Canadian Marketing Blog

Personal Branding

I know I'm aging myself when I say I've been in the business for 16 years. Over this time, I've noticed a slow migration from the importance of an agency's brand and reputation to an individual's personal brand and reputation. I attribute this to social networking.

Before the days of Facebook and LinkedIn, when job hunting, we were most attracted to the agency with the best reputation, who did the best work and who had the best brand in the industry. Now, we put just as much emphasis on the people who work for an agency and what their personal brand represents. This works both ways. Employers also seek employees whose personal brand would be a good fit for their agency.

I can't write a blog about personal branding without giving a shout out to Tony Chapman. Know him? Sure you do. Love him or hate him, in my opinion he is the industry leader in personal branding.

Glenn Swan recently conducted a poll on LinkedIn asking "Do you feel a strong personal brand is important for job seekers?" 86% of those polled said yes. 13% said it depends on the position.

So, how do you create your personal brand? Treat it the same way you would a client's brand. You can start by asking yourself these questions:

What do I want to be known for? What am I good at? Am I uniquely valuable? What can I bring to an employer that other's can't? What are other people doing and how can I do it better? Who do I want to target? How am I going to reach them? What is my "elevator pitch?"

It's also crucial to be transparent. The industry is a small one and by now, you've probably developed a reputation along the way. Be honest and sincere in your abilities and experience.

By the way, this personal brand is for hire.

Jennifer Morozowich

Marketing Touches: Knowing When to Say When

Establishing rules concerning contact frequency should be managed by marketing operations; you will certainly want to include field marketing in the policy definition mix. Policy compliance must involve any data management function responsible for access to contacts, as well as managing name acquisition and data quality. Touch policy development tends to be a work in progress, with many organizations putting in place basic rules to manage contact frequency and building toward more complex guidelines. We have generally observed four phases in this development, including:

1. Legal obligation only. Even an organization that puts no restrictions on how prospect and customer data is used must, by law, adhere to opt-out requests, and thus build a process to ensure opt-outs are processed quickly and correctly. These organizations should also be tracking opt-out levels over time against an initial benchmark (e.g. total percentage of database opted out, opt-out rates by month and quarter) as a way to heighten the need for more well-defined policies.

2. One-size, rules-based, honor system. The initial foray into formal marketing touch policy tends to be defined by both its simplicity as well as its faith in the (general) honesty of people. To reduce the amount of pounding of the database, the organization sets a blanket guideline for contact frequency by email (one per week seems to be a common rule) as well as by telephone and direct mail. Without any formal gatekeeper in place, marketers are relied on to police themselves. Such policies are often accompanied by efforts to educate marketers on why “overfishing” of the database can be harmful to their success in the long term; this at least helps to build awareness about the problem and encourage compliance. Similar to a no-policy scenario, opt-out levels must be benchmarked and tracked over time to help indicate whether marketers are staying true to the policies put in place.

3. One-size, rules-based, safeguarded. Our third phase sees similar types of blanket policies to those adopted in the second phase, but adds a dimension of protection in the form of an individual or team that manages access to contacts in the database, or technology that does so in an automated way. Some organizations have created a formal role (e.g. a data steward) to do the job, while others have appended the duty onto an existing marketing operations resource. This resource will receive list requests from individual marketers, then pull the list to ensure that all names comply with regulations.

4. Multi-dimensional, rules-based, safeguarded. Our fourth – and most complex – phase sees the evolution toward a more complex, rules-based policy that includes buyer preferences, roles and even account type to define the frequency of contacts. This level of sophistication tends to eliminate the human element, simply due to the fact there are way too many moving parts to manage. Companies without marketing automation platforms (MAPs) and/or contact data management capabilities will struggle to get to this stage, especially in distributed marketing organizations with limited visibility into what gets sent to whom.

