Storytelling in business

Clues to a Remarkable Brand Story

Stories exist in all cultures. They have developed down through the ages as a means of transferring knowledge, long before books and now the web enabled their storage.

Today’s information-rich world has made storytelling a required talent for CEOs and CMOs alike to develop. And websites and Fan pages now make it a necessary skill for brands too.

Brand stories are perhaps one of the easiest ways to resonate with customers. Hopefully, this will then lead to those highly sought-after but ever-diminishing rewards of loyalty and advocacy. Of course, I say “easiest” with caution, since great storytelling is an art that is often learned but rarely truly mastered. (and I am conscious that I am (too) often in that group!)

One of the best places to find great stories is on TED. Amongst the most popular talks on the topic of storytelling, The Clue to a great story was given in February 2012 by Andrew Stanton. Stanton is the Pixar writer and director of both the hit movies Toy Story and WALL-E. I was reminded of his talk because it has since been turned into an infographic on the TED Blog. It inspired me to review the five “clues” Stanton talked about and then to apply them to brands. These five essential elements of remarkable brand stories are the result.


Make me Care

According to Stanton, a story needs to start by quickly drawing sympathy from the audience / reader. The hero is introduced as being rejected or badly treated by family, friends, circumstances, or the world in general.

Plutchik's Wheel of Emotions

SOURCE: CopyPress

Well-known examples of heroes include Cinderella or the lovable WALL-E in the film of the same name. Their predicament immediately generates feelings of concern and empathy, especially when identified as unfair or outside the control of the hero.

This works well for people, but for brands I believe the emotions sought should be on the opposite side of these as demonstrated by Plutchiks’ Wheel of Emotions (see right).

Those of trust, admiration or anticipation are more relevant for brands than remorse, grief, and loathing. People spend money on brands because they believe that they will provide pleasure and / or solve one of their problems. Our job as marketers is not only to satisfy this need but to go even further by turning that expectation into surprise and delight (but more on that later).


Take me with you

In storytelling, there is often a journey, a mystery or a problem that needs solving. Something that entices the reader or audience to linger a while longer and to learn more about the situation. In a similar way, a brand wants its customers to remain and become loyal. It therefore makes promises, whether real or just perceived as such by the customer.

Storytelling in businessWhen I first started working at Philip Morris International, there was a rumour amongst consumers that Marlboro was financing the Ku Klux Klan in the US. This started because its packaging had three red rooftops or “K’s” on it (front, back and bottom of pack). Management obviously didn’t want this untruth to be believed by its smokers, so one of the K’s was removed by making the bottom of the pack solid red.

However, consumers’ desire for mystery and intrigue was so strong that another rumour quickly emerged. This time, smokers had found three printer’s colour dots inside the pack (black, yellow and red). The story went that these markings symbolized that Marlboro hated Blacks, Asians and Indians! Once again management looked for ways to dismiss this rumour, but as in the previous case, just denying it would have most likely led to further reinforcement of the rumour. Since the printer needed these colour matches, they remained for many years.

Customers love to tell stories about “their” brands. There are many myths about the greatest brands around, often starting from their packaging or communications. For example, Toblerone has the “Bear of Berne” and the Matterhorn, exemplifying its Swiss origin, on its pack. The brand name too has Berne spelled within it and the chocolate itself is shaped like a mountain.

Camel has the “Manneken Pis from Brussels” on the back leg of the camel. Whereas the Toblerone links were intentional, I don’t think JTI planned that association into their design! Consumers just looked at the pack and having discovered the resemblance, started to share their findings, and it became a “truth”.

Many other brands have developed stories through their communications, that are also shared and repeated until their customers believe they are true. Further examples include Columbia outdoor wear’s “Tough Mother” campaign, Harley Davidson’s enabling “middle aged” men to become bikers at the weekend, or Dove’s campaign for real women to name just a few. All these stories confirm and further support the connection their customers have with these brands, so they almost become a part of their extended families. Such a strong emotional connection will ensure brand loyalty and advocacy for as long as the stories are maintained.

Be Intentional

In a story, the hero has an inner motivation, which drives them toward their goal. They will encounter problems and challenges along the way, but their motivation remains strong to reach their desired destination.

For a brand, this motivation is what it stands for, its brand equity. What is the brand’s image, its personality; what benefits can the customer expect? Not only is it important to identify these, but perhaps even more importantly, is to consistently portray them in everything a brand does. From its product to its packaging, its communications to its sponsorships, the customers’ loyalty and appreciation are reinforced by every element that remains consistent and continuously reinforced.

Let me like you

A story depends on a hero with whom the audience can empathize; someone worthy of their respect, even love.

This is exactly the same for brands, which is why problems and crises need to be handled quickly, fairly and respectfully. In today’s world of global connection, everything a brand says or does, anywhere in the world, is shared and commented upon, around the globe in a matter of milliseconds. Whereas in the past, disappointed customers may have told ten others, today it is estimated to be closer to ten million, thanks to social media!

In a great article entitled “What an angry customer costs” by Fred Reichheld, it is said that the cost to companies of haters or detractors is enormous. “Successful companies take detractors seriously. They get to the root cause of customers’ anger by listening to complaints, taking them seriously and fixing problems that might be more pervasive” But it’s not merely a question of preventing the spread of negative word of mouth. As Reichheld, himself says “For many customers … (resolving complaints) …is where true loyalty begins”.

(Surprise and) Delight me

Stanton says that stories should charm and fascinate the audience. For brands, we should aim for surprise and delight as previously mentioned. The surprise of learning something new about the product or company that made it; delight at getting unexpected gifts or attention from the brand.

This is where limited editions and seasonal offers first started, but over the last few years, thanks to today’s connected world, brands are going much further:

  • In 2010, SpanAir delivered an Unexpected Luggage Surprise for its customers flying over Christmas Eve.
  • Also in 2010, another airline KLM, had staff members prepare gifts for a select few passengers who tweeted about their pending departure on a KLM flight at the airport.
  • Tropicana  brought “Artic Sun” to the remote Canadian town of Inuvik, where residents live in darkness for weeks each winter.
  • Amazon is known for their excellent customer service, but they often go the extra mile, upgrading customer shipping to expedited service for free.
  • Kleenex surprised sick people with their Feel Good campaign that targeted people Tweeting about going down with the ‘flu.
  • Google, who are known for their creative and timely illustrations on their homepage, started showing a birthday cake as the image above the search box on people’s birthday.

The last example actually happened to me for the first time a few years ago and I admit that I was so excited I actually Tweeted about it! Am I the only one who was touched by this gesture, because I haven’t heard anyone else mentioning it?

