunes.

The prognosis for the iPhone? I, for one, wouldn't bet against the imagination of Mr. Jobs. He has raised the bar in the cell phone sector while at the same time thrown down the gauntlet on the holy grail of personal technology - convergence. He gave us more than just a hint of his future intentions in the less reported announcement of Apple Computers Inc. formally changing its name to Apple Inc.

What can we learn from Mr. Jobs, Mr. Disney and others? Resumes don't determine greatness, people do -people with imaginations. Mr. Disney said it best.

"You can dream, create, and build the most wonderful things in the world, but it takes people to make the dream a reality."

People with imagination!

It's Official, Word-Of-Mouth Is The Preferred Word-Of-Mouth Channel For Brands

2010-01-11T07:12:00.000-05:00

Email, Blogs, Chat Rooms, Instant Messaging, Text Messaging Take A Back Seat To Good Old "Yada, Yada, Yada"

By David Miranda

Contrary to the notion that new channels (instant messaging, text messaging, email, chat rooms, blogs) are powerful vehicles for generating viral word-of-mouth for brands, the statistics show otherwise. A recently released study from research firm, Keller Fay, found that the overwhelming majority of conversations about brands occur offline or on the phone--72% and 17%, compared to 4% that occur on instant or text message, 3% on e-mail, and 1% in online chat rooms or blogs. In other words, consumers still overwhelming prefer to speak to one another in the old fashioned way.

According to the study, influencers or "conversation catalysts" comprise 15% of the population, but account for more than one-third of brand-related word-of-mouth. The research, based on interviews with 7,200 Americans ages 13-69, found that these influencers referenced brand names in at least 184 conversations each week, compared to 114 for non-influencers.

The above chart illustrates the average number of times per week that these influencers mentioned a specific brand and industry. The industry mentions shows the context of conversations while the brand mentions illustrates those brands who have succeeded in achieving the strongest possible WOM status, i.e. mentioned in the conversations of the influencers to those they influence.

The study also found that certain brands are more likely to be named than others - Pepsi, Coke, Target, Honda, Sony and Apple generated the highest volume of word-of-mouth conversations among all the brands discussed.

For brands, it is these influencers, or influentials, who represent the powerful "some' that brands need to engage through its marketing efforts. Yada, yada, yada.

The "Envelope", The "Box" And Other Fictitious Boundaries Of Human Thought

2009-11-15T19:45:00.000-05:00

Why Do We Relentessly Use Restrictive Metaphors To Explain Creativity?

By David Miranda

I am a big fan of the human race, particularly those members whose creativity have changed and shaped the lives of the rest of us in so many different and diverse areas - the arts, science, medicine, architecture, transportation, human rights, technology, and, yes, business.

The names of these people, past and present, are too many to list here, but they all have one thing in common - they were creative thinkers who had to battle the inertia and resistance of their ideas from those whose comfort zone was the status quo. History continues to repeat itself although we always hear rhetoric to the contrary.

I have attended countless marketing meetings, conferences and seminars where marketing executives and gurus have encouraged the attendees to "think outside the box" or "push the envelope" to create products and services that provide a strategic competitive advantage for their firms or clients.

What is this "box" or "envelope"? Simply stated, it is the sacred cow - the status quo. Here lies the hypocrisy. Encourage new thinking but hang on tightly to the way we currently do things.

In any successful enterprise today, there should be no status quo, no comfort zone. The status quo is a terminal illness if left untreated. Relentless innovation is the answer. Innovate or die.

Need some examples? Local newspapers, passenger trains, typewriters, vinyl records, barber shops, milkmen, travel agencies, local bookstores, mom and pop hardware stores, door-to-door sales, dial-up Internet services, etc. etc. etc. All represent businesses that clung to the status quo too long to save themselves.

Ladies and gentlemen, there is no "box" or "envelope". That's why they call it "thinking". So don't think outside "this" or try to "push" beyond "that". Just think and you'll find better solutions than those who play in "boxes".

Love Means Never Having To Use An Asterisk

2009-11-14T10:12:00.000-05:00

"Honey, I love you*" (*See below for more details, terms & conditions)

By David Miranda

Imagine sending a birthday card to, say, your significant other. The front of the card reads Happy Birthday, I love you* *(See details, terms & conditions inside)

Inside the card reads:

*This card in intended for your current birthday as shown on an official government ID which may be required to validate your date of birth, and not for birthdays you will have in the future. "I" refers to the sender and should not be confused with other persons with a similar first or last name. "You" refers to the recipient. As the recipient you are not permitted to resend this card to a third party, unless you have the expressed written permission of the sender. Permission will not be withheld unreasonably. This card is not accompanied by any money, gifts, or offer for dining. If you have any questions regarding these terms & conditions, please contact the sender between the hours of 9AM and 5PM EST, Monday through Friday."

Sound ridiculous? We, in marketing, become so paranoid of litigation and risk-averse that we cannot make a declarative statement about our brand, products, services, or offers that does not include an asterisk or footnote of disclaimers, terms and conditions written in microscopic point size.

Do we really need lawyers to compose this mouse print legalese and then other lawyers to translate in even more pages of legalese than the original?

Here's a real example? Want to take advantage of an airline fare sale where the headline boldly states "Atlanta to New York - From $99 Per Person* (*See details below)". Of course the "details below" states
*All fares are one-way. All fares are non-refundable and a $75 fee per person will apply to changes made after purchase, plus any applicable increase in airfare. Reservations may be obtained or changed through a Telephone Reservations Center for an additional $7.50 per person. Seats are limited, subject to availability, and may not be available on all flights. Fares, routes, and schedules are subject to change without notice. Fares do not include per-segment tax of $3.50. A segment is defined as one takeoff and one landing. The September 11th security fee of up to $10 is not included. Airport Passenger Facility Charges of up to $18 are not included.

Here's the English translation - "This is a "One-Way" fare offer. You are not going to get your money back if you have to cancel. If you do change we will charge you $7.50 per person plus a $75 per person change fee plus any increase in airfare. The fare does not include a per-segment tax of $3.50 per ticket. A September 11th security fee of up to $10 is not included and Airport Passenger Facility Charges of up to $18 is not included." So far, if you are fortunate enough to get a fare ("Seats are limited, subject to availability, and may not be available on all flights. Fares, routes, and schedules are subject to change without notice") the fare will be $99 times 2 ( I assume you want to return) plus $3.50 times 2 plus $10 times 2 plus $18 times 2 which comes to about $260 (assuming you don't have to change your reservation).

Why doesn't the airline simply state "Round Trip Airfare From Atlanta to New York From $260 including all fees and taxes. We have limited availability so book early"

Let's show our customers we really love them - keep the message simple, short, and sincere.

Love means never having to use an asterisk.

In A Soft Market - Fill Up The Marketing "Tank" To Succeed

2009-11-13T12:09:00.000-05:00

It's Not Just Good Times When Competitors Are Plotting Your Demise

By David Miranda

When the market softens, it is hard to believe that some brands' knee jerk reaction is to reduce marketing budgets. Just the contrary, in a soft economy it is paramount to relentlessly give people new reasons to prefer you over the competition.

Let's be clear. Potential and existing competition are relentlessly up to no good. In fact, they are constantly plotting your demise - looking for exploitable opportunities with consumers and customers. In a slow market, this challenge is exacerbated.

Today, brand preference is perishable. Consumers and customers enjoy a competitive marketplace of hyper-choice. A brand, therefore, must relentlessy communicate why it matters that they buy your stuff versus the other guy's, especially in soft times. Marketing is the branding guidance and navigation that leads consumers and customers to prefer your "stuff" and you need the budget to do it.

Starbucks convinced consumers that great coffee did not come from a jar or bag from a supermarket or from a fast food outlet. Great coffee came from Starbucks, according to Starbucks, and it was worth the premium and the wait in line to enjoy it. A softer economy and strong competition in the forms of McDonalds, Dunkin Donuts, and others gave people new reasons to buy competitors' coffee. Starbucks found itself challenged. The result, they brought back its founder, closed unprofitable locations, reengineered its offerings, and even closed all stores for a day for retraining. One might conclude that became a little to complacent.

How about Apple and Steve Jobs? They did not invent the MP3 player or the mobile phone. As a matter of fact they came late to the game in each category. Few could argue the success of the iPod/iTunes or the iPhone. Steve Jobs continues to plot the demise of his competition. Apple's ad campaign (PC vs MAC) has caused untold aggravation for Microsoft who has now responded with their "I am a PC" campaign.

Reduce marketing in a slowdown is like deciding not to fill up your tank to go on a car trip to reduce travel expenses. In a down market, competitors do not go into hibernation. They become more aggressive and daring. A brand vulnerable with a reduced marketing budget, will sooner of later be "parked on the side of the road to success" while competitors speed by.

Keep your marketing "tank" full.

Marketing In Tough Times - The Relentless Pursuit Of Positive Outcomes

2009-11-12T15:10:00.001-05:00

Because Business In Tough Times Is An Extreme Competition Where The Clock Is Against You

By David Miranda

Team sports is the most ubiquitous metaphor used in business to illustrate the similarities between a successful enterprise and a winning team. Examples abound such as "There's no 'I' in team" ; "We need to play our 'A' game"; and "Business is a contact sport". Even quotes from sports legends make their way into the boardrooms of corporate America such as the famous saying attributed to legendary Coach Vince Lombardi "Winning isn't everything, it's the only thing".

Okay, we get it already. Business and team sports do have a lot in common, but sometimes we can take the team sports thing a little too far and forget the critical difference.

Let's consider that critical difference.

Unlike team sports, in business there are no time outs, no half times, no off season, no spring training. Business is a relentless 24/7 high stakes competition. If things are not going your way, you can't call a time-out to get your bearings. The competition goes on relentlessly and it's not just you versus another competitor - it's you against a world of competitors, all the time. The "season" is 24x7x365. Hard to imagine any team sport as gruelling.

Marketers, therefore, must understand that marketing, particularly in tough times, is a verb - an action verb. Successful marketing must embrace a culture of the relentless pursuit of positive outcomes. Gone are the days when a business had the luxury of spending months to develop a marketing plan with its strategic direction and tactical elements to be executed over the next fiscal year.

Today, marketers must employ a "stratactical approach" - a concept that conceives and executes the enterprise's strategy and tactics in tandem. Using a football sports analogy, this is like allowing the quarterback to call an audible - to change the originally called play at the line of scrimmage in order to exploit a defensive vulnerability or counter a defensive threat.

The ability to exploit opportunities and counter competitive threats as soon as they occur requires a new marketing perspective - one that is more agile, more athletic, more manueverable and less bureaucratic, less cumbersome, and less traditional in form and function. Old school marketers will find this approach uncomfortable and, maybe unnerving at times, but it's a brand new "game".

There is no "I" in team, but there is an "us" and "I" in business.

It takes bold leadership and strong teamwork to achieve positive outcomes in a relentlessly challenging world.

Game on!

Marketing Research - The Study Of Frog Jumping

2009-11-11T12:49:00.000-05:00

Be Careful Not To "Jump" To the Wrong Conclusions

By David Miranda

I want to apologize to any animal activist groups in advance. No frogs were harmed in this story.

Some behavioral scientists were conducting a study on frog jumping to determine the relationship between a frog's physical characteristics and its ability and skill at jumping. A frog was placed on a lab table at a precise starting point. One of the scientists made a loud noise. A fellow scientist recorded the result: a frog with four legs jumped four feet. Another scientist removed one of the frog's legs and then the loud noise. Result? The frog with three legs jumped three feet. This sequence was repeated. Remove a leg, make a loud noise. Results? The frog with two legs jumped two feet and with one leg jumped one foot. Finally the frog's last leg was removed and the scientist made the the loud noise. Result? The legless frog did not move. The scientists' conclusion? Frogs with no legs go deaf.

Sometimes marketers view conclusions from research the same way. This happens more frequently than we like to admit. Here are some real life examples.

A company was pleased to see that calls to their customer service department were trending down until they discovered it was due to customers not being able to get through and finally giving up.

A company whose sales were trending down wrongly concluded their advertising agency needed to be changed when, in fact, it was due to poor product quality.

A company wrongly concluded that a new customer loyalty program would stem the tide of defecting customers when the real problem was inferior service.

Don't go "deaf" in what makes your business "jump".

Make your own conclusions on what the research is really telling you.

Getting Out The Votes (Dollars) For Your Brand

2009-11-05T06:21:00.000-05:00

How Marketers Can Learn From Politics

By David Miranda

Marketers can learn a lot from their political campaign colleagues i.e. knowing one's constituencies, packaging the candidate, getting out the vote, and employing effective media to name a few.

The political campaign objective? Get your candidate more votes than the others on the ballot. The marketing campaign objective? Get more dollars than the others in the register.

Smart political campaign managers know the landscape. They know that the voters can be looked at as a spectrum from "strongly for" to "softly for" to "undecideds" to "softy against" to "strongly against". Where, therefore, should they wisely invest their limited resources? Logically it would be to convert the "softly for" to the "strongly for" and the "undecideds" to the "softly for". Next, albeit, a tougher task, to convert the "softly against" to "undecideds" and then have a shot at luring them to the "softly for". This is based on the premise that it is highly improbable to poach votes from another candidate's "strongly for" base.

The same can be said in today's consumer democracy where consumers vote with their dollars. When developing a marketing plan with limited resources, it is important to first define and understand the brand preference spectrum. One is more likely to have a better R.O.M.I. (return on marketing investment) with those consumers with a strong and soft preference for the brand. Next target - those consumers with no brand preference, followed by those who have a soft preference for competitors. The likely success of trying to convert consumers with a strong preference for your competitors is highly doubtful. It is also true that the stronger the consumer preference for your brand, the less marketing investment is required to retain their repeat business. Conversely, the stronger the preference for your competitor, the greater the marketing investment required for the benefit derived.

Know your brand preference spectrum, invest accordingly, and get out the vote for your brand.

Recognition Marketing - Blessed Are The Curious

2009-05-08T12:11:00.000-05:00

For They Create A Better World

By David Miranda

All the great things in the world have come from the curious among us.

The enemies of curiosity? Arrogance, the status quo, complacency, incompetency, and envy to name a few.

Curiosity is the basis for all innovation. Someone, somewhere thinking "why isn't there a better way to do this or that?" All the great inventors and innovators had or have it - Da Vinci, Edison, Gates, Jobs, Page & Brin (Google founders), and Salk to name a few.

Curiosity, like other intangibles like passion and perseverence, cannot be taught, but it can be nurtured and it must be nurtured in every successful organization and valued by leadership. It creates wealth.

In our youth, the cradle of curiosity, we explored new things; relentlessly asked questions of our elders on why this and why that. We discovered in the answers new and exciting horizons. Curiosity led to learning and learning led to enlightenment.

Curiosity today, however, in many cases has been atrophied by the requirement to conform; to follow the company line; not to rock the boat. Asking too many questions has unfortunately become a trait of "not being a team player".

Curiosity, however, is not a team endeavor. It is a personal trait.

It needs to be recognized as critical to the success of an enterprise.

Be curious about your life, your surroundings, your business, your industry.

It will, curiously, pay big dividends.

The Art Of Managing "Yes"

2009-05-06T00:53:00.000-05:00

Sometimes Agreement Can Turn Out To Be Bad

By David Miranda

The Yes man (or woman) has gotten a bad rap in business circles - and rightfully deserved. These bobble heads of assent, particularly when its viral, aid and abet in allowing a bad idea to be disguised as a good idea.

The higher a bad idea rises on an organizational hierarchry, the greater the potential damage. How does this happen? People in the enterprise not knowing how to manage "yes". We all know how to manage "no". We stop. We rethink. We revise. "Yes", however, gains momentum in the organization and, unless tested by constructive dissent, is like a snowball rolling down hill. It eventually becomes an unstoppable force. When a bad idea disguised as a good idea attains this kind of organization momentum, without constructive dissent, a disaster is waiting to happen.

Yes people whose little voice told them "this is a bad idea, but everyone else including the boss likes it, so I'll keep my opinions to myself" are accessories to the crime. These are the same people who comment after the disaster "I knew all along that that was a bad idea". It's like the old adage "success has many fathers (mothers), but failure is an orphan".

Bad ideas disguised as good ideas? There are many historic examples. Here's two.

Where were the voices within Coca-Cola during the creation of New Coke? Didn't somebody speak up in one of those many meetings and say "hey, what if we upset all those millions of people that like Coke just the way it is? Think any of them might care?" New Coke has too much momentum and senior management support of "yes".

How about IBM thinking it was a good idea to out-source the operating system for the IBM PC to an unknown firm called Microsoft? It's the hardware that's more important. Bad idea disguised as a good idea.

The moral of these story is that there is an art in managing "yes". Here are some guidelines

The higher you are on the org chart the more weight your "yes" carries. Be careful and prudent on your influential vote. Other people are watching and listening.

Trust your initial gut reaction. It's probably the most honest.

Speak out and be vocal of your opinions particularly if dissenting. Silence translates into tacit approval.