Marketers are naturally drawn to think that more is more, meaning increasing frequency of communications can only improve results. The fallacy here is that those messages, whether delivered via email, phone or direct mail, are welcome in the first place. If communications are not sought by contacts, and/or if many are not relevant to their specific role and needs, increasing their frequency can drive blanket opt-outs. On the other hand, communicating too little with a contact can also hurt a marketer’s cause, as messages are so infrequent and unpredictable that the company is neither top of mind nor trusted. It also means bad contacts are kept longer, which gets expensive. Once a marketing touch policy is in place, tracking and measurement must then be established to understand the impact of message frequency both on results and the database. This is easiest for email communication: Look at both response measures (was an action taken) and deliverability metrics (did the message get to the recipient, and did the contact opt out). Looking at how these measures change by type of message and frequency of messages overall will show what the threshold is and when it has been crossed. Don’t forget to look at metrics by role to determine if different types of contacts show they prefer different frequency (or types of messages) by opting out at higher rates.

A marketer’s most valuable asset is his or her organization’s database, but it is a fragile ecosystem that decays quickly if not properly managed. Setting rules for the frequency of contact is a good first step toward making sure this decay isn’t an inevitable fact. The next step is to understand what prospects and customers need at various points in the buying process, so relevant options are offered and expectations set. The third – and most important – step is to encourage contacts to define their preferences so your messages are expected and more likely to be relevant. With both permission and preferences in place, your database will grow to become a competitive advantage rather than a detriment.

Ally Motz

Golden Rules of Blogging: Part 1 of 239

I challenge you to find me a less captive audience than the one you find on the Internet. Tell me where I can find people in a comparable state of temptation fueled by an endless sea of customized possibility. It's impossible - there's just too many options online. Too many cool sites. Too many Facebook photos to creep. Too much damn stuff to do. And herein lies the challenge of blogging, that is, creating content that pulls your reader in deeply enough that they wont jump ship in the middle of a post.

So, what are the keys to creating blog content that is sticky, interesting and, most importantly, looks tastier than any of the dangling carrots that the world wide web puts in front of your readers?

1. Save the keg for college

Micro-sized content rules. If I'm interested in a lengthy thesis, I'll pick up a book. But here on the Internet - the land of free music, porn, and cute videos of seals holding hands - my attention span is firmly set to minimal. Think in terms of offering your readers a beer, instead of forcing them to do a 23 minute keg-stand. Give me quick points, intriguing information, and good links in case I'm so inclined as to go further down the rabbit hole.

2. Sequels are for movies

Nothing makes me cringe like reading an introductory sentence that sounds something like this: "In this, the first post in my 9-part examination into report-appropriate sans serif fonts of the B2B sector......" Oh. My. God. Blogs are supposed to be efficient and intriguing. Being concise is in your best interest. If you can't explain it in one post, then it probably isn't worth listening to. The mere thought of having to look at several subsequent pieces in order to fully understand your idea turns me off of reading even the first one.

3. Personality rules

It's been said a kajillion times, but it still holds true that the best bloggers write the way they talk. Blogging is built around personal commentary, and yet so many people are terrified to show their bias and state their own opinions. This is the biggest difference between traditional journalism and online thought-sharing. People can find raw, objective data in any number of places; they read your blog because they are looking for insight. You must strike a balance between the two. So go ahead - take a stand, make a point, pick a side! This ain't CNN, folks. Compelling information + an intriguing stance = a great blog.

4. Don't suck. Be something.

Most important thing to remember is this: nobody HAS to read anyone's blog. Readers follow them as an extra curricular function, and only when they enjoy doing so. As the author, it is your obligation to provide content that entertains and enlightens. It goes without saying, but a polished product is always the first step to success. Be funny. Be smart. Be something. Have you been on Technorati lately? There's no shortage of competition in the blogosphere, so you better have something incredible to offer. Stand out and make sure you're not adding to the clutter.

Brook Johnston

The Future of Mobile is Now

When it comes to seeking immediate gratification for personal communication and entertainment, mobile technology is the new norm. From tots to boomers, all age groups and 75% of Canadian households use mobile phones. For teens and tweens unable to afford data plans, the iTouch and other wifi-enabled devices offer a quick internet fix and addictive applications.

