Only three percent of customers believe marketing is relevant. As in, 97 percent of customers do not?
It’s a staggering statistic for those of us who put everything into helping our customers define (and refine) their brand voice, craft the right messaging, and effectively deliver it to their target markets. Unfortunately, many companies don’t fully comprehend the intricacies of what makes marketing work. Simply throwing money at “marketing” is an inefficient and wasteful strategy.
Recently, a friend asked for a WSMG credentials deck to send along to a referral. I’m so grateful, but I always pause and ask: Is this really a good idea?
Credentials decks are about the “what” of what you do. It functions like a checklist. Do they do what I need?
But, it’s hard to convey the unique why-and-how in a two-dimensional asset.
A recurring theme in my recent history of blog posts has been the Storybrand framework, which really focuses on tightening up your messaging and setting your audience, your customer, as the focal point. They become the hero of the story.
A common belief is that Storybrand is best utilized in smaller to mid-sized companies.
I'd argue that’s a misconception.
As we know, physicians hold the golden ring: the referral or endorsement of health-related products and services.
On paper, it looks like we have to jump through a lot of hoops to reach referring docs who might send patients to physical therapy, weight loss, wound care, or diabetes locations to get the care they need. But, physicians are people too, and you can often reach them with integrated marketing tactics without duplicating spend, or devising physician-only messaging.
Technology is changing the way we look at--and proceed with--sales. Sometimes, we rely heavily on technology and its predictive capabilities, especially in the beginning stages. The good news is that over half of organizations are using sales tech to effectively accomplish the following:
The clock is ticking towards 2020, faster than many would like. All the slicing and dicing of budget planning that takes place during the next two months is a necessary evil--and is often dictated by a predetermined (and stiff) organization chart. But, just because the org chart provides structure, it doesn’t mean it’s truly cost efficient.
Here’s an example, another “blast from the past” reference...
Since my Storybrand certification in July, we’ve been contacted by quite a few companies looking to apply the framework to their business. But, when we’ve drilled down in discovery, we’ve found that what they really want is better copywriting. A noble goal!
Perhaps the confusion comes from reading a book. There’s nothing wrong with that. I read it too!
Oh, email. So old and tired. Right?
Wrong!
So many data platforms… so little time. New technologies are in place to identify behaviors, buyer journeys, levels of engagement, and interest. But, to actually connect with a human being, more often than not, you need a valid email address.
It's like the good ol’ standard Snickers Bar in your Halloween bag of treats.
You’ve delved deep into your market research. You’ve built out your buyer personas to almost perfection. You know what makes them tick, what their problems are, and how you can solve them.
This is your audience… right?
It’s true, you can’t please—or serve—everyone, so you have to narrow your target audience to a manageable group of people. Yet, sometimes there are opportunities outside this target audience; opportunities that don’t require a great deal of additional time/money/resources to explore.
Think of it as expanding the bull’s-eye, ever so slightly.
The goal of any company is growth, whether that means opening satellite locations, bringing in product experts, adding service lines, or improving revenue (it’s almost always improved revenue, at the least). You can’t get there without pushing limits and opening your eyes to new opportunities.
But, sometimes companies get wrapped up with all the day-to-day “stuff” that’s required to keep a business afloat, they don’t have the time, money, or resources to venture into new areas of expansion—or at least they don’t believe they have the needed man/womanpower.