Don't dissent just to dissent or approve just to approve. Have good solid foundations for your opinion or you will just be considered just negative or a yes person.

Collaborate, listen, create dialogue with others in your organization - not to build consensus but to build confidence in the process and the ultimate decision whether it is yes or no.

Don't be afraid to expose a bad idea regardless of its maturity in the planning cycle. Saying its gone too far or its too late to stop is a cop out and implies corporate cowardice.

If everyone is agreeing, there is a problem. No one agrees on everything.

Bottom line? Don't take yes for an answer.

Capt. Sully Sullenberger - The Three Minute Manager

2009-02-09T13:10:00.002-05:00

Crisis Management Lessons From The Pilot Of USAirways Flight 1549

By David Miranda

It was a remarkable feat. Now known as the "Miracle on the Hudson".

Listening to Capt. Sullenberger with Katie Couric on 60 Minutes, one could only be amazed at the pilot's calm demeanor as he recounted details of the incident. Hearing his play-by-play and his interaction with air traffic control from the cockpit voice recorder, it was obvious he was a professional in control of life-or-death situation.

What is most amazing is that it all happened in a period of about three minutes. Bird strike, both engines fail, taking command of the plane, trying to restart the engines, communicating with air traffic control, determination that return to LaGuardia or to alternative airport was not feasible, gliding the plane over the George Washington Bridge, wanting to land near boats for best chance of rescue, keeping the nose up, wings level, announcing "Brace for impact" optimizing air speed and finally landing the plane on the Hudson River.

All this within three, yes three, minutes.

He said to Katie Couric - "I was sure I could do it" not in an arrogant tone, but one whose lifetime of training had prepared him to make all the right decisions.

What can we learn from Sully in crisis situations?

As the leader, he took immediate control.

He did not panic.

He did not call a meeting to get everyone's input.

He communicated to his team and stakeholders.

He quickly considered all his options and their potential consequences.

He made split-second decisions

He ensured that those he was responsible for were all safe and accounted for at his risk of his own peril.

Sully had three minutes to make the right decisions. Those of us in business that have more time to consider potential actions in a crisis should learn from him.

Marie Antoinette Revisited - The American People Continue To Get Royally "F?#%d"

2009-01-31T12:40:00.004-05:00

The Shameful, Arrogant, Unfathomable Behavior Of The Self-Entitled

By David Miranda

The past and (yes) continued behavior of the self-entitled on Wall Street and their enablers in the Washington and the State Capitols make the fictional Gordon Gecko in Oliver Stone's "Wall Street" look like Mr. Rogers (with no disrespect to Fred Rogers' memory).

It seems like every day a new Congressional hearing, a New York Times or WSJ article, or investigative television journalist exposes yet another of the self-entitled's evidence of a total disregard for anything but their own self-interest. Clueless comes to mind, but using that word is an insult to the naive and uninformed.

Someone once said that the difference between ignorance and stupidity is this - ignorance means you don't know; stupid means you'll never know. The self-entitled are not ignorant people. They are shamefully, arrogantly, and unfathomably stupid of the plight of anyone and anything other than their own self-interest.

Each day new members are added to this "Marie Antionette Rogue's Gallery". On the public side examples abound - auto execs flying corporate jets to DC to ask for a handout; Merrill-Lynch rushing through $18 billion in bonuses (the firm lost $34 billion for the bonus year) just before begging for a bailout; AIG, after receiving bailout funds, hosting a $400K junket to a 4-star golf resort and spa; Merrill-Lynch CEO spending $1.2 million to redecorate his office; CitiGroup ordering a $50 million corporate jet (since canceled after the news got out); Bernie Madoff, the $50 billion Ponzi man, under house arrest at his $7 million NY apartment where he attempted to send $1 million in jewelry and $173 million in checks to friends and family.

On the political front, more examples of the self-entitled - Louisiana Congressman caught in a sting with $100K in his freezer; the impeached Governor of Illinois wanting to sell the vacant seat of President Obama to benefit himself and his wife in rather vivid and vulgar taped conversations; the former senior Senator from Alaska indicted for having undeclared renovations done to his home, and on and on and on.

Marie Antionette didn't get it and it seems neither have the entrenched self-entitled. President Obama ran on a platform of bringing hope and change to America - "Yes We Can".

It is now time to change aspiration for change to action - embracing "Yes We Will" both in the public and private corridors of power. If not, voters, shareholders and consumers will storm the Bastille and demand for their heads.

People Should Have Warning Labels!

2009-01-20T09:40:00.001-05:00

It Would Make Business So Much Easier For All Of Us

By David Miranda

It's high time that everyone in the business world (and maybe the personal world as well) had warning labels. It would save a lot of time and frustration.

For example, I was held hostage in a recent marketing meeting by several attendees who, if they had warning labels, I could have been better prepared.

There was one male participant at the meeting whose warning label should have been "I like to hear myself talk and I seldom, if ever, get to the point." One of his colleague's label should have been "I ask a lot of dumb questions demonstrating I have little grasp of the subject we are discussing." Another's should have been "I have no opinions of my own". And finally, the person who wasted the most time's label should have been "I create long and boring powerpoint presentations designed to show how smart I am and how dumb I think you are."

These labels would go far in making meetings (and business) more productive. Imagine how great it would be if these labels were noted next to each person's name on the agenda.

How about a label on the supposed "decision maker" at the meeting that says "I know I am supposed to be a decision maker, but actually I cannot make decisions."? Or another for a boss that says "I encourage my people to be innovative, but I really prefer the status quo".

Now let's all get out those label makers!

"Contact Us" On Web Sites Really Means "Please Don't"

2009-01-19T00:56:00.002-05:00

If You Really Mean It, Post Your Personal Email Address And Answer Your Phones.

By David Miranda

Every web site has the obiligatory "Contact Us" on the "nav bar" and corporate telephone numbers, but don't really mean it.

It really means "send an email to a generic email account that one or more people have access to and one of these people may get back to you or you may get a programmed response like 'Thank you for your email. We appreciate your feedback. Someone will be back to you within the next 24 to 48 hours.' "

The telephone version is the 1-800 number, as in,

"Thank you for calling, X Company, press 'one' for English or 'two for Spanish'."

"Thank you".

"For billing, press 'one'. To open a new account, press 'two'. To cancel an account, press 'three'. For all other requests, press 'four'.

"Thank you".

"Your call is important to us. We are experiencing an unusual level of call volume. Please stay on the line for the next available operator."

Music.

"Your call is important to us. Please stay on the line for the next available operator"

More music.

"Your call is very important to us. Please stay on the line for the next available operator"

Recommendation: "Contact us" should mean "we really mean it". Put real people's email addresses on web sites and have real people answer the phone. If real people can't, then have the call go to a recording - and not vice versa.

If people at the company are too busy to respond to existing or potential customers via email or phone, what the hell are they too busy doing?

If you can't personally respond to emails or have humans answer the phone, change "Contact Us" to "Just buy our stuff and leave us alone".

"Contact me" with your comments.

The Business Prevention Department

2008-11-13T08:40:00.000-05:00

The "Yeah, But's" Of The Corporate Bureaucracy

By David Miranda

You won't find it on any organizational chart, but it's there - the business prevention department.

It's prime objective is to champion attitudes that discourage the new and the innovative within the organization. They are "you can't get there from here" people. Chances are you have attended meetings with some members of this department. They are easily identified. They are most likely your boss or boss' boss or members of your peer group. They are the ones shaking their heads on your new idea after just seeing only the title slide. They normally begin their comments with "Yeah, but", as in, "Yeah, but, we tried that before"; or "Yeah, but, you don't understand".

The business preventionists come in all shapes and sizes, genders, ethnic groups, religious and political affiliation. They are good at what they do - resisting change.

Examples are many.

Take the IBM business preventionist who, after hearing a suggestion that "since we would be manufacturing millions of personal computers, we should also market our own operating system for it" replied, "Yeah, but, we don't do operating systems. We make computers. Let's get this guy, Gates, to do it."

Or how about the major television network executive who, after hearing a pitch for a 24 hour news channel replied "Yeah, but, who is going to watch news for 24 hours, Mr. Turner? I think this CNN idea is pie-in-the-sky."

Or the Barnes & Noble executive who, after hearing a pitch for selling books on the Internet said, "Yeah, but, I don't think you get it Mr. Bezos. People prefer to buy books in a real store. I am also not too crazy about the name, Amazon."

There's more. Newspapers could not see the threat of the likes of eBay and Craig's List. The music labels could not see the potential impact of Napster or the iPod. Microsoft missed the opportunity to be a Google, Yahoo!, MySpace, or YouTube. Blockbuster should have foreseen Netflix.

How about your organization? Is the business prevention department active? Here's a quiz:

Are new ideas encouraged in your organization?

Are they really? If so, what part of your marketing plan represents encouraging the new vs. reinforcing the status quo?

Do new ideas come from the bottom up, top down, or as the result of competitor's initiatives?

Is your company spending more time analyzing than doing?

Does your company pride itself more in doing things right or doing the right things?

In summary, today's currency is ideas. The suppression of ideas and innovation is terminal. Don't let the business prevention department succeed.

Defeat the "Yeah, but's".

Key Marketing Metric - Understanding The Difference Between Displacement And Dilution

2008-11-06T12:36:00.001-05:00

Unwise Discounting Can Reduce Profits And Market Share

By David Miranda

Revenue optimization, once known as yield management, is relatively new to marketing. It was developed first in the travel industry. The premise is that perishable inventory (airline seats, hotel rooms, rental cars, cruises) is directly and dynamically correlated to key factors such as time, supply, and demand. It is the primary reason that the price of an airline ticket varies so dramatically among passengers on the same flight. Some passengers booked well in advance to get the best fare, while others who had to book at the last minute paid the highest price.

Of course, this is not an exact science, but a sophisticated "guessing game" by the airline, hotel, car rental firm, or cruise line. The process requires huge amounts of data to be "crunched" to determine the number of seats, rooms, etc. to be offered at any given price. When demand is low, more inventory is offered at lower prices and vice versa.

Revenue optimization has now made its way into other sectors, but caution should prevail. Many times business utilizing the practice displace or dilute revenues, so it's important to know the distinction.

Displacement refers to selling at a low price during periods of high demand. This unwisely "displaces" higher revenue to competitors after the company, who sold out its inventory at the low price, cannot meet additional demand. The result is that the competitor benefits from higher margins. Example: A company decides to offer a product at a highly discounted price and sells out. Unfulfilled demand is forced to competitors who charge more for the same product realizing higher profits.

Dilution refers to unnecessarily discounting prices to customers who either have already or would pay a higher price. Example: A company has already sold products at a higher price, but the product is moving slowly, so the company decides to sell remaining inventory at a lower price. Dilution occurs when the customers who already paid the higher price now demands the discount afforded others. The result - dilution.

The lesson is clear. A company must first analyze the potential effects of discounting - will it dilute revenue already realized or will it displace higher margin business to competitors?

Before considering discounting, do the math!

The Feds Could Use A CMO Of The United States

2008-10-01T08:53:00.007-05:00

Why The Electorate Is Confused On What's Happening In Financial Markets

By David Miranda

Over the past few weeks, the headlines have been filled with stories on the severe financial crisis in the United States (and global markets). Regardless of one's political persuasion, all reasonable people seem to agree that the situation has been exacerbated by campaign rhetoric and partisan politics in a Presidential election year. It doesn't help that we have a radioactive President and dysfunctional Congress with understandably dismal approval ratings.

On Monday, the House of Representatives voted on legislation that would, according to the Bush Administration and bi-partisan Congressional leaders, help stabilize the financial markets. The bill failed to pass with one third of Democrats and two thirds of Republicans voting Nay.

A post mortem of those voting Nay had many Representatives saying they have received overwhelming feedback from angry constituents that they were against taxpayers "bailing out Wall Street". To paraphrase some comments from the electorate, "Why should we bail out these fat cats? We didn't cause this mess." or "It's all about Wall Street greed and reckless decisions."

There is a marketing lesson here.

From the beginning, the Adminstration's solution was framed to Main Street as a "bailout of Wall Street". This is a Main Street that has suffered from high energy prices, increased foreclosures, rising health care costs and unemployment to list a few of the maladies affecting the middle class.

They, needless to say, have justifiable anger when their tax dollars are perceived to be "bailing out" the "greedy and reckless executives" who have multi-million dollar pay and severance packages. Is there any wonder why Monday's legislation failed? It was doomed from the beginning.

If the Feds had a competent CMO, things might have been different. The CMO would have understood the need to empathize with the electorate and frame the story in a more palatable way to garner support.

"Bail out" and "Wall Street" should never be put in the same sentence. This is a volatile combination. "Bail out" is synonymous with "hand out" and "Wall Street" during these perilous times is synonymous with unmitigated greed and self-interest of executives in today's new Enrons and Worldcoms, i.e. the Lehman Brothers, Bear Stearns, AIG, Fannie Mae and Freddie Mac, Wachovia, Washington Mutual etc.

A smart CMO would have suggested that the message to the average American be communicated as a stabilization of the credit markets that allows people to get a mortgage, buy a car, send kids to college or small businesses to have access to credit to buy inventory, make payroll, etc. In other words, the story is less about Wall Street and more about Main Street. The Feds did not and have not made the case for the average American - the person who is the real victim (and should be the real beneficiary) of any legislation.

The Adminstration tried to sell this to Congress. They should have put their efforts in getting the Electorate on board first. It's what great leaders do in a crisis - FDR was a great CMO. During dark times for the country, he created his famous Fireside Chats with the American public. They instilled confidence and hope that inspired a nation.

A smart Fed CMO would have known that. Perhaps Senators McCain or Obama should create the first cabinet post of CMO of the United States.

Competitive Advantage - Reduce The Gap Between Thinking & Doing

2008-09-30T10:02:00.000-05:00

Employing Marketing's Version Of the "No-Huddle" Offense

By David Miranda

Enabled by technology, the pace of the marketplace has increased at warp speed and there is no "slo mo" or "pause" button on life's "remote". If the classic tale of the hare and the tortoise were written today, the technology-enabled "hare" would win. All things being equal, in today's marketplace, the advantage goes to the smarter and the quicker.

Competitive advantage, therefore, lies in reducing the gaps between thinking and doing - between planning and execution; between wanting and getting; between feedback and response.

Today's marketplace is a 24 X 7 global competition with no time outs. Competitors are pursuing your customers as we speak with new products and services employing new marketing channels and campaigns. In a world where preference is perishable, competitive challenges must be immediately countered and re-countered as necessary.

The best position to be in is the smartest and the fastest keeping your competitors off kilter. It's marketing version of the "no huddle" offense, i.e not giving your competition time to appropriately respond, as well as, impressing your client and customers on your responsiveness.

This approach demands reducing the gap between the thinking (what do we need to do to succeed considering the circumstances at hand) and the doing (flawlessly executing the plan).

Reducing "gaps" creates competitive advantage, so get on with it.

"The Future Ain't What It Used To Be" - Yogi Berra

2008-09-28T05:39:00.001-05:00

Marketing Insights Inspired By the Baseball Hall-of-Famer

By David Miranda

Known for his famous "Yogi-isms", Yogi Berra, Hall Of Fame catcher for the New York Yankees should be teaching marketing at Northwestern. Even experienced marketers could learn a thing from "The Yog". Take, for example, the Yogi-isms "You can observe a lot by just watching" and "Nobody goes to that place anymore. They're too busy."

Today marketers are sometimes confused and befuddled by the state of marketing today - the traditional methods are not working as well as they used to and the new stuff is coming at them from all angles. What is a marketer to do? Well, as Yogi puts it, "How 'bout just watching?" Take a moment to have a good look around. Consumers are TIVOing, spam and ad blocking, do-not-call list enrolling, podcasting, downloading, MySpacing, YouTubing and are addicted to mobile whether it be their cell phone, Blackberry, or PDA. This should tell you something.

Now take a good look at your marketing plan. Does it reflect what you are observing or does it reflect the old status quo? Has your brand extended to new channels such as cellphones, social networking sites, blogs, or user-generated content sites such as YouTube?

And what about customer service at the retail level, web site, email, or over the telephone? Yogi said, "Nobody goes to that place anymore. They're too busy." Are customers being serviced in a prompt, courteous, and efficient manner or are they forced to wait in line, navigate a challenging web site, wait unduly for email responses, or put on hold when they call. In today's customer ADD environment, it would be smart business to recognize that impatient customers are vulnerable to competitive offerings.

Yogi puts it this way. "The future is not what is used to be."

Neuromarketing - Marketing Science Or Snake Oil?

2008-09-28T00:27:00.000-05:00

The Lure Of The "Persuasion Rosetta Stone"

By David Miranda

For those of you that missed it, I highly recommend viewing the PBS Frontline documentary, The Persuaders, originally broadcast in 2004. The compelling and comprehensive report takes us behind the curtain of the relentless pursuit of persuasion - of consumers and citizens alike.

From market research gurus, to advertising agencies, to the brands themselves, the documentary explores the quest to discover and exploit the "code" that persuades us to buy a specific brand or vote for (or against) a specific candidate or issue. It introduces us to something called "neuomarketing" - part psychology, part anthropology, part multiple regression. part etymology.

