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Marketing Brain Fodder

Perspectives on Strategic Marketing, Communication and Values in Today's Marketplace

The Experience You Deliver IS Your Marketing Message

By Eric Fletcher on Posted in Branding, Customer Experience, Marketing, Social Media

The reception counter was large enough for three or four greeters to stand behind it in wait. There was only one. And she was scowling.

I was with two friends as we approached the Greeter at the neighborhood location of a rapidly expanding restaurant franchise. Maybe the mere size of the desk, staged as an enormous barrier rising between would be patrons and the promised land should have given us a clue. But it didn’t.

The Greeter spoke one word: “Hello.”

That’s it.

We were, however, on a mission. We wanted beyond that wall. So once clear that progress was up to us, we boldly requested a table for three.

With a tone that seemed to indicate her desire to be almost anywhere else, she mumbled an inaudible response (and I have good ears!). But I repeat –  we were committed. So I apologized, and indicated that I had not understood her instructions.

With what I interpreted as measured disgust, she repeated, “name?” That’s what she said. What her tone communicated was that I had somehow offended her sensibilities, and was interrupting the practiced rhythm which should already have her tending to the interlopers next in her line.

My transgression was atoned for, and we were escorted to a table. To be fair, the rest of the evening was pleasant enough. Food, refreshment and conversation served, for the evening, to overshadow first impressions.

But the experience lingers.

And in a highly competitive hospitality market that offers easy access to dozens of alternatives, here’s the problem: the in-real-life message of the sergeant-at-arms posing as restaurant greeter was so poignant that it dominates any other aspect of the experience.

The Convergence of Marketing and Experience

What the neighborhood restaurant has yet to learn is that the Greeter is a member of the restaurant’s Marketing and Sales team. This is not news. No great insight. But without respect to industry, the enterprise that still views Marketing and Customer Service as silos that operate independently is ignoring reality and missing opportunity.

In an increasingly competitive marketplace, the smart organization understands that every opportunity to deliver an experience to clients / customers / prospects is far too valuable to trust to chance.

Add the impact of word-of-mouth and social media, and the message should be clear — the experience you deliver may be the most important marketing you do. Anyone doubting this reality may be entertained by the infamous United Breaks Guitars saga.

Where might marketing and the customer experience intersect today?

Happy Mother’s Day

By Eric Fletcher on Posted in Uncategorized

Mom was gentle, soft spoken, devoted to her family, positive in spirit and enormous of heart.

She loved the arts — particularly music, working in her flower beds and making something out of nothing in the kitchen.

She was a builder — of things that would last. I remember coming home when I was 12 or 13 to find mom tearing down a wall between the kitchen and a small spare bedroom — so that the six of us could all gather around her kitchen table. More than almost anything, she loved it when we all gathered around the table. The family was the beneficiary of all of her creative strengths and aspirations.

She was gone far too young — but nearly 30 years later she is with us still. The memories are a great gift. And they remind me to be a better husband, father and friend today than I was yesterday. That’s what she’d expect of her son.

Happy Mother’s Day — to Billie Gene, and to all moms.

The Best of Us

By Eric Fletcher on Posted in Leadership

Days like yesterday — April 15 — make it easy to become preoccupied with the worst.

Yesterday. December 14, 2012. September 11, 2001. April 19, 1995. The worst moments. Unthinkable realities. Inhumanity.

But in the midst of the April 15 bombing in Boston, we bore witness to poignant examples of the best of us. The first responders whose only objective was to bring aid. The everyday women and men whose instincts drove them toward chaos. To help.

The story was the same in Connecticut, at Ground Zero, in Oklahoma City, and in countless similar moments throughout history.

In the midst of unimaginable darkness, a source of hope and peace always seems to emerge — in the form of selfless acts, undeniable courage, compassion, and an insatiable need to give.

It touches everyone. For a season we’re kinder, more tolerant, searching for a way to help.

This is the best of us. Giving without expectation. Investing in the well-being of others.

Today, and in days to come, when the temptation is to focus on the worst, we will grow, survive and even thrive when we find ways to tap into those characteristics, thoughts, emotions and acts that represent the best of us.

Peace.

Deliver The Experience Or Lose The Relationship

By Eric Fletcher on Posted in Art of Listening, Business Development, Client Feedback, Communication, Customer Experience, Marketing

A few might dispute the notion, but most will agree – relationship trumps everything.

