Problem

Just as all good stories have a villain, all good products have a problem (in high tech marketing, that’s why "solution" is such a popular word).  But many times in marketing, we acknowledge that there is a problem, but we don’t spend enough effort getting to know it, and we certainly don’t spend enough time talking about it.  The problem your product solves is the villain in your story – so build it up, show the reader how evil the villain can be and what effects it has on its victims.  The better we are at articulating the problem, the more our attractive our solution becomes.  Here’s a problem from last year that many companies are still playing to: gas is wicked expensive.

Promise

When we launch a product – ahem – solution, we make a promise.  Example: to develop a car that goes 40 miles without burning a drop of gas.  As you think about your company’s promise (or promises), try to balance the bold and the relevant – making a strong statement, but making sure it appeals to the people that can make or break your company.  And by all means, remember to link it to the problem you’ve identified and promoted.  If you find that your company’s promise has nothing to do with your market’s problem, go back and rethink one or the other.

Progress

I’ve identified a problem, and promised the market that my product is going to save the day.  Now what?  Pretty quickly, we have to show progress, demonstrating that we’re on the right path to delivery.  The need to show progress is most acute when there is a long gap between the promise and the delivery of a solution.  Think about GM’s announcement of the Volt in 2007.  Here we are two years later, and still nothing.  But that’s cool, right?  Because every six months or so, the company has provided updates on its progress – announcing the availability date of the first production model, leaking photos of the new design, and indicating that testing has begun.  Many of my clients develop complex solutions to difficult problems, and that can take awhile, so I spend a lot of time working with them to keep the progress flowing.

Proof

Here’s the big finish, the moment we’ve all been waiting for: the end result of lots of progress made delivering on a promise to solve a problem.  Proof can come in many flavors – quantitative, qualitative, case-by-case, market wide, from an analyst, from a test lab, from a customer, or even from a simple photo.  When GM finally rolls the first Chevy Volt off the line, pictures will be taken.  But is a photo adequate proof that they’ve delivered on the promise?  How about when the first Volt owner drives her car 40 miles without a drop of gas – is that enough?  Maybe a stellar M.P.G. rating from the E.P.A.?  GM’s first profitable quarter?  We’ve all got our own burden of proof when it comes to the promises companies make, so it’s only fair that our constituents will have their own benchmarks too.  For that reason, when it comes to proof, too much is never enough.

I’ve been using these four Ps for some time to help keep my clients (and myself) on a path to good marketing.  I like to create a simple table with a column for each of the new four Ps, and start by listing each of the promises made in marketing.  Then I fill in the problem, progress and proof columns for each promise to see where the voids are.  Give it a try- it’s a simple excercise that can tell you a lot.  I promise.

The notion that we must choose between the art and science of marketing neglects that people have a left brain and a right brain, and we use them both simultaneously.  This applies to the marketers doing the work, and the consumers and business professionals we’re trying to reach.

When I contemplate buying a car, my logical side needs to hear that it’s safe, reliable and affordable.  But those aren’t the only characteristics that interest me, because my emotional side wants to know that it has a killer sound system, wicked acceleration, and comes in a hot color.  Marketers must hit me with science and art to win me over.

Similarly, when I plan a campaign to introduce a new high tech product to the market, I must appeal to both the logical and the emotional. To do so, I might highlight how the product can save a business tons of money, while making the professional look like a genius in front of the boss.  I, too, must hit the target with science and art to win them over.

Is marketing an art or a science?  It’s both.  Must we choose one at the expense of the other?  No.  Do I ask and answer my own questions?  Sometimes.

For most companies, white papers are developed in one of three ways:

1. A member of the product team has an idea, writes a paper, and marketing rewrites it so it’s readable
2. A member of the marketing team has an idea, writes a paper, and the product team rewrites it so it’s accurate
3. Someone has an idea, but they have no time to write, so they hire someone to write it for them – then rewrite it just because

But there’s a new option out there, and recently I’ve seen it produce some highly readable, highly accurate white papers.  Find an independent expert, someone who knows your market and your company better than anyone else, and make them your white paper editor-in-chief.  Whether it’s a consultant, an analyst or even a journalist with some spare time, an educated, external viewpoint can be a huge asset in developing highly relevant works.

