If It Ain’t Broke… Then Just Enhance It

I recently returned from the National Automobile Dealers Association (NADA)  trade show in San Francisco for our client Manheim.  We repurposed last year’s “sports lounge” booth, enhancing a few key elements.  Why would we want to use the same sports lounge concept from last year?  Well, it worked.  How do we know it worked?  We looked at the results.

We didn’t just look at anecdotal comments from industry leaders such as Kathy Jackson of Automotive News, who stated in her blog, “They really had it going on at the Manheim booth – sports bar with lots of flat screen TVs and free beer, wine, soft drinks and nuts.  You would have thought you were on the set of ‘Cheers.’  The bar was packed.”  We also looked at last year’s results, such as 800 unique attendees engaged at the booth for an average of 28 minutes per person.

So going into planning for this year’s trade show, the consensus was to go with what worked last year and aim to make it even better.  The primary goals were to increase the number of attendee engagements as well as time spent with the attendees.

First, we increased the size of the booth footprint, making the sports lounge 10 feet deeper.  Since the sports lounge was packed last year, we figured attendees may appreciate more seating and more elbow room.  And, oh yeah, we may be able to engage with even more attendees.

Second, we promoted the sports lounge with news racks near the trade show and pre-show e-blasts to dealers, promoting an NFL replica football giveaway.

Third, we secured and branded a nearby sports bar with 31 interior and exterior window banners, two continuously looped, closed-circuit television spots, napkins and cups.  We invited attendees to join Manheim and watch the “Big Game” between the Green Bay Packers and Pittsburgh Steelers on February 6^th after the trade show.  There, we gave away more footballs, iPod touches and iPads.

The results:

• An increase in unique engagements over last year, from 800 to 1,150.
• An increase in average time spent in-booth with attendees, from 28 minutes to 32 minutes.
• Engagement with more than 350 attendees for an average of THREE-PLUS hours at the off-site sports bar.

So what does it all mean?  First, by establishing measurement criteria up front and looking at results, you can evaluate program-to-program performance objectively.  Second, even if previous results were good, they can always be better.  Third, you may not need to reinvent the wheel to drive results.  And finally, people like free beer and sports.

Gary Sayers, Vice President, Account Director

Engaging with the Big Game

There is no question that I will be engaged in the Super Bowl this weekend.  In fact, it has been on my radar for weeks.  The question is exactly how will I choose to engage?

• Old School –  Just enjoy the game for the game’s sake.  As a native Pittsburgher with fond memories of the Steel Curtain, swirling terrible towels, and chanting “One for the Thumb,” it’s a logical choice.

• Facebook Fanatic – Participating in the virtual cheers and jeers that are bound to continue between my Facebook friends who have been posting images of Steeler cheese graters, “Stairway to 7” slogans and other signs of their team affiliations for the past several weeks.

• Professional – As a 20-year veteran of the advertising and marketing world, there is the obligation to analyze every commercial so that I am prepared to debate the winners and losers with family, friends and colleagues on Monday morning.

• Twitter Tags – And there is always the appeal of the Twitter buffet of 140-character musings on everything from the plays, the refs, and the commercials to the Polamalu  vs. Matthews “Hair Bowl.”

The truth is, I will probably engage with the Super Bowl in all these ways, as each appeals to me on a different level.

As a marketer, it is also a good reminder that target audiences are multidimensional and will choose to engage with brands and messages in a variety of different ways with different expectations – sometimes all at the same time.  Communications plans need to be as multidimensional as they are.

Pamela J. Alvord – EVP, Managing Director of Strategy and Operations

Marketing in the New “Mocial” Environment

The marketing buzzword of 2011 will likely be “mocial” – the convergence of mobile and social media.  Mobile technology encompasses speed and accessibility, and social media enables people to stay connected.  Merging the two fits today’s new cultural communications environment, where time and attention reign supreme.

Most brand managers understand the power of social media and have incorporated at least one social media tool to communicate with customers.  This is definitely a step in the right direction.  Seventy-five million of Facebook’s 500 million customers follow at least one brand or company, and nearly 50% of Twitter’s 190 million do the same.

Meanwhile, the use of mobile devices has grown exponentially, and recent statistics prove that mobile users are much more likely to engage in social media.  Currently, there are more than 200 million users accessing Facebook through their mobile devices, and these users are twice as active on Facebook compared to non-mobile users.

Building a personal relationship via mobile is a surefire way to influence customers and their buying behavior.  The power of mocial is the ability to reach people at key decision-making moments.  A Harris Interactive poll recently showed that of consumers who receive some form of permission-based text marketing from a company, 34% said the messages have made them more likely to visit the venue and 27% more likely to make a purchase.

