Archive for the ‘Marketing strategy’ Category

What role does market intelligence play in your company?

Tuesday, February 23rd, 2010

Over the past six months, I’ve noticed heightened interest in market intelligence.  To learn more, I interviewed marketing executives at several local companies to find out why–and summarized the results in The Secret to Success in a Down Economy: Market Intelligence published in today’s issue of MarketingProfs.

In this article, I discussed how one mid-sized company was using market intelligence to maintain its competitive edge and then asked readers if they had made similar marketing investment decisions.   The article concluded with some questions to which I’d welcome your comments.   They are:

How about your company? Where do you turn for market information and why? How do you use it?

How are you reacting to the tight economy? Have you cut back your marketing resources or increased them?

Are you spending more money on pinpointing your most promising prospects and understanding what induces them to buy? Or are placing your bets on extending your reach–and/or reiterating your current messages?

If you choose to comment, please include the size of your company and the industries and geographies you target to help others interpret your responses.

Thanks in advance for any perspectives you can provide.

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What can businesses learn from the recent Massachusetts US Senatorial Race?

Monday, January 25th, 2010

Thanks to Dave Cobosco for the following post.

Winners never lose sight of whom they serve.

For those of you not familiar with what happened in Massachusetts on January 19, there was a special election to fill the US Senatorial seat vacated by the death of Ted Kennedy.  Kennedy had been in office for the past 46 years.

Since Kennedy was a Democrat, initially most people felt another Democrat would fill the seat.  The Democratic Party must have felt the same way.  They ran a campaign full of endorsements from high-powered Democrats, while the Republican candidate drove his pick-up truck from one end of the state to the other meeting with the people who he would represent if elected.

The Republican won.  This not only surprised Democrats in Massachusetts, but sent shockwaves to Democrats in Washington DC.

The Corporate Challenge

Any CEO knows his/her company must stay in touch with its customers and the market.  In these economic times, however, many companies are not seeing top line growth; so CEOs focus on what they can control which are costs.

From my experience this means:

  • Freezing and/or reducing headcount results in more work for employees.
  • Reducing operating expenses, especially travel, ends up decreasing face-to-face customer interaction.
  • Assigning key contributors to task forces chartered with improving operational efficiency–thus reducing time available to perform their functional jobs.

While all of these initiatives are important to running a profitable company, in my experience they can lead companies, especially the product organizations, to focus too much attention internally and therefore lose touch with the customers and market.

So what can companies do?

Plenty.  Product organizations should:

  • Notice when, and understand why, people are posting unfavorable comments about its products/company on online forums.  Besides time, this requires some phone calls.
  • Understand why the company both won and lost recent deals.  Again, besides time, this requires some phone calls.
  • Engage customers as design partners in new product development.  The cost is minimal if a local customer is willing.  The cost will ultimately depend on the type of product and the location of the customer relative to the development organization.

I’m sure none of the above are new to you, but how many of you can honestly say your companies are doing them?  If you are, congratulations.  If not, the risk is another company could be focused on understanding your customers better than you are. And, as the U.S. Senatorial race in Massachusetts showed, the people served determine the winner.

If you run a company you should expect your product organization to be doing what’s listed above, but from my experience, however, very few product organizations have operationalized these critical activities in their organizations.  If your company lacks this product marketing discipline, I can provide it.

Dave Cobosco (dcobosco@yahoo.com) specializes in applying product marketing best practices to enable companies to expand the market penetration of its products.   Dave has applied these best practices as an individual contributor and in leadership roles where he built highly respected and effective product marketing teams focused on driving the business and is looking for his next opportunity to do so again.

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Social media: Insights from an in-house specialist

Monday, January 18th, 2010

Most B2B companies are just beginning to dip their toe in the social media marketing waters.  Consequently, I was delighted when Alan Belniak, the newly appointed Director of Social Media Marketing at Parametric Technology Corporation (PTC) agreed to an interview about how his company is approaching social media and why.

My questions appear in bold followed by his answers.  Here’s what he had to say:

Why did PTC create your position?

Twelve to eighteen months ago, the company’s senior marketing executives realized that conversations happen online whether or not PTC participates–and determined the company needed to take a more active role.  They considered various approaches but ultimately decided they needed a full-time resource.  For one thing, PTC is a large organization with almost $1 billion in revenues. For another, it was clear that social media was here to stay.

What does PTC hope you’ll achieve?

Better engagement with customers.  People that participate online tend to be more engaged than those that don’t.

Engagement is the name of the game.  Engagement equals a valuable brand.  Valuable brands attract more customers.

My job is helping PTC marketers determine where to spend time and how to spend it.  The key is figuring out how to create and promote good content.  If you pump out seven blogs in a week, you run the risk of overwhelming your audience.

How does your company view social media complementing other initiatives?

There are several ways.  For one, social media will augment other marketing activities.

Because of the nature of social media, perhaps it will reduce spend.  I use the word “perhaps” intentionally as it will only reduce costs if we can get more data for less money.

Social media can also help you get better qualified leads.  At a recent Massachusetts Technology Leadership Council meeting, Amy Black from Kadient said something along the lines of “A discussion through social media beats a cold call every day.”  If you do something that causes someone to take action–and let you know they’re interested–that’s better than pursuing them.

