Check out this site courtesy of Rob Baker.
Nice way to make your point Mr. or Miss designer who built it.
I updated my presentation from last year — you might say it's "new and improved" 😉
This artist perfectly depicts how my life will end – yep, death by PowerPoint.
Do you have PowerPointitis, the incurable disease that affects nearly 11 in every 10 marketers? [they told me there'd be no math in marketing 😉 ] Answer these simple questions…
Do you see slides in your dreams?
Can you hold a meeting without using PowerPoint? Seriously can you do it?
Do you know every keyboard short-cut for PPT functions?
Do you use the word "Deck" incessantly?
Do you click the save icon after every slide change since you're used to PPT crashing every 15 minutes?
When watching someone elses presentation do you completely discount their information, however valid, because the slide design is not up to your level?
Do you spend more time creating presentations than talking with your team and colleagues?
Do you ever use Word instead of PowerPoint? When is the last time you actually wrote a report with real depth of analysis?
Do you spend an hour obsessing over details on a slide that will be shown for only 10 seconds?
When you're on a plane flight do you catch up on reading or work on slides?
Does it literally make you crazy when someone doesn't wrap their bullets properly?
Is Steve Jobs your hero — not because of his product/design innovations, but because he was a master of presentations?
Are your decks such big files [50+ megs] that you can't send them by email?
Do TimesNewRoman bullets crush your soul?
Do you carry 4 different projector adaptors so that you're ready to present on any device at a moments notice?
Do you regularly have management sessions with 4-6 executives group editing slides?
Should you change your title to CPO – Chief PowerPoint Officer?
Do your graphic designers spend more time on PPT than on the website?
Did you have to install DropBox for the sole purpose of sharing presentations?
Do you think a slide presentation constitutes a real plan [product plan, marketing plan, etc.]?
Have you reached your title/level because you're great at what you do, or because you're great at PowerPoint?
The "Good" – applying leadership principles to make your team more effective
I know this is loosely related to B2B marketing, but I read a great article about Colin Powell's leadership principles and thought about how I could apply them to my marketing team.
Here are my 5 favorites out of the 18 lessons in the article. You can find the rest at Chally.com.
-
Being responsible sometimes pisses people off. My thoughts —
You have to make the hard choices because most people won't. You can't
procrastinate, treat everyone equally or worry about being nice. Doing
that only makes things worse for everyone. -
Never neglect details. When everyone's mind is dulled or
distracted the leader must be doubly vigilant. My thoughts — You have
to execute the details or the strategy is worthless.
Vision alone does not equate to success. -
You don't know what you can get away with until you try. My
thoughts – In today's hyper competitive market (especially in my space
– online marketing) you can't be timid or sit around waiting for
approvals. Better to try, fail and learn from it than to do nothing. Of
course you need to take measured risks not reckless ones. -
If it ain't broke don't fix it is the slogan of the complacent,
the arrogant or the scared. My thoughts — You have to constantly be
trying to improve your strategy, tactics, processes and execution
because the competitors are not standing still. -
Plans don't accomplish anything. Theories of management don't
much matter. Endeavors succeed or fail because of the people involved.
Only by attracting the best people will you accomplish great deeds. My
thoughts — You have to have the best people to
get the best results. And you have to create the right environment for
success – that means managing by getting into the trenches, leading by
example, rewarding hard work, innovative thinking and creativity while
weeding out the poor performers (see number 1 above).
It's that time of year again when we are inundated with the the good, the bad, and the ugly Holiday eCards. Here are some I've received in reverse order….
The "Ugly" – creating negative brand perception with a holiday eCard so unimaginative and uninspired that it turns people off. I’ve received a lot of these this year so maybe the cost-cutting started with creative departments. I’ll spare you the pain of seeing all of them and use MS&L’s card as the poster child for “ugly” marketing. Clearly they get paid by the word, but do people really want to read about arcane renaming updates in a holiday card. I expect a top tier global PR firm to be savvier than this.
The "Bad" – wasting the time and money to produce a boring holiday eCard. The companies in this group at least put some effort into their cards, but clearly not enough to make them enjoyable. They want to do a nice card but just don’t put enough creative energy into making it a positive brand experience for the recipient. The card from lead-gen firm Madison Logic exemplifies a “bad” card with no music and some scrolling images of the staff…yawn! Check out the screen shot below, or if for some masochistic reason, you want to see the “live” card then click here.