Mocial marketing offers an opportunity for a company to interact with customers, rewarding them when they visit your location to make you aware of their interest in your products or service.  Other ways to engage customers include: discounting/couponing, instant feedback, interactive competitions and flash events.

Domino’s Pizza is one company that has capitalized on mocial marketing and reaped the benefits.  It attributes a 29% increase in 2010 pre-tax profits to an effective use of promotions on Foursquare.  Companies that follow in the footsteps of Domino’s Pizza and put a sound strategy behind mocial have an opportunity to make significant financial gains of their own in 2011.

– Debbie Dryden, VP, Thought Leadership

Recent Gap Jeans Giveaway – Success or Failure?

A couple weeks ago, Gap teamed up with the newly launched geolocation service Facebook Places to give away 10,000 pairs of free jeans.  By some accounts, the promotion was a great success, citing the fact that using only Facebook and traditional word-of-mouth advertising, all 10,000 pairs of jeans were given away in less than two hours.  However, the company fell short in execution — the effects of which will likely cost it in lost revenue down the road.

Promoted via Facebook, shoppers were instructed to visit a Gap store on November 5^th, check in using Facebook Places, show the cashier the check-in acknowledgment, and receive a coupon for free jeans.  When the doors opened on November 5, a number of people were disappointed to find out that individual stores had as few as seven pairs of jeans to give away.  In addition, due to a lack of understanding about Facebook Places, many customers attempted to “checkin” online instead of going to their local store.

Facebook, the vehicle credited for the successful promotion, became the outlet where a majority of people complained.  As one person vented, “I don’t think people are mad about not getting free jeans as much as they are mad about the way that Gap handles their promotions and mistakes.”  Several people who identified themselves as loyal Gap customers vowed not to shop at the store in the future.  Only time will tell if these disgruntled customers will stick to their word and not shop the store.  And what a shame if the company loses loyal customers and revenue over a promotion that was poorly executed.

The company’s claim of success in the way of increased Facebook traffic, “likes,” and comments reminds me of the cartoon by Marketoonist Tom Fishburne that asks, “Who needs customers when you have friends, fans, and followers?” Well, companies do, if they want to be around in 2011 and beyond.  Social media has emerged at a time when marketing measurement is top-of-mind.  Although “likes” and Facebook traffic are good tools to monitor, a smart marketer knows that sales is the only figure that ultimately matters.  A program can only be deemed “successful” if it increases the number or frequency of customers.  How does your marketing department or agency measure its programs?  Is sales the primary indicator of a program’s success or failure?

– Debbie Dryden, VP, Thought Leadership

Related articles

• Gap’s Facebook Places Giveaway: Success or Failure? (marketingpilgrim.com)
• Gap Promo Shows Location Deals Need Work (nytimes.com)
• Gap’s Free Jeans Giveaway Left Some Customers Disappointed (shoppingblog.com)
• Complimentary Denim Promotions – The ‘Gap Facebook Places Deal’ Offers Free Jeans to Customers (trendhunter.com)

Lessons on Engagement from the California Angels

I recently attended a trade group meeting, where I connected with industry colleagues from around the country. Stories about survival during these challenging economic times abounded – many shared their struggles and ups and downs, and some even noted the unexpected success they are having this year, although many would not have predicted it. That speaks to the changes in how clients choose to work with marcom firms in general.

During one of the sessions, the president of the California Angels baseball team spoke. He brought his marketing director, who walked us through how they re-branded the team over the last several years.

I would classify myself as a “semi-interested” baseball fan. I’m originally from the Bronx, so the NY teams are part of my DNA. However, I’ve lived in Atlanta so long, that the Braves now join that molecular strand. But what I found interesting about the Angels presentation was how they continually strive to engage their customers — from the die-hard season ticket holders to the differing segments of their market, most notably, the female constituency.

They also work hard to employ best practices throughout Major League Baseball. Along with the World Series winner, the San Francisco Giants, the Angels employ eight customer service specialists who are assigned to season ticket holders. Their responsibilities include: engaging with each one and reaching out to make sure they are happy, proactively inquiring if they need anything, and leaving the door open for these valuable customers to reach out anytime they wish.  As a result, the Angels claim one of the top season ticket holder renewal rates in MLB.

The two speakers shared many stories, and one thing rang clear — they are devoted to their fan base — whether long-time season ticket holders or the family who visits one time. They are mindful of prices at concession stands as well as on merchandise. They have a supportive owner (after the Autry family, then the Disney ownership debacle, now to a businessman owner who seems to “get it”).

What are the lessons? (1) Attend industry events and meetings so you hear stories like this firsthand, and (2) engage frequently with your customers to make sure they come back time after time because they love your brand and how it makes them feel.

– Rena Kilgannon, Principal

Compelling is a matter of respect. Advertisers should show some of it.