So those are Stanton’s five clues to a great story, adapted for brands. Do they work? What stories are told about your own brands? Or do you have other great examples to share? Please share them below.

For more on brands please check out our website: or contact us here for an informal chat about how we could support your own brand building efforts or provide fun training days.

This post has been adapted and updated from one which first appeared on C3Centricity in 2013.

Connect with customers

How a Company Reacts to a Crisis Says a Lot About its Customer Centricity

In the UK, there was a recent, highly publicised significant and sustained cyber-attack on the Telecom company Talk Talk’s website.

According to the news as I write this, it seems that a fifteen (!!!) year old Irish lad and a 16-year-old Brit may be responsible. They might have been able to steal information such as names, addresses, passwords and other personal information including bank details. The phone and broadband provider, which has over four million customers in the UK, said that this information “could have been accessed, but credit and debit card numbers had not been stolen”. This was later corrected and Talk Talk admitted that such sensitive financial information had also been obtained.

When the news first broke, Talk Talk tried to play it down. When people requested to cancel their contract, they were told they would be hit with a hefty £200 cancellation fee! That’s really adding insult to injury isn’t it?

As a result of the ensuing outcry, they later amended their position, saying that they would only waive termination fees for customers wanting to end their contracts if money is stolen from them. The local Consumer group Which? called the offer the “bare minimum”.

“In the unlikely event that money is stolen from a customer’s bank account as a direct result of the cyber-attack [rather than as a result of any other information given out by a customer], then as a gesture of goodwill, on a case-by-case basis, we will waive termination fees,” the company said on its website.

Am I dreaming? Goodwill gesture?!! My brother is one of their soon to be ex-clients and I, therefore, followed the handling of the whole case with interest.

What Talk Talk did was ignore their customers’ feelings. As a result, they are provoking their customers to cancel their contracts as soon as they come up for renewal. That is certainly what my brother will do. If on the other hand, they had said that people had up to a month, or three or six months, to cancel their contract if they so desired, then I’m sure that many would have waited before taking such a rash decision.

That would have given them time to calm down, and they might even have forgotten or forgiven the incident by the time their contract came up for renewal. By forcing people to stay, they are also forcing people to leave just as soon as is legally possible. This is just another example of a short-term gain for a long-term pain / loss.

As if that isn’t enough, reporters facing imminent deadlines, will often go with what (little) information they have about the situation. They can’t wait hours or days for the company to craft an appropriate response that will assure that its image remains intact. As a result, damage is done incredibly quickly to a business as well as to its image when such incidents are handled badly. A good reason for organisations to be prepared for any and all eventualities, by using scenario planning. See “10 Steps & 5 Success Factors to Ensure your Business is Ready for Anything” for more on this topic.


What Talk Talk should have done

As all good crisis managers know, what Talk Talk should have done is to follow best practice procedures. When a crisis happens especially when it directly involves the customer:

  1. Admit the problem.
  2. Detail exactly what has happened.
  3. Say what you are doing to put it right.
  4. Empathise with customers and offer a solution.
  5. Explain what you will do so it doesn’t happen again.

These five simple steps are known by all PR professionals and yet when a crisis happens the reaction from so many companies appears panicked and chaotic. It is as if knowing what to do doesn’t ensure a company does what needs to be done. (>>Tweet this<<) In this case, it doesn’t even look like Talk Talk has thought through and prepared for such an eventuality – even though this isn’t the first time it has happened to them! Being prepared is half the battle. (>>Tweet this<<)


Learning from Mistakes

According to an article in the UK’s Guardian newspaper, this is Talk Talk’s third major security breach in the past year! When asked whether such sensitive financial information was encrypted, Talk Talk’s CEO, Dido Harding, said: “The awful truth is, I don’t know”. What is shocking is not only that it has happened before – several times – but that the head of the organisation has not taken steps to ensure such gaps in her organisation’s security were corrected.

Every business and every person makes mistakes occasionally. It’s what we do after making a mistake that makes the difference. As Bruce Lee is famously quoted as saying Mistakes are always forgivable if one has the courage to admit them.” (>>Tweet this<<) 

Excellent leaders and great businesses admit their mistakes quickly and with courage. They see them as a chance to learn and to grow, rather than as an excuse for ignorance and denial. As a recent article in Forbes mentions, “A company in crisis is an opportunity for change”. (>>Tweet this<<) A business should take both short-term and long-term actions as quickly as possible. Doing nothing is the worst reaction to a crisis, as it opens the way for even greater criticism and exaggeration. As already mentioned, journalists love a good story and if you don’t provide it, they will create it with what they’ve got.

“Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them” Andy Grove, former CEO of Intel

Being Customer Centric

I spoke about customer centricity in the title because I believe that companies who are thinking customer first, will react appropriately in a crisis. Taking the customers’ perspective will mean that they will do what’s best for their clients first and foremost. They will address the issue for their good, and only then address it internally. Therefore, all businesses which are in the habit of thinking customer first are more likely to do the right thing first.

There are many organisations that have reacted inappropriately in a crisis and their business has suffered, in some cases to the point of closure. Another recent crisis, that of Volkswagen, highlights just how far a company will go to win the approval of its clients. It shows that although they may have understood the importance of their customers, in this case at least, they exaggerated and lied to win their approval. Both such practices will almost always be discovered sooner or later because too many people are involved in keeping secrets. Customer centricity may not be easy, but it’s the right way to conduct business in today’s informed world.

When faced with a crisis, a customer-centric business follows the 5-step process mentioned above, to empathetically respond first to its clients, and then to the press and relevant authorities. It’s a clear sign that the organisation has the right priorities.

If you’d like a useful checklist about what to do in a crisis, I highly recommend the one which Forbes published a few months ago in their article “You have 15 minutes to respond to a crisis; A checklist of Dos and Don’ts.”

Have you prepared several future scenarios to be prepared for the opportunities and challenges your organisation may follow? If not, then let’s discuss possible solutions. Contact me today here.

Winning Customer Centricity BookThis post includes concepts and images from Denyse’s book Winning Customer Centricity. You can buy it in Hardback, Paperback or EBook format in the members area, where you will also find downloadable templates and usually a discount code too.

The book is also available on Amazon, Barnes and Noble, iBook and in all good bookstores. The Audiobook version, which can be integrated with Kindle using Amazon’s new Whispersync service, was published last week.

Customers in your vision

Marketers, Do You Know Everything You Should? From the 5Ps to the 7Qs.

Marketing is a great profession. I’ve worked in or with marketing teams for most of my career. From the outside, they are seen as the department that comes in late, parties every night and gets to talk about advertising at conferences in exotic places. For those in operations or finance, they don’t seem to be that serious; they just appear to be always having fun. I’m sure you’ve heard such comments yourself.

