MarketingSherpa Blog

Location, location, location. No, I’m not talking about real estate, I’m talking about event marketing.

The location of conferences, summits, conventions and user groups is critical to their success. People don’t just go to events to network and learn how to do their jobs better, they want to go to a city they would really want to visit on vacation, like Orlando, or Denver, or Washington, D.C.

Or at least that’s how it used to be. Now, everything has changed. Event attendees are no longer looking for flashy cities, they’re looking for budget-friendly destinations. Reasonable flights. Inexpensive hotel rooms. Goodbye New York City, professionals want to head to cities like St. Louis and Nashville for their industry events.

Here’s the thing. I don’t know which of the above statements is true. We were debating this very challenge, perhaps a similar challenge you’ve faced when planning your own events, in our latest event team meeting.

Share your opinion for a chance to win a $1,695 marketing summit ticket

So, we thought we’d start with a little unscientific, qualitative research. Simply put, which city or cities would be most appealing to you for a future marketing event? Let us know from the list below for your chance to win a ticket to a future MarketingSherpa Summit, such as B2B Summit in San Francisco or Boston, Email Summit in Las Vegas, or, well, you tell us….

(and if there are any cities we’re missing, feel free to let us know in the comments section below)

***UPDATE***

Congratulations to  Carol Reid, Owner/Marketing Consultant, Carol Reid Marketing, winner of a free ticket to a MECLABS summit. She has chosen the upcoming B2B Summit in San Francisco.

Related Resources:

Event Marketing: Regional customer forums improve field events attendance rate by 150%

Never Pull Sofa Duty Again: Stop guessing what your audience wants and start asking

Marketing Intelligence: 3 ways to better serve your customers (and your bottom line)

The Indefensible Blog Post: Actually, the old rules of marketing are pretty good

Recently, my colleague Brad Bortone forwarded me an inquiry from one of our readers, who asked the following:

–

Can you provide any insight into why my newsletter emails would receive a 10% unique CTR and a 3% open rate? Aren’t open rates generally the larger number?

We use XXXXXXXX as our email service provider. Could this be related to how our newsletter renders in the preview pane of email clients?

–

In thinking about this, I realized that many email marketers may be asking the same questions, and could benefit from an extensive reply. Besides, I don’t get much mail around here, so I was excited to help out.

Here is what I wrote in my initial reply: Read more…

Sometimes it’s helpful to challenge the model. And from time to time here on the MarketingSherpa blog, I’ll risk alienating my marketing blogger colleagues by publishing a post that calls into question what everyone else is writing about.

Ah, who am I kidding, I love stirring up the pot.

Today I want to talk about the “Old Rules of Marketing.” If you listen to the conventional wisdom, the old rules of marketing are dead, and there are absolutely new, ingenious, never before-thought-of ways that we’re supposed to market.

So I went up into my attic, dusted off my trusty tome “Ye Olde Rules o’ Marketyng” (picture one of those scenes where Indiana Jones opens a crypt that’s been closed for centuries) and I found…

Well…

Actually, the old rules of marketing are pretty darn good. See, all this digital stuff is pretty cool, and has certainly changed a lot of things. But we – you, me, and the other 6 billion or so inhabitants of our planet – are pretty darn similar to the people that came before us. Human nature has not changed as quickly as communication technology.

After all, in the end, “People don’t buy from websites, people buy from people” as Flint McGlaughlin, Managing Director, of MECLABS has said.

Sure the media you use to communicate with your potential customers may have changed, but the fact that you are communicating with potential customers has not. So let’s take a look at some of the old rules of marketing that I learned when I was just an eager young marketing pup, and see what you can still learn from them today … Read more…

When you think of marketing automation software, you likely think about B2B companies with those long sales cycles, and extensive lead nurturing and scoring to help move prospects through the pipeline. Because at B2C companies the distance from prospective customer to paying customer can be so short, realistically, marketing automation isn’t a necessary tool for many consumer marketers.

