Viewing entries in
#mktginnovation

Comment

A Punt is What You Make It: what football teaches leaders about decision making

Over the past few years, I have been seeing up close the intersection of athletics and business in my role as the CMO of LEARFIELD. I believe sports have many lessons to teach us about decision making that can be applied beyond the field of play. This blog series compares game day decisions and those faced by business leaders providing some insights from the greatest minds in sports that can improve your business.

One of my favorite episodes of Young Sheldon is where the genius child of a west Texas high school football coach tells his Dad matter-of-factly that according to the statistics it is better to “go for it” on a fourth down than it is to punt. It takes some convincing, but in the end the team does well with the new, unconventional strategy. The decision that coaches make on how to handle fourth downs has lessons for us about crisis management.

For those reading who might not be as familiar with American football (preferring perhaps the round ball variety played everywhere else), a 4th down is the offensive’s teams last chance to move the ball or score before they have to surrender it to the opponent and risk being scored upon. This is where strategy can fall victim to panic and impatience. The team’s back is against the proverbial wall. They still have control of the ball, but their control is tenuous and threatened.

There are many situations that put businesses into similar positions. Perhaps a company has invested extensively into new market expansion or new technology and are running out of time to have those investments pay off. Perhaps they are facing new pressures externally from the market or economy, or internally from their board of directors, which is causing them to change their style of play. Perhaps the current leadership is under performance pressure and feel like they are in a 4th down predicament.

In these situations, football has some strategy lessons for leaders under risk and scrutiny. Like Shelton Cooper demonstrated, expert advice will vary, but here are some rules of thumb and how they might apply to your team:

  1. Field Position Matters: Most advise that teams should not punt the ball on the opponent’s side of the field, and really only after crossing your own 40-yard line. Anything less than that puts the opponent in good scoring position is there is a turn-over on downs. Similarly, if you are in a competitive environment and the risk of not progressing forward is higher than the risk of pulling back, then you should proceed. If you have spent 2 years developing a promising new pharmaceutical or technology and know that your competitors are only months behind you in their development, it might make sense to continue to launch, so that you can achieve market adoption first.

  2. Scoring May Not Be The Immediate Goal: In football, as in business, it is a long game. Not every play results in a touchdown or field goal. Sometimes moving the chains is the goal. Some times field position dictates that the special teams should come out and try to kick a field goal, instead of trying to move the ball or score a run or pass touchdown. That only makes sense if ball would be placed confidently in the range of your kicker. In business, this is where your knowledge of the market and your knowledge of your team combine. Not every team has the same capabilities, especially true in college matchups and in your business. So, it is critical to remind yourself of yourself of your differentiating strengths and what the team can reasonably accomplish under pressure. Sometimes that means putting points on the score board. Sometimes that means living to fight another day.

  3. A Punt Isn’t Always a Defeat: If on the 4th down there is no reasonable chance to achieve a 1st down or to score, then the team will choose to punt. The goal here is to give the ball to the opponent, but place it as far away as possible. There are many ways that business emulate this behavior. Instead of developing a marketable product, some firms will secure intellectual property so that anyone attempting to bring to market a product in the space has to license their technology. Sometimes what a company learned through a market or product development process reveals that the market need isn’t as substantial or profitable as they once thought. In this case, ceding the space to a competitor might have them chasing low-return opportunities, while you go on to solve larger or more impactful customer needs. Perhaps you believed in the strategy, but outside forces are causing you to pick different priorities. Although it is hard to stop investing in something you believed in or to pivot an organization to a new strategy, it is often best to ignore the sunk cost and move to a new strategy.

In my book, Well Made Decisions, I write about the importance remaining nimble after a high-stakes decision is made. After all, it is after the decision where all of the results occur. There no such thing as a right decision in many cases, but one that was made right (or deemed wrong) by what happened after the play was called. You see this on the field of play as well, where punts are returned for touchdowns, or the ball is recovered in other ways to change the momentum of the game. Through great communication, a grasp of the fundamentals of the business, and candid truth-telling and teamwork, great teams can perform well even when they face 4th down situations.

Comment

Comment

Take What’s Yours: What Baseball Teaches Us About Entering Adjacent Markets

Over the past few years, I have been seeing up close the intersection of athletics and business in my role as the CMO of LEARFIELD. I believe sports have many lessons to teach us about decision making that can be applied beyond the field of play.  This blog series compares game day decisions and those faced by business leaders providing some insights from the greatest minds in sports that can improve your business.

