connect: November/December 2017 by Fineline Printing Group

ENGAGING MARKETING MINDS NOVEMBER/DECEMBER 2017

THE HUMAN AGE

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publisher’s note

in this issue

A BIG IDEA t probably goes without saying that we’d all love to be one of those people with a big idea. The kind that rivals Steve It’ll Take What’s in That Jobs’ iPhone, Jeff Bezos’ Amazon or Mark Zuckerberg’s A Miracle Secret Sauce? Facebook. 09 05 Some of us would even settle for a mid-sized idea that would impact both the company’s bottom line and 02 Cover Story............................................... The Human Age our personal bank account. But it seems like there is a 06 Feature..................................................................... Tunnel Work widespread belief that big ideas are relegated to a few and are mostly the by-product of luck. 10 Quick Hits............................................................................. Insights The fact is, though, big ideas aren’t hatched by a rare 12 Infographic........................................ Content marketing breed of lucky entrepreneurs. Instead, they come from strategies paying off as regular people who are willing to ask the right questions marketers increase play and stay open to new ways of looking at the world. To believe that serious creativity doesn’t live within all of us is 13 Trending With................................................. Andy Slipher a cop out. Leaders are driven by asking the questions that others have LEADERS ARE DRIVEN BY ASKING THE QUESTIONS not. They don’t buy into the THAT OTHERS HAVE NOT. THEY DON’T BUY INTO concept of the status quo and THE CONCEPT OF THE STATUS QUO AND THEY’RE they’re inspired to question INSPIRED TO QUESTION AGE-OLD ASSUMPTIONS. age-old assumptions. Finding the next big idea is about fostering a culture of questioning. The truth is that each of us can open our minds to the possibilities of innovation. The biggest difference between Steve Jobs and the rest of us is that he was willing to question generally accepted truths and test his beliefs. There are plenty of people who think the ROI on social marketing is remarkable and that print is tired. But there are some pretty forward-thinking people who would argue that print is the most intimate way to engage outside of Publisher human contact. Fineline Printing Group So, whether we’re inventing the next disruptive business model or utilizing the haptics of print, we’re allowed to challenge assumptions. We Managing Editor can examine the importance of asking what’s next and decide to broaden Lisa Young our perspectives. Art Direction As we begin to turn the page on 2017, we hope to help you ask more Michelle Coy questions. And we hope that this issue answers a few. Our cover story,

“The Human Age,” asks how we can earn and maintain consumer trust in a very transparent world. Our second feature, “Tunnel Work,” examines why managing workflow should be based on your clients’ demands. We wish you a year full of questioning and big, big ideas.

Warmest regards, Richard Miller, Owner & CEO

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WHY TRANSPARENCY MATTERS TODAY BY CHARLES LUNAN

“THERE’S NO GOING BACK, AND THERE’S NO HIDING THE INFORMATION. SO LET EVERYONE HAVE IT.” – Andrew Kantor

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HE TRUTH IS OUT THERE. MAYBE THAT’S WHY GLOBAL BRANDS HAVE INVESTED BILLIONS OF DOLLARS IN DIGITAL PLATFORMS OVER THE LAST DECADE IN A BID TO KEEP UP WITH THE RISING DEMANDS FOR TRANSPARENCY. AND THE DEMANDS – AS WELL AS THE BUDGETS – CONTINUE TO INCREASE.

“If brands are dishonest about their products and what they can offer, it’s not hard for consumers to quickly find and access honest feedback from other consumers to inform their decisions.” – SARAH SPIVEY, CMO, BAZAARVOICE