As the marketing landscape continues to dramatically morph, marketers are desperate to find the secret formula that enables their brand to "cut through the clutter" of hyper-choice. Consumers have become desensitized to marketing "er" claims as in, "brighter", "better", "cheaper", "faster", since these are quickly "me-tooed" by competitors.

Successful brands have created a "cult-like" emotional connection with their consumers as with Starbucks, Apple, Volkswagen, and Nike, for example. The question is why.

Those proponents of neuromarketing suggests that it is the result of some "reptilian response" meaning these brands have been successful in understanding and satisfying some basic Maslow-type needs in their lives. In other words, people prefer Starbucks for more than the coffee or prefer Nike more than the just the sportswear.

Is this snake oil promoted by marketing consultants or is it marketing science? I suggest that it is some of both.

Make up your own mind.

Small Business - Do-It-Yourself Marketing Doesn't Mean "Do-It-By-Yourself" Marketing

2008-09-27T14:21:00.000-05:00

Busting Common Myths, Mistakes, and Misunderstandings On DIY Marketing

By David Miranda

About 9 of every 10 small businesses I encounter seeking marketing advice do so because they are not achieving the business results they anticipated. Typical quandries include:

"We're not generating enough leads."

"Our competitors are eating us for lunch."

"We can't afford to do the marketing we need to do to get our name out there."

"We need to change our marketing strategy, maybe reposition ourselves."

In every case, I ask the same question - "Do you have a business plan?" Believe it or not, few small businesses do. It's like embarking on a trip deciding where you are going and the means of transportation along the way. It's no wonder small businesses "get lost" along the way.

Why does this happen, even to very smart people? Here are some common myths, mistakes, and misunderstandings and the implications of each on the business:

"Business plans are a great thing to have, but there are more important things I have to invest my time in." Business implications: "Seat-of-your-pants" decisions, unfocused resources, constant second-guessing. and no way of strategically exploiting new opportunities.

"We don't need marketing, we need sales." Business implications: Commoditized offers based on price which reduces margins. No way to distinguish offerings from those of competitors. Always being on the defensive.

"We don't need to explore new methods and channels right now. We will look at these down the road." Business implications: Terminal thinking - the future is now. Businesses that don't explore the new are vulnerable to those that do and often with dire consequences.

"We don't need professional marketing help. It is a luxury. Because we have little or no marketing budget, we do everything ourselves - branding, brochures, advertising, etc." Business implications: Not having professional marketing advice is like not having an architect involved in building your new home. Just like a new home, a business is a major investment. Bring the pros in and bring them in early in the process.

Do-It-Yourself marketing does not mean Do-It-By-Yourself marketing. Sure you can go into a Home Depot for a do-it-yourself project, but even Home Depot provides expertise to the do-it-yourselfer.

Get professional marketing advice early. It's the least expensive way to go with the greatest return on investment for your business. You can then take it from there.

Keep Your Brand Off The Endangered Species List

2008-09-26T14:54:00.001-05:00

Self-Interest Thrives - The Era of "What's In It For Me?"

By David Miranda

A generation ago, brand loyalty was a phenomenon which could be positively exploited by incumbents, i.e. cashing in on good will built over time with constituents. Loyalty (to a product, service, company, leader, media outlet/channel, sports team, significant other, friend, etc.) has been replaced by blatant self-interest. It is a societal trend with a myriad of examples found in all walks of our daily lives. Here are a few:

A generation ago.......

...........people worked for one or two companies in their careers. Today, this is the exception rather than the rule as it is commonplace for people to have many entries on their resumes, i.e. a year here, a couple of years there. Loyalty of a company to its employees or vice versa is, for all intents and purposes, extinct.

...........people loyally consumed the offerings of specific brands over and over - everything from cars, breakfast cereals, shoes, clothing, soft drinks, airlines, telephone service, fast food, etc. Today, in a world of uber-choice and hyper-competition, loyalty is perishable and fleeting.

..........coaches and players were loyal to a specific team, in most instances for the bulk of their careers. Today, free agency and more money has turned both college and professional teams into bands of mercenaries. Coaches and athletes move frequently much to the chagrin of fans.

..........media outlets, such as local newspapers and radio, broadcast news, etc had loyal audiences and readership. Today, with the alternative choices available, audiences are loyal only to their own personal media consumption patterns.

During this shift from loyalty to self-interest, companies have responded with "loyalty" programs (frequent flier or guest programs, credit card reward programs, etc.). Let's face it. These are not "loyalty" programs; these are "self-interest" programs based on greed not loyalty to a specific brand or company. They respond to the points or miles or freebies, not loyalty.

To be fair, there are exceptions.

Apple, Starbucks, Google, Four Seasons Hotels & Resorts, and Nordstrom's, to name a few, have developed a "loyal" following. This enables them to charge a premium for their products and services (or stock). You can, no doubt, add to this list, but the list is short.

It's high time, however, that we call it the way it is - it is about self-interest, i.e. not just "what have you done for me lately?", but rather "what will you do for me now?" Translation: "I have lots of competitive alternatives to spend my time and money. Give me your best deal and I will consider it."

So let's get real. It's not about brand "relationship", "engagement", "loyalty". It's about self-interest. More frankly stated, it is about greed, but as the fictional character, Gordon Gekko stated in the film, Wall Street,

"The point is, ladies and gentlemen, that greed--for lack of a better word is good. Greed is right. Greed works. Greed clarifies, cuts through, and captures the essences of the evolutionary spirit. "

Recognition Marketing - Carpe Diem: The Evolution Of Competitive Advantage

2008-09-26T13:10:00.000-05:00

From Data to Information to Knowledge to Intelligence to Insights

By David Miranda

The world has changed dramatically over the past two decades directly correlated to the major advances in personal and networked technological advancements. The result has been a better and faster informed populace. Not only is information faster and more easily accessed, it can be accessed from anywhere and at anytime across many channels. Computing power has also enabled people to perform sophisticated analyses on complex problems to find better and faster solutions. The result? Competitive advantage

In fact, we have witnessed an evolution of competitive advantage - from data to information to knowledge to intelligence and now to insights. Insights are those unique and proprietary exploitable opportunities that are the basis for creating and sustaining competitive advantage.

This is true for businesses, but is more obvious on the customer side of the business equation. Consumers today have the power to use simple technology to do research, comparison shop, provide feedback and network their opinions to millions of other consumers - all from the convenience of their personal computers.

The pendulum of advantage has swung from the brand to the consumer who are armed with their own personal insights and opinions gathered from countless sources other than the brand itself. Brands, to succeed, must be aware and recognize the need to extend themselves employing a multi-channel strategy. This requires developing keen target audience insights on media consumption behavior to create and sustain competitive advantage.

Here are some examples of insights, based on current market conditions, and their potential impact on future consumer spending.

the financial health of the American middle class is suffering and the suffering will continue in 2009 due to...

....the softening value of the American dollar making imports more expensive, and......

....the cost of a barrel of oil is hovering at $100+ a barrel impacting gas and home heating oil prices and......

.....the sub-prime mortgage crisis has resulted in higher foreclosure rates and tighter credit markets, and......

......health care costs are increasing far beyond the rate of inflation, and......

......the U.S. is expected to be in a recession through 2009

Depending on the brand's key target audience, a brand should understand that, in this environment, consumer spending will be soft. Consumers will be more apt to comparison shop on necessities; delay major expenditures; do less leisure travel; eat out less - in a nut shell, do more with less. They will exploit the power of technology to find the best price/value opportunities.

Brands that understand these key insights will develop marketing campaigns that empathize with consumers providing the price/value/convenience that will solicit their precious dollars. The time to exploit these insights is now, not when the sales graph takes a downward slope. By then, these consumers have gone elsewhere.

In summary, brands, like consumers, should use the networked power of technology to gleen keen insights and quickly move to develop competitive advantage.

Carpe diem.

Top 10 Marketing Basics For Surviving A Recession

2008-09-25T07:08:00.000-05:00

The Time To Act Is Now

By David Miranda

To survive a recession (they historically last 10 to 12 months), marketers must be assertive, timely, and transparent. Assertiveness demonstrates confidence; timeliness demonstrates proactivity; and transparency demonstrates open and honest communication. This is not a time for the timid, the procrastinator, or the indecisive.

The following are 10 marketing basics for surviving a recession:

Don't panic. A recession is exascerbated by fear. Avoid knee-jerk reactions that appear to be desparate measures.

Over-communicate to stakeholders. Silence can cause anxiety among the faithful.

Be and stay aggressive. More aggressive competitors will seek to take advantage in a down market by stealing customers and, ultimately, share if they see an opening.

Focus on the basics - product/service quality, customer service, value pricing. During a recession, customers seek the optimum price/value for their money and trusted brands have a home field advantage over new entrants.

Concentrate on your core customers first. It is easier and less costly to get your core customers to spend incrementally more than it is to derive business from new customers.

Understand the difference and impact of both revenue displacement and revenue dilution before making price promotion decisions. Displacement means that your discounting displaces higher margin business to a competitor. Example: Coffee shop "A" decides to sell $1 cups of coffee to steal traffic from Coffee shop "B". The promotion is so successful that it creates long lines forcing many customers to get their coffee at Coffee Shop "B" at a higher price. This is displacement. Dilution is discounting the price on business you already would have achieved at a higher price. Example: Coffee Shop "A" normally sells coffee at $2 per cup, but decides to distribute coupons for $1 cups of coffee to boost traffic. Regular customers who were going to pay the $2 show up with the coupon. The result is that revenue is "diluted" with the coupons.

Be flexible and be ready to call "audibles at the line of scrimmage". The marketplace in a recession is volatile requiring many course corrections along the way.

Reduce the gap between thinking or talking about doing something and doing it. Cut through or eliminate unnecessary bureaucracy that can inhibit or delay timely actions.

Put people in charge, not committees.

Fund things that work and stop things that don't.

So, get going.

Why A Recession Is A Great Time To Increase Marketing Budgets

2008-09-24T14:47:00.000-05:00

With A Smaller Pie, Brands Have To Insure A Bigger Piece Of The Action

By David Miranda

It is generally common practice that when a recession looms, companies have a knee jerk cost-cutting reaction, as is manifested with reduced headcounts and smaller budgets. This process, in itself, negatively affects morale and momentum of the marketing effort. The short term impact will indeed improve the P&L, but at what price? Typically, when the recession subsides, those companies that were fast to cut expenses are also typically slow to increase funding at the onset of a growth cycle.

Of course, it makes perfect sense to bean counters. We all have heard the mantras, "we must live within our means"; "we must be more productive and do more with less"; "we need to do the necessary belt-tightening", etc, etc. etc.

Here are the facts.

In a recession, people (and businesses) still spend, albeit less; creating a smaller demand "pie" to go around. If a company, therefore, wants to maintain or grow revenue; there is no other choice than to aggressively go after a bigger piece of the pie. Simply put, stealing share from others. Those that cut their marketing budgets during a recession are conceding business to more agressive competitors and, by the way, the best time to steal share is in a recession.

Coming out of a recession who would you guess is better positioned in an upturn - the company that cut its marketing ranks and budgets or the company that became more aggressive?

Spending during the boom times? No brainer.

Spending more during a recession? A bigger no brainer.

Recognition Marketing - Marketing Is Not For Amateurs

2008-09-23T17:03:00.000-05:00

Amateurs Spend Money On Marketing, Professionals Invest Money In Marketing

By David Miranda

"I'm not a marketer, but I play one at the office."

For some inexplicable reason, many firms (both large and small) make an major error in judgment regarding marketing. The mistake? Assigning marketing responsibilities to amateurs. Not amateurs in business, but amateurs in marketing.

How and why does this occur?

Simply put, competent individuals in one field of expertise, i.e. operations, finance, sales, general management, etc., are assumed to be competent in other fields, like marketing. This is like sayin that a good nurse will make a good surgeon. Yet this happens in business every day.

There are some things that some of us think we are good at - decorating, singing, personal relationships, telling jokes, driving, Trivial Pursuit, and, yes, marketing.

Unlike the other things we think we are good at, marketing has serious consequences if we don't know what we're doing. It is not a place for amateurs. Amateur marketers SPEND money ON marketing. Professional marketers INVEST resources IN marketing.

Knowing the difference is critical for a firm's or brand's success.

Amateur marketers are like amatuer gamblers. They do not know how to play the odds - when to hold 'em, when to fold'em. They count on luck. Professional marketers are more like scientists - they research, learn and are driven to continually improve on results. For professional marketers, they know and play the odds of success. They know that success is less about luck and more about strategy.

Firms like P&G and Coca-Cola create PHD's in marketing. They would never allow amateurs to manage their consumer brands. Each trains and nurtures its marketing people as a med school trains and nurtures physicians.

Recruit, train and nurture marketing professionals (or seek professional marketing counsel) to be successful.

There is no substitute for marketing professionalism.

"Honey, I Screwed The Brand!"

2008-09-22T12:38:00.000-05:00

Your Brand Is Not A Commodity So Don't Act Like One In Media Buying

By David Miranda

Disclaimer: The author has no financial interest or affiliation with any of the media properties in this article.

I have a good friend who prides himself in getting anything and everything on the cheap. I met him the other day for lunch. He was quick to tell me that his new haircut cost him only $9; his new suit cost him only $99; and his new cell phone service cost him only $15/month. So as I sat there in the cheap restaurant he proudly recommended looking at his bad haircut wearing his ill-fitting suit trying unsuccessfully to make an out-going call on his new cell phone, it gave me time to think. My friend, by the way, plans and buys media for a "bottom feeder".

There are media people (and companies) out there that pride themselves on getting you "something on the cheap". It's called "bottom feeding" by selling "remnant" inventory. These people (and firms) have little or no vested interest other than selling you anything and have little interest in your brand's best interest. Bean counters love this kind of media buy. They can tout their buying savvy and negotiating skills.

Let's put this into a different perspective.

Let's say you are looking for a surgeon, an auto mechanic, an architect, an electrician or a babysitter for your kids. Would you seek the cheapest provider to operate on you, fix your car, build your house, wire your home, or watch the kids? Chances are, not likely.

Now, let's be clear. Is it good business to get the best value for your dollar? Of course, but it is more likely you will get the best value for the dollar (and your brand) by dealing with media brands that empathize with your marketing objectives rather than just trying to sell you something.

Such is the case with iconic media brands. Time, for example, is such a brand. It understands and communicates integrity, trust, and credibility in the marketplace. An advertser is well served in aligning itself with the Time brand benefitting from the halo effect that Time provides. Is it cheap? No. Does a brand advertising in Time (or Time.com) benefit from the relationship? Yes. Is there a strong price/value return on investment? Yes. The advertisers in Time media properties benefit directly from its iconic brand equity. Time has a long history of working with advertisers and, therefore, understands the implied covenant to its brand advertisers. Advertisers in Time media properties understand that it is a respected media environment.

Although I have used Time in this example, the same case can be made for other media icons such as the Wall Street Journal, Forbes, Harvard Business Review, National Geographic, Financial Times, etc. Advertising in iconic media properties is not cheap, but it is valuable in building and promoting a brand.

Bottom feeders that sell on the cheap have little empathy for the advertisers they sell to. It is only regarded as a transaction.

In a world of uber-media diversity (with new entrants, literally, coming on the scene every day), I beg you to think about your brand and the "company" it keeps.

My suggestions?

work with iconic brands directly. They are professionals and know what the're doing.

avoid the cheap. Go with the best price/value in planning and buying media.
appreciate the difference between buying "quality" impressions versus "gross" impressions.

In summary, don't let your brand get a "bad haircut" in media buying.

(ME)dia - The Age Of Personalized Media Consumption

2008-09-22T07:25:00.000-05:00

Do-It-Yourself, On-Demand Programming Shifts Power To The Consumer

By David Miranda

Today everybody is their own personal media mogul. We are all our own managing editor for our news (myCNN, myYahoo), TV programmers (Tivo), personalized music labels (iPods) and film festivals (YouTube), media distribution channels (MySpace) and commentators (blogs). We can even create our own virtual reality (Second Life).

Media consumption, which used to be time and device specific, is now time and device agnostic, i.e. consume anything, anytime, anywhere, on any device.

It is the age of (ME)dia.

This has made the lives of marketers miserable. How do you market to millions of MEs each with their own personalized media consumption patterns across many channels? The answer is not easily. Like scientists searching for a cure to a major epidemic, experiments on various cures to the problem are many but with mixed results. Each experiment is given its own name, i.e. behavioral targeting, search engine optimization, engagement, one-to-one and integrated marketing, etc., etc.

The findings - promising results, hopeful outcomes, no cure.

Why? Many times in the past, the problem in dealing with the new is trying to solve it with the old. When television was in its infancy, early programming was former radio shows in front of a camera. Why? Radio executives owned the new television networks. TV eventually found the right formula and prospered. There have been some examples in more recent history. AOL missed its chance to dominate the Internet and become eBay, MySpace, YouTube, and Google all wrapped into one. At its zenith, it had over 32 million subscribers.