Baseball is a game that is highly instrumented. Everything is measured and tracked. This makes it a great source for data-driven leadership lessons. The game also has a rich tradition and lots of rules that change every season. In September, the MLB has changed the size of official bases which some speculate will make it easier for runners to steal bases. You can see the comparison of the old and new bases in the background of the graphic above.

A base is “stolen” when a runner advances to a base to which “they are not entitled” (seems a little judgy, Wikipedia) and they are deemed safe at the next base.  It apparently first happened in either 1863 or 1865 with Ned Cuthbert playing for the Philadelphia Keystones. 

Even if that is true, they will have some big records to beat! There is a now-retired MLB player, Rickey Henderson, who racked up an incredible 1,406 stolen bases in his career.  In the 1887 season, Hugh Nicol racked up 138 stolen bases in a single season for the Cincinnati Red Stockings (AA), although it is speculated that not all of Hugh’s would meet the “modern” rules. Modern rules established (gulp!) in 1898.

Stealing bases holds some interesting lessons for business leaders interested in entering adjacent markets.  If a business is well-established in a category or with a particular customer set, what can that company do to take its current product to new markets or to serve their current customers in new ways?

  1. Know the Score: It is critical that players on the field know score, the inning, the out count, and the position of all the players on base and those on the hitting roster. Otherwise, they will not do the right thing. The same is true in business. Before considering any impactful decision, one must understand the current situation clearly, including the businesses' ability and appetite to invest.

  2. Managing Risk-Reward: Not all stolen bases attempted are successful. There is certainly risk associated with business expansion which should be explored. In my book, Well Made Decisions, I write about the importance of customer obsession and the practice of writing out strategy to mitigate risk. One useful practice is to do a pre-mortem to identify the potential derailers to your plan, before you implement. This is what baseball coaches and players do when they are making real-time decisions on the field. Before they take their foot off the base, they are calculating probabilities. Analysis of adjacent markets often use the 2x2 matrix I illustrated with bases above. You can choose to take existing products to new customers. Or you can choose to bring new offerings to your existing markets. The further away you get from your current customers or markets or your current products or technologies, the more risk. Talking candidly about those risks and mitigating them can be the key to getting the buy-in and cooperation the business will need.

Comment

Comment

Hurry Up and Decide: What Football Teaches Leaders about Speed

Over the past few years, I have been seeing up close the intersection of athletics and business in my role as the CMO of LEARFIELD.  I believe sports have many lessons to teach us about decision making that can be applied beyond the field of play.  This blog series compares game day decisions and those faced by business leaders providing some insights from the greatest minds in sports that can improve your business.

My family became fans of University of Oregon football in the heady days when Chip Kelly wore the headset and Marcus Mariota led the team from the quarterback position.  Their famed hurry-up offense delivered wins, a Rose Bowl victory, and a Heisman for Mariota, not to an impressive football center on campus named in his honor.  In the first video example above, there are a scant 17 seconds between the end of the first down and the beginning of the second.

For those who might not be familiar, a hurry-up offense is a style of play in American football where the team with the ball avoids or shortens their huddle in an attempt to limit or disrupt defensive strategies or flexibility.  It prevents the defense from substituting players and maintains a game momentum.  I understand the no-huddle offense was pioneered by the Cincinnati Bengals and was used in the 1990’s by the Buffalo Bills.  The point is to use the clock to wear your opponent down and maintain control of the game play.

Mary Barra, the CEO of General Motors was asked was keeps her up at night and she said “speed.”1  In her case it isn’t about the acceleration of her vehicles, although that might be an issue that some of her team work on, but rather the speed to business.  Leaders from Bill Gates to Elon Musk to Sam Altman from the Y Combinator for start-ups have all spoken about the differentiation that speed is to a business.

In my book, Well Made Decisions, I have a chapter entitled “A Case for Now” where I detail the benefits and strategies around making decisions faster.  In other words, how can you do it now?  Here are a few useful tips if you want to accelerate your business:

1.       Evaluate the kind of decision you are making.  It if is reversible (borrowing language from Amazon’s Jeff Bezos who called these “two way door” decisions), then decide now.  You will find that most decisions are reversible, which should empower your teams.  If you know what play to run, run it.

