Finding a marketing channel magic bullet is impossible.
Wouldn’t it be nice to have a single marketing channel that allowed you to reach all of your customers and prospects? Think about how it would affect your marketing efforts. You could invest your time in optimizing every aspect of the channel instead of searching for new ways to connect with the people most likely to buy your products and services.

There have been times that we have come close to finding this holy grail of the marketing world. When Montgomery Ward decided to mail catalogs to rural residents, he expanded his reach and created a new industry. He found a magic bullet that opened stores in individual’s mailboxes. It took over a hundred years for another marketing channel that dramatically changed the way we reach customers and prospect to appear.

The Internet was the next magic bullet. It expanded marketing’s reach from the mailbox into the home. More importantly, it altered the functionality of marketing. Instead of spending all of our time hunting for prospects to target, we found that our efforts could attract customers. Historically, successful advertising and direct mail campaigns were the result of extensive research to find the people most likely to buy specific products or services. The Internet was a game changer because it provided the opportunity for those people to find the companies. Searching for the proverbial needle in the haystack shifted to focusing on making it easy for the people to find websites with the products or services needed.

When social media emerged the magic bullet cry was heard around the world. The new game changer was supposed to replace traditional marketing, but it was missing a key component – the ability to stand alone. It turns out that social media doesn’t replace other marketing channels; it simply provides another way to communicate with people. Contrary to the promises, social media is more of a service tool than marketing channel. Adding a good social networking strategy to a solid marketing program improves customer retention, increases sales, and reduces costs.

Marketing is continuing to evolve. Searching for the magic bullet that forever changes the way we do business is a waste of time. There are too many options available to confine a marketing strategy to one channel. The time people spend in one place is fractured. They shift from home to work to play to television to Internet to social networking platforms. There are multiple options within each of those places. Finding customers and prospects is much more challenging and expensive than it was five years ago.

Micro-marketing is the future. We have to implement strategies that economically create a presence for the company in every channel the customers and prospects visit. Doing it well requires vision, planning, and discipline. Doing it well also binds customer to company increasing sales and reducing costs.

Direct mail, ecommerce, email, bricks-and-mortar stores, and mobile are among the most important marketing channels today. Integrating them so customers have a seamless experience is a top priority. Adding social to the mix is next. If the foundation is solid with flexibility built in, creating a presence on new channels and platforms is simple. If the foundation has cracks in customer care, inventory management, employee morale, and any other aspect of managing the business, it will fail.

What are you doing to solidify your foundation?

Email Debra at dellis@wilsonellisconsulting.com.

DISH paints trucks instead of responding to customers

Lost opportunities and missing service

The dispute between DISH Network and Media General started with a compensation disagreement and escalated to a request for FCC mediation. Until it is resolved, eighteen channels in ten states have gone dark. This leaves DISH customers and Media General viewers in limbo until the two can work out a solution.

Both companies are looking for support from the people affected. Media General ran news stories before the channels were blocked. The media organization continues the charge with online messaging that includes promotions for digital antennas so viewers can receive the signal without DISH.

Can't access our channel? Buy antenna here...

DISH is fighting back with Google ads, messages painted on company trucks, and information on the website:

DISH Stands for You

DISH Network has a strategic advantage over Media General in the lobbying for support process. The company has a customer database complete with email addresses. Reaching out to customers with information prior to the blackout and an option to subscribe to updates provides an opportunity for DISH to keep existing relationships good and create new ones. Unfortunately, it is now a lost opportunity.

What’s worse than losing an opportunity?

DISH has gone beyond lost opportunities into the land of alienating customers with their scripted automated responses to emails. According to the company’s website, it is standing for the customers and wants people to help by not switching providers and lobbying lawmakers.

Dish Lobbies Customers for Support in Dispute

Somewhere along the line the DISH Network management team missed the lesson on customer engagement. It’s a simple lesson that can be summarized in one sentence: Engaging customers begins with personal communication. A neighbor shared her experience and frustration with me. It was too good of an example not to share with you.

We live in the mountains where signals bounce like a red rubber ball on steroids. Antennas pull in a multitude of channels at one home and nothing at the house next door. Media General’s suggestion to get an antenna doesn’t set well with people who know that they are in a signal free zone. My neighbor has DISH Network and loves CBS, one of the Media General stations in the blackout. She emailed customer service with this request:

“I know that we lost WSPA due to a contract dispute. It is my understanding that Media General was asking too much money. I only want DISH to pay a fair amount. I miss my CBS channel. I do not care if it is WSPA or another channel. Could you please provide us with a CBS channel at least thru time frame of 8-11 pm eastern time? I am unable to get local channels. I bought several different types of antennas and they will not pick up the local channels. Thank you.”

