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Posts tagged with Marketing

The way slogans should be

Posted on May 15, 2014 by 1 Comment

WayLifeThere’s a great article today by Gail Collins in the NY Times (My State’s Prettier Than Yours) in which she tries to understand the promotional slogans of our 50 states.  Give up Gail.  It’s incomprehensible.  State and country slogans have always been a pet peeve of mine because they usually don’t relate to anything distinct or different about the state.  Collins gives plenty of examples.  They’re usually a result of the excesses of bad advertising agencies or over zealous economic development and tourism teams.

There’s a list of state slogans at Wikipedia (List of U.S. state slogans) and 105 country tourism slogans at a blog called Tourist vs. Traveller (105 tourism slogans from around the world) along with a nice little video to show them all with their logos (which a lot of tourism development folks think is a brand, but that’s another topic entirely).  Collins covers the states pretty well so I’ll focus on some of my favorite country slogans.

Did you know Albania is “A new Mediterranean love”?  And all this time, I thought it was a mysterious country that supplies pizza parlor chefs to New York restaurants.  Austria is “Arrive and revive”.  I’m sorry. I don’t know what that means, particularly since I’ll have jet lag for a day or two once I arrive.  Here’s one I like:  Belarus is “Hospitality beyond borders.”  Does that mean I have to leave the country for hospitality?  One of my favorites is Romania because I’ve been there twice:  “Explore the Carpathian garden.”  Now, I never saw the Carpathians on either of my trips (hint:  it’s a mountain range), but I suspect that slogan will mean a lot to the winner of any national geography bee.

You have to read the list yourself.  It’s full of surprises.  (Actually, I think that’s Connecticut’s slogan.)  You can travel from Pure Russia to 100% Pure New Zealand in a few lines.  (Maybe Russia only got to 90% so they didn’t want to tell us how pure they are.)  “Bolivia awaits you”, which is nice to know since I probably won’t make it there for a few years.  The “Dominican Republic has it all” so don’t confuse that with “Honduras, todo esta aqui.”  They have it all too but only in Spanish.  I also like “Paraguay, You have to feel it!”.  I’ve been there too and I suppose they’re talking about their vicious mosquitoes.

Τhe amazing thing about all of these slogans for states and countries (cities have them too; don’t get me started) is that they say absolutely nothing about the country, its culture and what makes it distinct and different.  Years ago, states had mottos or nicknames that said something about them and often appeared on auto license plates.  Alabama was “The Cotton State”, Florida was “The Everglade State”; Georgia – “The Peach State”; Hawaii – “The Aloha State”; Michigan – “Winter Water Wonderland” and so on.  Washington D.C. was “Nation’s Capital”, which tells me a lot and that no other state can say.  Now, it’s become “The American Experience”, which is ironic since it’s never been a place that Sarah Palin went looking for her “real Americans”.  As a child, I always loved the slogans on license plates and could recite a lot of them.  They told me something different about each state and I wanted to visit them all.  Now they all blend into a meaningless hodgepodge that I bet nobody but each state’s tourism employees can recite.  It’s bad for the state or country, self-aggrandizing and simply poor communication.

I used to live in Maine and often drive there for long weekends.  We have a house there and a car with Maine plates that says “Vacationland”.  I like that, although I also like that it’s been called “The Pine Tree State.”  Sure, there are pine trees in other states but drive into Maine and you’ll think there must be more of them there than anyplace else and it does give you a picture.  For many years, they had a slogan on a sign when you enter the state, “The way life should be.”  Yes, it’s another one of those silly slogans but I have to admit that as someone who lived there for 25 years, seeing that sign always made me feel like I was home.  It meant a way of life to me and I hoped for others visiting for the first time.

40937319A few years ago, they added another sign about a 100 feet further down the road that read, “Worth a visit, worth a lifetime”, which signaled to me that they hired a new ad agency that wanted to establish its own brand of creativity.  Then, a year or so ago, they plastered “Open for business” underneath “The way life should be.”  I suppose it’s nice that the state is trying but did anyone check to see that Forbes put Maine last in its best for business rankings?

OpenForBizAt its core, this is all about determining what a state or country’s marketing strategy is because slogans, if they have any purpose at all, should tell us why that place is worth our patronage for business, tourism or simply, aspirations. Anyone who pays attention to strategy knows that it must tell us why the product is both distinct and different from any other, and if that strategy is not true to what’s being delivered, it is totally meaningless.  Slogans, however, have become a tactic conjured up by advertising or public relations agencies without a thought to strategy and that’s why they are incomprehensible and instantly forgettable.

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Strategy? Why do we need that?

Posted on November 21, 2013 by 10 Comments

I went to a wine event today in New York for the Bordeaux wine region.  While there, I asked the representative of one of the wineries, “What’s your strategy for the U.S.?”  She responded, “Strategy?  Why do we need that?”  I gave her some reasons but the conversation didn’t go very far.

When I returned to my office, I got an email from the Pew Research Center titled “Experts rank the top 10 global trends.”  When I clicked on the link, I found a report from the World Economic Forum on the 10 most important global trends based on a poll of 1,592 leaders from academia, business, government and non-profits.  Here’s the list:

  1. Rising societal tensions in the Middle East and North Africa
  2. Widening income disparities
  3. Persistent structural unemployment
  4. Intensifying cyber threats
  5. Inaction on climate change
  6. Diminishing confidence in economic policies
  7. A lack of values in leadership
  8. The expanding middle class in Asia
  9. The growing importance of megacities
  10. The rapid spread of misinformation

So what do these trends have to do with something as everyday as buying a bottle of wine?  Plenty.

It’s great that a provider of any product or service believes theirs is the best but neither consumers nor b2b markets think in linear terms.  Every decision is made in relation to another.  If I’m nervous about the state of the world, that will effect how I make decisions, and what and when I buy.  If I’m an importer or distributor and concerned about unemployment and the impact of economic policies, I may want to hedge my bets with tighter inventory control.  As people focus on the macro trends that affect us all, how companies approach the environment, social responsibility and their own governance (ESG) effects our perceptions of their brands.  It goes on and on whether you’re a consumer or corporation (remember, somebody once said, “Corporations are people, my friend.”)

If you don’t have a strategy that helps you wind your way through this maze or a brand with values that reassure consumers and customers, you’re dead in the water and it won’t matter how many fancy events, e-newsletters or facebook followers you have.

5year copy copySomething else was interesting to me at today’s Bordeaux event.  As I went around and asked people about their wines and what makes their winery better than the rest (to which there were a lot of blank stares), nobody asked any questions about me, about my tastes, concerns, or needs.  They may as well have been Enomatic wine dispensers with an information rack underneath.  Most handed me a sheet of paper about their wines in answer to my questions anyway.

There was neither strategy present nor any attempt at customer engagement.  I imagine the woman who asked me why her company needs strategy poured a lot of wine today.  At the same time, it wouldn’t surprise me if at the end of the day, she moaned about some of the trends on the list and how they were making life more complicated.  That’s too bad.  Strategy is the direction that helps us wind our way through and around those trends and we all give our loyalty to those that help us do that.

