I challenge everyone to just set your political leanings aside. I promise, there are comments here that will make everyone with an opinion wince. Just read and think about it.
Monday, March 7, 2011
Thursday, February 10, 2011
Evolution or Revolution
For the past 20 years, I've been attending the National Automobile Dealer's Association (NADA) trade show and convention. For the first 17 years, it was always a great way to kick in the new year--NADA is always held at the end of January or early February, rotating through four major cites.
In New Orleans in 2009, the mood was palpably different as I'm sure you can imagine. Winds of change were in the air. Many Dealers did not yet know if they'd survive the economic shift, coupled with the major contractions within their own manufacturers. Vendors were waiting to see how much their own universe of clients and potential clients would shrink. The pipeline wasn't just stagnant, it was literally contracting, hard. Traditional celebrations of the industry were fewer and some companies who were once the major players, didn't even attend. It seemed as if all of us were quieter and less enthused. An industry full of optimists and Type A chargers had been shaken to its core.
2010 in Orlando was yet smaller but the mood not quite as dire. As an old friend was fond of saying, "Success is sometimes measured by just being able to survive and hang in." I had that phrase rolling around in my head the entire time I was walking the show floor and attending classes. The conference was shortened a bit to allow focus on business at hand. The mood was better but there was a bit of continued hesitance, or perhaps, it was awe that we as dealers, vendors, manufacturers were still there, viable and able to regroup and rebuild. The freight train had passed and the light at tunnel's end was in fact sun.
2011, what a difference a year makes. In San Francisco, survival, while not assured seems likely. Optimism is back. Organizations have relearned and aggressively pursue success rather than avoid disaster. Discussions center around the future, growth and capitalizing on this new age. Apprehension still remains but direction is changed. A new industry emerges, one in which even the vernacular is changing. Is this an evolution of the Automotive Industry or the consequences of a consumer revolution across all industries begun a few years ago? More on that tomorrow.
In New Orleans in 2009, the mood was palpably different as I'm sure you can imagine. Winds of change were in the air. Many Dealers did not yet know if they'd survive the economic shift, coupled with the major contractions within their own manufacturers. Vendors were waiting to see how much their own universe of clients and potential clients would shrink. The pipeline wasn't just stagnant, it was literally contracting, hard. Traditional celebrations of the industry were fewer and some companies who were once the major players, didn't even attend. It seemed as if all of us were quieter and less enthused. An industry full of optimists and Type A chargers had been shaken to its core.
2010 in Orlando was yet smaller but the mood not quite as dire. As an old friend was fond of saying, "Success is sometimes measured by just being able to survive and hang in." I had that phrase rolling around in my head the entire time I was walking the show floor and attending classes. The conference was shortened a bit to allow focus on business at hand. The mood was better but there was a bit of continued hesitance, or perhaps, it was awe that we as dealers, vendors, manufacturers were still there, viable and able to regroup and rebuild. The freight train had passed and the light at tunnel's end was in fact sun.
2011, what a difference a year makes. In San Francisco, survival, while not assured seems likely. Optimism is back. Organizations have relearned and aggressively pursue success rather than avoid disaster. Discussions center around the future, growth and capitalizing on this new age. Apprehension still remains but direction is changed. A new industry emerges, one in which even the vernacular is changing. Is this an evolution of the Automotive Industry or the consequences of a consumer revolution across all industries begun a few years ago? More on that tomorrow.
Thursday, September 9, 2010
One of those clients
As promised!
When you think insurance, what's your first reaction? Yes, me too, and everyone else. It's a necessary product/service, but one of those things that just "is." Generally, it's not very pleasant, it's expensive and you're only really glad you have it when you have a problem. Then there is the whole "insurance people" phenomenon. Not to stereotype, but we all KNOW the stereotype; stuffy, mathematical types with little personality who are all numbers and "like a good neighbor" don't say much. Marketing and advertising messages insurance companies put forth are usually boring, droll and as formulaic as the rest of their business. There are a few notable exceptions, but only a few and even some of those are pretty bad.
Imagine our delight, as "hired guns" to brand a new division of a MAJOR insurance giant a few years ago. No, really. These folks get it. From day one they told us, "We're not "them." We're faster, leaner, focused and we will approach this differently with better people and technology." They meant it, and they want to be sure they express it, well. We have helped them continually evolve and imbue their brand strategy into their organization, their initial audience (independent agents--distribution channel) and now through to their insureds. This company understands that their approach was right on two years ago and now while the approach is honed and sound, it must be expanded and modified to prepare for the future and to tweak those things they recognize are communication based, internally and externally.
