Where to easily find the real value in Facebook

Where to easily find the real value in Facebook

Jun 26, 2019 | Marketing, Social Media

 

Facebook has made organic reach virtually (pun intended) impossible in the quest to empty marketers pockets of advertising funds, at which they have been astonishingly successful. This is despite their appalling management of privacy and enabling some pretty dodgy, some would call it reprehensible, activity.

The only option left, and it is a good one, is to take advantage of the groups that Facebook has encouraged to flourish.

Marketers should be taking advantage of groups, but to do so requires a greater level of discipline and investment than many seem to be able to muster. 

Following are the three main considerations.

Common interest.

Groups are by definition places where there is a common interest that draws members. However, common interest is not enough to generate the engagement that marketers need, there needs to be collaboration amongst the members, that creates its own two sided discussion. If the levels of two way discussion fall, so will the interest levels of participants, who will then wander off, digitally speaking. For marketers prepared to put in some leg work, selectively adding value to the groups specifically around your value proposition can be very useful.

Group control.

Anyone can create a group, for any reason, and manage the settings to your own agenda. I am a member of a local SME networking group that has three Facebook groups that serve different purposes. The first is a ‘public‘ group, where anyone can see and interact with posts, the second is a private group where only members of the network can  post and view the activity of others in the group. The third is a ‘secret’ group that has the current committee as its only members, and only those few can see anything posted, and respond. The first is a group that can  attract potential members and contributors to the activities of the group, the second is a collaboration of members where we can help each other in a myriad of ways, and the third is a very convenient communication channel for the committee to consider the manner in which the group is managed. The combination works well, and is very simple to set up. 

For a purpose.

Given it is easy to set up a group, when there is a specific purpose, you can set it up and leverage the potential reach amongst those who have an interest in your purpose. This can be anything from a product launch, technical forum to a personal interest, and everything in between. The challenge of course is to market the group to those who may buy into the purpose, and have something to contribute. Without a flow of quality content, such groups will have a very short life, but they have the potential to deliver considerable value to the group owner and members.

 

Groups are not the answer to most marketing challenges, at best they are a partial answer to some common questions, and can be a valuable part of a wider strategy. At least they can deliver a pathway to your own digital asset, your website that should remain a cornerstone of every  marketing activity. It is inevitable that Facebook will change the rules again, squeezing the algorithms that make groups useful, in order to keep the revenue flowing. However,  you  may as well use it while you can.

Almost exactly the same set of observations can be made about the group functions in other platforms. While the details differ, and none are anywhere near as sophisticated or provide the same sort of potential reach, they are all on the same path, monetising their access to your eyeballs in order to sell your details to advertisers.

 

 

 

Chemotherapy has no place in marketing.

Chemotherapy has no place in marketing.

Jun 24, 2019 | Marketing

Imagine you walk into your doctors office, and after the usual greetings, he just glances at you, and said ‘Chemotherapy’

After recovering, you would walk out.

The thought of undergoing chemotherapy without detailed examination of the malignancy to which it was to be applied, is absurd.

While this may be an unlikely scenario in medicine, it is one I see approximated  every day in the office of inexperienced and unthinking marketing people.

They jump to a solution before defining the problem. These days, the immediate ‘go to’ solution is more often than not, some shiny new digital toy that is claimed to fix all your problems while costing little, and walking on water.

The proper sequence to follow is to diagnose the problem being faced. This involves a detailed look at the causes, symptoms and consequences of a problem. It is not an easy task in most cases, which is why it gets jumped.

Qualitative research is often maligned, but done well will deliver insights that can later be tested, and uncover the questions that need to be answered. Unless you identify the right questions to ask, which is the power of qualitative research, your subsequent quantitative research will be nonsense, delivering answers to irrelevant or just plain wrong questions.

Secondly, once the dimensions of the problem are clearly understood,  you can develop strategies to address them. If the strategy is more of the same, it is a clear sign that you either do not understand the problem, or you need a better strategist.

Only after the strategies have been developed and articulated, can you move to the tactical part of addressing the problem, the means by which you fix it. Usually it is at this point where the biggest money is spent, often in a short time. It can be easily wasted if the appropriate levels of time, attention, and skill are not applied to the foregoing problem definition, and building a strategic framework that drives the tactical decisions.  