And just because marketing automation isn’t a great fit for many B2Cs, it certainly deserves more attention at any company with a longer sales process. Read more…

Lead nurturing is an important part of the longer B2B buying cycle. Not every lead generated is completely ready to become a customer.

Having a process in place that keeps that person in the buying cycle allows you stay visible and provides regular touch points for the nurtured lead. Most lead nurturing programs are very content-heavy and include phone calls and emails sent to the lead offering industry or company information they might find useful.

Lead nurturing by telephone is the more time-intensive effort. Phone calls also offer the opportunity to create a strong connection with the lead. It’s relatively easy to set up an automatic email send with a link to an interesting industry article, or with a white paper attached as a PDF. A phone call provides a great opportunity to discover more information about your lead’s buying cycle and what content they find most valuable.

When calling that lead, you may run into the same problem faced by any teleprospector conducting anything from cold call sales all the way to reaching out to customers — the gatekeeper.

That’s the person somewhere along the trail of that phone call takes that simply says, “No, you cannot speak with that person.”

So if you have a teleprospecting team making these nurturing calls for you, you must make sure that they have more than a great script. They must also have a successful process in place to actually get a hold of the decision maker or influencer.

Three tips to get past the gatekeeper

Facing that roadblock can be frustrating, but Brandon Stamschror, Senior Director of Operations for the Leads Group, MECLABS (the parent company of MarketingSherpa), has three tips to help you reach the person you want to speak with. As part of our Leads Group, he has plenty of experience picking up the phone and reaching out to prospects and leads. Read more…

Reacting to an increasingly competitive marketing automation software field, last spring Eloqua created an independent content marketing department.

The idea was to bring the company into what VP of Content Marketing at Eloqua, Joe Chernov, described as the “marketing 2.0” world — the shift from transactional marketing to social/conversational marketing.

Early in the process of putting its content marketing strategy together, Eloqua decided to differentiate itself from the competition by putting a strong emphasis on visual appeal and design elements. This means releasing a steady diet of infographics, and putting more attention on design in live events and even the typically stodgy old white paper.

Build, buy or hire?

Because visual appeal was going to be a key aspect of all its content marketing efforts, getting the right people to execute the design work was very important to Eloqua. Typically two options are considered:

• Create from scratch or utilize an existing internal art/design department within the company
• Find a vendor and pay them by the piece for each design project.

Eloqua went a third direction. It found a design firm doing the work Eloqua was looking for and put them on retainer.

And even more unconventionally, Eloqua actually gives that firm — JESS3 — prominent credit for all its work.

Example of JESS3's work (click to enlarge)

Joe says, “We give them a shout-out for everything they create and I have gotten some pushback internally saying, ‘Look, we bought this.'”

He adds, “My view is, ‘Why not?’ JESS3 is a really hot company. And if somebody is putting their name on something, aren’t they going to do the very best work versus if their name wasn’t on it?”

Joe also says Eloqua is getting additional social media and other benefits by connecting their B2B brand to a design firm with a completely different following. When a content piece, blog post or press release goes out mentioning JESS3 alongside Eloqua, the design company’s fans share those links with an entirely new demographic. And that, Joe explains, gives Eloqua additional “top of the funnel” exposure.

Sometimes reality steps in …

And every once in a while something happens that puts an easy-to-see monetary value on taking the unconventional route. Unexpected changes in content marketing publishing plans can leave a team scrambling, and paying additional fees to contract-based creative talent.

I’ll let Joe explain just that occurrence with a recent major content piece, and how having JESS3 on retainer saved Eloqua time and money:

On June 28th the Social Media ProBook was declared final. Done. Complete.

The final version had been approved and it would be published the following day. I’d even made a quip to the team, “Not one more damn edit. I don’t care if there is a typo or two. We’ll survive. This project is ‘a wrap.’ It goes live tomorrow.”

Then, later that same day, Google+ launched. How could we go live with the “social media pro’s” book on social media without so much as mentioning Google’s long-awaited re-entry into the space? We couldn’t.