Today, the focus is on marketing.  In the future, my personal hope is that the entire corporation will incorporate social media into their operations.

What are your primary responsibilities as Director of Social Media Marketing?

My primary responsibility is to help the company leverage social media in its marketing efforts.  I consult with marketers about how they can integrate social media into campaigns they are planning, and how they can put more power behind existing programs.

I also monitor social communications, “separating the signal from the noise”, to identify opportunities for PTC to take a more active role.  For example, I look for mentions of PTC, our products, and keywords, such as “PLM software” (product lifecycle management) that relate to our business.

Because we’re a global company, I also determine what tools to use in other countries by reviewing third-party research, interviewing local marketing experts, and traveling to other countries to learn more about what people are using there. Different cultures consume information in different ways.  For example, some countries, such as Germany, place a different value on face-to-face conversations than others.  If online activity doesn’t influence the conversation, then it doesn’t make sense to invest heavily in social media in those places.

What listening tools are you using?

I’m glad you asked that, because listening is so important.  We use a number of free tools such as Twitter’s advanced search, BackTweets (which effectively reverses “the shorten URL process” to find terms that were in the original URL but are no longer visible), Social Mention, and OMGILI (an aggregator that displays results visually).  We also use BoardTracker to search discussion boards.

In addition, it’s important to search on sites that are specific to your industry–and look through the sites themselves.  For example, I bookmark PLM–and CAD-related websites and then enter my keywords in their search bars.

We listen to traffic on three large networks:  Facebook, Linked In and Twitter; because that’s where audiences have conversations about business–or blur the line between business and personal.  When it comes to Twitter, my main interest is the links that people share.

You need to use a suite of tools.  You can’t rely on a single tool, because none of them do everything. You also need to accept that, initially, you will get overwhelmed–but you need to get over it.  You can refine your process over time–and use aggregators like Social Mention.

You want to get a rough sense of where things are happening.  If you record all the mentions of your search terms, you’ll go batty.

You just want to understand where the conversation is happening, what people are saying about you:  the questions they have, the tips they offer others, how they feel about you) and the media they use (audio, visual, file exchanges), etc.  If we can answer those questions, then we know where to focus our time, what content we are seeking, and how to deliver it.

I also should add that not all the information we get is free.  Our PR agency uses a third-party tool to produce a thick report of all the times that our company gets mentioned and nice-looking graphs.

We pay for this service to leverage our time.  They search many sites (both relevant and less relevant); and we use this data to understand trends, such as where certain types of conversations are happening, and the general content of those conversations (such as the media they use, as mentioned previously).

Where are you focusing your initial efforts and why?

We are listening to hear where the conversations happen so we know where and how to engage: what channels to use, what content to create, who to follow, what media to use.  I’m also teaching the corporation how to engage with social media.

How will PTC know if you’re successful?

The first indication will be 1.0 metrics such as page views over time and unique visitors. Moving forward, though, you need to change what you measure, and measure what you change.

To bridge the gap to 2.0 metrics, we’ll look at better forms of engagement (such as the ratio of comments to posts to measure how deep the conversation is and average unique comment per post that tells you how many people you’ve engaged).

Then, there are intermediary measures.  For example, Facebook now allows users who won’t comment to just click to indicate that they “like” a particular post.

Initially, you’ll want to look at the aggregate, rather than the specific.  There are no widely agreed-upon metrics that I’ve found — but since everything is online, it’s still easier to measure the ROI of social media than the ROI of a billboard.

What’s been the biggest surprise in your new role?

Although there is a general awareness of social media, inside our company, it is very new to most people and initially, they weren’t clear as to how to apply it in their day-to-day marketing efforts. As I’ve dug into this role, I’ve learned that this is not uncommon amongst B2B companies.  Social media is so new that there is a lot of education needed inside a company to aid adoption.

Why do you think that is?

The adoption of online social networking was very rapid, likely attributable to Facebook (and others).  Since Facebook is primarily seen as a casual or truly social site (as in, non-professional), I think people associated it with kids and socializing.  They likely extended this thinking into other forms of online social networking.  However, Facebook is just one form of online social networking.

Other forms of social networking (online and offline) exist, too – for example, moving into a new neighborhood and asking for a good plumber – that’s an example of and ‘old fashioned’ offline social network.  But the social mores and rules are the same.

In addition, some people may have tried something small in one or two social arenas (for example, purchasing ads or trying a reach-out campaign), and may not have gotten the results they were seeking.  In doing so, they may ascribe their less-than-desirable results in one social arena to all social arenas.  For example, I thought that a recent article in the New York Times about how people often base their impressions on a single data point was a great take on this phenomenon.

What’s your largest unanswered question about social media at PTC?

How long until it “pays off”?  By that I mean, “When will I be able to make a stronger correlation between our marketing efforts to stimulate engagement, and its ultimate effect on sales, revenue, and profit?”.

Altimeter produced a report that shows that the more engaged a brand is with customers, the greater their annual revenues are.  Companies that do participate online are more engaged with their customers.

Customer engagement equals a valuable brand.  A valuable brand leads to increased sales.  It also goes without saying that this leads to happier customers.

