Author Archive for Tony Quin

avatar

4 Reasons to Kiss Your Agency this Valentine’s Day

4 reasons to kiss your agency

If you don’t love your agency, you should. Life’s too short to have an agency that makes you miserable.

The fastest way to marketing bliss, however, is not just a likable agency, but also an agency that has the ability to help your brand win the digitally centric consumer.

It’s amazing to me that digital is still an after-thought for so many, even though it has clearly become the center of the marketing universe. I think it’s just because many agencies and their clients don’t know how to comprehensively go about planning for it, and instead seem to lurch from tactic to tactic.

For example, does your agency exhaust the possibilities of Owned media (websites/mobile/CRM/SEO) and Earned media (social media/content syndication) before they dive into the pricey waters of Paid media (broadcast/print/banners)? Of course, they should.  But before anyone starts worrying about tactics, you first need a strategy that will work.

Today digital is so central that any agency that isn’t developing a digitally centric strategy is living in the past. Whether it’s B2C or B2B, consumers discover, explore, evaluate and decide on brands in digital channels. So even though TV, print and outdoor ads are still important, their role in the orchestrated process of influencing a buying decision has changed.

The reality today for marketers is simple: creative and execution today are worthless unless led by the right strategy; almost invariably now a digitally centric strategy.

So as you consider your Valentine’s list make sure your agency has done the following:

1.     Develop segments and personas for your buyers

The consumer is king and needs to be super-served. So you need to identify your target segments and turn them into personas, which allow you to understand what makes them tick.

2.     Map the Consumer Decision Journey for each persona

The path to purchase and beyond is where brands are made or broken, and it’s packed with influences. The only way to know how to connect with consumers at every step along the way is to understand what is important to them at each juncture; and you have to do it for every major persona because they are all different.

3.     Develop a content strategy

Being in the right place at the right time is the first challenge. Then you have to know exactly what to say in order to be relevant and compelling at that particular moment. Content strategy is the bible for your agency, and tells them what to say and how to say it at every point in the consumer decision journey.

4.     Make a Roadmap and Playbook

When you have personas, a map of their decision journey and have a content strategy in hand, you then need to turn it into a plan. This lays out what you should do and when you should do it in detail. For each tactic it shows the rationale for its inclusion, how it ladders up to the strategy, what specific results and ROI are expected, what it will cost, how performance will be measured, what resources are needed and the dates for development and launch.

Most importantly it prioritizes tactics and initiatives over time recognizing that Rome wasn’t built in a day. It not only covers the campaigns and promotions you need to activate the audience, but also the infrastructure you need to make it all work, from websites to mobile apps and POS.

I couldn’t imagine any client moving forward except in the context of these four steps. I suppose every now and then a brand might bet everything on a spot on the Super Bowl and hit it out of the park, but usually the Hail Mary pass fails.

That’s why there is no substitute for a rigorous, digitally centric strategic process. Nothing delivers a reliable stream of prospects like smart strategy, so if you’ve got one, remember to give your agency a big kiss this Valentine’s Day.

You may also like:

9 Ways to Win at Warp Speed

How to Calculate ROI for Customer Experience

The 10 Key Ingredients of a Modern Brand Website

Want to know more about IQ? Contact Us

avatar

What’s Social Currency Worth?

tqimage1

It seems Marc Jacobs and his marketers are going to find out. His new pop-up store in New York for his Daisy fragrance doesn’t taking folding money, only social currency. In order to get something like perfume or a necklace you have to send a Tweet or an Instagram photo, or post something on Facebook. Visitors that “pay” with social activity win prizes and the best Instagram pic of the day even gets a purse.

Somehow I don’t think you’re going to be buying a car with a Tweet anytime soon, but this story does point up the value of social currency. Getting customers and prospects to “talk” your brand up in social media is worth a lot. The average person using Facebook and Twitter has hundreds of connections and their connections have connections and so on. It’s the cheapest marketing that money can’t buy.

That’s right, you can’t buy it, the only way to get it is to inspire it and that takes ideas. Marc Jacobs and his crew clearly have some ideas.

avatar

Better Late Than Never

The 4A’s just announced that they are discontinuing the “Television Production Cost Survey” after 25 years. The last report recorded an average cost to produce a TV spot of $354,000. It seems that the traditional advertising industry has finally realized they’re not in Kansas anymore.

The internet tornado changed everything a while ago, so the idea that anyone would spend $354,000 on just a TV spot  has not made a lot of sense for some time. Video, however, is just as important (if not more important) than it has ever been, especially since broadband has made it so accessible on the web.