So I over-ruled myself, and we scrambled to insert a section on Google+, a section that had a major impact on page layout. Had JESS3 been paid by the project, this significant last-minute change may have been an “outside of scope” addition. After all, I had just emphatically declared the project complete. But given the retainer model, our relationship isn’t a series of discrete projects, but rather a constant hum of collaboration, output and refinement.

In the case of the Social Media ProBook, we refined it after it was “final” but before it was published, thanks, in large part, to the continuity that comes with a retainer.

Related Resources

Content Marketing: Four tactics that led to $2.5 million in annual contracts (Members library)

SEO Tactics Chart: Creating content is the most-effective tactic — here’s how to get started

Inbound Marketing: Unlock the content from your emails and social marketing

Content Marketing: Should you lure a journalist over to the “dark side?”

Content Marketing: Analytics drive relevant content, 26,000 new monthly visits to blog (Members library)

Content Marketing: Inbound strategy pulls in 25% more revenue, 70% more leads (Members library)

Marketing Strategy: Revenue-oriented approach leads to 700% two-year growth (Members library)

Lead Generation: A closer look at a B2B company’s cost-per-lead and prospect generation

Lead Generation: Testing form field length reduces cost-per-lead by $10.66

You’re in a meeting. The CEO asks the CFO what he thinks about something. The CFO tells the CEO what he thinks, and the CEO nods. He accepts the CFO’s answer.

The CEO then asks the head of product development about something, and the same thing happens. Acceptance. Respect.

Then, the CEO asks you something. You answer. The CEO starts questioning you, listens half-heartedly to your answer, then turns to others in the room and asks their opinion – about a marketing issue!

Why does this happen? Why don’t you just “get the nod?”

Because you are making a fundamental mistake. You are basing your advice – and staking your reputation – on what you know about marketing, rather than how well you know your customer.

Who is your customer? How did that customer find you, and why did he buy from you? What does that customer tell others about you? Even more important, what does the customer wish your company would do for him? That knowledge is your only true source of power. You may think you know these things, but in my experience, you’re probably missing the mark. Everyone else does.

I’m going to teach you how to change this “no nod” dynamic for good, in my keynotes at the B2B Summit in Boston and San Francisco. I’m going to teach you how to get the information you need from customers, present it to management so they “get it,” and make the kinds of decisions – strategic and tactical – that will not only give you the nod, but give you the kinds of results that every marketer wishes they could deliver.

But before I put these presentations together, I am going to “eat my own dog food” as we used to say in Silicon Valley. I practice what I preach.

I want to interview you

If you’re coming to a B2B Summit, I want to talk to you to make sure that what I present will address your very specific concerns, and will give you practical, take-it-back-to-the-office-and-make-it-work advice.

As I interview you, you will have the chance to experience a proven, customer-intelligence-gathering interviewing process first-hand, as the customer. This will help you when you start to put those new, “get the nod” practices into action in your own company – and in your career.

I will only need to talk to about ten of you, so if you want to be part of this process, let MarketingSherpa know now. I only need your name and email address; I’ll contact you to set up a phone appointment.

Thanks, and I am looking forward to our conversation.

Related Resources

Marketing Career: How to become an indispensable asset to your company (even in a bad economy)

The Indefensible Blog Post: Forget Charlie Sheen, here are 5 marketing lessons from marketers

The Data Vs Creativity Debate: Is successful marketing driven by analytics or art?

Guided by Buyers: Four tactics to create a customer-centric sales and marketing strategy (Members-Only Library)

B2B marketers are increasing their investments in inbound tactics. Don’t just take my word for it. When we surveyed 935 of your peers for the MarketingSherpa 2011 B2B Marketing Benchmark Report, 60% said they were increasing investment in virtual events and webinars.

But what does it take to produce an effective webinar? A virtual event that will grab people’s attention and encourage them to leap into your funnel, as opposed to check their email while you ramble on?