DISH responded with this message:

“Dear DISH Customer,

Thank you for your e-mail. We value your business and the opportunity to discuss our negotiations with Media General, the owner of your local station.

We offered short-term extension to Media General so customers would not be impacted by these negotiations. Media General refused this extension and instead is attempting to extort a rate increase of three times the previous rate DISH paid Media General. This is simply not fair. In an effort to reach an agreement, DISH offered to match the rates paid to Media General by our pay-TV competitors. Additionally DISH offered to pay Media General the same rates we pay to other affiliates in the same market. Unfortunately, Media General flatly refused both of these offers.

We have successfully reached agreements with hundreds of local stations across the country in the past year. We understand the marketplace well and remain hopeful that we will successfully reach a fair agreement with Media General.

For the latest information, please visit HYPERLINK http://www.dishvaluepledge.com www.dishvaluepledge.com.

Sincerely,
DISH”

This message is so wrong it is almost insulting to the recipient. The top two issues are:

Personalization – The original inquiry was sent using the DISH Contact Us form on the website. It requires the phone number which provides access to customer information. The customer’s name should have been used instead of “Dear DISH Customer:”

Message – The message doesn’t answer the question. It simply repeats the company’s position on the dispute and directs the recipient (AKA the customer who pays for the service) to the website for more generic information.

But, wait! There’s more!

Unfazed by DISH’s lack of customer care, our heroine responded with this message:

“Thank you for explaining about the negotiations with Media General. But my question was would you please provide CBS from a different provider. Since Media General is being unreasonable then another CBS option should be available.”

This is the message that every company in a dispute that affects customers should want to receive. It shows support for the company while requesting an alternative solution. Apparently DISH wasn’t appreciative because this response was sent:

“Dear DISH Customer,

Thank you for your e-mail. We value your business and the opportunity to discuss our negotiations with Media General, the owner of your local station.

We offered short-term extension to Media General so customers would not be impacted by these negotiations. Media General refused this extension and instead is attempting to extort a rate increase of three times the previous rate DISH paid Media General. This is simply not fair. In an effort to reach an agreement, DISH offered to match the rates paid to Media General by our pay-TV competitors. Additionally DISH offered to pay Media General the same rates we pay to other affiliates in the same market. Unfortunately, Media General flatly refused both of these offers.

We have successfully reached agreements with hundreds of local stations across the country in the past year. We understand the marketplace well and remain hopeful that we will successfully reach a fair agreement with Media General.

For the latest information, please visit HYPERLINK “http://www.dishvaluepledge.com”www.dishvaluepledge.com.

Sincerely,
DISH”

My neighbor didn’t find it nearly as amusing as I did. It isn’t often that you get to see a company using automated email to destroy relationships. Remember the strategic advantage DISH has over Media General? Instead of capitalizing on it by being responsive to customers, the management team used resources to paint trucks.

For information on how to automate email marketing and other best practices, visit 31 Ways to Supercharge Your Email Marketing.

Poor usability affects customer behavior

Understanding customer behavior gives you insight to the processes people follow when making a buying decision. Ideally, the information you gain from data diving guides good marketing and management decisions. But, what if the data integrity is compromised by usability, processes, and policy? Does the information gained help or hurt the company?

Target’s now famous analysis that unwittingly outed a pregnant teen to her father has undoubtedly contributed to the company’s growth. Statisticians used product purchase history to assign a “pregnancy prediction” score. Marketers then used the score to target customers with advertisements and coupons.

Amazon uses the website review system to capture information about products consumers have purchased from competitors. That information is combined with customer behavior to create targeted email marketing to attract more sales:

Amazon targets customers by purchases

The introductory line reads, “Amazon.com has new recommendations for you based on items you purchased or told us that you owned.”

Behemoth companies like Target and Amazon have the resources to invest in deep data diving to find better ways to market. Smaller companies seeking growth and better margins are following the big boys’ lead. “Big data” has become the buzzword of the moment and marketing trend to watch.

Prior to searching for new ways to target marketing messages, Target and Amazon focused on the shopping experience. Usability and preference studies were conducted to find out how people interacted with different channels. Systems, processes, and policies were reviewed and revised as needed to provide better experiences. The companies built a customer care foundation first. This serves as a launch pad for improvements. Without it, growth is almost impossible.

