All those beautiful tactics. How can I use the same tactics on you that someone else uses to promote a stuffing?

I’m exploding with services for you, but I can’t use the tactics.

I’m trying to determine which marketing tactics to use build awareness of my services among potential clients. It has been a bear coming up with a delivery method that doesn’t contribute the “clutter” and “noise” of marketing. A method that isn’t “used up.”

While I’m deciding the method I shall use, I thought I’d share my criteria with you… the thought process.

This tactic will…

Be Individualized
Not just personalized – I don’t mean it will have their name on it. I mean “individualized.” That I’ve done the work to understand who they are and their role in their business.

I think of this more like the way I’d write a cover letter to accompany my resume. I’ve researched the company. I understand their business. I know what type of people they hire and their culture. I understand the way they do business.

Immediately Add Value
Something that adds value, that the recipient will find helpful – today – in their job. I want it to be worth their while to take a look at what they’ve received from me.

Be Remarkable
Something that stands out from the rest of the ads and pitches and direct mail and spam this person already receives.

I want to ensure I’m worth their notice. Maybe provide a pleasant surprise. Something they’ll share with their co-workers, bring to the next weekly meeting and share with their team.

Maybe I can even provide something so remarkable, they will keep it on their desk at work or pin it to their bulletin board.

Be Appropriate & Relevant
It needs to be a tactic that is appropriate for your brand to give and for their brand to receive. A stripper-gram sent to a priest? Attention-getting? Yes. Appropriate? No. Plus, this idea could get me sent to hell.

It also needs to have useful context – that is – be relevant. Sending an “open your windshield repair franchise” pitch to the CEO of a company is probably not relevant.

The Resource When They Need It
If I do my research, I may find that – because of the new acquisition – the company could use my services at this moment. That’s relevant.

However, the chances of arriving the <i>very</i moment a potential customer needs you is a challenge.

Although, in black-and-white movies, men were always ready with a light when the leading lady reached for a cigarette. I’m sure there’s a marketing lesson in ‘how to watch for when the lady reaches for her purse.’

I’m sorry – I stray…

What I was saying… Since it isn’t always possible to appear exactly when the potential customer needs you… Provide access to “you the solution” for when they are “customer with a problem.”

A good example is the snow shovel for the Northeast of the United States. Before the first big snow, I wonder how many homes had snow shovels. I wonder how many cars had snow shovels in their trunks.

Then, when the second snow came – after you had access to a shovel… How terrific was it not to have your car stranded because you didn’t have the tool to shovel yourself out.

How can I be the shovel for you, ready when you need it?

This tactic won’t…

Be A Trick
I could easily deliver my brochure along with a dozen roses via the local florist. Who doesn’t like flowers? Who skips reading the card? Instead of a card – I could include my sale pitch.

Okay, now what? All I’ve done is tricked the recipient into reading my pitch. Sure they received some nice flowers – but how is that relevant? (Unless I’m a florist or sell garden supplies).

All I’ve accomplished is ruining the act of receiving flowers for this person. Another tactic used up. Furthermore, if you’re sneaky in getting business, I imagine you’re sneaky in doing business. Not good.

Be Spam – (Hopefully)
To me spam is unrequested, unwanted, unneeded information. If I properly do my homework, I shouldn’t be ‘unneeded.’ The potential customer decides if you’re wanted. And, being “unrequested” is only a problem if you’re not needed or wanted.

Affective vs. Effective

You might have thought the headline for this article contained a typo. “Affective” instead of “Effective.” The definition of “effect” says – change that is a result or consequence of an action. That’s fine. But, the definition for “affect” states – have an effect on; make a difference to. That’s what we should strive for – not just a consequence, rather… to make a difference.

What’s Your Experience?

I would love your reactions and feedback. Am I missing something? What would Seth Godin recommend? What has proven successful for you, for your business?

Inspiration For This Post

One of my all-time favorite movies is Roxanne, written by and starring Steve Martin. One of my favorite scenes from that movie is when, Steve’s character, C.D., is wooing the main female character, Roxanne (played by Daryl Hannah).

As C.D. stands Romeo-style beneath Roxanne’s window he tries to find the words – the right superlatives – to express his love for her. But he struggles, as “all the words are used up.” They’ve become too commonplace, over used and throw-away.

C.D.

I’m exploding with love for you, and I can’t use the word.

You learn of a new marketing tactic – and you just gotta have it… you gotta do it. Your factory needs to be on Facebook. Your team needs to tweet.

Alas, sometimes love can be blinding. While your passion may be genuine, there are two things you could be forgetting…

1. Does this tactic support an existing strategy?
2. A tactic is an idea – not a program. It takes more than the declaration, “Let’s get on Facebook!” to get the job done, properly.