2.       Don’t wait for external deadlines.  Set your own forcing mechanisms to ensure that momentum is being maintained.  In football speak, you could take a huddle without penalty, but you choose an up-tempo alternative in order to gain a competitive advantage.

3.       Remember, slow is expensive.  Oregon’s season would have been very different if they had chosen a conventional pace. Anything that takes time or introduces ambiguity into your organization has huge implications on your productivity and efficiency.  Don’t ever wait for certainty to choose clarity.

Comment

Congratulations Creators of Color

Comment

Congratulations Creators of Color

I am thrilled to announce that Hashtag Sports has selected their Creators of Color cohort for 2022. I had the honor of serving as a judge, looking at all the impressive applications and providing feedback. I do not envy the tough decisions that the organizers had to make to take all the feedback and make the final selections, as every application I looked at was very strong.

Checkout this year’s cohort at https://creators.hashtagsports.com/cohort-2022.

Comment

Big Week

Comment

Big Week

The past 48 hours have been a big one for me. I had an op-ed piece on the anniversary of Title IX featured in AdAge, I was quoted in an Adweek article, I was a featured executive on Titan 100 (after being honored earlier this spring in their inaugural Georgia awards program), and a CMO Spotlight podcast also dropped.

It is such an honor to be able to advocate for topics like equity in sports, career development, and decision making and to be able to draw attention to the amazing work of my colleagues at LEARFIELD. I am hoping that these pieces are useful to the readers and listeners and help inform their own plans!

Comment

Comment

Lessons in Rebranding

I had a chance to chat with Daniel Burstein at MarketingSherpa about LEARFIELD’s rebrand. It was a chance to dig into the details and share insights for other marketers who might be considering a change to their enterprise brand or identity.

Comment

Comment

The CMO Podcast

Logo for the CMO Podcast with Jim Stengel

It was my pleasure to send time with Jim Stengel on The CMO Podcast. We talked about about career journeys, how to make great decisions, and about college sports marketing. Check out the episode on Apple iTunes or Spotify.

Comment

On Comedy

Comment

On Comedy

7.19.21.png

Great writers make comedy look easy.  The same can be said of marketing and most forms of leadership. 

Comment

On Ads

Comment

On Ads

12.14.20.jpg

“Nobody reads ads. People read what interests them, and sometimes it’s an ad.” – Howard Luck Gossage

Comment

Making Memories and Telling Stories

Comment

Making Memories and Telling Stories

Making Memories.jpg

I was recently reintroduced to a great definition of branding (thanks, Lisa). The best-selling author Seth Godin wrote “a brand is the set of expectations, memories, stories, and relationships that, taken together, account for a customer or client’s decision to choose one product or service over another.” This provides a bit of a framework that one can use to evaluate the strength of your brand, how you think about your brand building activities, and how you track and measure success of your business.

Expectations: the standard to which your brand is measured

Expectations can take many forms and can come from multiple directions. They can be set when a customer or potential customers sees your advertisements, hears a warranty claim, or is told about a product or service by a trusted colleague or friend.  Sometimes expectations are set by competitors or by those performing services in other industries that raise customer requirements. Managing expectations is a key contributor to all successes. The dynamics of expectations exist in personal relationships and shows in company stock prices. The same holds true for companies wishing to build a brand. Understanding the expectations and requirements of the customer is critical. As Clayton Christensen said in his “theory of jobs to be done”:

When we buy a product, we essentially "hire" it to help us do a job. If it does the job well, the next time we're confronted with the same problem, we hire the product again. If it does a crummy job, we "fire" it and we look for an alternative.

The evaluation of the product as being well-suited for the job or “crummy” can be expressed as the ratio of how well the product actually performed as compared to how well it was expected to perform.  

When I helped grow the desktop monitor business back in the early days of flat panels, we offered an industry-leading 3-year warranty with 2-day advanced replacement. Something we eventually named the “Customer First” warranty. Unheard of in the industry, but it immediately built trust for an unknown brand in a new category of product that few had purchased yet. It contributed to a fast growing and sustainable business. Sometimes, as the authors Eddie Yoon and Christopher Lochhead propose, “first mover advantage” goes not to the original innovator or even the company first to market, but to the one who understands their customer best and creates the category.