So as marketers, how do we stay on top of trends and reach target audiences quickly and easily?

The answer lies in pint-sized form: mobile marketing. Canadians are very interested in communicating with their friends through mobile. At LIPSO Systems Inc. we have learned that in addition to providing multi-channel solutions, data driven consumer insights are what matters to customers the most.

In 2009, 35.3 billion peer-to-peer text messages were sent in Canada, which is a 70% increase from 2008. As this trend grows, year-over-year commercial marketing campaigns become more integrated with mobile solutions to extend branding efforts into the social media landscape and reach consumers anywhere and anytime.

Beyond texting, Canada’s overall wireless revenues totalled $15.9 billion in 2008, and half of all phone connections in Canada are now wireless. Most interesting of the Canadian mobile trends are voice revenues, which are declining per subscriber, while the industry still grows in double digits. 2009 saw a 35% growth rate thanks to data plans, which are now housing hundreds of thousands of app options, interactive games and mobile versions of users’ favourite websites.

When it comes to hardware, Canadians are shelling out for top-of-the-line iPhones, Blackberries and exploring the open-source movement with various devices supporting the Android operating system, making wireless phones among the fastest growing consumer products in Canadian history. Thanks to all this data use, the retail industry is seeing a significant bump in web traffic. 46% of North American consumers use their mobile phones to compare prices while they’re shopping in stores, and mobile web shopping has increased 40% in the U.S. since October 2008.

While these numbers are compelling and speak to the need for all organizations to explore opportunities on mobile platforms, the underlying reason to integrate mobile into your marketing communications strategy is the same reason we rely on media relations, events, in-store promotions and print advertising.

As a nation of storytellers, Canadians’ history has been marked by challenges to overcome geography, adverse weather and other political and cultural differences to tell our stories. Over the past twenty years Canada has established itself as a leader in communications networks and technology, and it is no surprise that Canadians are eager to receive information, interact and transact on their mobile phones.

Christian Trudeau, President, Transcontinental Marketing Communications
LIPSO

Channel Surfing for Influencers, Part 1: Direct Mail

Which channel is most effective at finding, reaching, engaging and motivating influencers to spread the word about your product? In the next four posts, I’ll take a look at the pros and cons of the most widespread channels, beginning with direct mail – hope you’ll join me and share your thoughts.

When VCRs achieved mass-market success in the late 1970s and early 1980s, many pundits predicted the demise of the movie theatre. Who would want to drive to a cinema and sit with a bunch of strangers to watch a new movie when you could now do it in your own living room or bedroom? A lot of people, it turned out. VCRs, then DVD players and other home movie systems, didn’t kill off old school movie-going. They simply created a new channel for Hollywood to market its product. Both have lived together quite successfully ever since.

The same, it turns out, has happened with direct mail. Pioneered on a mass scale in the 1950s by Lester Wunderman and others, this way of reaching consumers and businesses caught on with marketers because, unlike traditional print, billboard and broadcast advertising, direct mail’s effectiveness could be tested, measured and improved on in subsequent campaigns. Despite the advent of email marketing in the 1990s and social marketing today, marketers still consider direct mail a viable and effective way to engage consumers in general and influencers in particular.

Why? Well, for starters, there continues to be a segment of the population that likes to receive things in the mail. While I’m selective about what I like and don’t like to find in my mailbox – I’m not big on grocery flyers, for instance – I do like when I get useful information about products or services that I can hold right in my hands.

I’m not alone and marketers know it. After all, with 90% of word-of-mouth happening face-to-face (Keller Fay Study, 2010), marketers understand the usefulness of offering influencers something tangible they can carry in their purse or pocket and pass along to the friends and family members they’re influencing – like a brochure, a catalogue, even a business card with a name, email address or url printed on it.

And direct mail is also still the king of easy and accurate personalization, in spite of digital marketing’s advances. Plus it continues to beat traditional media in its ability to target industries, regions, niche markets and other highly specific local audiences.

