A love hate relationship

Love is in the air.

And all the time I seem to be exhorted to love this and love that. I must love parks or love my heart or cycling or fish or [pluck any word out of the air].

Some people in marketing must have fallen for the love concept big time.

I haven’t.

I like raspberries. I grow raspberries. I like picking and eating plump, juicy raspberries. I like making raspberry jam and raspberry sponges. I don’t love them though.

Nor do I love cars, confectionery, gadgets, television programmes, web sites, power tools or [insert randomly generated name of object].

I love those dear to me: my wife, my family and special people in my life.

This lazy marketing concept debases real love.

Does my wife really want to be placed on the same level as a manufactured dessert or a mass produced garment in a high street store?

Please stop it.

And now I’m going to make sure I don’t say I love this or that so that each time I do use this special word it conveys my full meaning.

Look at the price and . . .

. . . bin it.

That’s what I did when I received an unsolicited email. The first part of the subject heading was the price, which was followed by the name of a seminar being promoted.

I deleted it.

Then I retrieved it because I wondered whether the company actually got any response as this approach made no need to persuade me, but rather turned me against the offering straight away. And it’s made me think: I don’t like being sold to like this, but perhaps this company has found it to work.

That’s one of the important things about any form of marketing and sales. We’re not selling to ourselves, but to other people who often have very different tastes and preferences.

I still don’t like this approach and binned the email again.

What do you think?

Assuming our assumptions are correct

No, we don’t have a franking machine. No, I don’t want to win tickets to football matches. No, no, no.

It’s all right, I woke up feeling cheerful this morning, so why the rant?

It’s not really a rant, but annoyance at poor marketing.

When I go to a cashpoint, I don’t want to be offered the chance to win football tickets as I have no interest in football. The assumption that I am interested annoys me. Now, promotions through cash machines are a challenge to target as most people need cash, both those who like sport and those who don’t. If my bank wants to drive away non-sports lovers, it’s doing a good job. If it wants to keep us happy, it could either stop offering football tickets or offer a range of tickets for other activities, eg theatre, music, film. These wouldn’t just not annoy me but would actually attract me to participate in the promotion.

And I wouldn’t feel so annoyed if sales people phoned up and asked if we had a franking machine rather than asking to speak to the person in charge of the franking machine which we haven’t got. How sloppy is this? If they can’t be bothered to establish whether or not the franking machine they think we have exists, it’s unlikely they would provide good service had we got one.

Just a slight alteration and all annoyance can be avoided.

It’s worth remembering if you don’t want to annoy potential customers.


He’s so outrageous!

If a business doesn’t promote its products and services to potential customers, it won’t be a business for very long. Every business has to do it, from global brands to sole traders.

Some people don’t like talking about how good they are, while others are only too happy to hear the sound of their own voices again and again . . . and very often . . . again.

How you promote your business is up to you – subtly, vigorously or outrageously – although it’s best to choose a style that won’t alienate customers.

What’s important is that the claims you make should not be outrageous, even if the way you make them is. For example, claims to be a social media guru could be undermined where an individual has a very small number of visible online contacts or rarely communicates with anyone. People are likely to ask: “How can they be an expert when they don’t seem to be capable of doing it themselves?” Even if there is a good answer to this, few will hang around long enough to find out.

It’s rare to get a second chance so make sure you can substantiate every claim for eagle-eyed customers.


Prove it!

It’s good to be able to believe what we read and see, but experience teaches us not to trust everything. In the world of marketing, advertising and PR, colours can often appear brighter, flavours more tempting and experiences more exciting than in the real world or so it seems . . . until we make a reality check.

Do airline adverts match up to the experience of being squeezed into a Smarties tube? Do car adverts reflect those notorious intermittent faults that main dealers can’t track even with their hi-tech diagnostics programs? Does this year’s new toothpaste taste any different from the new toothpaste of last year and every year before that?

Have to make a quick cynicism adjustment here. Ah, that’s better.

But is it really possible to create promotional material that is genuine, truly representative of the product or service and still interesting enough to excite customers?

Yes, although sometimes advertisers can get too close to their products. After the market research, the product development and design, the brand creation, it can be difficult not to get excited. After all, if you don’t believe in your product, why should your customers? But it’s important to remember that your product could be just one of a dozen, hundreds or thousands of similar products on the market.