Well, as you yourself know, marketing IS fun, but it’s also a lot of hard work, often close to 24/7 on some occasions. So is all that hard work paying off? If you work in marketing, you certainly know the 5Ps and hopefully you also check them regularly for your brand. However, the problem with them is that when you find an issue that needs your attention, you don’t always know immediately what to do. So I suggest you answer the following seven questions instead. They all explain what to check and why. And if you can’t respond completely to each one, then perhaps you need to do a little more work and a little less partying!

Q1. Who are your customers?

I don’t mean just their demographics. I mean who they really are; what, where and how they use or consume your brand. And especially why. If you can’t give all these details about your customers, then you’re in serious trouble. See “12 things you need to know about your target customers” for more details on defining your customer persona. You can also download a free, blank template at

Q2. How are your customers changing?

Hopefully you answered Q1. without any hesitation – you did didn’t you? It’s great that you know a lot about your customers, but people change. Are you following how your customers are changing? Are you keeping up with them and their new needs and desires? Do you know the impact of the latest trends on your customers’ opinions and behaviours? Do you know how these trends will develop and impact the market in five, ten or even twenty years from now? 

There are countless examples of brands that have disappeared because they didn’t keep up with the changing needs of their customers:

  • Kodak LogoKodak who didn’t understand the impact of digital photography.
  • Borders bookstores who didn’t get into eBooks.
  • Motorola, once the leader in smartphones, who didn’t embrace new communications technology.
  • Blockbuster LogoSony who resisted MP3 and lost the portable music player market that they had led for many years.
  • Blockbuster who survived the transition from VHS to DVD, but failed to adapt to consumer demands for home delivery.

The easiest way to be ready for any future changes is to prepare for them, by developing future scenarios. (>>Tweet this<<) How many possible future customer changes have you already planned for?

Q3. What does your brand stand for?

I don’t mean it’s marketing identity or slogan; I mean how your customers, or your competitors’ customers would describe it, its image? Is it strong and consistent? Does this image align precisely with its identity or the positioning you want today? Do you follow changes in its image regularly? Do you adapt your advertising and promotions to strengthen its desired image and eliminate negative changes before they impact the image? Is it authenticated by your customers’ experiences with your brand? It should be a direct reflection of your brand’s (internal) identity and promise. (>>Tweet this<<)

You should be able to describe your brand in one or at most a couple of sentences, using the words and ideas you want it to stand for, like these:

  • McDonalds offers “quick, convenient, family oriented and fun, casual dining.”
  • BIC LogoBic disposable pens, lighters, razors offer “high quality products at affordable prices, convenient to purchase and convenient to use.”

Q4. How are sales and distribution?

I don’t mean just the totals. I mean the local specificities. The regional differences and anomalies. Do you know why they occur? Do these differences result from cultural differences, alternative traditions or usage, historical reasons or just distributor practices?

If you don’t know why your brand is doing better in some regions than others, then you’re probably missing opportunities for growth. (>>Tweet this<<)

Q5. Do you know what your brand is worth?

I don’t mean how much it costs to manufacture or distribute. I mean how it is valued by the end user. How does its value compare to its current price? If you are not pricing it correctly, then you are leaving money on the table.

If you are priced lower than your customers’ perceived value, you could be asking for more. If you are priced above the perceived value of your potential customers’, you are stopping many new customers from buying into your offer, as they don’t think you’re worth it.

Either way you could be earning more and possibly selling more too. (>>Tweet this<<)

Q6. Are you using the right channels for communicating?

Many marketing plans are still just a rehash of last year’s, especially when it comes to advertising and promotions. With today’s huge array of media opportunities, both on and offline, it is important to choose the most appropriate ones for your customers.

If you answered Q1. completely then you will know which ones they are currently using most often, and if you are also able to answer Q2. you’ll know how these are changing or likely to change in the future.

Q7. Is your messaging consistent and complementary

Answering Q3. means that you know what you want to stand for and the image you want to portray. Image metrics will tell you which of them need to be boosted, depending upon the desired changes.

Do you want to attract new customers, support current customers, or develop your image in a certain direction? Appropriate analysis of your image data will give you all the information you need to adapt your messaging and strengthen the positioning you have chosen for it.

Next time you review your brand’s performance, why not use the above 7Qs rather than just the 5Ps? It will provide you with a clearer picture of your brand’s current and future development opportunities, and more importantly, will identify the actions you need to take to progress its growth.

If I’ve missed any important points that you check regularly for your own brand, please share your thoughts below by adding a comment. We’d love to hear from you.

Winning Customer Centricity BookThis post includes concepts and images from Denyse’s book Winning Customer Centricity. You can buy it in Hardback, Paperback or EBook format in the members area, where you will also find downloadable templates and usually a discount code too.

The book is also available on Amazon, Barnes and Noble, iBook and in all good bookstores. If you prefer an Audiobook version, or even integrated with Kindle using Amazon’s new Whispersync service, you’ll have to be patient just a little longer – but it’s coming soon!

Pre-vacation checklist

Your Pre-Vacation Marketing Checklist: Don’t Leave the Office Without Doing It!

Have you already taken your mid-year vacation, are you currently on it, or are you eagerly anticipating your departure, as you finish all those last-minute tasks?

If it’s the latter, then you will find this checklist extremely useful. For those of you who have already taken your vacation, then this list will provide you with a simple way to catch up and even get ahead of your colleagues, before they return. Either way, enjoy this quick “To do” list for an easier Summer at work.

1. Check Customer Changes

Describe your customer personasWhen was the last time you reviewed your customer persona or profile? This should be a document that you keep near to you at all times, and update with new information every time you learn something. (>>Tweet this<<)

If you don’t yet have one, then you can read this post on how to complete one quickly and easily. There is even a free template to store all the information, which you can download from the Members area. (FREE to join)

With people changing fast in response to the incredible progress witnessed today, in technology in particular, you have to constantly keep abreast of your customers’ changes. (>>Tweet this<<)

2. Check Sales to Plan

This might sound like a no-brainer since I am sure you are certainly already following your sales monthly, weekly, if not daily. However rather than the simple comparison to plan, mid-year is a great time to review versus your annual objectives and make the necessary adjustments to meet them before it’s too late. If you wait until everyone is back in September, it will almost certainly be too late to have much impact on the numbers.

The other “no-brainer” that some top managers seem to forget, is to check your market shares and segment shares, not just your sales progression. Even if you’re growing at 20% p.a. if the market is increasing at a faster rate, you will be losing share! (I’m always amazed to find just how many companies are still only following sales and profits)

3. Check Communications to Image

Again it is easy to get lost in the detail and end up reviewing merely the creative of your past, current and planned advertising. However, this is a great time to assess in detail the first six months’ advertising of both your brand and its major competitors.

