Arguably, the most important asset a marketing researcher has is ... a respondent. The Canadian industry association, MRIA, has created a Respondents Bill of Rights - and much effort goes into best practice development for research methodologies that both respect the respondent and provide insight on which to base business decisions.
What is the most important asset an advertising agency or a marketer has? I think the answer is ... a customer. Not inventory, not intellectual property, not real estate, not world-class leadership, not strategic location, not stock price, not exclusive market rights, not employees (even though in my mind employees are intrinsically linked to the customer).
Why is it then, that there is so little effort made to care for the customer or the potential customer? Over 90% of new products fail and fewer than 50% of advertisements are effective - so why are they getting created and who are they really speaking to?
Instead of relevant, timely, opt-in, creative marketing activities, much of marketing seems to still be trying to yell louder or funnier or whatever at a fairly large group of people.
If advertisers want to be relevant then they might reconsider their focus and place the customer at the heart of business and marketing considerations. There are successful CRM implementations and there are impressive case studies of brands connecting with customers by acting on the knowledge they collect about them and creating many meaningful, memorable interactions.
Because it's the customer that matters. Not so much mind share, or intent to purchase.
Instead, try measuring the degree of relationship a customer has with the organization and the degree of relationship the organization has with the customer.
Thursday, October 11, 2007
Tuesday, October 9, 2007
Consumer Power pushes agencies in new directions
The Media Strategy Conference in Toronto set out to "change minds and change models." In my view, speakers most successful at pushing the mind were Rishad Tobaccowala in his key note on “Imagination, Reinvention and the Future of Media” and Marian Salzman's "Brand Sluts". Nancy Vonk presented on her agency's remarkable work for Unilever's Dove - Campaign for Real Beauty. A 4-year-old initiative, it seems this has become a calling for the brand. Cool.
Ad agencies are trying to structure themselves to respond to the irrevocable shifts in market dynamics where community and collaboration are far more important, than traditional agencies can possibly deliver.
The bottom line is value has to be real, and the only judge of value is the consumer. Not a segment, but a person. Hard to fool anyone these days, even though advertisers and their agencies create so much noise by bombarding us consumers with thousands of unwanted messages every day.
That's why I now spend my time on developing precise customer insights that enable relevant, valued conversations. And I work on the mechanics - and thus the backbone technical requirements - so that these insights become actionable. In my view, these will be the strategic moves that matter.
Ad agencies are trying to structure themselves to respond to the irrevocable shifts in market dynamics where community and collaboration are far more important, than traditional agencies can possibly deliver.
The bottom line is value has to be real, and the only judge of value is the consumer. Not a segment, but a person. Hard to fool anyone these days, even though advertisers and their agencies create so much noise by bombarding us consumers with thousands of unwanted messages every day.
That's why I now spend my time on developing precise customer insights that enable relevant, valued conversations. And I work on the mechanics - and thus the backbone technical requirements - so that these insights become actionable. In my view, these will be the strategic moves that matter.
Sunday, September 23, 2007
Online Research Conference in Ottawa
On November 5, the Marketing Research and Intelligence Association will hold its second Online Research Conference, called Net Gain 2.0. Like I do on the Ottawa Chapter board, I am volunteering on the conference organizing committee, responsible for marketing and communications.
I'm interested in this area because just like marketers and media/advertising agencies have to go where people are - rather than where they used to be - so do researchers. Accomplishing that in ways that are reliable and valid, and thus can yield solid insight to base business decisions on, is important.
As Canadians are living and interacting via the web, are letting go of landlines in favour of cell or PDAs and are increasingly viewing their opinions as something valuable, the research field is rapidly evolving. I'm looking forward to hearing from research practitioners who we are at the leading edge of this field.
I'm interested in this area because just like marketers and media/advertising agencies have to go where people are - rather than where they used to be - so do researchers. Accomplishing that in ways that are reliable and valid, and thus can yield solid insight to base business decisions on, is important.
As Canadians are living and interacting via the web, are letting go of landlines in favour of cell or PDAs and are increasingly viewing their opinions as something valuable, the research field is rapidly evolving. I'm looking forward to hearing from research practitioners who we are at the leading edge of this field.
Saturday, September 22, 2007
Media Strategy Forum in Toronto
I'll be at this conference on September 27 in Toronto. I went to the first one in 2005 and found that my observations on the advertising agency world I was living in were confirmed: agencies were struggling to be relevant in an environment where customers had become vastly empowered, largely through the web and online media. This year's theme "Changing Minds. Changing Models" aims at the roots of a reinvention. Should be a fascinating day.
