Go Back and Change Someone's Mind

I've had the chance to interview Jack Trout three times in my career. The first time I was working to get him to come to Seattle and speak to my chapter of the American Marketing Association. The second time was when we talked about his (then) new book In Search of the Obvious. This time, I spoke with Jack about his latest book -- one that revisits his seminal work of nearly 30 years ago.

While positioning was all about the battle for the mind, Repositioning is about adjusting those perceptions once they've been made. He liberally uses the examples of Mac versus the PC -- how Mac changed the argument from one of technology to the type of person you wanted to be. This is just one of the three keys he mentions: competition, change, and crisis.

Trout spends a lot of time talking about the difference between value and price -- and how they're not the same thing. While that may seem obvious, it isn't common practice. What stirs someone to want to make an investment into a product -- to find that there is something special in that product or service? Trout says it's about repositioning your argument based on what they're telling you.

While this may seem tried and true Trout, you're right. Trout has been selling the same choir book for more than 30 years now, but it is so fundamental and so truly important that the refresh is welcome. While we can learn from history, and other people's mistakes, I think we can also learn from Trout on how to set ourselves apart from the masses, and deeply entrench our value promises in the minds of our audiences.

Specific to non profits, Trout suggests that everything he's written completely relates. He goes one step further to note that not only do non profits need to get really good at what they do, but they also have to be seen as specialists. I can't agree more on these two points. Non profits must be experts at doing what they do, but they also have to be seen as niche experts and leaders -- those practitioners worthy of special consideration and funding.

-- David Kinard, PCM

Going Viral

Though his book at times reads like a gripping novel, Adam Penenberg has written a roadmap for any marketer wanting to know more about how viral works, how to think viral, and why viral happens the way it does. Penenberg writes from the trenches as he provides the back story on how some of today's most successful viral companies started. But the podcast takes you deeper into how to make viral happen for your company.

Gripping is insufficient to describe Pennenberg's ideas. I am usually pretty good at taking notes while I am interviewing someone, but I was so enthralled in listening I found my notepad relatively blank after our twenty minute discussion. However, here's what I asked Adam -- you can listen to the answers in the podcast interview:

1. What is a viral loop?
2. Is this someting you create or something that just happens to you?
3. What is a viral coefficient and can you use them in real time to predict your viral success?
4. What is the difference, if any, between stickyness and viral?

And loads more....

-- David Kinard, PCM

How Evolved is Your Marketing?

What has changed about today's consumer that makes meaningful marketing more relevant than previous types of marketing? What is meaningful marketing? Those are just some of the questions I asked Bob Gilbreath, chief marketing strategist at Bridge Worldwide, one of the nation's largest digital advertising agencies. He's also the author of The Next Evolution of Marketing: Connect with Your Customers by Marketing with Meaning.

In the podcast interview, I asked Bob if the evolution in marketing he writes about has been primarily driven by media consumption or by some other factor. Of course, it's a mixture of things. But after interviewing lots of people like Bob over the past five years, I think that there's a common thread of time-starved people who are controlling their media rather than merely absorbing whatever comes their way. In other words, we're all functioning with a bit of attention-deficit and therefore are looking for media that is going to fill needs rather than just time.

Gilbreath takes the ubiquitous Maslow's hierarchy of needs and transforms it into a new pyramid that is broken into three main categories. At the bottom is Meaningful Solutions -- those marketing efforts that provide information, incentives, and services. One level up is Connections -- those marketing efforts that create entertaining experiences that are shared amongst others, along with the introduction to personalization. Finally, at the top of the pyramid is Achievement -- those marketing efforts that enable a user to learn a skill, improve their community/world, and cause-related marketing efforts.

In essence, Gilbreath's book is about the fact that marketing is evolving to the point where those companies that can improve the lives of their customers through the marketing itself will win out over those companies who simply try to buy usage and loyalty.

What does this mean to the non profit? A whole hell of a lot.

This past November, I received a gift catalog from Heifer International. It was one of the many in the mail but this one stood out amongst the others. Not because they used flashy printing or graphics, but the simple message that communicated it was the most important gift catalog in the world. That catalog became the pivot point for my Christmas giving, enabling me to gather together like minded people who contributed to a joint gift. This gift allowed several of us to make a meaningful contribution to our world -- a far more meaningful use of our money than things wrapped in plastic and cardboard boxes. And, at the end of the purchase experience, Heifer enabled me to share my experience with others (though their system could have been better in this regard).

