Monthly Archive: June 2016

Make Ads When You Need To; Make Organizational Change Part Of Your Every Day

beach commune

Change is not something that we naturally embrace. As human beings, we like our well-established patterns, even when those habits don’t necessarily serve us, or a larger purpose.

In the context of work, we are often presented with change and what do we do? We “fight through it.” Which leads me to ask, why is change so damn hard to adopt? And what is our role as brand stewards in introducing and ushering in the changes needed for overall client success?

Author, speaker and consultant, David C. Baker of ReCourses, Inc., believes that one’s current success presents one in a line of obstacles to substantive change.

The most critical reason we don’t make as much progress as we could is our own success. It traps us. We scratch and claw our way to a certain lifestyle inside a fairly predictable, arranged world. We know that it’s not what it could be but we’d rather tweak it than blow it up. If we tweak in the wrong direction, we can untweak it. But if we blow it up and nothing else rises in its place, we’re sitting there cross-legged on the ground with dust in our hair wondering what’s next.

In other words, your agency may have a significant amount of business, even though the account mix is not ideal. What are you going to do about it? Are you going to fire the accounts that aren’t productive and profitable and replace them with new accounts that fit your business model better? That’s the desired action. But what are the real actions taken on a routine basis to help create the results you seek?

On the client side of the coin, change comes in waves.

  • A new CEO joins the company.
  • Sales are good but not great.
  • Turnover is through the roof.
  • Competition is gaining an edge.

Baker argues that the job of a consultant is to humanize and simplify recommendations so they can be applied successfully in the real world. He also suggests the need to “speak the truth, retaining any credibility you have by being the objective advisor they hate to love (not love to hate).” That’s solid advice.

We routinely ask that an action or series of actions be taken by people inside the client company. This is where communications meets operations.

For example, a new direct mail piece provides more qualified leads than the sales organization can handle (a rare and good problem to have!). More likely, the new company website is content-reliant, but no one bothered to hire an editor or train the team. Or maybe a company is struggling to retain its staff finds that better recruitment advertising brings more qualified people in the front door, but their operational problems on the ground remain and that causes people to walk out the back door.

In the case above, a person who identifies as “ad maker” may say the campaign worked, technically speaking. A consultant, on the other hand, will work to fix the disconnects, and this means poking around in the business and ruffling a few feathers. A client in this situation can either appreciate the value added or feel that the agency overstepped. To avoid a misunderstanding, it is crucial to lay the groundwork at the beginning of any new client engagement. The client must know if they’ve hired a pair of hands to do things they can not do, or if the pair of hands comes attached to heads and hearts, fully committed to organizational growth, no matter the difficulty.

One of the tricks here is moving initial conversations from, “We want a website or new ad campaign” to “We need more qualified leads in the pipeline and a way to consistently nurture those leads.” A client may come calling with desired outputs in mind, and that’s totally legit. Nevertheless, our job is to ask the right questions and listen intently in order to get a firm grasp on what the real challenges are and how our firm can help meet them head on.

When you’re dedicated to growing successful businesses you end up going way beyond making ads. You become an essential part of the team and invested in the outcomes. This level of teamwork and commitment may surprise some clients. It’s our belief that we need to care about the marketing problems at hand, but more that than, we need to care about the human beings our work impacts, namely our client’s customers and prospects, and the community of people employed by the company.

Client Showcase #22

Event marketing is becoming an increasingly important part of our business.

It’s something we’re grateful for, as it grows our reach, and tightens up our effectiveness. Almost all marketing programs rely on face time with customers and prospects, and a free event, customized for the heart of your audience is one way to make a lasting impression.

HealthCo_Accelerate_2016_Marylhurst

Last week, we helped drive practice managers from clinics around the Portland metro to Marylhurst University for Accelerate 2016, HealthCo Information Systems’ first in a series of half-day workshops.

We played a key support role in organizing the event and promoting it via email marketing to HealthCo’s lists. Darby Strong, our head of client success and production, went to school at Marylhurst, so it was a natural to host the event there. The Lake Oswego campus is peaceful, beautiful and centrally located in the Portland metro.

Our client, Jason Porter, chose the speakers for the event and all three delivered immense value to the audience.

Andrea Cunningham, HealthCo’s director of professional services, walked participants through a presentation about maximizing a clinic’s investment in EMR software. Jean Roque, founder and president of TruppHR in Portland, spoke about staffing in the context of organizational change (something all clinics are struggling to manage). The third presentation of the morning was by Sean Hoar, a partner at the law firm Davis Wright Tremaine and an expert in data security—a pressing concern, given the epidemic of medical identity theft.

Here’s one of two stand-up banners that we made for all of HealthCo’s “road show” needs:

Stand Up Banner

Relationship Marketing Is The New Black. Can You Relate?

One of the most consistent and important questions a company leadership team can ask is, “Where do our best leads come from?”

Once this is properly identified, you then go granular and apply key performance indicators (KPIs) to the different approaches and track the return on investment (ROI) of each.

Let’s have a look at what many small to medium-sized businesses are doing to capture and convert leads…

Formstack surveyed marketers—most of them managers, directors, vice presidents and C-level executives in the U.S.—at over 219 small and midsize U.S. businesses to gain new insights on the current state of lead capture.

2016_State_of_Lead_Capture_Report_·_Formstack

What’s striking about the results of Formstack’s inquiry is how heavily the companies surveyed rely on relationship marketing to advance the ball. Only two categories—PPC ads and the corporate website—fall outside of the relationship marketing tent. For instance, email marketing ranked as the number two medium for gaining a high volume of leads and number three for quality.

According to Campaign Monitor, email is the channel generating the highest ROI for marketers. For every $1 spent, email marketing generates $38 in ROI.

The_New_Rules_of_Email_Marketing_-_Campaign_Monitor___Campaign_Monitor

The reports and surveys do not delve into how to make your email campaigns work, but I’m happy to fill in the gaps.

Successful email marketing relies on effective one-to-one communications and the intimacy of email. It’s also about acquiring and segmenting lists, judiciously applying automation and tracking opens, unsubscribes and the like. Of course, none of that matters if your company lacks the ability to craft consistently interesting updates and then string them together into a cohesive campaign, without annoying your audience.