Mobile marketing: Shiny object or game changer?

The mobile environment represents a further blurring of the lines between consumer and business marketing and advertising.

The mobile environment represents a further blurring of the lines between consumer and business marketing and advertising.

There is considerable content being generated on the topic of mobile marketing. Data suggests that by 2016 there will be over 196 million smart phone users (60% of the population) in North America. eMarketer is predicting $67 billion in digital ad spending, of which $40 billion will go towards mobile internet ad spending. Obviously these are sizable numbers but we should not lose sight of the total ad spend which is close to $200 billion, with traditional (broadcast and print) representing $132 billion.

As with any projection, the numbers serve the needs of the presenter. Therefore, one must consider the source and take a rational viewpoint concerning the size of the mobile marketing environment.

People-to-People marketing and the mobile marketing environment

The mobile marketing environment represents a further blurring of the lines between consumer and business marketing and advertising. Because the emphasis is on connecting with individuals, a strong case can be made that this is a transformational shift to People-to-People marketing.

People-to-People marketing shifts the conversation from companies to individuals as the workplace is deconstructed and mobile devices become the primary business platform. Mobile technologies such as Apps and mobile web are becoming part of the marketing mix as smart phone and tablet users adopt direct brand interaction, from ordering a pizza, to tracking health trends, to mobile banking.

Preparing B-to-B brands for mobile marketing

B-to-B brands would be wise to adopt a People-to-People marketing strategy and tactical implementation as they enter into the mobile marketing fray.

First, make sure your website is ”fully responsive” for viewing on different mobile devices. One way to check this is through Google’s Mobile-Friendly Test site. This test site will analyze the URL and report if the page has a mobile-friendly design. Google is also in the process of optimizing their search engine results to favor mobile-friendly sites.

Advertising is also an option for reaching mobile users. As individuals uncouple from the traditional office environment, mobile devices become their primary business platform. Mobile programmatic advertising placement is becoming prevalent, with a host of real time bidding scenarios for placing advertising on mobile networks.

Marketers should also consider developing Apps if the cost is justified by the contribution the App makes to the revenue stream.

App development can cost between $50 and $150 thousand depending on the complexity of the App and the number of operation system platforms it is designed to run on. Think desktop, tablet, smartphone, running on IOS, Android, Unix, Windows, etc.

Once the App is built, the challenge of getting users to download and place it on their device comes into play. This can be accomplished via App stores or by direct download.

Then there’s the maintenance side of the App equation. Once it has been introduced, it must be maintained with updates as the operating system environments are upgraded and new releases become available.

Additional articles you may find of interest on this topic:

Why Business-to-Business Marketing is Transforming to People-to-People Marketing

People-to-People Marketing and “Small Data”

5 reasons why aviation manufacturers need to embrace People-to-People Marketing

Please leave your comments or thoughts below.

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In today’s ubiquitous multi-screen environment, brands must work harder to stand out and create a unique brand experience.

The best experiences provide visceral engagement involving the 5 senses to create lasting impressions

The best experiences provide visceral engagement involving the 5 senses to create lasting impressions

We stand at the threshold where multi-sensory technologies will become part of the brand experience.

The purchasing process, once dependent on advertising, salesmanship, display, and brick and mortar showrooms, has been usurped by the internet and emerging technologies. Search, brand experience, and visceral sensory excitement are becoming more important as purchasers look for personalized experiences that create lasting impressions.

It is reported that 70% of purchasing decisions are made before the buyer contacts the seller. This is why legacy brands can become invisible if they do not continually reinvest in their marketing and explore new digital channels and multi-sensory experiences.

Agile marketing

Agility in marketing equates to quick strike capability. Being able to adapt to changing market conditions provides a safety net.

Take product introduction, for example. Rolling out a new product at a trade show creates the opportunity to borrow ideas and executions from different industries. Creating a sensory bashing, multimedia experience supporting the launch generates excitement among the customer base, media buzz with the press, and social media spikes, resulting in more lead activity flowing into the sales pipeline. Contrast this with the “drop a business card in the fish bowl to win a digital tablet” approach. In addition, much of the multimedia execution can be repurposed for website and mobile video use.

Spend wisely — invest in the brand experience

Museums are a great place to start when looking for ideas for multi-sensory user ideas. The best experiences provide visceral engagement involving the 5 senses to create lasting impressions. One example was the “Rain Room,” a temporary installation in which water rains down except where sensors detect people, giving visitors the illusion of walking between the drops. It was not unusual for visitors to wait four hours or more for their opportunity to experience this exhibit at MoMA.

The connected television

You don’t have go out on a limb too far to recognize that we are creatures of habit. One habit we share is the attraction to television. Viewership is at an all-time high, driven by streaming technology and the ability to personalize media selection. The mass personalization of media will lead to more opportunities for marketers to apply behavioral targeting, tapping into big data sets and using their brand experience as a form of currency. This will encourage users to share their information, providing brands with deep insight into selection, usage, and emotional attachment.