At MECLABS, we produce some pretty popular webinars. I’m not trying to brag about our crazy webinar skills. The truth is, we invest a lot of resources in these. And that’s why they’re good.

So when webinar director, Austin McCraw, presented me with an org chart of the roles that we fill during the average webinar, I thought it could be very useful to the MarketingSherpa audience.

Now, when I saw we invest a lot in these webinars, these are not full-time employees dedicated solely to webinars. Webinar director is not Austin’s official title. And on one webinar or another, I’ve filled every role we’re about to discuss. You will very likely have one person fill more than one role.

But I think this org chart may be helpful to you because it gives you an idea of all the bases you should consider covering for a successful, interactive webinar with your audience.

Producers

In Hollywood, the producer is the money man. The one investing in the film, but also ensuring it makes money (or, in Mel Brooks’ “The Producers,” loses money).

In the marketing world, the producers are likely marketing managers, product managers, and business leaders that fund the webinars with their marketing budgets, and seek to generate profitable leads or valuable lead nurturing from the webinars.

It is crucial to ensure producers are involved in the entire webinar process, so everyone is clear on the goal for the webinar and the value your company expects to derive from it.

Director

You don’t need Spielberg, but you do need one central decision maker. Webinars are live productions, and as with any live event, (even when it is virtual) things can and do go wrong. You need someone who is quick on their feet and has the guts to be able to call the tough shots. Your Internet connection died. The slides aren’t advancing. The audio isn’t working. What do you do? Quick, you have 12 seconds to decide before your audience starts dropping off the webinar.

Writer/Stage Director

A good webinar is filled with well-thought out content that guides your audience through a logical thought sequence, much like a film or story would. You need to not only create that content, but prep your presenters for exactly how to deliver it. Virtual stage blocking, if you will.

Technical Director

You can’t host a webinar without technology. And as with any technology, it helps to actually know how to use it. You’re far less likely to have a Skype chat pop-up that reveals company secrets live to the audience if you actually know what you’re doing and don’t have to ask “what does that red button do?”

Our setup for the MarketingExperiments Web clinic is quite complex, complete with a mixing board, handheld and wireless microphones, and an Apple computer running Final Cut Pro to capture the live audio for our Web clinic replays.

You don’t need to go to this level. But you do need to know, or have someone who knows, how to actually use the webinar platform.

Audience Supervisor

Sure, you could drone on for an hour about all the features and benefits of your product. Or, you could actually respect your audience (and capture their attention), by including them as much as possible in the webinar. That is, after all, the benefit to your audience of taking an hour from their busy day and actually attending a live event.

The audience supervisor not only tries to maximize interaction points with the audience, but also monitors the audience’s feedback and reactions to constantly make the course corrections needed to optimize the performance while the webinar is being conducted.

A good speaker naturally does this before a live audience, gauging the reaction – from boredom to engagement – and changing the presentation as she goes. This is harder, but not in possible, in a virtual event, so your presenters are going to need a little help and guidance.

Main Presenter

The main presenter is essentially a moderator. Someone who can act as an advocate for the audience. He’s Ed Sullivan, Johnny Carson, Oprah Winfrey, Terry Gross, Bill Maher, Ira Glass. The kind of person that can relate what a technical expert is saying to novice listeners.

Another important skill is the ability to tie disparate parts of the presentation together into a natural flow with well thought-out segues. And, with the audience supervisor’s help, tie in audience comments, questions, and other interaction.

All very naturally. All part of the flow. All part of the show.

Presenters

Your practitioners and subject matter experts are why people tune in to being with. But they’re not necessarily expert presenters. And that’s one reason why you have everybody else in this org chart. To support these guys…your well-coddled stars.

The main presenter may certainly well be one of your subject matter experts or practitioners, but it takes the right set of skills and the right personality to pull both roles off well.

