“Be interesting, be enthusiastic…and don’t talk too much.” – Norman Vincent Peale
Like you, I’ve given companies, associations, causes, etc., permission to send me information on topics, product information and promotional offers. I knew going into this that some of these companies would be smart enough to know how to market online to their permission-based group and others wouldn’t have a clue. And I’ve been right on both counts.
Permission-based marketing is now at the heart of relationships between companies and their customers and prospects. People opt-in to receive your emails, “Like” your company on Facebook, subscribe to your website’s RSS feed or your You Tube channel, or follow you on Twitter or LinkedIn. But having permission to market to someone isn’t a license to bombard them with marketing messages.
In fact, not knowing when to “zip it” is a classic marketing mistake that too many marketing people make. If marketing is about building relationships with customers, over-marketing is the best way to kill the relationship and send the customer or prospect heading for the door. Just recently, yesterday to be exact, I came across a really interesting study entitled “The Social Breakup” prepared by ExactTarget, a company that provides clear evidence of what happens to customer relationships when the marketer comes on too strong:
Guess the biggest reason people break up with companies? (Drum roll)…Too much marketing. The study showed that:
On that note, let me tell you a quick story about an industry association I did some freelance consulting for. Within their business specialty, they were the largest association in the country but people were increasingly not renewing their membership. After talking to the marketing department and executive management, two recommendations were made: 1) Cut in third the number of emails and direct mail pieces that were being sent out; 2) Find out why people were not renewing. Well, they didn’t like the first recommendation but did ‘humor’ me by taking my advice about doing the research. When the member survey report was finalized it said that the #1 reason for members not renewing was a direct result of their being really bothered by the sheer number of emails they were receiving. Guess what the association did? They disregarded the research and went back to doing what they were doing…no lie!
So, how do you know when you’re over-marketing and about to kill a customer or prospective relationship? It can be a fine line, but here are some principles to guide your marketing planning to avoid this costly error.
At the end of the day, people opt in because they want to hear from you. But if you disrespect the relationship by coming on too strong, customers and prospects will flee. Treating your customers and prospects well is common courtesy; treating their permission to market to them as a gift is even better…it’s a smart marketing strategy. Have a wonderful holiday season.
“Life can only be understood backwards; but it must be lived forwards.” – Soren Kierkegaard
The last quarter of 2012 is almost history and as we welcome 2013 in just 33 days from today, we hope for a future that is successful, rewarding and where dreams will be realized. Having seen the start of more than a few “new business years” during my career, I’ve learned that you can do one of two things in preparation for a new business year. You can yet again try to create a brand new marketing strategy for the coming year or you can pause, look back and do some serious reflecting, resolving to change, or improve some aspect about how you will initiate your future marketing campaigns. For some people, looking back over the past year may be something better left in the rearview mirror; on the other hand, burying your head in the sand can be seen as the primary ingredient in a recipe for another disappointing year…and you know how much the CEO/President/Owner/Founder loves that kind of thinking and pending poor results. So before one celebrates the dawn of a new year…take time to ask yourself what are you going to do to change? What does success in 2013 look like to you and your executive management team?
Speaking for myself and our firm, the end of each year is met with a healthy dose of optimism for the coming year. We see 2013 through a lens of hopefulness, that things will indeed get better. Is that just us or will you and your organization also view the coming year with a level of anticipation that you haven’t had for a few years? Hey, it’s been tough for most everyone out there but let’s remember that at least a few organizations — perhaps your own competitors — have fared better than most despite hard times. They’ve not wasted a good recession by sitting still. So what have they done to plot a course for a more optimistic and profitable path for success in 2013?
Depending on marketplace factors coupled with how well you were able to strategically position your company, the past year was either seen as a success or another year of disappointment. Success if you were able to grow your share of the proverbial pie (maybe at the expense of your competitors) or be sufficiently positioned to stay in business to fight the fight for another year. Or disappointment if things didn’t turn out so well because…(you can fill in the blank). The question that begs to be asked here is, how much last year’s success or disappointment was because of something you had no control over, such as good luck or bad luck, and how much was because of something you did or didn’t do given how the marketplace was shifting? I’ve found through personal experience this is the time to ‘come clean’ and be honest with yourself.
Hey, I’m all for a bit of luck but you probably don’t want to continue betting future success on lucky things happening in the coming year.
With this in mind, here are a few questions to ask yourself as thought starters as you begin the process of looking in the rearview mirror to last year and through your windshield to the next:
As marketers, one thing we know for sure is that change will not stop in 2013. The economy will continue to shift on us —hopefully with less drama. But by reflecting back on 2012, taking control of your marketing activities rather than being tossed around by the waves in the marketplace, along with thinking optimistically about what 2013 can hold, 2013 might actually be a year worth celebrating. It will be for us and hopefully will be for you as well.
A friend and I were watching a football game on TV when a commercial came on for a paint retailer. At the end of the commercial, my friend said “I don’t trust them for a minute. They don’t look or sound the part at all.” I started thinking about why some companies are trusted and others aren’t. And so I’ll pose the question to you: in today’s marketplace, with people not wanting to be sold to but rather base their purchase decision on many other factors, is your company better off just selling products and services or selling trust along with your products?
One of the greatest demonstrations of selling trust came about years ago when Chrysler Corporation was being dragged back from the brink of extinction by its then CEO, Lee Iacocca. Chrysler was seen as having a flawed product and not to be trusted to build a good car. Lesser men would have resorted to selling at the cheapest price with giant discounts and 0% interest. They would have also gone down with the ship by making futile arguments about the features/benefits of the cars. Iacocca rejected this thinking and instead sold his personal guarantee…his promise…by saying “If you can find a better car, buy it.”
So then, what are the few key factors that will make your business such a trusted and relied-on presence in your customers’ lives that they will stay with you – and spend with you – for many, many years?
As I write this, virtually every advertiser, marketer and seller struggles in an un-trusting world. The public has very, very, scorched fingers and badly-bruised confidence. The temptation to overcome this mistrust with stronger product pitches, cheaper prices or deeply discounted fees – did I mention, cheaper prices – is enormous. And dangerous. To do so worsens the fundamental problem of low trust and deprives you of the finances needed to effectively market at all.
Unfortunately, and we all see it in our personal and business lives, there are bunches of companies out there who are “hit and runners.” They’re more in the business of getting customers to make sales rather than making sales to get customers. The first provides only income. The second provides income and equity. It’s sort of like the difference between dating and a long-term marriage. It’s about being there and having the other person’s back. That the other knows you care about them. That you find ways to stay interesting and relevant over the years. Sad but true, most marketers don’t really think about a long-term marriage with customers. They take it for granted or give it no importance. They’re focused on income not equity. Like you, I buy things from stores or service providers where not even a feeble attempt at creating an ongoing relationship is made. I think the thinking is “We did OK, he’ll be back.” Well, maybe and then again maybe not.
So, what can companies do from a marketing standpoint to start the process of building trust within the minds of their current and prospective customers? Here are eight thought-starters:
So, while we as marketers understand that we’re in the business of helping drive revenue for the company among other challenges, let’s not lose track of the fact that it’s always easier to derive sales from an existing customer versus that of a new customer. And that only happens if they trust you. And they’ll only trust you if you look and act the part. Don’t have your company be a “poser”…you’ll be found out!