Everything you ever wanted to know about marketing...but were afraid to ask! Alan Bright presentation


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Marketing presentation by Business Link including partners such as CIM.

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  • Good morning everybody (introduce myself??) I’m sure Dev will be speaking later on some great marketing tips and techniques but I want you to put on one side for a while the thought that marketing rests purely on what you say and how you present your messages. I want you to ‘step away from the crayons’ (the visual stuff) and take a lateral view for a while... CHANGE SLIDE
  • Terminal 5 Little Chef (Heston Blumenthal) Skoda Tiger Woods What’s the link? T5: Cost of baggage handling fiasco L. Chef: Cumulative effect of variable standards Skoda: Huge costs to turn round an ailing brand – product styling, production, marketing, network dealerships etc Tiger: Reputational damage for sponsors, lasting legacy. CHANGE SLIDE
  • In the light of these examples, how valuable do you think YOUR reputation is? CHANGE SLIDE
  • Most of us would say YES it is worth protecting Some of us would probably say we already have a good reputation. (And I’m not talking about a good CRM system!) At least we THINK we have a good reputation But I suspect very few would say they have a strategy to control their reputation CHANGE SLIDE
  • They all are reputation makers or breakers! These we can control We oversee what is said and how it’s said, and to whom. These are much more difficult to control Example: one employee has a bad day, goes home, onto facebook ‘ I’ve had a crap day at work’ Even if that employee has a closed network, all their friends now have a perception that wherever they work, it’s not a great place to be. CHANGE SLIDE
  • Show of hands: How many of you think BT have a great reputation? CLICK What about McDs? CLICK ….. 2 things You see BT have undermined their marketing spend by providing you with poor experiences and that has created a poor perception. How many of us would be easily persuaded? MARKETING BUCKET CHANGE SLIDE
  • We know that giving a good experience is important. The trouble is we don’t seem able to do it consistently, day-in, day,out to prevent that one bad experience creeping up on us unnoticed! Suddenly we have a problem and we instantly drop into damage limitation mode (Tiger kept his head down, made an abject apology, hopes that will be enough). Next slide
  • And they come from different directions The old 2 dimensional model of COMPANY – CUSTOMER is no longer good enough because it’s actually 3 dimensional… CHANGE SLIDE
  • Experiences and perceptions are received from many points and any one of them can be good or bad Not just to your customers But for your staff and all other stakeholders CHANGE SLIDE
  • EVERYTHING rests on your reputation So we can see that the sum total of ALL the experiences you provide, Whether good or bad, builds perceptions in people’s minds And that adds up to your brand reputation Unfortunately the traditional view of brand only emphasised the marketing or visual aspects. It was what WE said about ourselves that made our customers think of us in a particular light. This is no longer true.
  • But it’s much deeper than that. It’s more about what you DO Think of an oil rig and you’ll probably think of it ABOVE the water-line But it’s in the seabed where the wealth is created out of sight Re-brand = facelift! Otherwise your marketing messages aren’t authentic (as with Tiger Woods and Little Chef) And people see right through this (as with BT) CHANGE SLIDE
  • OK So what you DO is actually more powerful than what you SAY you do Because marketing ATTRACTS people But positive experiences that RETAIN them because they LIKE they way you behave. And of course it can be up to 17 times more expensive to get a new customer than it is to retain an existing one! CHANGE SLIDE (brand strategy)
  • Therefore marketing is essentially tactical (reaching certain audiences at certain times with specific messages) Great marketing is essential. But your reputation is foundational! Controlling your reputation can’t be left to chance (unmanaged culture will inevitably turn negative) Therefore we have to see reputation as a strategy, and strategy always over-rides marketing tactics !
  • If it’s that simple, why do very few companies know how to build a strategy to protect and enhance their reputation? There’s another link between these 2 groups Your internal delivery culture Example of football midfield CHANGE SLIDE
  • And that’s where it can always be great or can all go horribly pear-shaped . Now these little things are just some of the areas that need constant attention These areas tell us roughly how good or badly managed our internal culture is. CHANGE SLIDE
  • So first of all you need to build a strong foundation Great marketing is essential. But your reputation is foundational! Controlling your reputation can’t be left to chance (unmanaged culture will inevitably turn negative) We build foundations in houses, marriage and relationships, SO WE NEED TO DO THIS IN BUSINESS! Get this right and your marketing budget will bring a much greater ROI
  • Because if you don’t, this is what you’ll build At some stage it’s going to fall over! We’ll keep propping up, patching up, with damage limitation exercises
  • And there are many ways you’ll benefit from CONTROLLING your reputation rather than leaving it at the mercy of your employees…Your customers…The press… Or whoever… You’ll gain more customers (because marketing reflects who you really are) And you’ll retain more customers (because you’ll give great experiences) And keep your employees longer (because the internal culture will improve) Which in turn lowers recruitment costs and much more. CHANGE SLIDE (course)
  • And you’ll be building this instead! your reputation will be more stable And this in itself will give you a competitive edge.. CHANGE SLIDE
  • Because companies don’t methodically BUILD and MANAGE a culture. They just have whatever culture has grown historically with whatever people they happen to have And because they haven’t spent time BUILDING a culture They can’t articulate it Then the employees don’t understand their part in it And they can’t buy into it And you end up with fringe employees who often moan and complain and therefore also provide POOR EXPERIENCES for customers and the other staff around them CHANGE SLIDE
  • A bit like you and me… Tiger’s character flaw was exposed CHANGE SLIDE
  • Understanding character helps us address: What we are really like Why does it matter?
  • Understanding personality helps us address: How we behave, what we like
  • Talents speak of what we can do But also addresses what can we do for you What are you buying?
  • Voice speaks of The messages we give out – what do we say How we want to sound? Last 2 quadrants are what is traditionally thought of as ‘marketing’ But CHARACTER and PERSONALITY are equally important Because treating all 4 as a whole builds a foundation that will not be shaken.
  • You see, your company must not only have a clear vision statement Understanding and linking these gives you a clear signpost to the future And you can then get buy-in CHANGE SLIDE
  • the internal culture HAS to be based on clearly defined values, behaviours and principles So that ALL employees can buy into it And when a clearly defined culture is LIVED OUT, Then you can minimise those poor experiences and Provide good, positive experiences for everyone. CHANGE SLIDE
  • When I work with companies I begin with a diagnostic Try and look candidly at what you do currently. Ask the hard questions You may understand the vision, does the latest member of staff understand it? Look for weak points where your reputation could be compromised If you think that may be difficult, or you don’t have the time DDP programme is stlll accessible Define culture –get buy-in, articulate it and live it THEN – AND ONLY THEN! - Address your marketing and make it fly!
  • Because that’s the best way to improve the return on your marketing budget! Thank you for listening, I trust it was helpful If you have any questions I’ll do my best to answer them later I’ll leave you with one last quote…
  • Thank you.
  • Everything you ever wanted to know about marketing...but were afraid to ask! Alan Bright presentation