Ever gone out to dinner with someone who constantly cuts you off to talk about themselves? Ever work next to someone who bores you with what they did over the weekend while you’re trying to work? Or maybe you have a mother-in-law who continuously explains to you how things are supposed to be done while you’re trying to finish your chores. You probably get the feeling these people don’t really care what you think. And you’d most likely be right.

So why do advertisers interrupt and bore their audience with monotonous, dumbed-down messages? Some advertisers think the public is an idiot and they’re hopeless. Some are simply testing only for brand recall and a few copy points and feel this works for them. And most likely they don’t see it as their responsibility to entertain you.

I’d like to propose that it is an advertiser’s responsibility to provide a well-crafted, compelling message that not only informs but also entertains. There is enough visual and aural pollution in the world already. Walk down a commercial street and you’re most likely looking at ugly signs, litter, billboards and transit advertising, and listening to noisy cars, buses, and music coming from storefronts. The world is a very tough place to win attention. http://answers.google.com/answers/threadview?id=56750

Back in 1970, in a famous book, sociologist Alvin Toffler warned of information overload (http://en.wikipedia.org/wiki/Future_shock). Today, there is a lot more media in our lives, and the pace of change is rapid. Messages need to do more than break through clutter; they must stand out in a torrent of media, much of which is actually designed to be engaging.

So how can a brand compete? Two ways. With big, targeted, and expensive media buys. Or with smart, engaging content that people actually want to see. It’s obvious that there is a responsible choice here.

– Jimmy Gilmore, Senior Copywriter

How engagement can fall short

It shouldn’t come as a surprise to anyone; the world is changing. People are receiving up-to-the-minute information as news is happening, rather than wait for the 6 o’clock news. News stations (CNN, MSNBC, Fox News) report updates on their websites, and Facebook and Twitter posts have become the definition of “current” events. As technology continues to develop, advertising, too, must learn to reach audiences in new, compelling, and engaging ways.

The digital age is upon us, and with it comes more ways to reach audiences than ever before.  Today, audiences are targeted through social media sites, online banners, search engine optimization, and limited online TV commercials. Even though advertisers have many more venues to reach new customers than ever before, it’s a stretch for some of these media to have a discernable impact. But I came across one such campaign that was so compelling, I had to share it with everyone I could.

This campaign was intriguing, interactive, and engaging enough that I wanted to continue “playing” with it long after my first video finished. But after five minutes, could you tell me what the brand was? You may recognize the product and what it can do, but do you know the brand? (The answer is Tipp-Ex, a brand of correction fluid, owned by BIC, better known in Europe). While the concept of this campaign is incredibly strong, the execution fell just a bit short of turning an engaged audience into a new supply of consumers. And, after all, isn’t the end goal of advertising to sell products?

Here are three steps that Tipp-Ex missed that could have turned the compelling, engaging campaign into one with positive, measurable results:

1. Continue using the product. Clearly, there are many videos that Tipp-Ex produced for this campaign. Allowing me to “use” the product in order to create a new blank would have had me interacting with the product directly. Repetition would have made me recall the brand next time I’m ordering supplies.
2. A link to the website. There are more than 6.8 million views (at the time of this posting) to this video, but not a single clickable link to their site. Can you imagine what 6.8 million views would have looked like had they been allowed to visit a microsite or landing page? Then, Tipp-Ex would have had a targeted, active audience on THEIR site, and not just some YouTube link.
3. A call to action. While I enjoyed interacting with the videos of this campaign, once I was done, I was done. The campaign did not provide an opportunity for me to further my involvement with the brand by offering a call to action. A simple coupon (on this yet-to-be-executed website) that could be printed and taken into any office supply retailer to be redeemed will have me asking for this brand by name next time I’m in need of correction tape.

With these three additional executions to the concept, uninterested Web surfers could have become interactive and engaged audiences and converted into measurable consumers, and perhaps loyal brand stewards.

– Jonathan Ginburg, Senior Account Executive

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Putting the Human Back into Customer Service

Long gone are the days of a disgruntled customer sharing his or her bad experience with only a handful of people.  Today, poor customer service can be broadcast to hundreds or even thousands of people.  Take, for example, Catherine Brooks, a Florida woman who is suing SunTrust Bank over the way it paid out a construction loan to her builder.  The home is only 65 percent complete, and the $1.6 million loan has dried up.  Brooks has enlisted Twitter to tell her story and has amassed 4,400 followers in the process.

The actions of Brooks are representative of most consumers today.  A recent survey of New York state residents revealed that a whopping 97 percent of respondents are likely to share poor customer service with friends, and approximately half of them will vent on social media outlets such as Twitter and Facebook.

