Think about us here, in our creative playpen…

We poked heads up over daily projects to survey our B to B customers earlier this year. Clients rewarded us with some insightful responses. In our 2016 Client Marketing Survey we scored a proverbial 30,000’ view of client priorities. Thank you for helping us focus! How do their priorities compare with yours?

2016 Client Marketing Priorities

Top 5 client marketing priorities:

• #1 & #2 (tied): Sales Leads & Better Client Communications (73%)
• #3: Website Design & Functionality (64%)
• #4: Building Market Awareness (46%)
• #5: Improving Brand (36%)

Proceeding down the marketing priorities list:

• Customer Education, More Social Media, Website hosting & management issues, keeping projects on track (~25%)
• Learning what does/doesn’t work, getting more outside/inside marketing help (18%)

Lowest marketing priorities:

• Addressing concerns about “Not messing up a good thing” (9%)
• Keeping up with customer demand (0%) Not on any client’s radar.

Then, we drilled down to discover where clients may be looking for help…

Where Clients Need Help in 2016

• Advertising - All want creative and content help (100%), but not everyone is looking for planning and management assistance (20%)
• Website - Almost all (88%) are looking for website design help, followed closely (62%) by 3 other ongoing website-related priorities that include: adding site functionality, content, and SEO.
• Branding - A third (33%) want help in all areas of logo design & branding, including how they apply their brand in the form of Logo Use Manuals, and unifying their brand across multiple channels.
• Brochureware - Who says print is dead among business to business agency clients? Half (50%) will be looking for design & creative help. A third (33%) feel they need help with content and production.
• Direct Marketing, print and/or digital - Half (50% will be needing assistance in all areas of direct marketing, including sign, content, production.
• SEO - A third (33%) want help in all areas of Search Engine Optimizing, including creative, content and ongoing management.
• PR - (75%) seek writing, imaging and distribution help.
• Trade Shows - Less than 20% (18%) completed this question, but those who did acknowledged they needed help in booth design and booth production.

We've always got your back! For marketing, advertising, PR and general lead acquisition and client retention marketing services give EJW Associates a shout.

Zombies encounter sweetness & light in the garden of marketing roses, Part I.

Marketing happens with or without proper attention. Markets respond to well targeted offers made by well-positioned sellers who properly and consistently present their value proposition in well planned media and sales campaigns. That mouthful means It’s up to you to determine whether or not they respond to your marketing, or your competition’s.

If you’re one of the good ones, you’ve taken control of the marketing function to reduce costs for lead generation, customer retention efforts, customer support & market communications - even as your marketing program effectiveness and ROI skyrocket. You and your now accountable colleagues are hailed as heroes bathed in sweetness and light in a garden of marketing roses. Truly, it happens!

More often then not, though, marketing is treated as a necessary evil, and an unprofitable byproduct of the business core. It may not even be a budget entity. In this case marketing becomes a catch-all for everything that is not sales or production. This is Zombie marketing that may be known from its dilution of responsibilities and its nonexistent accountability for all manner of will-nilly marketing projects rehashed from earlier efforts, or developed unplanned and as-needed (or late to never!). 

Anecdotal evidence of what happens with Zombie marketing over time includes: brand confusion, sales/profit stagnation or loss, and erosion of market share.

Frustrations mount over time along such Zombi highways paved with adequate, if not the best of intentions. Piddling 1,2 & 3 star customer experiences become the norm. Fewer and fewer prospects turn into fewer and fewer new customers. Existing customer orders fall off and nobody knows why. Zombies rarely get burned for going with the flow. This is especially true in the business-to-business selling world with extended sales cycles involving lots of influencers, decision makers, and procedures where death can be from a 1,000 hard-to-track cuts.

You know who you are. Perhaps your company has grown, along with the number of hats everyone wears. Marketing - what is that? We’ve made it this far, haven’t we? 

Even so, the “things” of marketing that need doing somehow manage to get done sooner or later in some way, shape or form. Piece meal marketing projects may be shared or divided among Sales, Operations, IT, Division Management, or even Secretary hat wearers. He or she gets today’s marketing hat who drew the short straw to shepherd a much needed website, PR, ad program, or any one of a number of sales support productions, i.e. videos, brochures, presentations, or events. 