We’ve covered a lot of ground about your perspectives on social media.  What else should we cover?

I’m glad that you asked about listening platforms earlier.  That’s where it starts.

One of the greatest challenges is getting people to listen before acting.  I wrote a fairly comprehensive strategy from scratch.  You need to figure out what you want to accomplish first. Else, the first time you fail, someone will ask, “Why did you do that?  It doesn’t make sense.”

My own research shows that people who want a social media strategy often want to jump into interaction.  If you don’t know what’s important to your customers, prospects, or users, or where the conversations are happening, how can you have an impact?

I liken this to a cocktail party…You don’t show up at someone’s house and say, “buy my stuff”.  You show up, survey the landscape, and maybe find someone you know.  You listen in on a few conversations before you add a comment or two.  As the evening progresses, in addition to adding comments into conversations, you strike up your own conversation.  Before the night is over, people are joining your conversations and looking to you for what you have to say.

Online social networking and the use of social media is similar.  Starting by listening and offering comments is a better bet than jumping into a sales pitch or a “go look at our stuff” mentality with respect to a web presence.

Is there anything else you’d like to add?

I love my job.  I appreciate that PTC gave me this opportunity and admire the company for being so forward thinking.

Also, I’d be remiss to talk about social media and not provide people additional ways to find me online.  My Twitter ID is abelniak (@abelniak ; http://www.twitter.com/abelniak), and my blog address is http://www.SubjectivelySpeaking.net

Hear more from Alan this Thursday morning when he’ll be speaking on Social Media: What’s In It For You? in Cambridge, MA at a NEDMA event.

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What are your marketing priorities for 2010?

Wednesday, December 30th, 2009

A quick search on Google indicates that surveys about business-to-business (B2B) marketing priorities tend to concentrate on tactics–rather than strategy. They also tend to focus on investments in various types of promotional activities, rather than the greater marketing picture. As for strategy, at least one survey seems to indicate that in a tight economy, B2B companies rank demand generation first and then raising awareness.

What happened to the focus on the customer?

The irony is that gaining deeper insights into customer, or prospect needs, rarely shows up as a priority, let alone a high priority. Why not?

Is it because investments in gaining customer knowledge are not of interest to those doing the surveys? Or, do researchers assume that everyone knows all they need to know about customers?

Or, is the assumption that some form of marketing research, win/loss analysis, or customer data mining is an integral part of any marketing campaign–and therefore does not need singling out? Or, do researchers know from past experience, that while everyone realizes gaining customer insights is important, it’s not a primary focus or one in which companies invest heavily?

I don’t know the answer. I do know that while many companies do invest in learning more about their customers, others feel that they know enough–and/or cannot afford to learn more. The question is can any of us afford not to delve deeper into what matters most to those we depend on for revenues?

Isn’t customer knowledge power?

The devil is often in the details–and nuances in capabilities and/or messaging can make a tremendous difference. That’s why it’s not uncommon for consumer goods marketers, the messaging masters, to invest 10% of the anticipated cost of any marketing campaign in upfront marketing research.

Moreover, we all know of “first movers” that lost the race because they didn’t move down the learning curve. Instead, competitors pulled ahead by making slight, but significant modifications to the core offering or message.

Is everyone focused solely on lead gen?

From reading the marketing trade press, one gets the impression that a lot of companies do believe that deep customer insights drive sales.  These companies are investing in:

  • Data mining tools that will help them pinpoint their most promising prospects and understand exactly what helped win their business
  • Social communities that help assess the desirability of products and marketing messages before committing to their delivery
  • Usability testing to find and remove product design elements that get in customers’ way
  • Social media listening tools that enable marketers to determine where audiences turn for information–and what communications resonate most with them–before jumping in the fray
  • Marketing campaign software that includes the ability to monitor conversions and determine what worked–and what didn’t
  • Sales enablement solutions that make it easy to create and test responses to alternative lists, messages, and offers

Gaining deep customer insights doesn’t need to be expensive

Investments in increasing customer intimacy are not limited to large companies.  While many smaller companies may not have the financial or human resources to invest in the automated listening tools listed above, they have other options at their disposal.

Many of our clients gain deep insights by easy-to-administer programs such as:

  • Using free social media listening tools to monitor market trends, conversations about the need for the solutions their companies offer, and any mention of their name and/or their competition’s
  • Interviewing customers and prospects to learn about the steps these individuals took before making a recent purchase decision–and what triggered these actions
  • Developing case studies about the benefits that satisfied customers derived from their solutions
  • Following customers, and those who influence decisions about their products and services, on Twitter

The question, however, isn’t what others are doing, but what you’re doing. Will this be the year of the customer for your business?

Ready to start today? Test your customer IQ now!

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Social Media Marketing for Job Search

Monday, November 9th, 2009

More often than not, when I’m invited to speak it’s about marketing strategies that businesses can use to attract and capture businesses from other businesses. Typical topics include “Getting into Your Buyers’ Mind”, “Developing Compelling Value Propositions”, “Systematically Creating Referrals”, “Online Marketing”, and lately “Social Media Marketing”.

This month, however, I had the pleasure of speaking with Tufts alumni on how to use social media marketing techniques to land their next position. I don’t know which was more exciting doing the actual presentation–or preparing for it.

