Category Archives: Branding

Adidas marketers should run around a football field if they want to sell footwear…

21 Monday Oct 2019

Posted by in Advertising, Branding, Digital marketing, Marketing

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Given Adidas has admitted its mistake of over-investing in digital advertising, it might be worth revisiting this article:

With much fanfare, the marketing clerks at Adidas announced they are no longer going to advertise on TV, as their target market is young and allegedly doesn’t watch TV. Their Aussie brethren repeated that announcement again this week.

It seems Adidas will only use digital channels for marketing to these young folk – completely missing the larger audience of active sportspeople still playing football, netball, jogging and much more, well into their 50’s. These people also have more money than younger people and will spend it on all sorts of branded goods.

they’ll spend money on anything…

I declare a hand here. I was once paid a few shekels to play football and eventually played for 40 years, so have bought a shed-load of boots, running shoes and clothing. I am a qualified football coach and assistant rugby referee. I coached juniors until two years ago, advising parents on what boots to buy.

I attend my kid’s rugby, basketball and hockey games, participating in team management. So in summary, I am a parent of, and involved with, the young sportspeople Adidas want to reach – not to mention a lifetime sports gear customer and person who showered regularly in male sporting sheds. Though that’s not a vision you need right now.

I’ve also worked on creating ads for sports drinks and sporting goods retailers, so may have some semblance of an idea about the market. Hence my humble opinion via the following points:

Point 1:
Young folk do watch large screen TV, often with an iThingo in hand. They love to watch sport on TV, as well as on smaller devices. So they do see TV advertising.

Point 2:
The lads play FIFA on PS4 which is where they see some of the coloured footwear of different players. This may have some influence on their choices. They also attend professional sport as fans, so they see what their heroes are wearing. Interestingly, sport brands rarely have pop-up stores selling stuff at these matches – where are the brand activation folk?

Generally though, their footwear decision is influenced by the following three things:

  • What their mates are wearing – if someone turns up to pre-season training wearing the latest lime-green boots, then that’s what they all wear.
  • The expert in the shoe store – Foot Locker or Athlete’s Foot – who advise on the best boots/joggers for their feet/sport.
  • The cost of the damn shoes – governed by my (or their) wallet.

The delusion that the only way to reach young sportspeople is via digital channels, is farcical. One has to wonder, what’s in the sports kool-aid at Adidas?

My kids (and I) have worn Adidas, Nike, Tiger, Puma and Asics. They are not loyal to any single brand. I was never brand loyal either, though admittedly I did prefer the Adidas Predator boot in my twilight years.

Craig Johnston, Aussie inventor of The Predator and proud mullet wearer…

More importantly…

Point 3:
This younger generation is responsible for the single biggest consumer protest in history. Around 700 million of them have downloaded ad blocking software to their digital devices, specifially so they don’t get any (Adidas) advertising. So am not sure who the marketers at Adidas believe will see their digital ads?

Stop that digital advertising…

Obviously, to overcome the issue of digital advertising not working, Adidas will create content and brand experiences for their customers. But they will need to spend money to promote the promotion, so to speak. They cannot rely on social media or WOM.

I suspect Adidas will awaken from its folly in good time. Maybe they should speak with P&G to learn how they lost $Billions in sales, when they moved away from TV advertising to Facebook advertising? P&G returned to TV BTW.

I’m banking on Adidas moving to a “footpath graffiti” strategy. They’ll hire street artists to paint the footpaths of the cities with Adidas branding – digitally activated of course. This will allow them to capture the attention of all those young people walking around staring at their feet and the ground, while on their mobile phones.

When said punter steps on an Adidas brand image, a RFID message will be activated on their mobile, instantly offering branded content -not selling anything, because as we all know, selling in the digital world is evil. This will make the punter’s life more fabulous, so they will fall in love with the Adidas brand. Don’t say you weren’t warned.

