Senin, 25 Juli 2011

Rules of Marketing

Rules of Marketing: Old Vs. New

(The following article also addresses public relations -- the opinions in the article apply to both marketing and public relations. Note that many people would assert that public relations is a form of outbound marketing.)
Copyright Lisa Chapman

What is Marketing? What is PR?

You’ve likely heard it before – in the digital world, “The lines have blurred between Marketing and PR.”
What does that mean? How have the lines blurred? In order to answer these questions, let’s take a look at the OLD versus the NEW rules of Marketing, as proposed by David Meerman Scott in his bestselling book, The New Rules of Marketing and PR.

The OLD Rules of Marketing

The message was delivered ONE-WAY, and CREATIVITY was the secret sauce that commanded the audience’s attention. Among the fundamental concepts of the OLD marketing paradigm:
  • Advertising was the core tool
  • The advertising message was generally crafted to appeal to the masses
  • Advertising INTERRUPTED the audience with a one-way message
  • Advertising engaged campaigns for a defined time period
  • Creators focused on creativity – and award-winning campaigns
  • Advertising and PR were different specialties, run by different people

The OLD Rules of PR

The ultimate goal: Spin a press release to capture reporters’ attention, then get a clip of the story, to show that the message was viewed by the audience.
  • Media comprised the toolbox, in order to get the message out
  • A press release was the core tool
  • Only significant news commanded the attention of the media
  • It was all in “the spin” (or HYPE!)
  • Quotes from third parties were an important element of a press release
  • Press releases were meaningless unless a reporter decided that it was worthy of a story

The NEW Rules of Marketing and PR

Since the internet is now one huge publisher, ANYONE can learn how to create compelling messages and publish them. Getting found online is the science and art. A few of the new rules include:
  • People don’t want “spin” – they want authenticity
  • People don’t want to be interrupted anymore (it’s now called SPAM)
  • People don’t want to be ‘told’ (push marketing), they want to be heard
  • People want VALUE (content), which develops relationship and trust
  • Marketing and PR can reach niche audiences online in a wider variety of ways
  • Content is KING, and stays online, with no end to the campaign

The New TOOLS of Marketing and PR

It’s no longer TV, radio, newspapers, magazines, direct mail, etc. Meaningful, valuable CONTENT is the vehicle that captures audiences’ attention. It is now found on:
  • Websites
  • Blogs
  • Microblogs (Tweets)
  • Social Media platforms (Facebook.com, Myspace.com, etc)
  • Article Directories
  • Videos
  • Podcasts
  • Etc, etc etc!

Makin’ the Marketing Strategy Happen!

Copyright Tove Rasmussen
Implementing a marketing strategy is a multi-faceted activity. A good marketing strategy is driven by a clear, simple positioning statement. This makes it clear to your employees and market, where the company is superior to the competition. The marketing strategy encompasses the product or service offering, pricing, promotion and distribution – or delivery of the product or service to your customers.
So, the marketing strategy is all-encompassing. It drives product features, time from order to delivery, logistics, research and development, customer services — in short, it drives what is key for all facets of the business.
Consequently, implementing a marketing strategy involves so much more than marketing. It involves the whole company.
How you implement the marketing strategy depends who you are in the organization. Are you the president or the marketing director? If the organization has developed a marketing strategy, both need to be aligned with the strategy, on-board and enthusiastic.
The implementation of the marketing strategy can begin with the development of the marketing strategy. The organization can be involved or informed of the status of the development of the strategy. The input of operations, regulatory and sales can be part of the information that is used to develop the strategy.
Or the strategy can be developed by the management team, and rolled out to the company once it is completed. The extent to which each approach works, depends a lot on the issues involved with the strategy development, the culture of the company, and the buy-in to the plan by the company as a whole.
If, for example, operations was asked for an opinion, it is very important to close the loop, and let operations know what happened to the input. How it was used in developing the plan and, if possible, how the input affected the final strategy that was developed.
If the plan is being rolled out with no input, then it is critical for the department heads to consider the expected response from their teams, and to ensure the potential issues will be addressed. If unexpected issues are raised, it is critical to research these issues and respond to them. However, the key is to effectively demonstrate how the plan is in the interest of each department, in particular, the growth of the company. Information that provides confidence in this result is essential to provide, and an inclusive, enthusiastic, confident tenor of the meeting is important.
However, it is much more than one roll out meeting, or several roll out meetings. Implementation includes the informal discussions in the hall, during chance encounters, in regular meetings. People will absorb the information, and come up with excellent questions that need to be taken into account.
There is, of course, the formal implementation of the strategy as well. It will translate into objectives for performance evaluations, possibly organization shifts and changes.
As the company moves through the changes, focus on gaining some small wins first. This increases confidence in the new strategy and increases momentum. Keep it forefront in the company, stay positive and flexible.


Creative Sales

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