While this may sound like future shock, it is not. Many of these technologies exist today. With implementation comes the responsibility for safe guarding users’ personal data. In the not-so-distant future, brand loyalty may hinge on personal privacy safeguards and data security.

Additional articles you may find of interest on this topic:

 Does your brand embrace change?

Why content development will drive the future of aviation marketing

Aviation Marketing: When to rethink

Please leave your comments or thoughts below.

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Why brand reputation matters in large sales

The value of a strong brand reputation plays a critical role in the extended sales process.

The value of a strong brand reputation plays a critical role in the extended sales process.

Brand reputation sells long after the sales call

In the book Spin Selling by Neil Rackman, sales methodology is explored and documented. One of the findings, supported by research, is that in large sales, the selling process is often pushed through the sales funnel by personnel internal to the buyer of the product or service, due to the number of influencers and decision makers that must approve large capital expenditures. During this extended sales cycle, it would be almost impossible for the sales rep to be present for every meeting and address every objection or question that might arise. For that reason, the value of a strong brand reputation plays a critical role in the sales process.

Brand reputation in the digital age

Brand reputation is a soft metric that does not lend itself to the analytics of lead generation or conversion. Yet it may be one of the most powerful sales influencers that a seller has at its disposal. In the digital age where every aspect of a brand can be researched by a purchaser, a sterling reputation for performance, service, and durability provides a blanket of reassurance for the purchaser. In fact, positive brand attributes can elevate the brand from competing on price alone to commanding a premium price because of the intangible and emotional connections that the purchaser establishes with the brand.

Foundation of the brand reputation is delivering on the brand promise

The brand promise is a contract with the customer that they will receive the promised brand experience. The brand experience is the customer’s interaction with the brand at various touchpoints. Examples include website functionality, customer service response, technical assistance, and delivery; even the product packaging can help deliver on the brand promise. When viewed as a whole, each of these elements contributes to the brand reputation.

Outbound and inbound marketing efforts also contribute to the brand reputation. Customer insight gained through traditional or digital channels provides the framework for key messaging which can be used in advertising, promotion, and social marketing.

In large sales, one of the challenges is keeping the prospect in the sales funnel and not having them spin off into in a different direction based on inaccurate information. Therefore, investing in the brand’s reputation keeps a consistent stream of messaging that can counteract competitors’ efforts to sway the purchaser toward their product or service offering.

Additional articles you may find of interest on this topic:

What’s your brand’s reputation worth?

Why Business-to-Business Marketing is Transforming to People-to-People Marketing

Inbound Marketing and the Prospect Pipeline

Please leave your comments or thoughts below.

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Making a case for business-to-business marketing investment

Marketing execs need to provide accountable metrics that contribute to company revenue.

Marketing execs need to provide accountable metrics that contribute to company revenue.

Soft marketing metrics don’t impress the CEO or CFO.

In most business-to-business vertical marketing segments, marketing is viewed as an expense on the balance sheet. One reason for this is that the justification for marketing has relied on soft metrics — awareness levels, brand recognition, website visitor traffic, target audience reach, etc. While these metrics are important and part of the marketing equation, they lack accountability for revenue generation. This reinforces the perception with the CEO, CFO, and COO that marketing is a cost center, not a revenue center.

Moving to a revenue center requires marketing execs to rethink their role and provide accountable metrics that contribute to company revenue.

Moving beyond soft metrics to revenue cycle metrics

Business-to-business marketers have their feet planted in two different worlds. One foot is in the traditional (and comfortable) world of paid media placement, ad campaigns, direct mail, trade shows, and public relations. These tactics yielded soft metrics and worked to exclude marketing from the revenue generation conversation. Because of this, marketing became the stepchild of sales. It was easy to see the expenditures and hard to justify the results.

The other foot is in the digital world. In this world, everything can be measured, tested, and scrutinized. This can be an uncomfortable place because there is nowhere to hide. However, it does present the opportunity for marketing to shift from a cost center to revenue generation center if it is properly planned, executed, and measured.

Where to start

Start small and plan the program with ROI measurement from the beginning. The goal is not backwards measurement to prove ROI but rather forward focused measurement that influences decision-making.

Don’t try to measure all things. Because digital has a lot of moving pieces, select areas to measure that contribute to profitability.

Plan and establish ROI estimates upfront. Consult with management team members that have a negative view of marketing, and build their pessimism into the marketing forecast. Remember, there is nowhere to hide and it’s all about making better marketing decisions that lead to revenue generation.