The age of (ME)dia requires new thinking for new times. Past success is not an indicator of future success. Ask executives at broadcast television networks, local newspapers, yellow page directories, terrestial radio stations, retail books and record stores, etc.

The lesson is this - (ME)dia is here to stay. The consumer of media is in the driver's seat. Find new solutions not retreaded ones. Ambush marketing does not work anymore. More does not work anymore.

What does work? Get to know your target audience from the bottom up - not top down. Find your audience. Observe how they naturally aggregate.

(ME)dia-ize your strategy.

Finally! Somebody In Politics That Tells It Like It Is

2008-09-21T11:16:00.000-05:00

The Elevator Pitch - "You Talkin' To Me?"

2008-09-21T09:33:00.001-05:00

Can Your Oldest Living Relative Understand What You're Pitching?

By David Miranda

In the Martin Scorcese film, Taxi Driver, Robert DeNiro had one of the great lines in cinema, "You talkin' to me?" which he delivered, by the way, in a mirror. He was talking to himself.

I have been the recipient of countless elevator pitches. While listening to the presenters, I often think of that scene from Taxi Driver, repeating the phrase silently to myself. These people might as well be talking to themselves alone in a mirror because most time, I just don't get what they're pitching. Quickly my receptors shut down just like my laptop does when I have too many programs going at the same time.

What happens? The pitch was designed for the presenter and not the audience and the presenter doesn't know his or her audience.

Here is a view from those of us that want to be good audiences:

we are busy; we have A.D.D.; we hear lots of pitches - get to the point quickly

don't use a lot of jargon only understood by industry insiders

eliminate the hyperbole, i.e. the best, the greatest, the next "Google" etc. - no one's gonna buy it. If it is good or great, let your audience, not you, state it.

make your pitch a dialogue not a monologue. Encourage your audience to interrupt with questions during the pitch.

don't distribute leave-behinds unless people request them and don't distribute them before you begin. They will thumb through it while you are talking which is not a good idea.

If you have 15 minutes, make it 15 minutes or, preferably, shorter. If your audience wants to go over the alotted time it means they are interested. If you go over the allotted time, it means you are not prepared.

Don't feel compelled to use a powerpoint, unless your audience wants to see it. Offer first.

If you do use a powerpoint, try it out on someone first under the same conditions you will present. Can your guinea pigs read the slides? Are there too many bullet points?, too much animation?, too much data?, too many slides?, too many charts?, simply too much "stuff" to comprehend? etc.

don't assume your audience is either real smart or real dumb. The best communicators of the most challenging concepts make it palatable for everyone.

Remember that unless you enjoy talking to yourself, it is your audience that you have to convince to buy what your selling. So don't pontificate. Don't complicate. Don't exaggerate. Don't orate. Don't bloviate. Just communicate - like you are speaking to your oldest living relative. Chances are if they get it, so will everyone else.

Corporate "Bulimia" Or "Anorexia" Is No Way To Keep A Company "Lean & Mean"

2008-09-20T08:58:00.000-05:00

"Competing" Disorders Can Harm The Business

By David Miranda

In an effort to get or remain thin, some people go to extremes by developing eating disorders such as bulimia and anorexia. We all know the devastating impact either of these maladies have on the human body. We all know there is no simple way to be thin (and healthy). It takes a regimen of a healthy diet and regular exercise.

Such is the case in business. Typically in an economic slowdown, businesses seek to shed "excess fat" in the organization to make the organization "lean and mean". Although this is a commendable (and necessary) effort, too many go about it the wrong way and develop "competing disorders", i.e. corporate bulimia or anorexia.

Corporate bulimia occurs when a firm decides to "purge" internal employees from the org chart in favor of out-sourcing to third parties. On the surface, there is nothing wrong with that, but sometimes critical departments are affected, say customer service. This is where reducing costs, unwisely, takes precedent over the health of the organization. In this case, this purging leaves the firm, not stronger, but weaker. Purging customer service is a "bulimic" practice.

Corporate anoxexia is just as problematic. Here companies believe they can do more and more with less and less. They "starve" the company, i.e. "what is the very minimum we need to keep the company going?" A company cannot "starve" themselves to success.

Take a healthy approach to business. Avoid taking short cuts to success. Feed success and exercise your brains in making good decisions our your firm will be "The Biggest Loser."

Marketing - Brand Foreplay For Sales

2008-09-19T09:52:00.000-05:00

Before Someone Buys Something, They First Have To Be Romanced

By David Miranda

The field of marketing has many descriptive terms to describe and measure brand success such as awareness, recognition, preference, engagement, and relationship to name of a few. The best way, however, to describe and measure brand success is sales.

This is because before anyone buys anything, they first have to desire it. That is what marketing does. It is the business discipline of seduction.

Simply put, marketing is foreplay for sales.

All too often, brands think that a clever "pick up line" (advertising slogan) is enough or perhaps "offering to buy the pursued a cocktail of their choice" (discounting, coupons, free offers) will win their favor. These may be good techniques for "one-night stands" with consumers; but not for sustainable brand relationships. Brands need to create a conversation with the consumer - get to know them, understand their needs and wants.

In other words, consumers want to be romanced by brands - to be recognized and appreciated. This is what great brands do. This is what great marketing does.

Every sale and every repeat sale is the direct result of brand foreplay. Too often a great deal of effort is placed in acquiring a new customer, but also all too often this newly acquired customer is taken for granted wrongly assuming that an acquired customer will be a repeat customer. In a marketplace where preference is perishable, this is a critical miscalculation.

This is why it is critically important for a brand to understand that, in today's highly competitive marketplace, without brand foreplay-without romancing, competitive suitors are relentlessly seducing your current and future customers.

Don't try to "pick up" customers; romance them instead by employing the foreplay of sales.

It's called marketing.

Considering The Mobile Channel? Success Is Spelled With 4R's

2008-09-14T05:42:00.000-05:00

Get It Right The First Time

By David Miranda

Marketing still has its 4 P's - people, price, promotion, place - first communicated to future marketing gurus in Marketing 101. Marketers have done well by the 4P's which have been easily applied in developing marketing strategy and tactical executions. As the marketing mix has expanded from the "usual suspects" TV, radio, print, direct mail and public relations to the Internet and its unique offspring, marketers have adapted and adopted new solutions into the mix.

Now there is a new kid in town - mobile, with over 220 million users strong just in the U.S. In boardrooms across the country, smart brands are seeking ways to exploit its ubiquity and huge potential. A first critical step is understanding that mobile is a unique channel with unique characteristics and rules of engagement.

Simply stated, mobile has its 4 R's - recognition, relevance, reward, and relationship - the four supporting pillars of mobile success.

Recognition refers to the explicit understanding that respects a consumer right to privacy and control of the mobile interaction. Mobile marketing mandates that consumers opt-in to programs.

Relevance refers to the need to provide consumers with content that is appropriate to their personal lifestyle and interests. Mobile consumers will quickly opt out of programs that have little or no value.

Reward refers to providing incentives for consumer participation which can be in the form of points, discounts, etc.

Relationship refers to the notion that if consumers are convinced that the first 3 R's are satisfied, they are more likely to commit to a mobile relationship with the brand.

Recognition, relevance, reward, and relationship - a good platform for successful mobile marketing.

Recognition Marketing - 10 Characteristics Of A Great Brand

2008-09-08T11:45:00.000-05:00

By David Miranda

Great brands.....

compete with themselves, not others for the hearts, minds, and wallets of customers.

are more curious, better informed, more agile and nimble, and less risk-averse than their competitors.

are customer-centric understanding that customer retention is the engine for customer acquisition.

understand that everything (both the formal and informal) communicates the brand to others.

understand that the status quo is the enemy of innovation.

compete on value not price.

are not "me-too" marketers

have a compelling brand "story" that clearly distinguishes it from all others

recruit and retain great marketing talent

can demand a premium for their products and/or services

Intelligence vs Wisdom - Knowing The Difference

2008-09-03T09:52:00.000-05:00

Understanding The Difference Is Critical In Marketing

By David Miranda

A wise person once asked me if I knew the difference between ignorance and stupidity. After a weak attempt at an answer, he replied, "ignorance means you don't know, stupidity means you'll never know". I haven't been ignorant of the difference since. This is wisdom.

I have recently asked myself a different question, particularly as it applies to the discipline of marketing. The question is "What is the difference between intelligence and wisdom?" Often the terms are used interchangeably and without much thought.

When this does happen, it can have dire consequences.

Mark Twain once said, "It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so."

The marketing discipline is blessed to have many intelligent people in the field measured by academic credentials and IQ. Intelligence is generally judged by one's ability to solve problems - to find solutions. Intelligence, however, has a dark side - arrogance, i.e. that because the problem was solved or a solution found by an intelligent person using an intelligent process, it must be the best solution available. Not!

Intelligence should be tempered with experience - from you or others. This is called wisdom, as in, "This seems like the right way to go, but conventional wisdom says we should dig a little deeper, think a little harder, kick the tires a little more." Wisdom should not be confused with caution, since the best friend of an intelligent solution is devil's advocacy. A wise decision will generally pass muster with both supporters and critics. Wise decisions stand the tests of time and scrutiny.

All marketers think they make intelligent decisions. The best, however, make wise decisions.

Next time you have to make a key decision, ask yourself this question "Is this wise?"

Wise up!

"Retail Is Detail" - A Lesson From Mickey

2008-09-02T15:54:00.000-05:00

J. Crew CEO Mickey Drexler Shows How Its Done

By David Miranda

In a recent New York Times story by Joe Nocera, "A CEO Sells The Store", J Crew CEO Mickey Drexler was reported doing what he has always done and continues to do - going to his stores, fussing over the merchandise, speaking with managers and, yes, grilling customers on what they like, don't like, where else they shop, etc.

Oh yeah, the article highlights the results on Mr. Drexler's hands-on approach.......

"At a time when most retailers are struggling — with credit tight, and consumers increasingly unwilling to spend — J. Crew stands out. It is growing at a steady, healthy clip; Mr. Jaffe estimates that when it reports its 2007 results in a few weeks, the company will report revenue of $1.3 billion, a 14 percent increase. It is nicely profitable."

One should note that this kind of CEO is a rare bird. Most, as we know, do their "CEO-ing" (or "CMO-ing", "COO-ing", "CFO-ing") in the ivory tower many times removed from the person who makes their large compensation packages possible. No, not the corporate board - the customer.

In another example of the front line CEO, last week, Starbuck's new CEO (former CEO) Howard Shultz took the dramatic step in closing all Starbucks stores for three hours to - get this - re-train and re-energize and remind its thousands of front line "barristas" why they had been so successful in the first place - putting the customer first.

Could Mssrs. Drexler and Shultz be onto something?

Could it be that the front line impacts the top line that, in turn, impacts the bottom line?

By jove, I think they've got it!

If you are a corporate executive, ask yourself these questions:

When was the last time you were at the front lines of your business speaking with front line personnel, managers, customers? (By the way, "royal tours" with a huge entourage do not count.)

Do you solely rely on second or third hand facts and figure to make decisions?

Have you ever been a secret shopper of your own products and services?

In an economic downturn, consumers will gravitate to those brands that get the key basic right - customer recognition.

You can't do that in the ivory tower. Go Mickey! Go Howard!

"Where's Waldo?" - Cutting Through The Clutter

2008-08-30T11:14:00.000-05:00

Making Sure Your Brand Stands Out From The Crowd

By David Miranda

We've all been exposed to Martin Handford's famous franchise, "Where's Waldo?" where one views a picture of countless characters in a crowded setting and the challenge is to find the stealthy bespectacled "Waldo". Depending on your visual acuity and search technique, you eventually find him. Of course, from that point of discovery thereafter, every time you view the picture, you immediately find him.

Every day consumers and brands play "Where's Waldo?" for real in the marketplace and the stakes are serious - brand recognition, sales, and market share, i.e. before someone buys your product or service they have to know about it - and find it! Sounds simple, but in a crowded and cluttered marketplace there are many "Waldos" and this is why marketing is critical.

A company cannot simply introduce a brand in a crowded landscape. It must develop a compelling and recognizable brand (Waldo); position the brand to distinguish it from the other "Waldos"; and communicate and reinforce with consumers where to find (purchase) the brand's offerings. This is a relentless pursuit since the landscape continues to change and more Waldos are putting themselves in the picture every day.

Make your Waldo obvious to consumers every day with smart marketing.

No Country For Old Marketing

2008-08-29T10:56:00.000-05:00

If You're Pining For the "Good Ole Days", You're History In Today's Marketplace

By David Miranda

Pundits opine daily whether the country is in a recession or merely a "slowdown" as the President recently described the present economic malaise.

Whatever term one decides to use, the fact is that record foreclosures, credit card debt, trade and budget deficits, and gas prices; declining value of the dollar; 48 million uninsured citizens; soft housing market; a credit crunch and a volatile stock market set the stage make for a challenging time moving forward for marketers.

What companies will do is predictable - they will contract and adapt to survive or be added to the "endangered species list". In a slowdown or recession, there is a "culling of the herd".

In this environment, advertising and promotion will not solve their company's revenue problems. As a matter of fact, desperate measures by desperate competitors could exascerbate the problem.

This is no country for old marketing.

What to do?

Don't panic.

Recognize and protect your base (your most loyal and frequent customers) from being "poached" by competitors.

Improve your price/value offering to consumers, i.e. adding value rather than reducing price.

Manage "stratactically", i.e. although economic slowdowns are typically characterized by tactical warfare, always consider the strategic implications of your tactics. Example: reducing prices instead of adding value will have long term negative implications on revenue and margins.

Be proactive, not reactive. A "me-too" tactical approach, i.e. waiting to see what the other guys are doing, can be fatal in a hyper-competitive environment.

Amputate anything that is extraneous to success, i.e. products, services, people.

Get back to basics.

Now get on with it.

Recognizing Greatness - Understanding The Creative "Bell Curve"

2008-08-28T17:08:00.000-05:00

Most Creative Is Above Or Below Average - Demand "Great"

By David Miranda

Statistically, everything in life (and marketing) falls on some point of a bell curve, i.e. 2-3% of everything sucks, 94-96% of everything is below or above average, and 2-3% of everything is great. The challenge is demanding great and not settling for anything less.

Nobody says "keep up the fair work" to inspire anyone.

Nowhere is this truer than in marketing creativity.

In today's hard-to-reach consumer environment, the currency of the realm is ideas - ideas that differientiate one brand from all others in the hearts, minds, and ultimately the wallets of consumers - ideas that sell stuff.

What's a great idea? MasterCard's "there are some things money can't buy. For everything else there's MasterCard." This is great idea.

For years, MasterCard was a poor Number Three in marketing after American Express (Don't leave home without it) and Visa (It's everywhere you want to be). During this time, MasterCard struggled to find its brand identity that would differentiate itself. It's previous unsuccessful tage line was "MasterCard, Smart Money". Now after seeking not just another mediocre campaign, it found greatness - and great success in the "Priceless" campaign while American Express and Visa now search for new ways to counteract MasterCard's success.

There are other examples of greatness - The Chik-fil-a "Cows", Nike's "Just Do It", The Aflac "duck", and the Apple "PC vs Apple" campaign to name a few.

It's high time that advertisers demand greatness found only in that 2-3% of the creative bell curve. This means that advertisers should say no to 97% of what they are presented from agency creatives.

Say no to mediocrity, say yes to great ideas.

TIVO For The Web? Protection Against Weapons Of Distraction

2008-08-26T11:56:00.000-05:00

Will The Web Have An Ad-Skipping, Ad-Zapping Technology?

By David Miranda

I was minding my own business (or at least I thought I was) online visiting a number of my bookmarked sites as well as a few others visited for the first time. Then it started. The relentless onslaught of advertising - banners, skycrapers, sponsored links, auto-play audio and videos (with pre and post roll ads), floating ads, pop up and pop under ads, flash ads, expanding ads, etc. etc.

Some of the videos and audio, I could not stop and they even continued to play beneath the page I was viewing. As I scrambled to find the elusive close button or my volume button, I got increasingly irritated at a combination of perceived responsible parties - the advertiser, their agency, the publisher, and the ad network. I was trying to enjoy my time online and was relentless ambushed by weapons of distraction.

Is it any wonder that click through rates for online ads is like .001%. Is the other 99.999% telling us something. The online ad industry talks about engagement and behavioral targeting to provide contextual ads to the right audience. Let's call it what it is - ambush marketing.

Will someone invent a TIVO for the Web? I'd say it's a certainty. Will consumers embrace such a service? Little doubt. What would be the impact of a Web TIVO to the medium? Devastating.

What's the solution to head this off? Online advertisers and publishers need to be an advocate for the online consumer. Eliminate things that irritate, aggravate, and annoy the consumer. Think long and hard about deploying advertising that puts the consumer on the defense trying to find the "leave me alone" or "how do I turn this damn thing off" buttons.

The options are "do the right thing" or say hello to Web TIVO.

