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.
Thursday, September 9, 2010
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.
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