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The media is full of one story – Government cuts. NHS cuts. City council cuts. All sorts of cuts! In times like these your marketing budget may feel like a luxury and history shows that in an economic downturn, the top of the list of cuts for businesses is marketing. But cut your marketing budget at your peril. Here’s why:
We live in a competitive environment. Brands are competing for attention like never before. Cut your marketing budget and your impact on your target audience will reduce significantly, if not die out because you’ll be swallowed by competitive.
It takes seven touches to move from being unknown into conscious awareness. Let’s use the example of Swirl Printers.
1. Potential client stumbles across the Swirl website from a Google search. They opt in to their e-newsletter.
2. They later receive the Swirl e-newsletter.
3. Then they see a Swirl advert.
4. At a networking event potential client meets a Swirl representative. Potential client takes a Swirl leaflet promo.
5. Potential client comes across the Swirl leaflet promo a few days later and places it in a draw for safe keeping.
6. Another Swirl e-newsletter reminds them of the leaflet promo in the drawer.
7. They visit the website and can quickly find further information on the promo (reinforcing the leaflet). The telephone number is easy to spot and they take action.
Without a marketing budget Swirl Printers would not have had the website, e-newsletter, advert, the representative at the networking event or the leaflet promo.
The seven touch theory also relates to the process of increasing brand awareness. Through those seven touches, Swirl Printers increased their brand awareness to their potential customer. Educating your target audience about your brand takes place through a similar progression of drip fed communications. You’ve got to speak to your target audience frequently so they do not forget your brand.
In a downturn marketing it is even more important than it was before! It is now more than ever that you want to attract customers. Therefore you need to communicate. Since many people stop marketing in a down turn, if you keep it up, or even increase it, you will be at an advantage.
I’m not talking about a million pound budget! I’m suggesting you cover the basics and do it well. You need a simple but effective website that is up to date; some information you can give out on request such as a promo leaflet, booklet or e-mailable PDF; exposure in the form of adverts or articles in relevant magazines, on or off-line; and if your target audience is other businesses then keep networking.
And then there’s the free stuff. They demand some of your time but they do wonders to raise your profile if you add value and are consistent. Use Twitter; blog regularly; get on LinkedIn; write and post articles and press releases; and, offer to speak at relevant events.
These are just a few hints and tips. Don’t follow the trend of cuts, cuts and more cuts. Rather invest in your marketing wisely.
Week 5 of Dragons' Den signals the halfway mark in the current series.
If you missed last week's, catch up here and below you will find the highlights of episode five.
Quote of the Episode: “I never used to use salt until three years ago. Then I discovered rock salt” Duncan Bannatyne
Product: Black Nut Iberian Pig Feed - Manufacture of pig feed for rare species of pig
Investment sought: £100,000 for 20 per cent
Handling: Handled questions well but his answers were his undoing. Pitched as 'Organic' when it was not.
Outcome: No investment.
Verdict: Beyond the bizarre idea, this is also a weak business plan and more of a whim.
Product: Tree of Knowledge - Educational play resources
Investment sought: £100,000 for 10 per cent
Handling: Educational products often do well in the Den. Nice genuine and down-to-earth pitch but didn't do enough to convince more than one Dragon wholeheartedly to invest.
Outcome: Peter Jones offered £50,000 for 20 per cent. No Dragon would match his offer and Dragons' Den rules require full value to be met for an investment.
Verdict: Good pitch but fell just short of being a 'Wow' product.
Product: Zigo - A combined buggy and bike invention
Investment sought: £225,000 for 6 per cent
Handling: Theo was shocked by the valuation of the business. The owners said this was due to the $400,000 invested into the business three years previously and further questioning revealed the Dragons' investment would be to cover a loss this financial year.
Outcome: No investment.
Verdict: Peter Jones saw the bigger picture. The product design, although aesthetically pleasing, was not practical.
Product: WedgeWelly - Stylish wellies with heels for festivals
Investment sought: £65,000 for 20 per cent
Handling: Name-dropped a few high street retailers and high-end fashion names to lure the Dragons. A weak grasp of their figures and need some astute business direction but they have a great product.
Outcome: James Caan offered the full asking price. Deborah offered the full amount but sought an additional 30 per cent. Theo offered the same and on the same terms as Deborah. WedgeWelly went for their Dragon of choice over retaining company stake: in the end they negotiated hard to get Theo down to 22.5 per cent. Theo countered with 25 per cent.
Verdict: Fun fashion product and a great deal secured for the business.
We were always known as a pretty dull, phlegmatic bunch, compared to the excitable French, the fiery Spanish and the sexy Italians.
Well, something strange seems to be happening in business.
Across the road from our offices a building firm says it's passionate about whatever it does. Pret-a-Manger is passionate about food. The North East is full of passionate people — and passionate country, too, so their posters claim. And Churchill are passionate about insurance.
Do these people have no sex lives, I sometimes wonder. (Though it certainly proves that many agencies are pretty passionate about copying each other.)
More to the point, all this passion reminds me of a big mistake many who sell to businesses make. That is to assume that business decisions are made on rational grounds and emotion doesn't come into it.
This is nonsense — and to prove it I often ask audiences whether they can think of anyone they work with that they hate. It never fails to raise a laugh of recognition.
Don't you agree that the way we love to label things often does more to confuse than help?
We talk of above the line and below, of b2c and b2b, consumers and business people. Is that how our customers see themselves? Do they have lines running through their brains?
They are all human beings. And we know perfectly well what things motivate people when we sell make-up, a car or even a hair-remover. People want to be looked at, admired — and definitely not shunned.
In business they want what? To be looked up to, admired -— and definitely not shunned. They want to be successful, quoted as examples for other people to emulate and not seen as losers — in life or business.