So, ask yourself how well do you know the expectations of your customers? What is the problem they are trying to solve? How well do you solve it (in their evaluation, not yours)?  Who in your industry “owns” the standard for expectations for your product or service? Who is setting the standard for quality, delivery, and performance that are now table stakes in your industry? What can you do to set customer expectations higher in a place where you are better suited to deliver than others? How can you fashion a warranty or service pledge that sets the bar? How do you measure customer satisfaction and is it truly capturing the expectations of your customers? Are there some unfulfilled expectations in your category, or in other industries, that you could uniquely address for your customers?

Memories: the impressions your brand leaves behind

Memories of your brand are centered in the customer experience. User experience (UX), often manifested in user interfaces (UI), or the larger field of customer experience (CX) has been of growing interest to companies and is seen as a key differentiator to those who do it well. But memories are experiences reflected upon. The American philosopher and educational reformer, John Dewey, once said, “we do not learn from experience…we learn from reflecting on experience.” Experiences must be harvested for insights for true learning or change to occur. Memories of brand interactions is what builds your brand and shared memories build your reputation. 

Because memories are not facts, you can frame how people remember. When online retailing start, the idea of returning a product through the mail was a hassle. Companies thought of returns as a necessary evil of doing business.  Then came disrupters. Nordstrom is said to have allowed a return of tires (even though they don’t sell tires).  Zappos, the online footwear retailer bought by Amazon, likes to say they were a “customer service company that happened to sell shoes” and offered free returns from the start. This was deemed genius. They created a customer by making it possible to comfortably buying a personal product like shoes over the internet. Even though some people would buy two sizes to send back one, most still viewed returns as something to avoid. Returns were still reverse logistics. Today, there are companies like StitchFix (personalized styling) and Warby Parker (prescription eyewear) that rely on returns as an expected part of their business model. This reframing, enabled by data, is where business model innovation lies.

What do you do to measure the experience that people have with your product or services? Is there anything negative in their perception that might be reframed to solve a customer pain point? What is their experience with you before they use your product or service in the sales or marketing processes of your company? What is their experience after they use the product as they seek out service, support, or higher utilization? How do your customers describe their interactions with your brand after the fact, when they are recommending you to a friend, or warning a friend never to use your product? Where did they experience frustration or a feeling of success? What emotions are associated with your product or service? How to you measure the weight of a memory?

Stories: how your brand lives forever

Stories are powerful. The stories brands tell about themselves, or more importantly about their customers, can have a meaningful impact. Brands build trust by talking about their history of innovation or featuring case studies from other respected brands. But even more powerful is the role that your brand plays in the stories of your customer. A customer holding a Starbucks cup is not telling the a story about a coffee grower or roaster. It might be part of a larger narrative where a person is hard-working, prosperous, and deserving of a personalized reward like a tall, double, non-fat, caramel latte. Wearing Nike shoes might not just support their arches on the track, but reflect their belief in personal achievement or social justice. The old adage “no one gets fired for buying an IBM,” spoke to the trust that the brand built among corporations. It was the story individuals would tell about themselves when they, too, bought an IBM and were part of the club of insiders who knew best. 

You might think you are in the business of synthesizing chemicals, renting hotel rooms, or decorating cupcakes, but to your customers, your brand might very well be a prop or a setting of their own unfolding story. Your product might compete with other categories in fulfilling the emotional needs of your customers. Does expertly navigating through the city with Waze have the same emotional payback as getting unique access to a concert because you hold a premium Mastercard account? Is your service contract helping your customer qualify for a promotion?  Your product could not just be something they use or something they do, but it reflects on who they are. This is where contextual insights are so important.

What do customers do immediately before and after using your product or service? How does their choice of brand affect their self-worth or the perceptions of others? What other products or offering might fulfill the same emotional job as your product, but in another category and what can you learn from them? What emotions arise when customers tell others about your brand? Where else do these emotions show up? What else can your customer do because they are using your product or service? Do you need to add new kinds of research, like ethnographic studies, to your toolbox to contextualize your customer’s buying journey for new insights? 

Relationships: how your brand becomes personal

Relationships are important in all industries and business categories. Sometimes the relationship is with a person: the account manager whom they consult with and trust, the executive who they admire, or with the counter clerk who knows that they like extra cream cheese on their bagel. Some leaders, of companies big and small, are the manifestation of their brand (or perhaps their companies are the manifestations of their personalities). These human relationships are influenced by corporate culture, the language and customs of your social environment, and the mechanisms of conversations and human interaction. And for the purposes of branding, relationships can be defined broadly at all the critical touchpoints.