    1. 1. Step away from the crayons! Alan Bright CEO. Twentyfive
    2. 2. What’s the link? blank
    3. 3. How valuable do you think your company’s reputation is? blank
    4. 4. Is it worth protecting, and if so, how? blank
    5. 5. What’s the link here? <ul><li>Advertising </li></ul><ul><li>Marketing literature </li></ul><ul><li>PR </li></ul><ul><li>Corporate identity </li></ul><ul><li>Website </li></ul>Networking groups Forums Social media Blogging sites Press, radio and TV ------------------------------- These we can control ------------------------------ These are far more difficult to control
    6. 6. experiences blank perceptions Every reputation is built by: and
    7. 7. “ It takes many good deeds to build a good reputation, and only one bad one to lose it” Benjamin Franklin
    8. 8. Experiences and perceptions come from: blank Your own personal experiences The personal experiences of friends Experiences given by work colleagues Gossip and hearsay Company ----------------------- (CRM) ------------------ Customer
    9. 9. … many points of contact
    10. 12. Marketing attracts, but positive experiences help to retain customers
    11. 13. Marketing is tactical, controlling reputation has to be strategic.
    12. 14. Simples!
    13. 15. So how do you make your marketing authentic? <ul><li>Advertising </li></ul><ul><li>Marketing literature </li></ul><ul><li>PR </li></ul><ul><li>Corporate identity </li></ul><ul><li>Website </li></ul>Networking groups Forums Social media Blogging sites Press, radio and TV Control your delivery culture
    14. 16. Look at these things… <ul><li>Telephone manners </li></ul><ul><li>Speed of response </li></ul><ul><li>Empire building </li></ul><ul><li>Loose cannons </li></ul><ul><li>Unsubscribers </li></ul>Phone auto options Internal communications Staff attitudes Fulfilling promises Top-to-bottom buy in = managed internal delivery culture
    15. 17. You need to build a strong foundation
    16. 19. Some of the benefits of controlling your reputation <ul><li>Authentic sales and marketing messages </li></ul><ul><li>Gain and retain more customers </li></ul><ul><li>Lower recruitment costs, staff churn is reduced </li></ul><ul><li>Morale improves because the culture improves </li></ul><ul><li>Future planning will benefit from a predetermined strategy </li></ul><ul><li>Overheads reduce through aligned processes </li></ul><ul><li>Profitability improves </li></ul>
    17. 21. Create the right culture Fringe employees and Jobsworths Involved Employees Your ‘A’ Team You, the leaders
    18. 22. Four elements form the basis of every business…
    19. 30. Copyright Twentyfive Creative LLP
    20. 31. What are our values ? What is our purpose ? What is our vision ? How will we achieve this? What are our principles ? What are our behaviours ?
    21. 32. Values, Behaviours, Principles, and Vision LIVED OUT throughout the whole organisation
    22. 33. Begin with a diagnostic Then define your culture Then address your marketing
    23. 34. and that’s the best way to improve the return on your marketing budget!
    24. 35. “ It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently” Warren Buffett American businessman, investor, philanthropist