In my view, connecting with customers takes a different mind set today, and in future, than the one that was honed 30 or 40 years ago when brands were powerful and consumers followed.
With my own independent consultancy, I can step out and up in search of customer relevance and creative business solutions. These solutions aren't going to be about marketing or advertising per se; those are tools that can serve a greater purpose, though. The business solutions that will matter are the ones that are about connection, about meaningful relationships and understanding what an organziation can do, uniquely, to build them with its customers. I think, authenticity, not spin, matters.
In my view, connecting with customers takes a different mind set today, and in future, than the one that was honed 30 or 40 years ago when brands were powerful and consumers followed.
With my own independent consultancy, I can step out and up in search of customer relevance and creative business solutions. These solutions aren't going to be about marketing or advertising per se; those are tools that can serve a greater purpose, though. The business solutions that will matter are the ones that are about connection, about meaningful relationships and understanding what an organziation can do, uniquely, to build them with its customers. I think, authenticity, not spin, matters.
Thursday, September 20, 2007
It's My Cornwall contest way to win trust
Over the last few months I've worked with a team from Banfield-Seguin on the City of Cornwall Economic Development Department's rebranding and business / resident attraction programs.
We gained a great deal of insight from the research process, where we talked to a lot of people in Cornwall about Cornwall, conducted a review of economic development success stories as well as a reputation assessment based on news media and web coverage. Based on the findings, we felt that the next strategic move would be to give the people in Cornwall even more of a voice in shaping the city's new brand story. We thought the benefits of that approach would be considerable: we would shift perceptions about Cornwall, earn the residents' trust in the work, make it real and foster buy in to the process and its outcomes.
In close collaboration with the team, we came up with the It's My Cornwall contest. With great local media support, and direct, on-the-ground engagement, for instance through a day at the mall to solicit on-the-spot video and audio submissions, we got more than 130 entries in 19 days. Then we short-listed the 20 best entries, and promoted voting: 5,071 votes were cast.
The energy and enthusiam generated was palpable. We even got CTV Ottawa coverage for this initiative. All that bodes well for the next steps in rebranding and marketing Cornwall.
We gained a great deal of insight from the research process, where we talked to a lot of people in Cornwall about Cornwall, conducted a review of economic development success stories as well as a reputation assessment based on news media and web coverage. Based on the findings, we felt that the next strategic move would be to give the people in Cornwall even more of a voice in shaping the city's new brand story. We thought the benefits of that approach would be considerable: we would shift perceptions about Cornwall, earn the residents' trust in the work, make it real and foster buy in to the process and its outcomes.
In close collaboration with the team, we came up with the It's My Cornwall contest. With great local media support, and direct, on-the-ground engagement, for instance through a day at the mall to solicit on-the-spot video and audio submissions, we got more than 130 entries in 19 days. Then we short-listed the 20 best entries, and promoted voting: 5,071 votes were cast.
The energy and enthusiam generated was palpable. We even got CTV Ottawa coverage for this initiative. All that bodes well for the next steps in rebranding and marketing Cornwall.
NAC Orchestra season launch filled with good news
Last night, the NAC Orchestra got its new concert season underway - it was amazing: sold out concert hall, a fabulous Beethoven Festival kick off program, great energy on stage and in the hall.
Over the last year, I've led the NAC Orchestra's Audience Development project. Working with many talented people at the NAC from music to marketing to production to management, I've provided research, analysis, insight as well as strategy process facilitation. Together, we've been plotting the strategic moves needed to build larger audiences.
The following is an excerpt from a press release the NAC Orchestra issued a couple of days ago - the kind of news that truly endorses the analytics, strategy and facilitation work:
"Subscription revenues have surpassed the $2 million mark with more than 13,000 subscription series already sold – over 800 more subscriptions than this time last season. The Beethoven Festival, led by Pinchas Zukerman – which includes several concerts in the classical series – has proved extremely popular with six of the ten concerts sold out in advance of Opening Night on September 19. Continuing strong sales bode well for the entire Festival and the full season of classical music programs. The TD Canada Trust Family Adventures with NACO led by Principal Youth and Family Conductor Boris Brott has seen a rise of more than 46% in subscription ticket sales compared to this time last season, while the CTV Pops Series under the artistic direction of Principal Pops Conductor Jack Everly has increased by 10%."
