Aug 18, 2014 | Customers, Innovation, Marketing, Sales
www.strategyaudit.com.au
18 years ago running an ingredient supplier to the food industry as a contractor, I sponsored a project of quantifying a range of ingredient specifications against a matrix of organoleptic, and cost outcomes given a range of processing parameters.
Our objective was to be able to demonstrate on the spot to a customer the impact of apparently minor specification changes of the ingredient and/or processing conditions on the operational, taste and viscosity outcomes, and costs of the product. We did many hundreds of bench trials in the lab, carefully documenting progressive changes of all the parameters, their impact on the product outcomes, and recording them in a database that enabled us to call up the information at any time. This turned an ad hoc, iterative, time consuming, and inexact process requiring expensive lab time that had often taken months to complete, into one that could be done in front of the customer with a few mouse-clicks. Real time outcomes that we were confident could be replicated in a factory trial.
The impact on customers the first time they saw this capability was profound.
I was reminded of this project again recently talking to the manufacturer of extruded plastic components. His sales process involves extensive iteration on a 3-D cad/cam package following usually extensive design and problem definition discussions, and then still pretty expensive models that need to be validated before “cutting steel” for extrusion dies.
It seems to me that in the next very short time, all these processes would be able to be done in real time, in front of the customer with 3-D printed prototypes.
The intersection of sales and technology is ignored by many, for a host of reasons, but pretty clear when you think about it for just a moment. The scary part is that you no longer have to have the resources of a multinational at your fingertips, this stuff is available off the shelf at your local tech vendor, and if you are not doing it, the competitors you may not even know about probably can.
Writing this post, I also realised that we missed a really important parameter in the exercise 18 years ago, one that is the focus of my esteemed “e-mate” Howard Moscowitz‘s work. That missed parameter is what the consumer really thinks, rather than what the marketer with whom we were working thought they were thinking. This discrepancy has been made famous by Malcolm Gladwell’s celebrated TED presentation reflecting on Howards work in the development of Spaghetti sauce.
This is a whole other area where sales, marketing and technology are increasingly intersecting
Aug 12, 2014 | Branding, Customers, Marketing, Small business
Marketing has changed very rapidly from the mass outbound marketing upon which all the marketing theory and practice until about 2000, to what is often called “inbound” marketing, or in other words, finding ways to attract customers to you.
There is now a fundamentally changed capability set required to be a successful marketing executive, and to manage a successful marketing function.
- Customers are the new focus, not because of any epiphany, but because we can now see them clearly. We need to be able create situations and experiences for them to be able to engage with the proposition we are delivering them.
- Marketing is leading the digital revolution, now. Marketing was late to the table abut the pace of development of marketing automation over the last 5 or 6 years has been astonishing, and marketers need to be data analysts and automation savvy.
- Outbound marketing requires content, but no longer can you just hire an ad agency to churn out a few ads. Now the whole marketing function, and ideally other functions in a business need to become producers of content, so that consumers have something to relate to, that tells a story. These materials become the backbone of our branding activity,
- Marketers need to become remarkably ambidextrous when thinking about channels of communication. Not only do we now have a few paid outbound channels, we have a huge array of owned and paid and earned media options and platforms, all have to be managed, in concert with each other, so you get a cumulative and synergistic effect.
- Marketing needs to engage consumers in their social spaces, and on their social platforms. No longer can we just bash messages through via paid media, the challenge of engaging has become far more difficult and the location has moved from the lounge room to wherever they are.
- Branding success has always had customer loyalty and retention as an end result of any activity. Now that has changed, and we are actively developing marketing techniques and tactics to target the loyalty and retention of consumers, and the huge difference is we can now see the impact of our activities.
- Marketing agility based on A/B testing has become a core competence. This combines the data capability wit the imagination of the marketing to dream up ideas, then test and constantly refine.
Marketing is becoming the core function of every enterprise. From a bit of an extra, sometimes even seen as an indulgence 20 years ago, it is rapidly becoming evident that marketing is the most important function of every business.
Competitive success now depends as much on the quality of the marketing effort to deliver customers as it does the product and service offering. However, it is still true that no matter how great the marketing, without the product, you will not get a second chance.
Aug 11, 2014 | Customers, Marketing, Sales, Small business
Things to avoid
Small retailers see themselves as under siege, and many just hunker down and work harder to survive, for many, it is too hard.