Whether in the business or personal arena, relationship provides the context in which almost everything is interpreted. It influences judgement and defines value.

The Relationship That Wasn’t

Nearly a decade ago a small technology start-up was out of money, and about to give up. But a professional service group showed the entrepreneurs a way to convert intellectual property into a revenue stream; and the start-up was reborn. An eighteen month revenue stream that defied even the most optimistic pro forma ensued.

The company praised their advisors. Glowing emails spoke in reverent terms of the counsel and strategy that saved the business from the fate known by many when the tech bubble burst early in the 2000‘s. The relationship between client and service provider could not have been better.

Or so it seemed.

Two years after being rescued, and just ninety days after authoring an unsolicited “we-love-you” email, the company fired the professional service group to embark on a new relationship with a sexy, aggressive suitor.

The Essential Client Experience

We know relationship is both critical, and difficult. Enterprise invests millions in customer relationship marketing strategy and management technology. Yet loyalty seems increasingly illusive.

One big reason? We misunderstand the experience-to-relationship equation. The advisors noted above thought quality counsel and the experiences of yesterday were enough.

In case it is necessary, we should stipulate that this is not a discussion about the experience one possesses or might gain in a particular subject or service area. It is about the experience one creates, facilitates and delivers.

This is the stuff of which relationship is made. And the equation that delivers experiences that differentiate has three parts:

  1. Listening. This is about getting smart. Hearing expectations. Learning what matters most. Even identifying what might put the relationship at risk.
  2. Communicating. Dialogue — honest give-and-take — is essential to relationships that grow and last. Here is where plans are born, objectives articulated and shared aspirations identified.
  3. Collaborating. This is about the mutual pursuit of objectives and shared aspirations.

Apply each of these three factors consistently, and the result is the creation of shared experiences at the deepest level. Nothing binds a relationship more.

Give only lip-service to any, and weaken the relationship. Leave one or more out – or employ a sporadic strategy (say, a touch-base-quarterly-communication plan) — and any relationship is at risk.

With shared experiences as context, relationships have a shot at withstanding all that will threaten — from market metrics to blatant rate plays, from aggressive competition to high-consequence change.

Certainly, quality and expertise are essential. In fact, in the markets in which most of us live and work, these are presumed. To an increasing degree, the client / customer experience you deliver — daily — is both the most effective means of differentiation, and the DNA of client relationships that last.

Why Storytelling Resonates

By Eric Fletcher on Posted in Communication, Leadership

Some impressions are indelible.

The golden sun, slowly dropping from view on a perfect horizon; the smell (and taste) of mom’s fresh-baked cherry cobbler; the eyes of a child in an early instance of wonder.

For most of us, a few experiences are deeply etched into the memory banks.  They conjure vivid memories that repeatedly nudge their way into the present, becoming context and fabric for the conversations of life — personal and professional.

The best of these stories — those that resonate — are not only born of personal experience; they tap into the experiences of others, becoming the threads that build dialogue and weave strong relationship.

And these stories endure.

My dad — Milton Fletcher — passed away Wednesday, March 20, six days after we celebrated his 88th birthday. Though never ready to say goodbye, his was a long life, well lived. Our family has already laughed until we hurt, and wept quietly as we’ve begun to discover the impressions he left burned into our hearts.

In recent days I’ve been reminded that the best stories — those that project larger-than-life-images and inspire action — are born and nurtured in relationship. And like relationship itself, new chapters continually emerge.

During Dad’s memorial service there was an open-mic period — a time when anyone wishing to share a story or memory was invited to do so. The entire time was affirming and inspiring. But all present heard a Milton Fletcher story none of us had heard before, as a past employee shared this account.

Milton was President of Rochester College. A student, having exhausted all financial aid possibilities, was unable to cover his bill. He was about to have to leave school. Unwilling to accept this eventuality, Milton approached  the college Business Manager, paid the balance due in cash, and swore the Business Manager to secrecy until after he (Milton) was “dead and gone.”

The Business Manager attended the Memorial so that he could tell that story. I’m grateful he was able to keep the promise of secrecy, and tell the story. I suspect it has been told at least a hundred times in the last three days.

Great stories speak not just of what, but of why. They transcend noise, and find that place of perfect resonance. They inspire. And they are not bound by time. This is why we love storytelling.