FutureShift asks a lot of questions and listens carefully so that brands and strategy resonate with customers to increase their engagement and loyalty.  It works.

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Where does good strategy begin?

Posted on November 11, 2013 by 1 Comment

There’s always a rush these days to get plans into action.  Action is what we value, just as we’re always looking for someone who “can hit the ground running”.  But what if they’re running in the wrong direction?  And how do you know in which direction to run?

The answer to that mistakenly comes in businesses doing what they’ve always been doing and whenever possible just running faster.  In the accelerated competitive environment of New York City, we’ve become accustomed to stores, restaurants, professional services and even hospitals suddenly disappearing.  These businesses failed even though they worked harder and ran faster than anyone around them.  Why did they fail?

Most likely, they never asked their customers whether the direction they were going, the products and services they were offering or the benefits they perceived internally met customer needs.  It’s the rare manager or entrepreneur who can intuit what the market is looking for.  Otherwise, there would be a lot more people like Steve Jobs around.  Businesses have to get feedback from their customers and understand how to match their offerings with what customers are seeking.

Not surprisingly, customers often see product plusses and minuses in completely different terms than the companies selling them.  The best advertising campaign in the world won’t convince customers that they should be seeking something different.  We’re just not in that linear world of the 1950s and 60s when we could be told what detergents make our clothing cleaner and then march in lockstep to the store to buy them.

Of course, businesses don’t always listen to their customers because internal beliefs are so strong as to refuse to change their strategy to meet customer needs.  Here are three examples to consider:

  1. Several years ago, we were asked by the Chilean Pisco industry to provide a strategy that would open up the U.S. market for them.  If you don’t know Pisco, it’s an eau de vie, somewhat like a refined grappa, that’s made in Chile and Peru.  Our research found that bartenders believed it made most vodka-based cocktails more interesting and one of our key strategic recommendations (futureshiftpisco.com) was to unleash the creativity of bartenders with a series of tactical programs that would challenge them to develop great Pisco-based cocktails that their customers would love. But Chile is a country where perfection in planning is highly valued and established.  That works when building bridges, tunnels and skyscrapers, of which you’ll see many in Santiago these days but not when variable decisions are involved as with bartenders and their customers.  The Chilean Pisco industry decided to design several “perfect cocktails” that they could then promote in the U.S.  The result?  Peruvian producers who gained a better understanding of the U.S. bartender now dominate the market.  There’s still time for Chile to adapt as Pisco still is not well known in the U.S.   They simply have to acknowledge that their customers have more power than they do.  Easy, right? Ad campaign #1
  2. While we’re on Chile, let’s move to technology.  This time the Chilean technology industry told us they wanted to sell their growing tech industry to U.S. companies.  Chile had already achieved tremendous success in establishing itself as a successful place to locate an offshore tech center.  Now, they wanted to have a presence inside the U.S. to provide SaaS and enterprise integration products. Again, we spoke to prospective customers for these talented Chilean companies and were told that if they could establish partnerships with Chilean companies in Latin America, a piece of their U.S. business would likely follow.  (FutureshiftChileIT.com)In other words, help us in your territory and then we’ll reward you in ours.  U.S. companies wanted to understand the Chilean miracle and how it had become an export powerhouse. But just as with Pisco, the forces that worked internally in Chile were too strong to persuade them to adopt a market-oriented strategy in the U.S.  Six Chilean IT companies came to the U.S. trying to sell their services based on low prices.  But why go to a company thousands of miles just for low prices when that can be found down the road?  Today, there is only a small amount of programming work going to Chilean companies, as talented as they are. Ad campaign #2
  3. Most recently, we conducted a research and strategy project for the Maine lobster industry.  Following 200+ interviews, there were a number of findings in that report that showed how Maine lobster possesses attributes to restaurant and hotel chefs that were not being considered within the industry.  There is ample opportunity for the Maine industry to differentiate its brand from all competitors.  However, lobstering is a traditional industry and change does not come easily.  Like the two Chilean examples, internal beliefs in Maine are strong.  Most lobstermen are focused on their first transaction with a dealer when they bring their catch to the dock.  The needs of restaurant and hotel chefs can be perceived as a distant concept and there is little patience for the time it takes to raise the foodservice market’s demand.  The local dealer and summer tourist who loves to sit at the water’s edge, even though they both pay rock bottom price, is more concrete.  It’s been that way for more than a hundred years so change, despite market feedback, isn’t easy.  There’s cause to remain optimistic but it remains to be seen whether Maine’s lobster industry adapts.

In each of the above cases, the right strategy began with listening to customers.  That helped set a direction for the industry to go.  But at that point, industry members often put up obstacles to change.  After all, it’s far more difficult to do something new than the things you’ve been doing for dozens of years, even though they may not be working.

FutureShift develops brands and rebranding programs by understanding how customer decisions can increase engagement and loyalty.

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Objectives, strategy, tactics and goals: A recipe for confusion

Posted on July 23, 2013 by 9 Comments

Business managers and their consultants often talk about strategy, yet they frequently misunderstand what strategy is, why it’s important, and how objectives, strategy, tactics and goals are related. The confusion seems to exist because our business culture values action.  “I’m looking for someone who hits the ground running,” is a common refrain from CEOs who believe action is what creates results.  But the real question is “what direction are they running?”  Action without direction is meaningless or even harmful to the potential success of a business.

It’s simple enough to say that “objectives are measurable, strategy is direction, and tactics are actions.”  Yet, the question still asked is: “How many strategies should we have?”  Of course, if strategy is direction, how many directions can you go at the same time?  No wonder we’ve become accustomed to business plans underperforming. Marketing departments and their agencies often don’t know what direction they’re going or they create separate strategies for each tactical execution. Consequently, tactical programs may have no clear direction or consistent messaging and the result is that they get lost in the competitive clutter.

Building a business is like crossing the ocean

A clear example of an objective, strategic options, and tactics may help clarify the confusion. Suppose, for example, we decide to sail a boat across the Atlantic Ocean. This isn’t something most of us will ever do but objectives, strategy, tactics, and goals as well as research, even management teams, become crystal clear when setting out to cross the ocean and they’re no different than they are in business.

For fantasy purposes, we can become part of the idle rich and plan to sail our boat from the Chesapeake Bay area to the mouth of the Mediterranean in late June.  Why not?  The Mediterranean is a nice place to spend the summer.  Since we’re in a hurry to get there in time for party season, we’ll set an objective of reaching the Mediterranean in 20 days.  So now, we’ve set an objective and it’s measurable.  We can break it down further to measure our progress along the way.  It’s about 3,800 miles in a straight line across, which means we’ll have to average about 190 miles every 24 hours.  That will require an average speed of 7 nautical knots per hour (a little more than 8 miles per hour).  That may sound slow but we’re dependent on the vagaries of the wind and weather conditions as we sail across.  More importantly, we now have a set of metrics by which we can measure our progress, a key component of objectives.