A family favorite movie from my childhood was “The Music Man.” In it, the little town of Gary, Indiana waits with bated breath as the Wells Fargo wagon approaches. It carries important necessities. And, more perhaps more importantly, it contains the mystery and delight of wonders of far-off lands. Raisins from Fresno, grapefruit from Tampa, and salmon from Seattle. Even a canon for the courtyard square. As was moistly sung by a young Ron Howard, in that wagon “could be somethin’ special just for me.” I don’t remember them mentioning the name of the Wells Fargo wagon driver. The relationship was with the promise of the wagon (the same wagon, you will note, is still featured prominently in the Wells Fargo bank logo).  The relationships that business-to-business sellers have with their customers can be so valuable that in mergers or acquisitions the key sales relationships are measured and secured with special stay-on incentives. In other industries, the relationships are more fungible and often scaled to objects or interfaces. The relationship with the brown uniform of a UPS driver or the highly-trained manners of a Chick-fil-A employee. 

So, ask how would your customers describe the relationship they have with your employees? What other aspects of your business or touchpoints do customers think about in relational terms? Where, how, and with “whom” do they have conversations, make requests, or receive services? Who or what do they trust with their credit card number or identity? How do they invest in the relationship with your physical product or software tool? How do you measure engagement and loyalty? How do they engage with your brand communications, events, or other points of contact? How would you value or prioritize these relationships as they contribute to loyalty or customer lifetime value?

Customer Decision: the ultimate test

These dimensions of a brand are not mutually exclusive, of course. The relationship someone has with a software app is informed by the user experience, what they have come to expect, and makes memories that can be shared. In the combination is brand preference and loyalty. 

For the famed musical, Hamilton, Lin-Manuel Miranda penned the following lyrics:

Let me tell you what I wish I’d known

When I was young and dreamed of glory

You have no control

Who lives, who dies, who tells your story.

The same is true of your brand. You can decide which research and development projects you fund, what metrics you measure, and how you lead your organization, but you don’t get decide if your product or service achieves the glory you wished for it. You don’t get to decide how customers adopt or engage with your brand. Although you try, you don’t even control how people talk about you where it matters most. All those decisions are squarely in the hands of your customers. They are the ones making memories and telling stories. All you can do is to make it easier for them to craft good ones.

This article originally appeared on LinkedIn.

Photo by Vitalis Hirschmann on Unsplash @hirschmann_photography.

Comment

Off to Summer Camp

Comment

Off to Summer Camp

SummerCamp_JenniferLI.png

I was honored to be on the agenda for the upcoming Revenue Camp on July 15th and 16th. I spoke on the topic of being a customer-obsessed product marketer. You can find the recording on-demand for free here.

Comment

On Doing the Right Thing

Comment

On Doing the Right Thing

11.11.19.jpg

“Do the right thing before figuring out how to do it right.” – Shane Jackson

You can know all the techniques for fishing, but be on a lake with no fish. You can know all the approaches to marketing or sales success, but not be focusing on a market that is big enough or a customer problem that is not solved in some other way.

Comment

Dynamic Stability: 10 Ways To Put Your Customer First

Comment

Dynamic Stability: 10 Ways To Put Your Customer First

10.10.19.png

It’s no secret that organizations today face unprecedented challenges and leaders, including marketing executives, are under pressure to deliver growth and think beyond the confines of their particular function. Jay Weiser from the Weiser Strategy Group, whose career in business strategy consulting has led him to work with top leaders across multiple industries, has seen businesses succeed and fail in their effort to keep pace. “With near-constant change and disruption, leaders and their organizations must recognize that stability is a relic of the past and what differentiated in the past isn’t adequate for the future,” he said. Here are ten concepts to help you think about cross-functional alignment and delivering an exceptional customer experience in your business:

  1. Stability is dead. In a business landscape now characterized by constant change, companies and leaders who “wait for the dust to settle” will be left in that same dust by competitors. "Understanding context is key to change,” Weiser said. “Industries are being disrupted. Customers are now better informed than company salespeople. Competitors are more aggressive."

  2. The future belongs to the nimble. “Companies who are prepared, ready, and able to act have a significant advantage over those who are not,” he noted. “They can bounce back from disruptions faster and pounce on opportunities quicker. Conversely, those who are not, often do not bounce back and miss opportunities.”

