marketing

Is Traditional Marketing Dead?

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By STEPHANIE WOODCOCK

Stephanie Woodcock

Cold calling is dead. The days of the “hard sell” are behind us. Thank goodness, right? However, this places the onus on the marketing departments to support sales even more and create a united front of messaging and brand positioning. Both departments need to work in tandem with each other with the new trend of “soft selling,” a trend that is here to stay.

If your company depends heavily on referral work and repeat business, you’ve been in business for a while and you have salespeople and project managers who possess years of relationships and experience in their field, chances are you are already employing the soft sales approach. How do we increase its effectiveness? We engage Marketing. Yes, you – Sales – will not get rid of us. You need us. The hard sell is going away, but we – Marketing – are here to stay.

Companies lose important sales opportunities when they don’t engage Marketing. They don’t understand this new relationship between marketing and sales. In the old way of hard sales, Sales could act more independently through cold calls, forceful sales letters and unsolicited pitches. The customer knows he or she is being sold to. There is no gray area. Marketing was able to act more independently as well, while employing more traditional, straightforward marketing techniques that didn’t need the salesperson’s collaboration.

The buyer persona is changing. Buyers are more aware, more informed, doing their own research online, choosing when they buy and preferring to order online with a few clicks on their keyboard or mobile device rather than picking up the phone.  Because this customer/sales dynamic is changing with a new, softer approach, Sales and Marketing need to work together to strategically find ways of informing customers rather than pressuring them.

This type of selling focuses on the relationship-building aspect of sales and finds less aggressive ways to show customers the solutions they need. Enter Marketing.

Marketing should support the sales effort with a brand image and message that delights and informs the customer. Useful and creative messaging that captures the customer’s interest and information is the key to growing your sales pipeline. While Sales engages customers, builds relationships and becomes trusted advisors, if Sales doesn’t have the brand, messaging and marketing expertise to back up this soft sell approach, Sales misses out on major low-hanging fruit opportunities.

It’s actually more than a soft sell approach. It is a creative and strategic partnership between Sales and Marketing that connects the customer base with the identity of the company.

Many undermine or dismiss marketing’s importance because it is more difficult to measure. I was recently asked, “Are print ads in industry magazines really worth it?” Why was I was asked this? Because it is difficult to measure results and the bottom-line value.

My answer is simple: If your customers are reading that magazine, if you want to position your company as a premier, experienced expert in your industry… then yes, they are worth it.  And guess what? You can measure an ad’s effectiveness.  While the main point of print ads, billboards, commercials and more are to position and elevate your brand, they can be measured through analytics. A customized website link can be printed on the ad that directs traffic from that ad to a monitored landing page.

Image is power. You are presenting an image of your company that helps support your sales effort.

Both traditional and non-traditional marketing techniques are needed to accomplish a cohesive strategy. The older, more traditional way of marketing will not properly reach those newer buying types and is being reinvented to remain relevant. Landing pages, digital marketing, analytics and SEO/SEM are all part of this reinvention. These non-traditional methods are becoming an integral piece of the marketing playbook. The key is for Sales and Marketing to develop a strategy that uses the best of both traditional and non-traditional marketing.

So how do we accomplish this? I sit down with marketing teams to discuss and create strategic approaches. How-to videos, white papers, social media engagement, search engine optimization, electronic newsletters, lunch n’ learns and digital engagement are just a few of the marketing tools my clients use to become the go-to source for their customers.

My clients also still use traditional marketing techniques such as print ads, billboards and press releases – but these traditional techniques have been

reinvented. Traditional marketing is not dead. It is reborn. Billboards call attention to creative website URLs to increase traffic and SEO on a mobile website. Press releases link to blogs and white papers on the company’s website. Print ads have call-to-action links to increase online engagement.

In softer, strategic sales, we shape the narrative. Because the soft sales approach relies on expertise and relationships, our marketing position plays an important role. More importance is placed on the marketing team to help facilitate the soft sales process. It’s no longer a transaction between a salesperson and a customer. The whole company’s image is becoming part of the transaction.  Website presence and traffic, search optimization, digital tools and electronic marketing are all essential in a comprehensive communication strategy. If the brand and message of Marketing isn’t in line with the values Sales is presenting, then the relationship with the customer – and the customer’s trust – is at risk.

How do you increase your marketing efforts and image? Each company and industry need a customized approach. The good news: There are so many tools in our arsenal now to make an impact. The bad news: Learning how to master each takes more skill and a team of people to facilitate.