To take our fantasy voyage further, we’ll need a boat and considering our objective, we might want one that’s about 60 feet long, something like the one in the photo.  This boat is called a Swan 60 and is made by Nautor in Finland.  Nautor makes safe, fast and beautiful boats and we’ll pay a pretty penny for the privilege of owning one.  Fully equipped, we’re looking at around $3.5 million but hey, it’s only money!  The good news is that the Swan 60 has what’s called a hull speed of about 10 knots (approx. 11.5 mph).  Without going into a technical definition, hull speed is the approximate maximum speed a boat can go.  The exception to hull speed is when a boat surfs in high winds on top of the waves.  If we can get our Swan 60 surfing, we can probably sail at speeds well over 15 knots.  So averaging 7 knots across a 3,800 mile span of ocean does not seem out of the question.

Now we have our boat and you can think of it the same way as we might a business.  It has an owner (a wealthy one) who may or may not be “skipper” (no jokes please) or managing director.  We’ll need a navigator, who can be compared to a combination of a Chief Technical Officer and Chief Strategy Officer, and a Tactician, our Chief Operating Officer to keep us going at maximum speed.  Then we’ll need some specialists, people who excel in working in different areas of the boat and handling a 60-foot yacht’s large sails.  Also, we’ll need an experienced sailboat cook who knows how to keep a crew happy while being tossed around in large waves.  We’ll want experience all around as ocean sailing is not for novices.  In all, our team may total 14 people.  Our boat only sleeps seven but we’re sailing non-stop 24/7 so we’ll need enough people to manage the boat while others sleep.

Selecting a strategy

You can see by now that we’re building a small company that has an ambitious objective.  Now, it’s time to select a strategy, a direction we’ll take to reach the Mediterranean on time.  We have some difficult choices to make.  It’s time to do some research.

We’ll study historical weather patterns, learn the prevailing winds, ocean currents, note the islands or hazards we might see along the way and course taken by other boats making the same crossing.  We learn that there are three optional courses across, each with its strengths and weaknesses.  We can devise a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) for each of them.  The map below shows our choices.

  • Course 1:  High-risk; High-reward

This is a strategy that has some clear risks but also enticing opportunities.  It takes us northeast along the U.S. and Canadian coastlines.  As the prevailing summer winds are out of the southwest, we’ll be sailing downwind, which should give us more speed.  We’ll also be assisted by the Gulfstream currents, which run along a path from the Bahamas northeast into the Atlantic at an average rate of 3 knots.  Then, if weather patterns hold, we should have good winds reaching down the European coast to get to our destination.  The risk is that we’ve added about 1,000 miles to our course, which means we need to average 9 knots, which is pretty aggressive.  Another risk, more precisely, a threat, is the possibility of sailing among drifting icebergs, once we’re off the Labrador coast.  Our research has told us that iceberg fields breaking off from the Greenland glaciers are common during the summer months.  That’s not a problem for us during good weather but it’s difficult to see an iceberg at night (memories of the Titanic).  So in the end, we have a potentially fast crossing to meet or exceed our objective but with some significant risks.

  • Course 2:  Shortest Distance

This is a strategy that takes the shortest possible course using the curvature of the earth to shorten our path. It still has the potential risk of icebergs but it is more manageable if this becomes a problem.  We’ll gain less of a push from the Gulfstream and may find ourselves stuck with low or no wind for days in a mid-Atlantic high-pressure system, but it seems to strike a middle ground that still makes our objective within reach.

  • Course 3:  Nice & Easy

This strategy is the most conservative.  It enables us to stop along the way in both Bermuda and the Azores, enabling us to replenish our supplies 700 miles east of the U.S. and about 1,000 miles west of the Mediterranean, with a gap of about 2,000 miles in between.  This course reduces the risk of being exposed to extreme weather along the way and allows us to spend a night or two in safe harbors along the way.  The risk is that high-pressure centers regularly sit in the middle of the ocean in late June and we could have to drift windless or move at low speeds for days.  This may make it difficult to reach our objective on time.  (BTW, this course appears shorter when viewed as flat surface but is longer when going around the diameter of a sphere.)

Our three strategies are not too different from what we may see in business, one that is high-risk, high-reward, one that is safe but potentially slow and one that is a middle ground or compromise between the two.  Which should we choose and what happens if we recognize that we’ve made a mistake?

Suppose we’re aggressive and have tremendous confidence in our abilities to manage the boat and navigate the seas. Past success might even blind us to some of our weaknesses.  When hubris takes over decision-making can be reckless (memories again of the Titanic…or hundreds of failed businesses).  Let’s assume we select the high-risk course that takes us far north but in doing so, we either find the hazards of icebergs to be too many, the seas to be too rough or even the winds to be less than we anticipated.  As a result, we decide to change strategies and move mid-course to another direction.  One look at the “course change” on the map shows the cost of making this correction, which is likely to make our objective much more difficult to reach.  The lesson, of course, is that selecting the wrong strategy and making a change has costs, which can be significant.

Tactics and goals

What about tactics and goals?  How do they factor in and how should we think of them.  During any period of time, we’re going to take specific actions to increase the speed of our boat.  We might put up different sails, larger or smaller, to better take advantage of changing winds. Or, we might want to be on a slightly more advantageous course to gain speed.  These are tactics but are not strategy, as they don’t alter our overall direction in reaching our objective.

Imagine a boat (or a business or someone who hits the ground running) that is all tactics but has no strategy.  It would always take every possible action to increase its speed regardless of the direction it is heading.  It might even go in circles and get nowhere very fast.  Tactics will not reach a productive objective without strategy to provide guidance.

Finally, where do goals fit in?  Goals are long-term milestones that you want to achieve.  (e.g. “I want to be a better sailor/manager/person.”).  Objectives are fixed and have specific requirements, which can be measured.  Objectives have structure; goals do not.  Goals can never be accomplished without objectives but objectives without goals won’t create the long-term change you desire.

Hopefully, that clarifies things.  Following college, I crewed on a large sailboat crossing the Atlantic.  Our owner chose “Course 3: Nice & Easy” and we paid a price for it.  It was slow, slow, slow – 27 days across.  But one of my strongest memories of that trip was listening to our marine radio and hearing reports of sailboats dodging icebergs in high winds only a thousand miles to our north.  It was an example of how the wrong strategy can have its costs, either going too slow or too fast, but it cemented the concepts in my mind forever.

At FutureShift, we provide research-based strategic services, but are often asked to run workshops that help clarify the confusion around objectives, strategy, tactics and goals.

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The problems with Big Data and how DirectLink™ solves them

Posted on April 17, 2013 by Leave a comment

FutureShift is a data-driven strategic and brand planning company, which uses its proprietary software to develop databases and customer feedback that enables direct communication to any user defined segment.  

If you’re like most people in business today, you’re probably talking about “Big Data” and what it can do for you.  One can hardly scan the business section of any newspaper or magazine without reading about it.