But it hasn’t made sense for years to just produce a TV spot. Now every time a brand spends a dime on production they should be not only producing content for TV commercials, but also for digital channels. That might be videos for YouTube, a website, a mobile app, viral sharing or whatever.  Of course it takes special skills to know how to use content in digital channels, but that’s another story.

The big trick has been to get brands to move from the mindset of “we’re going to make a big,  expensive TV spot once a year” to “let’s produce videos all the time”.  It used to be okay to just produce a TV spot once a year before, but now content, especially video content, gets old as soon as it’s been watched. So the challenge is to produce a stream of fresh, high-quality content without it breaking the bank.

That’s where digital agencies like IQ have had an advantage over our traditional friends. We came out of TV production into the digital world back in 2000. But we never lost our skills, and with a studio, editing, sound design and animation in-house, it’s easy for us to quickly and in-expensively produce the stream of content our clients need.

So it’s good to see the 4As acknowledging that the world has changed, if a tad late. Consumers still want lots of video, it’s just the rare brand that can spend a small fortune on just a TV spot without a strategy for the rest of its media world.

avatar

5 Secrets of the Super-Service Economy

5 Secrets of the Super-Service Economy

The Super-Service economy is here and brands need to adjust their thinking to the realities of consumer expectations.

1. Don’t rely on relationship

In a recent study published in the magazine “Marketing Week,” consumers thought the whole idea of having a conversation with a brand was silly. That caught my eye because so many of us in the marketing world talk about having discussions, conversations, dialogue and relationships with consumers.   Are we kidding ourselves?

According to a recent Deloitte survey of 4,047 respondents in 28 product categories and more than 350 brands, brand loyalty is declining. That’s the 3rd straight year that brand loyalty has gone down. On the surface that would seem to tell us that the relationship approach to marketing isn’t working very well.

2. Conditional Love or none at all

The shift in power from brands to consumers has meant brands have had to come up with a new way to woo buyers. In this 1:1 vs. one to many age, it seemed only logical that the approach should be to make consumers our friends. The thinking went that we could use email, social media, and the rest of the digital toolbox, to simulate a personal, real time relationship. In the end our brand would become a trusted friend and knowledge source, and loyalty would lead to easier and cheaper sales.

Unfortunately it hasn’t quite worked out that way. Consumers have really taken their empowerment to heart and like a pretty girl surrounded by admirers, are enjoying all the attention. Consequently, their minimum expectations of brand performance have only risen as they have experienced brands with the Super-Service approach.

Now with many brands delivering the valuable content, great user experiences and terrific customer service that characterize Super-Service, consumer loyalty has surprisingly become even more flighty and conditional.

3. The table stakes just got higher

The Super-Service model, which until recently set only a few brands apart, is now quickly becoming table-stakes.

So how do brands differentiate themselves in a Super-Service world? How do they win when everyone is delivering a consistent, top-notch experience?

That depends on what kind of brand you have. For many the answer is product innovation, for others creative differentiation, even data can be a route to differentiation and loyalty.

For example, Hyundai already had great prices and a terrific consumer experience in every part of the customer cycle, but it wasn’t enough. So they focused on developing a product that would set them apart, in their case unexpectedly in the higher end segment.  This not only delighted customers, but also redefined the brand.

Amazon built its business on low prices and service, but as its model and competition has matured, it has turned to building loyalty based on data ownership and insights, from Amazon Prime to product recommendations. Banks and financial companies have also started to see data as a route to loyalty, because customers are averse to leaving organizations that hold data that they need.

4. Reciprocity buys less

Wins with the fickle consumer can be very short lived in a “what have you done for me lately” world. The reciprocity that brands used to rely on in building loyalty now has a much shorter echo, with the result that consumers want something new more often. That’s why Hyundai went on to develop innovative, integrated mobile technology and Amazon seems to have a new innovation every day drone delivery It’s also why the blush is fading slightly on Apple, as its products age, its competition strengthens and its customers grow impatient. Unfortunately resting on your laurels today, for even a moment, is risky.

Many brands, however, don’t lend themselves to product innovation like an Apple and Hyundai, or data innovation like Amazon. While a beer can that tells me when it’s cold is cool, it doesn’t change the essential experience of the brand in the same way as introducing the iPhone can.

So instead of trying to create new product attributes, those categories need to focus on attaching new emotional attributes to the brand. Old Spice has famously committed itself to this kind of creative differentiation.

The product doesn’t change, the value doesn’t change, but the story, however, is always changing (the latest: Old Spice). But this takes a really a big commitment to feeding the beast, because, like Chinese food, the fickle audience is hungry again twenty minutes later.