I find that companies are still struggling to get sales and marketing departments on the same page. They each go their separate ways, as if their paths do not cross. Whether you know it or not, your paths cross. Your customers see what the marketing department sends out and then they see the salesperson. The two need to be unified in their approach. Get a good team of people, work on a strategy, solidify your identity and work together. Marketing and Sales need each other. It’s “’til death do us part.”

Stephanie Woodcock is president of Seal the Deal Too, a St. Louis-based marketing, creative & communications firm. She can be reached at stephanie@sealthedealtoo.com.

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2018 SMPS Marketing Excellence Awards

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Join SMPS St. Louis on June 14th for the Marketing Excellence Awards and get inspired. This awards celebration will showcase some of the top marketing efforts across the St. Louis area. Come network with local marketers, get ideas to improve your firm’s efforts, and celebrate this year’s winners. The works submitted by several top firms will be displayed and three of the entrants will present on their award winning submissions.

The SMPS St. Louis Marketing Excellence Awards recognize outstanding achievement in marketing communications by professional services firms in the design and building industry. Occurring once every two years, the competition provides an unparalleled opportunity for professional services firms to showcase their best marketing practices and elevate their firm.

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Build Brand Love by Taking it Up a Notch from Good to Great Marketing

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BY STEPHANIE WOODCOCK

Stephanie Woodcock

Companies hire marketing firms for many reasons. Some are obvious. They want to freshen their brand, broaden market awareness, increase lead generation, drive sales and “take it up a notch.” Many times companies decide to reach out for help in marketing when they want to gain a foothold in a new market, have an upcoming anniversary, notice a drop-off in sales or need a whole new brand and direction. While all these goals and needs are important, there is no “silver bullet” marketing technique that will stun the customer base into handing over their business. Before results can be measured, we need to step back and evaluate why we want those results. What is our real motive and measure of success?

Effective marketing requires a “long game” approach, where both parties sit down and assess the big picture and long-term goals before diving into the details. It’s more than listing sales goals and last year’s YTD numbers. It’s about asking key questions such as the following:

  • How does my company’s brand, big or small, make a difference and impact in the world?
  • How does my company’s vision align with the vision of my employees and my company’s culture?
  • What does my brand provide customers and employees beyond a product or service?

Answering these macro-level questions is the start of building Brand Love. Surprisingly, many times a mission statement is just words on a wall, not a company culture and daily vision. Brand Love embodies that mission statement with a sense of purpose and connects employees and customers around that purpose.

Brand Love is when a customer experiences a bond with a company’s values and mission through its messages. This is marketing at its best. It’s when the message goes beyond selling and connects clients to the real reason and vision of that company’s driving goals.

Brand Love is achieved by building on brand loyalty and can be accomplished through a variety of marketing objectives. This is where the marketing professional can dive into the details.

Good marketing helps create brand loyalty. Many companies have a good, solid marketing plan that helped gain a loyal following. Great marketing helps create Brand Love. Fewer companies achieve this kind of recognition. Brand loyalty is when customers trust your services and reward you with their repeat business. Brand Love engages the clients, tells a story and offers a clear, concise vision that is more than a product or offering. It creates a partnership with its customers and enables trust, security and hope in its brand. This keeps a customer for life and protects against the commoditization of the company’s product or the clients coming and going with a particular salesperson.

This is a good indicator whether or not a company has achieved Brand Love. If a key salesperson leaves a company and takes much of his or her book of business, then that company hasn’t done a good job at creating a partnership and trust with its clients.

Building Brand Love requires more than bullet points on a sell sheet. It requires a vision that aligns with the goals and internal culture of the company and a vision that is consistent, transparent and relevant. No touch point is too small to build Brand Love and tell the company’s story.

One exercise I conducted with a client helped differentiate between brand loyalty and Brand Love. As a team, we came up with 10 different touch points or marketing techniques to unroll our recent campaign, such as lunch and learn sessions, sales flyers, social media, event engagement and electronic blasts and contests. Each one of these techniques was designed to provide helpful information about our product and would help create brand loyalty.

Then we created two columns and explained exactly what we wanted to achieve through that technique and how each would create both brand loyalty and Brand Love. This exercise was really helpful in showing the difference between the two. It forced us to look beyond the obvious marketing tool and “take it up a notch.” One is based on logic – on features and benefits. The other is based on emotion – on engagement and instilling a sense of purpose. The insight gained through this exercise was immediate. Now with each new marketing objective and message, we think first about what we can do to make it a little better and increase our Brand Love. It’s taking the marketing techniques from good to great.