Just saying a product is exciting, innovative or better won’t make it any of these. If you want to say it’s better, faster, more efficient, then prove it. Give real examples backed by data. Get customers to test it and give their opinions. If they say it is better, that’s great.

Does it matter? Will anyone notice? They probably will and customers don’t like to be tricked, deceived or misled, even if you genuinely believe your product beats all the competition. Both you and your customers are likely to have greater confidence in your product when you back up your claims and it could even give you an edge over competitors whose claims are vague and unproven.

So if you make a claim for a product, prove it.


What can I say about my business?

When everyone else already seems to be saying everything that could possibly be said about business, there are times when the choice of going outside and enjoying the sunshine can appear preferable to thinking about something original to say about your own business.

However, no business survives without customers and most of us have to promote or advertise our products and services to attract those customers.

So what can you say that hasn’t already been said a million times before?

Ideas rarely come out of thin air, so it’s good to start with your business plan and objectives, as all communications should be based on these. If you’ve got a communications plan, this should also give some ideas of what you want to achieve.

Start by listing topics based around products, services, launches, events, achievements, changes or industry developments. If your business is seasonal, do you change your products every quarter? If your business is linked to events triggered within your industry, list key changes about to occur or important dates. If you have product launches or events, list these too.

When you’ve made your list, start to fit these to dates when you need to blog about them, issue a press release, update your web site or produce a new brochure. If you don’t already have a communications plan, this could be the basis of one.

Announcements don’t need to be major, although the appointment of a junior employee is unlikely to hit the broadsheet newspapers and you should have realistic expectations of what each piece of news is capable of achieving. That doesn’t stop you aiming as high as possible, especially when you do have a really good story.

Also, you may have a great story without knowing it. Ask colleagues or contacts what they think about specific issues. If they’re excited about them, will your audience also be interested in them? What appears uninteresting to you could be exciting to your audience.

By creating a store of ideas, which you can add to regularly, you’ll never be short of an interesting topic to write or talk about.

After yesterday’s blog, have you thought about how well you check your written material?

z2zine tomorrow: Think before engaging typing finger!

Follow us on twitter @z2zine

Measuring your communications success

So we’ve developed a communications plan and are putting it into practice by working towards long-term goals and taking short-term actions daily, but how do we know if anything’s working?

Like anything we do in business, it’s essential to measure success, especially where we’re putting a lot of time or money into an activity.

Our business plan will suggest appropriate targets to us, but we have to work out how to tell if we are meeting these.

There are many different ways of measuring the success of communications. One of the simplest is to ask people, such as asking customers how they found out about your company or product. You can do this in person or on the phone or develop a more comprehensive survey for people to fill in.

You can also develop specific response mechanisms so that customers respond with a unique code printed in an advert (letting you know they saw that advert) or access a special web page so you can count how many responses your activity generated. While simply measuring increases in responses or sales tells you that your communications are working, it won’t tell you why it’s working or which activities work better than others. If you advertise in three publications, it’s useful to know which one generates a bigger response as you might wish to increase your advertising in that one and stop advertising in the other two. You can use this in any form of communication, not just for advertising and marketing.

By discovering what works best, you can focus on successful methods and stop or improve less productive activities. Your planning and use of communications will become more sophisticated and you will get more value from your communications budget.

After our last blog, are you taking action every day?

z2zine next Monday: Realistic communication objectives

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Continuous communication with a plan

Last week I went to see a production of The Wizard of Oz that was very slick, probably because the cast had rehearsed the show again and again to make their hard work look very easy. This can also apply to communication, especially the production of marketing and promotional materials.

Some people are natural writers with the ability to jot down text almost without thinking, while others can stand up in front of hundreds of people and deliver an informative and entertaining off-the-cuff presentation, but many people probably can’t do either or lack the confidence to try. That’s where planning and preparation come in. While tight deadlines can aid creativity to some extent, they can also result in slapdash presentation full of errors when there really isn’t enough time to do a job properly.

Focusing on deadlines and schedules enables you to manage communications more effectively.

Deadlines vary from hours and days for the internet to weeks and months for magazines and up to a year for annual directories. What’s important is to find out what the deadlines are for relevant publications, to put the dates in your diary and to schedule your activity so you get everything done in time.

Creating a communication or marketing plan is useful because you can see from it in an instant when a specific trade journal is published or an event takes place and what the deadline is if you want your contribution included. It’s easy to forget deadlines when you’re busy with other aspects of business, only to remember when the magazine drops on to your desk without the article or advert you wanted in it.