Whether advocating an idea or cause, marketing an enterprise, or bridging personal challenge, exponential return is paid on our investments in relationship.

For stories will be told.

3 Keys To Thriving In A Changing Marketplace

By Eric Fletcher on Posted in Art of Listening, Business Development, Leadership, Marketing

Long ago, before digital invaded advertising, marketing and media, the basics of the print industry hadn’t seen significant change for decades.

Then someone figured out ones and zeroes. And things began to shift rapidly.

Seemingly overnight, what had once been the purview of shops able to invest in big machines and the real estate to house them, was changing.  Upstarts with nothing more than a desktop computer and laser printer began nibbling away at market share with something called “desktop publishing.”

The invasion wasn’t limited to print. Digital solutions were changing every facet of advertising, marketing and the related production. Even film was losing ground (remember Kodachrome and Ektachrom?). I had friends at Kodak who went from scoffing at the idea that anything could ever replace film, to arguing that film’s quality could never be matched, to wringing hands over declining sales and pending RIFs.

The change that began to disrupt markets in the 80′s and 90′s only grew more intense. Today a global economy, a shrinking world, increasingly diverse centers, social media, and smart devices are just a few realities that precipitate and contribute to constant change.

Welcome to the new normal.

While disconcerting to some, marketers, professional service providers and those possessing true entrepreneurial instincts should take heart; because anyone able to handle the unsettling nature, and navigate the changing landscape is poised to become a trusted voice.

What are the keys to occupying this coveted space?  Three things.

1. Build Communication and Development Strategies On A Listening Platform

There are at least two big reasons change is unsettling: it is often a corridor to the unknown; and it tests existing processes and values. (The irony is that testing these is the key to growth and development — witness the child daring to take that first step.) Intentional Listening changes everything. It accelerates learning, nurtures legitimate insight, and results in improved perspective.

2. Cultivate An Opportunistic Perspective

Perspective that is born of intentional listening is uniquely aligned to market place realities. While keenly aware of problems, pitfalls and risks, change management — not to mention, leadership — derives from a perspective that discerns opportunity.

3. Focus On Solutions

In the midst of high-consequence change the market covets solutions — to the fear of new unknowns, the pitfalls, and the risks — to the new realities that precipitate sleepless nights. Focus here (versus preoccupation with historic models, offerings and capabilities), and the market will pay attention.

Listen, cultivate opportunistic perspective, and deliver viable solutions; follow this roadmap, and you’ll find your practice thriving — even in the midst of the volatile new normal.

What Sunday News Shows Would Sound Like If Mom Were A Producer

By Eric Fletcher on Posted in Art of Listening, Communication, Leadership

Sunday’s talk shows prompted a ridiculous line of thinking. I wonder what might happen if mom’s advice were to take hold.

You see, my mother — the only person I’ve known personally that might approach sainthood status –repeatedly advised, “if you don’t have something nice to say, better to say nothing at all.” 

I’ll wager I’m not the only one that grew up hearing that advice (I’d even be willing to bet that at least a handful who occupy a seat in Washington, D.C. by virtue of a promise to serve grew up hearing similar advice.)

At the risk of being accused of too simplistic a perspective — imagine what Sunday news shows might sound like were that advice to be followed.

Silly, I know. But what if we were to take one small step; and, henceforth, refuse to label human beings? What if we just stopped — cold turkey? No more one or two word monikers; no more color codes or short clever phrases designed to segment, categorize and define.

How might dialogue and discourse change if we were unable to resort to short quips intended to communicate an entire philosophical stance, perspective, belief system and world view?

And let’s be honest for a moment; too often the intent when labeling ensues is to discount, belittle or shut down an opposing view. I can hear a chorus of moms’ voices now — “aren’t we better than this?”

What if we refused to take the easy cheap-shot?

What if, instead of posing and posturing designed to secure the last word, every interaction was intended to build a bridge to the next?

We might rediscover the rare arts of communication and collaboration.

We might learn that common interests and shared aspirations inspire creative genius and the pursuit of solutions.

Not victories. Solutions.

The challenges of communicating are abundant, whether the venue is Washington, D.C., an office on Monday morning, or the family room this evening. But even on the playgrounds of our childhood, name-calling and obfuscation of responsibility rarely resulted in solutions.

Some say we are too fractured, our goals and values too diverse. Matters of principle are punctuated with metaphors for war.

