I see it all the time. I even take advantage of it. Some businesses have too many discount sales and special offers — in fact it can seem like a permanent sale. I call this the DFS effect.
But what happens? No-one buys at full price.
Now it is, of course, very tempting to drop your prices when you have stock to move, and I am not suggesting that you don’t ever have sales, just don’t have them all the time.
If every email you’re sending out to your list is just what’s on sale, or that you’ve knocked so-and-so-many per cent off “this weekend only”, and if you send them often enough, it’s not going to take long to wipe out all your full price sales.
There is a certain children’s mail order company that I often use to buy things for my small people and I know that I only have to hang on for another week or so every time I want to buy something and sure enough a discount voucher will plop onto the doormat through the post. I am regular customer and so I know I don’t have to wait long. Now what’s silly about this is that yes I do buy when I get my discount voucher, but the business has lost my momentum, and also the cash I was ready to part with “on the spot”.
Now for a big mail order catalogue, or a large chain of furniture stores (ahem!) the continuous offers and discounting is part of a major marketing plan, but if you’re a small business you don’t always have the luxury of bigger margins and a constant flow of orders. If you’re a smaller business you value every sale, and all of those that are not at full price just mean you have to work harder or sell more (or both!). You also then set a precedent that your prices are not “real” but “inflated” (yes I know those DFS sofas were on sale somewhere for a week at £1500 but no-one was buying them, right?).
So stick by your guns and don’t be on sale all the time. Think about value-added offers instead, or extras you can include. Once you lower your prices (which is effectively what you do when you’re always on sale) it’s really hard to push them back up again to the same customers. Then you’re left with either finding new customers, or accepting that you’ll only ever be able to sell for less.
And don’t even think about offering five years interest free credit if you’re a small business either! Money up front thank you very much.
Lucy Whittington is an expert contributor to Marketing Donut and is director of Inspired Business Marketing.
There’s an important, and often overlooked, correlation between the strength of your brand strategy and the effectiveness of your marketing activity. In other words, people who have defined their niche in the market and communicate that consistently find it much more cost effective to market their businesses than those that don’t.
Have you defined your niche yet? It’s pretty simple. You look at what you’re good at, what you want to be known for and what your clients love about you. Then you look at what your competitors are doing, and what they’re known for or good at. Ideally, there will be a nice slot for you somewhere that you can occupy: your niche.
Let me give you an example. A client of ours makes widgets. Those widgets are beautifully designed and expertly made in the UK. She’s utterly detail focused and so that’s the niche she’s chosen to occupy: high quality and great design. Over the past couple of years she’s found that a lot of competitors have sprung up around her, many of which are outright copying her designs. A fair few have copied her marketing design, too – her website, brochures, etc. And because she’s been on maternity leave, she’s understandably let the communication slide. She’s slipped into a nasty situation where they’re all jostling in the same marketplace for the same clients. It’s easy to get cross and upset about this, but ultimately she’s got to “own” her space and that should fend them off. They’re not all offering the same product, hers are higher quality and she leads the field in design, so by making sure she communicates where her niche is, she can quickly and cost effectively get things back on track.
So how do you go about owning your niche in the market?
Once you’re happy that you are really occupying a “niche” (because there’s no point in directly competing with your competitors) then you need to keep that niche at the centre of everything you do. By that I mean sitting down, and actually mapping out what you’re going to do to communicate your brand position. That could be that you create “engaging brand identities and powerful marketing campaigns that help people grow their businesses”; it might be that you’re the “UK’s leading colour consultancy” or that you’re a “gardener with knowledge”.
Once you’ve defined this, map out what marketing activity you’re going to undertake to communicate this. This is such a powerful thing to do because not only will you save money (ie, you won’t be tempted by that last minute “deal” in the local newspaper to take a full page advert), you’ll also find that your marketing is a whole lot more effective because your target market will be attracted to what you do; and they’ll “get” it much faster because throughout the year you’ve been talking to them consistently. So how do you do this?
Well you find activities that will support this, and you also make sure that at every opportunity you’re reinforcing and re-communicating your brand strategy. In other words, you stay focused. Many small businesses make life difficult for themselves because they fail to carve themselves out a niche, and once they’ve got that, they rarely communicate that niche via their marketing activity.
I’m going to visit a potential client this afternoon who owns a children’s shop. This is an enormously competitive marketplace to be in: you’re competing with the multi-million pound marketing budgets of the likes of JoJo Maman Bebe, Gap and Monsoon. You can compete on a smaller scale, but you’ve got to be focused.
Once we’ve worked out what her niche is, we need to communicate that in everything she does. She already has a plan to run a competition (fantastic idea!) but she’s got to be clear on what the style of the shop is and who her target market are. She needs to make sure that when the winners’ photo shoot happens it’s done in a location that supports her brand strategy and that will appeal to her ideal client. And all the design of the entry forms and adverts needs to look instantly engaging and attractive to her audience. Once she has these photos, she needs to use them in a way that backs up her niche and makes the most of them – and that’s just one piece of marketing that she needs to think about!
“Owning” your niche is hard work. It takes focus, determination and, frankly, some investment of your time, if not your money and someone else’s time, up front. But it WILL pay off. You’ll find that you spend less time and money in the long term on marketing that doesn’t work; and you’ll also find that your marketing is much, much more effective for it.
Fiona Humberstone of Flourish
If you cast your mind back to the Budget in late March, you’ll remember there was a particularly unpopular proposal to raise the tax duty on cider by 10 per cent. In Bristol (where at least part of the Marketing Donut is based), the response to this suggestion almost amounted to civil disorder - and we celebrated mightily when the motion wasn’t passed.