Campaigns should complement each otherWhat is the overall message? Is everything coherent and building towards a story (>>Tweet this<<), or does each campaign appear to be an independent part of the total puzzle? It is surprising how few marketers ever look at all their campaign ads together and yet this is what the customer will see and hopefully remember – at least in a best-case scenario – over time.

At worst your customer will only see a selection of them across all the campaigns, which makes it even more important that your messages are coherent and building your story and image, or at the very least are complementary over the year, as well as years.

4. Check Distribution and Stock

Summertime can often be a strain on distribution and stock levels, as people leave on vacation and less experienced temporary personnel are hired to replace them. If your product is weather sensitive, such as ice cream, soft drinks, or Bar-B-Q articles (in Summer), stock levels can vary tremendously. Make sure you have plans in place to reduce or increase deliveries based upon these external factors that are out of your control.

Especially where temporary staff are concerned, whether on the retail or manufacturer’s side, they might not understand the possible wide variances in stocks that can quickly take place. This must be carefully explained before the more experienced staff leave on vacation.

5. Check Value versus Price

Customers are more sensitive to value than priceIn addition to (hopefully) good weather and variable distribution, summertime is also one of the major periods for sales and discounts. This is because retailers often want to clear seasonal stock in preparation for the new articles to come in the Autumn. Therefore price tends to become a more important decision factor for customers (>>Tweet this<<) as they witness and welcome the increase in price cuts and promotions.

Depending upon your industry, customers may therefore start to compare your price to the articles on sale and decide that it is no longer worth its (higher) price, because in the current climate, it has become of lesser value to them.

Whether you respond to this with your own sales prices, or bundle promotions, it’s clear that price cannot be left until your return.

6. Check how your Customers will be Serviced

Customer service excellence has become an increasingly important part of most products. Just because it is vacation time, doesn’t mean that you will no longer receive customer complaints and comments. Will they be handled in the usual, efficient way or will time to respond be negatively impacted by the vacation period and perhaps less experienced personnel?

Customers remain just as impatient as ever, to receive a response to their contact with you, so you will need to ensure that your service continues at the same quality level.

7. Check for any New Trends that are Developing

Although you should be working with longer term future scenarios, rather than just following trends, it is always good to keep your finger on the pulse. This should be a part of point #1 above on customer personas, but I have separated it, as there may be new trends developing which might offer opportunities for new products, services or even categories.


In order to be ready to benefit from any new market situation when you return from vacation, before you leave, put in place a social media scan and analysis around any new emerging trend. This way you will have all the information available upon your return to decide whether or not it is something worth considering.

These are the seven most important items which should be on your pre-vacation marketing checklist. In fact it’s a checklist my clients work with all year long! Is there anything else that you would add? If so, I’d love to hear what is on your own pre-vacation checklist. Just leave a comment below.

Winning Customer Centricity BookThe images used in this post come from Denyse’s latest book Winning Customer Centricity, which is now available on Amazon, Barnes and Noble and in all good bookstores.

If you are not yet a C³C Member, sign up (for free) in the C³C Members area. You’ll get a discount code to buy the book, many useful templates from it, as well as case studies, videos and audio presentations to download.

Show your customer care

No Trust without Respect: 7 Rules to Winning Customers

I got an email this week that was just so wrong I almost replied to it offering my help to the sender, as he clearly needed it.

The email started, “Hello Deny, I will keep my introduction brief. I’m Scott XXX, CEO for YYY.” He was informing me about his company’s training offers, which he then went on to explain in excruciating detail! What was wrong with this email? Well a lot, for which I thank him, as it gives me a perfect example of what we need to do when looking to connect with our own current or potential customers:

  • My name is Denyse not Deny. If you are going to write to someone, get their name correct. This is the second time I have received a letter that was not correctly addressed this week! This attention to detail is absolutely essential, otherwise customers are likely to feel that you don’t care enough to get their name right, so why bother reading any more!
  • Scott started by saying he would keep the introduction short, but I could see from the length of the email that he hadn’t done this for the contents. I’ve noticed that when someone takes space to say he’s going to be short then it’s certain he won’t be! People are less patient today so delivering the goods as quickly as possible is the second business essential.
  • He is offering marketing training; I’m a customer centricity champion and know a lot about marketing. Clearly he didn’t segment his list and select the most relevant group to whom he offered the training. Relevance is the only way to be of benefit to customers.
  • The letter mentioned that “We proud to be partnering with …” No, that’s not an error on my part, it’s taken directly from the mail. I don’t know if Scott is non-mother-tongue English but if you’re selling professional services, you have to be professional. (>>Tweet this<<) I know I make mistakes too from time to time, but in a mailing going to hundreds or even thousands of people, it’s definitely worth getting a spelling and grammar check made.
  • Highlighted in the text is a bold claim that “Quite simply, our e-Learning curriculum will be the cost-effective way to build … skills, knowledge and capabilities.” My question is why? No mention of prices is given so why has he made such a claim? Today’s customers want proof not just thin claims and promises. (>>Tweet this<<) 
  • Towards the end of the email I am told that “This information is being shared with the understanding it will not be shared with others outside our consortium partnership team.” What? I’m not a partner and you’ve just shared it all with me! Is it supposed to make me feel special or threatened? Either way I’m not buying, sorry. We need to give something to our customers, be of value to them before asking for their collaboration and respect. (>>Tweet this<<)
  • The last sentence sums up all of these errors beautifully; “Deny, I look forward to further discussion and to understand your interest as a consortium partner.” As far as I know we haven’t had a discussion yet; YOU Scott have been talking AT me. We haven’t had any sort of engagement and I will definitely not be responding, as I have absolutely no interest in what you are trying to sell me.

To conclude, I’d like to thank Scott for this week’s Blog post topic and for these valuable lessons that I can now share with all my followers and readers. 

What should Scott have done?

To sum up the above seven learnings, when looking to engage potential customers and convince them to buy what you have to offer:

  1. Pay attention to details. We all like to think we’re different so treat your customer as an individual, not just a number or name on a list. And get the name right please!
  2. Fast is never fast enough, so if you promise fast or easy service then you have to deliver. Adding an example or proof of what you have already done in the past, will also help customers believe you can give it to them too.
  3. You can only attract customers by being relevant to their needs or desires. This means it is essential to segment your mailing list when identifying your target customers. If you try to attract everyone, you end up being too general and appealing to no-one.
  4.  You want to build a great reputation with your customers so decide on your personality and then fully support it. Fun, serious, professional or creative, choose how you want to be perceived and then live it and demonstrate it in everything you do.
  5. Stand by your claims and deliver on your promises. It’s a waste of money to make advertising claims that will not be met in the customer’s experience. You may get the first sell but there will be no repeat purchases, no loyalty. And you might also damage the company image too!
  6. To be valued you need to first give value. Respect and trust are built over time, not through one connection. Be patient and consistent and they will follow.
  7. Customers want connection and engagement. Whether it is online, on your website, your advertising or your CRM activities, share information the customer wants to hear, not (just) what you want to share. Listen more than you talk; that is the start of a discussion and relationship building.