The instantaneous nature of social media makes it easy for people to vent their frustrations in the heat of the moment. And, it’s generally not the initial posts that do the damage; it’s the exponential potential of “retweeting” that can catapult a complaint to the point of showing up on highly trafficked news sites and blogs.

Savvy companies, such as Southwest Airlines (@SouthWestAir), Best Buy (@Twelpforce) and GM (@GMCustomerSvc) have recognized how to turn this potentially negative situation into a positive one.  Their customer service teams answer questions online in real time and have the authority to be problem solvers, not just policy implementers.  They also put customers first, addressing, with compassion, customers’ problems and issues.

What these companies, and others like them, are doing is not revolutionary – it’s common sense, actually.  Valeria Maltoni, a top social media influencer with nearly 20,000 followers, recently stated, “Companies are starting to see the wisdom of putting the human back into customer service.  Along with the additional promotional opportunity opened up with social media, many are walking the walk and actually listening to customers.”

At the end of the day, isn’t that what successful companies do?  Listen to their customers and address their needs?  How does your company measure up?

– Debbie Dryden, VP, Thought Leadership

Lessons from the front lines

My colleague Karla Chambers recently wrote a blog about her experiences on location with a street team in Henrietta, New York, for one of our clients, NYCM Insurance. She painted a good picture of the actual experience of being at the fairgrounds and seeing the masked, hooded, numbered people.

For any marketer or advertiser with similar challenges to what NYCM Insurance has been experiencing—multinationals trying to eat their lunch, lower penetration in some key markets, and, of course, in this economy, an everyday challenge to attract and win business—there are a few points to be made beyond just the sexiness of the execution.

Start with the idea that your next campaign needs to be an integrated campaign. The work should touch as many delivery channels as possible. In the case of NYCM Insurance, that included a grassroots presence (the aforementioned street teams), the booth, paid search, social media ads, an optimized landing page, online video, radio and more. We also had a very robust PR initiative wrapped around the program. The media landscape is so fractured these days, even within B2B, that relying on one or two channels for messaging just doesn’t cut it.

In order to have a campaign that is versatile enough to carry across multiple channels, and most importantly, not just be cookie cutter in each of those areas, but use the properties of the media to its advantage, you need two things: a smart strategy, and from that strategy, a compelling idea. There is an inescapable bond between the strategy and the idea. And the test of whether you’ve nailed them is how fundamentally sound and engaging they stay even after they have been translated into various media. Will the idea be translatable at the grassroots level and also be translatable into sight, sound and motion for video and also translatable into words for paid search? And will each of those translations use the best properties of the media to its benefit? If not, then you’re not done yet.

Lest you get the wrong idea, I’m not suggesting this is easy. In fact, it’s quite hard. And it takes time. To do it right takes bold leadership and shepherds on both the client and agency side to keep it from going sideways. Thankfully, in the case of NYCM Insurance we had both.

Integrated campaigns should also be measured campaigns.  Build a scorecard. Define an expectation. Follow the data. It is possible to measure everything provided you’ve been smart about it up front. (Full disclosure, I may have just gotten a gold star from my partner and resident analytics guru, Mike Reineck.)

In summary:

—Make your next campaign an integrated campaign

—Make sure you have a smart strategy

—From that strategy, make sure you have a compelling idea

—Measure it.

—Let it rip.

– Chris Schlegel, Creative Director

Unconventional Marketing Strategies Work

It’s July and it feels like a sweltering 100 degrees in Henrietta, N.Y, just outside of Rochester. Despite the intense heat, hundreds of neighboring residents descend upon the county fairgrounds with the expectation to enjoy  “carnival” food, amusement park rides, demolition derby, live entertainment, vendor booths, and roaming silent MASKED PEOPLE!?!

Who are those people in the white hoodies and masks?

What’s up with the number on their masks?

Their shirts read, “My insurance company treats me like a number.”  I wonder who they work for?

Upon entrance to the Monroe County Fair on July 17, fair-goers were greeted by a group of people dressed in white t-shirts, hoodies and numbered masks. Expressionless, these masked individuals stood motionless and did not utter a word to those who inquired about their presence at the county fair. It is not until people approached the distinct orange NYCM Insurance trailer with a masked mannequin to greet them that they were able to learn how NYCM treats each person as an individual and not a number.

The presence of the street team coincided with the launch of NYCM’s new advertising campaign, and by all accounts, the unconventional marketing strategy was a success.

Fair-goers were intrigued and drawn to the street team’s presence because of an emotional cord — we all want to be valued as individuals and treated accordingly by businesses. The presence of the street team drove fair-goers to the NYCM booth and website and increased inquiries about NYCM’s home and auto insurance services.

NYCM’s masked street team is a good example of an unconventional strategy that reaped great results. What unique marketing tactic could your company employ to communicate its core messages and set itself apart from the competition?

– Karla Chambers, Account Executive