Finally, as effective as marketing via email, Facebook or mobile may be, none has (yet) managed to beam a sample or gift into consumers’ homes without using direct mail to get it there. The tactile surprise and delight factor that direct mail offers highly engaged consumers cannot be underestimated. You know they’ll open it immediately and pay particular attention to the contents from a brand they know and trust.

In part 2 of this series, I’ll focus on direct mail’s spry marketing cousin: email. It’s fast and inexpensive, but is it influencing influencers? Tune in next time when we discuss...

Gillian MacPhersen

Is Brand Identity a Brain Science?

The Globe and Mail reported that according to a new research published during the week of June 21, there is compelling evidence that some people are predisposed to take on characteristics embodied by brands, while others are harder nuts to crack. In “Got to Get You Into My Life: Do Brand Personalities Rub Off on Consumers?”, two University of Minnesota researchers said that there’s a tradition in consumer research that identifies the fact that people use brands as signals of who they are. “In looking at the body of literature, one thing that fascinated us was no one had actually done strong experimental work to figure out whether or not, after people use some consumer brands such as Harley Davidson, are they really successful in feeling better about themselves,” said Deborah Roedder John, the chair of the marketing department at the University of Minnesota’s Carlson School of Management and a co-author of the paper.

It is the opinion of another academic, the University of Stanford psychologist Carol Dweck, that people think of themselves in one of two contrasting ways. One school of thought believes personal qualities are fixed and cannot be changed through direct effort to improve, learn or grow. As a result, they look for opportunities to signal their positive qualities to both themselves and others. “They sort of believe that they can’t do it on their own. They have to have something, such as brand names, to help them signal that they are a better person,” said Professor John. The second school of thought believes people can enhance themselves only through learning and hard work. Signalling their positive qualities to others or themselves by touting a brand has little or no effect on their sense of self.

According to Professor John, there’s already a belief among marketers and advertisers that brands have this type of feel-good power, and that consumers respond positively to that. “But there are other people – although they like these brands and they pick them and they use them – it doesn’t quite have that power over them.”

Professor John’s research also suggests that brands might actually play a therapeutic role in people’s lives. In one of the studies described in the Journal of Consumer Research paper to be published in early 2011, undergraduate students were given a math quiz. Regardless of their actual answers, each was told they had performed poorly. But students who were given an MIT-branded pen to use for 10 minutes fully recovered from the psychological slight, while others did not. “What we found interesting from that study was, brands really allowed people to feel more positive about themselves. It was sort of an empowering thing that they got from using that particular brand,” said Professor John.

For a change, maybe marketers should not always be portrayed as ‘evil’, figuring out ways to subconsciously make people do things that may be bad for them, or make people buy things they should not be buying?

Another Reason for Business to Embrace Social Media

Breaking down organizational silos in favour of organization-wide collaboration was a predominant theme at CMA’s Social Media Conference last week. Presenters emphasized the significant value proposition of this more holistic approach to management – with the caveat that a full implementation of such a dramatic new policy will prove difficult.

“I think they’ll always be silos,” said David Armano, Senior Vice-President Digital at Edelman, in his keynote address. But you have to make the silos more permeable, he said. Several speakers provided useful examples of how to break down the barriers created by fragmentation. Jeff Gluck, Senior Manager, Marketing Communication and Web with MTS
Allstream, discussed the company’s Idea Factory initiative. The project saw the development of an intranet-based social media tool where employees in all departments could submit ideas to better the company. The response to the project, Gluck said, was very positive. Similar initiatives have been undertaken by myriad organizations – even the United States government operates a similar program though the Department of Homeland Security.

Another illustration of breaking down silos was provided by presenters from Research In Motion. Becky Young and Michelle Kostya are RIM’s Social Media Marketing Manager and Community Manager respectively. While they both leverage social media for the benefit of the organization, they are responsible for separate departments, which have unique areas of focus.