There’s hope. You acknowledge such random Zombie acts of marketing aren’t ideal. You realize management by reaction; this is marketing in pieces is unsustainable. Competition is nipping at your heels. You’re hearing more and more customer suggestions, if not complaints (and on social media, no less!). Department heads are screaming. Morale is sinking into fatalism. You want to turn this grayness into sweetness & light in your very own garden of marketing roses.

You get a glimpse of a bigger marketing picture. You start asking pointed questions. How do each of these Zombie marketing things you’ve just been throwing into the mix: Work for a common corporate goal? Get prioritized? Account for effectiveness? Promote a consistent brand? Work together to gain new customers? Keep existing customers coming back?

You’ve reached the end of my attention span for this exciting episode of Zombies encounter sweetness & light in the garden of marketing roses, Part I.

Look for Zombies cured by sweetness & light in the garden of marketing roses, Part II in the near future.

Those anxious for a more personal solution to a Zombie Marketing issue may contact the author, Emil Walcek, at:

EJW Associates Inc

1602 Abbey Ct

Alpharetta, GA 30076

advertise@ejwassoc.com

770-664-9322

www.ejwassoc.com

DYI Market Research - Tips for making it pay

http://www.marketingprofs.com/5/kaden1.asp

As with all things digital, the tools for marketing research and marketing surveys are easy. Expertise for ensuring productive results is harder to come by for b to b marketers. First red flag, be careful what you ask to avoid rabbit holes that waste time, effort, and lead to dead ends. You will be caught like a deer in headlights with too much survey information. So will customers facing a too-complicated survey. Focus before beginning any survey! Ruthlessly winnow survey questions to get fewer answers that can have more impact.
Market Research Surveys can help marketers reduce risks, improve customer service, successfully develop new product or services, and gain new customer sales. Help formulating a survey strategy that includes defining a goal, questions, sample size and analysis will ensure an actionable result. For more information: EJW Associates Marketing Consulting Services and special OLI Marketing Consulting Offer.

How long has it been since you're company's last reality check?

http://www.manta.com/resources/tip-of-the-day/swots-it-all-about/

Everything from future sales & profits to market share & branding starts with a SWOT checkup - ideally guided by a dispassionate third party.

__________ - Art or Science?

Even before screens (BS) and blogs, it was not uncommon to run across article headlines with the alluring "-Art or Science?" phrase. Article content that followed was usually a disappointment then, and, as I peruse business feeds today, not much has changed. Authors in the blogosphere continue to tack this academic challenge onto subject headlines as if the phrase is forever fresh. Oh, the banality!

Readers, steer clear. Writers, think twice. It’s easy to rationalize such a headline hit. After all, there is an art or science in just about every subject. See for yourself how desperately effortless it is to fill in the blank before Art or Science with whatever: Marketing, Sales, Accounting, IT, Website Design, Programming, Management, Dog Sitting, etc.

A cynical plot, naiveté, or writer laziness?
Like moths to flame consumers of content are mysteriously compelled to break things into conflicting parts. Writers know contradictions attract, so such a headline phrase is pure gold. If we can divide something we're on our way to conquering and understanding. Or, at least be thoroughly entertained with the conundrum. That's the theory.

Don’t get me started on a whole raft of antonymical, kissing cousin, cheap-trick headline phrases that bombard us around the clock:

… Right or Left Brain?
… Heart or Mind?
… Form or Function?
… Style or Substance?

To illustrate, let’s plug the word Marketing into our “Marketing - Art or Science?” headline. Challenging, right? It invites us to really get in and slice and dice. Here's the rub: in the space of a 400 word blog post it is virtually guaranteed that the content cannot live up to these type Academic promises. Knowing this, the calloused among us have learned to skim right past such headlines.

Not that there’s anything wrong with Deep Thoughts. Academic headlines matched to suitably in-depth content have their place: Say, among target readers who also study the meaning of life and other such theoretical dilemmas. On the other hand, a writer delivering anything less after such a headline should expect banishment to the trash heap of the Interwebs, his or her work identified with the ever expanding belt of noise encircling the Internet, and a tarnished brand. You don’t want that, do you?