Looking for a job is just another form of marketing

Now, I’ve spoken on searching for a job before, because it’s really just another form of marketing–only the job seeker is the “product”. The new wrinkle was figuring out when, where, and how to use social media to supplement conventional job search techniques.

I started by making a list of all the normal activities that one would do when looking for a job. Examples include researching the industry, conducting informational interviews to narrow the focus of the search, getting the word out that you’re looking, networking to identify promising companies and opportunities, and figuring out how to stand out from the competition.

Social media marketing accelerates the process

While making this list, I realized that getting a job is a very social activity–and that social media is ideally suited to accelerate the process. Where social media really excels is in quickly finding out what’s hot, showcasing your expertise to colleagues and strangers alike, and staying top of mind with those who may hear about job opportunities.

To help job seekers find out what’s hot, I recommended automated ongoing Twitter searches via Tweetdeck. For showcasing their expertise, I suggested using the status updates in Facebook, Linked In, and Twitter to raise awareness of their accomplishments and direct their network to information these individuals would find valuable.

I particularly recommended Twitter since it is searchable by everyone. Therefore, those that found their content helpful might choose to follow them and join the network of individuals that opt for direct communications.

First impressions count: but marketers say it takes 7 to make an impact

Marketers say that it takes 7 impressions to make an impact. When it comes to staying top of mind, nothing beats social media. That’s because it offers the opportunity to communicate regularly without being a pest.

Most people use social media to keep their finger on the pulse. Unlike email which they tend to use for mission-critical communications, people check social media when they want to know what’s going on in the work, in their industry, with their colleagues, and/or their friends. So, they expect to receive news that’s interesting but not necessarily essential. Of course, it’s incumbent on senders to deliver interesting content if they don’t want to risk being “unfollowed”, blocked, or worse yet, “unfriended”.

Using social media to research the presentation: The medium is the message

The topics I’ve covered thus far are the topics I anticipated discussing when I agreed to do the presentation. What made the preparation so interesting was some of the other things I learned on the way.

About a week before I set out to write the presentation, I created a Tweetdeck search on “job search”. Through that, I discovered that there was a hash tag for job search–so I altered my search.

Shortly thereafter, I stumbled upon some information sources that I never knew existed. Perhaps the most interesting was Glassdoor.com. This site provides the information everyone cares about most– what it will be like to actually work at the company with whom you’re interviewing. Visit it to view anonymous reviews about the pros and cons of working for various employers.

Finally, it came time to give the presentation. To my surprise, most of the people who came were fully-employed. Perhaps some were looking for their next opportunity, but most said they came to learn more about social media marketing. To see a copy of the presentation, please visit my LinkedIn profile and scroll down to the slideshow. Then, please let me know what you would add to improve upon this presentation.

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Social Media Breakfast (SMB15) serves up great insights and recommendations

Friday, August 7th, 2009

One of my clients, a membership organization, is facing a challenging problem. The Board would like to recruit younger members to ensure that the organization continues.

One of the issues our team has been trying to address is, “How do you attract and retain new community members—when these prospective members start out with little in common with current members?”

Luckily for me, I attended a social media breakfast in Boston(#15) this morning. There, Communispace CEO, Diane Hessan, was the last speaker at an event entitled “SMB15: The Power and Peril of Online Communities.

If anyone has deep insights into the power and perils of online communities, it’s Diane Hessan. Her team at Communispace has been building online communities for ten years.

Today, Communispace hosts vibrant communities for some of the biggest brands in the US—companies like GlaxoSmithKline, HP, and Hallmark. This morning, however, Diane told us that her company didn’t achieve success overnight.

As Diane began to speak about lessons learned, I quickly realized that my client could learn a lot from her experience. Yes, my client’s community is a conventional offline community. Yet, I believe many of the same principles that the SMB15 speakers presented will apply.

Online communities are like cocktail parties

One of the speakers likened an online community to a cocktail party. As with a cocktail party, the success of a community depends on a lot of effort on someone’s part.

This effort includes welcoming guests when they arrive, encouraging them to stay by introducing them to others, including them in the conversation, and giving them a great experience so that they come back again.

In short, as the first speaker, Bryan Person, Social Media Evangelist at LiveWorld pointed out, it takes a great host to throw a great party. He then remarked that in an online community, the host is the community manager.

Community managers play an important role in on-line communities

Up next, Rachel Happe, Principal at Community Roundtable, spoke about the important role the community manager plays in building a strong community. Both Rachel and Diane suggested hiring an event manager for this role.

Just as at a party, this person needs to set the tone. Online or offline, it’s important that this individual engage with other members of the community directly.

People are attracted by other people. Diane said that just as you’re asking community members to share their thoughts, ideas and/or experiences, it is important for community managers to also reveal a little bit about themselves.

Social glue binds on-line communities

Another related concept is “social glue”. Social glue is what holds communities together, and keeps participants coming back. Diane noted that the more involved people are in the community, the stronger the social glue.

The key to involvement over time, therefore, cannot fall to the community manager alone. Instead, community managers need to stimulate conversations between members.

