How to Change Things -- And Yourself

I am not one to get all gushy about business books. I read a lot of them on a nearly one-a-week basis because of my podcast interviews with the American Marketing Association. However, I am so pleased to be reading Switch: How to Change Things When Change Is Hard. This is the second book by co-authors and brother writing team Chip and Dan Heath.

Their first book, Made to Stick, was a New York Times bestseller and is a must-read for any communicator of any type -- period.

Okay, so for the gushing...

I am a whole 24 pages into this book and it appears to be another must read. Within the first chapter I've already learned about three surprising elements of change and how to apply them to my advantage.

1. What looks like resistance is often due to a lack of clarity.
2. What looks like laziness is often exhaustion.
3. What looks like a people problem is often a situation problem.

I'll admit, I was surprised at the admittedly simple description of why change fails so often, but equally excited at the opportunity to unlock these ideas in my own work life. And what's even better is that next week I'll be interviewing Chip and Dan about their new book -- the podcast will be posted soon after.

If you have questions you'd like me to ask Chip or Dan, let me know. I'll be happy to include what I can in the podcast interview.

-- David Kinard, PCM

A New Speak to Get Peoples' Attention

Well, I am embarrased that it's been nearly a months since my last post. Honestly, I've been sooooo busy doing the work that it's been difficult to find time to write about the work. That's good, I suppose, but I still want to fulfill my mission for this blog and increase your ability to market for good.

I have a backlog of things to write about but one thing that recently came across my radar screen was a podcastCurrence and Associates. The podcast is an early glimpse into the AMA's Non Profit Marketing Conference.

As someone who has been marketing non profits for decades, I find Cynthia's comments spot on. Not only does she understand the history of where non profits have been, and what's worked, but she is savvy enough to know that things have changed and new rules are in play. The podcast is a worthy use of 18-minutes of your time.

Something that specifically caught my attention was what Cynthia said, that we need "a new speak to get peoples' attention." In my own work recently, we've been hit by a deluge of sponsorship requests by very worthy organizations. And many of these organizations, unfortunately, have approached us for funding with the message that, "You've been a loyal sponsor for many years and we continue to rely upon your support." While that may be true for the past, it does not take into account the realities of today's market demands.

No longer can non profits rely on the "it's the right thing to do" approach when seeking support. In my position I am responsible for top line revenue generation and bottom-line impact. I have to show a return on all my marketing investments (ROMI), and those organizations that get my attention are the ones that use a new speak -- not relying on the old approach but DEMONSTRATE to me how sponsoring them will improve my business.

This is a new skill -- this new speak -- that must be learned by non profits. And the risk, according to Currence, is not just financial, "but that the penalty is going to be a loss in trust, a loss in brand credibility, and that will have an impact in volunteerism, money, and advocacy -- it is the most far reaching damage that can occur."

If you want to learn more about the AMA Foundation Non Profit Marketing Conference in Chicago, IL, click here.

-- David Kinard, PCM

Who Wins in a Tough Economy?

J. Walker Smith, president of the Yankelovich MONITOR, recently wrote in an article for Marketing Management, that “[T]he sure winners in any recession are companies that invent more efficient ways to deliver benefits to customers. These companies win because what they pioneer becomes the new way things are done.” Although Smith may have some logic to this statement, I think he’s way off base. The truest winners in a tough economy are those companies who ALL ALONG provided superior value to the customer. Not those who innovated efficiencies.

It may be an issue of the chicken and the egg – which comes first. For Smith, he says that in good times “a rising tide lifts all boats.” While I certainly agree with that, and have for years said that money covers a multitude of mistakes, I don’t agree that it is innovation during a recession that separates out the efficient from the rest of the pack. Take for example the good people at your local grocery store or the corner breakfast café that is always packed. These people are not huge innovators or efficiency mongers. On the contrary, there is likely a lot they could be doing better according to Smith’s model. But what separates them out is the intimate value they bring to their customers and relationships.

Perhaps if you’re big and bloated, then innovation and efficiency certainly helps to cut costs and find savings while consumers pull back on their spending. But that’s isn’t true success – it’s only refining your business in the areas that should have been addressed while you were on your way up. I call that “paving as you go.” But those companies that have taken the time to develop deep insight into their customers’ core desires, and know how to link and deliver meaningful value to those desires – those are the companies that thrive in a down economy.