Problem number 2 with "-Art or Science" or other such theoretically challenged posts: consider the result, even if the article content did by some miracle deliver on the headline’s academic promise with relevant, reasoned content. On a practical level, what possible outcome can the answer to the question have on a CMO (chief marketing officer), or other manager’s work flow today, or ever?

Managers want to be hit with management solutions, i.e. My busted budget, the website update, vendors on the wrong track, Jane home sick and I don’t know how our trade show will go on, sales folk beating me up for new product promotions and brochure documentation, etc.

Bloglanders heed this message. May this be the last blog post you read headlined by the question “-Art or Science?”!

To all blog authors young enough not to have been taught cursive writing in school: save this low hanging fruit of a headline phrase for the leisure class reader. Or, do it justice in an academic context. But, please spare those of us in the business world!

Why draw lines between a brand, branding & marketing?

Branding developed without audited
marketing intelligence may be wasted.

It is not uncommon for executives who finally bless a brand review do so as a necessary backlash to years of brand neglect. However, discussing Brand and Branding outside the context of an overall Marketing self-assessment is an exercise in the proverbial tail wagging the dog. If you can start the healing anywhere, start the process with marketing. Here’s why.

Historically, most in the small to medium business category are challenged to effectively manage their brand. With scarce resources, an executive who ignores the foundations of an essential marketing foundation squanders opportunity and a viable long term path to success in favor of short term flash and unnecessary risk. We’ll begin by describing the differences and overlap of Brand, Branding and Marketing, starting with the most visible (the Tail) and work our way through to the most strategically important (the Dog).

The word brand derives from a burning mark, a sign and a certification. In today’s narrowest marketing parlance, a brand is a logo. Virtually all who are exposed to our commercial world are fundamentally aware of the significance of logo as brand. None can argue against the caretaking of an identity, a logo design (or redesign) with attendant usage guidelines as a noble effort.

Lacking brand application guidelines or direction, well intentioned employees will populate their communications with every conceivable possibility for personal expression, causing employer mis-representations and contributing to market confusion. Symptoms of brand neglect include:

• Abundance of logo tweaks and settings - simply because it’s so easy!
• Tag lines that come and go with popular tides.
• Corporate, division or department identities presented inconsistently with a logo creates an amateur impression of the company as a whole, does not instill confidence.
• Sales channels that plop corporate logos willy nilly into jarring displays of affiliation, hinder more than help the desired effect of a stable relationship.

Today, in its broadest sense, a brand has come to signify everything an entity stands for, and thus begins the overlap and confusion with Branding and the over-arching Marketing function.

Branding is the act of promoting a company or product with distinctive design or advertising. The term Branding is a natural extension of activities associated with a corporate brand and requires extended creative attention and management. Why split such hairs? Beyond establishing a Brand, or a corporate mark, Branding also involves art and direction approved at the highest corporate level. Branding brings discipline to: graphic design, photography, illustration, videography, and all forms of content development to unleash a powerful gamut of promotions on a mission to proactively charge markets. The harmonizing of corporate Brand with Branding efforts results in effective market perceptions.

Marketing encompasses and supports all actions required to communicate a corporate value proposition to its target markets. As a science, marketing includes the identification of meaningful markets, their motivations, and response triggers.

A larger issue looms even as we have ironed out the finer distinctions between brand and branding. Consider:

if…

Brand = logo = identity
Branding = Brand x distinctive promotions.

If we were to end our argument here at branding, essentially a multiplier of promotions, our branding activities would be unchecked.

So, we need…

Marketing = Branding ÷ value research

With the addition of Marketing to our series of equations, Branding becomes focused, directed at where and how it will do the most good, and Brand provides the essential market signature. An organization’s unique value proposition supported by an overall look and feel that is managed for consistency becomes that company’s brand

Conclusion:
A brand as an identifying mark needs and deserves TLC. Branding demands more and therefore requires more information gathering to be cost-effective. A company has the best chance of success when its marketing; that is, information gathering and direction for how it is to be precisely communicated; takes the lead in sales operations.