Gotta run – where are my Dunlop Volleys…

connect to me on the run: https://www.linkedin.com/in/malcolmauld/

Your Marketing 101 Guide by the Numbers…

20 Tuesday Aug 2019

Posted by in Advertising, B2B Marketing, Branding, Content Marketing, Digital marketing, Direct Marketing, Email marketing, Marketing, Marketing Automation, Media, Mobile marketing, Remarketing, Sales, Sales Promotion, Social Media, social selling, Telemarketing, Viral marketing

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Hello again. I’m currently writing a book on B2B marketing – adapted from my training courses. The B2B category has a lot of executives in marketing roles who have no prior marketing qualifications. They have sales, product or technical backgrounds. Some even call themselves social sellers.

So, I’ve put together a little “Marketing 101 Guide by the Numbers”. Keep these in mind when planning your marketing executions, as they’ll keep you focused.

The three goals of your marketing communications – and there are only three…

  • Acquire new customers
  • Get customers to spend more money with you more often
  • Get customers to keep spending with you for as long as possible.

If your marketing communications are not helping you achieve one or more of these goals, you’re probably wasting your money, regardless of the media channels or vanity metrics you use.

The two ways of marketing – and there are only two…

  • Mass marketing
  • Direct marketing

Mass Marketing – you communicate with as many consumers* as possible for the lowest media cost, to position your brand in the mind of the consumer, so they consider it when they are in the market to buy – online or offline. Generally used in broadcast, print, outdoor and some online channels.

Direct Marketing – any marketing communication delivered directly to individual consumers* or to which they respond directly to you. All responses are measured and there is always an exchange of either data or dollars – online or offline. Generally used in broadcast, mail, email, telephone, print, events, social, search, mobile and online channels.

*Consumers is generic for both prospects and customers

The two reasons people use the internet – and there are only two…

  • To save time
  • To waste time

That’s it. You need to design your website, landing page, email, social channels, apps etc to make it easy for your customers and prospects to either save time, or to waste time, depending upon their reason for visiting.

Saving or wasting time?

There’s no such thing as a customer journey – just two contact strategies…

People don’t go on customer journeys. This is a marketing buzzword designed to make the user sound sophisticated – it’s complete bollocks. There are only two contact strategies to use, and they’re linked to the most relevant touchpoints. After all, a prospect isn’t a customer until they buy something:

  • Prospect contact strategy – to generate new customers
  • Customer contact strategy – to keep profitable customers and generate referrals

Marketers determine the most appropriate touchpoints to reach prospects and customers, then communicate as necessary in the most effective channels for those touchpoints. These touchpoints can be mapped for easier visual interpretation.

For example, a prospect may identify themselves by responding to an advertisement by telephone, downloading a white paper from a website, or at a trade show. This is the beginning of the prospect contact strategy designed to get them to either request a presentation (if required), to trial the product/service, or to buy. This can involve lots of channels, some of which can be automated.

Once the prospect becomes a customer, they join the customer contact strategy. This involves communicating with personal messages designed to create a positive customer experience, encourage loyalty, obtain referrals and generate further sales.

The customer contact strategy can also be divided into two separate executions. One execution is linked to the date the product or service is bought and includes messaging around warranty, service, renewal, upgrade and the like.

The other execution is linked to time of year and includes messaging such as monthly newsletter, seasonal offers, event invitations and more.

Obviously, the customer contact strategy uses more personal media channels including; face-to-face meetings, mail, telephone, email and social channels. And all the while, there is the 24/7 continual flow of marketing content on blogs, websites and social channels, as well as advertising.

People DON’T go on customer journeys…

The numbers that matter when budgeting…

There are a few key numbers to understand when budgeting your marketing activity:

  • Lifetime value – how much revenue you customer is worth over their lifetime of buying from you
  • Cost per lead – how much you can afford to spend to generate a qualified lead
  • Cost per sale – how much you can afford to spend to generate a sale
  • The advertising allowable – what you can afford to spend to generate a sale at either break-even or a pre-determined profit percentage

When you know how much a customer is worth, you can determine how much to spend to generate a qualified lead and therefore how much you can afford to spend to get a sale – based on conversion rates. This helps you determine the most appropriate media channels to use, as they are defined by your advertising allowable.