5. Customer experience is the foundation

The foundation for success in the Super-Service economy is the customer experience. Even more so since social media has connected all the parts of the customer cycle, from pre-sale to post-sale, with the result that the customer experience has also become very influential on the acquisition process.  Being a customer and being a prospect used to be two fairly separate states. Of course there was a bit of word of mouth between the two, but nothing like the organized deluge today.

Now, other than the performance of the product or service itself, the experience of being a customer of your brand has become your most important marketing asset or liability.  Which is why it’s amazing to me how so many companies still treat their customers so poorly, putting at risk not only customer loyalty, but also their reputation.

Cable providers and Direct-TV, for example, are notorious. How often do they do anything for their customers except jack up the rates? But for prospects, there’s always a new deal, a new benefit, a new offer, virtually every day.

The good news is that this marketplace is navigable despite its complexity and demanding consumers. With the right modeling and process (3Cs) it can be broken down, understood and managed. This starts with carefully mapping all the connections that make up the consumer journey, and the surrounding influence eco-system. Then the game becomes to decide where you want your brand to sit on the continuum, between product innovation on one end and creative innovation on the other.

However, no matter where you end up, in the Super-Service economy you have to start by making sure that customer expectations, online and offline, are always met and exceeded.

You may also like:

How to Clone Your Best Salesperson

How Small Brands Can Win with Digital

7 Questions for Your 2014 Marketing Plan

Want to know more about IQ? Contact Us

avatar

9 Ways to Win at Warp Speed

Winning at Warp Speed

I just read an article in the New York Times in which an engineer talks about how technology now allows us to embrace complexity instead of run from it, and how the process from having an idea to testing it can now happen in hours or days versus the years it took in the past. This allows companies to test many more ideas, measure their potential and quickly weed the good ones from the bad.

The result is more good ideas found much faster. Of course, this is how all innovation happens. The difference today is the velocity.

This concept of the velocity of ideas makes me think of two conversations that are very active in my agency and the industry. The first is about data. Everywhere I read about “big data” but I have begun to just think of it as just data, and more specifically as analytics.

Our ability to measure everything we do in real-time is not only holding marketing accountable, but more importantly allows us to really understand what’s working and what’s not.

The second is the conversation about agile marketing, an evolution from the agile development approach used in technology. The essential idea of agile is to move faster with less developed work in order to discover problems and opportunities sooner. Some have called it being in a perpetual state of beta.

Both analytics and agile marketing support this concept of increasing velocity. At its core is the fundamental notion that we just don’t know if our ideas will work until we try them, and the more ideas we try the more likely we are to hit something really big.

The number of industries that use this approach is remarkable; financial services, movie studios, toy manufacturers, big food companies, all take a portfolio approach. In essence, they are admitting, that despite their knowledge and experience, they just don’t know what’s going to work, so they are hoping that probabilities will do the trick (and the truth is most times they do).

Movie studios, for example, produce a slate of movies knowing that some will be disasters, most will barely break-even and one or two will become hits. Those last two pay for all the others and then some.

Faced with a much more complex marketplace thanks to digital channels, it’s time for brands and their agencies to take up this velocity approach. With nearly real-time analytics at our side, we should produce and test many more ideas, evaluate them quickly, dump the dogs and move on with the winners.

This approach requires, however, a change in how we do business.

It means we need to rethink how we develop ideas. Instead of working toward the launch of a single idea, we need to develop and test many ideas simultaneously. And not just test them with research, but put them out in the real world where we can see the real consumer dynamics.

With this data in hand, either real winners will reveal themselves, or we will discover clear insights that tell us how to craft a winner. Then imagine doing it over and over again.

As I think about many of the brand and agency organizations I have worked with over the years trying this, the challenges are many, but not insurmountable.

First, you need a culture that from the top encourages risk-taking and embraces the value of appropriate failure. It’s why Google wants to hire entrepreneurs who have a history of trying and failing. They want people who are comfortable with tactical failure and don’t give up. It’s the way of science where famously inventors and scientists are encouraged to try and fail hundreds of times only then to find the prize.

I believe we are rapidly moving back to a marketplace where ideas instead of technology and process will drive success. That’s why I think it’s time for our marketing world to embrace the velocity of ideas approach. It will take changing old cultures, but for the brands that pull it off the results will be spectacular.