For some communities, these conversations come about quite naturally. As an example, Diane referenced one airline’s frequent fliers. These road warriors spend all their time on planes–so the airline and the passengers’ travel experiences are top of mind.

It’s much harder to build a social community around brands that are central to peoples’ lives. Diane described the challenges a toothpaste company faced when trying to build the strong ties among their members.

Since most people spend relatively little time thinking about brushing their teeth, it was unlikely that they would bond over their brushing experiences. Hence, the community manager encouraged conversations by reaching out to a subgroup of young mothers.

The community manager then engaged these women in conversations about their family lives. As Diane explained, dividing a large disparate community into subgroups makes it easier to nurture the “social glue” it takes to hold a community together.

Building on-line communities takes patience and sustained efforts

One of the cautions that Rachel offered, and Diane reinforced, is that communities take a long time—and sustained effort–to build. In Rachel’s experience, it’s not uncommon to see relatively low flat participation for a long time.

Sometimes, there are spikes when a community manager initiates an effective campaign. Yet, the overall trend is still flat–until the community reaches a critical point. Then, if everything goes right, growth will accelerate.

Would be community builders, such as my client, therefore should prepare to make a sustained effort for a long period of time before things take off. My sense was that that time period can be a year or longer.

Listening is an underrated marketing strategy

The need to sustain one’s efforts throughout brings me to the next point. Diane quipped that “listening is an underrated marketing strategy”.

Communities are a great way to learn about what matters most to members. On the other hand, once you set the expectation that you care about what others think, it’s important to follow through. If you don’t sustain your efforts, and respond to their recommendations, you’ll just alienate your community.

When you do listen, however, it pays dividends. Diane told us about the first time one of Communispace’s early clients experienced a spike in traffic. The SWAT team–that Diane assigned to figure out what created such a high level of engagement—identified critical success factors and what Communispace and its client could do to achieve even better outcomes in the future.

Case Example: Millenials and Gen Xers

Toward the end of her presentation, Diane provided some specific case examples. My ears perked up when she began discussing the experiences that Charles Schwab had when it first tried to attract younger investors.

I began to listen very hard, when as an aside, she mentioned the difficulties that financial service companies, and for that matter health care providers, face in getting social media communications approved.

This was of particular interest to me because this is something my health care clients worry about a lot. It is also one of the questions that my colleague, Robert DeSimone, of Medicomm Inc., and I are currently querying medical device companies about in our survey about medical device companies’ use of social media–but I digress.

Diane quickly reviewed what Charles Schwab and Communispace learned when they set out to attract millenials and Gen Xers. For one thing, terms such as “retirement” and “no load funds”–which are part of the vernacular for baby boomers–mean little to the next generations. Retirement is far away. Since, as it turned out, most young people use checking accounts as their primary investment vehicle, “no load” was not a term with which they were familiar.

Different communities require different marketing tactics

Communispace and Schwab also learned that communicating with young people is fundamentally different. This population is “always on” from the very moment they awake in the morning. Moreover, the technology of choice is likely to be a mobile phone.

Once again, “listening” paid dividends. Schwab introduced a high-interest checking account that was a great success.

What does this all mean for would be community builders?

What does all of this mean for my client? It appears that if they want to attract individuals from a younger generation, they may have to do things differently—and it may take a lot of time.

On the other hand, if they are patient, invest in applying some of the best practices the SMB#15 speakers recommended, and sustain their efforts, they have the potential to attract and retain the prospective members they most want.

Social Media Breakfast: Go directly to the source

Thanks so much to Bob Collins, who hosts Social Media Breakfasts in the Boston area, event sponsors LiveWorld and Communispace, and the speakers that made this a fantastic event. This is just a taste of what they served at breakfast. You may want to check out hashtag #SMB15 on Twitter to get all the details

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Is the competition distracting you from becoming a market leader?

Sunday, April 12th, 2009


By Barbara Bix -

What if Tom’s of Maine had tried to match Colgate or Crest feature by feature? Would they have ever succeeded? How about Netflix?

Unique product positioning is the key to success

Each of these companies entered markets where there was a dominant player—yet both succeeded. They understood, what many of us often forget, that satisfying the unmet needs of a distinct market segment is far more important than matching the competition feature-by-feature. While these are consumer examples, the same product differentiation principles apply for businesses that sell to other businesses.

A business-to-business example

In the early 1990s, tiny EMC decided to enter the disk storage market that was then dominated by IBM and other large computer companies. At the time, most people bought disk storage from their computer vendors. Few turned to other suppliers for products that were then treated as accessories.

EMC turned the market on its head with a three pronged approach. First, EMC positioned storage as a unique category—independent of the larger computer market. Next, the company identified and met unmet needs for faster processing time and a lower cost of ownership with a revolutionary design that addressed both concerns.

Finally, EMC penetrated the market by focusing on companies that had the greatest need for speed or lower ownership costs—and offered them money back guarantees if the units did not deliver the desired results. Shortly thereafter, the industry leader countered with a copycat product—and armed salespeople with feature-by feature comparisons–but never recaptured its market share.

Lead with a new category when penetrating a new market

There are many success stories just like these—where small companies enter a market dominated by a large player and gain significant market share. Nevertheless, these companies never achieve this result with a “me-too” product.