Facebook, Twitter, Google and YouTube know all about this. All of them are having the validity of their brands tested as investigations into the credibility of what they have allowed to post (in many cases, without verifying) is being called into question. Today, consumers demand transparency. They demand that brands be up front about what they are selling, how they are selling it and how their visions play into the big picture. And this transparency is becoming particularly urgent now that members of Gen Z are reaching their 20s – the time when consumers typically forge relationships with brands that help them achieve or express their aspirations. If a connection is made, those relationships can endure a lifetime. Much has been written about how the 2008 financial crisis made Gen Z more skeptical than preceding generations and sent them on a quest for authenticity. They favor transparency, honesty and practicality over popularity and slick marketing, according to dozens of surveys, hundreds of consultants and thousands of articles. But focusing too much on Gen Z risks overlooking the larger point. Smartphones and social media have dramatically enhanced the capacity of all consumers – not to mention congressional investigators, regulators and activist groups – to hold brands accountable when they don’t live up to their promises. “If brands are dishonest about their products and what they can offer, it’s not hard for consumers to quickly find and access honest feedback from other consumers to inform their decisions,” says Sarah Spivey, CMO for Bazaarvoice, which provides customer review software for about 5,000 brands, including Best Buy, GEICO, Microsoft, QVC, Sephora and Samsung. Transparency becomes more important the higher a brand fits into psychologist Abraham Maslow’s five-tier hierarchy of needs. People struggling to fulfill their basic physiological

WHAT’S IN THAT SECRET SAUCE? Perhaps no market segment has been forced to be transparent like the food industry. In an era when many affluent consumers say they want more sustainably produced and healthy food, brands that advertise “our secret sauce,” or simply ask consumers to trust them without offering third-party validation, risk alienating potential customers. That’s why brands must share more detailed information than ever before. Driven by an unprecedented level of transparency, brands must go beyond advertising and mandatory disclosures to win over the coveted Millennial demographic. Just how much transparency do consumers want? According to the “Label Insight Food Revolution Study,” consumers want brands to be completely transparent when it comes to food and personal care products, but they largely do not trust them to accurately provide complete product information. The survey, which polled more than 2,000 consumers, showed that when a brand offers complete transparency, 94 percent are likely to be loyal to that brand. And if they switch to a brand in favor of increased transparency, they’re likely to stay on, with 56 percent stating they’d be “very likely” to stay loyal to a completely transparent brand for life. And when it comes to the factors that encourage customer loyalty to a brand, transparency ranked at the top, with 78 percent saying they would trust a brand more if it offers product transparency. So, what information do consumers want? How do they want to access

needs on the first tier of Maslow’s pyramid won’t put as much emphasis on how their food is grown as someone striving for self-actualization on the fifth tier. That person may want to know what the chicken in the store freezer was fed, how it was sheltered and whether it was given growth hormones and antibiotics.

it? In the end, how does it affect their buying behavior? The questions are many – and important. Maybe that’s why Facebook founder Mark Zuckerberg recently promised that his company would make its advertising more transparent. And why wouldn’t he? At one point, Facebook shares fell $10, or about 5 percent, before bouncing back as investors pondered the risk of greater regulatory oversight of the company. Facebook users dwelling in Maslow’s fifth tier, meanwhile, are undoubtedly asking themselves if the brand is really helping them and others become a better version of themselves. The good news is that consumers

“The higher the level of needs that you can fulfill for your customers, the likelier the chance of earning and keeping that customer for life,” says Jaime Zepeda, a professor with the Haas School of Business at the University of California, Berkley. “Your customer’s need for esteem is fulfilled when they can feel

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tend to forgive and even reward brands that are transparent and authentic. “It humanizes them and resonates with customers,” Bazaarvoice’s Spivey says. “For example, we’ve found that when companies receive negative reviews, but respond to those reviews, it actually increases the customers’ purchase intent.” In the end, transparency shifts power from the brand to the consumer. Today, that makes your message – and how you authenticate it – more important and powerful than ever before. Whichever channel you choose, being transparent is effective because it’s necessary.

proud of being associated with you. With that pride, the partnership will broaden.” Zepeda says your customers will give you access to other tangential needs and problems that they want you to solve. “You will go beyond your original box, and partner with your customers in innovative and co-created ways.”