During this recession, I still see people at restaurants, the movie theaters, plays, bars, sports events, and in hotels. It’s not that we’ve stopped spending, but we’re only spending on those companies that make us feel good, tap into our hopes and dreams, and deliver consistent value for our scarce dollars. So, I’d say to Smith that if your company is focusing on innovation and efficiency, you’re still going to be behind the true leaders – those whose focus has always been on value delivery.

-- David Kinard, PCM

Lessons Learned are Not Rocket Science

I was reading through the April 15 edition of the American Marketing Association’s magazine Marketing News; sifting through their coverage of the Mplanet marketing conference held in January of this year. Luminaries of all types were present as speakers. I didn’t attend, but the special section listed four key lessons marketers need to learn for 2009 and beyond.

1. In a tough economy, innovation is king.
2. Effective marketing must begin with customer engagement
3. Nurture and build your brand
4. For B:B, engagement and retention are key

I’ll admit, I was surprised that this was the list of key takeaways. I mean, duh! Any marketer who has been paying attention for the last 2-3 years could have pulled these themes out as important. In fact, I would guess that about 50 books have been written on these four subjects in the past five years, so none of these lessons should be a surprise.

However, what strikes me as notable is that these key lessons CONTINUE to be key lessons; which means either marketers are not getting it, or the playing field keeps changing and we are having to reboot back to the basics. Or, it’s a bit of both.

I am reminded of a book title by Harvey McKay, Dig Your Well Before You’re Thirsty. In his book he is primarily referring to building your network prior to needing it, but in many ways that thought is the umbrella lesson for the four noted above. This tough economy is NOT the best time to begin working on these issues. If you’re just now starting on innovation, customer engagement, brand building, or retention strategies, you’ll be pushing rope uphill and against the tide. Those companies and marketers who did this important work before the economy tanked are much better suited to the situation and may just be the ones to knock you out of the game.

You can click here for more Mplanet wrap up coverage.

-- David Kinard, PCM

[photo: screen shot of Mplanet 2009 Web site.]

5 Steps to Great Market Research

The use of market research has made a significant shift during the past 20 years. In the past, smaller companies generally did not make significant use of market research and let the big companies spend the big dollars to uncover marketplace trends, consumer opinions and behaviors.

However, today nearly every organization has a plethora of market research available to them because of social media technologies and the Web. This means there really is no excuse if your organization is not becoming more aware of its industry, market, and served communities.

To begin with, it is worthwhile to note there is a difference between marketing research and market research. Although they are closely related, marketing research is typically referred to as the design, collection and analysis, and reporting of data and findings relevant to a specific marketing situation facing a company. In other words, marketing research is more about the process than the findings.

On the other hand, market research is research into a particular market, segment or audience-type. It is generally considered to be a component of marketing research. I bring this difference up not because you need to worry about it in how you do your own work, but if you utilize the services of a research firm this will help you speak their language.

Step-By-Step
There are five basic steps in developing a marketing research project. For sure you can just hit the Web and start looking for information. But without some kind of objective in mind, or idea of how you might use the information you find, that searching around is likely to be less effective in the long run. The five steps are: 1) defining the problem or objective, 2) developing the research plan, 3) collecting the information, 4) analyzing the information, and 5) presenting the findings.

Begin with the End in Mind
There is an old adage that says, “A problem well defined is half solved.” This first step is critical to having a successful and relevant marketing research project. It begins with the end in mind and asks “What do we need to know?” “What could we do with the information we get?” “What if we find out something we didn’t expect?” “Why do we need this information?”

Other questions that need to be asked include is the research objective a long-term or a short-term issue? Is it specific enough to be tested or does it wallow in generality? Is the project exploratory in nature (gathering preliminary data and making suggestions for new ideas), or descriptive (trying to ascertain a quantitative finding), or even causal (an attempt to test a cause-and-effect)?

Whatever the motive or type of objective generated, a clear definition as to the research objective or problem is essential. Articulated clearly, it serves as a true-north keeping your research focused and relevant. Without this clearly defined objective, any research you do will be riddled with unnecessary waste and unclear results.

So, for the first step, take a look in your organization. What customer or industry information do you need to operate your business more effectively that you don’t have? What new product or service could you launch if you just had a bit more information about viability and acceptance?

Map Your Strategy
Before implementing any research project, it is vitally important to map out a research plan that is tied to a budget. Research can get very expensive as the different types of research activities vary in associated costs. Additionally, mapping out a research plan is imperative to identify and articulate how the research will be used to improve or develop bottom-line profitability.