Remember:

Marketing creates the need, while sales fulfils the need…

Your marketing activity helps to create the need for your brand by building desire for it and reinforcing your decision after you’ve bought. Your sales people use selling techniques to fulfil the need and complete the sale.

Your direct marketing activity can both create and fulfil your prospect’s needs in a single execution. It also integrates your marketing and sales teams to ensure they both work together successfully.

So now you know, what you need to know, about you know, that thing that everyone thinks they know – marketing…

Online sales can reduce your revenue…

22 Monday Jul 2019

Posted by in B2B Marketing, Branding, Customer Service, Digital, Digital marketing, Direct Marketing, Marketing, Marketing Automation, Sales, social selling

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A couple of years ago my agency created catalogues for an office supplies company – different catalogues for different areas of their business and different types of customers.

They had a catalogue for typical office stationery, another for bulk purchases of products delivered on pallets, and other specialty catalogues. They did some sophisticated testing, with the objective of moving clients to order via their website to reduce the dependence upon the call centre, as it took the majority of the orders. They also believed they’d make more money with online ordering.

The test results revealed some interesting insights. When the company migrated customers to online orders, they lost revenue. The average order size via the website was much less than the average order via the call centre. The reason is simple and one which any salesperson can explain.

down-decline-graph

Online sales reduced average sales value and revenue…

Once the customer was on the phone, the customer service person could upsell via questions and sell even more products than the customer might have bought if they simply went to the website. The customers who did use the website for orders, usually only bought a small number of items.

Another insight they discovered was that most customers had the catalogue with them when they called to order by phone. This gives the customer service person another way to engage with the customer, by referring to the catalogue pages and discussing them together.

Woman reading magazine at coffee shop

customers have the catalogue with them when they call…

The grim discovery was that the move to online ordering had the potential to damage the business and reduce sales. While website sales can possibly cost less to process, the average sale value was less than telephone sales.

The company had to work a delicate balance of telephone and website sales and eventually hit on a strategy of telephone follow-up to online sales. As online orders were received, the outbound telemarketers would call the customer and upsell based on the products in the online order.

This became a productive use of the call centre staff, giving them options for inbound and outbound selling. Customers appreciated the ‘service calls’ and nearly always increased their order value.

virtualStaff365_callCentres_img1

let me help you spend more money…

So don’t believe everything you hear about the marvels of digital disruption – it can damage your business rather than improve it.

The old adage continues to apply – just because you can doesn’t mean you should…

Your aspiring customers can be more valuable than your paying ones…

12 Wednesday Jun 2019

Posted by in Advertising, Branding, Marketing, Media

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My recent article about the Koala team’s overzealous belief of their brand awareness reminded me of a story about one of my first bosses, Sir Peter Abeles.

Sir Peter built the TNT global transport and logistics empire, which at one stage owned Ansett airlines. I was the National Marketing Manager of TNTGroup4, which was where I got loads of hands-on experience building databases and using direct marketing techniques for B2B and consumer marketing.

Sir Peter Abeles

Reg Ansett, the visionary founder of Ansett Airlines, bought Hayman Island in the 1950s and turned it into Australia’s most luxurious island holiday resort. Of course, the only way to get to the island back then was with Ansett Airlines. (BTW this was many decades before I eloped to get married on Hayman Island)

Back in the 1980’s after TNT bought Ansett – and consequently Hayman Island – the company made a huge investment in refurbishing the Hayman Island Resort. Those in the hospitality industry will know that all resorts eventually get stale and require deep pockets to bring them up to date.

After completion of the refurbishment, Sir Peter flew to Hayman Island to inspect his heavy investment. He attended the soft launch to the travel trade and left the island feeling comfortable about its new direction. Upon landing in Sydney, Sir Peter would normally be collected by his personal driver, but on this occasion his driver was unavailable.

Hayman Island Resort

So Sir Peter took a taxi. The first thing the cabbie asked Sir Peter was “where have you been?” Beeming proudly, Sir Peter said “Hayman Island.” The cabbie immediately replied “where’s that?”