9 Ways to Win at Warp Speed:

  1. Ideas drive success, not technology or process.
  2. Rethink how you develop ideas.
  3. More ideas means more chances for the big win.
  4. Don’t launch a single idea. Develop and test many ideas simultaneously.
  5. Move faster with less developed work in order to discover problems and opportunities sooner.
  6. Measuring performance in real-time allows you to know what’s working
  7. Try many ideas, measure and quickly weed the good from bad.
  8. Publish in the real world with real consumer dynamics.
  9. Rinse and repeat

You may also like:

5 Reasons to Rebalance Your 2014 Marketing Plan

10 Key Ingredients of a Modern Brand Website

Why Brands Should Optimize for Google Hummingbird

Want to know more about IQ? Contact Us

avatar

Have You Been Scraped Lately?

Has Your Site Been Scraped Lately?

If imitation is the sincerest form of flattery, scraping has to be right up there.

Last week, we discovered a website hosted in the Bahamas called www.iqadvertisingagency.com. Some delightful individual, who was clearly not raised right, decided to scrape (or steal in the old vernacular) our website for some nefarious purpose. They changed the contact info to the address of an internet café in Toronto and replaced our telephone number with theirs. Worse, they seem to have persuaded my entire team of executives to go and work for them…traitors.

I can’t help but wonder what they think they can achieve. Opinions in the office range from they are trying to get a loan and needed a cool site to show their banker to they are trying to sell themselves as us to get business. Clearly they have never been in any competitive pitches. Most clients today not only want to meet and grill the entire team before they hire you, but many actually want the agency to do the work in advance to see how good you are.  Good luck with that.

We sent off the necessary communications to the hosting provider and requested that the site be be removed from Google which should put them in hot water, but part of me thinks that maybe we can do an outsourcing deal where IQ can handle any business they bring in.

*Note: after sending their hosting provider a formal DMCA take down request, it seems the site is now “under construction”.

avatar

How to Clone Your Best Salesperson

How to Clone Your Best Salesperson

Imagine this: sales people that never get tired, never need vacations and happily work 24/7; they don’t need commissions and you always know where they are and what they’re doing. Best of all, every one of them is as good as your best salesperson.

Believe it or not, that is exactly what your company website can and should be.

Too often, brand or company websites are just glorified brochures or worse, repositories for tens of thousands of documents. Enormous amounts of time and money go into expensive content management systems and complex technology that make these sites function, but nobody really seems to answer the most important question: how is our website going to drive sales?

First, you should recognize that your website has become pretty important to your prospects. As the 2013 “Trust in Advertising” study from Nielsen revealed, brand websites are now the second most trusted form of advertising, second only to personal recommendations. This is important because it means that brand sites have become the preferred way that prospects explore a purchase. It’s where they form opinions about your company and about the only place (short of a face-to-face pitch) where you can completely control the story that you tell.

That’s why your website is where your one-on-one sales process should start. The idea is not for the website to replace your salespeople, but rather for it to qualify the opportunities and lay the groundwork for the close.

Today’s technology allows a modern website to simulate a great deal of what a salesperson does. As in a face-to-face pitch, the ideas is to quickly find out what’s important to the prospect and adapt the pitch to be as personally relevant as possible.

Unlike any other marketing medium, a website is uniquely able to become relevant by adapting instantly to a viewer’s choices, responses to questions or behavior, all while keeping them engaged. The result can be a site that tells a story that is personally relevant to each viewer, keeps a dialogue going, and then identifies people ready and qualified to talk to a real salesperson at the right moment.

It’s time to see your website not only as a valuable marketing tool, but equally important as a valuable sales tool. When prospects arrive at your site, they should discover an experience that is as persuasive as your best salesperson.

This experience should be exciting and engaging, presenting your story step-by step, and adapting it to fit the interests and needs of each prospect just as you would if you could have a salesperson there every time. Then when prospects are clearly ready and qualified, it should deliver them to sales for the close.

Today’s technology and design make websites capable of this kind of smart, personalized selling experience. It doesn’t replace sales, but instead leverages technology to let you scale your story and maximize your sales potential.

When a website becomes part of an integrated digital selling system, it enables you to connect, cultivate and convert consumers with more predictability than ever before. This new model replaces the old, simple funnel model and recognizes that today’s journey to buy anything is really complex. It’s a journey that needs a new model.

For a more comprehensive look at the “Connect, Cultivate, Convert” model, view the 3C’s presentation.

You may also like:

7 Questions for your 2014 Marketing Plan

How to Calculate ROI for Customer Experience

The 10 Key Ingredients of a Modern Brand Website

Want to know more about IQ? Contact Us

avatar

A Level Playing Field: How Small Brands Can Win with Digital

david and goliath malcolm gladwell

The marketing playing field is a lot more level than it ever used to be thanks to how digital has changed things. As a result, small brands now have the chance to fight and sometimes even beat big brands.