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TUNNEL WORK

MANAGING WORKFLOW BASED ON CLIENT DEMANDS By Michael J. Pallerino

EVERYONE ON THE TEAM NEEDS TO BE WORKING TOWARD THE SAME GOAL, AT EACH STEP IN THE PROCESS AND EVERYONE MUST COMMIT AND AGREE ON THE DESIRED OUTCOME.” – MONICA SMITH, FOUNDER & CEO, MARKETSMITH

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hile working closely with one of its larger direct marketing clients to build a database for its catalog business, Marketsmith was gathering data from multiple sources. The well included orders for some of its client’s products on Amazon, its own information and other retailers. The next step was to segment all of the information. As Marketsmith was creating the database, the client asked if it was possible to drive more volume by simply sending everyone new to the database a new catalog. Simple, right? The Marketsmith team said yes. If they could send the catalog, why not? Maybe the strategy would pay off. But as they started digging into the analytics and reviewing past experiences in such endeavors, they recommended against the strategy. There was much to be learned from the new data by using other methods. For example, consumers who bought only one item in the last six months might be better reached via an e-mail or alternate channel. While it would be more complex to determine, in the end, it would be more efficient and drive better ROI. “No plan can be evaluated without clear, meaningful KPI’s,” says Monica Smith, founder and CEO of Marketsmith, the integrated marketing-based agency that provides its clients with the tools and technology needed to make informed decisions. “Everyone on the team needs to be working toward the same goal at each step in the process, and everyone must commit and agree on the desired outcome.” The work must get done – both efficiently and effectively. But remember the Golden Rule – never over-promise and under-deliver. Sure, sometimes client

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THE WORK MUST GET DONE – BOTH EFFICIENTLY AND EFFECTIVELY. BUT REMEMBER THE GOLDEN RULE – NEVER OVER-PROMISE AND UNDER-DELIVER. demands defy logic and reason. Timelines go awry and approval processes drag. That’s why effective workflow management processes can be the difference between success and failure. “Over-promising and under-delivering is often referred to as managing expectations so that your customer will not be disappointed with the results,” Smith says. “But without transparency, there is no sharing of information, productive collaboration or the ownership of ideas and plans that are necessary for success. You never want to lose credibility with the client. That’s almost impossible to recapture.” Marketsmith developed a unique process to help manage workflows and client expectations. Called the I.P.Q.

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Approach (Intelligence. Proprietary. Quantified.), the process starts with the Marketsmith team immersing itself, side by side with its clients. That means securing an in-depth understanding of the brand, the situation, the consumers and the markets through open discussion and dialog. Next, it moves on to the automation phase, where all of the relevant data - which is crucial in this omnichannel world – is fully ingested, cleansed and interpreted through its Proprietary, patented i.Predictus analytics platform. “We visualize the data so that everybody on the team – clients and agency – can make informed and timely decisions on spend levels, mix, targeting, market influences and KPI’s,” Smith says. “Throughout active campaigns we continue to evaluate the data, together with our clients, quantify our results, measure our KPI performance, and then start the process again – immersing ourselves in the learning, refining, always finding new ways to improve ROI.” In essence, the I.P.Q. Approach is the one where everybody sits around the table together and works toward the same goal.

IT’LL TAKE A MIRACLE...

ianne McKay remembers the time she hired a marketing firm to create a new logo, brochure and website for a very specialized company she owned. The technical aspect of the services it provided was, she admits, going to be difficult to explain. Still, she says that she expected the marketing firm to perform some kind of miracle with the content. “When they told me that I had to do it, or at least get the basics down, I was actually offended and wondered what I was paying them so much for,” she recalls. “It took a lot of patience to work with a first-time user of an agency.” But McKay, the COO of Mustang Marketing, says that piece of history often helps with her staff when they’re frustrated with a client who doesn’t understand her team’s role. “I also throw a caution flag whenever a new prospect tells me they have never worked with an agency before,” she says. When it comes to managing workflow – and expectations – there should be no surprises – ever. McKay, who doesn’t even like surprise parties, says that it’s imperative to stay on the same page. And while the way your clients manage their workflow varies from project to project, communication is the key. Setting and managing expectations can be as important as the end product. “Nothing beats face-to-face meetings,” McKay says.” We try to meet with our clients on a regular basis. Additionally, a communications strategy that involves sending written updates at a regular time prevents surprises. In a world of electronic communications, it also helps to pick up the phone and make sure everyone is still working with the same expectations and that a nuance or even typo was

not misunderstood.” McKay recommends that her team provide a written follow-up to each communication that sets or resets any part of a project or campaign. “Taking the time to talk through something can save a bad surprise down the line,” she says. With new buzzwords and technology bombarding our clients every day, it is still our job to manage each one and be candid about what they’re asking for. It is also in our best interests to offer alternatives that may not be as complicated so they can make a decision that is appropriate for their needs.” If it all falls apart, that’s typically what people remember. Michelle Lewis, branding expert and founder of VisibilityVixen.com, says that