Thanks to Scott, I was reminded of some of the essential rules of customer engagement. Hopefully I live them every day; at least I try really hard to do so.

Do you have examples where a brand has not respected you or one in which you lost trust because of their behaviour? If so, then I would love you to share them here.

If you are struggling to gain the respect and trust of your own customers then contact us for a short discussion on how we might help; I’m sure we can.

C³Centricity used an image in this post from Denyse’s forthcoming book Winning Customer Centricity out next month.

Halloween scares & solutions for marketing

Halloween Scares & Solutions for Marketing

Halloween is coming, even earlier than usual this year, judging from all the retail displays already in the shops! Although it is now more associated with children dressing up in scary costumes and demanding “Trick or Treat”,  it is actually a Christian remembrance of the dead on the eve of All Saints’ Day.

So what does that have to do with marketing? Apart from the obvious effort of many companies to include the pumpkin shape, flavour or aroma in almost every product they make, at least in the US, marketing too has its scary moments doesn’t it?

What scares you marketers the most, or to put it another way, what keeps you up at night? One of the most recent studies on the topic, issued a few months ago, comes from The Marketing Institute (MSI) and was summarised by David Aaker of Prophet as seven issues, which he divided into three tiers:

TIER ONE: The hot topics

  1. Understanding customers and the customer experience with particular emphasis on the impact of social and digital.
  2. Big data and analytics, with how they will impact predictive modelling and the marketing mix.

TIER TWO: The other concerns

  1. Following on from the opportunities of Big Data, the next concern is Marketing Accountability and its ROI.
  2. Developing marketing excellence and the new skills required such as visualisation and storytelling.
  3. Leveraging digital/social/mobile technology and linking it to CRM
  4. Creating and communicating enduring customer value and how to measure it in the social environment.
  5. Developing and delivering integrated marketing

TIER THREE: Previous concerns getting under control

  1. Innovating products and services
  2. Global marketing
  3. Segmentation
  4. Optimizing social contracts

What I find interesting from this and similar studies that I wrote about last year, is the overlap between many of these challenges. Marketers are really concerned about the wealth of information that they have on their customers and how they can manage to turn it all into insights, for more profitable actions and engagement. I therefore thought it would be useful to summarise the “so whats” of all these current challenges and propose actions that will help marketers get these issues under control, so they can change their scares into solutions:

Understanding the customer experience

SCARE: With the exciting new worlds of social and digital taking up much of the thoughts of marketers, they are struggling to find ways to think integration, but that is the only way to understand today’s customers. 

SOLUTION: Starting from the customers’ perspective makes looking at the bigger picture much easier. Instead of thinking single channels of communication, think connection and engagement. (>>Tweet this<<). Instead of thinking purchase and loyalty, think advocacy. Creating value for the customer goes way beyond providing a product or service these days. (>>Tweet this<<)

Knowing what to do with data

SCARE: We have gone from an information rich environment to complete data overload. This challenge definitely keeps a lot of marketers up at night. They feel as if they have to use everything available but at the same time are also aware that they are incapable of doing so.

SOLUTION: The answer lies in the old “eating an elephant” solution. Rather than worrying about what is not being managed, marketers should review what they already have, and only then decide what else they could use to help answer all their questions. There is so much information available today that we can’t work with it all, but we can ask better questions that can be answered by analysing this data. Start with the right question and then use the data you have to answer it. (>>Tweet this<<)

Engaging customers

SCARE: Every brand has some sort of web presence today. Whether that is a website, Facebook page or Twitter account, most companies have rushed into social media without a detailed understanding of why they are there. If this is your case, it’s time to take a step back.

SOLUTION: How are you connecting with your customers today, both offline and online? The two should be complementary. However if there is too much overlap and you are doing the same on both, then you are wasting your money. You are also wasting your money if you don’t know why you are online in the first place! (>>Tweet this<<)

I had a client once who wanted help in updating one of their websites. In running a first analysis of all their websites, I found that more than 80% of them were being visited by less than 30 visitors a month! We cancelled all those websites and invested the money in the remaining active ones, improving both their ROI and the engagement with their customers. Maybe it’s time to take a look at your own web statistics?

Marketing ROI

SCARE: Marketers are scared for their budgets and even more so for their jobs. With the rise in the importance of technology and IT, marketers need to move from branding and creativity alone, to embracing data and analytics much more than they have done in the past.

SOLUTIONBecome friends with your CIO and see IT as a support of rather than as a threat to your budgets. Yes managing new technologies and data analysis will need more investment, but that won’t (shouldn’t) come at the expense of brand building. In fact with the increased power of the customer and the number of channels on which to reach them, marketing needs increased budgets to be where and when the customer demands connection and information. (>>Tweet this<<)

Acquiring new skills

SCARE: As already mentioned, marketers must get comfortable with large amounts of different data. They also need better ways to analyse and make sense of it all, often in near real-time. This is a challenge in itself, but the new skills they have to acquire don’t stop there. They also need to turn their information into actionable insights and then share them with the rest of the business to gain acceptance and impact.

SOLUTION: Your market research and insight colleagues are the best people to help in making sense of the data and developing actionable insights. It will be the marketer’s job to share these with the rest of the business in a more creative way. Visualisation & storytelling are the new must-have skills for today. No longer can you expect PowerPoint presentations to excite and engage your C-suite executives – if they ever did!

These are five of the most pressing current scares of marketing and some simple solutions to address them. Are you challenged by something else? If so, add a comment below and I’ll help you find a solution. Or if you prefer, you can contact me here.

C3Centricity used an image from Microsoft in this post.



Hospitality gets brand customer satisfaction right

Should you Test your Advertising? If so, What, When and How?


One of my clients recently asked me a very interesting question, which I share here, as I am sure that you too have asked it from time to time. It was this: “Should I test my advertising and if so, when and how?”

Depending upon whether you work on the client side, in a media agency or are a creative in an ad agency, you will have certainly answered this in a different way. So let’s review all the pros and cons and decide what is right – for you – in different circumstances.


Should you test advertising?