Suffice to say, Sir Peter politely explained where and what Hayman Island was, while discreetly seething under his breath. As soon as he got back to work, he demanded to see the Hayman Island marketing team, to get an explanation as to why a taxi driver at Sydney Airport hadn’t a clue about Hayman Island.

The mistake the team made was simple. It had micro-targeted a “luxury audience” by advertising exclusively in the Ansett magazine, upmarket lifestyle, fashion and travel magazines, as well as through media releases to travel writers. The problem with this niche-tactic of course, was that only those who could immediately afford to go to Hayman Island saw the advertising.

Nobody who aspired to go to Hayman Island, or who would save to go for a holiday there, had seen the advertising. They were not aware the Hayman Island Resort existed. So when Sir Peter said “Hayman Island” when answering the cabbie’s question, he didn’t get affirmation from the driver about his decision. Sir Peter was expecting something like “wow you’re lucky, I dream of having a holiday there.”

Holiday envy…

Part of the process of a considered purchase, such as a luxury holiday, home, car, camera, bed, lounge etc is the reinforcement by colleagues that your decision is a good one. Or even one they envy. It’s part of what drives our ego.

This is why your brand advertising should not just reach those most likely to buy, or those who buy regularly, but also those who might buy occasionally or dream of buying. Sales growth comes in distinct ways depending upon what you’re selling. Fast moving consumer goods such as groceries for example, have different buying patterns to high-value considered purchases.

Growth for high volume (often unconsidered) purchases comes from:

  • Convincing current high volume customers to consume more of your product
  • Converting high volume customers from a competitor to your brand
  • Getting more occasional users to buy your brand when they are in the market

Read Byron Sharp’s book; How Brands Grow for more detail.

Growth for low volume considered purchases comes from:

  • Additional purchase by a current customer
  • Converting a customer from a competitor to your brand
  • Getting first-time buyers to buy your brand

So, regardless of your product category, when marketing to consumers, you want as many people to know about your brand as possible. This includes those who will buy your brand and those who wish they could buy your brand. It’s why brand advertising, publicity, social sharing and review sites are all important tactics.

B2B is a different kettle of fish – you can often put every customer in the category on a floppy disk (ask your parents if you don’t know) and communicate with them based on where they are in their buying cycle, often driven by contractual arrangements or tenders. That’s for another article.

So don’t forget your aspirational customers, they help your paying customers justify their purchase and may eventually become your customers too.

Hmmm, it’s almost 20 years since my bride and I eloped. Maybe I should plan a quiet family celebration at home? Not likely. I suspect my bride aspires to at least a week back on Hayman Island.

I wonder if the resort has a past customer deal…

A marketer’s love of their own brand can cost them sales…

06 Thursday Jun 2019

Posted by in Advertising, Branding, Marketing

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In most western countries the mattress and bedding industry is highly competitive. The tactics usually involve retailers creating loads of different brands and price points, so it’s confusing and not easy for consumers to compare apples with apples, so to speak.

If you’re interested in just how weird and corrupt the industry can be, check out this story from Fast Company about the online mattress industry in the US. But I digress.

Recently I tweeted (a rare thing for me to do) about a cheeky outdoor poster by a company called Koala.com.

Here’s the poster:

It is located on a main road a few hundred metres before an Ikea store. The copy on the poster is:

NOFNIDEA?
no tools, no worries, koala.com

There is an accompanying image of an Alan Key and screws, like those you use when assembling Ikea furniture.

On the face of it, it’s quite a clever execution.

In marketing parlance; my unaided recall of the brand koala.com was zero. So I naturally assumed koala.com was a company that provided a service to assemble Ikea furniture.

I decided to check it out – only to discover Koala.com supplies mail-order mattresses. They are very good at it too – very similar brand personality to the Dollar Shaver Club.

So I tweeted the following:

“I suspect this cheeky outdoor poster from Koala only works if you know that Koala is a mattress brand. Otherwise, you probably assume Koala is service to put together Ikea flat packs. Marketers think everyone knows their brand as well as they do

The response from Koala was interesting to say the least:

“have you been living under a rock? if you’d like check us out here Ps. Koalas are terrible at building Ikea furniture”

The response is a dead giveaway that the Koala marketers are in love with their brand way more than the general public. They live their brand every day – it’s their job. They have been very successful, so assume that success translates to every (non-living under a rock) potential mattress-buyer, knowing all about them.