Recognition Strengthens Relationships

2008-08-25T11:32:00.001-05:00

Letting Customers Know You Care

By David Miranda

While idly channel surfing recently, I chanced upon the Dr. Phil show. He was counselling a midde-aged married couple whose relationship had, obviously, become strained over the years. The wife related that she did not feel appreciated by her spouse. She was a working mom who, by her account, bore the largest share of the day-to-day domestic responsibilities. Her husband agreed with her assessment and said he was quite aware of his wife's contributions, and he countered that, not only was he the primary breadwinner, but he, over the course of the marriage, showered his wife periodically with various gifts, travel, and fine dining to show his appreciation. Still she was not happy. He could not understand why.

Dr. Phil listened intently and then presented some sage advice. He told the husband he took his spouse for granted. He opined that a healthy relationship is based on recognition - daily recognition that your spouse is your life partner. Periodic gifts, travel, and dining are no substitutes for personal recognition. "How was your day? "Take a break. You've had a rough day. I'll tend to the dishes." or just an embrace and "Have I told you I love you lately?"

It's high time that marketers had a little relationship therapy. It's called Recognition Marketing.

Marketers, too, have taken people for granted - their customers. Marketers spend a great deal of time, money, and lip service on how important their customers are; but there is a large gap between the preaching and the practice. Marketers are aware customers are important, but do they recognize their importance in thoughts and deeds?

Put your consumer hat on for a moment. When was the last time you were greeted when you entered a store, as in, "Good afternoon. Welcome to Acme, my name is Amy. If there is anyway I can be of assistance while you are here, please let me know." ? Or how about when you made a purchase, when was the last time you heard, "Thank you for shopping with us. We hope we will see you back soon."?

In this business world of sophisticated customer databases, wouldn't it be useful to recognize return customers at the point-of-sale, as in, "Mr. Smith, thank you for your continued patronage. On behalf of Acme, thank you for your business."? Or how about periodic thank you letters to frequent customers, as in, "We sincerely appreciate your business. As a token of our appreciation, please accept this coupon for 10% off your next visit."?

The result - a strategic competitive advantage over those who seek to solicit business only on price. All other things being equal, customers will respond to those that recognize their business. Recognition marketing also has P&L benefits since it cost five time more to acquire a customer than retain one.

Recognition marketing is not a program as much as it is a disciplined business philosophy. Recognize the lifetime value of your customers, give them the recognition they demand. Give your customers a big mental hug and let them know you love them.

Today's Roadrunner - The Elusive Consumer

2008-08-24T08:28:00.000-05:00

Marketing Lessons For The Marketing Wile E. Coyotes

By David Miranda

We have all enjoyed the futile exploits of Wile E. Coyote in his relentless quest to catch the elusive Roadrunner. Episode after episode, Wile E. concocts ingenious schemes which always includes gadgets from his favorite supplier, Acme, and always unsuccessful as the Roadrunner always escapes in a "beep, beep" and a cloud of dust. You must admire, however, Wile E.'s work ethic. Despite being repeatedly blown up, flattened by trucks and trains, burned to a crisp, and long swan dives into deep canyons, he always picks himself up; devises a new plan, and gets a new shipment from Acme.

Some marketers today have a great deal in common with Wile E. Coyote in their pursuit of the consumer, their version of the Roadrunner. Today's consumer is a smart and elusive prey. The Wile E. Coyote marketers devise ingenious plans to entice consumers and their Acme (media) supplies them with television, radio, print, outdoor, direct mail, the internet, and mobile to name of few. But more often than marketers would like to admit, they are less successful than anticipated. So like Wile E., they dust themselves off, look for a new agency and try again.

Wile E. Coyote marketers could use some sound marketing advice.

Even creative geniuses need to be reminded of the real objective-capturing the hearts, minds, and wallets of consumers. Don't let a seemingly great idea distract from the real objective - getting a consumer to buy something. Sometimes marketing campaigns may win advertising awards, but fail to move the revenue needle.
Stop trying to come up with that one big idea that will produce spectacular results. Good marketing should build equity with consumers - engage them, create a relationship that generates lifetime value for the brand.
Be the consumer. Put yourself in his or her shoes. Understand their behavior, their characteristics, their perspectives. Get oneself outside the ivory tower of isolation and insulation.
Learn from one's mistakes and quickly. Learn from one's successes and quickly.
In today's diversified media landscape, extend your brand across all channels relevant to your target audience. It's about content, context, convenience, and control for the consumer.

In summary, to capture today's elusive Roadrunner consumer adapt accordingly, or prepared to hear the dreaded "beep, beep" as they disappear, not in a cloud of dust, but to smarter competitors.

Marketers - Discover Your "Sense Of Human"

2008-08-23T13:28:00.000-05:00

Remember People Buy Your Stuff, Not Marketing "Terms"

By David Miranda

Imagine going to a dinner party at a friend's house. On arrival, you knock at the door and no one answers. You discover the door is open and you enter the foyer to see a sign that says "Please wait to be seated". You observe the hosts scurrying around the premises arranging this and that while you (and other arriving guests) are massing at the door. They see you, smile, continue their activities and you hear one say to the other "looks like a number of our target audience have arrived." Finally one of the hosts comes over and the first words out of their mouth is "how many in your party?". They seat you in the living room and then ask "can I get you anything from the bar?" and then immediately disappear while you and other guests stare at each other in utter disbelief. Have these people gone mad?

Sounds crazy, but this is the typical reception that people get in restaurants every day. It is an example of the restaurant people losing "their sense of human".

It also happens in marketing where people are seen as "targets", "prospects", "eyeballs", "impressions", "click thoughs", "Gen Xers", etc. Are these the terms that these same marketers use to describe their family, friends, neighbors, colleagues? Of course not. Ever receive a direct mail solicitation addressed to you, but with the caveat "or the existing occupant"? Makes one feel very special. Or how about........

.........."Hello, mom. As a key target audience of our family, I noticed that you did not "click through" on the email I previously forwarded to confirm our call today." or.......... "Honey, our Gen Y neighbors contacted us today in response to our direct mail solicitation for a free home-cooked dinner offer. I reminded them to present the enclosed coupon on their arrival to our home."

Marketing has de-humanized the people that they wish to "engage" to buy their stuff. Simply put, marketers have lost their "sense of human".

If airlines, for example, discovered their sense of human they would be concerned about how people were treated during the typical airport experience - from departure to arrival. Airlines, however, consider people that travel "passengers" - customers that pay various fares to get from Point A to Point B - hopefully with their luggage.

So marketers need to consider this when thinking about getting people to want to buy their stuff.

Think of them as human beings. Discover your "sense of human".

Successful Powerpoints - Blurb Your Enthusiasm

2008-08-21T08:34:00.000-05:00

In An A.D.D. World, Make Your Message Short, Sweet, and Memorable

By David Miranda

Our collective attention spans have dramatically shortened over the years and it continues to shrink. We suffer from an A.D.D. pandemic - we scan, browse, peruse, channel surf television channels, radio stations, newspapers, internet sites, magazine articles, outdoor signs, emails, voice mails, brochures, direct mail, trade show booths, business data, executive summaries - and yes, powerpoints. This is a direct result of a confluence of factors including time poverty and compression, uber-content and distribution channels, and multi-tasking.

Despite the marketplace A.D.D., many marketers feel compelled to develop painfully long and arduous powerpoint presentations that defy logic. The result? Audiences turn off and tune out long before the point is made.

In this A.D.D. world, presenters, literally, have seconds to get someone's attention and minutes to compel an audience to listen further before they mentally turn off. This said, presenters continue to make mistakes. Here are some helpful do's and don'ts for a successful powerpoint presentation - how to "blurb your enthusiasm" in the time allotted.

Do......

keep the powerpoint to 10 slides or less

have a theme

utilize an eye-pleasing and readable color pallette and font type/size for the presentation one that is printable in black&white as well as colr since many people like to print out presentations.

have a compelling title slide, i.e. a compelling title of what are you talking about and why they should listen; your name, title, and affiliation; and the date.

have an agenda slide which lets the audience know what to expect and in what order, i.e. history, the current landscape, trends, the business implications, the solutions, summary, contact info. In other words "tell them what you are going to tell them; then tell them; and then summarize what you told them."

make each slide easy to quickly peruse - utilize simple graphics when appropriate; keep copy short and sweet, use memorable "sound bites".

provide sources/attibutions for third party data.

leave time for Q&A either during of after the presentations.

Don't....

utilize unnecessary hyperbole, self-engrandizement (greatest, best, exciting, etc.),or unsubstantiated claims.

use too much industry lingo. People should not need a glossary.

use complex charts and graphs with lots of data points, particularly on one slide.

employ unnecessary animation or slide "builds". It can be distracting and counter-productive.

"dis" the competition to make yourself look better. It generally backfires.

have too many bullet points on a slide

In summary, to deal with an A.D.D. audience, blurb your enthusiasm in your powerpoint.

"We've Got To Stop (Internally) Meeting Like This!"

2008-08-19T10:26:00.000-05:00

We Are Singing Off The Same Song Sheet, But We Aren't Making "Music"

By David Miranda

The cliches' are numerous describing teamwork and collaboration, i.e. "let's all get on the same page"; "we need to sing off the same song sheet"; "we all need to be rowing in the same direction", etc. Yada yada yada.

Truth be told, most internal meetings, despite the good intentions, are a waste of time. People meet just to meet - to review the minutes of the last meeting; plod through the agenda of the current meeting; and confirming the date and time of the next meeting.

An internal meeting is nothing but corporate overhead. At you next internal meeting, look around the room. What you will see is pure cost to the enterprise. If you are going to have an internal meeting, ask yourself the question "what is the ROI on the overhead of this meeting?", i.e. "How much revenue and/or profit is going to be generated as a result of our collective time in this room?"

One might argue that some meetings are necessary to discuss operational, human resources, accounting, processes, software, etc. This is true, but shouldn't all these subjects be discussed in terms of improving the company's financial performance. Otherwise what's the point?

If you are in a meeting where there is no discussion of top or bottom line, raise your hand and ask politely, "what does this meeting have to do with the company's financial performance?"

A relevant meeting begins with a relevant objective, i.e. "We need to increase our revenue by 4%" or "reduce our costs by 5%" or "increase our market share by 1%". "That's what this meeting is for so let's start the discussion".

People are generally eager to attend and participate in meetings that are action and objective oriented- where they can see results.

They don't want just to "sing off the same song sheet", they want to make "music" - as in revenue, profits, and market share.

Are You Covering All The Media Bases With Your Brand?

2008-08-19T08:39:00.000-05:00

The New Media Continuum - Extending The Brand Horizontally

By David Miranda

Not long ago, the media landscape was much simpler. People woke up to the radio alarm tuned to their favorite AM/FM station; read the local newspaper; turned on the television as they sipped their morning coffee. On their way to work, they listened to the car radio including traffic reports and passed countless outdoor advertising. Sure there are still many that follow the same routine, but the media landscape has changed for many American households.

Today, people may still wake up to an alarm, not necessarily the radio. Then they might check their cell phone for calls or text messages or their Blackberry for emails. Instead of the morning newspaper, many go online to read the latest news or check email. More consumers are less likely to have home delivery of the local daily. Off to work, instead of the radio, they may be making cell calls or listening to their iPods.

And so the day goes. New media channels spawning new consumer behavior.

Of course, there is no typical consumer and no typical behavior, but make no mistake about it. The media landscape is morphing and marketers must insure brands are extended horizontally across this new landscape. The chart below reflects a sampling of the new 24/7 media world. How often does your brand touch people during a typical day?

It is important to analyze how effective your media plan is in reaching consumers across an entire day including individual day parts, particularly mobile and the Internet since these allow consumer access anytime, anywhere, anytime.

Note To Marketers - Rip Off Your Rear View Mirror!

2008-08-18T12:36:00.000-05:00

Where You've Been Has Little To Do With Where You Need To Go

By David Miranda

Yogi Berra, Hall Of Fame catcher for the New York Yankees and guru of the spoken word, once said, "The future ain't what it used to be." This couldn't be any truer than in marketing. Just a few years ago, we had not heard of Google, YouTube, Facebook, MySpace, blogs, Tivo, Apple's "i" products, etc. Today, each has had a dramatic impact on how people communicate and consume media. None of these were found in the rear view mirror.

Today too many marketers, however, still drive marketing strategy looking in this rear view mirror. The result is an accident waiting to happen and many already have littering the marketing landscape with the road kill of victims - some deceased, some fatally injured.

The list of casualties is extensive - bricks & mortar travel agents, book and music stores; newspaper classifieds; printed yellow pages; print journalism; music labels; the :30 sec ad spot, etc. etc., and there's more to come.

What are marketers to do?

First, rip off the rear view mirror. Next, pay attention to the road ahead. Next, rid yourself of superstitious marketing behavior, i.e. believing that what was successful in the past will continue to work. Finally, don't be afraid to fail trying new things. Not being afraid to fail is different from wanting to succeed.

No more rear view mirrors.

Marketing - "Don't Let School Interfere With Your Education"

2008-08-15T09:22:00.000-05:00

Academia Has It Place, But An "Advanced Degree" of Life Experience Is More Important

By David Miranda

Imagine attending an elite music school to study piano and for four years you learn everything there is to know about the instrument - except playing it. Upon graduation, with a "piano" degree in hand, you apply to a symphony orchestra for employment as a concert pianist. Your impressive credentials get you an interview at which you are asked to play. You respond that you have never played a single note.

This, of course, is an absurd example to make a point, but the point is important to make - school is important, but experience is critical in applying the academics.

In marketing today, it is difficult to find practictioners who have not earned undergraduate or post-graduate degrees in business or marketing. The difference between those that just have jobs and those that excel at their jobs, however, can be attributed to experience - learning in real world situations - and applying that key learning in real world situations.

In marketing, there is no such thing as doing things "by the book". In fact, there is no book on how to succeed in a highly competitive marketplace. Some people might encourage others to "think outside the box", but there is no box. That's why they call it thinking.

When someone asked a great musician on the eve of his concert in New York, "How do you get to Carnegie Hall?" He quickly replied, "Practice, practice, practice".

Don't let school interfere with your education. "Practice, practice, practice" what you have learned - in school and in real life.

Why Marketing Is A Lot Like Game Shows

2008-08-14T12:10:00.000-05:00

Jeopardy, Deal Or No Deal, The Price Is Right, Wheel Of Fortune - Sound Familiar?

By David Miranda

Marketing has a lot in common with television game shows.

Are You Smarter Than A Fifth Grader? - How many times have you asked yourself "is your boss smarter than a fifth grader?" He or she sometimes doesn't appear to have the sense of a grammar school student in coming to grips with things so obvious, a fifth grader would get it.

Wheel of Fortune - Some marketers rely on a "spin of the wheel" to determine a brand's latest direction rather than the practice of best marketing practices. They can't seem to solve the "puzzle" so they relent and say "I'll spin again, Alex".

Deal Or No Deal - Some marketers simply cannot make a decision. They study, they research, they analyze, they re-analyze while the opportunities pass them by.

The Price Is Right - Marketers sometimes forget that it is the consumer who is the ultimate arbitor of price. It doesn't matter what the "suggested retail price" is, it only matters if it is the price that people are willing to pay.

Jeopardy - Can't push that "answer button" for consumers faster than your competitors? Can't provide the right "solutions" for consumers? You lose.

The final Jeopardy answer is "Profits".

"We're A (Expletive Deleted) Law Firm That Sells Stuff"

2008-08-13T12:48:00.000-05:00

Lawyers - Should They Keep You Or Get You Out Of Trouble?

By David Miranda

I was speaking with a frustrated senior marketing executive friend of mine whose employer will go unnamed for this article. Asked the source of his frustration, he vented "we are a (expletive deleted) law firm that sells stuff."

After working long and arduous hours on coming up with his brand's new marketing campaign, he was required to have legal sign off on it. He said he submitted the campaign to the legal department and it was returned, weeks later, with red lines, comments in margins, scratch outs, line throughs, Post-It tabs, etc. Notes included "we can't say that", "we can't do this", "we think it would be better if this were added" etc.

Hence, the love/hate relationship between the legal and marketing departments that goes on day in and day out in the corporate world and the key question - Should a lawyer's role in marketing be to keep you out of trouble or get you out of trouble? There is no black or white answer, but there is common ground to be sought.

Lawyers should be imbedded and involved in the marketing process from the beginning. Does this require marketing-savvy lawyers or legal-savvy marketers? The answer is both.

But let's be clear. Marketers should not try to write "legal" copy and lawyers should not attempt to be marketing copywriters. Collaboration is the key to success. In marketing, there is a direct correlation between the amount of hyperbole in the campaign and the amount of "mouse print" disclaimer required by risk-averse legal counsel. For the consumer, the more mouse print disclaimer, the greater the need to take pause, as in, caveat emptor or "read the fine print".

The key objective for marketers should be to create a simple and compelling offer that is clearly stated and understood by the intended audience, i.e. does "free" mean "free" or have we gotten to the unfortnate position to a Clintonian parsing of "it depends what "is" is."