Instead, successful new market entrants study the market—and look for a market segment that has unmet needs that play to their own strengths. Then, they enter the market, but not before redefining the market altogether.

Unlike its larger competitors, Tom’s of Maine doesn’t sell dental health; it sells the overall health that accrues from avoiding chemical intake. Netflix doesn’t market the ability to view movies from your sofa; it markets the convenience of never leaving home to pick up a movie. EMC didn’t market storage; it sells faster processing and lower cost of ownership.

Elevate your business by positioning the competitions’ solutions as commodities

These companies didn’t ignore the competition; they just didn’t allow the competition to distract them. Had they tried to go head-to-head with their larger, better capitalized and better established competitors they would have failed to capture attention or market share.

Instead, each delivered the basic benefits the market expected to receive. Then, however, they attempted to turn the basic benefits into a commodity by focusing attention on the unique value that only their solutions delivered. By positioning themselves as specialists, these businesses were able to able to attract and engage those prospects that most valued the benefits they could offer—and earn a price premium for doing so.

What category can you claim and garner a price premium?

So, the questions for you are:

  • Is there a new way to look at your market?
  • Are their segments that have unmet needs?
  • Do you have unique strengths that you could use to address those needs?
  • Could you establish a new category by meeting these needs?
  • Would the “needy” pay a premium for a solution that addresses these needs?

Capitalize on your success and accelerate revenues

Once you have a foothold in a particular market segment, you’re in the unique position of being able to learn even more about your target market. Then, you can enhance your current solutions—or add new ones to stay ahead of the competition.

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Who reads blogs anyway?

Saturday, March 21st, 2009

Google the title of this article and you’ll find lots of statistics on who reads blogs. That said you may not know anyone who reads blogs. I believe that blogs are worth writing—even if no one reads them right away.

The reason? When readers are ready, the blogs will still be there. And that’s the power of on-line content.

Blog statistics track traffic and level of interest

I know this from direct experience. According to the statistics my blog collects, a lot of visitors find my blog posts weeks or even months after I originally publish. Most of these latecomers find my site when searching for information on a particular subject. Many stick around long enough to read several other posts. A smaller, but significant, number subscribe so they can receive future posts.

Social media is word of mouth on steroids

Rich content attracts visitors. Visitors that like the content recommend it to others by clicking on social media widgets such as Digg, Delicious, Technorati, and StumbleUpon.

The social media widgets in turn link back to the posts that the readers found valuable. As the links accumulate, search engine rankings rise. Higher search engine rankings then attract even more readers and more links and so it goes.

New media distribution channels drive new business model for Public TV

The value of rich content was reinforced by Jonathan Abbott, WGBH CEO and President when he spoke at the Boston Club earlier this month. In response to a question about how new content distribution models were affecting public television’s business model, he shared the following observations.

According to Abbott, now that multiple channels are available, users prefer to receive content when and how it’s most convenient for them. Rather than viewing a TV show live, many will prefer to access it from a computer the following month—or even several years later. Others will prefer to download it to their IPOD so they can watch it anywhere, any time.

Abbott believes therefore that content is not only more valuable to viewers; it’s also more valuable to sponsors. When he visits sponsors, he reminds them that their messages will reach far greater audiences now that the station offers multiple formats—especially since these other formats will persist for years rather than just a few minutes.

Social media ROI

It is this quality that causes social media fans to argue that blogs, and other online content, promise a far greater return on investment than ephemeral marketing campaigns such as print advertising, direct postal mail, or even email newsletters that readers discard soon after they receive them. Conversely, the return on investment of rich online content accelerates over time as more and more viewers recommend it to others.

Marketing strategy still trumps tactics

Nevertheless, with as with all marketing, the strategy is more important than the tactics. Your blog can help you gain visibility and raise frequent visitors’ awareness of all you have to offer. But, if they’re not the right people—all your efforts may be for naught. On the other hand, your sales will soar–along with your search engine rankings—if you know who you need to reach and what they value most.

So, as with all marketing campaigns, start there.

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Is your company batting .300?

Monday, February 16th, 2009

By Barbara Bix -Sports teams watch video replays to learn from experience and see how they can improve upon their game. In so doing, they examine what worked—for them and the competition—at various points in the game. They also study their performance under various playing conditions.

More than win or lose–it’s how you play the game

The goal is not so much as to see what cost the game, but to note specific behaviors that contributed to the win or loss—at crucial points in the competition. Only that way, can they reduce future vulnerabilities and replicate success.

Will deeper scrutiny increase sales?

Similarly, businesses that have Six Sigma programs fine-tune their manufacturing operations to weed out errors and reduce expense. Even health care organizations have begun to study what works and what doesn’t to isolate opportunities to save lives and delay the progression of disease. That said, relatively few companies have dedicated the same scrutiny to determining what it would take to accelerate revenues. Those that do tend to focus on sales performance—and reasons for wins and losses.

Shorter sales cycles are like base hits

In our experience, the real opportunity is shaving time off the sales cycle—rather than just improving the close ratio. It’s not uncommon for companies that sell professional services and other complex solutions to experience six to nine month sales cycles—with each extra month delaying recognition of tens of thousands of dollars of revenue. And the opportunity for delays is abundant.