And while I can appreciate the enthusiasm of successful youthful marketers, it’s no excuse for poor manners.

woohoo we’re a success…

I responded to Koala explaining that because I was in marketing I was aware of their brand. But it turns out I was wrong. Again in marketing parlance; my aided recall kicked in, and I remembered an advertisement I’d seen with Serena Williams flogging mattresses and thought it was a Koala ad. Turns out my recall ain’t what it used to be, as Serena flogs a competitor.

The reason I’m writing about this is simple. In the last 12 months I’ve bought four mattresses – a king-size and three queen-size. I suspect that’s a reasonable sale, even for a company as successful as Koala appears to be.

I cannot tell you what brand they are and I was obviously living under a rock that had no Koala advertising, because I never considered buying a Koala. The Koala brand wasn’t on my radar and unlike most consumers, I actively watch advertising.

I just checked the mattress brands. The King is similar in style to the brand Serena is flogging, while the queens are a different brand again. In case you’re interested, my bride and I negotiated a bulk deal with a pleasing discount, after a bit of shopping around – we like the social aspect of shopping and discussing our requirements with salespeople.

Marketers must remember that customers don’t really care much about brands, except when they are in the market to buy, or when something goes wrong with the product or service they’ve bought. That’s why marketers need to advertise consistently and reach as many people as often as possible, as they cannot predict when people will buy. They must also not assume that their own attitude for their brand represents the typical consumer atttitude – the respective attitudes are usually vastly different.

Though I have been keeping an eye out for Koala advertising online and on TV, but alas nothing sighted yet. I suppose I’d better take that insightful advice from Koala and get out from the rock under which I’m living – I might get lucky and see a Koala advertisement and really live a fulfilling life…

Gotta go now, am off to have an afternoon snoozzzze…

Ignore the Personalisation Paradox at your peril…

29 Friday Mar 2019

Posted by in Advertising, Branding, Content Marketing, Digital, Digital marketing, Direct Marketing, Email marketing, Marketing, Marketing Automation, Remarketing, retail, Sales

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Personalised marketing messages have been around for centuries – think mail-order catalogues posted to individuals, using those individual’s name and address data. The personalised customer experience, including face-to-face customer service, is not new to the world.

Personalised customer experiences are not new…

But now in the digital age, we can personalise almost every communication we have with consumers. We can use names, images, facts, charts and other data linked directly to individuals, to customise our communications – be they email, landing pages, websites, ads, SMS and more.

We can go even further by using cookies to chase individuals around the web, based on their behaviour on a landing page, website, email or other digital asset. I’ve written about the remarketing problem of leaving cigarette burns on your customers before.

But here’s the rub…

When you use direct mail and write a letter to someone, it is common courtesy and good manners to personalise your letter with the correct name, address and other relevant details of your relationship with the recipient. In fact, if you don’t personalise correctly your recipients are offended or lose respect for you the writer. Your lack of good manners can damage your brand.

Dear John…

Conversely, in the digital world, the holy grail of a “seamless personalised customer experience” can be disastrous for a brand. The more a marketer uses personalisation and demonstrates they are using digital surveillance to track an individual, the more the marketer offends the individual and possibly damages their brand.

Here’s one example I’m still experiencing. In January I searched online and visited a couple of retail stores before buying some gym equipment. Almost three months later, I am still being chased around the web via remarketing, by one of the companies from which I bought some equipment and one that I didn’t buy from – I just looked at its merchandise.

I’ve written before about how this type of remarketing mistakenly tried to sell breast pumps to a granny. It seems marketers are not learning from their mistakes – which is the best way to learn.

Just because you can doesn’t mean you should

Marketers have fallen in love with technology and the various tracking tools now available to monitor customers. And it could be argued it’s costing them more in negative attitudes toward their brands and lost sales, than positive results.

After all, you don’t see a greengrocer chase a customer out the store and into the carpark, throwing a free banana and special deal through the customer’s driver-side window, just because the customer fondled the fruit but didn’t buy it?