Strategy First

An idea is part of a tactic, which form programs and supports strategy. A series of strategies support your objective. Start at the top [objectives] and work your way down [to tactics] to see if and where the idea fits into your plans.

9 Questions To Transform Ideas Into Actionable Programs

It takes more than a sexy idea to create a successful program. As all good marketers know – it is very difficult to make something act and look simple.

After brainstorming ideas with clients, this is a tool we use to take ideas from concept to something actionable.

To determine if a program is a match with your business, program details need to be fleshed out. I guess it is like filling-in the personal profile for an online dating site, all details need to be complete to properly determine compatibility. (Or maybe it is more like playing “Mad Libs” where you need to fill the blanks to create the story.)

Anyhow, you need to ask and answer…

1. Why? Objective? (goal)
2. What to do? (action)
3. Where? (customer location)
4. Among? (audience)
5. About? (product/service/program)
6. Measured By? (metrics)
7. Through? (vehicle/venue)
8. By Saying? (message/call to action)
9. When? (specific timing)

As a result of a brainstorming session, a retailer decides they need to do get more customer names in their database. Their competitor has a huge catalog mailing and e-newsletter.

Everyone agrees. It supports their goal of creating relationship with their customers – and this is one of the ways to engage. (Good. It checks the “does it meet existing objectives” box).

However, “more names” is not a program.

With further thought, it is decided… they want to start offering a newsletter and special offers. Maybe even look into doing a referral program.

Here’s how they might fill in the blanks:

You can re-order the information anyway you’d like. Additionally, you may decided to include other relevant fields such as: “customer benefit” and “how it supports the brand.”

Finally, just because these questions are answered, it doesn’t mean it’ll be a great program… You’ve got to think through all the details.

• What about operational complexity – can your front-line sales people handle it?
• Do you have the resources necessary – financial, labor, manufacturing, etc.

Be sure you have a tactic to address each of these issues. If you leave something out, you compromise the strength and stability of the program, and ultimately the strength of your strategy.

Next time you find someone with a crush on an idea, make sure it (1) supports relevant strategy and objectives, and (2) is part of a solidly-built program.

How do you prevent tactic lust?

On the downside, white socks are vanilla to the bosses and not always welcome in the Board Room. Furthermore, they represent discretionary spending and if ROI can’t be measured, why would I want them in my dresser drawers?
And there you have it–the classic argument. You can’t live with them, but you don’t want to live without them. Marketing is a lot like white socks. It shouldn’t be.
While marketing goes with everything a business creates and never wears out, have we convinced those who matter most–CEOs, CFOs and our clients that marketing is an excellent value for the price? In these times of economic downturn, we must do a better job of marketing marketing. But how?
Let’s begin by ending the argument regarding ROI. When we say we can’t measure it, we sound like whiners. Our bosses don’t want to hear it and we will never convince them that marketing efforts can’t be measured in terms of a return on investment as measured in dollars. Besides, we’re making the wrong argument. The issue isn’t about social media, social networking, direct marketing, public relations or advertising. Those are tools, and we don’t measure ROI against the success of a tool.
Instead, we present ROI based on the success of quarterly and annual results, using a variety of tools measured against the objective and the goals. In other words, if we are charged with launching a product, we will use a variety of tools. The objective might be something about getting the right people to notice the new product and to get that product in the right places. But one of the goals must measure sales. And by working with sales and customer service and retail in this example, the marketing effort can take credit for creating most of the initial sales of the product. The smart marketer, working closely with the other departments, will create a formula that represents each functional area’s cost as compared to revenues. Voila! ROI. Is it correct to the penny? No. But ROI almost never is and our bosses won’t care as long as we speak with one voice.
Furthermore, we should develop case studies for every campaign, project and objective in which marketing plays a role. Some of it will be anecdotal; much of it needs to be fact based. And that means putting realistic metrics in place. As we produce those case studies, we get them into the hands of everyone who matters. I bet that soon marketing will not be seen as discretionary spending.
Finally, when we are called upon to share marketing success, stop talking in acronyms, jargon and generalities. When we do so, the others around the table hear blah, blah, blah. Be specific. What did we do and how did it work? The what is a few sentences about the audiences we reached, not the tools we used, and the how is ROI in sales revenue or growth as a percentage of total customers.
One more thing: Since many of us are consultants and our first job is to grow our own business, when we reach out to potential clients the board room suggestion is relevant here as well: Share why clients hire us by using specific examples focused on the what we did and the how it worked.
Obviously, this is top line stuff here and not meant to detail a plan. But as advice, it works. I’ve seen it and I’ve personally experienced it. Forget discussing tools; those in charge don’t care how we do what we do. Discuss results. That’s what they care about. Oh, and as for the white socks–only wear them around the house or at sporting events and accept the fact that they don’t impress.