The point is, I think people are looking for meaning, especially when it comes to their money. So, for the non profit the evolution is not to just rely on traditional direct mail and the annual fundraiser, but to CREATE meaningful experiences for those who flitter around the periphery of your organization, drawing them deeper into the core of your cause, and increasing the meaning at each step (think Gilbreath's hierarchy noted above).

How are you creating meaning in your marketing? Share your story here!

-- David Kinard, PCM

Inbound Marketing -- Move from Megaphone to Hub

How do you transform a web site from a "one-t0-many" megaphone to a collaborative platform that engages your target community? That's one of the key questions -- and answers -- you'll find in the new book Inbound Marketing by author Brian Halligan, co-founder of Hubspot.com. I recently had the chance to interview him for the AMA podcast (listen here) and he's got a practical and knowledgeable perspective on moving from traditional broadcast marketing to what really works in today's consumer-driven marketplace.

Fundamentally, shopping has changed in the last five years, but many marketers have not yet caught on to this shift. If you look at the online presence for way too many companies, their sites are brochure-ware, listing their stuff in a way that makes sense to them. Even with all the knowledge, research, and consumer input we have at our fingertips today, marketers still are holding fast to the "I've built it so they should come" mantra that drove most of the last thirty years of marketing's efforts.

Today, however, consumer find their preferred products and services through HUBs -- web sites that have lots of ways in and connections to relevant and remarkable content. This is a simple, key difference that Halligan highlights in his book as one key to success. Your web site should have lots of connections (think a major airport versus a small town single-runway airport). Those connections are ways into the site -- whether they be from other flights, or different transportation means (think trains, buses, taxis, consumer-driven cars, etc). The point is there are lots of ways in, and once you're there, you are rewarded with great content.

It used to be said that content is king for the web. After listening to Brian, I think this is still true, but we have lost sight of what makes for good content. He suggests making it REMARKABLE. In other words, content that others will WANT to remark about in their own communication channels, or on your own site. Simply bragging about your stuff doesn't suffice. You may have achieved your keyword density, but you've deprived the reader of the ability to engage in a conversation.

Halligan's book, Inbound Marketing, reads like a user manual for how to generate leads in a world where the marketing rules have changed (see David Meerman Scott for those rules). Halligan provides very specific instructions on how to use popular social media channels, and how to set up your own efforts, measure them, and then try again. It's an easily accessible read for those who are just starting out to those who think they know everything but want a nice refresher.

He's got two pages of resources and tools he likes to use -- but in the interview he suggests using Website Grader to evaluate your site's HUB potential.

If you've read the book, or after listening to the interview, please let me know what you think. I'd enjoy hearing your opinion on Inbound Marketing.

-- David Kinard, PCM

Holiday Travel Takes $4 Billion Hit

Are you staying home this holiday season? According to a recent poll by Maritz Research Hospitality Group -- you are!

For the past few years, it's been my pleasure to interview Rick Garlick, senior director of consulting and strategic implementation, at Maritz Research. They do an annual poll -- and have done one for a decade now -- about holiday travel plans. Though we have weathered 911, high gas prices, economic sluggishness, and other ailments in the past, it seems that this year these woes have finally taken their toll on Americans and we're staying home, traveling less, and spending less on hospitality this holiday season.

"Holiday travel has been remarkably reslilient," said Garlick. "This year for the first time in a decade we're seeing a drop in travel and spending." And while that drop is only 3%, it equates to a whopping $4.05 billion less spent this holiday season, mostly in airfare. When asked what people are going to do this year, 80% of them said they're going to stay home with family or friends.

Click here to listen to my podcast interview with Rick.

Okay, so what does this mean for your non profit? I asked Rick what marketers should do as they head into the holiday season to mitigate the loss of revenue in the travel and hospitality sector and his advice is OH SO RELEVANT to all of us I thought I'd pass it along to you.

1. Understand what your brand stands for and target a particular type of customer. This seems like common sense, but isn't often common practice. Many non profits try to be all things to all people (especially in their fundraising efforts) and end up communicating a generic, vanilla, and so-so message. Knowing who you are and who you serve means also knowing who you are not and clearly defining and drawing those boundaries. It's okay to say no as a non profit, and the first place we need to say no is in our brands.

2. Add value.
Good advice but this also can be poorly executed. The knee jerk reaction to this means cut prices or lower access costs. Not a good idea -- and most experts agree. Adding value does not always mean reducing costs. It means adding value through HIGH VALUE experiences (read my entries here, here, and here).

3. Be original. (this is my idea, not Rick's)
Jerry Garcia of the Grateful Dead said it best, "You don't want to be considered the best at what you do. You want to be the only one doing what you do." As a non profit are you essential? Are you critical? If you're not there, does another organization just pick up after you or are you so unique and special that important needs go unmet? Work on your compelling, credible, unique contribution and market that year-round. Your essentiality (nice new word, huh!) will help to mitigate any down turn.