Don’t leave, I’ll give you a free banana and a discount of you buy more now…

Marketers need to consider if the marketing tactics driven by their online surveillance tools pass the pub test. If they don’t, then don’t use them – simple.

Most marketers I’ve asked about remarketing and digital personalisation use words like “creepy”, “sleazy” and “not on” when describing how they feel as recipients of surveillance-based marketing. So why do we do it to the people who pay our salary – our customers?

Mind your manners

If you are writing directly to a customer or prospect, by all means personalise your message – be it mail, email, or even a PURL. It’s good manners to do so.

But if you are going to use surveillance-based marketing tools to “personalise the online customer experience” you need to ask yourself if it is worth doing. Would you like to be treated the way you are treating your customers? Are you practising good manners and respecting them?

The reason you consider your options is simple. The marketing industry is among the least trusted in the world. The last ten years has seen its reputation trashed by the digital marketing practitioners. Your surveillance-based marketing will only reinforce this negative attitude and reduce the effectiveness of your marketing budget.

Trust me, I’m a digital marketer…

And this is the Personalisation Paradox that marketers face. It’s a delicate balancing act and you need to take it seriously – particularly if you want your customers to take your brand seriously.

Gotta go now – I was going to search for some lingerie for my bride’s birthday, but am concerned by what might follow me around the internet afterwards. Think I’ll just visit the store at the mall instead….

Here’s how personalised magazines always over-engage readers for an outstanding CX…

13 Thursday Sep 2018

Posted by in Advertising, B2B Marketing, BIG DATA, Branding, Digital marketing, Direct Marketing, Marketing, Media, QR Codes, small data, social selling

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Please accept my apology for the jargon overload in the headline. Back in pre-history, around 2004, I helped a number of competing print companies launch their Variable Data Digital Printers via a series of seminars, trade shows and other marketing activity.

This disruptive technology delivered what many now call data-driven marketing. It was simply the use of relevant data to digitally print personalised publications and link readers to personalised landing pages. An undigi-believable omni-channel breakthrough. But let’s just pretend data-driven marketing is only five year’s old like most digital marketers believe it to be, so as not to confuse them.

One of the most successful promotions and product demonstrations we did, was to personalise the cover of a number of Marketing magazines for individual subscribers. We also personalised the accompanying advertisement to the subscriber inside the respective issues, as well as the landing page.

At the time, the Editor of Marketing magazine said the covers were the most talked about in the history of the publication. They had never had such a positive response. He said subscribers were ringing and writing to congratulate them. It was massive engagement to use today’s jargon.

Leap forward to 2018 and a few months ago I was asked by Kellie Northwood, the Publisher of VoPP magazine, to be the Guest Editor. I readily accepted and suggested the magazine be customised for those on the database. Kellie agreed.

Well VoPP has just hit the streets, and this customised version demonstrates the power of print when it comes to engaging susbcribers via personalisation.

Here’s the outer envelope:

Here’s the personalised magazine cover:

There is a customised message on the cover for each of the key subscriber groups, as well as a custom background colour. If you scan the QR Code it takes you to a PURL where you can complete a survey. There is a segmented group title printed below the code – mine is Agency/Retailer on this edition. And to add some polish there’s a spot fluoro ink printed on the QR code too. The story of how it was produced is in the magazine.

Here are examples from 2004/5:

Fuji Xerox – personalised message on the screen:

Personalised ad on back cover:

Personalised ad inside the front cover:

PURL – Personalised URL:

Direct Smile font printed via HP Indigo:

Personalised advertisement on back cover:

.Another issue:

Penfold Buscombe printed these versions with personal message written on the street sign and the image of the relevant capital city in the rear view mirror:

Customised versions by State printed using postcode data:

VoPP stands for Value of Paper and Print. If you’d like to get a FREE copy of VoPP Mag, visit the website to subscribe: http://valueofpaperandprint.com.au/subscribe/

I’m off to read this issue, there’s an interesting guest editor…

Dodgy digital dopes depend on “dinosaur dailies” to disclose diabolical do dos…

29 Friday Jun 2018

Posted by in Branding, Customer Service, Digital, Digital marketing, Marketing, Media

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What can you say dear reader…

Both Facecrook and Floptus use full page press advertising to try to rebuild credibility.