Don't be a "law firm that sells stuff". Be a great brand that says what it means and means what it says in layman's terms - not legalese.

Helpful Hints For A Successful Elevator Pitch

2008-08-12T09:55:00.000-05:00

Imagine Pitching To Your Oldest Living Relative

Mark Twain once said, "The more you explain it, the more I don't understand it."

I recently attended a marketing industry event attended by many new business entrants who were busy networking and touting their company's offerings to anyone who would listen. I had the opportunity to chat with a number of these companies and was on the receiving end of countless elevator pitches. Although I listened attentively to each pitch, I comprehended only about 1 in 10.

What was the problem with the other 9? It didn't matter to these people that "I got it". They were speaking "at me" not "to me". They used jargon I didn't understand and examples I could not relate to. Like Mr. Twain, the more they explained, the worse it got.

Here are some helpful hints on a successful elevator pitch:

Imagine you are speaking to your oldest living relative. If they get it, anyone can.

Qualify your audience before you begin, i.e. background, current knowledge of topic, etc. and customize your story accordingly.

Tell a good story - why you matter in the big scheme of things compared to everybody else.

Speak conversationally and speak slow.

Avoid hyperbole and unsupported claims, i.e "we are the greatest, most innovative, etc.

Minimize industry jargon

Don't bash the competition

Don't use a powerpoint unless requested.

Take and ask questions - do they get it?

Always follow up

Good pitching!

Thinking Outside What Box?

2008-08-08T08:26:00.000-05:00

Today There Is No Status Quo

By David Miranda

It's high time we "86ed" the concept of "thinking outside the box", the "box". of course, referring to the status quo. Today in marketing, there is no status quo and, therefore, no "box" to "think out of".

Not long ago, the media status quo was comprised and dominated by three major broadcast networks; terrestial radio; local newspapers; magazines; direct mail; telemarketing; point-of-sale, and billboards. This was "the box".

In a relatively short period of time, we have witnessed, not an evolution, but a revolution in the seemingly limitless permutations and combinations of media that has enabled anyone and everyone to determine their own media consumption patterns, i.e. where they get their news, entertainment, sports, business information. In short how they choose to interact with the rest of the world. If you want to reach new or existing customers, ambush marketing won't work. They will TIVO, pop-up ad filter, spam filter, Do Not Call and Do Not Mail list you with a check mark, a mouse click, or a TV remote. Knock, knock. Nobody's home.

Broadcast television has seen the successful entry of Fox with the most successful broadcast program of all time, American Idol, not to mention Fox's success in major sports programming. Cable and satellite companies have increased the number of channels delivered from three to hundreds, not to mention video on demand. Craig's List have wrestled classified ad business from newspapers. Google and others have invented a better search mousetrap that the Yellow Pages. eBay has digitized the yard sale to worldwide proportions. The mobile device has allowed consumers to talk, search, text, take pictures and movies, and email 24/7. Blogs, social networking sites, and the YouTubes of the world have enabled consumers to instantly "communitize" with just a few friends or with the rest of the world. New technology has enabled anyone to be anything from a movie maker to a journalist to a business mogul all with only a computer, some software, a high-speed connection, and their imagination - and with wi-fi, from anywhere and anytime.

In other words, the "box" has been boxed and put away in the attic of history.

Success today and for the future will require marketers to zero-base their thinking. Newspapers and magazines, for example, need to understand that they are in the news and information business, not the paper printing business to keep and build their audience (and advertising base). Movie studios are in the entertainment business, not in the business of producing content just for movie theaters or DVD. Music labels are not in the producing CD business; they are in the finding and development of talent business and finding an audience who wants to buy it business however they want to consume it.

Marketers are in the "getting more people to buy more products and services more often to make more money" business, not the campaign creation and execution business. The latter is simply a means to the end.

What business are you really in? Who are your current and prospective customers? How do they want to be communicated to? interacted with?

The time has passed to play with boxes.

Market Like An Insurgent Part I - "Know Your Adversary"

2008-08-01T19:43:00.000-05:00

Be An Expert On Your Adversary

By David Miranda

To succeed as a marketing insurgent, you must first have a thorough understanding of your adversary which includes their leadership, command and organizational structure, culture, resources (both those deployed and in reserve), strategy and tactics (past and current), strengths and vulnerabilities, constraints, and their business cycle behavior.

Leadership - This is the brains of the enterprise. An insurgent needs to know who these people are and what makes them tick. Is the leadership aggressive or risk averse? Are they riding a wave of confidence or are they under fire? Are they dismissive of threats or vigilant?

Command & Organizational Structure - Does the adversary have a cumbersome bureacracy of many decision-making layers or are decisions delegated to empowered front liners?

Culture - Does the adversary encourage new ideas and innovation or do they embrace the status quo?

Resources - What is the level and quality of resources deployed to run the business? Does the adversary have significant resources in reserve to mount a counter-attack or survive a siege?

Strategy & Tactics - How does the adversary "play the game"? Study their strategy and seek out the pockets of opportunity. Observe their tactics to determine how they deal with changing market conditions and competitive threats.

Strengths and Vulnerabilities - An insurgent cannot go toe to toe with an adversary strengths. This will just deplete precious resources that a strong adversary can overcome with superior resources. Look for the Achilles Heal instead to exploit.

Constraints - What restrictions does the adversary have that constrains their performance? For example is the exploitable too small, too local, or too costly to pursue?

Business Cycle Behavior - What is the adversary business cycle? Where are the peaks and troughs of their business? How do they behave during these periods of high and low demand? Do they cut advertising during slow periods and spend more during peake periods or vice versa?
Coming Next - Market Like An Insurgent Part II - "Know The Terrain".

Onion News Parody - 70% Of All Praise Deemed Sarcastic

2008-07-21T16:44:00.000-05:00

Report: 70 Percent Of All Praise Sarcastic

Just plain fun.

Marketing - 7 Lessons From The School Of Hard Knocks

2008-07-19T08:56:00.000-05:00

Some Things That You Learn In The Trenches

By David Miranda

If only there was a marketing textbook that told things like they really are. Here are some things that should be in new editions.

1) Everything costs more and takes longer than you think.

Make budget concessions for budget overruns. The time to ask for money is not when you're in dire straits. Regarding time line benchmarks, manage expectations along the way. The time to communicate the need to extend a deadline, is not the deadline.

2) Strong and prolonged revenue growth is more important than strong profits.

Profits at the expense of revenue growth is terminal. Strong and prolonged revenue growth is a healthy indicator. Strong profits with anemic growth is a warning sign of future problems.

3) Under-promise, over-deliver.

Consumers are suspicious of brands that proclaim their superiority without third-party substantiation. Creating high expectations and not delivering will alienate consumers.

4) Do more homework than your competitor.

There is not substitute for smart. Out-smarting competitors is more effective than out-spending them.

5) Past behavior is no indicator of future behavior.

Preference is perishable. Relentlessly give fickled consumers more reasons to buy your stuff.

6) Study behavior and not statistics.

Observe what people are doing, saying, buying, not-buying, or searching for. Perseverance without personal observations can be fatal. Find the story behind the numbers.

7) Don't take yes for an answer. Dig deeper.

Marketing is pervasive with yes people. Seek out the other side of the prevailing thought.

Good marketing!

Name Everyone You've Ever Met

2008-07-18T11:38:00.000-05:00

Chances Are The List Is Small

By David Miranda

Our memory is generally good - but that not good. That's why we rely on Outlook, Rolodexes,photo albums, diaries, reunions, weddings, funerals, home movies, and various other tools, devices, and methods to help us remember and remind us of people we know.

From this group of everyone we've ever met or known, we all have a much shorter list that we can extemporaneously share. These are people, whether they we friends, family, or business colleagues that we have the most recent, frequent, or strongest ties with. Others, for one reason or another, have drifted away from your brain's short list - until, however, you are reminded by that unexpected phone call or email; spring cleaning of your Outlook or Rolodex, or attending that reunion, wedding, or funeral.

Such is the case with brands. Name every brand you've ever purchased. Chances are you will remember a short list, but have forgotten more than you've remembered. This is why brands need to advertise - to keep their brand top of mind with people with short memories. The brands that occupy top of "unaided brand recall" lists have a significant advantage over those that do not.

There are a gazillion brands out there, but only a few you will be able to recall without some help. Take this simple test and see how you:

Name three brands in each of the following categories:

bottled water
luggage
shoes
mobile phones
shampoo
SUV's
batteries
snack foods
fast food chain
online shopping sites

Considering the many to choose from, think why you made your choices.

It's probably because these brands advertised to you. Just like in personal relationships, unless one or both parties make and effort to engage, i.e. "stay in touch", they won't make the cut for your short list.

The lesson is this. Forget about your audience and you are relegated to dusty memory files in the back of people's minds. Keep your brand current or go the way of such once dominant brands as Pepsodent, RC Cola, Netscape, RCA, Atari, Motown, Timex, PF Flyers, TWA, Braniff, PanAm, etc.

Today preference is perishable in a world of uber-choice.

Marketing Challenge - Preference Is Perishable

2008-07-16T13:29:00.000-05:00

Relentlessly Give People New Reasons That Make You First In Minds (And Wallets)

By David Miranda

Marketing is a verb, not a noun. As a matter of fact, it's an action verb. If refers to the relentless pursuit of customers to prefer your stuff over the other's guy's stuff. This is particularly difficult in today's marketplace because, today, preference is perishable.

Customers are an arm's length, a phone call, a few footsteps, a mouse click, or a TV remote button from many alternatives. Marketing-centric companies have known this for a long time. They don't just sell "soap" - they market "hygiene". They don't just sell cosmetics - they market "beauty". They don't sell hotel rooms - they market experiences. They collectively know that selling a commoditized product or service is terminal. It is a recipe for poaching by more astute competitors.

Relentless marketing drives preference by continually giving people new reasons to buy.

The best example of relentless marketing is the women's fashion industry. They continually market new lines, i.e. "our spring/summer collection" etc. They convince consumers that, in spite of the fact, that they don't need that new pair of shoes, one must buy the new shoes to be "in fashion".

The example can also be seen in the technology and software sectors. Companies have convinced consumers that if they currently have the 2.0 version of a software, they need to upgrade to the new 3.0 version that is better, faster, has more features, etc. etc.

The lesson here is simple. If you want your products and services to remain relevant to customers, relentlessly give them new reasons to make your brand top of mind and wallet. Marketing's key object is to build and sustain preference that drive revenue and market share.

Otherwise, they are fair game for the other guy.

Recognition Marketing - Put Marketing Strategy First, Everything Else Next

2008-07-16T10:02:00.000-05:00

Getting It Backwards Is Dounright Stupid

By David Miranda

All too often, firms get their order of priorities wrong with dangerous consequences for the business driven by budgets instead of strategy.

Let's use a travel example. Say you have a airfare budget of $1,000 for a weekend getaway so you go to the airport and say to the ticket agent, "I have $1,000. How far can I go for that?"

This is exactly what many firms do. They have a budget and say to their agency, "How far (or how much) will this get us?" Without a marketing plan and clear strategy, this is called stupid.

It is the marketing strategy that dictates (or should dictate) everything. The budget should be developed and allocated to implement the strategy. This approach assures that marketing dollars are wisely invested and prioritized. And if the budget is small, all the more reason for marketing strategy to lead the process.

Firms make two major mistakes without a strategy - they spend based on what has worked historically (driving using the rear view mirror) or they "me-too" spend (watching what everyone else is doing and follow suit).

If you are committing marketing dollars without a marketing plan and strategy, you are wasting your time and squandering your money.

Put marketing strategy first, everything else is next.

Recognition Marketing - Beware Of The Pied Piper Syndrome In Research

2008-07-15T09:06:00.000-05:00

Research Should Be Viewed Through A Common Sense Filter

By David Miranda

It seems like every hour, a research firm is releasing a new report that this or that is happening (or will happen) in the marketplace whether it be in the public or private sector. Of course, the research typically has the caveat that it includes a "margin of error" of plus or minus X.

Although no one would argue the benefits of insightful research, it must be viewed through a common sense filter or the consumers of the research become the victims of well-intentioned pied piper. When this occurs, the implications could prove embarrassing or financially disastrous or both.

Take the recent political polls for the New Hampshire Presidential primary. Research pundits confidently stated that Barack Obama, after a win in the Iowa Caucuses, would handily beat Hillary Clinton by double digits. Senator Clinton won New Hampshire leaving the pundits with egg on their befuddle faces. Everyone, except the people that really counted, the New Hampshire voters, got it wrong.

It just doesn't happen in the political arena. It happens in private sector every day when decision makers utilize only research to determine business strategies and not allowing for the scrutiny that comes with common sense.

The private sector is a prolific consumer of research. It influences everything that business does. All this research begs the question - "Why do so many firms, so often, get things so wrong?" The simple answer is the "pied piper syndrome", i.e. following and acting on research as if it were the closest thing to a sure bet and, of course, we know there is no such thing.

The best way to use good research is to temper it with common sense that is based on practical observation and human interaction. Peter Lynch, famed financial guru at Fidelity, had an interesting way to pick stocks he invested in. He observed. One day, for example, his wife came home with a plastic egg. Curious, Mr. Lynch, asked his wife what it was and why she purchased it. She said she found it in supermarket on a free-standing display. What was it? L'Eggs. Inside the plastic egg were ladies' nylons. She told her husband that she was always snagging her nylons during a typical day and here was a simple and convenient solution. Intrigued, Mr. Lynch went down to the store and observed women, one after the other, going to the L'Eggs' display and purchasing. He went home and the next day invested in Hanes, the parent of L'Eggs. Does Mr. Lynch utilize research? Absolutely. What makes him different? Adding common sense and personal observation to the final analysis.

Lessons to marketers? Don't give up research, but temper it with good ole common sense. Get out there and take a look around. See for yourself whether the research findings have substance.

Don't follow the pied piper blindly. It could be dangerous.

Recognition Marketing - Avoid The Bland Leading The Brand

2008-07-04T13:29:00.000-05:00

Drive Mediocrity From Your Enterprise - Pick The Right Leaders

By David Miranda

In a marketplace of uber-choice, consumers need to be given a clear reason to buy your brand over all alternatives. It is the essence of a successful marketing strategy. The inability to do this, puts considerable downward pressure on price as the "tipping point" for preference. This ultimately commoditizes the brand. This, generally, does not happen by design, but by default.

How does this occur and why does it occur so frequently in the marketplace? The simple answer is mediocrity, i.e. being risk-averse; being a "me-too" brand. This occurs when decision makers reward the status quo versus celebrating innovation. In medicore environments, the bland flourish while the innovators languish or jump ship. The problem lies in picking the wrong leaders.

It is almost impossible for a great idea to have upward mobility in an enterprise of mediocre leadership. Companies continually make the terminal mistake of putting the wrong people in charge of their brands - those that are risk-averse, protectors of the status quo, those more interested in doing things right veruses doing the right things.

Take Apple Inc., for example. Years ago the visionary members of the Apple board decided to replace one of the Apple founders, Steve Jobs, with an Pepsi executive, John Sculley. Sculley ultimately (and unbelievably) fired Mr. Jobs. After miserable results under Mr. Sculley, Apple brought back Mr. Jobs and the rest is history. (iPod, iTunes, iPhone, etc, etc.)

Take Yahoo!. Its board brought in Terry Semel from Time Warner. After being continually out-performed (and out stategized) by Google, Mr Semel was replaced as CEO by one of Yahoo's founders, Jerry Yang.

Take Dell Computers. Once considered a model of innovation, Dell fired its CEO and brought back its founder, Michael Dell to turn around the company's fortunes.

The message is clear. When a company allows the bland to lead the brand, innovation atrophies. This is the case with many companies today in many industries in the U.S. (airlines, automobile manufacturers, computers, retailing, etc.)

Success, today, demands that companies place innovators, risk takers, and those with entrepreneurial thinking in key leadership positions. Business needs innovative marketers to lead the charge.

Just because someone has a lofty title does not make them a great marketer.

The bland should never lead the brand. It's terminal.

"Catch And Release" - Good For Fishing, Bad For Marketing

2008-07-03T13:37:00.000-05:00

Too Many Businesses Are Letting Customers "Off The Hook"

By David Miranda

I was watching a recent professional fishing tournament on ESPN.

It was clear that understanding the venue and environmental conditions played a critical role in where fishermen fished, what lure they used, and what techniques they employed to catch more (and bigger) fish than the other competitors - and it had to be the "right kind of fish". The telecast followed many anglers as they tried various locations, lures, and techniques to find the right formula. The winner was determined by the heaviest catch at the weigh-in. A deft combination of strategy, tactics, past experience, local knowledge, and state-of-the art technology were obviously keys to success.

Marketing and fishing have a lot in common.

The fishing venue reminded me of the marketplace and the fishermen were, of course, marketers. Marketers are always fishing for the right type of customers in a highly competitive environment. Depending on the prevailing conditions, they develop strategies and tactics employing a combination of lures, techniques, and technology seeking the right formula to catch the most consumers. Like fishing, good intelligence and past experience are important success factors.