Would you add to this list?

-- David Kinard, PCM

How Entitled are You?

Maybe this has happened to you. It seems to happen a lot to me, or at least I notice it happening. Your standing in line and someone steps in front of you. They take cuts. They don’t ask permission. They simply move in front of you, or try to surreptitiously sneak into the line pretending to be unaware of the discourtesy they’ve just shown everyone around them. Or worse, they just don’t care.

There is a lady at my bus stop. We all arrive about the same time and wait for the bus in an random grouping. When the bus approaches, prospective riders begin to form a line and wait to board the bus. This lady waits until the bus stops and will walk right up to the door and get on, completely ignoring the line. I’ve watched her several times, and can see in her eyes she knows what she’s doing.

I remember once I was at the Orlando airport preparing to return home from a speaking engagement. It was crowded and very busy and we had to take our checked baggage to a special room because the conveyor belt behind the ticket agents had broken. So, there I stood in line and as I approached the front, another traveler walked up and stood next to me, even though there were many people behind me. As we approached the special room, this person moved in front of me and dropped of their bag.

I rarely say anything to these people. It just isn’t that important to me who gets on the bus or drops off their bags first. I figure we’ll all get there and if a person feels the need to disregard everyone else, or feels they’re entitled to something, that’s fine with me. There are more fruitful things to spend my energy on than arguing with someone who feels they need to go first.

But I wonder how many times I feel a sense of entitlement in my life. I don’t have to think hard to remember the many times where I’ve taken rather than asked, when I’ve gone first although I should have waited, or when my pride has convinced me that I deserve something at the expense of someone else.

Today I think I will invite someone to take my place in line, humbly offer my seat on the bus to another, or perhaps give to someone with a generous attitude rather than take from a sense of entitlement. It's something I can do.

-- David Kinard, PCM

What Women (and Non Profits) Want

I just finished a great podcast interview with Michael Silverstein, senior partner at Boston Consulting Group and coauthor of Women Want More. (Just to wet your whistle, according to Silverstein, women around the world want more of three basic things: Money, Time, and Love -- and they control about $20 trillion in consumer spending world wide.) The podcast will be available soon, but this whole interview got me thinking about what do non profits want.

I think the non profit list is the same: More money, more time, and more love.

For the purists out there, I would agree that the ultimate want is to not be needed anymore, to have the cause or need they are trying to meet actually met. But for the sake of discussion, let's assume that although a superior goal, the means to achieve it is still more money, time, and love.

I don't know any non profit leader that feels they have enough money. And this isn't necessarily a bad thing -- just a fact of the business. Even Josette Sheeran, executive director of the World Food Programme, who is credited with being a remarkably successful fundraiser after raising more than $5 billion in 2008, would like more money. According to Silverstein, Sheeran says that with $10 billion the world could rid itself of hunger. She needs more money.

And most non profits are always looking for more hours in the day to get everything done. Unfortunately, some non profits are not set up to work with volunteers -- there is no system or method for those who want to give their time for the cause to be engaged. But for many, even the 169.7 million hours of volunteer time each year in the US is not enough to meet current needs.

And love...non profits need more love. What I mean by this is that non profits need more people to fall in love with their causes, their goals, and their visions. Some are naturally easier than others to love, but some make it inexplicably hard. Take Oxfam's Trailwalker program, it's designed with engaging people in personal and constructive ways. Quite a contrast to PETA's efforts to stop the clubbing of baby seals. Both are worthy issues, but one generates love, the other divisiveness.

I asked Silverstein what marketers should do if they wanted to genuinely and respectfully meet the needs of women and tap into the trillion dollar female economy. He noted a four step process that I am adapting for non profits. The 4 R's he notes are the same -- I've just changed their focus a bit.

• RECOGNIZE the value of your constituents. What value does each category of constituent have for your non profit -- and what value do you offer them in return. Without this fundamental knowledge, you won't know if you're spending your time, energy, and money in the right places.
• RESEARCH the satisfaction of your constituents with your organization, and their usability of what you offer. You've got to figure out the degree of relevance and usage barriers for your offerings.
• RESPOND to these insights in a respectful and precisely targeted way. Focus your energy to maximize your ability to generate money, time, and love.
• REFINE the process based on real time learning and keep it going. Constantly improve. Kaizen!

What do you think non profits want more of? Would you add to the list of three? What else would you suggest non profits do to get started in their efforts to generate more money, time, and love?

-- David Kinard, PCM