Monitors

The monitors support the audience supervisor and, based on your resources, they all may be one and the same. They engage with your audience using virtual platforms – responding to questions, probing the audience for feedback and interaction, providing supplementary resources, and solving problems. We’ve found that the Q&A function in the webinar platform, along with a hashtag on Twitter, are good platforms for interacting with our audience.

You should also have a technical monitor making sure the audio and slides of the webinar are streaming well and actually working. It could be someone in a different room or even a different city. Your other monitors should pick up on this if they’re listening to audience feedback, but it never hurts to know something isn’t working before your audience starts complaining.

Related resources

Marketing Webinar Optimization: Five questions to ask yourself about webinars

New to B2B Webinars? Learn 6 steps for creating an effective webinar strategy

Free webinar, Wednesday, July 20 — Copywriting on Tight Deadlines: How ordinary marketers are achieving 200% gains with a step-by-step framework (educational funding provided by HubSpot)

Free webinar, Thursday, July 28 — How to create engaging content for successful lead generation

While digital marketing and social media are all the rage (and rightly so), there are a number of reasons for B2B marketers to use teleprospecting as a foundational element of their lead generation strategy.  In fact, for those marketers who don’t own the teleprospecting function, here are nine reasons you should.

If you are trying to reach prospects who won’t spend more than $10k to $15k per year for your products or services, then using the phone for lead generation will probably not prove economically viable. You need to use lead scoring and route those leads to an inside sales team or your indirect channel.

If you have higher value deals, teleprospecting can be a valuable tool.

It is especially useful for pilots. Consider these four ways you can use teleprospecting in a pilot scenario:

1. Conduct end-to-end lead generation. Teleprospecting can function as an end-to-end lead generation capability. That is, you can generate demand and then qualify and nurture leads all within the teleprospecting function. That means there are fewer moving parts. For those marketers that need to demonstrate the potential of lead generation, fewer moving parts simplifies measurement and coordination issues.
2. Leverage small sample sizes. The conversion rates are usually much higher with teleprospecting than with other forms of contact so the sample size can be much smaller. This factor is especially helpful if you want to focus on large accounts where the deal sizes are often large and the number of accounts to call is low.
3. Gain valuable market feedback rapidly. You can get on-going quantitative and qualitative market feedback. If you have digital recording technology, you can even hear exactly what customers are saying. I love statistics. But sometimes, to more deeply understand market behaviors and attitudes, you must hear how potential customers respond to your value proposition. In fact, even if you can’t conduct a statistically valid test, you can use teleprospecting to get directional indicators and then leverage more scalable media.
4. Experiment. Because of this depth of feedback, you can experiment extensively with targeting, messaging, cadence, and integration with other channels and then make rapid course corrections.   For example, you can test leaving voice mails or not, the timing of calls and emails for both lead follow up and for lead generation, the interplay between phone and email, and much much more. This is a factor that is inexplicably under leveraged by B2B marketers.

Measure the ROI

Let me add a final word about measurement in a pilot.  From an executive standpoint, there are two ways to measure the financial benefit of teleprospecting:

1. As a tool for qualifying and nurturing leads. The issue is whether the added cost is worth it.  The simple equation would be this:

ROI = (cost of generating inquiries + cost of teleprospecting + sales costs)/revenue from the qualified leads.

That will give you an expense-to-revenue ratio that your CFO will appreciate. The reason to include sales costs is because the quality of leads can either increase or decrease sales productivity.

2. As a demand-generation channel. In this case, you are looking at teleprospecting as one of many ways to generate demand and so you’re trying to see where it works best so that you can allocate sufficient budget to it relative to other choices.  The simple equation would be this:

ROI = (cost of teleprospecting + sales cost)/revenue from the qualified leads

If you were integrating outbound teleprospecting into other forms of outbound contact (e.g., following up a direct mail package with a phone call), then you would need to include the costs of all of the integrated demand generation channels.

You may need to estimate sales costs.  One way to do that is to set up a control group that gets leads and one that does not.  You can then get sales budget numbers for each group.   

