On the Harvard Business School Blog Professor John Quelch provides the following tips for Marketing during tough times (http://hbswk.hbs.edu/item/5878.html):

1. Research the customer. Instead of cutting the market research budget, you need to know more than ever how consumers are redefining value and responding to the recession. Price elasticity curves are changing. Consumers take more time searching for durable goods and negotiate harder at the point of sale. They are more willing to postpone purchases, trade down, or buy less. Must-have features of yesterday are today’s can-live-withouts. Trusted brands are especially valued and they can still launch new products successfully, but interest in new brands and new categories fades. Conspicuous consumption becomes less prevalent.

2. Focus on family values. When economic hard times loom, we tend to retreat to our village. Look for cozy hearth-and-home family scenes in advertising to replace images of extreme sports, adventure, and rugged individualism. Zany humor and appeals on the basis of fear are out. Greeting card sales, telephone use, and discretionary spending on home furnishings and home entertainment will hold up well, as uncertainty prompts us to stay at home but also stay connected with family and friends.

3. Maintain marketing spending. This is not the time to cut advertising. It is well documented that brands that increase advertising during a recession, when competitors are cutting back, can improve market share and return on investment at lower cost than during good economic times. Uncertain consumers need the reassurance of known brands, and more consumers at home watching television can deliver higher than expected audiences at lower cost-per-thousand impressions. Brands with deep pockets may be able to negotiate favorable advertising rates and lock them in for several years. If you have to cut marketing spending, try to maintain the frequency of advertisements by shifting from 30-second to 15-second advertisements, substituting radio for television advertising, or increasing the use of direct marketing, which gives more immediate sales impact.

4. Adjust product portfolios. Marketers must reforecast demand for each item in their product lines as consumers trade down to models that stress good value, such as cars with fewer options. Tough times favor multi-purpose goods over specialized products, and weaker items in product lines should be pruned. In grocery-products categories, good-quality own-brands gain at the expense of national brands. Industrial customers prefer to see products and services unbundled and priced separately. Gimmicks are out; reliability, durability, safety, and performance are in. New products, especially those that address the new consumer reality and thereby put pressure on competitors, should still be introduced, but advertising should stress superior price performance, not corporate image.

5. Support distributors. In uncertain times, no one wants to tie up working capital in excess inventories. Early-buy allowances, extended financing, and generous return policies motivate distributors to stock your full product line. This is particularly true with unproven new products. Be careful about expanding distribution to lower-priced channels; doing so can jeopardize existing relationships and your brand image. However, now may be the time to drop your weaker distributors and upgrade your sales force by recruiting those sacked by other companies.

6. Adjust pricing tactics. Customers will be shopping around for the best deals. You do not necessarily have to cut list prices, but you may need to offer more temporary price promotions, reduce thresholds for quantity discounts, extend credit to long-standing customers, and price smaller pack sizes more aggressively. In tough times, price cuts attract more consumer support than promotions such as sweepstakes and mail-in offers.

7. Stress market share. In all but a few technology categories where growth prospects are strong, companies are in a battle for market share and, in some cases, survival. Knowing your cost structure can ensure that any cuts or consolidation initiatives will save the most money with minimum customer impact. Companies such as Wal-Mart and Southwest Airlines, with strong positions and the most productive cost structures in their industries, can expect to gain market share. Other companies with healthy balance sheets can do so by acquiring weak competitors.

8. Emphasize core values. Although most companies are making employees redundant, chief executives can cement the loyalty of those who remain by assuring employees that the company has survived difficult times before, maintaining quality rather than cutting corners, and servicing existing customers rather than trying to be all things to all people. CEOs must spend more time with customers and employees. Economic recession can elevate the importance of the finance director’s balance sheet over the marketing manager’s income statement. Managing working capital can easily dominate managing customer relationships. CEOs must counter this. Successful companies do not abandon their marketing strategies in a recession; they adapt them.

