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
As I have said before, with marketing being held to a higher standard, the days of running programs and hoping that they worked are over. The old saying, “If you can’t measure it, you can’t manage it” rings true today, more than ever. Nearly every target interaction can be measured in some manner.
But how do your get your marketing team to embrace measurement?
If you truly want measurement and accountability to permeate your organization, it can’t be just lip service. You must make a wholesale change and bake it into the DNA of your company. It may sound difficult, but it isn’t that hard to do. We’ve helped many of our clients implement analytics programs to track and improve the effectiveness of their marketing efforts.
Here are a few of the keys. Make sure you…
- Put your analytics plan in place prior to any implementation.
- Get input and buy-in from senior management.
- Measure the right things – the data points that tie back to your specific objectives and can truly have an impact on revenue. In some instances, 2-3 items will suffice. In other cases, you may need to track 10-15 items. It is fine to track softer items (e.g., awareness, favorability), but it is also critical to develop mechanisms to track leads/engagement and hard business metrics.
- Create a conversion funnel that, where possible, tracks all the data points from each customer interaction all the way through to revenue.
- Develop a scorecard to track the data.
- Assign the team members who will be responsible for each data point.
- Set a reporting schedule… and stick to it.
Don’t be afraid of measurement. Embrace it. Your future may depend on it!
— Stephen Weinstein, Director of Account Management
There has been a lot of hype surrounding the recent launch of Goldman Sachs’ advertising campaign. The firm that has built a reputation for being a group of elitist “bad boys” wants to change its image. Perhaps it was the reference to the firm as “a great vampire squid wrapped around the face of humanity” in a Rolling Stone article that caused the firm to act. In any case, the most profitable U.S. securities firm in Wall Street history wants the public to know that it creates jobs and loves the small-business community.
The firm’s first ad appeared in The Wall Street Journal and The New York Times, and it has been reported that ads will follow in other daily papers across the country. Initially, I was surprised that their first effort to “repair their image” was via a full-page ad in two of the nation’s costliest media outlets. If the firm’s message is one of inclusion and engagement, hence the tagline, “Progress is everyone’s business,” why is Goldman Sachs choosing to limit its campaign to a one-way message rather than engage the public with an integrated campaign that includes social media and public relations tactics?
A Goldman Sachs spokesperson said the advertising campaign is meant to “reflect the work we do for clients and the effect on the economy as a whole.” Writing and circulating stories about the work they’ve done, the jobs they’ve created, and the industries they’ve helped would bode well in social media and traditional public relations. In today’s environment, these tactics can be the most powerful weapons in a marketing arsenal.
What do you think? Is Goldman Sachs on the right track to repair its image?
— Debbie Dryden, VP, Thought Leadership