We are currently neck deep in a major project which has proven insightful for the client, empowering for creativity and jaw-dropping fun for us as their CEO says, "there are NO sacred cows, if we need to change it, let's change it; even down to the names of functional groups and process that are so standard in the industry...we ARE NOT THEM. We will continue to prove it."
We've watched and participated in exceptional success over the past three years. I'm betting it gets better and better with their vision, leadership and such a commitment to their market and their communications.
When you think insurance, what's your first reaction? Yes, me too, and everyone else. It's a necessary product/service, but one of those things that just "is." Generally, it's not very pleasant, it's expensive and you're only really glad you have it when you have a problem. Then there is the whole "insurance people" phenomenon. Not to stereotype, but we all KNOW the stereotype; stuffy, mathematical types with little personality who are all numbers and "like a good neighbor" don't say much. Marketing and advertising messages insurance companies put forth are usually boring, droll and as formulaic as the rest of their business. There are a few notable exceptions, but only a few and even some of those are pretty bad.
Imagine our delight, as "hired guns" to brand a new division of a MAJOR insurance giant a few years ago. No, really. These folks get it. From day one they told us, "We're not "them." We're faster, leaner, focused and we will approach this differently with better people and technology." They meant it, and they want to be sure they express it, well. We have helped them continually evolve and imbue their brand strategy into their organization, their initial audience (independent agents--distribution channel) and now through to their insureds. This company understands that their approach was right on two years ago and now while the approach is honed and sound, it must be expanded and modified to prepare for the future and to tweak those things they recognize are communication based, internally and externally.
We are currently neck deep in a major project which has proven insightful for the client, empowering for creativity and jaw-dropping fun for us as their CEO says, "there are NO sacred cows, if we need to change it, let's change it; even down to the names of functional groups and process that are so standard in the industry...we ARE NOT THEM. We will continue to prove it."
We've watched and participated in exceptional success over the past three years. I'm betting it gets better and better with their vision, leadership and such a commitment to their market and their communications.
Thursday, September 2, 2010
Why we love our clients
All of us "love" our clients, right? Yes, that's somewhat tongue in cheek, but not completely. In the past couple of years, I've had the extreme pleasure of working with a few clients that are completely willing and able to objectively look at their business, their industry (ies) and their model; open to reengineering the way not only they approach their market, but also the way they think. Why is that a pleasure? Because once you realize "we've always done it that way" may or MAY NOT be the right way to do it, at that point, rolling up sleeves and getting in the weeds AND 30K feet up with our clients is fun, productive and incredibly creative. "WOW, that's really smart and cool!" along with great results makes everyone happy.
Our clients that truly allow us to get into their business with them and have allowed creativity to be a part of their culture have done incredibly well. Those that truly understand "brand," what it means to their business and their customers and truly impart the soul of their brand into their communications are wonderfully positioned as we move forward in this new economy and new consumerism.
Over the coming weeks, I would like to share some AMAZING stories of success in imbuing a brand throughout an organization and the impact it makes when it's real, championed and truly integrated where the brand is the business and the business is the brand. We love our clients.
Our clients that truly allow us to get into their business with them and have allowed creativity to be a part of their culture have done incredibly well. Those that truly understand "brand," what it means to their business and their customers and truly impart the soul of their brand into their communications are wonderfully positioned as we move forward in this new economy and new consumerism.
Over the coming weeks, I would like to share some AMAZING stories of success in imbuing a brand throughout an organization and the impact it makes when it's real, championed and truly integrated where the brand is the business and the business is the brand. We love our clients.
Friday, July 2, 2010
A Tale of two suburban car dealers
I've been lax in posting. Frankly, I'm busy and when I'm not busy, I write other things. In other words, it needs to be important to me to post here, important enough to want it available to others even in the absence of others.
I've had a couple of those experiences over the last year. One I'm still processing how to address and make sense of such, apparently contagious, hubris--that one will come later. The other is just merely annoying but goes to the heart of why many business owners look up and can't figure out why things are going the way they are:
Background: I know cars and the car business. I'm in marketing, advertising and PR. Not just cars, but that is one of my favorite verticals. It's a passionate purchase by most people so the ability to get creative (if allowed to develop a great strategy) is just a lot of fun for me. When I shop for cars and when I shop for service, I pretend to be everyone else. I pretend I'm not nearly as well versed on the inner workings of the car itself AND the dealership or service center as I really am.
This week, I needed the 30K mile service on my Acura TSX. (I love my car.) I bought my car from a dealer about 70 miles from my house, passed two other dealers to get there. My family knows the dealer pretty well and it was my second purchase from the store. I'll drive to buy, but generally not for service. That's changed.