If the research can only be articulated as an expense and doesn’t demonstrate a route to increased efficiency or effectiveness, then go back to step one and rethink your objective. This is a major “A-ha” check point to ensure you’re on the right track.

After a budget has been prepared, you’re now ready to begin looking at what types of information you need. There are two types of data sources available: primary and secondary. Primary data is usually gathered for a specific purpose or for a specific project. It is first-generation data generated to answer a specific research question. Secondary data is data that were collected for another purpose and already exists somewhere else.

There are lots of sources of secondary data available to you. They include internal sources (your database), government publications (statistical abstracts, Census, Industrial Outlook), periodicals and books (encyclopedia of associations and trade magazines), and commercial data (MRCA Information Services, Nielsen Company Reports). Many sources of information are available on the Web. Just be sure to vet the information to ensure its accuracy.

Primary data can be collected in a variety of ways. Observational research, focus-groups, surveys and experiments are just a few. These methods utilize two main instruments to gather information: questionnaires or mechanical devices.

Once the research approach and instruments have been decided upon, the next step is to develop a sampling plan. This plan asks three questions: Who is to be surveyed (sampling unit), how many people should be surveyed (sample size), and how should the respondents be chosen (sampling procedure).

Collecting the Data
The data collection phase of marketing research is generally the most expensive part of the process. This usually involves some type of third-party vendor or firm, or extensive in-house staff hours to conduct the research. Whether the collection efforts are in-house or outsourced, it is important to make sure that the integrity of the data collected is high. The removal of interviewer bias and the standardization of the collection process is paramount.

Data collection methods vary greatly and technology is playing a huge role in its development. Today, choices range from professional interviewers who sit in booths and have computers that randomly dial numbers. When a call is answered, that person’s information pops onto the screen and the interviewer asks the questions and types in responses. Other forms of collection include kiosks in malls, or family-based behavior monitors that record television watching habits and their correlation to buying behavior.

Analyze Your Analysis
However you choose to gather your research information, the tricky part then becomes how you analyze it. Depending on how many variables you have in your research project, the complexity of analysis will vary. There are a variety of statistical tools, models and optimization routines that any research firm worth their salt will know and use for you. This analysis should provide you with an answer to your original question/issue, or be able to generate further questions for study or clarification.

The trick in analyzing the information is not to get carried away with looking at the data in every possible way. Look for your answer. See if there are any relevant connections to other data and move on. Don’t get caught in paralysis by analysis.

Getting the Answer
After the information is analyzed, the last step in the marketing research process is to present the findings. Whether presenting to a board of directors or to yourself, it is important to write up a report outlining your findings. Document your efforts and processes for future reference. You’ll be glad you did! Of course, findings can suffer from a variety of errors. If so, this findings report is the basis for your next research project.

Hopefully this article has helped you consider your own company’s research needs and outline how you might begin your own marketing research project. For recommendations on good research firms in your area, contact your local chapter of the American Marketing Association. They can give you some suggestions.


-- David Kinard, PCM

Become Pertinent to Move Beyond Buzz

Those who know me also know that one of my favorite words is PERTINENCE. My cowboy grandfather taught it to me and I've never forgotten his lesson. To me, pertinence is possibly the most critical element in marketing as it drives the focus away from my-product-my-company to the customer, audience, and consumer. To be pertinent means to be both IMPORTANT and RELEVANT.

Here's a great way of thinking about it. Picture your target audience's perceptive view of the world like that of a submarine's radar screen. Yep, you got it, that green circle with a radial arm going around like a clock identifying the objects within the scanning field. In regular intervals the radar pings the environment for new objects.

Now relating this to RELEVANT and IMPORTANT...relevance determines if your message to that target audience even shows up on the radar screen. It has nothing to do with the amount of noise you make, or the frequency of your message, or even the creative you use. If what you're talking about has nothing to do with the target's circle of concern, then your message simply doesn't get noticed.

IMPORTANCE has to do with how close to the center your message hits. For a submarine, that radar view indicates that the sub is at the very center of the radar screen. Objects close to that center are important to the submarine and they pay more attention to those objects than the ones on the periphery. The closer your message gets to the center of an audience's circle of concern it receives an equal measure more of attention.

In her book Beyond Buzz, author Lois Kelly offers up a poignant message on the importance of straight talk in our communications. In fact, the opening chapter is titled, "Enough with the marketing blah blah blah -- let's talk about something interesting." I couldn't agree more. (If you want to hear more from Lois about her book, tune in to my radio show on Wednesday, January 21 at 9 a.m. PST. You can listen live at http://www.wsradio.com/ and even call in with your own questions. The show, Marketing News Radio, is produced by the American Marketing Association.)