The overall goal is still achieved. We broaden our market awareness and increase our lead generation, but we also deliver our message with an extra level of care. We try to surprise and delight our customers rather than just promote or sell to them. While it may not be the “silver bullet” of marketing, Brand Love safeguards against commoditization, creates a community with the client base and adds to overall long-term goals.

Stephanie Woodcock is president of Seal the Deal Too, a St. Louis-based marketing, creative & communications firm. She can be reached at stephanie@sealthedealtoo.com .

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Don’t Accept the Slow Season

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Tom Woodcock
Tom Woodcock

By Tom Woodcock

Winter is approaching. Work conditions will decline, ground will harden and everyone goes from holiday mode to winter blah. No one is spending any money and projects are scarce. Time to hold your breath and ride your line of credit through this annual recession.

Not so fast!

Throwing in the towel before the season even changes is awfully defeatist. The real course of action is to dig down deep and drive your sales effort. Opportunity may slow down, but it doesn’t disappear.

I’ve worked with enough contractors to know the difference between those that thrive through the winter and those who starve. The firms that go hungry are those that resign themselves to the norm and do nothing to move the bar. The true winners are those that look for every sales vehicle possible to get in front of the customer base therefore, opportunity. They gain a presence physically, electronically, and proactively. They’re not sitting by the phone waiting for it to ring or surfing the Internet for hours at a time. They understand that it takes work to find the projects that break over the winter. Not just those that bid this time of year, but also those that begin.

There is always pressure to go with the historical processes that the construction industry has sustained. Get fat over spring and summer then hibernate over the winter.

I refuse to let my clients accept this logic. We sit down and develop aggressive sales schedules and implement them. We keep the company accountable and review the results. Areas that we feel are the most likely to produce opportunity get the greatest sales attention. We then attack from a selling perspective and don’t let up. These opportunities may take more face-to0face customer time but often we’re the only ones actively pursuing them. This presents a great opportunity to steal a regular customer from a competitor.

Most people think that when they are actively engaged with a customer on a project, they’re selling. Not true. That’s servicing.

It’s what you do with customers when there isn’t a project on the table that falls into the sales category. It’s easy to communicate with a customer in the middle of a summer project. There are details to cover and schedules to meet. That’s a main component of a contractor servicing their client. It’s much more difficult to communicate when you’re not reviewing those elements, to actually talk to your customer on another level. Because of that difficulty, few people actually do it.

So this is the scenario: few people are actively calling on customers, you have time, and projects exist. Seems like an ideal situation for securing some business.

The challenge is to have the discipline and the plan to go after it. The first step is eliminating the “slow season” mentality. I’m not sure about you, but I prefer to be busy year-round. It can make sales projections easier and growth more possible when you gain business every month of the year instead of just nine.

Once this becomes part of your sales program, it tends to grow stronger year after year. You begin to recognize the vertical markets that produce opportunity during the winter months. You can then continue to develop your approach and marketing efforts to capitalize on the seasonal opportunities.

It is kind of like landscaping in the spring and summer and plowing snow in the winter, a common practice in property maintenance. Translation in construction terms: ground up in the spring and summer then renovation in the winter. That is just an example.

You can superimpose that formula on almost any construction trade of dynamic, if you’re willing to. That’s the rub. It’s easier to simply ignore this opportunity and kick back. Some see it as a time to catch their breath business wise. In reality, it’s more like holding your breath.

Investigating which market segments are progressing indicate where projects exist. Developing a sales approach to those markets and enacting it can unveil opportunities. Few people do this kind of sales work in the proverbial slow season.

The size of your company is irrelevant if you truly prioritize the sales effort. Breaking the trend is the most difficult part in conjunction with extending patience till results begin to occur. Selling is never a situation where you simply snap your fingers and the business magically appears. It requires planning, effort, and diligence, especially in a season that traditionally is not productive.

Anyone can secure business when there’s plenty for everyone. The real sales professionals secure it during the leaner times. When the bit players disappear and the field opens up, more commonly known as the Slow Season!

Tom Woodcock, president, seal the deal, is a speaker and trainer to the construction industry nationwide. He can be reached at his website: www.tomwoodcocksealthedeal.com or at 314-775-9217.

 

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