For one, I choose to believe the shared dreams of a community are big enough to bridge differences. Before you write this off as naive, spend a few moments looking deep into the eyes of a child.

Of course, I could be wrong; but what if we took mom’s advice for a season? What if, in place of a commitment to win one debate, the goal was on-going dialogue?

What if our commitment was to listen intently, determined to understand the aspirations we share.

The world will never run low on individuals with the ability to see all that is wrong, and eloquently articulate our most pressing problems. Perhaps we can’t do much about D.C. today; but we can determine that our conversations will be different, that we will look for the good, build dialogue around the positive, and relentlessly pursue the solutions.

When The Intent Is To Communicate, Market and Lead, Listen With The Eyes

By Eric Fletcher on Posted in Art of Listening, Business Development, Leadership, Marketing

You don’t have to look long to find plenty of talk about the importance of listening. (We’ve done our share here on this blog, and here, in a guest post for my friend Cordell Parvin.)

CMOs, consultants and marketing gurus regularly weigh in on listening’s critical role.

These discussions invariably (and understandably) focus on the art of closing the mouth and utilizing the ear to maximum effect.

It is worth noting that the eyes can listen, too. The gifted business developers, communicators and leaders have learned the listening potential of careful observation.

Take A Look At What The Room Has To Say

Years ago I heard a fundraiser talk about how he would listen to what the room has to say. He wasn’t talking about the conversations, but about the family photos on a fireplace mantle (or the absence thereof). Or the memorabilia on an office book shelf. Or the art or reading material on display.

Fast forward a decade, and I was listening to a business development colleague share umpteen ways to “work a room.” The only one I remember (and use myself because I am terrible at the networking scene) is use your eyes to see what the room will tell you. Example: an individual standing alone at the edge of the room is probably as uncomfortable as you — and will welcome someone to talk to.

Turns out, listening with the eyes is as important as listening the more conventional way.

Today hit detective television dramas highlight the powers of observation. Sherlock Holmes is the standard, of course. And in The Mentalist, the ability to see what most people overlook is all it takes to bolster a “psychic’s” brand.

The Principle of Intentional Listening

There is a difference between simply being able to hear — to take in sounds — and deciding to use any measure available to connect. Whether using the eyes or the ears, effective listening begins with an intent to learn. 

The foundation of intentional listening is the realization that the most important elements of connection may have little to do with ones’ insight, product, or service. Communicating — marketing of a product, an idea or an entity — begins with connecting. And connection is about the audience.

It is really not complex. Less about me; more about the individual, audience, or market with which I wish to connect.

This might even be a workable recipe for effective relationships at almost any level. Listen, learn, connect more deeply.

5 CMOs Identify The Characteristics of Successful Teams

By Eric Fletcher on Posted in Business Development, Communication, Leadership, Marketing, Strategic Planning

Strategy, no matter how insightful and comprehensive, does not insure execution. Action plans, no matter how detailed or innovative, are no guarantee goals will be realized. And every leader that has managed through crisis knows benchmarks are not the be-all-end-all measure of resources.

The market is shaped by teams that move boundaries and redefine arithmetic.

Put another way — whether in sport or enterprise, successful teams are those whose measure is greater than the proverbial sum of its parts.

What are the key characteristics of such teams? 

I asked five colleagues, each with a track record of building teams, to share what they believe to be a single critical characteristic to team success. Their responses below provide a roadmap, not just for heads of marketing, but for anyone aspiring to lead, facilitate or contribute to a team that wants to effect change in 2013.

Steve Bell, Chief Client Development Officer, Womble Carlyle – On Linked In – On Twitter

Perspective Born of Self-Awareness

“I’m a Gallup strengths junkie, which may explain why when I observe successful teams, I invariably see individuals who understand both their own strengths and weaknesses, and the strengths and weaknesses of others on the team.  Subjugating individual ego, each member of these high-functioning teams instinctively knows how to step forward when his/her strengths are needed, and when it is time to step back and let the strengths of other team members shine.”

 Allen Fuqua, Chief Marketing Officer, Winstead PC – On Linked In – On Twitter 

The Identification of the Common Goal/Objective

“My key to any team is the common goal/objective — what is the target? What are we trying to achieve? Talent is not critical. Personality can vary widely. One process isn’t right for every situation. But once the goal is established, you can focus on how to attain it. The team’s ‘life experience’ — including successes and failures — contribute to the growth and maturity necessary to refining and realizing ultimate goals.”