In a recent discussion on Beth Kanter's blog we chatted about ways to measure the effectiveness of our social media efforts (e.g. blogs, facebook, etc). In that discussion I suggest that rather than only looking at ROI (return on investment) metrics such as page views, trackbacks, and comments, maybe we should also add in a new metric: ROR -- return on relevance. I should have said ROP -- return on pertinence.

I think the greatest challenge facing non profit marketers in 2009 is not going to be how to find new revenue sources, how to get more from their efforts, or even how to participate in the digital marketplace. I think those will flow from a deeper and clearer insights into their audiences, understanding what is pertinent -- relevant and important. By getting to this rich and deep level of understanding, the choice of marketing tactics becomes much clearer if not obvious and the focus of raising needed resources becomes more of asking for partnership than donations.

-- David Kinard, PCM

Brands Using Twitter

Former radio show guest Paul Dunay has compiled a list of various corporate brands that are using twitter to stay in touch with their communities. I especially like this this for two reasons:

1. Many corporate marketers today are decrying the inability of businesses to use and engage with social media tools like twitter to connect and nurture communities of followers. Well, this list puts that to rest. Big and small, they're on here and likely many more exist that just didn't make Paul's list (see the comments for proof).

2. This list makes it clear that non profits must use tools like twitter to tap into the communities that already exist around their cause. No excuses. If you're a member of the American Marketing Association, sign in to your Marketingpower.com account and listen to the member-only Webinar that I hosted back in December. We had three amazing marketers on the program (Toby Bloomberg, Julie Fleischer, and Greg Verdino) give very specific advice and perspective on social media and how it can be used in your own marketing. (And as a side note, all three of these people will be at Mplanet later this month.)

And for those who think that that using twitter may be a silver bullet, let me dissuade you from going down that path. Like any other social media tool, twitter is a mechanism that equips you to dialogue and communicate only. It won't create relevancy, it is a poor substitute for integrated communication plans, and it will never overcome an inauthentic voice.

-- David Kinard, PCM

Priorities May Need Adjusting

The American Marketing Association and Lipman Hearne joined forces to produce a report on The State of Nonprofit Marketing. The report, released in July 2008 identified top priorities, strategies that are working, marketing metrics, and a look ahead at the challenges nonprofits face. More than one thousand nonprofit marketers participated in the survey, with a wide representation of various types of nonprofit organizations. The respondents were fairly senior in their roles within the organization.

What strikes me with perennial disappointment is that these marketers self-reported their most effective strategies for achieving their top priorities, but…

“the highest rated metric – event attendance and revenue – scored only average as indicators of success. While considered a top strategy, public relations efforts were not being effectively measured. Print and interactive advertising, often considered essential in brand building, were also among the lowest in being examined for identifiable, measurable results. In many cases, nonprofits were not measuring results at all. More than a quarter of survey participants were not monitoring web activity or public relations responses.”

In fact, when asked to rate their effectiveness in measuring various tactics, only two items earned a score of 3 (with 1 being poor and 4 being very effective). The remaining list of 19 items had scores ranging from 2.8 to 2.1. What seems unconscionable is that these same organizations year-after-year spend scarce resources on the same tactics without any relevant data to suggest if those tactics even work. Then they write their donation letters asking for more money.

Recently on a LinkedIn discussion forum, I defended non profits as being staffed by well-educated leaders who possess a skill-set that easily compares to their for-profit counterparts. And indeed, their sense of accountability is profoundly felt though some may decry poor results. The amazing things these leaders are able to accomplish with limited resources makes them far better managers than many of their budget-rich corporate peers.

But now I wonder if I was right to make such a claim.

Tracking event registrations, overall revenue, and member recruitment are excellent metrics when trying to assess the organization at macro levels, but non profits and cause-related organizations must do a better job of getting into the details such as tracking the effectiveness and impact of their advertising and direct mail. And these organizations must fully embrace digital tools and track and measure their search engine optimization, earned media, Web traffic, and blogs and tweets.

Maybe for 2009, the first priority should be to ensure all marketing is accurately and usefully measured.

-- David Kinard, PCM

How I Earned $75,000 from Networking

Ann Amati is a business consultant in the Seattle area. She’s got a great idea on how to convert her networking activities and connecting into dollars by making her marketing more tangible, predictable, and yes, enjoyable. Her story, in her words, is on Lori Richardson’s Web site.