The rush to participate in the big boys’ game hurts companies that don’t have a solid customer care foundation. No amount of analysis and marketing can make websites more usable, employees care more, or customers happy with bad service. The best return on investment comes from improving the customer experience. Data can help with the process but it doesn’t replace the need.

Most people want to be recognized as the best but only a few are willing to do the heavy lifting required to make it to the top. Customer behavior analysis is an escalator to growth and profitability for companies with a solid service and experience foundation. Without the right infrastructure, it is a money pit. Before considering a big data dive, invest resources in optimizing your website, training your team members, and improving your service. The process is hard work. The returns are excellent. And, you may find that the data you would have used to make business decisions is flawed.

A recent review of a company’s customer behavior suggested that customers preferred telephone ordering over online. The marketing manager explained that they had an older customer base that liked talking to customer service representatives. The explanation was reasonable until I visited the website. Navigation was virtually impossible. The search box only worked when the exact item number was entered. Several of the top selling items didn’t list prices or have an option to buy. A banner reading, “Call 1-800-XXX-XXXX to place an order” was posted instead of “Add to Cart.” Do customers prefer to order via telephone or do they have no other choice?

Data integrity is always an issue. Even in controlled tests, information can be corrupted by external sources. Customer behavior analysis is a good tool for gaining insight into opportunities and challenges. Just be careful about letting the numbers drive decisions. They may be wrong. Before jumping into the big data pool, test the water by starting small, testing well, and continuously watching for external factors that affect the results.

If you want to discuss how this applies to your business, please email me at dellis@wilsonellisconsulting.com.

Are management issues keeping your integrated marketing campaigns from working?

Integrated marketing campaigns begin with internal operations

Today’s multichannel marketplace requires marketing campaigns that cross channels and platforms with ease. The messages that attract prospects and engage customers need to be targeted and consistent. Ideally, they move people from observation to active engagement in the buying process. The need for integrated marketing is established. Why is it almost impossible to find examples of companies doing it well?

Integrated marketing campaigns are starting in the wrong place.

The best marketing fails without processes, systems, and service to support it. Marketing teams try to connect the dots between advertising, email, direct mail, social, mobile, and every other channel or platform with the company’s presence. Herding cats is easier because every touchpoint has unique characteristics that have to be accommodated to work.

Designing a successful integrated marketing campaign requires in-depth knowledge of how everything works. Marketers tend to be department and channel specialists. Marketing integration requires general practitioners that are channel agnostic and seek interdepartmental cooperation. One person doesn’t have to know it all. A team approach works well if it includes members that have the required knowledge and the willingness to cooperate with each other.

Customer experience determines relationship quality and drives long-term success. Experiences begin with marketing and end with consumption. Every component has to revolve around the customer. A good experience encourages people to come back for more. Marketing has to start with consumption and work backwards to create successful integrated campaigns. This requires participation from customer service, product development (or merchandising), IT, and public relations. Simply put, marketing teams need to include representation from other departments. Integrated marketing begins with departmental integration.

Speaking of herding cats…

If the idea of interdepartmental meetings makes you cringe, rest assured that you are not alone. Most companies have an established pattern of departmental sibling rivalry. Before the marketplace expanded into a multitude of channels, in-fighting slowed growth. Now, it derails both growth and profitability. Everyone in the company has to work together to create better customer experiences at lower costs. Internal “us against them” attitudes have to become “our company against the world” challenges.

Before planning the next integrated marketing campaign, seek some interdepartmental cooperation. Advance planning will help keep your meetings productive. Here are some do’s and don’ts to get you started:

Do start at the top. The executive team has to lead by example. If the leaders of the company are adversaries, how can anyone expect the employees to work together?

Don’t let past issues interfere with current objectives. Instead of rehashing old issues, create an environment where people work together to resolve them. Pointing fingers don’t solve problems.

Do mend fences. Be the first to reach across the aisle and offer peace. When someone starts, it is easier for others to follow.

Don’t let hurts or slights fester. Changing behavior isn’t easy. When people fall back into old patterns, address it immediately. Lingering issues spoil future opportunities.

Do focus on the future. Keep everyone looking at where the company is going instead of wallowing in the past. If necessary, bring in outside help to get over unresolved issues.

Don’t forget to celebrate. Small wins lead to bigger ones. Celebrate when things start falling into place and people will work harder to make it happen more often.

If you want to discuss how this applies to your business, please email me at dellis@wilsonellisconsulting.com.