On April 15th NY Times, columnist David Brooks wrote an excellent article about the limits of Big Data.  It’s titled, “What You’ll Do Next”. It was of interest to me because we offer large-scale, qualitative customer intelligence to our clients with the ability to instantaneously email people who share a distinct set of differences.

Let me explain because it’s really quite simple.

The purpose of research or recording data (quantitative or qualitative) is not to tell you what people have in common but what drives them apart.  If in your marketing, you find the common denominator between all your customers and then deliver them a message that addresses that commonality, you’re actually speaking to no one.  You haven’t addressed any particular interest that anybody has that might indicate that you understand their specific needs.

This is why we use (or build) your database to tell you how your customers are different from each other and how they want that difference to be addressed.  As Brooks points out, “People are discontinuous…the passing of time can produce gigantic and unpredictable changes in taste and behavior, changes that are poorly anticipated by looking at patterns of data on what just happened.” Nothing could be truer in marketing today.

One of the problems with Big Data is that it is essentially a rear-view mirror. It looks for past patterns of preferences based on purchases or contacts and assumes their patterns will tell you how they will act in the future.  Brooks quotes the Viktor Mayer-Schönberger and Kenneth Cukier book, “Big Data,” noting “this movement asks us to move from causation to correlation.” But he writes, “Correlations are actually not all that clear.  A zillion things can correlate with each other depending on how you structure the data and what you compare.”

We’ve all probably experienced this when buying products ranging from books to vacuum cleaners from Amazon.  You’ve surely seen, their notations that people who bought these books, also bought these.  What they’re doing is simply taking your history of book buying, comparing it to others with similar lists and laying what those people bought next onto your page.  In other words, past history from people like you equals future purchase probability and with enough purchase data, there may be some accuracy in that prediction.  However, Amazon can’t know that last week I had no interest in buying books about terrorism and this week, sadly due to the events in Boston, I do.  Until I make my purchase, but then all kinds of things can intercede with my buying decision.  There are just too many potential disruptions to patterns of purchases to be good predictor of future behavior.

We’ve created a forward-looking mirror called DirectLink™ We ask your customers “what if” and “why” questions.  We capture their words and then quantify their ideas, perceptions and motivations.  Then, we give you the ability to instantly segment them and download the email addresses of any segment you select.

With DirectLink™, you can immediately see what differentiates your customers, the words they use to describe their differences and their emails so you can you respond specifically to their unmet needs.  Most purchases are motivated by either frustrations or the need to fulfill unmet needs.  Big Data doesn’t engage customers to determine their frustrations or needs.  DirectLink™ does. In doing so, you are directly engaging your customers to increase loyalty and ultimately, sales.

Learn how Futureshift would approach your marketing challenge or arrange for an online demo of DirectLink™  by calling 212-444-7192/7193 or email strategy@futureshiftnow.com

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A difficult year to create a holiday cartoon

Posted on December 20, 2012 by 1 Comment

As many of my friends and associates know, I create a holiday cartoon every year with my good friend and former business partner, George Hughes.  This is the twelfth year that we’ve created a cartoon as the centerpiece of our holiday card.  George and I used to own an advertising agency together and we began to create cartoons there as one of the agency’s creative teams.  Now, as owner of my strategy consultancy, Futureshift, and George, who has gone onto wherever old artists go, continue to take on this annual project.

George illustrates and I write, although our best work has always come from equal collaborations.  When I moved to New York in 2000, through a series of coincidences, the famous cartoonist, Jules Feiffer, saw a few of our cartoons, liked them and sent me to The New Yorker to meet with their cartoon editor, Bob Mankoff.  When I called Mankoff, I used Feiffer’s name, which I’m sure is the only reason he took my call.  He told me to come in the following Tuesday and bring a lot of work.

I showed up at the appointed time with around a hundred cartoons.  Mankoff went through about 30 of them, never cracked a smile, told me most of them were terrible and before I could run to the door, said, “Show up every Tuesday with new work.”  That’s the way of the The New Yorker, I suppose.

For the next six months, I showed up every Tuesday with 7 to 10 new cartoons.  However, being a cartoonist wasn’t my day job nor was it George’s.  Mankoff always would tell me how we weren’t funny or our jokes didn’t work and then he’d hold onto a couple to take into their final grouping of 50 to choose from for that week’s issue.  Our problem, he lectured me one week, is that we were a team and he didn’t like the idea of teams.  After a few months, he began to support our work more but eventually, we ran out of steam in the face of having other priorities.  Maybe he was right about teams.

We didn’t view it as failure but as a call to take a different, more relaxed approach to cartooning and so we formed Gigundo Industries, the world’s largest, non-existent, virtual company, which is a subsidiary of an even larger, non-existent, virtual company called Enormco.  You can visit the websites for either company at gigundoindustries.com or enormco.com and there you’ll find dozens of cartoons to look at and even buy for your presentations, brochures, etc.  (A little crass commercialism doesn’t hurt now and then.)

The process of coming up with a good cartoon is not all that different from developing a marketing strategy.  Strategy formation requires taking a complex set of both internal and external inputs and distilling them down to a single direction that fulfills unmet needs.  Cartooning does the same but it ends with turning the situation upside down or placing it in a prison, doctor’s office, caveman times or some other real or unreal situation we can all envision.

Today, George and I come up with fewer cartoons but we always work on one for the holidays.  Typically, we talk about the year’s news and try to work up ideas based on what people have been talking about that is still current or top-of-mind.  Some years have been a lot tougher than others.  I think the most difficult year for us was 2001 following 9/11.  It was impossible to come up with an idea that would be funny or ironic.  I don’t recall now what triggered the idea of the cartoon below that was the result, but it seemed right for the times.  There was no caption.  There was nothing that needed to be said.

2002 was an extraordinarily tense year and you’ll recall the heightened security everywhere in New York and in other major cities around the world.  But at the same time, we began to laugh again and take ourselves a little less seriously.  That was the year we sent this cartoon out:

By 2004, the country was beginning to relax a bit more but still always conscious of our enemies around the world.  Santa, too, we thought, would have similar concerns and we came up with this.

By 2009, we felt we could move on to other topics and that was a year filled with the lunacy of the tabloids, or is that every year?  We decided that even Santa couldn’t be immune from tabloid scandal and this cartoon resulted:

We’ve moved around to a lot of different topics including the economy, labor, health and nutrition and last year, focused on the 1% who have become so wealthy during the last decade, even Santa.  All of our Christmas cartoons can be seen at the Gigundo Industries website and that brings me to 2012.