A friend sent me the article. It reminded me of a tool I created for American Marketing Association members many years ago – and it still works great today. I call it the PVEP – the Personal Value Extraction Plan (you can download a copy of this Excel file from my LinkedIn Profile). It basically goes like this: You already attend many luncheons, seminars, workshops, networking events, and other meetings with the hope of scoring some qualified leads that will move your professional life forward. This tool helps you to identify what you’re getting for those efforts. I used it and found that I could track more than $75,000 in revenue to my business in just one year.

Now, don’t get me wrong on this important point. The PVEP tool is not going to make money for you. You still have to do the work of networking, shaking hands, research, follow up, and creating and delivering value to your business community. This tool simply helps you identify where those dollars can be tracked back to. That way you know if you should renew that membership or continue attending those luncheons. It’s also a great tool for sales people to share back with their managers to justify where they’re spending their time.

For the PVEP tool to be most effective, it’s good to also ensure you set goals and have a plan for your networking efforts. That means you don’t just go to the monthly luncheon for XYZ Association to hear the speaker – you go with a networking plan in place. How many contacts do you want to make? How many meaningful conversations do you think you might have? And, how will you track those contacts back to that event?

The tool is a simple form for a simple process – go places, make friends, create value, harvest rewards, pay it forward. I think this tool combined with Ann Amait’s 20 Nickels Plan will get you off to a great 2009!

-- David Kinard, PCM

How Customers Shop

There has been a ton of research over the years on how consumers make purchase decisions. On my radio show, I've interviewed many experts who offer up just as many explanations ranging from brand loyalty to price sensitivity, and everything in between. However, I've never found anything that replaces the Howard Model of Consumer Decision Making. In its simplicity, it breaks down consumer purchases into three possible categories -- habitual, limited, and extended decision making.

The easiest purchase are those we make from a habitual basis. A recent study by brand guru Erik Joachimsthaller, author of Hidden in Plain Sight, found that when customers went into a convenience store for a salty snack, they avoided the displays up front and went to the part of the store they knew had their desired snack. It was a routine, not a thoughtful choice. This scenario is played out whenever you buy that thing at the store without really looking at what's available, rather you shop for recognition of the package in the spot on the shelves you've seen it before. Purchases of gasoline, toilet paper, or other low-involvement commodities fit into this category.

The next level up is a limited decision-making purchase. This is when we are looking at options, but don't want to put a lot of energy into the purchase. A common scenario for this type of purchase is when considering what movie to watch or which restaurant to go to dinner at with friends. Typically, the purchase price is a bit higher than a habitual purchase, but not always. Price is not always a factor.

The third and most complex level is the extended decision making scenario. For example, this scenario comes into play when you're buying a car, a house, or getting a pet. This situation is very similar to the limited scenario except for what happens afterwards. Have you ever bought a car and then drove away feeling like you should have done this or that? Or on the way home you see your type of car everywhere? This after-purchase dissonance is common and suggests an opportunity for marketers to reinforce the purchase decision with added value and positive messaging.

When marketing, I've often suggested that marketers consider tailoring their communication programs first on where their product or service fits into the decision-making model, and then on integrating communications into the consumer behavior patterns. This creates an opportunity to not only stay relevant based on consumer activity, but also provides a better ROI by linking the communications program to the product value.

-- David Kinard, PCM

Owning Your SERP

When you search for something on the Net -- regardless of the search engine -- the results page is known as your SERP (search engine results page). On that page are listed both organic results (also known as algorithmic results) and paid results where advertisers have paid to show up in your SERP. Regardless of the type of result, savvy marketers will want to own that first page.

So, as an experiment, I, David Kinard, am going to try and make this blog entry hit the top of the search engine results page when people search for David Kinard. Now, there are a lot of David Kinards out there, some are teachers, some work for the IRS, and there is even a David Kinard who I think is the CEO of InFocus. I am not that David Kinard, I am the other one -- the David Kinard whose LinkedIn profile hits the top of the SERP when people search for David Kinard.

Okay, so having my name listed over and over is only the first step in getting a posting to make it to the top ten links on a SERP. There are other things I should do as well. For instance, I should create a David Kinard YouTube channel (which I've done but haven't posted anything up there as of this writing). Having a link in this post to the David Kinard YouTube channel would be a good idea as well. You can find the link here: http://uk.youtube.com/davidkinard.