Success measurement

  • Select 3 to 5 key metrics
  • Measure success versus goals – good, bad or ugly
  • Drill down – measure every campaign, channel, sales rep, and region
  • Track tends over time
  • Create a dashboard that shows what marketing is achieving and contributing to revenue results

Very few small to mid-sized B-to-B brands have a 100% digital customer base. Many marketing automation programs (MAPs) lean heavily on online lead generation as the basis for marketing ROI planning. Small to mid-sized brands may struggle with this due to the size and sophistication of the markets they serve. Therefore, it is incumbent on marketers to identify digital initiatives that lend themselves to ROI measurement and revenue planning.

Additional articles you may find of interest on this topic:

Marketing Automation Platforms (MAPs)

Big data and creativity

People-to-People Marketing and “Small Data”

Please leave your comments or thoughts below.

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Business-to-business marketing and relationship building

Good business relationships are built on trust.

Good business relationships are built on trust.

The longer the sales cycles, the more important the relationship becomes

Business-to-business marketing has always been about establishing a relationship with the prospect. One reason for this is most considered purchases involve multiple parties, resulting in extended sales cycle time. With the new technology of programmatic buying and selling of digital advertising inventory, ad technology companies would like for you to believe that a constant barrage of banner ads will substitute for a relationship built on trust.

Opening doors for new business

We all rely on new business to keep our companies growing and profitable. Yet in today’s automated marketing environment, it seems that the value of relationship building (people talking to each other) has been deemed as inefficient and replaced with marketing automation platforms and churn-out emails.

To a degree, all B-to-B marketers rely on automation. The problems begin when marketers rely too much on automation and start viewing opens and click-through rates as a substitute for a person-to-person conversation.

Some sales people only want to invest their time with those who are ready to purchase. I can identify with this viewpoint; no one wants to waste his or her time on a deal that is going nowhere. But the issue remains that in the B-to-B sales environment, it can take months for a purchasing decision to be made, and during this time it can be affected by a multitude of external factors. The relationship is developed during this period as the sales person educates and counsels the prospect as to the advantages and positive results that their product offering will have on their business.

That is where the relationship comes in

Good business relationships are built on the following:

  • Trust
  • Accountability
  • Transparency
  • Communication
  • Business understanding
  • Anticipating needs
  • Delivering on the promise

There are also intangibles that go into a good business relationship, like understanding the person’s value system, as well as their background, goals, personality traits, and expectations.

This is the essence of people-to-people marketing and relationship building.

We all know the sales funnel cycle – awareness, interest, evaluation, trail, and adoption. The digital marketing environment is focused on the first three – awareness, interest, and evaluation – because it is transactional and therefore can be tracked using analytics. However, it takes a conversation leading to a relationship to move through trial and adoption.

Additional articles you may find of interest on this topic:

Why Business-to-Business Marketing is Transforming to People-to-People Marketing

Do your customers suffer from “E-fluenza”?

Why bother with branding?

Please leave your comments or thoughts below.

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Creating better content

bBrands must know themselves before they can create content that is meaningful.

Brands must know themselves before they can create content that is meaningful.

Brands must know themselves before they start to publish content.

Rebecca Lieb, Jessica Groopman, and Susan Etlinger of the Altimeter Group published “A Culture of Content,” A Best Practices Report. The report covers in detail how leading brands are creating a corporate ecosystem that encourages content development at every level of the organization. While many of their best practice recommendations were not new, one insight that stood out was that brands must know themselves before they can create content that is meaningful and helps to achieve business goals.

When brands decide to jump on the content bandwagon, they suddenly realize that an online presence can quickly overwhelm the resources dedicated to producing content. That’s why we see so much “me too” content from competing brands.

Brands that effectively deliver meaningful content share these three attributes:

  • They are the best at what they do, whether offering a product or service.
  • Everyone in the organization can articulate what makes their brand different from their competitors.
  • They listen to their customers and make the necessary changes, cultural or procedural, to enhance the brand experience.

In today’s always-on media environment, brands can feel pressured to produce content that doesn’t meet strategic criteria for being published. Leading brands have solved this problem by asking these simple questions:

  • Does this content warrant the resources necessary to produce it?
  • Will this content produce a rate of return equal to or greater than a paid media insertion?
  • Does the content solve a customer’s problem or concern?
  • Will the content support the mosaic of the overall brand story?
  • What is the shelf life of the content?

In the not-too-distant past, great brands — B-to-B and B-to-C — knew their DNA. They knew their history, where their value systems came from, and valued the inherent creativity of their employees. This was evident in their marketing and confirmed by their market share.

Today, these same traits are needed to produce content because now in the omni-channel media environment, content is becoming the face brand across every customer experience.

To download a copy of the Altimeter report, “A Culture of Content” click here.

Additional articles you may find of interest on this topic:

What’s your brand’s point-of-view?

Connecting decision makers with your brand

Finding your voice

Please leave your comments or thoughts below.