For those that survive, some are doing really well, and there seems to be a few common themes. Few are doing them all, but all seems to be picking one or two and really delivering:
- They treat the shopping experience as an occasion, they set out to deliver to their customers fun, social acceptance, an opportunity to express themselves, deliver serendipity, information, and advice to their customers. In short they are not there to flog product, they are there to provide a service, which happens to involve customers buying stuff.
- They carve out a niche, something distinctive, and set out to “own” it, at least in the local area. A friend of mine runs a small retail business, “Affordable Decor” in suburban Croydon on Sydney. It is a small store, set away from the main roads and shopping centres, but it is unique, a reflection of Maureen’s great eye and her connection to her customer base that comes from across Sydney.
- Digital capability is almost table stakes, if in no function beyond inventory management, retailers need to be digital capable. My mate Maureen down the road in Affordable Decor does not have anything digital in her store, everything is still pen and paper, there is no website, (despite my pleading) but there is a really focused program of text messaging to her cohort of loyal customers.
- Mobile friendly is evolving as a real differentiator. A huge proportion of customers and potential customers connect using mobile, so being there is fundamental.
- Big data gets all the publicity, but what about Small data? Successful small retailers are in a position to know the details, small data, of their customers likes and dislikes, successes and failures on a personal level. It is this intimacy with customers that big data cannot hope to match, for all its great value.
For those small retailers reading this post, how are you doing?
Need someone to talk to who undestands the challenges?
Aug 8, 2014 | Management, Small business
clickconnect.com.au
Most SME’s I see are run by a single person, without the benefit of any sort of advisory board beyond those with whom he/she has dinner sometimes, when they get the time.
The hats they wear make Josephs coat look bland.
CEO, CMO, CTO, COO, CFO, CSO,…. The list goes on, up to and including CCO (chief cleaning officer), CBW, (chief bottle washer) and CSK (chief shit kicker)
These multiple roles have always challenged small business leaders, their primary resource beyond domain capability has always been time, and that is non renewable. Recently the explosion of the time and expertise necessary to have a chance at competing effectively in the face of commoditising and transparent markets, aggressive competitive activity, increasing customer scale in B2B, and marketing automation, has multiplied the size of the marketing hat enormously.
Where does the time come from?
Two places:
Focus and discipline.
- Focus on customers, and a niche where you can be significant. The old adage of big fish in little pools rather than the opposite hold truer than ever.
- Discipline to build a plan, assemble the resources to execute, then to execute with the agility necessary to respond instantly to new information, changes in the market, customer preferences, or whatever it may be, but not to be distracted from the broad objectives of the plan. The second part of discipline is to measure progress, not just against the plan, but more importantly, towards the objectives of the plan, the better to understand the next step.
Most SME’s I see have bits of both, not enough of either, so they are like empty drink cans bobbing around in a rough sea, unless they can keep upright, and plug the hole, eventually they sink.
Need some thoughts on how to identify and plug the holes?
Call me.
Aug 7, 2014 | Branding, Customers
I just had another of those really, really annoying phone calls from a call centre, and being a marketer, I cringed with shame and frustration.
After I answered, it took probably 5 seconds for the person on the other end to answer me (memo call centre managers: this is just crapppola!!)
He was probably a nice young man, just trying to make a living in difficult circumstances in, well, it was not Australia, so his first language was not English, it may not have been his second either, so it was challenging understanding him.
He had a script, yes, scripts are a necessary tool, but do not easily allow the flexibility to cope with anything other than an utterly “vanilla” conversation, and those would be as rare as a cat in a doghouse. He clearly was under instructions not to vary from the script, but to respond to anything other than my script predicted comments with “yes, thank you Mr Roberts” and then, back to the script without a pause.
At least he got the name right.
I could go on, but the point is, why would somebody trying to sell me something waste their money so comprehensively?
The possibility that this young man was going to actually engage me in any way with his product let alone extract any money from me, are about as good as my chances of playing Roger Federer in next years Wimbledon final.
Why would any marketer actually pay for this desecration of their brand?
Are they really that stupid?
Unfortunately, the answer must be yes, at least in some cases.
By the way, the product was Funeral insurance, a hard sell in the best circumstances, impossible if you treat the potential customer with contempt.