Whether it was the result of people power or the simple fact that there wasn’t time to push the proposal through Parliament, we west country types considered this a major victory. Cider is a way of life in these parts and the threat to make it more costly is not something that will be forgotten quickly, as this picture taken on the day of the leaders’ debate in the city last week demonstrates.
There’s a lot more life in cider than you might think. We’re not just rural hayseeds up this way, but a surprisingly inventive bunch. Take local cider producer, Brothers Cider, who allow their customers to drive their brand through crowdsourced products.
Consumers usually vote with their hard-earned cash. Here, they’ve designed a product themselves. At last year’s Glastonbury festival, revellers mixed all the flavours sold by Brothers - Festival Pear Cider; Strawberry, Lemon and Toffee Apple — into an exotic cocktail.
Sensing an opportunity, Brothers turned to Eric — their ‘doctor of yeasts and fermentation’— and asked him to create a more refined and commercially viable version. In the same week that Tesco launched the curious chilli-flavoured cola as a summer beverage, Brothers unveiled Tutti Frutti Pear Cider.
We caught up with Matthew from Brothers to find out more about what makes them tick.
You’ve used surveys in the past to gather information on what customers think of your products. Have the results led to any tweaks in the recipes or suggested future flavour possibilities?
“Fortunately, there were no tweaks required in any of the recipes following our annual survey. Though it did show our consumer base is open to new ideas and flavours.”
Are there any other flavour suggestions from your customers that you have discounted for being just that little bit too ‘out there’?
“We welcome suggestions on our website and collate them together for our customers to judge in our annual survey. Understandably, Bubblegum flavour was not a popular suggestion at all!”
Do you think the ‘cider tax’ will rear its ugly head again at the next Budget, irrespective of which party is elected?
“It’s clear cider duty has now become an election issue and it is good that the associated issues are now being debated so openly and passionately. Whoever has the keys to 11 Downing Street after 6 May will have to address the cider duty structure.”
What’s the biggest thing you’ve learned about marketing activity since Brothers began?
“The advent of social media has turned the traditional marketing communications model on its head. Now the consumer owns the brand.”
Thanks, Matthew – and good luck with the Tutti Frutti!
Marketing Donut will be bringing you live blog coverage of the second Like Minds conference on Friday 26 February. In this, the second interview in our Like Minds mini-series, Olivier Blanchard (OB) explains what the Like Minds theme of “people-to-people” means to him.
Why does social media need small businesses?
OB: Firstly, the vast majority of businesses around the world are small. If only large, enterprise space companies adopt and integrate social media, we will never see the kind of broad adoption in the business world that will truly bring about the next evolution of B2C communications.
Secondly. small businesses tend to innovate faster than large ones. In terms of innovative uses and integration of social media, as well as the development of new social media tools and applications, the small business community is already doing most of the heavy lifting. Remember that pretty much every social media platform in existence today, from Facebook, Twitter and LinkedIn to Radian6, Scoutlabs and Seesmic started out as small businesses.
What is your take on the theme of “people-to-people” for this year’s event? Will it be a lasting business culture change?
OB: Yes. People are wired to communicate, share ideas and align themselves with the communities they relate to. The very nature of "social" finds its roots in community. The evolution of communications technologies, especially in the real-time digital space, has already eliminated the 20th century's notion of “six degrees of separation”. We have now shifted to “three degrees of separation”, solely through the social web, as LinkedIn illustrates.
Now that people have adopted these technologies, there is no turning back. People are connected to real-time information today like never before, and thanks to mobile, that link has shifted from the desktop to the pocket. Facebook, Twitter and a number of other online social networks help connect people to information, to each other, and to markets 24/7, regardless of where they are. As businesses learn to interact in this real-time P2P culture, both they AND their customers will learn to rely more and more on this type of instant communication. Barring a technological or cultural cataclysm, there is no turning back now: technology has taken P2P from physical face-to-face to digital face-to-face, breaking down geographic, time-zone and socio-cultural barriers, and facilitating not only communications but commerce. The ball isn't likely to roll backwards.
What can we expect from you at Like Minds People-to-People?
OB: Clarity. What I hope to convey to the audience at Like Minds P2P is first and foremost a clear vision and framework for properly integrating social media in their business or organisation, from strategy and multi-silo planning to layered management and rich measurement. There's a method to integrating social media and P2P in the enterprise, and I will focus exclusively on that.
Olivier Blanchard is a social media expert blogger and strategist. He manages the Brandbuilder marketing company and advises on brand strategy in order for firms to adapt to integrating traditional and new media marketing techniques.
People like to understand what they're buying into, and see if it fits their values and what they're all about. It could be quality, cool, innovation, value, leadership, surprise, luxury, expertise - the list could go on and for any one brand incorporate an appropriate combination of these.
That core brand promise and positioning sits at the heart of everything. We call it brand glue, and it drives many different business decisions and activities including your marketing. It knits everything together and is something that needs careful thought, so it reflects your brand truthfully and as far as possible is different from your competition.
Think BMW aligning behind a premium driving experience, Nike making sportswear for winners and Disney uniting behind a goal to provide happiness and magic. Things wouldn't be quite so effective or memorably unique if they positioned themselves to make expensive cars, colourful footwear and somewhere to take the kids with a good line in mouse hats.
Similarly, confused thinking and lack of clarity can reflect in a confused customer. Imagine if Tesco wanted to state they were the leading supermarket in the country, the best. Let's also add in great service and low prices. Ooo but lets not forget it's an innovative supermarket too for good measure, and the fact that they're pretty keen on the environment. Far easier to remember they want to do everything they can to help you with your shopping down to the tiniest little detail. Everything else is just features.
A well looked after brand will eventually become clearly understood and familiar, as well as something that customers are willing to spend their money on. That’s good brand positioning.