"Success is attributed to a comprehensive Audience Development Programme on which the NAC Orchestra embarked a year ago using extensive research into its audiences’ interests and priorities together with analysis of 20 years of sales trends. Initial improvements include implementing a wider range of (and in some cases lower) ticket prices throughout Southam Hall to offer greater access; increased flexibility in packaging the classical, pops and recital series – a move that has resulted in a 37% increase in “pick-your-own series” sales; and adding more access to artists through post-concert talkbacks and live NACOcasts (podcasts) to complement the traditional pre-show chats. Other initiatives include additional interactive web features, starting with the Beethoven Festival; more comprehensive house programmes, and special appreciation events for new and long-time subscribers. And this is just the beginning."
Over the last year, I've led the NAC Orchestra's Audience Development project. Working with many talented people at the NAC from music to marketing to production to management, I've provided research, analysis, insight as well as strategy process facilitation. Together, we've been plotting the strategic moves needed to build larger audiences.
The following is an excerpt from a press release the NAC Orchestra issued a couple of days ago - the kind of news that truly endorses the analytics, strategy and facilitation work:
"Subscription revenues have surpassed the $2 million mark with more than 13,000 subscription series already sold – over 800 more subscriptions than this time last season. The Beethoven Festival, led by Pinchas Zukerman – which includes several concerts in the classical series – has proved extremely popular with six of the ten concerts sold out in advance of Opening Night on September 19. Continuing strong sales bode well for the entire Festival and the full season of classical music programs. The TD Canada Trust Family Adventures with NACO led by Principal Youth and Family Conductor Boris Brott has seen a rise of more than 46% in subscription ticket sales compared to this time last season, while the CTV Pops Series under the artistic direction of Principal Pops Conductor Jack Everly has increased by 10%."
"Success is attributed to a comprehensive Audience Development Programme on which the NAC Orchestra embarked a year ago using extensive research into its audiences’ interests and priorities together with analysis of 20 years of sales trends. Initial improvements include implementing a wider range of (and in some cases lower) ticket prices throughout Southam Hall to offer greater access; increased flexibility in packaging the classical, pops and recital series – a move that has resulted in a 37% increase in “pick-your-own series” sales; and adding more access to artists through post-concert talkbacks and live NACOcasts (podcasts) to complement the traditional pre-show chats. Other initiatives include additional interactive web features, starting with the Beethoven Festival; more comprehensive house programmes, and special appreciation events for new and long-time subscribers. And this is just the beginning."
Monday, September 17, 2007
First post
Hi there:
I've started my own strategy consultancy a few months back. It's called Strategic Moves - Thinking: Business.
Coming from 10 years in the agency world - and another 6 before that in book publishing - I figured I should have a web presence. But rather than a "web site" I thought something interactive like a blog - something where a conversation can happen. That could be interesting. Might even be meaningful if we keep at it.
I invite you to a conversation about people and the power we have to shape and transform business. Put another way, customer insight meets creative business strategy. Or yet another, what does a business or an organization have to do, how does it have to behave, in order to gain the trust, respect and, yes, purchase power of its audiences? With the rapid changes marketing and communications has experienced, driven by real people, not so much by gurus, all manner of organizations have been challenged to learn to connect again. Marketing professionals and their agencies seem pre-occupied with how to "harness consumer power" - as if that was actually possible.
I'm interested in thinking about that kind of thing and I'm interested in sharing experiences about what's working and what's not.
Let's chat.
I've started my own strategy consultancy a few months back. It's called Strategic Moves - Thinking: Business.
Coming from 10 years in the agency world - and another 6 before that in book publishing - I figured I should have a web presence. But rather than a "web site" I thought something interactive like a blog - something where a conversation can happen. That could be interesting. Might even be meaningful if we keep at it.
I invite you to a conversation about people and the power we have to shape and transform business. Put another way, customer insight meets creative business strategy. Or yet another, what does a business or an organization have to do, how does it have to behave, in order to gain the trust, respect and, yes, purchase power of its audiences? With the rapid changes marketing and communications has experienced, driven by real people, not so much by gurus, all manner of organizations have been challenged to learn to connect again. Marketing professionals and their agencies seem pre-occupied with how to "harness consumer power" - as if that was actually possible.
I'm interested in thinking about that kind of thing and I'm interested in sharing experiences about what's working and what's not.
Let's chat.
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