However, they make considerable effort to foster collaboration between their individual segments, particularly with respect to social media. Kostya says within RIM there are councils that have weekly calls to discuss social media policy, ensuring coordination across departments. This helps ensure customers get a consistent approach from Blackberry support teams providing user assistance through social media channels. “When consumers are online (using social media) they don’t expect to hear from one department or the other,” said Kostya. “They just want to hear from the company.”

Additionally, Kostya works out of a Young’s office once a week. This would be a frightening proposition for many - but it surely helps RIM’s Community Manager gain valuable insight into the operations of her colleague’s department.

A full transition of an organization’s structure from one of isolation to complete collaboration will face considerable challenges moving forward. But the introduction of social media tools into the marketing mix has helped to clearly demonstrate the benefits of a more holistic approach to company operations. If marketers continue to discuss and promote these benefits as they relate to profitability, senior managers will undoubtedly be galvanized in support of the destruction of organizational silos.

Jordan Sandler

The Photography is the Message – Digitization, Canadians & Marshall McLuhan

As we reflect on the 30th anniversary of the death of scholar and philosopher Marshall McLuhan, we reflect on the role of media in our lives and marvel at his eerily accurate predictions.

Many of these predictions perfectly apply to our work at Transcontinental's Rastar in new media, photography and communications. McLuhan mused in the sixties that in the future we’d all be connected in real-time, with messages flowing back and forth, as if we sat side by side. Doesn’t this sound familiar to you, my tweeting, texting & IM’ing friends? This web of sharing, creativity and collaboration, spun thanks to digital media and the internet, is itself more interesting and important than any content created (a.k.a. ‘the medium IS the message’). When the medium is photography, McLuhan’s specific quotes on the subject were very pointed. He called the photography used in advertising and media during the sixties a ‘brothel without walls,’ which still rings true considering the transformative power in the hands of whoever wields a camera lens. Long before photoshopping, airbrushing and other virtual fibs, McLuhan noted photography’s ability to deceive: “To say that the camera cannot lie merely underlines the multiple deceits that are now practiced in its name.“

In 1994, fourteen years after the death of McLuhan, the first series of digital cameras took the consumer market by storm. Now that digital photography is sixteen years old, we can reflect on the impact of digital photography, the web and the prevalence of sharing images easily and instantaneously. This past October, the 4 billionth image was uploaded to Flickr, while the largest photo-sharing site in the world, Facebook, boats average monthly uploads of 2.5 billion photographs among its 400 million active users.

At Rastar, we recently witnessed how Canadians experienced their first Olympics through a digital photography lens. With over 50,000 pre-registrants within 4 days of the Olympics ‘Memories’ photo site launch, Canadians leapt at an opportunity to put a personal touch on memorabilia, with photo journals and posters emblazoned with users’ own snapshots. McLuhan would likely feel vindicated if he could witness the extreme speed and cyclical nature of new media, thanks to digitization and the internet. Today, Canadians aren’t just passively watching a sporting event on television or online, they’re texting, tweeting or blogging about the matches, and then taking their event photographs, often snapped from a mobile phone, and uploading them within seconds for their friends and family to enjoy.

Do you think that this new cycle of creating and sharing me-first media bring with it increasing narcissism, as many post-McLuhan cultural theorists have cautioned? Personally, I think that there will always be Canadians with a passion for photography, those who can capture the essence of their subject in a portrait or who have an eye to perfectly frame a landscape, regardless of how many glamour-shot profile pictures are uploaded to Facebook. For the sake of Canadian photography’s future and in honour of our media maven Marshall, let’s stay cautiously optimistic.

Melisa Jeffers is Senior Vice-President of Business and Corporate Development for Rastar, a Transcontinental Company, (www.rastar.com) which is a North American leader in print on demand solutions and social expression products. As a critical part of the Transcontinental Marketing Communications Sector, Rastar’s expertise result in robust solutions that help businesses provide their customers with highly personalized experiences.

Melisa Jeffers, Senior VP Business and Corporate Development, Rastar, a Transcontinental Company