Eliminate sales obstacles to speed the sale

If you look at the typical buying process: there are at least four major stages: awareness, interest, evaluation, selection. Each of these stages contains multiple hurdles as evaluators gather the information they require to minimize risk and assure themselves that sellers will deliver the promised benefits. Each of these hurdles can add weeks or months to the sales cycle. For example, with everyone’s busy schedules just checking references can postpone a sale by several weeks.

Web 2.0 reduces control over the sales process

Identifying potential delays is a major challenge. In the old days, the salesperson controlled most of the sales process and could often provide valuable insights into what worked and what didn’t—if he or she had the time to debrief managers at the home office. In today’s Web 2.0 Internet world, however, influencing the outcome—and even finding out what happened is more difficult than ever before.

Social media means sales comes late to the party

In many cases, the deal may be mostly done, before the buyer ever contacts the company. First, stakeholders may research options on the web, learn more about various products on the vendors’ websites, form their impressions of the company by postings in the blogosphere, and even contact current customers directly for references–after finding their names in press releases or company case studies. In some cases, companies can gather information about prospective buyers—and their intentions—by monitoring website activity. In other cases, buyers build their impressions based on interactions with their party sources—and sellers have no visibility into what transpired or the impact.

Deep insights drive sales

So, what’s a seller to do? Unlike at sports events, you can’t watch an instant replay. Sometimes the only option is to interview prospective buyers directly. Those that do can then find out who was involved in the buying process, how they gathered information, what impressions they formed of the company and its competition, and what caused them to move forward—at every stage of the buying process.

Actions speak louder than words

Although dialogue doesn’t offer the same fidelity as a video camera, an experienced interviewer can often find out what happened at every stage of the process. Because humans have limited awareness of their own motivations, this focus on behaviors and actions, is far more useful than buyers’ insights as to what factors affected the final outcome.

Base hits add up to runs scored

Once sellers have the play-by-play information in hand, much like the sports teams we discussed earlier, they can reduce vulnerabilities and replicate successes. And by improving their strategies, tactics, and execution at every stage in the process, they’ll almost certainly shave time off the sales process—and they may even close more deals.

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Is social media an oxymoron?

Sunday, January 25th, 2009

Wikipedia defines social media as “primarily Internet- and mobile-based tools for sharing and discussing information among human beings. Examples of tools this source cites include blogs, wikis, podcasts, and information sharing cites such as Linked In and Flickr.

Call me old-fashioned but I tend to think of interacting with machines—rather than directly with other people—as antisocial. But let’s not quibble over terms. Social media is all the rage at marketing conferences these days, so it’s fair game for this blog.

What got me thinking about this topic today was an event that I attended earlier this week at the Massachusetts Technology Leadership Council (MTLC).

Why are marketers talking about social media?

Marketers make a living trying to attract the attention of desirable prospects and then motivate them to move through their buying process quickly. To do this, among other things they need to deliver the right message to the right person at the right time.

The MTLC announcement described social media as a fast, efficient, and relatively inexpensive way to get your message directly to an audience. Presumably, this description offers three reasons why marketers are interested in social media. That said this description is a bit of a blanket statement and has a lot of underlying assumptions.

Do messages travel faster by social media?

Theoretically, conventional broadcast media such as television and radio have the potential to be equally fast—since transmission and receipt are instantaneous—if audiences are tuned in to the programs where advertisers are placing their promotions. Many social media advocates argue, however, that social media results in faster communication because engaged audiences can tune in to Internet- or mobile-based content any time from anywhere. Unlike viewers of conventional broadcast media, or even direct marketing campaigns, social media consumers don’t need to wait for content to arrive at a pre-scheduled time.

Is social media more efficient?

This takes us to the next adjective MTLC used to describe social media: “efficient”. The dictionary defines “efficient” as being without waste. One could argue that there is a lot of waste in broadcast media because marketers pay to reach a wide range of consumers, many of which don’t have—and will never have interest in the advertisers’ solutions.

Most social media content such as blogs, wikis, and podcasts, on the other hand, attract relatively homogenous communities. Therefore, promoters can seek out the communities that they believe will attract their most promising prospects and deliver highly targeted messages. Of course, this is theoretically true for a lot of conventional media vehicles such as publications that focus on special interests (e.g. sports magazines, medical journals, etc.) and any well-thought out direct marketing campaign. So, it’s not clear to me that social media is more efficient than direct marketing—unless you consider speed and expense.

Will social media remain less expensive?

In my opinion, it is the third quality “inexpensive”, where social media clearly excels. Clearly, it is less expensive to write and post a blog entry than it is to develop a commercial and buy time from a network to deliver it. It is probably also cheaper to post a picture on Flickr–than printing it on a postcard, attaching a stamp, and sticking it in the mail.

Nevertheless, even “inexpensive” may be a short-term phenomenon. As blogs, “You Tube” and other alternative content vehicles proliferate, audiences may demand many of the same services they expect today from conventional media. That is, it may take professional writers or photographers to elevate content above the clutter. Similarly, audiences may choose to optimize their time by turning to aggregators to provide filtered and edited content—rather than going direct.