The David & Goliath legend would have us believe that beating powerful opponents is about luck or divine providence.

The true story of David and Goliath, as told by Malcolm Gladwell in his new book, tells us that Goliath, despite his size and apparent power, was actually slow, and suffered from double vision as a result of the medical condition that had turned him into a giant. David, on the other hand, also contrary to appearances, was not just some shepherd boy.

He was actually a highly trained slinger, the marksman of his age, who could let fly a projectile traveling as fast as a .45 caliber bullet, with sufficient accuracy to bring down a bird in flight.

So what appeared on the surface to be one situation was in fact something else entirely. David used intelligence, insight, strategy and speed to beat the unbeatable giant. He used his advantages while turning his opponents disadvantages against him.

Digital channels offer similar opportunities for smaller brands.

In the pre-digital days, brands had little choice but a head to head battle. Usually the brand that could put up more media money, usually in broadcast and print, won. While the originality of creative could have a multiplier effect, as it always does, the key was always the weight of paid media a brand could bring to bear.

Jump to today and a marketing environment in which paid media has become much less influential as owned and earned media have gained power. Now brands have the opportunity to use intelligence, insight, strategy and speed, just like David, to run rings around the giants. Of course many of the giants have figured out their weaknesses and are not quite as lumbering as they used to be. But at the very least the battle is now one of wits, not just about size.

This presents smaller brands with the opportunity to punch way above their weight if they take advantage of the digital opportunities in front of them. These mostly revolve around smart search optimization, content creation, social media, brand websites and mobile experiences.

If a brand’s digital ecosystem is imagined and managed with insight and creativity, David can hold his own against Goliath – and sometimes even beat him.

You may also like:

Delayed Gratification and the Fear of the Future

How to Calculate ROI for Customer Experience

7 Questions for your 2014 Marketing Plan

Want to know more about IQ? Contact Us

avatar

Presentation: 10 Key Ingredients of a Modern Brand Website

At the center of an integrated marketing ecosystem (I hate that word too, but it works) is the brand website. But it still amazes me how many brands don’t get what it has to do. This deck tells the story.










Want to know more about IQ? Contact Us

avatar

Delayed Gratification and the Fear of the Future

Delayed Gratification and the Fear of the Future

We’ve all heard of the experiment that was done in the 60’s where kids were promised big treats, but only if they didn’t eat the yummy marshmallow sitting in front of them. The researchers were testing the degree to which kids could delay gratification in order to receive a greater reward in the future.

The kids didn’t do very well, and since then our increasingly instant gratification world has left many with the impression that perhaps our culture suffers from a lack of self-control.

An article in the New York Times last Sunday outlined recent studies that seem to point to a different reason why people opt for short-term rewards vs. the promise in the future. The research points to our uncertainty of the future as a key influence in decision-making.

The basic idea is a bird in the hand is real, but who knows what could happen if you go for the two in the bush. This reflects our universal experience of the unpredictability and uncertainty of the future.

For example, if you arrive at a train platform and it is packed with people, do you assume that the train is likely to arrive soon or that it has been delayed? Without more data, many would be influenced by the unpredictability of life and some might opt for a cab rather than an undefined wait. On the other hand, a simple clock showing when the next train was due would take all the uncertainty out of the situation.

In another version of the marshmallow experiment, two groups of kids were promised a reward from a researcher for not eating the marshmallow. In one group, before the experiment started the researcher demonstrated behavior that showed he was unreliable, in the other group the researcher showed himself to be completely reliable. The kids with the unreliable researcher waited 3 minutes before eating the marshmallow, the kids with the reliable researcher waited 12 minutes.

All of this got me thinking about behaviors brands ask of consumers such as filling out forms, watching videos and so on. In so many instances we require a consumer to do something based on the promise of something that will (or more likely may) happen in the future.

All too often, consumers do not know when it will happen, how long they will have to wait, or what will happen while they are waiting.  I can easily see this feeding that fundamental sense of future uncertainty that the researchers talk about.

So, how as marketers can we bring a sense of certainty to these interactions?

One answer is to tell people how long things are going to take. We can also tell them exactly what is going to happen while they are waiting.

It’s clear that before consumers invest time in an action or an activity they go through a risk or reward calculation. If the uncertainty of the future is a part of their calculation, it’s up to us to come up with ways to minimize its effect.

What do you think? Tell us in the comment section below!

Want to know more about IQ? Contact Us

Stay Informed