There is, however, a major difference. Anglers "catch and release", but marketers need to "catch and retain".

In marketing today, there is too much emphasis on the "catching" and too little emphasis on the "retaining" since retained customers will "spawn" new ones.

Catch and retain - spawn new business.

Mental Floss - Maintaining Marketing Mental Hygiene

2008-06-29T09:41:00.000-05:00

Old Thinking Is the "Plaque" That Causes Business Decay

By David Miranda

In today's highly competitive marketplace, old thinking can build-up and cause decay in revenue and market share. For this reason, it is vitally important that marketers practice "good mental hygiene" in order to keep their brain cells open to new ideas and methods of doing business.

This requires that marketers "mental floss" on a regular basis to remove that accumulation of dated thinking assuring fresh perspectives and open minds.

Signs that you need to "mentally floss"?

"I'm the boss and I know better."

"We're doing just fine, thank you very much."

"We have no room for that in our budget this year."

"We'll form a committee to investigate and get back to us."

"I don't know anyone who [texts, blogs, podcasts, etc.], so why are we discussing this?"

"Not now, but keep me posted."

"It's not us. It's our agency."

"It's not us. It's our client."

"It's not us. It's the market."

This type of thinking needs to be "mentally flossed" before the decay sets in. When it does, the only cure is "personnel extraction" and new "fillings" in the corporate org chart.

This is painful for the ones extracted and the organization.

Get out the "mental floss".

Recognition Marketing - The 4 "R's" Of Marketing Success

2008-06-10T15:21:00.000-05:00

Tips For Marketing Yourself, Your Firm, Or Your Brand

By David Miranda

The basic principles of marketing, 4 P's (product, price, place, promotion) have been taught to aspiring marketers for almost 50 years with gratitude to academics Professors Neil Borden and James McCarthy. The world, however, has changed dramatically in those five decades in ways that would mandate that Professors Borden and McCarthy revise their college textbooks.

There are a confluence of powerful forces that make marketing more challenging that ever before. These include:

the perishability of preference
time poverty

uber-choice

societal A.D.D.

a wired (and wireless) world

The four P's are less relevant today in the big scheme of things. Product, price, place (channels of distribution), and promotion (advertising, promotion, etc.) are all under siege in ways and means never imagined. Who could have foreseen the impact of email, Amazon, Google, YouTube, iTunes, blogs, social networking, PDAs, cell phones, Tivo, spam filters, Do-Not-Call List, satellite broadcasting, podcasts and so on and so on?

Bottom line? Despite the proliferation of communication channels and choices, people are harder to reach than ever, hence, new thinking is warranted.

The new thinking? The 4 "R's of Marketing.

First, Recognition. "Recognize me as an individual not a statistic."

Second, Relevance. "Don't bother me with things that aren't relevant."

Third, Reward. "I know what's in it for you, but what's in it for me?"

Lastly, Relationship. " Treat me like I'm important and I'll reciprocate".

Note no mention of price, product, place, or promotion.

Why? Do the 4P's well and you have done things right. Do the 4R's well, however, and you have done the right things - those things that matter to the people who matter most - your customers.

Update those marketing text books.

Pavlovian Marketing - Good Business Or Creating Bad Behavior

2008-06-08T10:05:00.000-05:00

The Dark Side Of Relentless Sales, Discounts, Rebates, Coupons, And Incentives

By David Miranda

In his 1992 comedy, Mr. Saturday Night, Billy Crystal's character, Buddy Young Jr., was humorously comparing his family to a Jewish version of the 1990 Academy Award winning Dances With Wolves that had Native American roles like "Stands With A Fist", "Wind In His Hair", and "Kicking Bird" to name a few. His character, Buddy, referred to one of his relatives as "Never Buys Retail".

It is an appropriate term that can be used for all consumers today.

With few exceptions, the retail price of anything today has little meaning with few consumers paying the full price for products and services. Marketers have taught consumers that the retail price is merely the starting point to discount from. Consumers are trained to wait for the inevitable sale, discount, coupon, rebate, or incentive before they purchase and marketers continually reinforce this behavior - the incentive "du jour".

Ask yourself (and your friends and family), when was the last time you paid retail for anything? The automotive industry has institutionalized rebates and discounts. The travel industry has long employed yield management techniques, that creates tiers of discounts for airline seats, hotel rooms, car rentals, cruises, and travel packages. Retailers and brands conduct relentless sales, distribute millions of coupons and promote countless mail-in rebate programs. The examples are endless.

These techniques were intended to create business during periods of soft demand. They are now utilized year round. The brutal truth is that when these incentives stop, so does the business they generated.

It is the dark side of this Pavlovian marketing - it's called "rented demand". This is high cost/low margin business.

It is important for marketers to conduct a comprehensive cost/benefit analysis of these techniques. How much of a company's revenue is rented demand? What are the true costs of this business coming from consumers who have loyalty only to the incentive du jour? And what are you doing for your loyal customers - the ones that support your business regardless of the incentives?

Pavlovian marketing can be good business if used wisely. An old dog can learn new tricks.

The Great Compete Against Themselves, Others Compete Against Them

2008-05-18T08:27:00.000-05:00

You Should Find Your Fiercest Competitor In The Mirror

By David Miranda

Tiger Woods is the Number One Golfer in the world. Toyota is the most profitable car maker in the world. Google is the most successful search engine in the world. Competitors try and try but Tiger, Toyota, and Google still excel.

The question is why?

The simple answer is that their fiercest competition is themselves, not "the other guy." While their competition is investing time trying to analyze and copy them, they are investing their time on making themselves better than they were yesterday. Interesting approach.

Tiger Woods, even after achieving great success, decided to change his golf coach and his swing. Both his competitors and golf pundits alike were befuddled. Why tamper with success? When asked to explain, Tiger said he needed to improve. Tiger Woods improve? But improve he did! His fiercest competitor is himself.

During a recent interview Ford's new CEO stated that Ford was examining how Toyota was able to make better cars, be profitable, and continue to gain market share. His time might be better spent making better cars. By the time Ford is as good as Toyota is today, Toyota will be better than they are tomorrow. Toyota's fiercest competitor is Toyota.

Yahoo, AOL, Microsoft are all trying to compete with Google and Google continues to gain market share despite their individual and collective efforts. Google competes with itself.

Winners compete against themselves.

The lesson is this - if you want to be great, relentlessly great, compete with yourself.

Be your own fiercest competition. Be a Tiger!

Recognition Marketing - Calling Marketing "Audibles"

2008-05-11T08:22:00.000-05:00

Marketers Can Learn A Lot From Tom Brady

By David Miranda

There is a great deal of time, effort, and resources invested in developing a marketing campaign. Budgets are allocated. Timing is determined. Research is conducted. Target audiences are identified. Creative is produced. Media plans are developed. The campaign is launched - but then things don't go according to plan. The playing conditions change. The competition throws up a few surprises. What to do?

Whether you are a football fan or not, marketers could learn a great deal from All-Pro quarterback Tom Brady. Many times after calling a play in the huddle, you notice him walk to line of scrimmage and immediately scan the defensive scheme. If he determines that the defensive setup will neutralize the called play, he'll immediately start calling audibles at the line of scrimmage making his teammates aware that a new play is necessary. You will even see him move key players around to counter the defense. This is all done in less than 30 seconds. This happens throughout the game.

Marketers need to do the same.

During the marketing campaign, when playing conditions change and the competition throws up a few surprises, marketers need to call "audibles", i.e. tweak the plan on the run, to be successful. After the campaign is over, it is too late and a post mortem of what went right or wrong is meaningless in impacting results for that fiscal period. The time to have taken action was during the "game".

Too often, marketers become spectators of their plans rather than active participants in the "game" while it is being "played."

Have a game plan, but be ready to call "marketing audibles". It's the mark of an "All-Pro" marketing QB.

Recognition Marketing - Missionary vs. Mercenary Marketing

2008-05-08T13:07:00.000-05:00

The Difference Between Having True Believers vs. Hired Guns On Your Team

By David Miranda

mis·sion·ar·y [mish-uh-ner-ee] 1. a person strongly in favor of a program, set of principles, etc., who attempts to persuade or convert others.

mer·ce·nar·y [mur-suh-ner-ee] 1. a person working or acting merely for money or other reward; venal.

There is an intangible that too often either gets neglected, overlooked, or assumed in marketing. It's called passion and it has a powerful influence on even the most cynical among us. Passion is the societal adrenaline that, for those that have it, do great things primarily for the sheer joy of it. For those that love what they do, the monetary compensation is gravy.

Such is the case with marketing. Think for a moment about brands or pursuits that have a passionate following - Apple, Starbucks, professional and collegiate sports, and hobbies (golf, fishing, collecting, leisure travel, etc.). These are things that customers (fans and enthusiasts) are passionate about and they spend their hard-earned dollars in pursuit of these passions.

Unfortunately in the marketing arena, an environment which should exude passion, real passion is a scarce commodity. Often companies (and/or their agencies) are dominated by mercenaries, i.e. people in it "acting merely or only for the rewards" rather than missionaries, i.e. people who are honestly passionate about the brand.

A company that cannot hire and retain passionate marketers or who thinks they can "outsource" passion to mercenaries will suffer the dire consequences. Great companies source, hire, and retain passionate marketers. They understand the power of this intangible.

Look within yourself and your organization. Where is the passion?

Find and nurture the missionaries. Identify and expel the mercenaries.

Be a passionate brand.

Where Are These Airlines We See In The Advertising?

2008-04-21T06:36:00.007-05:00

Smiling Faces? Roomy Seats? Great Food? New Planes? Friendly Service?

By David Miranda

Last week, I was watching CNBC first thing in the morning and the big news was the upcoming merger between Delta and Northwest, forming the largest airline in the United States. There, on the screen, were the two CEO's of the two airlines co-touting how good this would be for everyone - shareholders, employees, consumers, and the airline industry. Any downside? Nope, according to these two men whose personal bank accounts will greatly benefit from the transaction. Surprising marriage? Seems like the current CEO was formerly the CEO of Northwest.

But let's get to the bigger issue.

The major airlines in the U.S. suck. Customer service staff are surly. The majority of planes in the fleet are dirty and old - the latter issue requiring hundreds of planes to be grounded leaving tens of thousands travelers stranded. Travel delays are systemic as is the problem with lost bags. Interior seating, save business and first class, is less comfortable than a Greyhound bus. If that is not enough, consumers get nickeled and dimed for everything and anything including pillows, headphones, extra luggage charges, change fees, etc. etc. New ticketing kiosks have reduced the number of warm bodies to take care of problems when things don't go according to schedule - which, by the way, is all the time.

Now we hear that two airlines who rank in the bottom tier of all categories will be better when they merge. It's like saying "I have these two stones that don't float, but if we glue them together - Voila! they float."

Allow me to address the title of this article. Who are these airlines in the advertising? Where are these well-groomed, friendly helpful employees? Where are the new, clean, roomy planes? Where is that great food I see those actors in the ads being served? Do the airline executives who sign off on these ads ever say "We can't run these ads. It's false advertising. We need to show frustrated travelers in cramped seats waiting for the 8AM flight to depart at 9AM. Those arrival and departure screens in the ads should not say "On Time" listed for every flight. They should say "Delayed" or "Cancelled"."?

My advice to the CEO and other airline executives - fly coach!

Lexus Valentine Promo - "The Pursuit Of Perfection" In Marketing

2008-02-12T16:06:00.001-05:00

I'll Take This Over A Popular Super Bowl Ad Any Day

By David Miranda

Gerry Davidson, author of Real Concepts, showcased a rare and real example of great marketing.

I encourage anyone that wants to see a great marketing idea, well-executed to read her article on the Lexus promotion.

I join in the chorus of kudos.

Enough said, read Gerry's article.

Marketing Lessons From Politics - "I" versus "We" Messages

2008-02-08T09:50:00.000-05:00

The Historical Contest Between Barack and Hillary

By David Miranda

We are witnessing a historic political contest between Democratic Presidential candidates, Barack Obama and Hillary Clinton. It not just that one is an African-American and the other a woman. It is about the differences in their messages -Sen. Clinton's "I" versus Sen. Obama's "We".

Sen. Clinton's speeches are filled with statements beginning with "I" as in "I am the most experienced." "I am ready to lead the country on Day One". "I am the best person to take on the Republicans in the general election." As the frontrunner since declaring, she seemed to be the inevitable nominee of the party." (and still might be).

Sen. Obama's speeches, on the other hand, are filled with statements that embrace "We", as in, "We can do this together". "We can and must do better". "We can be a better America" He concludes his speeches by getting his audience to chant. "Yes, we can" which has become his campaign slogan.

Who will win the Democratic nomination? At this point, it is still a horse race, but one thing is clear, Sen. Obama's "we" messaging has resounded with many people and the once long shot has gained momentum and audience. His "we" messaging is working and working well forcing Sen. Clinton to recently retool her own messaging along the lines of Sen. Obama.

What is the marketing lesson here?

The lesson is that it's not about you. It's about your clients and customers. What is it that you, your products and services can do for them - to make their life better? People respond to sincere, empathic messaging and will generally reward you with the ultimate consideration - "votes" in the cash register.

While your competitors are touting their own importance, let your customers know that "we" are here for you.

Bureaucrats Have Hijacked The RFP

2008-02-05T16:05:00.000-05:00

How The RFP Has Lost Its Way

By David Miranda

What was once intended to be a fair way to consider among many alternatives in a competitive marketplace, the RFP has evolved into a flawed process that requires an extreme makeover.

It goes something like this.

Let's say you are an advertising agency and you receive an unsolicited letter (or email) from an advertiser that your firm has been invited to participate in an RFP to be their new agency of record. So far, so good.

It, however, goes south from there.

The letter states that you are one of a number of agencies under consideration. (The letter fails to mention how many agencies have received the letter, what the judgement criteria is for consideration, or who is the ultimate decision maker) The letter goes on to say that after fulfilling the requirements of the RFP, the field will be narrowed to three finalists. The three finalists will then be asked to present at the company headquarters. After these face-to-face presentations, a winner will be selected within 30 days. The process is generally lengthy taking weeks and months for a decision.

Oh, by the way, the requirements of the RFP request many pages of information, i.e. how long you have been in business; bios of key management; key clients; samples of previous work done including results; financials; references; head counts; core competencies; methodology; compensation formulas and, believe it or not, sample creative executions "if you were to get the business." That's right, asking an agency to produce intellectual property, that by the way, is not protected is the submitting agencies do not get the business.

The effort to respond to an RFP takes a considerable amount of time, effort, and resources on behalf of the agency and at its own expense.

But here's the real rub. The people at the advertiser who typically are put in charge of the RFP process are bureaucrats since, on the surface, it appears to be a process-driven exercise. These are people who have little imagination or understanding of the end game, i.e. to select a great agency for the business. The RFP process administered by a bureaucrat or bean counter leaves little room, if any, for showcasing the important intangibles that make for a strong client/agency relationship - the dynamics of people interacting with people. It's called collaboration. Imagine a short list being determined before anyone at the client has met anyone at the agency.

Many agencies can look good on paper, just like many people can look good on CV's, but the proof of the pudding is the dynamic intangibles that come with person-to-person interaction.

In short, the RFP process has been hijacked by bureaucratic managers - people who unwisely think that doing things right is superior to doing the right things.

To all the clients out there, I implore you to delegate, not abdicate the responsibility of the RFP. Streamline the process, reduce the red tape, and get in front of the agency's leadership.

Chances are you'll pick the right agency and not just the one that looks good to bureaucrats.

What Planet Do Realtors Live On?

2008-01-30T10:47:00.000-05:00

New Ad Campaign From the National Associaton Of Realtors Suggest It's Not This One

By David Miranda

Let's see. On this planet, in this country, there has been "mass canaries deaths in the mine" signs that a housing bubble was at the point of bursting fueled by a complicit mortgage industry and a highly motivated real estate broker/agent community. As Newton pointed out, "for every action there is an equal and opposite reaction." Bottom line: greed got out of hand, reality bites. Code name? Recession. Outlook? Layoffs, foreclosures, consumer debt, bankruptcies up. Jobs, home values, expectations down.

Yet here is the optimistic view of the National Association of Realtors of the chilly economic waters? "Hey, jump in. The water's great." This is like the Captain of the Titanic, after hitting the iceberg, explaining to passengers "Oh, no worries. We just stopped for ice."

The front page headline from the recent issue of Advertising Age , from reporter Alice Z. Cuneo read "What housing crisis? Realtors' ads defy reality". Bob Garfield, ad critic for AdAge, escalated the dialogue in his column titled, Pay Heed to What Realtors Don't Say in Their Latest Pitch. Both Ms. Cuneo's article and Mr. Garfield's column took critical umbrage to the new $40 million ad campaign by the National Association of Realtors.

The above mentioned articles do a better job of stating the case on the NAR campaign than I can do here, but it is the lessons to be learned here that is critical for all marketers.