But don’t simply assign your expert a topic and dictate an outline for them to follow.  Empower them to guide the topic and direction of the paper, and let them do what they do in assembling a flow, gathering the details and writing the paper.  From what I’ve seen the results can be extremely compelling- the kind of paper your audience will want to read.  And that’s a nice change for you and the reader.

Recent data from Marketing Sherpa

Yes, people are busy.  Yes, e-mail gets overwhelming.  But most business professionals still consider their inboxes a key driver for daily activities and decisions.  It seems the problem is not that valuable messages are being tuned out due to overload, but that irrelevant e-mails are being ignored because, well, they’re irrelevant. 

When I think about it, the marketing e-mails I delete or opt out of are the ones that have little or nothing to do with my priorities in life or my goals at work.  Sometimes I ignore them even if they are relevant, but not a priority in the moment.  When I’m trying to create value for clients during the work day, I probably won’t look at a list of vacation bargains.  When I’m planning a vacation at night, I probably won’t open a message on best practices in B2B marketing. 

My own behavior tells me that e-mail marketing activities have to be pretty relevant these days if they are going to be effective.  We better know our audiences, understand their interests, and if possible, factor in how time-of-day can affect our success.  And in case Ardath didn’t make it clear enough, we must do all that we can to segment our audiences and make sure that the subjects, content and assets of our e-mails are relevent to small groups with specific interests.

More and more, the answer is "yes".  The rise of direct marketing has yielded a wealth of statistics on open rates and click-throughs.  As more and more media move to the Internet, we can track referrals from a news story to a company web site.  And once visitors hit a site, we can track their every click, how much time they spent, and what resources they downloaded.  Our ability to measure is better than ever.  But are measurable results the only game in town?

While business managers and investors alike might nod in agreement, I’d argue that we have to continue to leverage "old school" activities that don’t produce oodles of statistics or fancy line graphs.  Don’t get me wrong, I love activities that produce measurable results- after all, this is The Science of Marketing and here we like things we can prove.  But to do the best job we can, we have to deploy the right mix of programs, some of which we can measure, some of which we can only believe to be effective.

We must continue to brief analysts on our strategies, and trust that they’ll provide better guidance to their clients and be better references for the press because of it.  We must continue to advertise in print publications and exhibit at trade shows, because sometimes people need a reminder that our companies exist and are active participants in their market.  And we must get out and talk to audiences about our latest solutions to their most vexing problems, because there is no substitute for personal touch.

There are plenty of activities we cannot measure, but that doesn’t mean we should scrap them all in exchange for stat-filled spreadsheets and fancy bar graphs.  We must continue to mix it up and do things that we can only trust will produce results.  We ust continue to believe.

Slowly, then not-so-slowly, the pool of media we marketers were targeting began to dry out- readership, page counts, ad revenue and staff began to dwindle.  And the marketing practice of leveraging these conduits to generate awareness began losing its effectiveness.  And so began the shift…

The major movement underway begins with our audience, who have reduced their reliance on the media to tell them what’s up, and instead have turned to one another for information.  Through user reviews, product ratings, online forums, blogs, tweets, homemade videos, and social networks, the mass collective of customers for just about any product has found a voice of its own.  Your customers are no longer only consumers of information, they are also producers of content.  They are both informing and being informed – about the prospect of a new storage array before it’s even launched, or the problems with a software update for a router before its first "official" review.  And this shift is forcing an evolution in the role of the marketer.

With users empowered to talk to one another, we can no longer pretend that we are in complete control of our messages.  We can no longer simply talk through the media and to the market.  Here are a few implications of the shift:

• We must speak directly to our customers- build a community, provide the information they want, and be more candid than ever before.
• We must give our audience a voice- allow them to speak directly to us, make sure they know we’ve heard them, and close the loop when possible.
• We must enable our customers to talk to one another- providing a forum for users and curious prospects to exchange information and ideas.
• We must not censor- nurturing our credibility and trust by encouraging open dialog with and between our audience members.
• We must listen- learning from the people who are most important to our success, and letting their voices guide our actions.
• We must build killer products- testing and double testing new features before release, and avoiding mistakes that will become very visible to customers and prospects, very quickly.
• We must over service- ensuring that the customers we have are over-satisfied, and well armed to be ambassadors of our brand.

