Active Tense

Apr 13
2009

Marketing is a verb.  Seth Godin points it out in his book Tribes, but the fact is any dictionary will tell you the same thing.  The point is that, as a verb, marketing is about doing something. 

As with anything in life, action creates reaction.  It's a basic law of physics that also applies to51drpze7irL._SL160_PIsitb-sticker-arrow-dp,TopRight,12,-18_SH30_OU01_AA115_ marketing. Not all marketing gets the reaction you want.  Some seems to fall on totally deaf ears, but in reality, may be softening a final sale. It's what makes marketing maddening.  Sometimes you can't prove beyond a shadow of a doubt what works, but you do know what doesn't.  Doing nothing doesn't work.  

The goal of marketing is to get your company into the customer's conversation zone.  If you're not talked about, considered, or part of the discussion, you're invisible.  That's not a good marketing strategy, and yet it's the summary of most marketing plans in the industry.  

In the days of yore (probably only 10 years ago), marketing was thought to be reserved for big companies with big budgets.  The world has changed, and some of the most effective marketing is not expensive, close to free, does take time and thought, and has flattened access to all companies big and small.  In fact, smaller companies may be able to do modern marketing better. 

"Big budgets may be more of a hindrance than a help for many package-goods brands coming up with ideas that resonate with consumers, " stated Unilever's Chief Marketing Officer Simon Clift at the Advertising Age Digital Conference.  As one of the largest companies in the world, Unilever still has a decent marketing budget, but Clift implied the healthy budget may make it too easy for Unilever's team to fall back on old ways rather than come up with innovative marketing ideas.  Necessity continues to be the mother of invention, and even if your budget is small to nonexistent it doesn't mean your marketing should be as well.  Rather, it means you need to be smarter about how you market, but market you must. 

Full disclosure: I used to work for a Unilever company.  It was a great experience, and probably gave me my first taste of the power and importance of marketing. If there's one thing consumer goods companies don't take for granted, it's marketing.  You shouldn't either.  B:B can learn much from B:C companies, not the least of which is the importance of being front of mind with a consumer, client or prospect long before the sale is made.  

Don't have time or the desire to do a marketing plan?  Just start by asking yourself one simple question: "What do you need to do be more top of mind with your ideal customer?"   Whatever the answer, that is your first marketing action step. Get started today. Remember action creates reaction, so just get moving, or as marketing genius company Nike would advise: "Just do it."

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Beware of Innovation

Mar 06
2009

The word that is.  Recently I went on a printer's web site that claimed innovative service.  Well said, but was it believable?  Not if you looked at the rest of the web site surrounding the words. 

  • The copy had been written for a long shelf life and had not been updated in a few years or months. 
  • The pictures were pale (innovation would imply vibrancy to me), and the photos showed presses. Perhaps they were innovative presses, but from the customer's perspective, who can say?
  • There were no innovative aps — pages flipping, audio files, video.
  • There was no interactivity — not even one form to fill out, or "contact us" button — and those aren't really very interactive.

In short, the web site was nothing more than words on the screen, reflecting the printers penchant for putting words on paper, but little else.

So here's the question:  Who are you marketing to anyway?

If it's a potential customer (as one would hope), the word "innovative" has to reflect what it means in customers' minds and has to have some teeth behind it. Before you claim to be innovative, it would be nice to know exactly how the customer defines it, but you don't have any more time to wait. Start getting info from customers, but meanwhile — tomorrow — start updating your web site.  It's hard to claim "innovative" anything if you don't even have an innovative "skin", or web site.  It's a basic just like having a modern building with running water.  And, it doesn't have to cost you a small fortune.  Just like flat screen TVs, iPhones and all other technically wizardry, web programming and design has also become more affordable. Go get you some — technical wizardry that is.

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Get Personality

Mar 01
2009

1:1 marketing by definition is about getting personal — letting the recipient feel like a person, someone who you know. Increasingly, companies understand the value of getting personal.  What they are less comfortable with is getting personality.  Since marketing is about personality, it's little wonder that so few companies are masters at it.

Creating a corporate personality is something many companies overlook, ignore, or perceive as outside their comfort zone .  Then, those very same bland companies wonder why they're perceived by customers as a commodity. 

On that note:  Just this week the NY Post announced that it is not renewing Liz Smith's contract, valued at $125,000.  Liz Smith isn't upset because she gets to now "post" every day on the web instead of only a few days a week in print. Coming from the newspaper world, I can assure you that the Post's marketing budget is well in excess of $125,000 and they would be hard pressed to find a better way to spend their marketing money. Why?  People like to follow people.  You would think newspapers would know better, but alas they don't.

Consider this item from the 2/28/09 New York Times article on the now dead Rocky Mountain News in Denver:

"A lot of people are very upset, but I saw this coming," said Larry Britton, a 61-year-old electrician who grew up reading The Rocky but found it less relevant and distinctive in recent years. "You could swap writers around and not see a difference," Mr. Britton said.

There's a lot to learn from newspapers in their ongoing and current demise.  If you don't want to follow in their footsteps, don't assume that they are all that different from you.  Instead, look to learn from their experience. Invest in a personality. It's something that can differentiate you. A personality is what makes people talk about you.  Some will love you. Some may not.  But, the marketing point is, they will be talking. That used to be called "Word of Mouth."  Now, it's just Buzz.