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“TAKING THE TIME TO TALK THROUGH SOMETHING CAN SAVE A BAD SURPRISE DOWN THE LINE.” – DIANNE MCKAY, COO, MUSTANG MARKETING

it is an agency’s job to clearly outline its capabilities of service – period. “That means having a plan, an outline, a course of action to take your client through. Otherwise, it’s just fluff we shouldn’t be charging for. If you over-promise and under-deliver, trust is broken irreparably. And trust is a brand’s best asset. It’s what builds customer loyalty – the lifeblood of your brand.”

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INSIGHTS

Once we know where we access our intuitive knowing, the next step is to have the courage to express it without attachment to what others think. This may require being mindful of a tendency to censor or water down the first idea or image that comes to mind out of fear it maybe judged. If a context is set in the creative process that there are no bad ideas, there should be no fear in blurting whatever comes to mind, heart or gut.” – Nick Kettles, PCC, CTI Coach Training Faculty Member, on the power of intuition

GET TO KNOW THEM

How well do you know your customer? Do you really understand their likes, dislikes or the challenges they face on any given day? These are important things to know. And there’s more. The solution is simple – just ask. As you prepare your game plan for 2018, take some time to reacquaint yourself with your customers. Following are nine simple questions you can ask, complements of Smartbrief, to help craft your mission statement and guide future marketing initiatives: 1. Who is your target buyer? 2. In what kind of company or industry do they work? 3. What are their characteristics? Age? Job title/role? 4. What does a typical day look like? 5. What are their priority initiatives? 6. What are the typical challenges they face? 7. Where is the gap in their needs and wants, beyond your products and services? 8. Where are they in the purchasing funnel? 9. Why should they care about you?

THE MILLENNIAL WAY

There’s no denying the Millennials’ place in today’s buying cycle. According to the study, “How Generational Differences Impact B2B” by Heinz Marketing and SnapApp, 38 percent of Millennials who make up B2B buying committees are responsible for research, 27 percent are influencers, 17 percent are project managers and 13 percent are decisionmakers. The report, based on data from 503 B2B professionals with buying influence, also says Millennial B2B buyers value a vendor’s community involvement and company values the most, with individual vendor employee relationships being the most effective way to evaluate solutions.

The percent of sales professionals who say they’re aligned with their marketing teams, according to Televerde’s “What Does Sales Need and Want from Marketing?” report. Based on queries to 200 B2B sales leaders, the report broke down a number of critical categories, including the biggest challenges in aligning the two groups. For example, 37 percent say that a lack of communication poses difficulties on getting aligned, while 33 percent cite differences in how sales and marketing are measured.

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The mark of greatness INSIDE THE QUALITIES OF EFFECTIVE CMOS So, you want to be a master marketer? If you’re looking to drive your brand’s vision, there are certain attributes you need. According to CMO Insights’ “The CMO Survey,” 16.3 percent say the most important quality/ability is to be the voice of your customer at the leadership table. The report was based on data from 349 U.S. senior marketers.

Here’s a look at the leading qualities you should have:

Be the voice of the customer at the leadership table

15.1% Have the ability to demonstrate the quantitative impact of marketing efforts

11.4% ant Have signific input to the d budgeting an nning strategic pla process

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16.3% Have an enterprise-wide business mindset and understanding

14.5% Have direct s ales/ customer-fa cing experience

7.2%

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ON THE RISE CONTENT MARKETING STRATEGIES PAYING OFF AS MARKETERS INCREASE PLAY OKAY, content marketing isn’t sneaking up on anybody anymore. It is no longer the new kid on the marketing block and brands aren’t asking how they should do it, but how big to go. According to “B2B Content Marketing