Let’s get real! Most B2B decision makers are not present to blogs, podcasts or vlogs, nor are they spending much, if any, time social networking online.
While some believe integrated marketing is a new strategy and are now jumping on the bandwagon as if they discovered the idea that an integrated marketing mix to achieve business goals is the best way to grow a business by getting it and its products and services noticed, savvy marketers have used integrated marketing plans for decades. For them, integrating tools and measuring the results of each tool in achieving company-wide goals are not new nor are these marketers surprised by their effectiveness.
To create, launch and execute on an integrated marketing plan, I recommend the following.
1. Identify your ideal customers and clients. What do they look like (name, title, address, age, gender, industry, networking habits, media they use, wants, needs and desires)?
2. Why will they be interested in your products and services?
3. Why will they buy from you instead of a competitor?
Once you answer those questions with as much detail as possible, you are ready to create measurable goals, strategies and tactics. Here in a very brief form is what that integrated marketing plan might look like:
Goal: To add 10 new clients during the next 12 months.
Strategy: To identify those who represent ideal clients and begin building relationships.
Strategy: To communicate at least monthly with each identified client.
Tactics:
* Attend events where these clients are present, meet them, get their business cards, and ask if they would like to be on your distribution list so that they can receive useful information about solutions for growing their businesses.
* Send every person whose business card you gather a thank you note for talking with you, and then follow-up with an e-mail invite for coffee.
* Create and distribute a monthly newsletter that addresses potential client’s wants, needs and desires and offers solutions to those wants, needs and desires. (I prefer e-newsletters, which offer the recipient the choice to open or delete or unsubscribe. What they do represents good information for us to use as we go forward with this plan.)
* Distribute quarterly thought papers (white papers) to your list that go into depth about a particular challenge your potential clients face. (Again, I prefer e-mail for the same reasons noted above.)
* Create a speaking flier and send it to event program/seminar chairs where your ideal clients might be found (those specifically identified and all who fit the profile). Follow-up with phone calls to the program chair. Accept as many speaking engagements as possible and be sure to notify your potential clients where and when you will be speaking and on what topic. Invite them to attend. If they cannot attend, offer them your notes.
* If you have a blog, be sure to send your URL to all potential clients who fit your profile. I like to attach a sample post so they can see what my blog offers.
* Use social networking (LinkedIn, Plaxo Pulse, etc.) to find contacts who may know the ideal clients you identified, and ask them for information about that client and their business as well as a referral.
The above represents what an integrated plan might look like in its briefest of formats. Questions? Insights?

The process made me realize that among the ways we could do better is in the discovery and new and unique ways to achieve success. Although new strategies might be hard to come by, I suspect that you can offer us new ways to launch and manage those strategies for success.
I challenge each of us to step up to the plate and swing for the fences. What one, two or three tips work best for your clients and how do they work for you? To be a good sport, I’ll begin.
1. Network: No matter my client’s products or services, my first piece of advice to grow their business and to build their brand and marketing image is to get out of the office and meet others in business. They need not be potential clients, as one of the best ways to grow a business is through referrals and leads. This strategy only works if we are committed to relationship building. Build relationships and within a year your business will begin reaping the benefits of those relationships. My unique tip: I reach out to all my competitors, take them to coffee, sometimes refer business to them, and in return, they do the same.
2. Know What Your Best Customer Looks Like: How can you market to your best customers if you don’t know who they are and what they look like? And how can you ask for referrals and leads if you can’t describe what those referrals and leads should look like? Identify your best customers by industries, positions of decision makers (e.g., CEO, CMO, CFO, etc.), size of revenue, number of employees, geography, values, their customers, their state of growth, and so on. My unique tip: When you visit a client, notice what they read. This will tell you much about who they are.
3. Writing and Speaking: This goes along with number 1. Get out of the office, get known, and build relationships. Write and speak about what you know that others want to learn or seek verification. Keep in mind, it is about the audience, not about us. My unique tip: Offer to speak in exchange for expenses. I do this for those I am trying to build long-term relationships with. First, it is a nice way to honor the relationship and second, a good way to grow referrals and leads and to spread word of mouth marketing regarding your speaking ability and availability.
Those are three broad strategies. Feel free to share tactics that spell out specific ways to achieve strategic success in any of those categories or share new and different strategies and tactics? What works and what doesn’t?