Emil Walcek, President,  EJW Associates Inc.

Notes for the B to B marketer adjusting to new advertising

by Emil Walcek, President, EJW Associates Inc

The good news & the bad news: gone are the days of facing down this buyer.
However, just as advertising is always about stimulating interest, the B to B marketer is challenged to creatively deliver relevancy within the context of a consistent brand strategy. To be effective, marketing messages must be tuned for extended purchasing cycles and a buying chain with an ostensibly ‘just the facts, ma’am’ mindset.

With buyers having instant, stealth access to every vendor’s vitals, B to B advertising must adapt accordingly. First, there are more channels to weigh. Second, you are more likely to have more on your plate because, after all, Internet is synonymous with easy, ubiquitous, cheaper, better and faster. How hard can it be to decide, come up with the right 90 characters in a search ad, or compelling content before producing a tight banner ad?

It wasn’t always this way.
Before we hung everything out online, business buyers had a more tedious task as dramatized in the now-classic McGraw-Hill ad. The buyer represented by the man-in-chair acquired his grumpy moniker sitting through endless sales calls and visits. He was tasked to manually sort fact from marketing fiction with due diligence from diverse resources as best he and/or his staff could. Adding to the exercise he then reported findings and recommendations to many more accountable colleagues just like him up and down the buying chain.

Trade advertising in print was the only media that made sense for reaching B to B decision makers. Advertising had many more square inches to accomplish a much bigger job to soften the B to B sale, addressing timeless concerns from beleaguered decision makers:

I don’t know you.
I don’t know your company.
I don’t know your company’s product.
I don’t know what your company stands for.
I don’t know your company’s customers.
I don’t know your company’s record.
I don’t know your company reputation.

Now—what was it you wanted to sell me?

B to B advertisers of old had it tough:

• Narrowing ad campaign choices typically involved less than a handful of vertical market trade magazines for each market.
• Marrying an optimum ad size, frequency, & positioning within the publications of choice with an appropriate marketing budget. Production and proofing was horrendous compared to digital.
• Balancing the right mix of trade advertising, trade press (PR, content articles), direct marketing, trade shows & events.
• Deciding how much to do themselves or entrust to outside vendors.

Old challenges are replaced by new ones.
On the plus side for your customers, B to B buyers today can pretty much learn everything they need to know about a you and your company within minutes. A marketer’s sales staff is unlikely to be in the hot seat opposite a grumpy man in chair. He still wants to know, but he’s at ease getting more information than you can control about you and your company. Worse, you won’t even know who, when, how, or even if you’re being evaluated.

B to B advertisers today must balance the incumbent advantages of better, faster, cheaper against many more more options:

• Online media choices have multiplied an order of magnitude. Print is not dead, but diminished, and its role is still evolving, i.e. especially internationally. Advertising that once had to directly or indirectly address all of the ‘I don’t know’s’ in a print ad is now reduced to a single value proposition in a click ad or banner campaign. Conversions that are a secondary action from an ad are now the measurement standard for ad campaigns. Gone are bingo card responses, with letters and phone calls not far behind.
• Determining an appropriate marketing budget is still a challenge, especially when weighing interactive, video, social, mobile and target market media choices. Rat holes abound.
• PR for awareness and articles for educating are now part of an overarching Content strategy.
• Direct marketing includes eMail, trade news, house lists and 3rd party distribution options with more stringent privacy and security issues.
• Unchanged: deciding how much to do themselves or entrust to outside vendors.

Like in yesteryear, tools alone do not make for effective campaigns. Outside B to B pros bring a focus and efficiency from implementing effective marketing tactics on a daily basis. Conversion metrics demand creative dramatization and integration like never before. The wrong 25 character headline and no custom landing page to close the sale can flush click dollars and ROI.

A meaningful value proposition and a campaign integrated with your other media properties is essential to avoid waste and maximize conversions. Sorting through the most cost-efficient media channels and developing the most appropriate creative for requires dedicated resources marketers must properly staff, or bring in a partner to accommodate.