Who do you trust – certainly not the digital channels that’s for sure…

Optus, now known as Floptus, apologises…

Facecrook’s recent press ad apologising to the world…

Maybe public servants should attend marketing training and stay for the duration…

23 Friday Mar 2018

Posted by in Advertising, Branding, Copywriting, Digital marketing, Marketing

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Recently I was invited to tender to write the copy for a regional tourism website in NSW. The brief was strange to say the least.

A wireframe or site map were not available. This, as you would guess dear reader, makes it a tad difficult to estimate the amount of writing to be done for the job.

Sadly the brief included personas, though curiously no reference to whether they were right or left-handed. The personas are just a manufactured marketing label describing the typical prospect. You know what they’re like – they never use language used by humans. Whoever invented the term “persona” needs to be <fill in the blank>.

It gets better. The required outcomes for the copy were:

  • Increased website traffic and engagement with social channels
  • Improved user experience
  • Increased lead generation
  • Increased response rates via offers and calls to action
  • Increase lead conversion
  • Increase database – number of subscribers and social media sign up

All of these have everything to do with how well the site is promoted. The copy will help deliver the results, but only when people get to the site. Nothing was given regarding promotion of the site.

A brand style guide was also supplied – and it spoke volumes. Here are four headlines from the guide for the STATIONERY section. Obviously editing or proofing are not big priorities:

It appeared both the agency that developed the style guide and the marketing people who commissioned and use it at the council, are standing still when it comes to detail. Not much care factor.

It reminded me of a seminar I once ran in Canberra. It was about direct marketing and copywriting. The majority of the delegates were from the Commonwealth, and the ACT public services.

The seminar was advertised to run from 9am to 5pm. But at 4pm, something strange started to happen. Most of the delegates started to check their watches and fidgeting in their seats. By 4.15pm they were packing their bags. At exactly 4.21pm they stood up to leave.

My day is done, I’m not here to learn…

When I asked them what they were doing, they answered in unison “we’re not paid to work past 4.21pm, so we’re going home“. I argued that the seminar went til 5pm and the tickets had been paid for by their department for them to attend until 5pm. One assumes the tickets were bought on the understanding the delegates would attend the full day.

It was like I was living in a parallel universe speaking an alien language. These public servants could not comprehend “working” outside the hours they were being paid. It was a foreign concept.

Bugger the fact they might learn something to help their careers. They viewed attending a seminar, not as professional development, but just another way to spend time to get a pay packet – without a care about the details.

I did run until 5pm and those that stayed thanked me for doing so. But to say I was gobsmacked would be an understatement. Others might say I was naive.

Then today, as I was writing this article, I received this email. I get regular requests like this because I run a “content team” for an online publisher.

Hello there!
I’m writing from Destination Blah. Destination Blah is the lead government agency for the Blah tourism and major events sector. We have two key consumer websites – Blah.com and Visitblah.com.

I’m reaching out to see if you’re currently accepting guest posts on your site? We have a content team dedicated to providing accurate and thorough information about different areas of Blah, and we would love the opportunity to share our experiences with the area.

I look forward to hearing what you think, and discussing further.

Best regards,

Blah Digital Team

This is depressing in soo many ways:

1. The email starts in the personal (I’m writing) then moves to the plural (we have a content team…we would love…) then back to singular (I look forward…) It doesn’t build confidence in Blah’s content team’s writing skills.
2. The final sentence said ” I look forward to hearing …” but the signature file is not a person, it’s a phrase – Blah Digital Team.
3. The cardinal rule of email marketing is “teams never send emails” – individuals do. I’ve written about this before.
4. “…we would love the opportunity to share our experiences with the area.” Share your experiences with what area?
5. The only time you should ever use “reach out” is if you are singing with the Four Tops – “reach out I’ll be there”. You risk offending people when you try to “reach out” to them. It’s such a creepy phrase.