Mar 22, 2010 1:39 PM, By Andrea Hribar–Chiefmarketer.com

As Hamblin’s Brandeli continues to evolve,  the cost and resource efficiencies that it can deliver to marketing-driven organizations (and just about every organization needs to be focused on how they communicate in the marketplace) are quickly being realized .  One very relevant benefit of Brandeli is the ability it offers to 1) create fool-proof, completely customized communications templates that eliminate the need to keep recreating the wheel and 2) to streamline the approval process for most print and digital projects. Imagine how much time (which equals money) that could save!

http://www.nytimes.com/2010/01/27/business/media/27adco.html?em

Visit the link above to check out the little blue ‘i’ initiative!

There are many problems in the world. Some of them minor and temporary, like headaches, and some of them that seem almost impossible to resolve, such as global warming. Fortunately, there are usually multiple ideas available to help solve a single problem, although they may not necessarily be implemented. This theory holds true when we talk about marketing products and services.

To be successful, a product or service needs to solve a problem that is experienced by a large enough group of people (i.e. the target audience) to make it worthwhile (profitable) to develop it and sell it. If this is achieved by one organization, it is almost certain that competitors will try to gain some market share. Then it becomes a case of which solution is better, as determined by the customer base. May the best solution win.

Wake-up call to those who still don’t think its fair that they have to do something different to stay afloat. The world has changed. Don’t take our word for it, read:

http://sethgodin.typepad.com/seths_blog/2010/01/what-every-marketer-needs-to-learn-from-groucho-marx.html

Don’t be offended. Be inspired.

It’s easy to get disheartened when everything you do to persuade people to buy your product or service seems futile. However, there is a relatively easy fix when it comes to real or perceived lack of consumer motivation. Objectively examine what the payoff is that your product or service provides.

It’s simple, but not easy. If you can’t look at your own business/products/services objectively, a well-developed formal or informal customer or prospect survey can help you identify areas where you fall short.

The payoff your product or service provides doesn’t have to be fancy, but it does need to be relevant to your target audience. For example, the Tylenol brand of acetaminophen competes in a category full of generic and brand-name products, to differentiate beyond the basic payoff of pain relief, Tylenol promotes its effective yet stomach sensitive formula, plus the fact that it won’t interact with high blood pressure medication. These are important payoffs to older adults who are looking for a way to deal with the aches and pains associated with aging.

Once you identify the primary payoff for your customers, make sure you communicate it clearly, concisely, and consistently in your marketing and promotions.

For some of us, tomorrow (Christmas Eve) is when the holiday season really kicks into full gear with laast-minute shopping. On the other end of the spectrum are the people who began shopping for gifts on Dec. 26th last year. So what makes us tick when it comes to purchasing pesents or other goods? According to this article http://www.scientificamerican.com/blog/post.cfm?id=your-shopping-personality-explained-2008-12-18 in Scientific American, there are four distinct shopping personalities. Take a peek to see which one applies to you!

“So what are the next steps?” That’s a common phrase (or so it should be) at the end of many business meetings. Translation: tell me what I need to do and what you need to do to keep this project moving forward.

Surprisingly, many organizations forget to inform potential or current customers about ‘What happens next’ during a sales cycle, service call, or even a purchase. Consider students requesting more information about a college they may wish to attend through the institution’s website. After completing a lengthy form with personal information on it, one would hope the response regarding next steps would be a little more than a simple ‘Thank you’. Most prospective students might like to see an email with some information immediately sent to them, or at least some mention of materials  being mailed to them and when they can expect them.

After you purchase something online usually there is a confirmation provided, including a receipt, and even emails confirming the sale and delivery information. Having the next steps is reassuring, it provides a point for finishing a project and/or the satisfaction of moving one step closer to a goal.

So ask yourself, have I provided next steps to my pipeline clients and in my marketing communications? Hopefully the answer is yes!