Make sure the lead volume uses as much of the sales capacity of the test group as possible.  Then you can simply measure the revenue difference between the two groups.

The good news is, it’s not uncommon for teleprospecting to yield at least 20 dollars of revenue for every dollar of investment. So the ROI is often outstanding.

Related Resources

Lead Generation: 4 critical success factors to designing a pilot

Lead Generation: How to get funding to improve your lead gen

Lead Marketing: Cost-per-lead and lead nurturing ROI

B2B Lead Generation: Why teleprospecting is a bridge between sales and marketing

I’m sure you’ve seen these blog posts before. They’re looking for a hook, so they throw a topical subject in the title to get you to click, and then share the deep marketing wisdom that you would naturally expect to learn from Charlie Sheen, The Bronx Zoo Cobra, and Justin Bieber.

I thought of this topic the other day because we actually did something I just knew we would never do on MarketingSherpa. We published those two proper nouns – Justin and Bieber – right next to each other.

In fairness, it was in an excellent email marketing case study about a very impressive trigger alert program, and Justin Bieber was only used as an example of search keywords this events company was targeting. But you better believe Senior Reporter Adam Sutton endured a relentless week of teasing for including the Biebs in his case study. There were the Photoshopped pictures. There were “Belieber” taunts.

Why? Because, and here is my indefensible blog post (with a hearty tip o’ the hat to Esquire magazine), marketers can’t learn anything from Justin Bieber. Or Lady Gaga. Or that kid who got his 15 minutes of fame for pretending to be in stuck in a weather balloon.

Think about it, what are 3 lessons from Charlie Sheen? 1. Be born to a famous dad. 2. Get a formulaic but highly rated sitcom. 3. Have an extremely weird but very public meltdown (using social media)

Does this really help your marketing campaigns? Get some ideas to generate more leads? Increase sales?

So, here’s the approach we take at MarketingSherpa. Perhaps the best people to learn marketing lessons from are…wait for it…actual marketers. That’s why we survey more than 10,000 marketers every year for our benchmark reports. That’s why we conduct more than 200 interviews every year for our free marketing newsletters. That’s why we invite dozens of marketers to present their case studies to their peers at our summits. And that’s why I’m writing this blog post today.

So, if I had to break down five marketing lessons I’ve learned from marketers, I would say…

1. Successful marketing comes from hard work, not “secrets” and “tricks”

Internet marketing is flat out hard work. The successful marketers I’ve seen go-to-market with a regimented marketing plan.

They understand what KPIs are key to their success – both the intermediate metrics that will help them make course corrections, as well as the key results that are critical to their business leaders.

They find ways to tear down artificial silos in their organization – between Sales and Marketing, between online marketing and offline marketing, between email marketing and social media marketing – to facilitate a cohesive funnel that drives customers to conversion.

They tame unwieldy, disjointed technology platforms to create tools that improve marketing campaigns and create clear, unified reports. They do this even though they don’t have a tech background. They do this even if it means having long conversations with IT about why Ubuntu is better than Windows.

But they don’t have “secrets to Internet marketing success.” And they don’t have “10 supercool tricks to boosting SEO.” They have war stories. And if you can get just a few minutes in their busy day to hear them, you just might learn something.

The battles are won in the trenches.

2. Your customers don’t care about your emails, your PPC ads, or even your TV campaign

They don’t even care about all that fun inbound stuff like your blog posts or YouTube videos. And they certainly don’t care about the latest features of your product, your mission statement, or your corporate structure.

They care about doing their jobs better. They care about having clean water for their kids. And they care about taking their wife out for a 12^th anniversary dinner that she’ll never forget.

Never confuse a feature with a benefit. And never confuse a marketing “benefit” with what really matters to your customers.

3. Successful marketers have losses

This is marketing, folks. You don’t have to be one of the “crazy ones,” but you do need to push the limit on what your company thinks is possible.

As Theodore Roosevelt said, “There is no effort without error or shortcoming.”

