Oh my word...

I just had to include this (thanks to http://whythatsdelightful.wordpress.com/) - if you're interested in sports marketing...oh who am I kidding?

Put a few things in perspective

Thought I should just post this and see what happens. Probably none of it surprising, but at this time of year, when we've bee settling marks for students term papers and exams the bit about jobs that don't yet exist makes you think about the skills they're acquiring.
I'm so glad I didn't do a vocational degree!

New year, new enthusiasm

I know I introduced this idea some time ago, but now it's 2009 and a time for new brooms and all that, I thought I'd kick it off for real.
Here's the deal.
Last year, whilst writing Virtually Free I met, either actually or virtually, a lot of nice people who were enthusiastic about their businesses.
What I noticed (and indeed have noticed ever since I was teaching MBA students) was that these business-people didn't just care about what their strategy was or if they'd got their marketing mix right. They seemed to care as much, or maybe more, about their enjoyment of the business and the challenge or connecting with customers and collaborators, producing neat ideas and forging ahead.
So I asked myself; 'What gives these kind of entrepreneurs their sense of direction?'
A long time ago now, I read a paper by two academics - Andrew Campbell and Marcus Alexander - asking an even simpler question; 'What's wrong with strategy?'
I'm paraphrasing them (badly) when I sum up their argument as the following.
Strategy doesn't work as most textbooks say. The idea of a cascading structure of corporate objectives feeding down into strategies and tactics doesn't appear to happen.
In truth (as John Rossiter observed of marketing strategies) most people can't accurately recall what strategy they are using.
What happens (Campbell and Alexander argued) is that companies (that is, people) oscillate between gathering and using 'insight' and revisiting or revising their sense of 'purpose'.
Insight can be internal - how things can work better - and/or external - what those customers really need.
Purpose is, in a sense, far clearer; what are we in business for?
Between these two (which you will see repeated in our book Marketing & PR and in Virtually Free) many small businesses get a sense of direction, of what they could do to achieve their ambitions.
But, as I observed from some of the contacts I made last year, a successful business needs more.
After some wrestling - well, serious frowning - I came the tentative conclusion that organisations need the two other 'cardinal points' that appear above.
Truth can relate closely to insight, since a 'true' solution is one with honesty where any exchange is transparent. But it also relates to how an organisation conducts itself. Truth means having nothing to hide...and that makes all communications (with customers, suppliers and others) so much easier: essential in a web 3.0 world. Truth is also a test of how well you know your customers' needs - are you confident in the truth of your view of them?
Beauty may be more contentious. Again this links to the other cardinal points above; a truthful service solution can be beautiful as can a product that simply works. But I think we also have a responsibility to make people's lives better by what we do (I think Guy Kawasaki agrees) - it might just be about making the world a better place to be.
The links between all these points isn't, by the way, a weakness. Imagine these points all exerting force on the centre and you get the idea that a strong organisation exists in an equilibrium.
I would suggest that those who haven't really worked through these issues has a blind spot somewhere.
I'm aware this is all slightly esoteric so I'm asking all my contacts (and complete strangers) to flesh this out in the next few months. I'm starting with Linked-In and will gradually seek to infect other social networking platforms as we go - feel free to do it yourself and claim some ownership!
All we want is a ratio of 70% example to 30% discussion - do successful organisations have this 'compass'? Can we gather examples of good practice - insightful, purposeful, truthful and beautiful?
The Linked-In Group is called (surprisingly) 'Insight, Purpose, Truth & Beauty'. Let's see what we can do with it.

Extremely Social Marketing

Just got back from Brighton where the first 'World Social Marketing Conference' was held at the Metropole.
I didn't see much of the sea but the event itself was fascinating for all kinds of reasons.
First of all, I met and spoke with Philip Kotler. I have to get this fact out of the way because my colleagues are all ribbing me about this. Whatever you think of the guy I can assure you he seems nice enough - even when I started telling him about my research. He stayed awake anyway.
There's no doubt that social marketing is a large and growing sector.
It's an area Nick and I are realising (slowly I know) that we are working in more often than not.
To present marketing - in our writing, consultancy or teaching - as just commercial, profit-focused is not only undesirable, it's inaccurate.
In Marketing & PR we made sure we discussed how small businesses and nonprofits could benefit from clear marketing thinking. In the forthcoming Virtually Free we likewise apply sound marketing principles to all kinds of organisations.
In any case, very few business people rush to work simply to make money.
We know that, for many of us, money is a 'hygiene factor' [it's a kind of minimum requirement] but it's not a motivator. Of course as you take hygiene factors away you can start to 'disincentivise' work. As you build up motivators, you get more and more committed and industrious.
The World Social Marketing Conference was packed with highly motivated people, marketers, from agencies, nonprofits, universities and other, hybrid, organisations.
I came away enthused. Eager to do more with the knowledge we have at PWOTG.

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PS...I can't see what all the fuss was about when Philip met Philip...

Let me tell you about this T-shirt

Since finishing the new book I’ve been thinking about how a smaller organisation can get its act together.

A great marketing strategy isn’t just about getting all the elements of the marketing mix ‘right’. As marketers never tire of telling you – it’s more complicated, deeper than that.

But complication means problems.

For a small organisation, like an SME or a charity, execution of a marketing plan is where it all happens. Because of the limited resources to hand, the basic tasks of a marketing plan can seem overwhelming and, importantly, take valuable people away from running other vital operations.

There is, in fact, a related problem for larger companies. How do they communicate what must be done – internally and to others such as agencies – in order to allocate sufficient resources?

One reason this struck me forcibly as I finished the book, and then discussed this with Nick, was that the ‘new marketing’ demanded by the web and other converging technologies gives us even less room for manoeuvre.

Even more than ever, marketing is something you have to do now and every day. And it all has to work together, day after day.

Great small organisations know and do this. Larger organisations often struggle.

So as I wrote about online promotion and the maintenance of an online brand, I emphasised ‘consistency’ and ‘integration’.

Consistency. When everything you say and do refers to your core values.

Integration. When everything you do links to everything else you do.

Since then, Nick and I have been discussing a marketing strategy ‘mantra’ that could remind us of what the rules are. I’ll go into all this at greater length in the next few posts but for now I’ll just leave you to consider…

Insight, purpose, truth & beauty.