The shift is on.  Are you ready for it?

Obama’s speech got me thinking about my recent experiences marketing high-tech B2B products, and how the more substance I included in a campaign, the better results I achieved.  Some marketers believe that in building awareness it’s better to keep things general than it is to dwell on the details.  After all, you have to cast a wide net if you’re going to catch a lot of fish.  But here are a few reasons I think it makes sense to err on the side of substance:

• There are a lot of choices out there- so prospective buyers need substance to hone in on the right product for their needs. 
• Information is everywhere- so consumers will do their own research to find the details fast. If they can’t get the information they’re looking for directly from your company, they’ll find it elsewhere- and chances are they’ll stumble upon information that is outdated, innaccurate or less than flattering in the process.
• Details drive perception- so proving that your company is more than an empty message will send the impression that you have a plan (much like Obama accomplished in his speech).

 A multi-author blog can help take the pressure off of any one individual in your company, and provide some much needed time between posts for your bloggers to find some inspiration.  It also gives your company a way to express multiple viewpoints- "Technology Trends" by a lead engineer, or "Customer Corner" by the VP of sales…or maybe "The Fluff Factor" by the marketing director.  With a multi-author blog, you can bring your company’s unique viewpoint to life in multiple ways for multiple audiences.

Are there downsides to a multi-author blog?  You bet.  Maintaining consistency can be difficult as additional authors enter the fold.  To sustain a unified voice for your company, establish and publish some guidelines for blogging- some simple dos and don’ts that will help guide blog content.  Also, nominate a blog editor- someone who has the final say over the final posting and monitors keywords and formatting for consistency.

With a little structure, a multi-author blog can help ensure that your company is churning out quality content at a regular pace- without hiring a CBO (chief blogging officer).  And that’s nothing to shake a stick at.

Last month, as I was creating an integrated marketing plan for a client launch, I quickly realized I was going to need some help keeping track of all the specific deliverables involved, especially with an extended team of 10+ professionals who were all contributing to the cause.  So I began populating my trusty timeline- an invaluable tool for tracking deliverables and deadlines across all marketing disciplines. 

Every day, I used the timeline to drive my actions, and engage the team – and I updated the timeline diligently to provide a real time status of every press release, presentation, piece of collateral and promotional item.  By color coding every item- green for "on track", yellow for "needs attention", and red for "at risk"- I was able quickly apply focus where it was needed.

Every week, I used the timeline to drive the agenda for a launch status meeting that kept everyone coordinated and informed of the bigger picture. By sending out the timeline before each meeting, I was able to keep the meetings efficient- asking team members to provide updates only where needed to bring the group up to date and to discuss yellow and red items. This efficiency allowed us to move beyond a simple status meeting and apply some time to collaboration and brainstorming on better programs.

Come launch day, I found myself admiring the sea of green on my timeline- and enjoying the satisfaction of a successful launch.  And I was glad I took my own advice and worked the timeline.

Pull back the curtain – Analysts are expected to know what’s going on in their industry, and that includes publicly available information and the confidential stuff too.  Don’t be shy about opening the door and giving the analysts a sneak peek at your company’s next big thing. They’ll remember your hospitality when you’re ready to launch.

Put words in their mouth – In new markets and segments, the names and criteria of product categories may not yet exist.  By helping analysts define your market, you not only give them a starting point for the work they’re responsible for, but you also get to influence how your category is referred to, defined and measured. 

Show them you’re listening – In briefings and message testing sessions, analysts can give you a lot of information.  While it’s often impossible to roll everything thy say into your story, try to extract a few important nuggets of information that help you create a better value proposition. When you modify a presentation, press release or other tool based on an analyst’s recommendations, send it to him, let him know how helpful his guidance was, and thank him.  Analysts are experts, so treating them as such  establishes respect.

Buy their research – While analyst firms are often targeting the same markets you are, they have a secondary set of customers- vendor companies like yours.  Even if an analyst will accept briefings with you for free to keep abreast of your company’s activities, it doesn’t mean that they don’t want to make a client out of you.  If an influential firm publishes a report on your market, buy it and reference it in your conversations with their analysts.  Chances are you’ll show up in the next one.