Header cartoon courtesy Tom Gauld at www.tomgauld.com  

 

Where does the ‘essential essence’ of marketing hide?

Where does the ‘essential essence’ of marketing hide?

Jun 21, 2019 | Branding, Marketing, Strategy

 

Great marketing is never entirely rational.

If it was we would call it economics, and be bored to death by its recitation.

‘Rational’ relies on precision, mathematics, and repeatability, not characteristics often seen in the behaviour of human beings.  We are driven by automatic things buried deep in our brains that have evolved to enable our relatively physically weak species, to become the dominant species on earth.

Individually our ancestors could not beat off a sabre toothed tiger, but together we saw them disappear while we prospered. We are disproportionally attuned to detect danger before we detect happiness, a foe before a friend, and are initially suspicious of anyone from outside the ‘tribe,’ and anything we do not understand.

Great marketing is the opposite to rational. It demands attention because it is different, it creates curiosity, because it is unexpected,  and interest because it is of value.

Creativity is the core of great marketing, as without creativity, every marketing strategy would be the same.  All marketers have access to the same data, can apply the same logic to a challenge, use the same models,  have the same distribution, so if logic reined, all would be the same for the same sort of product.

Instead, we have a cornucopia of strategies and tactical implementations, driven by some level of creativity. These days, sadly, most of the creativity has been squeezed out by the algorithms and demands of the rationalists running enterprises,  which is why there is so much poor marketing and advertising around.

If you want to be seen, be different, cause a stir in the bushes, build curiosity, be creative!

It will not always work as you expect, as creativity is about being first, which is usually bold and risky, it will not always win hearts and minds in the corner office, but as a marketer, it is your duty!

 

Header cartoon from the great Hugh McLeod at www.gapingvoid.com

 

 

8 things to remember about that hugely persuasive data.

8 things to remember about that hugely persuasive data.

Jun 17, 2019 | Governance, Marketing

‘In God we trust, all others bring data’ . This statement is generally attributed to W. Edwards Deming, way back in the 50’s.

It is as true now as it was then, with some pretty significant caveats. 

You need to know the provenance of any data you choose to use, as data is just data, and it can be managed, coalesced, manipulated, misrepresented, and outright lied about, so be careful.

Some things to remember.

  • Data is mostly history, and the future is rarely the same as the past. Data that is really a forecast should not be called data, it is a ‘best guess,’ or wishful thinking,’ or ‘what the boss told me to say,’ or ‘I need this to keep my job,’ or a thousand other things.
  • Data is always incomplete no matter how complete you think it is. There is always some level of context that can give it greater, or even a different meaning, that is missing. Part of the challenge is being able to make a decision without being overwhelmed and developing a form of ‘common sense blindness’, caused by a tsunami of data.
  • Data provenance is always useful to know. What is the source of the data? When it comes from customers, it may be more useful than when it comes from a supplier trying to sell you something. When you see claims like ‘This lotion has been scientifically proven to cure male pattern baldness in 92.5% of cases’, you know the ‘scientific test’ was done on 10 hairy blokes from the local footy side.
  • Data is objective, but the analysis of data is not. It is subject to a host of human emotions and contexts, and can be interpreted in a number of ways, depending on the mood, experience, domain knowledge and a host of other things, of the analyser.
  • Data ages quickly. What was pretty right now, might not be so right in a years time.
  • The world is full of conflicting data, the challenge is to know which pieces to believe and use, and which to discard. Anticipating the actions of your competitor with the same set of data is a very useful exercise. Put yourself in their position and ask yourself what would I do now?
  • Data can distract, as we are visual animals, and visuals are a powerful way of communicating, so be sure that what is being communicated by those fancy graphs is actually what the data says.
  • Data should be able to tell us which is correlation, and what is simply some random causation. These two may be the two most confused states, and are certainly amongst the most used red herrings

Data should be one of the foundations of all our decision making, and we rarely have all we need. Therefore we are forced to make often difficult choices with limited data, implementing those decisions, measuring the impacts, and adjusting tactically as you learn. It pays to understand what you are relying on when you make those choices.