I took my car into a "nearer to me" dealer. (I'll let them remain nameless, but trust me, the survey won't be positive and pretty well everyone I know, knows the entire story, names of the guilty included.) Right off the bat, the service advisor asked if I knew who did my last oil change. I played dumb (I knew) and said no. She "advised me" that they'd over-torqued the bolts on the splash pan underneath my car, they would have to rip the pan to change the oil and it's a $300 repair.
In the immortal words of Texans before me, "This ain't my first rodeo." I politely declined and took my car back. The next day, I drove the 70 miles to the dealer from whom I purchased the car. No problems with the splash pan, they completed the 30K service and a $25 oil change for $25! They appreciated me coming in from so far away, discounted my service overall and actually made me feel like a customer they'd like to keep. Gosh, I think they'd like for me to spend $100 a few times a year, for several years, with a purchase every three to four, than to bleed me when my nose hits the door, never to see me again.
Guess what? I'm not any different than any other customer. They WILL continue to see me. Dealer "X" with the $300 oil change? I'll make sure to avoid and keep those I care about from being ripped off. I've already told several people it's worth the drive to my preferred dealer. If one department treats me poorly, another department will never have the chance to do the same.
The best marketing strategy, a perfect media buy, the most clever creative and a flawless execution will NEVER be able to overcome poor service and execution on the floor. Courtesy, respect, doing a good job, making it right when you slip are all part of the mix--in any business. Some get it. Many do not. I'm like everyone else, I'll spend my time and money, both personally and professionally with those that do.
I've had a couple of those experiences over the last year. One I'm still processing how to address and make sense of such, apparently contagious, hubris--that one will come later. The other is just merely annoying but goes to the heart of why many business owners look up and can't figure out why things are going the way they are:
Background: I know cars and the car business. I'm in marketing, advertising and PR. Not just cars, but that is one of my favorite verticals. It's a passionate purchase by most people so the ability to get creative (if allowed to develop a great strategy) is just a lot of fun for me. When I shop for cars and when I shop for service, I pretend to be everyone else. I pretend I'm not nearly as well versed on the inner workings of the car itself AND the dealership or service center as I really am.
This week, I needed the 30K mile service on my Acura TSX. (I love my car.) I bought my car from a dealer about 70 miles from my house, passed two other dealers to get there. My family knows the dealer pretty well and it was my second purchase from the store. I'll drive to buy, but generally not for service. That's changed.
I took my car into a "nearer to me" dealer. (I'll let them remain nameless, but trust me, the survey won't be positive and pretty well everyone I know, knows the entire story, names of the guilty included.) Right off the bat, the service advisor asked if I knew who did my last oil change. I played dumb (I knew) and said no. She "advised me" that they'd over-torqued the bolts on the splash pan underneath my car, they would have to rip the pan to change the oil and it's a $300 repair.
In the immortal words of Texans before me, "This ain't my first rodeo." I politely declined and took my car back. The next day, I drove the 70 miles to the dealer from whom I purchased the car. No problems with the splash pan, they completed the 30K service and a $25 oil change for $25! They appreciated me coming in from so far away, discounted my service overall and actually made me feel like a customer they'd like to keep. Gosh, I think they'd like for me to spend $100 a few times a year, for several years, with a purchase every three to four, than to bleed me when my nose hits the door, never to see me again.
Guess what? I'm not any different than any other customer. They WILL continue to see me. Dealer "X" with the $300 oil change? I'll make sure to avoid and keep those I care about from being ripped off. I've already told several people it's worth the drive to my preferred dealer. If one department treats me poorly, another department will never have the chance to do the same.
The best marketing strategy, a perfect media buy, the most clever creative and a flawless execution will NEVER be able to overcome poor service and execution on the floor. Courtesy, respect, doing a good job, making it right when you slip are all part of the mix--in any business. Some get it. Many do not. I'm like everyone else, I'll spend my time and money, both personally and professionally with those that do.
Tuesday, June 9, 2009
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Interpublic says GM exposure is $50 million
Friday, May 1, 2009
The Challenge of "Now"
2008 will be the year many remember: The year everything shifted. Then comes 2009 as pivotal and also will be a year for the history books. The question is and the challenge becomes: Will 2009 be the year of lost dreams or mere survival or will it be the year that set the new path of success?
I've had so many conversations with business people in the past year, from multiple categories and verticals. Considering I'm always talking business and can get a wall to talk back me, that's not terribly remarkable. What is remarkable is how the conversations are shifting. Mostly.
It dawned on me last night that while I've witnessed a sea change in consumerism significantly over the past few years (the shift began much earlier...it just became frenetic in the past few), many folks remain stubbornly attached to what was; desperately waiting (hoping) for the turnaround. In the face of all the data, in the face of all the negative media coverage (that's a different rant), I can understand (while perhaps not agree) that wish. Unfortunately, in addition to all the evidence of a protracted contraction, the evidence of consumer change can be VEHEMENTLY ignored. That's a really, really, monumentally, bad idea.