This has been a year in which we had a nasty and competitive Republican nomination race, a tough presidential campaign, the debt ceiling negotiations, President Obama’s re-election, the fiscal cliff and this past week, the horrific mass shooting in Newtown, CT of 20 young school children.  There simply is nothing but shock, dismay and sadness that can be expressed about losing these beautiful children and six of their teachers in such an awful incident.  The murders have been followed by outrage and arguing between defenders of gun rights and advocates of gun control.  While the majority of voices seem to be on the side of doing something about the seemingly endless stockade of automatic weapons in this country, we again seem so polarized in every societal issue that comes before us.  Where is there humor in that?  It’s hard to find but when you think about Santa’s world, you have to wonder how our times are affecting him.  Is his world as polarized as ours?  Of course, we’d like to think not, but then Santa has to decide whether we’ve been naughty or nice and you have to admit this has not been an easy year for him to make that decision.  That idea set our minds to wondering…and we came up with this for our 2012 holiday cartoon:

What else is there to say?  We’ll all find out on Christmas how Santa decided.  I hope that you and your families have a day filled with love, peace and joy.

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3 social media/research enhancements you’ve never seen before

Posted on October 25, 2012 by 3 Comments

In the mad dash to build Facebook and LinkedIn communities, something has been missing.  Companies have been campaigning for as many Facebook “likes” as possible but now, they’re asking, “How do we know if our message is getting through?” and “Is there any way to tell whether (1) awareness is being raised; (2) brand loyalty is increasing; and, (3) social media is having an effect on sales?”

They’re good questions to ask and now there is a way to answer them.  With a simple link on your social media page, you can gather comments and get key strategic questions answered by your social media network.  With our DirectLink™ software, you can ask them questions about their understanding of your brand, unmet needs and the information they’d really like to have from you.  They can be open-ended questions that allow people to write as much as they want and then you can apply these three new tools:

1. See what they’re writing in real time – as they write it!

Now, you can actually monitor what your community is saying about you and how they’re answering your questions.  Take a look at the example below for one of our clients that is a wine producer.  The question asked is “Please describe the qualities that you find in our wines that differentiate them from other wines at any given price level.” With one click on the button on the upper right that says “Get Verbatims”, everything written in answer to that question immediately appears.

And if you want to see all of the text responses quantified, you simply close the verbatims screen and bar charts appear showing how all of the answers have been categorized.

In other words, we’re quantifying qualitative information – conversational text – and enabling you to see the actual words behind the data.  It’s like listening in to hundreds of conversations about all the questions you want answered about your brand.

2. See the key words they use while they’re using them.

When considering the key needs among your customers to address, it helps to know their top-of-mind thoughts.  Word clouds can provide a quick look at what any customer group is saying about your brand.  With one click on the “Word Cloud” button, you’ll see your word cloud develop before your eyes.

DirectLink™ automatically throws out the meaningless words such as articles, pronouns and other common words that might improperly skew the response.  Still, there will be words you’ll see in the word cloud that get through the screening process but don’t provide insights.  DirectLink™ enables you to quickly toss out those words.  For answers to the same question as above, “Please describe the qualities that you find in our wines that differentiate them from other wines at any given price level.”, we tossed out seven additional words to get the picture above.  It’s as easy as clicking on the words you don’t want and the word cloud quickly reforms.

With this feature, you see the top-of-mind thoughts your customers have and the descriptive words they use.  Every product or service creates its own lexicon of words that both the trade and consumers use.  Now, you can see what those are and use them to talk to your customers.

3. Segment your customers instantly and respond immediately.

A common reaction to seeing what people say about you is to think “if only I could talk directly to these people about their beliefs.  Then, I could convince them.” Now, you can!

To the same question above, we wondered if the media that follows the wine and spirits industry might have different topics on their minds.  So, we quickly selected only the media respondents, clicked on the Word Cloud button and this picture appeared: 

Whereas the top-of-mind words used by the larger audience were “food, fruit, price, friendly, oak, aging”, the media has prominently added “complex” and “smooth”.  If we were to speak about these wines to a journalist then, we might stress both the complexity and smoothness of the wines as being key factors that make them so good with food.  It’s this type of parsing that can enable you to tailor your response to any particular trade or consumer group based on factors that you define.

Now, let’s go a step further because DirectLink™ makes a seamless connection between survey responses and direct marketing.

Among the DirectLink™ features on the control panel, you’ll see that there is another button on the upper right that says “Get Emails”.  Clicking this button immediately downloads an email list of only those people who responded to the question or multiple-questions you selected.  You can send them an email using the words they’ve used in response to your question that is specific to their ideas, perceptions and beliefs.

Who can use these 3 features that come with DirectLink™?

  • Brand marketers trying to understand what people think about their products.
  • Sales managers who want to improve and tailor their sales pitches.
  • CEO’s who want to test a new strategy with their customers.
  • HR managers who want to assess employee morale or improve internal services.
  • Trade association managers who are seeking ways to raise awareness and open doors for their members.
  • Foreign trade development officers who want to better understand what makes their country attractive.
  • Tourism departments that want to know what will motivate consumers to visit.
  • PR and ad agency account executives who want to know what’s on their client’s customers’ minds so they can address them in marketing communications.
  • University and college administrators that want to understand and respond to student or alumni views.
  • Non-profit development directors seeking the keys to increased fund raising.
  • Political campaign managers who need to understand what voters want.

The list goes on and on.  All of the above have used DirectLink™ in the past and now these new features make it even more effective and faster.  We can make your social media programs more effective and improve the ROI of research or direct marketing programs.  If you’d like to know how DirectLink™ can help you and see an online demo, let us know.

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2 contrasting days in America

Posted on October 13, 2012 by Leave a comment

It has been several days now that we watched the Vice Presidential debate and have been subjected to a discussion that’s more about whose demeanor and facial expressions have been better than about their policies.

Depending on from which side you see things, President Obama has either brought the economy back to a place where it can now recover or he’s brought us to a Leninist-Marxist precipice.  Governor Romney is either the biggest liar that has ever run for president or he is just the man we need to help America get back to its revolutionary roots.  It’s that extreme and it’s that myopic.  We’re losing sight of the big picture.

Yesterday, I attended the annual shareholders’ conference for The Baron Funds, a group of mutual funds led by Ron Baron who believes that it’s the quality of people who make great companies and that investing in them is a long-term bet on America.  The event is held each year at New York’s magnificent Lincoln Center. 4,000 shareholders attended.

During the morning, you get to listen to presentations from CEO’s of companies the funds have invested in.  Then at lunch, various entertainers perform in one of the many auditoriums at the Center.  Yesterday, the choices were British rock singer Joss Stone, Broadway star Kristin Chenowith, or jazz stylist Harry Connick Jr.  After returning from lunch, the senior analysts from each of the Baron Funds engages in a panel discussion about the past year’s performance and how they pick stocks.  When this ends, there’s a musical performance from a big name headliner.  In the past, it has been people like Rod Stewart, Bon Jovi, Elton John and others who you’d pay a lot of money to see elsewhere.  Yesterday, the headliner was Celine Dion – more on Celine later.