Social media enables ongoing communications

What the MTLC promotion didn’t explicitly mention is a fourth attribute of social media—built-in avenues for ongoing communications. Conventional broadcast media is clearly one-way communication. The promoter delivers a message but the only way that the receiver can respond is to buy a product.

Direct marketing campaigns—whether conducted by mail or telephone are one step better. Here, there’s usually a chance for the recipient to respond to the message. Nevertheless, that’s usually the end of the conversation—until the promoter transmits another communication.

Blogs, wikis, and other social media encourage ongoing communication—not just between sender and receiver—but across an entire community. Marketers hope, then, is that this ongoing communication will build the deep relationships it takes to nurture prospective purchasers through their buying process.

What did the social media experts say?

There was a lot of great content and unfortunately I didn’t capture much of it on paper. Moreover, some of the points that I did capture, I wasn’t quick enough to note proper attribution. The panelists would probably tell me that if I were a Twitter user, I’d be able to refer to the notes everyone else was sending back and forth during the conference.

A lot of the discussion centered on the effectiveness of social media. The panelists were quick to point out that before you can judge effectiveness you need to identify your goals and how you will measure success. That said most indicated that in many cases, it is too early to tell.

One of the measures they discussed were the number of people who followed various individuals via Twitter and the number of members in various communities—each of which they compared to the number of subscribers to conventional media such as some of the major newspapers.

One panelist, journalist Dan Kennedy, said that his blog posts had led to paid assignments. Similarly, Brian Halligan, co-founder of Hubspot, said his company generates many of their leads for paid subscriptions using social media. Another Pam Johnston from Gather said one of her company’s advertisers was pleased that the “mentions” of their product increased as a result of their campaign. The fourth panelist, Perry Allison of Eons, had a lot of rich content, as well. Unfortunately, I didn’t get down what she had to say in this area. I do know that she attributes her company’s success with “Spirited Boomers”, in part, to the way they’ve redefined aging.

Social media panelists’ tips

Another part of the conversation focused on tips for others. One panelist pointed out that social media isn’t just for promotion. Businesses can use it for marketing research, customer service, and other important functions.

Along those lines, this panelist pointed out that one of the best ways to use social media is to learn more about what really matters to your prospects and customers. You can do this by lurking, listening, and learning.

Lurking, listening, and learning will help businesses improve products and services—and it can also help them build better social media campaigns. All the panelists pointed out the importance of offering content that was relevant to the audience. As Dan said, that will ultimately influence your efficacy since today’s information consumers have many choices.

Another advised the audience to spread their content out. Two suggested using your website as a hub that can serve as a landing page for those who find you via social media or refer website visitors to conversation forums they will find interesting.

One of the really powerful things about social media is that everyone is commenting on everything. Marketers can leverage this capability in a couple of ways. One is to become a destination by providing shoppers with a forum that they can turn to for purchasing advice–a la Amazon’s book reviews.

Another important way to leverage social media is to get others to refer people to your content. Therefore, you must have a strategy for publicizing what you write. As one panelist advised, don’t settle for relevant content—go for remarkable content. Make it easy for viewers to Digg or Tweet about your content by putting direct links to these services on your site. Reference others’ content because as one panelist pointed out, if you link to someone’s post, they’re much more likely to mention you.

Perry provided some excellent tips that I didn’t write down quickly enough. Among them were the admonitions to listen well and be authentic, transparent, and responsive—important qualities when building any relationship.

She or one of the other panelists, therefore, encouraged the audience to write back and comment on others’ comments to your posts. Finally, as with any marketing campaign, social media communicators need to test, measure, and refine until they get the desired results.

Questions about social media

As you’ve probably gathered, I got a lot from the conference, and could have probably gotten more if I could have written faster. Nevertheless, it raised as many questions for me as it answered.

Paradoxically, one of my questions is whether this media enhances, or impairs efficiency. Marketing is efficient, among other reasons, because it allows for “one-to-many” communication to tee up leads that a salesperson can close one-to-one. Social media, on the other hand, encourages a real dialogue—which may mean more individualized responses. That’s great to the extent that one is talking to qualified prospects—but does one injure one’s brand, if he/she doesn’t respond to everyone? And, if one does, is social media really that inexpensive?

Another concern is about privacy. Awhile ago, the Wall Street Journal contacted me to comment about a company that was engaging consumers online, months before they planned to launch a new product. It was clear to me that a great application for the data they were gathering was to hone their value proposition—which was great for them. But was it great for the consumers? When I clicked on their privacy policy, I learned that it didn’t provide much protection to those the company was engaging in conversation.

More recently, I’ve had occasion to use social media. So far, I’ve refrained from using most vehicles because I didn’t find their privacy policies acceptable—and am using the only blogging software that met my criteria.

I also wonder whether social media will help—or hinder—social relationships. As more and more hand-held technology becomes available, I increasingly see people typing away at meetings rather than devoting their full attention to those that are present. In the past, inattention has led to the erosion of relationships. Unless the behavior–or our social mores–change, social media runs the risk of hampering rather than nurturing personal relationships.

What are your thoughts about social media?

This is a much longer post than I had intended to write but I’ve barely scratched the surface of what was covered in last week’s conference. Please write back and let me know what you’ve learned about social media—and your largest unanswered questions.

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