First off, I’ve got to give a shout-out to blog poster Vasco DaGameboy for my headline this month. His (or her?) use of this term to refer to the Super Bowl in a Feb. 2, 2006, posting to Techdirt struck me as a super representation of what has become a downright ludicrous trademark battle. Well, it’s not actually a battle because the National Football League, which owns the trademark, has been super effective in scaring off all uses of the event’s name in any context outside of sponsors’ communications. What started my research into this super silly scuffle was a mailing from the telco/cable/Internet company
For decades, direct marketing was a red-headed stepchild to Madison Avenue, which allowed practitioners to enjoy their success quietly. Now that general advertisers have come over to the measurable side, a much bigger spotlight has been trained on direct marketing. Ironically, the press coverage hasn’t grown that much more accurate or any friendlier. Direct marketers, it would seem, do not deserve the benefit of the doubt.
Branding commonly is considered a critical part of any successful business these days, yet many people still view it as merely a creative endeavor. It’s something people dressed in black and armed with logos, typefaces and fancy color palettes do behind closed doors. But the truth is, branding is just as much about strategy as it is about tactics. It’s thinking and execution. It’s left brain plus right brain. It’s logic plus magic. You need to approach it from both sides to get the full impact from your branding efforts.
General advertisers believe they are losing control of their brands. They’re wrong. They’ve never had control! Advertising is focused on changing the way people think, while direct marketing changes the way people act. Here are three ways to get your brand back: 1. Behavioral targeting is easy when your product/service is associated with a particular activity or pursuit. It can still be done, even with more general products and services—but it’s a bigger challenge. 2. If your marketing program is broken, you need to test everything. If your program is healthy, spend about 20 percent of your budget testing. If it’s somewhere in
Would you admit to having seen the movie “Gigli”? I asked that question of more than 5,000 people during my book tour for “Waiting For Your Cat To Bark?” but I can count the number of hands that went up with my fingers. Before “Gigli” was released, Ben Affleck and Jennifer Lopez were superstars. Every magazine cover seemed to feature their Hollywood romance. They were a movie marketer’s dream. They had the winning formula. Then, the movie hit the theaters. Within hours of the first showing, word of mouth spread via cell phone, IM and online reviews. When it opened on the West coast, word got
It never fails. General agency professionals and clients who spend their careers building brands go limp when it comes time to ask for the order. It’s as if the call to action needed to get a reasonable response rate from the target audience somehow demeans the brand. Let’s be clear: A strong brand goes a long way toward generating higher response rates, but a strong brand without sales support will deny the organization the sales it deserves. Case in point: While working as a direct marketing consultant for a general agency, the bomb fell when I asked for a description of the offer. The goal for
It commonly is accepted in business today that a strongly defined brand is one of a company’s greatest assets and actually can accelerate performance. It has the power to take a company and its products or services from an unknown commodity to a position of strength in the marketplace. You can achieve this by carving out a unique position among your competitors and standing for something relevant in the mind of the consumer. But once you have done the hard work of establishing a unique point of difference and creating a distinct personality that truly makes your brand memorable, how do you bring it to
For decades, there’s been a discrepancy between how general agencies and direct marketers approach communication. General agencies, so it is said, begin communication from the “top down,” or from the perspective of the brand, while direct marketers begin communication from the “bottom up,” or the vantage point of the customer. But does that mean that direct marketers shouldn’t be focused on work that builds brands as well? Unfortunately, for us, we often operate under this assumption. Many long-time veterans of direct marketing will say that what we do is founded on “quick hit” profitability and that no branded campaign could ever spike sales as quickly
A rift between marketing and sales departments, usually over which group deserves the credit for company success, persists in, and thus plagues, many businesses. However, many forward-thinking business are poised to solve this division, according to a recent white paper from Televerde, a Phoenix–based provider of B-to-B marketing solutions, entitled Five Myths That Divide Marketing and Sales. Here are three ways Televerde suggests you bridge the divide: #1 Articulate that each group has different goals. While both marketing and sales want common outcomes—more sales, market share and customers—the timetables and metrics they rely on are very different. Marketing hopes to develop a brand over