If you don’t have losses – a “negative lift” on a test, a failed product launch – you’re not pushing hard enough. And if you don’t have losses, you’re not really learning anything. You’re just guessing.

The great thing about digital marketing is that it has never been easier to learn about your customers. You’ve got real-time data you can analyze and an endless possibility of tests you can run. Test two headlines you simply can’t decide between, two offers, two entirely different approaches against each other in a real-world, real-time environment and let your customers tell you which one is better. Test new landing pages against your top performers.

Sure, it’s scary, you might lose. But if you do it right, you’ll definitely learn.

4. Strategy is better than skill

This is something that I’ve heard Dr. Flint McGlaughlin, Managing Director, MECLABS, say in almost every meeting I’ve had with him. Drill it into your team as well.

Marketers are all too used to having a goal placed in front of them – double leads, gain market share – and churning and burning and blasting and using every tool they can think of to hit that number. Just…one…more…email send…will do the trick.

Sometimes it helps to step back and look at the big picture. Is it worth scrapping and fighting for a tenth of a point of market share with your fiercest competitors? Are you inundating your lists with offers?

Take the time to step back from the marketing machine and determine what your value proposition truly is. Don’t dictate your value to your customers. Discover what they find valuable about your products and services. Why do they put their job on the line to hire your consultants? Why do they part with their precious cash to buy your products?

As with any job, you can work harder, or you can work smarter.

5. Be the customer advocate

As a marketer, you spend almost every waking moment making a proposition to the customer. That makes every customer your customer. So make sure your company comes through.

Stay in constant contact with customer service, product development, services, manufacturing, and sales to make sure you are truly serving the customer. What are customers complaining about? What are you doing right? How can you make their lives easier, better, smarter, more fun, more fulfilling? Are sales reps over promising? Does everyone understand the value proposition of your brands? Do you all speak with the same voice? Do you walk the walk and live the brand?

Hey, that’s no easy task. But if you’re looking for easy tasks, you’re in the wrong business. See point #1 above.

Your customer is empowered like never before in the history of commerce. Today, you must assume that every customer is a publisher as well. How would you react if you knew the editor of The Wall Street Journal was eating in your restaurant, trying on a suit in your store, or purchasing your software platform? There is no quicker way to sink your brand and your marketing campaign, and the huge amounts of time and money you have invested in them, than by ticking off the editor.

You know what you expect when you’re the customer. Under promise and over deliver.

And to over promise to you, my audience, my customer, I dug up a sixth lesson. But instead of telling you one more thing I’ve learned from you, I asked author and behavioral expert, Beverly Flaxington, what she’s learned from marketers. Beverly has built her career around understanding other people. Here’s what she had to say…

6. Provide your audience the context

In too many cases, a marketer develops information and materials based solely upon the data and information about a particular product or service. The marketing material reads like this: “We do this. This is what we do. This is how we do it.” It’s a great deal of data without a lot of context around why it is important to the targeted audience.

The missing component is the “So what?” What’s so important about how you do what you do? Why should someone care about it? What is it going to do for them and how will it do it? This goes deeper than the idea of selling benefits. It actually asks the marketer to create language that speaks TO an audience about their needs, and helps that audience to easily make a connection as to why what the marketer is proposing is good for them.

As you develop materials or write marketing copy, ask yourself the “So what?” question as you make statements and provide information. Think in terms of “This is good for our audience because…..” The process can be very eye-opening because instead of assuming that someone will get why what you’re saying is so important, you can more likely guarantee they will understand!

Thanks for reading today’s blog post. Stay tuned to the MarketingSherpa blog next week, where we’re going to talk about what marketing lessons you can learn from Michele Bachmann, New Mexico wildfires, and Greek debt.

Related Resources

Evidence-based Marketing: This blog post will not solve your most pressing marketing challenges…yet

Loyalty Marketing: How to get customers to stick around (and keep buying)

The Last Blog Post: How to succeed in an era of Transparent Marketing

The Last Blog Post: Marketers must embrace change