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A Fuller New Year

Jan 04
2009

Some consider Buckminster Fuller one of the greatest minds of the 20th century. Going into the end of the first decade of the 21st century, it's clear his teaching is still critical reading.  I recently stumbled upon a site called Ready, Aim, Inspire that provides leadership insights and quotes. A write up on Buckminster Fuller by authors Medard Gabel and Jim Walker on the site synthesizes his thoughts into a 10-step blueprint for problem-solving leadership in an age of rapid change. If one thing is certain it is that we are in a period of rapid change. Therefore, I'll be highlighting some of the 10 steps in future posts. If you believe as I do that problem-solving leadership is a key talent for this century, then it seems fitting to start this year with a tip of the hat to Buckminster Fuller, or Trim Tab as he liked to be called.   More on that also in a future post.  

Not surprisingly, this year's Top Management Conference keynote presentation is dedicated to the topic of leadership.  Dave Ulrich, author of Leadership Brand: How to Give Yours the Competitive Edge will discuss how leadership drives company performance and real leadership endures over time. Perhaps that's why Buckminster Fuller remains relevant. His insights endure and inspire.

In the beginning of every year, we make lists of our resolutions to help us set goals or realize dreams. Most consumers fail in their resolutions exactly where we as businesses fail in meeting missions — in staying focused on them. Life, or business pressures take over, and we allow them to take attention away from stated goals. That's where Fuller is said to have excelled and differentiated himself.  The authors write: "Fuller was always considering not just important things — but perpetually attempting to discern the most important things and placing them in the context of extraordinary times. 

NAPL's approach to staying focused on the important things is a consistent focus on strategic planning. NAPL President Joe Truncale is a sought-after speaker on the topic and conducts several customized on-site planning sessions at printing companies around the country. In addition, Strategic Planning is a dedicated track at the annual Management Institute held in August in Washington, DC. And, this year, NAPL is creating a workbook that outlines its unique approach to strategic planning and facilitates companies starting the planning process on their own. For more information on the workbook, e-mail our internal strategic planning expert — Joe Truncale.

The morale I'm taking away from studying Buckminster Fuller is this:  in extraordinary times it's more, not less, important to stay focused on what's important, and strategic planning helps leaders keep the company on course. Serious goal setting, unlike pie-in-the-sky resolutions, is a hallmark of leadership and a key step to staying focused on the right things particularly during challenging times.

A Happy and Prosperous New Year to our LInked In Group.  If you just recently joined the group, please look at past posts, and note the current deadline of February 1, 2009 for NAPL's new Marketing Award. It's just one way to start the new year off on a positive note!

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Marketing Shoes

Dec 13
2008

It’s the end of the year and a great time to look back on all things accomplished, particularly because it has been a difficult year. After all, it’s easier to get things done when times are good.  It’s exceptionally noteworthy if you can point to accomplishments during the lean times. 

Tooting our own horns is something this industry does not excel at. Ironically, it’s also something marketing people don’t excel at — on their own behalf. They are trained to promote a company, a service, a product or a person, but rarely take the time to promote themselves and what they have accomplished on behalf of their client, which is also frequently their own employer.  No wonder that marketing CMØs have short career spans or that marketing is, many times, the first department or service to be cut from a strained budget. 

That’s why I’m happy to announce that NAPL has just launched a new Award for Marketing Excellence that will showcase not only great marketing done on behalf of a graphics company, but also on behalf of a client.  It’s a new award sponsored by Xerox and open to the entire industry. Of course, there is a break in entry fees for NAPL and NAQP members as well Xerox Premier Partners, but even for the unaffiliated entry fees are reasonable and the potential rewards great for differentiating your company in the marketplace.

Announcement of the award first went out on Friday and the award will be promoted more heavily in the next two weeks, but as a Linked In Group member, you’re getting early notice of this opportunity. To access the award form online, go to www.napl.org/marketingaward.   

If you’re not a marketing person, please forward the link on to someone who is and deserves recognition.  By design, we’ve made entry easy as we all have more than enough to do these days.  But like the shoemaker who doesn’t fix his own shoes, Marketing and Print people don’t toot their own horns nearly enough.  So, here’s an end of the year horn tooting opportunity  that you can do long before the New Year’s horn tooters start in.

Hope to see your entry soon!

~ Rhona

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Ideas for Tough Times

Nov 10
2008

Group management took a bit of back seat this month as I headed out to Chicago with other NAPL staff to attend GraphExpo. It was a great show, and as you are preparing 2009 budgets, try to put in dollars to attend the 2009 Print Show at McCormick in Chicago.  As great as GraphExpo was, and it was, Print is bigger and better and only comes around every four years.

It was at GraphExpo that our Group hit the 100 member mark.  I'm planning a new feature in celebration, but meanwhile LInkedIn  has created some new features including an ability to upload articles for sharing among the group. If you come across an interesting article, please feel free to post it and please engage with other members who have started a discussion topic.

Of course, it's nearing year-end and everyone is deep into budgeting for 2009. Since the news isn't all that rosey, most are anticipating cut-backs, but don't go into your planning assuming doom and gloom.  At GraphExpo, our chief economist Andy Paparozzi addressed the NAPL Board to give his take on the economic fronts ahead. Here's the bad news: the recession will be longer and stronger due to lots of bad decisions in the financial sectors.  Here's the good news: it won't be a depression and those who plan will come out of it stronger.

Andy presented a powerful graph that has now been shared with NAPL select tier members. It shows that industry leaders went into the last recession ahead of their peers, but more importantly came out of 2003 positioned for growth that left their peers in the dust.  From 2000-2008, industry leaders grew by 71.6% while the rest of the industry only grew by 8.2%.  The difference was in the planning and proactive strategizing that leader companies did during the last recession.  The lesson is to not hide during this storm.  Digging in won't help you dig out.  Instead, face the storm head on, take careful not stupid risks, wear a rain coat, and slosh threw it.

The bad weather analogies are mine, not Andy's. But, if you want to stay up with his teams prognostications go to www.NAPLBizTrends.org.

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