Planning also enables your communications to continue when you are busy.

It can also prevent a stop-go pattern from developing when you don’t have much time to keep your communications flowing. Many activities, such as blogging, web sites, articles and PR, can actually be more effective when you do a little on a regular basis rather than leaving large intervals when you do nothing.

What should I include in my plan?

The planning process should raise important questions, such as: What do I want to achieve for my business? What activities will achieve these objectives? When do I need to do them? Are they working? Your business objectives should suggest some of the answers and, if you’re not clear about them, it’s worth spending time considering precisely what you want to achieve.

A communications plan can be as simple or as complex as you choose. A single side of A4 text is better than no plan at all. A spreadsheet or schedule linked to an automated diary or customer relationship management system sounds ideal, but only if you have the time to use it properly. Whatever you choose must work for you and it’s a waste of time to prepare a vast plan if you don’t have time to put it into action.

Knowing what activities to choose can be difficult and we will examine many of the options available in the coming days and weeks. What is important is to start thinking about what you want, what you need to do and how you will do it. This puts you firmly in control of your communications and enables you to start thinking about how you approach the actual activities.

Plan today

Just thinking about your communications will help you to start planning and preparing them effectively.


Marketing deficiency: incorporating peripheral vision into the broader view

The power of social media can be staggering, but so can the downward drag of all the dross and spam.

As millions flock to use twitter and similar services, sifting out the rubbish can become a chore (even with clever applications automating it). It’s a bit like discovering an excellent pub where the beer is superb and the conversation even better. At first, a select group frequents the pub, but over months more and more people discover it and eventually it becomes crowded and noisy. Perhaps some of the regulars retreat to a private room to recreate the atmosphere that originally attracted them or maybe even find another pub they can visit in comfort. The pub is now just like any other and eventually it is abandoned and closes as people move on to the next up-and-coming hostelry.

In marketing terms, this happens all the time as businesses look for new ways of promoting and selling their products and services. Underneath, a lot of what they are doing should be the same: researching products and markets, updating business plans, developing campaigns to advertise and sell products.

What does change is peripheral activity: advertising, promotion and public relations. As one method loses its attraction, another is invented or rediscovered. I call it peripheral because it is often the delivery mechanism or format that changes most, although in no way are these unimportant. These activities can range from the traditional, such as print advertising, to the revolutionary and can often be be mixed and matched to suit specific marketing objectives.

One of the most exciting aspects of marketing is finding new ways of communicating that make you stand out from your competitors. Inevitably, others will catch up and copy you, your target audiences lose interest as new campaigns grow familiar until the hunt begins for the next new method.

Change is constant at this periphery, but the main marketing vision has to remain consistent to achieve the objectives of the business plan. Balancing the consistency of the core business vision with the changing nature of peripheral activity is a challenge, but getting it right is crucial. It means that you can choose from a huge choice of marketing tools, watching the new grow old and at the same time keeping an eye on the horizon for tomorrow’s new tools and opportunities.

What’s important is not to be distracted by peripheral vision from seeing what’s ahead.

Marketing your business plan into action

We’re getting more enquiries from businesses needing to do something fast . . . a sales letter, a blog, revised web site text. Unsurprisingly, businesses in every sector are having to work harder to attract and retain clients, and their marketing tools need to be in good shape to help them do this.

Before we can write a sales letter or blog, we ask questions so that we understand clients’ objectives and usually the answers are in their business plan, if they have one. A useful business plan is one used to direct the business, not an academic exercise to please banks or lenders, which can often bear little resemblance to reality. Even a brief plan of a page or two can be effective.

A good plan will remind a business about its core objectives, key markets, required level of sales and other important targets. In a challenging marketplace, it’s useful to review your business plan and objectives, and modify it to reflect changing circumstances. For example, with the difficulties being experienced by sectors such as financial services and car manufacturing, should an existing focus on one of these be switched to another sector? It’s also possible for difficulties in a specific sector to open up new opportunities and the business plan can be adapted if you want to take advantage of these.

Businesses with an understanding of current market conditions and an up-to-date business plan can monitor their progress easily to see what is working and how they are doing against their targets. They can also see what is not working and stop or modify unsuccessful activities.

When you have clear objectives, know your target audience and understand what they want, it’s much easier to develop marketing tools that will put your plan into action and help it succeed.

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