Neither digital nor traditional, our marketing must be for people

I keep mulling over what I ask you to give your audience control of marketing .
As I told you, this article has meant a radical change in my way of conceiving marketing .
If we only control a third of the sales interactions, what have we been doing so far with the rest? What have we done to influence the most important part of the purchase decision?
How to influence the conversations where our audience makes their purchasing decisions?
We talk about these messages to our friends asking for the most appropriate product, those visits to stores to inform you, those almost random and somewhat erratic searches that we do in the pre-purchase stages (on which it is very difficult to influence because our customers they are not clear about it and are also much more difficult to quantify), etc.
And we also talk about influencing the past experiences of our audience. From their experiences with a similar product, to beliefs that are difficult to modify that may be based on experiences with the product or recommendations from people they trust (the true influencers ).
We have to influence the most human and unconscious part of the purchase decision: our customers’ feelings towards the brand .
How do we manage to influence how a person feels about our company?
Getting closer to our customers. Showing them that we care about them beyond the sale, showing that we have really made that product or service thinking about them, because we really care about them, showing that we count on them and carry out non-commercial actions that act on the issues that interest or concern them. ,… How many companies do you know that do this?
In theory this is what is done from the product and Macedonia Phone Number List
departments. We think about your needs, about the best way to get the message across … but when it comes down to it, what sets priorities and budgets are sales.

Anything out of this is practically prohibited. If you don’t have a clear sales orientation, it can’t be done.
Could it be that by so much desire to sell, what we finally get is to sell less?
What would happen if we humanized our marketing? Or rather, what would happen if our company were more humane?
We’ve heard about customer-centric companies in many marketing forums for years. We also say it in English ( customer centric ), so that it sounds better. But, what are these initiatives?
In most cases it stays on paper and in loose initiatives. In the best cases, they end in easier processes for the client, in improvements in their commercial relationship with the company. But again, the human part is usually ignored, which is important to our clients, but which will not help to have a direct impact on the sale.
How have we tried to mobilize our clients so far?
The traditional way of trying has been through advertising campaigns on television and other mass media.
In most cases their influence was limited to the impact caused by the wide reach, and at least this impact was reinforced by a creativity so powerful and original, that it elicited reactions in the audience far beyond the advertised product. Always with the risk of forgetting the product that was advertised .
To a lesser extent, we have seen more specific actions than if they are better aimed at meeting this objective: corporate social responsibility actions, some event sponsorships. etc.
If we speak specifically of the digital world we speak of content to influence the consideration of purchase, actions in social networks to launch non-commercial messages, …
But, all this seems to me loose actions. Good intentions, but they don’t have a body, they don’t end up being credible. Why? Because they lack soul, they lack essence.
We must become more humane companies
Or as Mark Schaefer says: “The most humane company wins.”
Here’s the challenge: make the neighborhood store experience scalable.
Obviously it is very difficult. But it is what we must try to achieve. We have no alternative.
Our clients have to feel that we know them, that we care about them and this should lead them to connect with us beyond the product, we talk about: excellence in service, powerful value proposition (if we have established strong ties with our clients, is important, but not decisive), closeness, involvement of our clients in the company, personal connection, …
We must imbue our company with the marketing values ​​that Kotler promoted so many years ago:
human variables marketing kotler schaefer
How to get personally connected with our clients?
1. Make customer knowledge the cornerstone of our business strategy
We have to make real the customer-centric strategies that are so much talked about, and add a human approach in which what is sought is affinity and rapprochement with our customers, and not as focused as it is now on return on investment in the form of sales.
At a methodological level, to activate all these factors proposed by Kotler we must start from a definition of the audience profile to which we add a new focus, a new area of ​​analysis: factors of personal connection with the audience.
What are the most personal interests of our audience? What moves you? How can we create a personal connection with them? What initiative related to the activity of the company could we launch so that our clients feel that we know them and that we care about them?
If before it was the most important part of the definition of a marketing strategy, now it has become its cornerstone.

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In this way, the four phases that I propose in my methodology to define the audience profile: purchase insight , buyer persona , value proposition and customer journey , have to include this new approach.
And of course, we must base these conclusions on data. In in-depth interviews, market research, focus groups, online surveys … (everything will depend on the company’s resources), which allow us to make real and related proposals to our clients.
We must change the mindset about return on investment
To have these budgets, we must change the mindset about ROI. We are going to have a standard ROI (on the monetary investment in the form of sales), but another much more important (let’s not forget that it is about the two thirds that we do not control) that we must learn to measure and give it the importance it has.
2. Define human marketing strategies or marketing for people.
As we saw in the previous article, the most standard marketing strategies focus on one third of the interactions, to reach the remaining two thirds we need an additional and fully coordinated strategy supported by the traditional marketing strategy, which for now I will call strategy of human marketing or marketing to people .
The objective of this strategy would be a more personal and personalized approach to our clients and would use the most common channels to give voice to their initiatives, but that would execute them in others that are not so common and closer to the territory of public relations.
It would be a strategy whose return on investment is the feeling of belonging of our clients, the closeness to the brand … and that are difficult to measure in a direct way.
For this we would resort to brand recognition studies, NPS, surveys and metrics that provide us with context on the consequences of these actions on the business:% churn, the CLTV ( Customer Lifetime Value ), customer sales, etc.
3. Creation of the human DE Phone Number department
Being a strategy whose objectives and approach are so different (although they must always be coordinated), I think it would only have a future as a separate department.
If it were within the traditional marketing department, the focus on sales would end up nullifying these types of initiatives.
This department would be a hybrid between a traditional marketing department, a customer department, a brand, research, measurement department, and a CSR department (if any). Its mission is to know the client in depth and propose actions that show the most human side of the company and bring us closer to our clients.

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