I would also want to ensure that I created Facebook and MySpace pages for David Kinard. They are popular sites (like LinkedIn) and have a strong influence in your SERP. I created a David Kinard Facebook page and you can find it here: http://www.facebook.com/people/David-Kinard/508369666.

So, with a long entry like this and the instances of David Kinard pretty high so far, the liklihood of this posting making it in the top ten listings on a SERP for David Kinard are good. As long as I keep my David Kinard Facebook page and my David Kinard YouTube channel updated (Google and the other search engines love fresh content and recently updated pages), then I'll have a good chance at starting to own my SERP.

Lastly, another great way to own the SERP is to have your stuff published by other reputable Web sites. You won't see David Kinard listed on any link-sharing sites or what I like to call Link Farms. Those are not highly favored by Google or other engines. Rather, get out there and comment on other people's blogs, make contributions to discussions on forums, and get articles or other thought pieces published on sites. Of course, like me, you'll want to make sure your name is listed. I try to end everything I post on the Web, whether it's my site or someone elses with a -- David Kinard, PCM. The PCM is a credential I earned from the American Marketing Association many years ago, and it adds credibilty to my posts.

But this is just an experiment. There are no hard and fast rules of what you have to do to own a SERP. There are certianly things I could do to get any posting about David Kinard blacklisted but any reputable person who is legitamately trying to do their best should not have to worry about those things. It is said that Google updates their search algorithms about every six months. That means you need to ensure your pages are constantly being updated with fresh and relevant content.

So, today is November 23 and we'll see how long it takes this David Kinard post to land on my SERP. Typically, it can take a few days to several weeks.

Investor Perspectives on Corporate Brand Strength

As a member of the the American Marketing Association I participate in several active discussion boards on topics around marketing strategy, B:B marketing, and branding. Recently a discussion started around the question if a well-marketed, well-branded corporation carries more merit to to investors, and possibly clouds their views.

I really liked one of the responses contributed by Charlie Henderson, Director of Marketing for Aastra. He noted:

I don't agree that the brand is the strongest intangible asset. It may be the biggest but as we have seen over and over it is an asset whose value can be destroyed in an instant. Sometimes to be rewon (Tylenol) sometimes to be lost forever (Arthur Anderson). The value derives not from the marketing of the brand but the performance and behavior of the company over time. If the day to day exeperiences of the firms clients, constituents and investors meet or exceed the promises made by the brand then value is created. If the experiences are counter to the promises then value is diminished.

Too often marketers approach branding as something that is confined to messaging and visuals. What Charlie emphasizes are two components that are notoriously left out of the marketers' equation: peformance and behavior. When considering performance there are a myriad of metrics to consider, but from an investor's POV they include financial, market penetration/share, share of wallet, and future earnings.

But from a behavior standpoint, the metrics that matter the most (to investors or anyone else for that matter) is the alignment between what is said and what is done. Those companies that are focused and do what they say -- delivering on their promises -- they are the ones that garner a solid reputation, and strengthen the value of their brand.

Charlie goes on to say:

Brand value is won not by ads or mailers but by subsequent actual encounters. Even people who do not shop Wal Mart, FedEx or Lexus accept the value of the brand because they know that if the promises made by the brand were not being delivered the companies would not have been successful or would not have maintained the messaging over so long a time. GM has poor brand value becasue they tend to deliver poorly on the promises made by their advertising and thus change the brand images and messages frequently.

Can good marketing overcome poor execution or bad business models? Sure, but only up to a point and seldom to investors who are looking at the fundamental ability of the company to execute a sound busines model over time.

I think Charlie nailed this point. Investors are wary of companies that shift their focus and waver in terms of their identity. They want to minimize the risk in their investment. However, I've seen investors pour money into brands that may be underperforming financially, but are highly focused and have strong alignment between their brand, their target customers, and their business strategy. They know, as we have seen in many cases, that those companies are more likely to succeed in the long run.

-- David Kinard, PCM

Study Shows Effective and Efficient Outgrows Competition

Since 2005 the Lenskold Group has run an annual research study to evaluate the effectiveness and efficiency of marketing and marketers. The most recent study has just been completed – it’s officially called the 2008 Lenskold Group / Kneebone Marketing ROI and Measurements Study – and I had a chance to talk with Jim Lenskold about the study on my radio show today.

Aside from the startling finding that nearly 91% of marketers do not think they’re really doing an effective and efficient job at measuring marketing ROI, what struck me the most is that 45% of those who said they were highly effective and efficient also noted they were GREATLY OUTGROWING their competitors. This should be a wake up call to any lazy marketers and their lazy companies to get with the program!