If you work on the client side and ask your colleagues in an advertising agency, most of them would probably scream NO and that’s not surprising! Countless teams have suffered at the hands of market research and the over-testing of their creative.

In the past sixty years or so, there have been many different metrics invented, with the intention of evaluating which of a client’s communication concepts would best meet their objectives. And that for me is one of the biggest challenges to ad. testing. Should you test a campaign or each individual ad? Should you test an ad built to increase awareness in the same way as one built for encouraging trial, purchase, repurchase, loyalty or advocacy? My answer would be a very Swiss “It depends”.

Firstly you have to be clear about why you are advertising in the first place, and what your campaign is trying to achieve. It still amazes me how many companies develop new campaigns simply because that’s what they do each year. Hopefully each new campaign has a link to the preceding one, but even that is not always obvious. Therefore start by being very clear with whom you want to communicate and why – and share that information with your ad agency.


When to test

A lot of companies have a standard process of testing ads before airing. Whilst this could be admired, it often results in multiple ad developments. The feeling is that more is better. If you test two, three or more ads, you can then choose the winner to air. What’s wrong with that?

Well, in my opinion, quite a lot. You’ve just wasted a lot of time, money and energy in developing multiple ads, when you know you’ll most probably only use one in most cases. It’s time to think differently and spend your valuable resources more wisely. Once the ad agency has developed a number of campaign concepts or ideas that meet your carefully defined objectives, then that is a better time to test.

Don’t wait until you have gone further and produced animations, final prints or complete films before testing. If you wait until that late a stage in the development process, you are also more likely to designate a “winner” when in fact they could all be good – or bad! Working with concepts will help identify the real winning ideas you have, which can then be developed into a final version or two for copytesting – if you must, but more of that later. The earlier you test, the more resources your ad agency can concentrate on the most relevant concept(s), rather than diluting their efforts to give you the wide choice you usually demand. No wonder ad agencies don’t like copytesting!


What to test

Another reason for testing concepts rather than finished ads, is to ensure that they can be turned into a campaign. I have witnessed many terrific, so called “big ideas” that were superb as they stood, but which it was impossible to visualise other than in the single form proposed. If you show your early work to consumers, they might even be inspired by the story of an idea and suggest other ways to show the concept you have developed and thus you get an indication of the campaignability of the idea.

For regional and global campaigns, there is often the added complication of the translation of the idea into other languages. There are many concepts in English that don’t or only poorly translate into other languages. English is a wonderful language that is particularly appropriate for advertising, because of the ability to make wordplays, or use idioms, acronyms, slang, compound words and other wonders of its grammar. In addition the English language is known for its extensive vocabulary, which is especially useful in advertising copy-writing. Whereas in another language you might only have one or two words to express a particular meaning, English may have five or six, each with subtle differences.  If you’d like to see some great examples of advertising messages “lost in translation” (>>Tweet this<<) check out this fun article from Business News Daily.


How to test

Depending upon their “standard” processes, most companies will tend to use the same methodology, with no regard for the reasons for doing so. Are you used to copytesting all your developments in order to pick the “winner”, or to get airing approved by management? Some clients I know must score in the “top quadrant” on the usual copytesting impact and persuasion metrics in order to use an ad, even though there are valid reasons to accept lower scores on one or other of the metrics, depending upon the campaign’s objectives.

Some of the best – and most useful – campaign testing I have ever seen, was done qualitatively. But that alone won’t work unless you then allow the creatives, market research and insight groups to discuss the results together – ALONE! It was exciting to share consumer opinions with the creatives and they found it equally stimulating to share their ideas and get feedback based on real consumer input. Whoever said that creatives don’t like testing are wrong; they just dislike judgemental, sometimes disrespectful and bland numerical results with little if any depth of analysis.

A powerful testing methodology I have had the privilege to work with is the unique one proposed by PhaseOne. Their scientifically based, proprietary technique, is based on over thirty years experience of academic work and real-world validation. Their knowledgebase includes an extensive foundation including analytics in human behaviour, anthropology, culture traits, entertainment, education, communications and marketing. This enables them to accurately explain how your target will react to your messages and even more importantly the reasons why, without actually speaking with consumers. In comparative testing versus standard copytesting, their technique has been shown to give similar outcomes, but with greater depth and understanding of the reasons why consumers react to an ad as they do and not just the what. If you’d like to hear more about this unique methodology, especially if you’re having trouble speaking with your own target customers due to legal or confidentiality issues, I’d be happy to share some case studies.


In summary when it comes to testing your advertising:

  1. Know with whom you want to communicate
  2. Know what your target audience wants to hear
  3. Know why you are communicating, what the message is that you want to send
  4. Know which concept(s) have the most resonance with both your target audience and objectives, and why
  5. Know how the concept(s) will develop into a campaign across media
  6. Know how you are going to communicate, the most relevant medium and channels for your target audience

Can you answer all six questions before pre-testing you own ads? If so, well done; if not, perhaps it’s time to review your testing process.


Where testing came from & where it’s going

In conclusion, a few words about the future of pre-testing. Although advertising testing supposedly started in the mid 1800’s, it was in the 1950’s that performance metrics became the holy grail of clients, ad agencies and media sellers alike. From Day-After-Recall, to persuasion, and brand linkage to moment-by-moment systems, it wasn’t until this decennie that the importance of emotional rather than rational responses to advertising gained support. Today, emotional analysis has become widely available and customers’ reaction to the ads are measured, usually on the six universal emotions (happiness, sadness, surprise, fear, disgust, anger) plus neutral. Whilst it’s still early days in understanding the connection between emotional reactions and brand impact, things are moving fast. C³Centricity is now offering facial coding as part of its services, whether for adding to market research projects or for the development of original promotions and point-of-sale activities. One such case study is available for download on the C³Centricity Members area here. (Free to join)

Interestingly, when I was doing research for this post, almost all the more recent articles I found were about the testing of online advertising, comparing PPC and positioning, of the usual paid, earned and owned media. However, with around two-thirds of budgets still being on traditional media – at least for now – and Statista showing that consumers still trust it more than new media,  it seemed appropriate for me to concentrate on that here and leave online for a future post.

Also, I have covered only pre-testing here, yet I know many companies who are satisfied with running only post-tests. They admit that it is because they never have enough time to pre-test their ads which, at least to me, highlights a clear lack of concept testing in the first place. Hopefully I have explained why I think it is important, no vital, for clients, media and ad agencies alike, to do more of it. At least it will provide more material for those development discussions – before it’s too late!

Do you agree? Have I forgotten something? Let me know, I’d love to hear what you think.

C³Centricity used an image from Dreamstime in this post


Checking the 7Ps of outstanding customer service

The New 7Ps of Best Practice Customer Services. Are you following them?