I don’t know if Ron Baron chose the CEO’s who made their morning presentations to make a point about the country’s economic stewardship.  I want to believe he did.  Here’s a brief encapsulation:

  • David Rubenstein, Co-Founder & Co-CEO of The Carlyle Group showed a different set of values for private equity firms than we’ve seen during the past year from Governor Romney’s turn at Bain.  From its start in 1987, Carlyle now manages $160 billion in investments with the goal of supporting good companies that create jobs and prosper for their shareholders AND employees.  For all his success, Rubenstein exhibited an amazing self-deprecating sense of humor and stressed the importance of giving back to America.  He has put his money where his mouth is by joining Warren Buffet in giving his fortune away.  What came across more than anything is that good values build great companies.  By the way, he said he has no problem with the regulations imposed by Dodd-Frank, which some politicians want to remove.
  • Steven Spinner, CEO of United Natural Foods was a little more meat and potatoes in his presentation…well actually, more tofu and bulghur… but he expressed a need to be more conscious about our environment and both the chemicals we put into our environment and our bodies.  The company is now the largest distributor in the U.S. and Canada of natural and organic foods and has become a $4.5 billion company with 65,000 sku’s and 23,000 customers.  Healthy foods raise our awareness of our environment and build successful businesses – quite a contrast to the right wing preaching that the government (and in particular, Michelle Obama) is trying to force feed us healthy foods we don’t like.
  • Robert Katz, CEO of Vail Resorts showed how a sizable business ($1 billion +) dependent on nature can prosper when it focuses both on good environmental stewardship and helping people enjoy all the recreational possibilities that enables.  What’s interesting is that they don’t own the land their resorts sit on.  They lease it from the National Forest Service, and have to work with the Service to show they are deserving of both permits and leases – a great example of how government helps improve our lives, supports business and is worth the investment we all make in it.
  • Frank Coyne, CEO of Verisk Analytics is all about Big Data.  This company dominates the insurance risk assessment business.  I have no idea of his political leanings (or most of the others for that matter) but he’s a former Marine who grew up in a lower middle class family from Scranton, PA.  There was not a trace of ego in his presentation.  He is clearly an American success story who rose from the middle – no trickle down there.
  • Kevin Plank, Founder and CEO of Under Armour, a $2 billion company that began in his basement in 1996, told an amazing story of how his experience as a college football player took him on a search to find better performance athletic clothing.  He displayed optimism, competitiveness and personal charm in telling his success story.  There was not a hint of dismay in his approach to the future.
  • Rich Barton, Co-Founder & Executive Chairman of Zillow, Inc. was the moderator of the analysts’ presentation so he wasn’t really focused on his or his company’s story.  However, he founded both online travel giant, Expedia, and Zillow, an online real estate search site.  He’s another American success story who displayed extraordinary optimism.

The last presentation of the day came from Ron Baron, CEO of Baron Capital Group.  Baron founded the funds in 1982.  Today his enormous success has made him a billionaire.  I’ve never met the man but in every conference I’ve attended, he always stresses his middle-class roots in New Jersey, his optimism about American business and his belief in America.  He doesn’t hesitate to mix patriotism into business.  As in past years, Broadway star Kelly O’Hara came out to sing America The Beautiful as everyone sang along.  This year, there was an additional treat of Kristin Chenowith singing the national anthem.  She raised the roof and 4,000 hearts with it.  (That girl has pipes!)

Baron gave his outlook on the economy, the stock market and reminded us why a long-term investment philosophy in good people who build great companies pays off .  He praised Federal Reserve Bank Chairman, Ben Bernanke for his stewardship of the economy to a smattering of applause.  He showed how the stock market has climbed 60% since the days of doom and gloom four years ago to wild cheers.

Then, came the part that left me stunned.  He noted that we’re soon to have an election between President Barack Obama — maybe 20% of the audience applauded — and Mitt Romney to loud, enthusiastic applause that drowned out anything that had preceded it.  It left me wondering whether anybody had been paying attention all day.  The contrast to private equity investing with the Romney approach from David Rubenstein ‘s Carlyle Group couldn’t have been clearer.  Protection of our food sources and environment have helped businesses succeed, not fail due to over-bearing government regulation.  The economy never fell off the cliff.  Businesses and the stock market prospered and now they’re cheering for an uncertain change that promises to strip away a lot of the government support and regulation that has contributed to both success and fairness?  I don’t get it.

I grew up in a family that was firmly Democratic, although I believe I am more fiscally conservative than my parents.  While I live in New York, I continue to vote in Maine where I still own property.  There, like many Mainers, I’ve settled into a mode of independence, voting for moderate Republicans like Bill Cohen and Olympia Snowe, independents like Angus King and Democrats like George Mitchell.  The contrasts to me this year couldn’t be clearer.  While I’ve lost some of my love for President Obama, I think he provides a healthier direction for America.  We have serious problems to fix but I don’t believe those will come from cutting everything except defense and frankly, I have a problem with disingenuousness.  Neither party can claim sainthood in this regard but I saw Romney claim himself as “severely conservative”, heard his campaign manager say they could just take out the “etch a sketch” and remodel him once the Republican nomination was secure and now he’s transformed himself into a moderate.  It reminds me of that famous Lincoln quote:  “You can fool some of the people all of the time, and all of the people some of the time but you can’t fool all of the people all of the time.”

In the end, just like Ron Baron says and practices, it’s about people and their values.  Not only do good people build great companies but they also build great countries.  I left the conference a little dismayed at the shareholders’ reaction to the election but still optimistic about the long-term.  To that, I can thank Ron Baron for this annual event.

This brings me to Celine Dion.  I’m not a fan and never have been.  She’s too kitschy for me.  Yes, she’s talented and a professional song stylist who’s benefited from great writers but in one song, Kristin Chenowith blew her away.   After all the great rock stars I’ve seen at this event, I was surprised at her appearance.  “Las Vegas East”, Ron Baron called it.  It certainly was.  Her big band, violins, lots of costume changes and a self-aggrandizing video were all on display.  Like so many other successes — only in America.

I thought of staying for a few songs and then leaving but then I thought of my daughter.  She’s a fledgling comedy writer in LA and she loves Celine.  She’s dreamed of going to Las Vegas to see her and has even asked me to foot the bill for the $250 ticket.  You can imagine how far that went.  But as Celine came on, I texted her knowing that she would be excited.  It was only the texting banter between us that kept me there for the duration.

Here it is:

So the afternoon entertainment is Celine.

SHUT UP!

Here she is:


You are breaking my heart.

HOW IS IT THAT YOU GET TO SEE CELINE DION PERFORM AND I NEVER HAVE?

Tell me everything!  WHAT IS SHE WEARING?  How many costome changes?  How many times is she fake crying?  AHHHHH

Is she amazing????  OF COURSE SHE IS!!!!

I guess because I own $30K of Baron Funds.  I wish you were here.  She’s too sappy for me.  I don’t know how long I can last.

OMG omggggggg!!!  Just revel in it.

Oh, here come all the big hits!  “I’m your lady” oooh la la

OMGgggg!!!!

Imagine her an alien from a special planet where the wind is always billowing her hair and dresses!