The only time “Reach Out” should be used in business…

But back to the copywriting tender. I did submit a simple proposal based on the “brief”, though without much expectation. Even included at no extra cost, hiring a final year marketing degeree student from the town’s university, as part of my “Auld Head – Young Shoulders” programme. It gives undergraduates and graduates paid work experience, at excellent value for clients.

The date passed when the successful tenderer was announced. It took three days of chasing past the announcement date to get an answer. We didn’t get the business, but wasn’t surprised. Apparently the job was awarded to a PR agency.

Hope they can proofread…or maybe it’s not a required outcome?

How to get executives to dine at upmarket restaurants for lunch…

22 Thursday Mar 2018

Posted by in Advertising, B2B Marketing, Branding, Content Marketing, Copywriting, Direct Marketing, Marketing, Sales, social selling

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Today’s Throwback Thursday features two campaigns promoting fine dining restaurants in the Sydney CBD. These campaigns would still work today, 21+ years after they originally ran…

Fine dining restaurants located in 5 star hotels, are quite different to your everyday cafes and restaurants located on the high street or in food lanes. They have their own peculiarities, one of which is their location inside a hotel without street-front exposure.

They’re also expensive. Most are frequented for one of four reasons:

  • the chef’s (food/wine) reputation
  • celebrating a special occasion
  • the company/employer is picking up the tab
  • money is no object for the customer

Here are two case studies promoting fine dining restaurants to business executives:

  • The Astral Restaurant located at The Star Casino in Darling Harbour
  • The Galileo Restaurant located in the Observatory Hotel in Kent Street near The Rocks

The Astral Resturant was located in a separate top floor of the casino as part of The Endevour Room, the casino’s private gaming room. The casino is just too far to walk from the CBD for lunch – but it had free parking. The agency drew a map of streets west of George street down to Darling Harbour, with boundaries north and south in the CBD.

A list of senior executive contact details within the map boundaries was then rented and the names/job titles were qualified by phone. The mailpack is the size of a typical dinner plate and used the plate imagery within.

The mailpack had three incentives to visit and dine at The Astral:

  • $75 dining voucher for The Astral
  • $50 gaming voucher for The Endeavour Room
  • 1 month free membership to The Endeavour Room

So recipients could go for lunch or dinner, then get to gamble in the private VIP high roller room. Of course they probably weren’t aware that an entree cost about $75 and the minimum bet was $50, but the incentive worked its head off.

Front of mailpack

Rear of mailpack

Mailpack opened…

Letter

Letter, brochure, vouchers

Vouchers and membership card

The mailing generated a response of more than 25% and all respondents were put on a database for future mail/email communication. (email was just starting in the business world)

The Galileo Restaurant is also located on the fringe of the CBD. The agency hired people to walk ten minutes from the restaurant towards the city centre and create a map of the catchment area. Staff walked the floors of each building and built a list of senior executives for each company in the catchment area. A list of senior executives in North Sydney was also rented to so a split-run test could be conducted.

The mailing is an A3 piece of parchment card stock, folded into thirds and sealed with a black tape. It unfolds into a food art poster. There is an invitation with an excellent incentive:

  • Free lunch for two people – three courses plus coffee
  • The recipient can bring a guest along and enjoy lunch together

There is a reservation card to hand in when the respondent arrives at the restaurant. It captures the recipient’s name and their guest’s details. This doubled the size of the database and gave the restaurant a reference point for a ofllow-up mailing. This also generated more than 24% response rate. Local executives responded more than North Sydney executives, which was expected.

Front of envelope

Rear of envelope

Envelope folds open into an A3 poster

Reservation form, letter and menu

More importantly the staff offered the lunch guests a backroom tour of the hotel. While showing the guests around the inner sanctum, the hotel staff asked for the contact details of the person who books accommodation and events at the guest’s company. So the hotel built three databases – restaurant, accommodation and events.

Both these mailings would work today – the only difference is the reply device would most likely be a personalised landing page (PURL) supported by a confirmation email and/or SMS.

All this talk of fine dining is making me hungry. Where are last night’s leftovers?