If you claim to be customer centric are you sure you’re walking and not just talking the talk of true customer service?

Last year I was prompted to question this of the Swiss cable company Cablecom. It had been desperately trying to address a long-term deficit in customer care versus its main competitor Swisscom. Swisscom has made customer service their MSP (main selling point or value proposition) and they are renowned for putting their customers first. Cablecom on the other hand had, until then, been trying to win customers through aggressive price cutting. In today’s connected world, especially when internet connection is concerned, dissatisfied customers will be quickly heard – across the net.

Back to the incident that prompted this post. After a few days of being ignored by Cablecom – my perception at least because my emails and phone calls were not being answered – I’m somewhat embarrassed to say that I resorted to Twitter.

It was more than a year ago that Twitter was first referred to as today’s call centre. Guy Clapperton, author of “This is Social Media” wrote an interesting post about this in 2011 and surprisingly this idea was actually questioned at the time. Today, I would argue that it is much, much more than this.

Today’s call centres are a frustrating, if sometimes necessary experience for customers to endure. In many cases they are automated, with an often long and complex self-selection process of button pushing to arrive at the department one needs. Usually the result of all that effort is just a recording that either announces that the department needed is not open at the moment, or that the collaborators are currently busy and to please stay on the line. We are next subjected to music supposedly designed to calm our nerves, interspersed with messages suggesting alternatives to waiting on the line: going to the website to find a solution, to check their available FAQs, to complete a contact form, or to send an email. And then of course to add insult to injury, we hear the infamous message about our call being important to the company! Really? If so you’re not showing it, you’re not walking the talk.

Edison recently ran some research showing the patience that we have or rather don’t have today, on social media. Convince & Convert published some of the first results in an interesting article showing that companies must react immediately to customers using social media. One in five expect an answer within 15 minutes and 42% within the hour. For reference, when Guy Clapperton wrote his post almost three years ago, the level was almost half that at just 25%.

Companies that have understood customers’ frustration with help-line queues have found alternative solutions, such as arranging a call back, or providing sufficient staff to cover the busiest times, or at least to be available when the customer is most likely to need support.

Today there is no excuse for a consumer goods company to not be ready to help their users when they need it the most (>>Tweet this<<); for example:

  • Early morning or late at night for personal care products
  • Breakfast, lunch and evening meal times for food manufacturers
  • Evenings and weekends for TV and technology products

Whilst in a few cases, there may be customers who use Twitter to jump the call centre queues, in most cases, it is a customer’s final cry for help before “going under”.

Taking the customers perspective is the absolute right thing to do for a company, but should we as customers also not take the company’s perspective when reaching out to them, or at least to the poor person who gets our wrath at the end of our email or phone call?

Jimmy N. from UPC-Cablecom, was one of the very best examples of what a customer service advisor should be, based upon my considerable years of working on both sides of contact centres. What did he do so well and what might we all learn from him, despite his relatively young age (early twenties)?

I summarise it as the new 7 Ps of customer services:

  1. Private: He immediately took the conversation offline, asking for my email address and then calling me to speak in person.
  2. Patient: He let me talk first, just listening until I had finished ranting, or stopped to ask a question.
  3. Polite: He never lost his cool, even when I did!
  4. Perceptive: Empathised, knowing when to push forward with the next topic and when to go back to reiterate what had been agreed.
  5. Professional: He was an expert, knew his topic and more importantly knew how to explain its complex details in simple terms.
  6. Pragmatic: Worked with me to find solutions that worked for us both.
  7. Perseverant: He continued to ask and answer questions until he was sure I was happy with everything.

Are these the seven best qualities for call centre advisors, or are there more “Ps” to mention? Let me know, especially you Jimmy, if you read this.

If you need help in optimising your own care centres or customer connections then we would love to support your plans. We know we can help, just tell us where and when. Contact us here and check out our website:

No Obligation, just INSPIRATION!

C³Centricity used an image from Dreamstime in this post.

This article is based upon a post first published on C3Centricity in February 2013.

Cannes Lions Award

Award Winning Communications are Powered by Insight & Customer Understanding

This time last month, many marketing and communications professionals had just returned from Cannes, France, where they had attended the annual Lions Awards Festival. They are now back in their offices and have probably been comparing their own communications to this year’s winners and wondering what they can do to get one of these coveted prizes in the near future.

For the rest of us, we are also looking at the winners, but more for gathering learnings on how to make our own communications more creative and impactful, without any ambition of winning a Lions one day.

That is why I decided to review a selection of the Press Lions Category and analyse how they might appeal to their target customers. I found three dominant themes running through all the prize-winners, some of which even incorporated several of them in one single campaign. If you’d like to see all the winning ads from these campaigns they can be found in the AdWeek article linked above.

1. Simple & clear messaging

We are all in a hurry these days; we have far too much to do and so we no longer read with as much attention as we did in the past. Today we just skim headlines and articles, and quickly decide whether they’re worth digging into in more detail or whether to pass over to the next one. It is therefore essential that ads communicate their message in a way that is quick to read, understand and capture. Examples of this from amongst the print winners:

Harvey Nichols – Grand Prix Campaign

Harvey Nicols insight built communicationsThese are clean, simple ads showing nicely packaged but cheap seasonal gifts, because you decided to  #SpendItOnYourself, as the campaign is entitled. The eye is naturally drawn to the simple red words, since the articles themselves are white on a white background. The reader gets the message and immediately thinks whether they too could give such items, but then also reflect on why they don’t spend (more) on treating themselves. This feel-good reaction makes for good recall of the campaign as well as the positive image transfer to Harvey Nichols.

Zwilling J. A. Henckels – Gold Lion Campaign

Zwilling insight built communicationsRather than saying how sharp these high-end knives are, this is illustrated by the incredibly thin slices of different foods shown in the campaign. The thin slices are then overlapped to show the shape of the blade and the text below is kept in the form of the handle. The artful design of the whole ad further complements the idea that these are special – definitely not cheap – knives, for connaisseurs only.


2. Emotional resonance

The UK was one of the first countries to use shock tactics in their road safety and other public service campaigns. Stimulating people’s emotions is guaranteed to get ads noticed and remembered, but it doesn’t all have to be negative.  Examples from amongst the winners:

Shanghai General Motors / Buick – Gold Lion Campaign

Buick ads built with insightThese ads show real people who have been injured in road accidents, holding up the signs that the drivers that hit them had ignored. The tagline “Signs are there for a reason” is clear and simple, and the images of the injured people emotionally impactful. The reader immediately thinks about occasions when they too have driven recklessly, but were lucky enough not to have injured anyone. The impact of the visuals remains long after the reader has turned the page.