A lot of eyebrow action and the motions.  WAIT!  We have violins!  It’s a costume change!

AHHHHHHHH.  WHAT IS THE NEW COSTUME?

This is so unfair.

We’re waiting with bated breath.  Maybe she went out to pee.

Slinky, black and silver.


It’s cabaret time.

She’s magnificent!

I’ll record Titanic if she goes there.

OH SHE WILL AND YOU  BETTER.

She tucks her 3 little ones into bed and there’s video to prove it.

Stop it.

I think I’m going to throw up.

Me too.

It’s “Beauty & The Beast” time.

Oh, I love that one.  This is so unfair, it hurts.

I feel your pain.

It’s another costume change.

What will it be?  There’s James Bond music.

Ughhhhhhhhh

No, she just went to pee.  She’s singing “Goldfinger.”

A medley of 007 songs.  She’s got her fist in the air.  The audience is in a state of rapture.

Now, she’s patting her hip and swaying.  This Québécois lady knows how to have a good time.

She sure does.

This all sounds glorious!

A little piece of heaven.

I’ve run out of responses.

I’m just really jealous.

It’s “All by myself” now.  I know how she feels.  Carla left to go to a meeting.  So sad.

Double fist pounding on her chest.  Serious stuff.

Now, she’s singing “Spinning Wheel”.  Am I back in college?

Costume change!


This is amazing.  Never forget how amazing she is.

Elvis is in the building!

Here we go:  I’m sinking.  There’s an iceberg and the ship is going down.  I’m recording this.


It’s over.  I’m exhausted.

Holy crap!  Me too.

The Baron Funds Annual Conference is one of my favorite days of the year.  I am reminded of why I am in business and what I tell my clients through my consulting business.  I’m entertained in this incredible city and my belief in America is always restored.  This year, it also provided some fun with my daughter.  Is there anything better?

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10 ways to make your customer database work harder

Posted on September 18, 2012 by 2 Comments

It has become a standard part of every organization’s marketing plan to have a database of customer emails.  Millions of companies and institutions are sending out email newsletters, promotions and solicitations everyday, both for consumers and the trade.  You’re probably receiving many of them yourself and if you’re anything like me, you probably delete all but a few as soon as you see them land in your email box.  More often than not, these are emails from companies you know or may even have requested information from.  The others end up in your junk folder.

About 20% of these emails get opened but a much lower number are actually read — click through rates are about 5%.  Another way of saying that is 80% of these emails are never opened and 95% are never read.  When you think of it that way, you have to ask how you can improve?

At Futureshift, we have a different approach on how to make databases work harder and we put them to work for our clients.  Here are 10 tips for improving your database performance:

1.  Have a database strategy.

Think of it this way:  Would you advertise without an objective, creative strategy and message?  Database marketing is no different.  What do you want your database to do for you?  Who do you want to reach?  What do you know about them that tells you what they want to hear from you?  Do they all want to hear the same thing or should you segment them by interest or need and address them accordingly?  Think these things through and write a strategy that keeps your database use focused, disciplined and integrates it with your other marketing programs.  Otherwise, say hello to junk folders.

2.  Think of your database as a community.

If you think about databases as numbers of files and demographic fields, you’re working with an outdated framework.  Imagine that you’re the mayor of a town and each member of your database is a resident.  They live in separate areas that may have demographic and psychographic markers but more importantly, they have different needs.  Some areas may want better schools, some more security or different zoning.  Databases are no different.  They can be grouped by needs and then you can address your database members with just the information that they’re looking for.

3.  Don’t buy.  Build!

You can build your database more quickly by buying names from list brokers.  You also can alienate a lot of potential customers and get labeled as spam.  It’s better to build one by one, if necessary, even if you’re starting at zero.  There are a number of techniques that can raise awareness of your company and you’ll add prospective customers who actually are interested in learning more.  For one of our clients, we began at zero several years ago and now have 8,000 members of their trade and nearly 100,000 loyal consumers signed up.  Click-through and open rates are higher than industry averages and unsubscribes are lower.  The reason is that people want to be there.

4.  One size does not fit all

Perhaps the biggest mistake companies make with the information they send to their database members is that they send the same information to everyone.  That’s a fast way to increasing the number of unsubscribes.  People want information that pertains to their needs.  Email is similar to advertising in that you have only a few seconds to attract the reader’s attention.  It’s a quick trip to the delete key.  A singular approach, whether in e-newsletters, promotions or other announcements will speak to only one group.  Over the years, the amount of competition and market clutter has fragmented both trade and consumer markets.  You can think of it like cable TV.  We now have access to more than 1,000 channels with most focused on a specific area of programming to meet specific viewer needs (history, cooking, discovery, shopping, etc.) When programming doesn’t address needs, people change the channel…or they hit the delete key.

5. If you can only know one thing about your customers, know their frustrations.

A frustration is simply an unmet need.  If you can fulfill unmet needs, you’ll have a customer.  How do you learn what frustrates people about your product?  Ask.  Your first email to a prospective database member should be to ask questions about their frustrations and needs.  There are some easy ways to use either closed- or open-ended questions to do this.  Once you understand unmet needs, you’ll see that people can be moved into needs-based segments.  You’ll also learn that many of the demographic and psychographic markers you used to use are really not an accurate guide to predicting what customers and non-customers want to know.

6. Your job is to listen, not tell.

Most databases are used to broadcast information about companies and products, and the goal of most database acquisition programs is to build quantity rather than quality. The conventional wisdom goes that since conversion percentages run so low, you’ll need larger and larger databases so that very small number of customers will continue to grow.  But at the same time, you’re making yourself vulnerable to a competitor who is better at building database size than you and has more resources to offer incentives.  The old adage that it’s better to talk to people not at them is true with database marketing too.  Ask questions, find out what people need, and what they really want to hear from you.  We often ask “What is it about this product that companies tell you that is of no use to you?” and “What would you like to know that nobody has asked you in the past?”

7. Tell them what you heard.

Whether trade or consumer, the first question people ask is “What do other people like me think?”  B2B customers want to know how their peers are dealing with the same issues they have.  Consumers want to know how others, just like them, solved the same problems or used certain products.  This is why early chat rooms were immediately successful and led to the growth of social media.  After you ask your customers about their needs, report back to them on what you learned.  This says that you listened to them and that you have an understanding of who they are, how they are distinct and what they share with others like them.  It pays off.

8. Involvement = Loyalty

This is the payoff.  Build by asking, then listen, acknowledge and then ask again.  Stop giving a monologue to your customers and build a dialogue with them.  Do this enough and you’ll be able to get them to help you add qualified people to your database through friends and family or associates programs, join advisory boards or participate in regular feedback panels.  Over time, you can turn them into your brand ambassadors and expand your marketing reach.  Isn’t this the real goal of marketing?