Pretty similar, right?
So we repeatedly find when selling to business that if something isn't doing well, a dash of passion makes all the difference.
The truth is that you don't grow a second head on your way to the office; and you may spend more waking hours there than anywhere else. It's not necessarily less interesting or emotional a life than the one you spend at home. It is often more so.
People lie, cheat and finagle their way to whatever business goal they may have. And they kill for money — which is what most business revolves around.
Man is not a rational animal at work any more than anywhere else. He (or she) makes decisions on emotional grounds then tries to find logical arguments to explain them away.
So — if you want better results when selling to business, look in your heart — then use your head to find a way of explaining why the emotional argument makes sense.
Drayton Bird is a renowned direct marketing teacher, speaker and author. Find out more about him on his profile.
This is part two of a series of three. Part one can be read here.
According to the experts, Egg – a branding & marketing company in the States, just 7 per cent of consumers are socially responsible to the core, but 70 per cent of the population (I’m assuming they’re talking about the population of the USA) will recycle and occasionally seek out organic food. So there’s a huge market out there for offering sustainable products. But you can’t badge your company “green” and hope that your product will walk off the shelves – there simply aren’t enough consumers that care to their core to make that happen.
No, what you need to do is engage your client with your values. And that’s why I asked you what shade of green your business is. Consumers are looking for brands with values that they identify with, plus communicate with them honestly and create transparency. And that’s why you need to put your brand values at the heart of your marketing plan. And if “green” in whatever form is a part of your brand values, then you’ll find it much more authentic to market your green credentials than if it’s a periphery activity.
If I think about brands that place green at the heart of their marketing strategy, I think of Dorset Cereals, Abel & Cole and Riverford. Their marketing communications are about so much more than say, how good the oats and raisins are in the cereal. They’re about community, sustainability and the environment. Dorset Cereals, in particular have taken their brand values much wider than food, their communication is about “simple pleasures”. They build edible playgrounds for schools and they team up with like-minded businesses who share their values.
How clever is your communication? Dorset Cereals don’t continually bang the drum that “we’re green, we’re green” – it’s implied through their activities, their copy, their packaging and their design. Is your marketing strategy as sophisticated as that?
Highlights of episode four in the latest series of Dragons' Den.
Quote of the Episode: “You're a Dragon, I trust you” Layla Bennett, Hawksdrift Falconry
Product: Hawksdrift Falconry - Falconry experience business.
Investment sought: £50,000 for 25 per cent
Handling: Her pitch was succinct and told the Dragons all they needed to know. Honest about need for advice in marketing.
Outcome: A small business that the Dragons felt they could not scale but Duncan saw an opportunity and made an offer to reach the required investment.
Verdict: Good pitch and solid business run by someone who has given their all, reaped the small rewards and now earned an offer from Duncan.
Product: Rotaball - Football on a rotating poll, recreational equipment.
Investment sought: £150,000 for 10 per cent
Handling: His children that performed the demonstration looked to be there under duress and the product seemed weak. Duncan was critical and Theo scathing, “Explain to me how company a selling a ball on a stick can be worth £1.5million.”
Outcome: Weak product and very little to back up his pitch with no written order confirmations. Peter Jones said he should get a “Reality check”
Verdict: Pitch poor, product poor
Product: Blooming High - a stackable plant pot product.
Investment sought: £50,000 for 15 per cent
Handling: A classic example of a hobbyist with a true passion and spotting a gap in a very niche market. The product needed to be less fussy and the business plan was leaky. Initial stock order was huge and now surplus stock needs selling. No distributors taking it on.
Outcome: No investment but some sound business advice from Duncan to help them push on the business (and shift all that existing stock!).
Verdict: Need a business partner to bring some focus to what is a useful niche product that has a patent. Catalogues and shopping channels are a likely source of custom.
Product: Lumacoustics and their ‘Your Wall’ - Indoor graffiti technology
Investment sought: £50,000 for 10 per cent
Handling: The product split the Dragons. Some could not see any potential. The inventors nearly talked themselves out of a deal but got there in the end.
Outcome: After playing hard to get they managed to secure a matched investment of £50,000 for 40 per cent between Deborah Meaden and Peter Jones.
Verdict: A great product that will do well unless the inventors talk themselves into trouble.
About a month ago, I attended a presentation and workshop on marketing where the presenter, Helen Dowling of Exceptional Thinking, said that the most important part of marketing is to have a way to follow up, and then to follow up. We all come back from seminars and networking events with pockets full of business cards; how many of us actually make use of them?
With the development of social media, the channels through which you can follow up have multiplied, and it is no longer necessary to email everyone you met – some people may warrant an @mention on Twitter, others a connection request on LinkedIn, while others will require an email, and lastly some will need a phone call.
This diversity of follow up opportunities means that you need to have a means to decide who gets what. Hopefully you will have an idea of how likely it is that you will do business with each of the people you met, and so you can use this to decide how you will follow up with them: the most likely you can phone; the least likely you can say ‘Hi’ to on Twitter.
Whatever means you use to do your initial follow-up, you need to have a record of what was said, where, through what channel, and by and to whom. As your business grows it will very soon become difficult to keep track using pen and paper, and so a Contact Management System on a computer and/or smart phone becomes essential.
Choosing a Contact Management System can be a difficult task, especially if you want it to work with Social Media. And Contact Management Systems can be expensive – though a lot of people are using the Outlook Contact Manager add-on successfully, which is part of the Microsoft Office Small business package. Other options include Gist, ContactZilla and Glasscubes, to name a few.
I am always on the lookout for solutions, and am in a position to help and advise you on the best solution for contact management with social media, should you need it.