The show dives into the success factors of those who are leading the way, but there are plenty of obvious ones that won't surprise you including better access to marketing data and systems that support real-time marketing analysis. Clearly, after listening to this show, any marketer that doesn't realize the benefits of what it means to be a highly effective and highly efficient marketer deserves to get left behind by the competition. Every other major business function has already paved the way and done their work to become lean and data-driven; it's about time marketing did the same.

-- David Kinard, PCM

Customer Wait Times -- How Long is Too Long?

If you’re like me, you hate to wait in lines at the store, or too long for service at a restaurant. These long check out lines, or not enough employees available to answer your questions, it seems like we as customers are often getting the short end of the stick. What impact does that have on a business – when customers are asked to wait? Will a long wait time even cost you business? And if so, how long is too long to wait? We talked about this and more in today's Marketing News Radio broadcast.

On the program today to look into this issue of how long customers expect to wait for service was Tom Krause – he’s the director of strategic consulting for Martiz Research Retail Group. His team just completed a study of more than 1400 American consumers to see what their expectations and limits are when it comes to waiting around.

I'll admit I was surprised by what I heard. For the most part, Americans aren't that bothered by having to wait in lines. Perhaps we accept it as part of the cost of doing business someplace. And, to our credit, we are rather forgiving when wait times are too long if the employee is courteous, genuinely sorry for the inconvenience, and smiles.

But there is a dark side to an extended wait time. Fully 80% of the respondants walked out of a restaurant, 40% left a bank, and 50% walked out of a convenience store because the wait was too long. And for those who walked out -- 30% of them never went back.

Sure, long waits are inevitable. An unexpected rush of customers can easily overwhelm a manager's best attempts at staffing. Krause offered up a list of NO COST things an employee can do to minimize negative impacts of long wait times and even some suggestions for what retailers might do this holiday season to preclude frustrations before they happen.

Experts from Maritz Research are regular guests on this show and today was no exception to the interesting topics and practical value they bring. Be sure to check the show archives for other radio programs with Martiz covering customer experience and customer engagement practices.

-- David Kinard, PCM

When Good is Not Enough

There are precious few opportunities to advance in today’s organizations. Promotions are fiercely competed for and if you think that doing your best work is going to be good enough – you are sorely wrong. And, according to author and executive Keith Wyche, if you happen to be a minority the bar you have to clear is simply that much higher.

Once again on Marketing News Radio we had a great show targeted to anyone who wants to move up the corporate ladder. Though my guest brought the perspective of what his journey has been like as a minority, the lessons learned are for anyone -- regardless of background, race, creed, or color.

Joining me on the program was Keith Wyche, president of US Operations for Pitney Bowes Management Services and author of Good is Not Enough: And Other Unwritten Rules for Minority Professionals. We spoke about what it takes to advance in your career, and what minorities need to pay attention to.

What I found remarkable was the spirit in which Keith shared his thoughts. Though he was able to provide research highlighting the continuing inequality of pay and advancement for minority professionals and women, he really emphasized the progress that's been made over the years. He is hopeful and full of energy, not someone embittered by past injustices or disappointments.

In addition to highlighting the results from a survey of senior leadership of what they look for in "promotable employees" (listen to segment three for this discussion) Keith offered up a simple and powerful model for all professionals to consider. Most professionals, says Wyche, focus on performance as a means to get ahead. After all, that's what we're told: Working hard is the key to success. But Wyche suggests that performance is only 50% of the equation. The other half is split between Exposure and Perception. His PEP model has practical application for anyone looking to increase their chances of career advancement.

A highly engaging book filled with stories of real people who were able to adjust their game plan and succeed, and a few sprinkles of those who didn't. After reading the book to prep for the show, I immediately sat one of my staff down (who happens to be a minority), reviewed the PEP model, and gave him my copy of the book. I went out and bought another copy for my reference -- it's that good. Click here for a free exerpt.

-- David Kinard, PCM

Disrupt the Status Quo in Product Offerings

A friend recently sent me a link to Demo.com -- it's a self-titled launch pad for emerging technology. I was intrigued at what one of the conference producers said...

...said Chris Shipley, product analyst and executive producer of the DEMO conferences. "Ours is a year-long process that culminates in 72 hours of products that are more than disruptive; they change the rules of the game as we know it. They are innovative, they are important, they are fun, and they represent the future products and solutions we all will be using soon.”