Deborah Grabein, Director of Business Development, Andrews Kurth – On Linked In

A Culture of Accountability

“We tend to rely on leadership to influence the actions of the team to bring about the desired result. But what happens if someone or several team members choose not to do what is asked, and (intentionally or unintentionally) opt out? I’ve found that other team members, possessing a clear vision of the goal, will pick up the pieces and not let the tasks go undone. They may quietly encourage those not in the game to become responsible; or, new game-changers may actually rise up. This organic self-selection process often results in dynamic new teams. And finally, a culture of accountability shares in progress and success.”

Paul Grabowski, Chief Marketing Officer, Bracewell Guiliani – On Linked In

Quality Communication

“One characteristic I’ve found in any successful team is quality communication. No matter what the project or the size of the team, there must be a significant amount of quality communication. Recognizing that information comes in from varying directions and multiple constituencies, the term “quality communication” includes a mechanism for gathering, filtering and distributing to appropriate team members. When “the left hand doesn’t know what the right hand is doing,” the result is almost always unnecessary work, delays, and in some cases, failure.”

Lisa Simon, Chief Marketing Officer, Brownstein Hyatt – On Linked In

A High Emotional Quotient

“A good friend and former boss told me once that the key to hiring good people is to hire happy people. She’s right. People who are emotionally healthy and relatively happy can work together to achieve a common goal. I’ve always believed that ideal team dynamics call for diverse personality traits. I still believe this is important; but this doesn’t mean the team can’t share the common trait of emotional health. One saboteur can wreck a team in an instant. And while strong leaders can get you through the sabotage, this is not a prescription for long term success. Get the ‘right people on the bus.’ It’s imperative.”

What Is Your Take?

With thanks to Steve, Allen, Deborah, Paul and Lisa for the jumpstart, now it’s your turn to weigh in. If you’d like to collaborate, contribute or just sound off, this is a formal invitation to be part of the conversation. What would you add to the exploration of the characteristics of a successful team? The Comment box is open for business.

3 Keys To Business Development Success in 2013

By Eric Fletcher on Posted in Business Development, Marketing, Strategic Planning

So you want to start the year with a winning business development strategy? Here’s where to begin.

Name your target.

This is an all-too-often overlooked (or skipped) key to success.

If you are thinking that the place to begin is with a “just get my name out there” strategy, think again.

The shortest distance between where you are today and measurable growth in your business is the clear identification of the right targets. Absent this focus, your advertising and visibility budget had better possess multiple commas left of the decimal point. And your content had best be the award-winning-can’t-get-it-out-of-your-head variety.

For lawyers, professional service providers and thousands of small businesses on Main Street, this should be good news.

In spite of everything we’ve been led to believe, marketing and business development are about connecting with the right target. Strategically identify your target first and every resource you invest will go further, last longer and do more. Every message you create is more likely to hit the mark.

Mega advertising budgets can cover a multitude of targeting deficiencies. Creative tactics and a compelling message can garner attention. But target identification bends the equation, and changes the arithmetic in your favor. A target-driven message transcends advertising-speak and marketing-spin, and just might inspire action.

3 Keys To Smart Targeting

Smart targeting is one of the most strategic exercises in which you can engage. The specific process should reflect the maturity of your practice, an understanding of the marketplace, and the broader aspirations and goals of the enterprise.

That said, here are three ideas that should jumpstart your target identification.

  1. Where does your expertise align with the marketplace? Brainstorm around growth trends and areas of high-consequence change.
  2. How does the list resulting from the brainstorming in #1 align with your personal and professional network? When it comes to the bottom-line — the development of business — relationships trump everything. An anemic network is problematic. Begin mapping a path to a target rich network.
  3. Think individual names. Sticking with the relationship theme, your list of top targets should revolve around people (versus an industry or business). Your strategic plan should be about connecting and building a relationship with individuals who can hire, recommend/refer or coach you.

We’re not talking rocket science; but targeting can be tedious and unsexy. It is a far cry from the visibility of an Apple ad campaign. It requires some analysis and demands discipline. But the degree to which you invest in strategic targeting upfront, is the degree to which your 2013 marketing and business development will contribute to measurable growth.

What does your Targeting process look like?