2018: Benchmarks, Budgets and Trends, North America” report, 78 percent say improved quality and focus have led to greater content marketing success. The report by Brightcove, the Content Marketing Institute and

MarketingProfs, shows that more than 70 percent can demonstrate, with metrics, how content marketing has increased audience engagement and leads. Here are the top factors driving their improved content marketing success:

78%

HIGHER QUALITY CONTENT

72%

IMPROVED CONTENT STRATEGIES

BETTER TARGETING AND DISTRIBUTION

50%

CONTENT BEING CONSIDERED A HIGHER PRIORITY

49%

10%

20%

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40%

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50%

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60%

70%

80%

90%

Trending with...

Strategic marketer Andy Slipher dishes on the real secrets of marketing success

Define today’s marketing landscape. Today’s marketing landscape is challenging, to say the least. There is the increasing power in the hands of customers; the quickening of expected turnaround and response cycles; the overwhelming number of media options and channels available to marketers; the deceptive idea that greater data availability automatically means better marketing and the increasing pressure on marketers to measure and produce a positive ROI. The common culprit is technology. Technology is what has driven all of the change in marketing in the last 100 years. We’re in an age, at present, where the technological change is dizzying. What is the biggest challenge marketers face? Whether they know it or not, the biggest challenge is knowing how they’re going to sustain a competitive edge and keep sales up. This may not be much different than with marketers in the past. But today’s marketer must now be able to pivot faster and manage an even greater number of executional options – i.e., media – than ever before. It’s one thing to determine a goal. It’s quite another to determine what path one needs to take to reach that goal. Do you think brands are too distracted today? In general, yes. Brands are now getting into the business of managing brands versus delivering value. This is not inconsequential, but it pushes to the forefront priorities that should not be of primary focus. It’s as if the process and the practice of image and reputation management – via media – has begun to outweigh its original purpose. Along

Andy Slipher believes that the secret to success in marketing – or anything, really – is in the steps that you take. Keep in step with your customers and one step ahead of your competitors and you’ll be able to strategically see the playing field spread out in front of you. That’s the approach he drills into his clients, which include the likes of Coca-Cola, Verizon Wireless, Procter & Gamble, Jimmy Dean Foods, Honda Motor Company, Travelers Insurance, and scores of others. The founder of Slipher Marketing says the process is all about removing distractions and then making pivotal choices. In the end, what matters are your customer, the challenge, and the potential to be compelled by an explicit promise. We sat down with the author of the forthcoming book, “The Big How: Where Strategy Meets Success,” to get his take on what today’s consumers are really looking for.

the same line is brands playing politics and cause ambassadorship - which is, at most, a mistake and, at minimum, another distraction. What are the key marketing strategies every brand should employ? I’m in the business of strategic planning, but I’m not in the practice of recommending blanket strategies. That’s the point of strategy – it defines a very particular way through for a specific problem or set of challenges. I want to be clear on that point. One recommendation I would have to any marketing team or brand manager is to get clear on your brand promise. Is it meaningful? Is it resonant? Does it have a person or persons in mind? These questions are all questions that should be asked and answered as part of any strategic marketing planning process. What is the best advice you could offer marketers today? My best advice for anyone trying to manage the marketing landscape today is three fold. No. 1 – Get clear on your

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marketing problems and challenges. Face them. If it’s a true problem, it’s never going to be easy. Get used to this idea. No. 2 – Commit to planning your marketing before you do anything with media. If you want to be more effective, stop pursuing media tactics first. No. 3 – Embrace a strategy for your marketing, and be ready to choose and make sacrifices. Choice is a key element in any good strategy, and it’s the thing many marketers find hardest to do – to not try and be all things to all customers. What does the future of marketing look like? Marketing will continue to be heavily influenced by breakthroughs in communication and technology. Brands will be less in control of their reputations than ever. Instead, it will fall much more to the court of public opinion. Consumers will continue to amass power, influence and the ability to determine - more immediately than ever - the success or failure of brands. Finally, value delivery will continue to dominate. In the end, it will still be about the delivery of value to the buyer.

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