Business Fundamentals beat Rainbow Chasers

Growing a company in a thriving economy is challenging. Growing one when economic issues are the hot topic for every news outlet borders the impossible. The terrorists elected to lead our country use the threat of catastrophic economic failure to make their case for their chosen positions. Their unilateral failure to lead stifles hope, creativity, and productivity.

There is a perfect storm brewing that threatens the future for businesses seeking growth and profitability. The type of business doesn’t matter. All companies are affected whether they are business to consumer, business to business, or professional services. The storm has two fronts. The first is the climate of fear provided by elected officials and perpetrated by news media. The second is the replacement of proven business fundamentals with magical thinking.

Social media is almost always associated with magical thinking. The channel is an easy target but it is not the biggest offender. The magical thinking associated with business as usual planning is much worse. There is nothing in today’s marketplace that suggests that running a business as usual strategy will work. The world is different. Adapt or die.

When speaking with management teams, I find that the words “business fundamentals” and “business as usual” are often considered interchangeable in the conversation. They do seem similar but are strikingly different. “Business as usual” is doing the same things that created success in the past. People continue to do this even though it isn’t delivering successful outcomes. Einstein defined insanity as doing the same thing and expecting a different result. If that definition is correct, there is a lot of insanity in companies today.

“Business fundamentals” are the essential part of your business that doesn’t change over time. Relationships, productivity, management, quality, and value are all business fundamentals. Common sense is also a business fundamental that seems to be forgotten in the craziness that permeates our society today.

The way we communicate with others changes as technological advances make connecting with others easier and faster. History is filled with corporate downfalls that came after companies failed to adapt to changes in the marketplace. Future history will host even more sad stories because complacency has replaced the drive to excel. Being good enough may keep your company afloat for a few years but it won’t create the foundation required for long term success.

The companies that survive the perfect storm will replace magical thinking with innovation and focus on the business fundamentals that best serve customers, employees, shareholders, and corporate objectives. Concepts like big data, omnichannel, and viral messaging will be left to theorists and academia while developing the processes required to deliver on customer expectations.

The people who argue for big data, omnichannel, and viral messaging need to spend some time on the business front lines. Customers want problems solved. Period. The problems and solutions vary by company and industry but the concept is simple and straight forward. People don’t care how their problems are solved. They simply want it done quickly, efficiently, and effectively. It is the company’s responsibility to define the how.

The four top areas for magical thinking are:

Business as usual – The world is changing. Hunkering down won’t protect your business in these challenging times. Your company has to adapt or die. Innovation is even better than adaptation. Redefining your business to anticipate the needs of your customers leads to growth and profitability.

Big data – The idea that every business has a goldmine of information just waiting to be mined is appealing. Big data is the gold rush of this century. A few will convert data into sales, but most will have nothing to show for their investment. It’s hard to believe that people think companies unable to provide consistent service experiences can change the future with datasets.

Omnichannel – The omnichannel experience where all channels work together as one is an illusion that has no reality basis. There are too many third party participants to ever expect a seamless integration of channels and data. Even if it were possible, the return would never justify the investment. People have individual preferences that dictate the channels they shop. Only a few will cross all channels.

Viral messagingSocial media promised a future impossible to deliver. Expecting conversations to replace proven marketing tactics is unreasonable because people tend to discuss bad experiences more than good. Trying to create viral content uses resources that would be better allocated to serving customers.

The cure for magical thinking is:

Focusing on relationships – Customer loyalty motivates people to overlook minor issues like a less than seamless shopping experience between channels. Invest resources to discover what your customers want and how they want it delivered so you can meet their expectations.

Designing and implementing good processes – Every service breakdown is caused by a process failure. The right processes combined with good training keeps everything running well and efficiently. Start with problem areas and work through them until your business operates like a well-tuned machine.

Choosing channels and platforms wisely – How do you know which channels and platforms are best for your business? Your customers are already there. Follow their lead to the location and then create a great experience for them. When they move, follow.

Mastering active channels – Participating in a multitude of channels creates a jack of all trades but master of none environment. Every channel has nuances that make the experience better for your customers. Use them to differentiate your company from the competition.

Taking care of business – Your company has to have a solid foundation to grow. Neglecting business fundamentals to chase rainbows is dangerous. Conduct a corporate audit of your marketing and service activities to identify what works. Let go of everything that doesn’t provide benefits.

Controlling what you can and letting everything else go – Word of mouth has always been the best form of marketing. The reason it works so well is that it is not controllable. Instead of trying to generate viral content, deliver customer experiences worth sharing.

For information on how this applies to your business, email Debra at dellis@wilsonellisconsulting.com.

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