Volkswagen – Gold Lion Campaign

Volkswagen communications built on insightA completely different and definitely light-hearted approach to travel is taken by Volkswagen in this winning campaign. They show how getting from one place to another can be fun in these playful, product-free ads. The visuals appeal as the viewer takes the extra few seconds to understand it and then takes away the message that driving a Polo GTI is fun too.


3. Confirming intellectual superiority

In today’s overcrowded urban areas, people look for ways to differentiate and prove themselves, whether physically or intellectually. This is one of the reasons that gaming has become so popular in all age groups. Finding the hidden signs in an image or understanding a play on words in an ad can increase the engagement, provided of course that they are neither too difficult nor too easy to solve. Examples from amongst the print winners:

Jeep – Gold Lion Campaign

Jeep communications built on insightsThis campaign includes ads that are both a play on words and images, doubly clever. Jeep shows images of animals which, when inverted became different animals or birds. The tag line “See whatever you want to see” refers to both this as well as to the advantage of the Jeep to place the driver higher up, with better visibility.

Penguin Group China – Gold Lion Campaign

Penguin communications built on insightAt first you might find these Penguin ads rather crowded and confusing, and therefore you don’t immediately “get” the joke – I admit it took me a few seconds!. But look carefully and you will see penguins holding microphone booms in otherwise classical illustrations of well-known literature. The ads are for Penguin’s new audiobooks and are a clever and amusing way to communicate the novelty.

To sum up my findings from this quick analysis, the winners have three points in common:

      • Their messages are clear and simple to understand
      • They connect emotionally with their audience
      • They offer the viewer something in return for their looking at it

All these ads clearly demonstrate that working with customer understanding and insight increases the likelihood that your communications will resonate with your target customers. Now we need to wait until next year to see how well these ads perform in impacting the sales and images of the brands. Which of these will be the real winners of Cannes? I would love to hear what you think.

If you would like in improving your own communications, or in understanding and engaging with your customers, whether using traditional or new media, then why not give us a call? Let us catalyze your own communications with some of our unique tools; contact us here.

C³Centricity uses images from Forbes and AdWeek in this post.

The new marketing man is a brand manager

Are P&G Right to End Marketing?

In the last couple of weeks, there has been a tremendous amount of discussion around P&G’s decision to change marketing into brand management.

The consumer products world closely watches whenever P&G announces changes, whether to their strategy, marketing or in this case their organisational structure. As this AdAge article (herementions “P&G seems well out in front of the rest of the marketing world — or what used to be known as the marketing world — on this”.

As businesses have become more social, there have been a lot of articles about marketing. Some have spoken about the need for marketing and IT to get together, if not even merge in some way (See this Forbes article). Others have proclaimed the end of the CMO’s position altogether, including the infamous piece by IMD’s President Dominique Turpin “The CMO is Dead ..… Welcome to the CCO. Then there have been even more articles challenging marketing to show their worth and suggesting metrics to prove their ROI (See Fournaise 2011 study of 600 CEOs or Forrester’s Marketing Performance Management Survey).

The fact that there have been so many different pieces on the topic over the last year or so, suggests to me that marketing is still vital for and extremely attractive to business, but that it is in desperate need of reinventing itself. I believe this is behind P&G’s move.

At the end of last year I wrote a post proposing what I thought would and wouldn’t change and what needs to. Six months on, in light of P&G’s announcement, I thought it useful to review my list:

What will change

  • Marketing can no longer work alone in a silo; it needs to become more collaborative and more commercial or business oriented. It can no longer remain fuzzy and hide behind claims that its ROI is difficult to measure.
  • Understanding customer service opportunitiesThe sales funnel will be (has already been) replaced by the purchase decision journey, which will be a multi-layered, flexible representation of the route to purchase. For more on this, read “How Great Customer Service Leads to Great Customer Loyalty”.
  • Advertising and messaging TO the customer will be replaced by valuable information made available FOR the customer. In line with the longer sales journey and multiple online consultations, communication will become more informative, more useful, more timely.
  • Local will no longer be geographic but “Native”. Whether it’s language, habits or interests, customers will be targeted on their similarities that will rarely, if ever, include geographical proximity.
  • Mobile web consulting will become the norm, so brand sites need to become adaptive. Content will aim to inform, educate and entertain first and foremost, rather than sell, and websites will become flexible and adaptive to the differing screens and customer needs.

What won’t change

  • The customer is still the king, but content joins the ranks in almost equal position, needing more respect and value, and less commoditisation. For a great post on this read “5 Ways Content Marketing Must Change in 2014”.
  • Recommendations will remain a vital part of choice and decision-making, but they will no longer come from just friends and family. They will come from organised collection – think TripAdvisor or Angie’s List – or from (self) proclaimed experts through their Blog posts and faithful followers.
  • Customer (consumer) understanding remains vital and in fact the need for understanding will even increase as customers will be in constant evolution.

What must change

  • We are all swamped with messages and information and yet – perhaps because of this – our attention span is declining. Messaging must become shorter and simpler as people use headlines to decide whether or not to stick around.
  • In addition to the increased need for informative content, it will need to engage as well as (or is it more than?) inform. Storytelling will become an essential skill for marketers, both internally and externally.
  • Wearable technology will totally change our where and when decisions of messaging. The customer will not only be in charge of what messages are received but when to be “visible” to receive them.
  • The old marketing funnel to advocacyHaving changed the sales funnel to a path to purchase, the usual loyalty funnel no longer works. The simple path from awareness to loyalty will be replaced by a constant and consistent battle for trust. What’s more it will never be truly “won” as customers continue to be fascinated by novelty.
  • Marketing can no longer depend on creativity alone. It won’t be enough, as if it ever was, and marketers will need to get (even more?) comfortable with their BigData and its usage.
  • Customer understanding will come from multiple sources and market researchers will become understanding analysts responsible for turning the unstoppable flow of information into the organisation, into palatable morsels of digestible stories.

Although I didn’t predict P&G’s change, it does in fact address most of the above, by combining four functions under the new title of Brand Management: brand management (formerly known as marketing), consumer and marketing knowledge (their name for market research), communications and design. At least by combining these groups under a single leader they will be forced to work less in silos and there should be more and better collaboration. Only time will tell if this move will be successful.

Do you think P&G’s change is the right move? Will you consider doing something similar? I’d love to hear your thoughts, especially if you are, or aspire to the “old” CMO or marketing roles. 

If you need help in adapting to the new world of marketing, why not work with one of the new breed of marketers? Someone who combines cultural sensitivity with creativity and technical know-how; a catalyst for the change your organisation needs. Contact us here and let’s discuss your needs.

C³Centricity used an image from Microsoft in this post.