  3. Dynamic stability is the key. Weiser calls “dynamic stability” the key to the future. “Flying a helicopter is a great example of dynamic stability,” he proposed. “Helicopter pilots maintain constant awareness of changes in the environment and actively and frequently adjust the controls to hover or fly to where they want.” Leaders and their organizations need the same capabilities to guide and manage their companies. “There is no other way to fly a helicopter successfully and the same goes for leading and managing a business into the future.”

  4. Customer-centricity is now table stakes. "Even before it became trendy to talk about customer experience or customer engagement, many successful companies were already putting those concepts into practice,” observed Weiser. “While it used to be a differentiating choice, now it is a necessary requirement." Customers in the past put up with a lot of cost, inconvenience, and opacity in their buying choices. “Now, power has shifted to the customer,” he continued. “They know more and have more choices. Now it’s imperative that companies quickly resolve these business issues or face, possibly irreversible, consequences to their businesses. “

  5. Your metrics might be holding you back. “A new CEO at a well-known national grocery chain recognized that the chain was not consistently delivering on their long-held and core brand promise of superior customer service,” Weiser recalled. “He quickly realized that one of their main metrics of success, items per labor-hour (a productivity/efficiency measure) disincentivized management from encouraging customer-centric behaviors and investing in customer service like training. De-emphasizing this metric and raising the importance of key customer service metrics helped them pull ahead of competition and achieve better than peer financial results.” It’s time to review how you are measuring your success and ensure that it aligns with the things upon which your customer is measuring your performance.

  6. Tomorrow’s customer might not have a voice in your decision making processes today. “Organizations need to see and consider the need to change earlier, even if it puts some of their present business at risk,” he proposed. “One company I worked with had built a very successful company based on their website.” Salespeople and some leaders were asking for a mobile solution saying that is what customers will want. Management response was that current customers were using and valuing the desktop solution. “Our desktop solution is what makes the company money,” they said. “We don’t know how to do it on a mobile device.” In reality, the customer of the future might not have a seat at the table yet, but should and if they did they certainly don’t care much about how you make money today.

  7. Talk is cheap. Alignment is hard. "Being aligned for or talking about customer-centricity is not enough,” Weiser claimed. “Functions like Marketing, Sales, IT, Finance, and HR need to collaborate and act in an integrated manner to successfully to improve customer experience, increase customer engagement, and drive growth and employee engagement and experience.” To be successful, strategy execution must be a team sport.

  8. Functional excellence is the ball-hogging of business. Weiser recounted that recently too long a CMO at an executive team strategic planning session said his departmental goal is to “build a world-class marketing organization, recognized by the industry.” The CEO pounded the table and said in colorful language that he didn't care about building a world-class department or being recognized by the industry, but rather he wanted to know how the CMO and the marketing department was going to help him grow their business. This is true of any function. Prioritizing functional excellence can undermine overall customer centricity.

  9. C-level leadership needs to coach a new game. "Watching cross-functional leadership mature is like watching children learning to play soccer,” he offered. “At first, they just are amazed at how far the ball goes when kicked. Then they start playing in parallel they all chase the ball.” Which in itself is an early form of alignment. “Then there is some role differentiation and ultimately the most successful teams are the ones that will play as a team, passing the ball and actively assisting each other.” This is accomplished because players learn not only how to play, but more importantly how and why to play together and to keep score. “Not by the number of points they score individually or minutes of playing time, but by how the team performs overall," he concluded.

  10. Change has a cost, but it might be less than you think. "When considering whether to change, organizations need to ask themselves and seriously consider the risk and cost of doing nothing,” Weiser reminded. “Leaders most often over-estimate the cost or risk involved in changing and under-estimate or do not account for the impact of not changing." Whether the change is an adaptation of success metrics, a delegation of decision making, or a strategic pivot, consider the cost of grasping to the illusion of stability.

Achieving dynamic stability provides a chance for your organization to satisfy the customers of today and tomorrow and become the positive disruptor of the customer experience in your industry.

— — —

This article was originally published on Forbes.com.

Comment

3 Ways To Build Your Brand On The Right Assumptions

Comment

3 Ways To Build Your Brand On The Right Assumptions

2.22.19.JPG

Teresa Caro, the senior vice president of marketing at Atlanticus, a financial services company marketing under the Fortiva family of brands, has spent her career helping brands connect with their customers, often in new ways. She worked for social media agencies in the early days of those platforms and helped brands like Chick-Fil-A, UPS, Wells Fargo, and Coca-Cola with their marketing strategies. We had a chance to talk recently about the need to unpack assumptions and her insights provide guidance to marketers and business leaders seeking to align marketing and sales and to put the customer in the center of their business.