Two other commonly misunderstood caveats need to be kept in mind:

9. Facebook likes are not a customer database.

Social media has its uses.  It’s a like a TV channel that goes out to the masses.  It can be great for raising awareness but it does not acquire an audience that you can always reach nor does it help you segment customer needs.  Social media is like shooting a shotgun and hoping you’ll hit your target.  They’re out there but you don’t know where they are nor when they’re paying attention to you.  Database marketing is a completely different marketing tactic and one is not a substitution for the other.

10. Using successive emails to qualify people.

Many companies capture emails from people who visit their websites.  Then they begin a series of successive emails and key future marketing based on which email garners a response.  However, it doesn’t work that way because customers don’t give you that many chances.  Keep in mind the environment in which your email is one of dozens or even hundreds your customers or prospects receive each day.  Your first email has to give them a reason to respond.  Draw them into a dialogue and then you can qualify them along the way.

Follow these ten tips and you’ll improve the performance of your database.  More importantly, you’ll get closer to your customers and create relationships that generate sales and referrals.  While I’m advocating asking a lot of questions of your database members, note that I didn’t mention market research once.   Market research will tell you what people think at a point in time and that information can be a good evaluative mechanism.  But this is about having a conversation and using some digital tools to allow you to engage your customers in very large numbers.  While we have our own proprietary tools for increasing customer involvement and loyalty, we can also help you do it on your own.  The important point is to stop looking at database marketing as a linear process and see it as a relational part of your marketing program.

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CRM Systems are a form of corporate myopia…but they don’t have to be

Posted on July 19, 2012 by 2 Comments

Investment management firms always warn that “past performance does not necessarily predict future results.”  It makes sense.  Just because an investment manager has hit it big in the past doesn’t mean that he or she will know when the next big rise or fall in the market will come.

So why doesn’t that same caveat go with Customer Relationship Management (CRM) systems?  Companies spend millions of dollars with companies like Oracle, SAP, Salesforce, Microsoft and many others (and what’s a small to medium size company to do when faced with the investment and difficult implementation?).  These systems work off of customer “touchpoints” to make relationships and customer management easier.  A “touchpoint” is any past interaction with a customer whether it is a sale where product purchase and customer demographics are acquired, a complaint, inquiry or field contact (assuming the field rep enters the information properly and accurately).

Have you ever gotten upset that you can’t understand the foreign accented customer center rep when you call to ask a question about your bill?  Some of us don’t care but others find it annoying.  It’s because the company using the CRM system didn’t note that your call should be routed to a U.S. based call center and decided it’s cheaper to have your call go to someone they’re paying only several dollars a day, customer satisfaction be damned.  CRM didn’t help there.

Or do you get annoyed when political campaigns send you two or three fund raising requests a day while never asking about your beliefs?   They use CRM too but the systems don’t gather your opinions and beliefs.  They only note where you live, how you voted last time, whether you gave before and possibly what type of car you drive and magazines you read so they can create a profile they believe is predictive.

How about coming home to find the post office has delivered four L.L.Bean catalogs?  Waste of paper?  Absolutely, but blame their CRM system for the confusion.  Amazon is quite sure that because you bought a book about wine, you’ll absolutely want to purchase a new wine cooler they’re carrying.  You may not have even noticed but their CRM system says you’re a prospect.  Millions of customers, sales, inquiries, complaints equals billions of data points so inaccurate interpretations, solicitations, mail and email deliveries are bound to happen, right?

Not necessarily.  What if something like “forward-looking CRM” were available and affordable?  Imagine if companies or politicians asked you what your needs and frustrations are and once they knew, could use that information to tailor responses to you and provide better products, services and build their overall customer relationships.  Imagine politicians asking what his or her constituents believe – the massive Town Hall that Ross Perot used to rant about – and adjusting their positions to truly be representative of what voters are telling them.  Sound impossible?

It exists

Futureshift’s DirectLink™ system enables you to ask any group what they believe and why, what their needs are and why, and most importantly, what their frustrations are and why.  You can ask in an open-ended way questions that begin with “why”, “what” and “tell us about” and people write like they’ve never been asked these questions before.  Then, CALCAT™ software takes over and helps tag ideas and beliefs so that qualitative information can be shown quantitatively in bars and graphs just like people are used to.

Below is an example of how DirectLink™ can reveal more about customers.  The topic is wine but it could be any product or service.  The question in the chart below (“What one piece of information could a winery give you that you would find valuable when selecting a wine?”) was answered by 3,119 people and you can see the array of responses.

But now, let’s say you want to know more.  How did people write about some of their answers because you might want to refine the way you give them information.  So let’s say you select the response “Flavor/Tasting notes”.  You can click that response and then one button, called “Get Verbatims”, which instantly shows a screen like below.

Now, you can read how all of the respondents talked about “Flavor/Tasting notes” and you can see the descriptive language they use or even create word clouds so the most common terms stand out and then you’ll know what the customer’s lexicon is so you can know just what language to use to talk back to them.

Now, it gets more interesting because you’ll want to talk back to them in a way that is specifically tailored to their needs.  This group has indicated that they want better flavor and tasting notes from wine marketers.  What if you have something to say to them about this?  Is there a way you can reach them immediately?  Easy!  All you do is click the button at the side that says “Get Emails” and an email list of all the people who are looking for better flavor and tasting notes downloads to your computer, or for that matter, to your mobile device if you’re on the road.  Now, you can email them something specific to their needs.  This ease in immediate implementation makes it both practical and effective for small businesses to target market.

It gets better

Typically, with most products, marketers want to get more specific in regards to addressing consumer or customer beliefs.  They might have three, four or five variables they want to combine together and this can take days to obtain multi-variable analysis, let alone find the people behind those beliefs.  Not any more.  Multi-variable analysis and grabbing the people in that specific multi-variable segment is now instantaneous and automatic.

Above, four variables have been selected:  (1) women; (2) age 50 – 59; (3) want Flavor/Tasting notes; and (4) prefer to get recommendations from the sommelier.  Now, you can look at every question you’ve asked for that group or you can quickly download a list of email addresses for this refined segment so you can send them a message tailored to their needs.  The result is a personalized response tailored to your customer’s needs.  This creates more customer awareness, interest and loyalty because you’ve shown you’ve listened and are responsive, which is the point of CRM to begin with.  Perhaps of more note, however, is how easy it is to operate the system yourself without a bevy of expensive consultants descending to your business and drowning you with minutiae.

Making CRM work better

DirectLink™ can act as a “look-forward CRM” system for small to medium sized companies with databases of several hundred thousand.  Groups can be defined by a series of responses to questions and messaging can be tailored to the language they use, beliefs they hold or frustrations they’re holding.  In this way, marketing can address the current and future needs of consumers and customers and be truly predictive at a cost that makes it more approachable than those big CRM systems.  With larger databases, DirectLink™ information can be appended to databases to make those systems “needs-based” and ultimately more effective.

DirectLink™ and its underlying software platform, CALCAT©, are proprietary products owned by Futureshift, Inc.  DirectLink™ is fully functional for both English and Spanish speaking markets.  For more information Forward-Looking CRM, write strategy@futureshiftnow.com

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