The turn...has happened. It's not a turnaround, it's a turn. A hard, dog-leg right in a different direction. The paths to profitability and success of five years ago, for most businesses, aren't working today. The pie isn't big enough and the consumer, who is typically every bit as wary as seller/business, isn't biting like they once were. When I hear local and regional (advertising) spots on the radio or see them on TV, those that are still on are still trying to yell louder than the other guy (the other guy isn't spending as much...why are they still shouting???), Or, I see the same old direct mail pieces sending out the same old offers or coupons, it tells me there are a lot of marketers out there still holding on to methods that refuse to take into consideration their customer. B to B, B to C, local, regional, national...unfortunately, it does not matter. (Yes, some are good...most are not and the end consumer/customer is every bit as jaded as I am.)
Whether this is a function of comfort because it has always been done this way, or a function of desperation sales from the vendors of these communication vehicles (let's face it, any media provider is also trying to hold on to revenue), I won't guess.
I do know, as a consumer, you'd better be addressing my needs and wants, take my communication preferences in consideration (otherwise you won't find me), and you'd better never insult me.
We're fortunate in that our clients (in any industry) have drank the kool aid and see that communication styles which really put the consumer first work better than putting the business goals first. "I want to sell a million widgets" is a fine goal but the first objective is "who will buy a million widgets and why?", then find them, talk with them, create a dialogue, otherwise you'll never get the opportunity to sell them anything.
This year is likely to be very painful. I see empty storefronts springing up. Newspapers are closing, Fortune 500 companies are declaring bankruptcy. In many ways, it's evident that the consumer, tired of being irrelevant to Corporate America has turned the tide. Corporate America is only relevant to them, if they know you, communicate WITH you and most of all, believe you.
I look forward to 2010 because I believe the harshest pain will have subsided and those that embraced their customer in 2009 and were wise enough to look at their business, their customers and their communications in a completely different way will witness a new, sustainable and evolving growth like never before.
I've had so many conversations with business people in the past year, from multiple categories and verticals. Considering I'm always talking business and can get a wall to talk back me, that's not terribly remarkable. What is remarkable is how the conversations are shifting. Mostly.
It dawned on me last night that while I've witnessed a sea change in consumerism significantly over the past few years (the shift began much earlier...it just became frenetic in the past few), many folks remain stubbornly attached to what was; desperately waiting (hoping) for the turnaround. In the face of all the data, in the face of all the negative media coverage (that's a different rant), I can understand (while perhaps not agree) that wish. Unfortunately, in addition to all the evidence of a protracted contraction, the evidence of consumer change can be VEHEMENTLY ignored. That's a really, really, monumentally, bad idea.
The turn...has happened. It's not a turnaround, it's a turn. A hard, dog-leg right in a different direction. The paths to profitability and success of five years ago, for most businesses, aren't working today. The pie isn't big enough and the consumer, who is typically every bit as wary as seller/business, isn't biting like they once were. When I hear local and regional (advertising) spots on the radio or see them on TV, those that are still on are still trying to yell louder than the other guy (the other guy isn't spending as much...why are they still shouting???), Or, I see the same old direct mail pieces sending out the same old offers or coupons, it tells me there are a lot of marketers out there still holding on to methods that refuse to take into consideration their customer. B to B, B to C, local, regional, national...unfortunately, it does not matter. (Yes, some are good...most are not and the end consumer/customer is every bit as jaded as I am.)
Whether this is a function of comfort because it has always been done this way, or a function of desperation sales from the vendors of these communication vehicles (let's face it, any media provider is also trying to hold on to revenue), I won't guess.
I do know, as a consumer, you'd better be addressing my needs and wants, take my communication preferences in consideration (otherwise you won't find me), and you'd better never insult me.
We're fortunate in that our clients (in any industry) have drank the kool aid and see that communication styles which really put the consumer first work better than putting the business goals first. "I want to sell a million widgets" is a fine goal but the first objective is "who will buy a million widgets and why?", then find them, talk with them, create a dialogue, otherwise you'll never get the opportunity to sell them anything.
This year is likely to be very painful. I see empty storefronts springing up. Newspapers are closing, Fortune 500 companies are declaring bankruptcy. In many ways, it's evident that the consumer, tired of being irrelevant to Corporate America has turned the tide. Corporate America is only relevant to them, if they know you, communicate WITH you and most of all, believe you.
I look forward to 2010 because I believe the harshest pain will have subsided and those that embraced their customer in 2009 and were wise enough to look at their business, their customers and their communications in a completely different way will witness a new, sustainable and evolving growth like never before.
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