The "Good" – using imagination and creativity to make a holiday eCard that entertains the recipients and conveys a good impression of your company. My favorite in this group is the one from The Loomis Agency which uses sock puppets singing a parody of The Carol of Bells. PMSI created a cool card by mixing holiday tunes and a sketch artist drawing Santa. Check it out here. And Eisenberg Associates offers up a simple but fun game in their card.
The "Bad" - capturing interest, raising expectations and then not delivering
I know this isn't a B2B example but I had to share it given my last post on mindless marketing. I got this email from CitiBank last week.
The subject line caught my attention…"A Message from Vikram Pandit, CEO of Citi" and got me to open the email which I rarely do. It must be important if the CEO is sending it to me.
The first sentence kept me interested …"I want you to be among the first to know about the bold steps we are taking at Citi to be the premier, global, fully integrated financial services firm." Wow, this really must be good stuff to follow. I can't wait to hear what bold things they are going to do for me the customer!
Oooooops, no bold steps, just their lame marketing drivel … "Our objective is to create for our customers an experience in which services are seamless, payments and transfers effortless, and distances meaningless." Truly inspirational stuff ;) I'm so happy to be a customer of a company that delivers bold services like seamless payments and transfers!
Seriously, what was the Citi email marketing team thinking when they put this together? Why in the world would they use their precious CEO equity to send this type of lame message? What did they want me to take away from this? Where are the calls to action? Even assuming they thought this was a meaningful customer communication, why waste the opportunity to take me to a landing page with some cross-sell / upsell offers? Or, at the very least a customer feedback survey on what services I'd like more info on. So instead of the intended effect, this email actually gave me a worse impression of the company.
It just goes to show you that even the big companies with the best dedicated staff and agencies can practice mindless marketing.
The "Bad" – sending a newsletter to your customers/prospects that is all about you instead of them
I just reviewed our corporate newsletter today and was disappointed in the approach we are taking so I’m calling a "Bad Marketing" foul on my own group. This problem is that it is a one-way push of news about us with little useful content for the reader. Here’s the link so you can see for yourself, and below is my email to the project manager of the newsletter.
"The formatting looks good but I question the content plan. I didn’t realize you were going with captions from press releases, awards, white-papers, etc. versus writing new content/articles. We need to re-evaluate the objective of the newsletter. I think it makes more sense to have customer-focused content on how we help them solve business issues/pains. We want/need to be perceived as thought leaders and I don’t think we’ll get there by just pushing out updates on our news releases and white-papers. Sorry to be so harsh, but these articles beg the questions "so what" and "what’s in it for me" by the reader. Once they have that reaction I doubt they will open our next communication.
Let’s discuss the content strategy of the next newsletter and work toward a more educational/thought leadership approach. For example, we could have done a lot more on the TreasuryDirect story, explaining the pain/solution/results in a way that would have helped others see how they could apply the strong authentication in their businesses. Another example would be to build a story around the pain point of data leakage and explain how one or several of our customers solved it with our technology. Then the reader can resonate with the pain and get tips on how they might address it…hopefully contacting us to find out more. We should have 2-3 of these customer pain stories and then the sidebars can be used for updates on press releases, awards, and calls to action.
Make sense? I think a good first step would be for you to identify the couple of newsletters you really like to read and ask yourself why? Then take it from there."
Coincidentally, I just received the MarketingSherpa report "Dirty Dozen: Email Newsletter Mistakes Nearly Everyone Makes." Mistake 5, "Institution to One Messaging," really hit home with me given my recent post "Its about the relationship stupid." We are definitely need to change the voice of our newsletter and write as an individual to an individual. There are other great tips in the Sherpa study so be sure to check it out and optimize your own email campaigns. Also, I’d appreciate if you could send me some B2B newsletters you think have a customer-focused content approach and tone. It will help my team with our makeover project.
The "Bad" – marketing to companies not humans
I just read an awesome post by Dr. Flint McLaughlin of MarketingExperiments.com. The post called "The Prospect’s Prostest" lays out an issue that is endemic in the marketing world…treating prospects like inanimate objects/companies instead of as humans. In Flint’s words, "I am not a target; I am a person: Don’t market to me, communicate with me." The bottom line is that we need to scrap all the marketing fluff and communicate with honesty and integrity in order to develop a relationship of trust with the customer. (take note all ad agencies and PR firms)
The "Good" – taking time to think about how to improve in the new year — some simple resolutions that will benefit all B2B marketers (in no particular order)
Review the events plan for 2008 and cut all the shows/conferences that you have to go to because "we have to be there". Then review the rest and cut the ones that aren’t highly targeted since events take a big chunk of the budget and you’d rather spend the money on higher ROI tactics.