Cartoon header: courtesy www.XKCD.com

Two crucial learning tools for SME’s

Two crucial learning tools for SME’s

Jun 5, 2019 | Marketing, Small business

Rationally analysing the impact of decisions made, or about to be made, is a crucial and challenging  task.

Most people instinctively overestimate their ability to generate favourable outcomes from a decision, and underestimate the difficulties of implementation.

In my local shopping strip recently, an optimistic young couple opened a pizza place. A few seats, for eat in, but too few to be called a restaurant. They clearly invested quite a bit of money, and being a local I gave them a try, and had a conversation at the same time. The owner had not really considered the fact that there was a long established, and heavily patronised pizza place about 3 minutes  walk away, with better parking, and that there was a very pleasant and cheap Italian restaurant that has Pizza on the menu just 4 doors down in the strip. This is in addition to the wall to wall promotion of  home delivery pizza by the big chains. Even in the face of those facts recited to him, he remained very confident that they would succeed, without any solid reason why that was to be the case. To my mind it was blind optimism in the face of overwhelming   odds, and while the pizza was OK, it was nothing special.

I expect it to close any day.

Tool 1. A Pre-Mortem.

Had he done a pre-mortem, he may have avoided the mistake.

Let me explain.

A pre mortem is obviously,  the opposite to a post mortem, conducted after death. In this case, it is conducted before the final decision is made to invest.

In a corporate environment, you gather the responsible people in a room before the switch is flicked and conduct a simple exercise, with a challenge. “The project proceeds as planned, but you are now a year into the future, and it has been a disaster. Examine the reason for that disaster”.

This sort of thinking assists in removing the blinkers, of curbing baseless optimism, and of mitigating the impact of the noisiest proponent of a project.

Had the young couple down the road conducted such an exercise, they may have anticipated what was obvious to an outsider, even with a quick glance.

Tool 2. A Post-Mortem

The second tool is obviously a post-mortem, done after death. In a commercial context this is often described as an ‘After Action Review’ or AAR. In this exercise, you examine what worked as planned, and what did not, for lessons to be applied in the future. Post mortems are common after a capital expenditure,  a review of the degree to which the outcomes of a Capex matched the forecasts in the capital plan, but they are rare in my experience in other areas of an enterprise. They should be an essential part of every activity, as only by examining the logic behind a decision  with the benefit of hindsight, can we learn to make better decisions.

When it would help to have someone around who does this stuff routinely, give me a call.

Header cartoon is again by Hugh McLeod of www.Gapinvoid.com. While you may not be able to be the only one in the world, be the only one in the street, or locality, or you will fail. When you cannot define your differentiator to the few who might care, you will be in real trouble.

How much is a seat at the creative table?

How much is a seat at the creative table?

Jun 3, 2019 | Branding, Marketing

The nature of the 24 hour marketing turnaround has led to piles of rubbish advertising. The ‘big idea’ of my youth, the search for that magic something that will engage and motivate  has been replaced by piles of small expressions that get left on the table.

Creativity requires time, curiosity, an awareness of what is around you, a tolerance for risk, and an irreverence for the status quo. These are no longer common in an environment of the 24 hour turnaround, but when you see an example, you notice it, remember it, and just perhaps it influences behaviour.

However, from time to time, someone  also takes advantage of the quick cycle and comes up with something creative, irreverent, and different, and it works.

As a young marketer, one of the key metrics was awareness. How much did we have to spend to generate a specific level of awareness?

The ad in the header was as far as I am aware, just on a few Ikea stores in Queensland. The cost would have been almost nothing,  the impact significant. Most poster ads go unnoticed, this one was noticed, and the new age tools spread it, which is how it came to me.

A terrific idea.

My favourite marketing guru, Albert Einstein quipped, amongst his many, ‘Creativity is intelligence having fun’

Somebody in Ikea was having a lot of fun!

 

PS. June 4.

It turns out the ad in the header was a ‘fake ad’ put out by a creative consultancy, Adrian Elton, in an effort to get the attention of Ikea management. 

I am sure it worked, as Ikea is not stupid. This is an example of a big idea, so lacking in todays churn of mediocre ideas passed off as content creation.