Consumers are not stupid and gullible as the campaign would suggest. They are realists and it is an insult to their intelligence to suggest or opine that things are better than they are experiencing. Marketers have always communicated the best attributes of their brands using thesaural hyperbole, i.e. "better", "new and improved", etc. They do not serve their brands (or causes) well, however, when the communicated message defies reality. As someone once said, "you are entitled to your own opinions, but not to your own facts."

The fact of the matter is that the U.S. housing market is suffering and that means homeowners are suffering and that means the economy is suffering. Consumers need wise and considerate counsel, not irrational enthusiasm.

Let them know what they already know, "we've hit an iceberg, we're taking on water, we're sinking, save yourselves." Steer them to a lifeboat, not back to their "cabins" to enjoy the rest of the cruise.

If your customers are important to you, be upfront; be frank; be honest.

PS.
My friend and real estate guru, Gerry Davidson, has her own interesting POV on this subject on her blog, Real Concepts. I strongly suggest a read of her recent article on the subject and her always refreshing perspectives on the real estate industry. I nominate Gerry for NAR President.

Cyberspace Is No Place For The Dumb Or Dumber

2008-01-24T08:46:00.000-05:00

Guidelines For Protecting Yourself, Your Family, Your Business

By David Miranda

Someone once said "ignorance means you don't know, stupidity means you'll never know". This said, there is a great deal of ignorance and stupidity exercised by people in this digitally connected and viral world we call cyberspace.

Everything you put in an email, a text message, a user-generated video, on a social networking site, on a blog, in a podcast, in a voice mail, etc. can be distributed to anyone else, anywhere else, at any time in the future - any once it's out there, it's out there to stand on its own - unvarnished with no context. We all know this, yet it does not stop us from continuing to be ignorant, stupid - just plain dumb about what we are digitally producing and distributing.

We witness countless examples of "digital dumbness" every day. The "Academy Award of Dumb Moves" in recent memory go to the following:

Best Insert Of Foot in Mouth By A Presidential Hopeful - Republican President hopeful George Allen being taped making his infamous "macaca" statement at a rally forcing him out of the race.

Best Parent In A Supportive Role - Alec Baldwin for his voice mail rant to his teenage daughter forcing him to make public mea culpas.

Best Bigoted Performance By A Seinfeld Character - Michael Richards' phone camera video of his racially-epitheted incident at an LA comedy spot that resulted in him going into a self-induced exile.

Best Defamation By A Radio Icon - Don Imus' infamous negative descripitions of the Rutger's women's varsity team resulting in his dismissal. Update: Mr. Imus is back on the air, although much chastened and careful with his comments.

Best Unkept Secret Affair By A City Official - The Mayor of Detroit, who after denying any romantic relationship with a married aide (he's married to) now as to explain thousands of lurid text messages between the two now available on the Internet.

There are countless examples of these types of incidents. Smart people doing dumb things is nothing new. The difference is that in today's interconnected viral world, millions of people know about it. Cyberspace is today's Pandora's Box.

Today, we all send (and share) sensitive emails, correspondence, videos, and personal information hour by hour. In the blur of life today, we sometimes do these things without thinking or consideration of present or future consequences of this user-generated communication.

Here are some simple guidelines to protect yourself, your family, and your business in cyberspace:

Think before you hit the send, enter, upload, share, blog this buttons. Remember that everything you communicate - emails, voice mails, text messages, blog and social networking entries, podcasts, chat rooms, videos, etc. will and can be distributed without impunity.

Be careful who you cc or bcc in communications.

Be smart about the personal information you enter on social networking sites including MySpace, Facebook, Linkedin, etc. Your current (and future employer), colleagues, etc. can view and share this information.

Exercise discretion, good taste, and good manners in your digital behavior.

Remember that today's friends could become tomorrow's adversary.

Keep business, business and personal, personal. Don't intermingle the two.

Know what your children are doing on the internet. Give them rules.

It cannot get distributed in cyberspace, if you don't put it there in the first place.

Bottom Line: Once it's out there, it's out there for millions to see. There is no equivalent of an eraser or "White Out" in cyberspace.

Practice safe Internet.

Recognition Marketing - Beware The Circular Firing Squad

2008-01-14T15:30:00.000-05:00

Think About The Consequences Of Your Actions Before You Act

By David Miranda

The Writers Guild of America (WGA) are in the umpteenth week of their strike against the entertainment establishment. FYI, they are striking for understandable and substantive reasons - getting a piece of the pie for their work that is being sold through new distribution channels, i.e. the internet, podcasts, etc.

No one, on either side of this dispute, could have imagined that this would have gone unresolved for so long. The result? Production of affected television shows have been halted and, most recently, the annual Golden Globes awards show was cancelled. The upcoming Oscars are also threatened. Some shows like David Letterman's, Jay Leno's, Jimmy Kimmel's, and Bill Maher's have come back on the air in recent weeks by either making a special deal with the union or deciding not to use union writers.

Here's the issue.

Audiences for television and film are already harder to get. The distribution marketplace has already changed forever with more and more alternatives available to consumers.

The WGA and the establishment are participating in a circular firing squad, i.e. shooting themselves to make a point. The consumer public could care less about this squabble between the haves and the have mores. They just want entertainment - and will find it elswhere if pushed.

Hasn't anyone learned from the costly lessons learned from the past strikes in professional sports such as the NFL, NHL, and MLB? These respective strikes caused audience resentment on a major scale and it took a long time for these sports to recover.

Such will be the case in the world of entertainment.

The leaders on both sides who let this get to this point should be vilified considering the incredible amounts of money that is being lost across the entertainment ecosystem. They are myopic and ego-centric to surmise that this dispute is worth alienating audiences. The writers produce exploitable intellectual property and should be compensated. The entertainment establishment who capitalize the industry deserve a reasonable return. The public deserves not to be caught in the middle of this resolvable matter.

Hard lesson to be learned here by both sides? Fix it quick or the marketplace will find new ways to invest its leisure time and dollars?

Recognize the problem. Discover a solution.

Remember its "ready, aim, fire", not "fire, ready, aim".

Recognition Marketing - The Rise And (Potential) Fall Of The Holy Google Empire

2008-01-03T15:29:00.000-05:00

By David Miranda

Achilles has his heel. Superman has his Kryptonite. The werewolf has his silver bullet. Dracula has his stake through the heart. Google has privacy.

As the search 8000-lb. gorilla enters 2008, it seems indomitable. Search share has increased; it owns YouTube, Blogger, G-Mail, Froogle, AdSense, Feedburner, and it's purchase of DoubleClick just got approved by regulatory authorities. Google fortunes (and stock price) continues on an upward trajectory.

Google's "Achilles Heel" is privacy.

Here is the case. Google (and its wholly-owned subsidiaries) is not really in the search business. It is in the data collection and analysis business. They collect and analyze data from all interactions with many millions of users - all this data is collected without the prior permission of the user. Think about this for a moment. If you search on Google, have a G-Mail account, have a blog on Blogger, visit any site with AdSense, visit any site using DoubleClick, have an RSS feed through Feedburner, or frequent YouTube; the odds are great that Google has been collecting and analyzing your behavior.

Want a scary non-Google example? How about Yahoo!. Yahoo! provided information on a Chinese dissendent to the Chinese government. The dissident was arrested and now sits in prison. Jerry Yang, the founder of Yahoo, was called to testify before Congress and apologized. The Chinese dissident, however, remains in prison.

I use Google in this example because they are the biggest and most powerful, but not the only company on the privacy radar screen.

What happens to Google's fortunes if every person using a Google site or service is asked to opt-in and give their approval before their personal online behavior is shared with third parties for economic benefit to Google and their advertisers, etc.? What happens when privacy advocates take Google to task through litigation? When the government decides to intervene? When Google has to divulge to the public what they collect and how they use the information?

The bottom line is this. Without the prior expressed approval of each use, i.e. opt-in/opt-out, Google's current business model is compromised. It is the elephant in the room in Mountain View.

Stay tuned.

Recognition Marketing - Understanding Pandora's "Bots"

2008-01-02T16:37:00.000-05:00

The Good, The Bad and The Ugly of Search "Bots"

By David Miranda

As we speak, algorithmic "reconnaisance" entities, affectionately known as search bots, are relentless scouring the Internet for information on behalf of their search engine masters - on any subject, anywhere, all the time. Once they find what there looking for, they immediately communicate what they have found to their creators for distribution to millions.

How they do this is shrouded in mystery for if anyone were to figure this out they may rule the lucrative world of organic (natural) search.

There is a good, bad, and ugly of search bots.

The good is easy to understand. Bots search and find good things about a person or company and distributes this favorable info to the connected world which, in turn, will be positive (leads, pr, etc)

The bad is less discussed, but also easily understood, i.e. the bots finding some unflattering information in the public domain from motivated third parties who seek to benefit from misinformation, i..e. competitors, disgruntled former employees, etc.

The ugly occurs when "bad" gets widely distributed, particularly through a credible source that gives it credibility and substance in the connected world. The "ugly" then becomes like a bad stain, i.e. difficult to remove.

The words to the wise, therefore, is this:

Be relentless vigilant of your brand on search engine results. Search results with negative references should be dealt with swiftly by contacting the source directly. Do not assume they will have no impact or just go away.

Do not try to resolve this issue on your site or blog. It will could aggravate the situation and, perhaps, have the opposite results.

Do not think there is a magic solution for removing unfavorable information. Search engine results do not have an "eraser".

In summary, proactively manage your net presence and remember Pandora's bots are watching.

Recognition Marketing - Good Search Engines Can Do Bad Things

2008-01-02T14:15:00.000-05:00

Sponsored Links - Bait And Switch?

I love Google (and Yahoo!, Ask, MSN, Lycos, etc). Each provides a quick and friendly tool to find what I am looking for. Google even shows me that my search for whatever produced several hundred thousand results in .02 seconds. Simply amazing!

Ever notice (or click), however, on what these search engines call "sponsored links"? These are the ones that magically (and always) appear at the top or right hand column of search results. These are the ones "sponsored" or paid for by third parties. These third parties successful bid (and pay for) keywords and phrases that guarantee their links appear next to the free (organic) listings. By the way, the search engines make a considerable sum of money from these "sponsored links" known by their better name "paid search".

I, for one, am not against anyone making an honest buck and the search engines have surely done that in recent years.

But there is something amiss here that needs to be corrected (or disclaimered). In other media, mis-direction or misleading ads of this kind all called "bait and switch" , i.e. "I thought I was getting this, but I got this instead." Translation: "I've been bamboozled".

Let's say you did a search for say a specific brand (Delta Air Lines, AT&T Wireless, Citibank, etc.) and in the sponsored links you noted "Delta Air Lines" etc and clicked on it only to find it was not Delta Air Lines, but another firm's web site who had paid the search engine for the keyword phrase "Delta Air Lines" say a travel agency or another competitive airline. Sounds like bait and switch to me. Wouldn't you also wonder why a respected search engine would be a party to re-directing or misleading you?

I am sad to report that this is indeed the case with many sponsored searches. There is not even a clear disclaimer that informs the consumer that "the following links may not be sponsored by the mentioned brand."

I, for one, thinks its high time that search engines respect the integrity of brands on their respective sites. If the link implies it is sponsored by the brand I recognize and I am searching for, I should be linked to that brand and not some company that has hijacked it or a search engine who is aiding and abetting this behavior.

To all the good search engines, I say, stop this bad behavior. Put consumers and brands first.

Recognition Marketing - 2008 Is The Year Of Emergent Complexity In Marketing

2008-01-01T10:41:00.000-05:00

Are You Prepared To Win?

By David Miranda

Does life seem to be more complex than ever before? This is surely the case if you are a marketer. It seems like every day there is a new marketing channel to consider employing or a traditional channel that is less and less effective than before. The result, for most marketers, is cognitive dissonance on some scale. Cognitive dissonance, to refresh your memory, is a psychological term describing the uncomfortable tension that may result from having two conflicting thoughts at the same time, or from engaging in behavior that conflicts with one's beliefs. Sound familiar? Feel familiar.

Marketing is normally spoken of in macro terms, e.g. marketing strategy, brand positioning, etc. This macro approach is still relevant and needed in today's new landscape. The cognitive dissonance occurs in dealing with the complexity of how to best execute the macro strategy in a marketplace of uber-choice and uber-competition that produces desired results.

The answer lies in what researchers call "emergence" also known as "emergent complexity". (The PBS series "Nova" had an interesting program on emergence that ran in July of 2007.)

Scientists describe emergence as a science that studies how complex patterns and behaviors arise from the actions of individual units acting independently. The overall pattern that arises from the behavior of the individual parts is called emergent complexity.

Sounds complex, but consider this example.

We are all familiar with the games checkers or chess. The rules of these games, though few in number, give rise to a huge number of possible moves, most of them irrelevant or outright bad if the ultimate objective is to win, not just play, the game. Among these possibilities are those that greatly influence the possibility of winning (the right moves) assuming they are part of a strategy that includes only moves that positively contribute to winning. The "right moves" are those that exploit a game's basic rules but at a higher level of comprehension for those that play the game well. Winning (or success), therefore, is based on a player's keen understanding of the emergent complexity of the game including the basic rules, the level of competition, analysis of past performance, and the moves and counter-moves of each player in a dynamic environment.

Sound familiar? Feel familiar?

2008 will be a year of emergent complexity requiring new thinking to succeed. Using the chess analogy, it will be like playing three-dimensional chess where a move on one board will have an impact on the other boards in play. What are the boards? Search (organic and paid), mobile, social networking, blogs, product placement, PR, TV (broadcast, cable, satellite), POS, direct mail, etc. etc. etc. Each of these "games" have their own unique rules of play. Each demands their own keen contextual understanding to succeed. Each has their own respective emergent complexity. Each cannot be appreciated unless understanding their respective impact and influence on the greater good.

Here are some tips to exploiting emergent complexity:

Understand the media behavior of your targeted audience.

Understand the basic "rules" that apply to the channels your audience is using.

Create an internal culture of continuous learning by exploiting the basic rules of each channel and developing appropriate strategies that employ "the best moves" while eliminating the "irrelevant or outright bad moves".

Simultaneously, think horizontally, vertically and diagonally. Avoid "thought silos". A great chess player considers all the pieces on the board when considering a move.

Organize thoughtfully. Put the right players of your organization in the right game, i.e. "a great checkers player doesn't necessarily make a great chess player."

In summary, be prepared to play the game of emergent complexity in 2008 or find yourself "checkmated" by the competition.

Recognition Marketing - What To Look Out For In 2008

2007-12-28T08:05:00.000-05:00

Be Prepared For The New Year

By David Miranda

2008 will be an interesting year. It is a presidential election year with the most diverse slate of candidates in a generation. US. economic growth is slowing. World oil prices remain high. Toyota is expected to claim GM's long-held spot as the world's Number One automaker. The American dollar is soft against major world currencies. Credit is getting tighter after the sub-prime debacle. The Summer Olympic Games will be held in Beijing. Yes, it should be an interesting year, but there are a few areas that a marketer should pay special attention to since they will have a dynamic impact on marketing strategy moving forward. These include:

The privacy issue - The assault on privacy has been both overt (opt-in/opt-out programs); covert (Patriot Act; data collection such as from cookies without the expressed prior approval of the consumer) over the past few years and criminal (ID theft, mishandled, stolen or lost consumer data occuring both in the public and private sectors. Marketing Implication: The Do-Not-Call List will be followed by Do-Not-Email, Do-Not-Mail, and Do-Not-Text lists, etc, etc.. Opt-in programs will become the norm. It will be more difficult in the future to get consumers to provide confidential information and there will be more government oversight due to consumer backlash. Search engines and other web sites will be required to get a consumer's prior approval to collect data from personal searches, browsing/surfing, etc. Bottom line: Advantage to the consumer.

The copyright issue - As this article is written, there is a prolonged writer's strike that has put the brakes on many productions in Hollywood. The main sticking point? Writers want a piece of the revenue derived from new channels of distribution of their work, e.g. the internet, mobile, podcasts, etc. Video-sharing sites, like YouTube, are the targets of litigation regarding copyright infringement with the copyright owners demanding either compensation or removal of their protected material. Other owners of copyrighted material such as magazines, newspapers, book publishers, etc. are seeking financial remedies for the unauthorized use of their content by third parties. Marketing implication: The free ride is over for those financially benefitting from using unauthorized copyrighted content. It is the distributor of the content who must either pay or do without. This includes search engines, audio & video sharing sites, etc. Bottom line: Look for a change in current business models.

Great ideas will cut through media clutter - Media channels have proliferated and will continue to do so as newer channels, like mobile, find their critical mass audience. Consumers, using new technology, are now determining their own individual media consumption patterns. In this world of uber-choice and uber-noise, great creativity is the key factor in cutting through the clutter. Marketing implication: Great ideas will be the most valuable marketing currency for a brand. Bottom Line: If your marketing is very, very, very good, it's not going to be good enough. It must be great, driven by world-class creativity.

JibJab's Musical Tribute To The Year 2007

2007-12-20T19:22:00.000-05:00

In 2007 | Funny Jokes at JibJab