Get competing bids from web agencies to do a total health-check on your web sites including benchmarking them against leading tech sites and top competitive sites for usability, content and use of the latest tools. Simultaneously ask the product management team to review all the product content for freshness and relevance. Then use the results to develop the 2008 web action plan and budget.
Review the marketing/customer database for completeness … do you have the right contacts (with email addresses) in the right verticals in the right countries. Then challenge the database team to purge the junk and find new data sources that reach your target audience.
Do a deep dive on your SEO and pay-per-click results for 2007 and set stretch goals for 2008 traffic and conversions. Challenge the team to evaluate your list of key words to make sure they are still relevant to your marketing goals and then cut/add where necessary. Challenge your SEO agency to deliver higher page-ranks. If they have been in place for longer than a year get some bids from other agencies since your current one may have already exhausted their toolbox.
Carve some budget out to post your most valuable white-papers, webinars and technology guides on industry sites (for example Ziff Davis and TechTarget/BitPipe) so you generate awareness and leads when buyers are searching for products in your space. Out of sight, out of mind.
Meet with the Sales VPs to review their needs by region. Then review your lead-generation machine to see where it needs tuning (or in my current case where the engine needs to be rebuilt). Encourage the regional teams to give you their territory plans with lists of top verticals/prospect accounts and then tailor your 2008 lead-gen programs accordingly.
Work more closely with your inside sales team…create a joint plan for executing a regular series of highly focused installed base up-sell programs. This is low hanging fruit that often gets overlooked in the push to find new customers. Also, make sure you jointly create a plan for lead nurturing with at least one useful (non-salesy) email per month to each contact plus a phone call.
Go through your collateral cabinet and see which boxes are empty and which are full. The empty boxes represent useful pieces to sales and the full ones are clearly not valued. Empower your staff to rationalize the collateral to only the useful pieces and toss the rest since collateral can be a time and money drain.
Challenge your PR team to layout a proactive plan for getting you coverage in the new year since it is too easy to get sucked into a reactive/damage control mode. The plan should include a list of industry issues that you want to be thought leaders on, the key pubs/reporters/bloggers covering the issue, the messages you want to get across and the assigned execs who will be the spokespeople. And, most importantly the plan should be in calendar format with the tactics to be completed in each time period (e.g. media tour in February on new product launch, exec speaking slot at trade show in March, CTO comments on industry expert blogs every week, etc.)
The “Good” – figuring out that listening to your customers
(really listening, not just holding focus groups) makes good business sense.
Dell customer for years, and have also used Dell products at several companies. I’ve had mainly good experiences as a
consumer but have listened first hand to the trials and tribulations of my IT
department as they tried to deal with Dell service issues and got nowhere since Dell wasn’t really listening. I’ve also been a Dell shareholder but sold
all my shares a couple years ago … not because of any deep financial analysis
but simply because of a gut feeling that they had lost their edge. That
premonition seems to have been true since HP has outsold them for the last
couple of quarters.
read about Dell’s new program in Lewis Green’s blog bizsolutionsplus I was impressed to see they finally realized that they need to listen to
their customers criticisms. Check
out the official announcement on Dells’ blog.
IdeaStorm enables customers to post ideas and issues that they want Dell to address. Then the entire user community can vote on
the ideas. The ones with the most votes
rise to the top and then hopefully are addressed by Dell engineers. As a marketer I love this win/win approach. Dell gets immediate market research and lets
customers set their priorities. Customers get their biggest issues fixed. They better, because if this is just a PR
gimmick then Dell will really have a mess on their hands.
StudioDell allows customers to post their videos of how they use Dell products. A good idea that certainly helps Dell gather
market research and marketing testimonials but not quite as rewarding for
customers as IdeaStorm.
As we all
know, PCs are pretty much commodities these days (as evidenced by the dozens of
identical machines in the Sunday paper circulars). So this is a great first step by Dell in
trying to re-establish differentiation by listening to customers and delivering
better products and better service than the competition.