What struck me here is the willy nilly application of the idea of disruptive. Most people think that disruptive products are those that go agianst the grain, or that offer a modified alternative to the leading product within a category. That's where I think this whole idea of being disruptive goes horribly wrong, and companies waste money and energy on nothing more than variations on a theme (e.g. vanilla ice cream with nuts, vanilla ice cream with caramel ribbons, etc.). No matter what, you're still producing plain, mediocre, vanilla.

Disruptive means that you fundamentally change the nature of the market and the way the consumer interacts with it. The Apple iPod, the Nintendo 64 and Wii, and even in films with The Matrix and Lord of the Rings trilogies; these products changed the industry and consumer interaction within them forever.

I am going to do some research on this and see if I can come up with a list of what makes something disruptive. There is a ton of books on the subject -- I'll do a quick review and see if anyone has anything "disruptive" to suggest.

-- David Kinard, PCM

Jack Trout on Marketing's Mess

There are few in marketing who can legitimately claim guru status – people who early on shaped the way most of how marketing has practiced for decades. Well, I have the privilege of interviewing one of them in my AMA radio show on Wednesday, Sept 24 -- Jack Trout. One of his earlier works, almost 30 years ago, defined how companies approached market leadership. Soon his next book will hope to correct some of the mistakes that he feels we’ve been making since then.

That seminal book I refer to above is Positioning: The Battle for Your Mind. Well, Jack has written a new book called In Search of the Obvious: The Antidote for Today's Marketing Mess and he’s taking marketers and companies to task for creating a complex mess out of something that should be, well, obvious.

Be sure to listen to the show live and even call in with your own question. If you're one of the first five callers, you can get a free copy of his book.

Check out the Marketing News Radio program at: There are few in marketing who can legitimately claim guru status – people who early on shaped the way most of how marketing has practiced for decades. With me today is one of those people. One of his earlier works almost 30 years ago defined how companies approached market leadership, and soon his next book will hope to correct some of the mistakes that he feels we’ve been making.

With me today is author and consultant Jack Trout. That seminal book I was talking about is Positioning: The Battle for Your Mind. Well, Jack has written a new book called In Search of the Obvious and he’s taking marketers and companies to task for creating a complex mess out of something that should be, well, obvious.

Be sure to listen live to Marketing News Radio on September 24 at 9 a.m. PST. If you're one of the first five callers you can get a free copy of his book. Also, be sure to check out the archives of the show for other incredible interviews.

Remember the Association

Yesterday I have the privilege sharing to other marketers at a local American Marketing Association meeting in the Seattle area -- the PSAMA (Puget Sound AMA). I was asked by the president, Kathryn Hall, to share about the value I have received from my AMA membership. It was an easy thing to do.

Three main thoughts came to mind -- gains, growth, and gelling.

In reverse order, I have gelled with some amazing people I've met through my connection with the chapter and the national association. Truly scary smart people like Sue Reninger from RMD Advertising in Ohio, Daryl Brewster, former president of Nabisco and former CEO of Krispy Kreme, and Jim Ward, former president of Lucas Arts. I would not have connected with any of these individuals if it wasn't for my AMA membership. But while these few are mentioned here, there are literally dozens of close friends, and hundreds of important contacts I've made that have made me a better marketer. And, because of my membership, I can contact any member with confidence -- anywhere in the world -- to help me or answer a question.

With regard to growth, my membership in the American Marketing Association has been the best professional development resource I can identify. Pure practical knowledge has flowed from amazing speakers into my brain -- people from companies like Nike, Nabisco, Jet Blue, Second Life, Google, Microsoft and Yahoo are just a few that come to mind. Learning about dashboards from those who are defining the practice, or branding from Jack Trout himself -- amazing learning and amazing development -- and all because of my memberhsip in the AMA.

But in the most practical sense of it all, I can attribute more than $100,000 of revenue to my company or self because of my membership. I work my membership. I network, reference my PCM credential, and use my connections to position myself as a valuable resource to my customers and employer. I am talking hard cash in my pocket -- earning me well more back than my annual membership fees have cost.

When you think of how you want to compete in this breakneck world of business, or keep on top of the latest trends and issues facing your industry, and meet people that are the links to future business development and resources -- remember the association. Whatever industry you belong to, there is likely an association serving it. And, if you're a marketer of any kind, being an active part of the American Marketing Association is a must.

-- David Kinard, PCM