Assumptions Can Hide Misalignment and Breakthroughs

“My biggest learning throughout my career is to never assume,” said Caro. Even fundamental things like the company’s financial goals might not be obvious. “Every company seeks to be profitable, yet, depending on the company goal, profitability may not need to happen until a later date.” She recommends digging deeper into the business goals to understand how marketing affects future results. “Will the company be sold in five years and so scale is the priority and profitability is less important (at least right now)? Is the company a public company and so profitable growth are the priorities? Are we operating in a highly commoditized space so more focus needs to placed on brand awareness, perception or differentiation?” The answers to these questions lead to very different plans. “I have even worked with brand manager clients who want to be perceived as more ‘innovative’ compared to their other brand managers, so we did less around the ‘tried and true’ and pushed more into sparkly objects,” Caro recalls from her agency days. In any case, understanding the underlying motivations can lead to real breakthroughs and uncover areas of misalignment. “Once that long term goal has been identified and translated into short term plans, next it is important to layer in the target audience.” Caro said it is important to consider all the stakeholders, “not just customer or consumer target audiences, but also internal, external, investor, board-type audiences.” Consider how your business plans, product positioning, or even messaging will resonate with all the stakeholders.

Measurement Requires Management

“Regardless of industry, the biggest assumptions are typically around measurement,” Caro observed. “What needs to be measured, is it being measured, is it being measured the right way, is it being reported on correctly, is it being analyzed appropriately, and is it being tested and optimized” are the questions that she advised asking. “Furthermore, do the right people have access to this data and do they understand how they can make an impact on these numbers.” If data isn’t understood or actionable, it isn’t useful. “In other words, people who are really good at creating reports, may not be good at analyzing them. People who are good at analyzing them, may not have the domain knowledge needed to make recommendations to different departments,” she said. “The most fascinating discovery I have made is the number of marketing organizations that don’t have an analytics person on their team or that they have to share them with finance and accounting,” she noted. This is likely to change in the coming years with a growing emphasis on data and analytics, but it is a gap in many small and mid-size marketing groups today and impacts the ability to make smart, data-driven decisions.

How organizations make decisions and use data to drive marketing plans can vary widely. “Many brands assume TV commercials always work, largely because it is the tradition in the company to always include TV commercials in their brand plans,” she said. “Content marketing has become another ‘you-just-have-to-do-it’ tactic in marketing plans.” Whether or not it is the right choice for the business, product, or sales approach. “For the record, there are ways to prove TV commercials work, as well as content marketing,” Caro summarized. “It goes back to the assumptions around measuring the right way, with the right tools.” And making sure those measurements tie back to the business strategy overall.

She warned against acting on data without first validating. For instance, Caro warned that a company shouldn’t use lookalike modeling, in which new prospects are pursued that match attributes from current customers, without validating that those current customers are the most valuable or profitable. They risk filling the pipeline with prospects that will not drive the business goals. Similarly, “rolling out social media and other forms of communication without validating other departments, such as customer service, can support the ramifications” is a recipe for brand damage. Metrics are exceptional tools, but they are only tools to be used by management to make smart decisions, even if that means rethinking traditional approaches or revisiting what has worked in the past. “Debunking of assumptions requires a business case and a leadership team willing to take a risk,” she added.

Brands Are Themselves Assumptions

It has been said that your brand is what your customers think and say about you without your involvement. In a sense, they are themselves a set of assumptions. Assumptions about how the product might perform, how the price compares to the competition, where the product can be purchased, and what the customer experience will entail. “When someone asks me to ‘brand position’ a company, I have found a lot of work goes into helping them understand all that goes into a brand,” recalled Caro. This includes not only “advertising, but PR to customer experience and everything in between.” It extends beyond marketing functions to sales. It extends beyond customer-facing roles to those who support the experience in factories, development teams, or billing departments. Good marketers “help their executive leadership or clients understand that what he or she decides to do as it relates to brand, impacts all aspects of the organization,” Caro said. “And, with a limited budget, not everything can be done.” Before your customers can make the right assumptions about you as a brand and a company, the organization has an opportunity to decide “what they want to be known for and how they want to reinforce this message.” And to give that priority across their entire business strategy.

This article was originally posted on Forbes.com.

Comment