Posts Tagged ‘George Lemmond’
Posted by Scott Dunn on June 25, 2009
Iran couldn’t keep the news out. They blacked out the airwaves, banned reporters, jammed the internet, and crushed heads.
But the new tools of technology—the Social Media—prevailed, and the whole world watched and listened as the Iran Thugocracy was revealed.
The information age is here, and there was nowhere to hide. Twitter, cell phones, Blackberry and all the rest put an unyielding spotlight on the evildoers.
The genie was out of the bottle and the tyrants couldn’t stuff it back. Social Media is a tool for freedom. It gave everybody a voice.
The Iranian people were heard, not just because they protested, but because their message was powerful. The message was not about the election: it was about freedom.
There are lessons here for marketers. First is a new definition of “transparency.” Now the beams you send come right back at you, reflecting your warts. No make-up can hide your blemishes, no spins can deflect your misstatements.
Second, the sounds you utter are amplified, and you’re in an echo chamber.
Marketers aren’t on a stage any more; they’re out in the audience.
And third, no matter how new the media, the message is the key.
Social Media gives people a new voice, and it’s virtually free. Freedom of speech can’t be denied, but there’s no guarantee that anyone will listen, or react. Why should the audience give attention, why should they care? The Iranian people had something powerful, interesting, and universal to say: we are oppressed and we demand our rights.
What is the key benefit that a marketer wants to convey? Why should anyone pay attention and care enough to buy their product? Social Media can make new connections, but by itself can’t deliver new customers. The Iranian protesters had a worthwhile cause to communicate, and they did it. What is so important about our product, and how can the new Social Media connect to new users for us?
George Lemmond
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Posted by Scott Dunn on April 20, 2009
Here’s the marketing outrage of the year. The Port Authority of New Jersey and New York has changed the name of the new signature building at the 9/11 terrorist strike from “The Freedom Tower” to “WTC I.”
Why? Because the word “freedom” makes it hard to sell, they say. They are trying to find tenants for the 1776 foot office/monument, and its tough sledding. But the rumor has it that China has popped for about three floors. Did China insist on the change? Why should they object? Are they afraid of the word? Or of the concept?
To me, “WTC I” invokes sad memories. It makes me think of bad, past days. Dark days of heroism, grief, and, yes, terrorists. But “Freedom” is inspirational and looks forward to days of light, progress and joy.
The old Twin Towers were not a raging success. I don’t think their occupancy was ever that great; I don’t know why. Maybe the new building will have a curse on it, and be hard to rent no matter what name it bears. If I were a salesman for the project, I know I’d rather be selling freedom than a tombstone.
There will be a brief chapter in my new textbook called “Courageous Marketing.” It will cover brands that survived the recession by plowing forward. It will describe the guts of taking uncertain paths. It will honor those who are single minded, despite pressure to diversify. It will not include the chicken-hearted politically correct sycophants like the Port Authority of New Jersey and New York.
The climate these days is to decry the greedy capitalists. The ones who make profits on the backs of the needy unfortunates. But they’re the ones who take risks for freedom, the brave people who aren’t afraid to step up with pride and say, “This is what I stand for. Want a piece of it?”
George Lemmond
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Posted by Scott Dunn on March 3, 2009
In the musical “Oklahoma” a guy went to Kansas City and declared that everything’s up-to-date there. “They’ve gone as fer as they can go,” he sang. “I counted twenty gas buggies goin’ by themselves— when I put my eye into a bell telephone, a strange woman started into talk—You can turn the radiator on whenever you want some heat..What next? What next?”
So, have we “gone as fer as we can go? Should we close the patent office because everything has been invented?
Fast forward a hundred years from 1909 A Wharton School nationwide survey says that the most innovative advances in just the past thirty years are—no surprises—-
The internet
PCs and Laptops
Cell phones
Email
It’s hard to imagine that communication and information can go much farther. It seems to me that we are nearly to a point where–
All information is available everywhere,
right now,
free,
and everybody is connected!
Maybe we’ll have chips implanted at birth that will think for you and enable you to transmit your thoughts without talking or writing. And the symphony hall will reside in your inner ear.
Progress doesn’t ratchet back. It’s different than trends, where most of them fall and reverse through their own weight. We’ll never go back to no cell phones; they’ll be replaced with something better. Technological progress will be incremental, until a great leap forward will shatter the status quo.
By 2039 we’ll look back on 2009 as a dark, barely literate year. Cancer may be cured, energy solved with nuclear fusion, poverty gone. Maybe, I hope, we’ll finally be out of debt and enjoying the cool of the evening, wondering what climate change was all about.
Back to Kansas City. What innovative changes can small businesses do to survive the recession of 2009 (plus?) so their heirs will have the chance to be rich and proud in 2039
Here’s a starter list:
Assume survival, rather than slow death.
Concentrate on the essence of your brand, not the add-ons.
Advertise loudly and wisely.
Nourish relationships, one at a time.
Pick and groom your successor.
Watch your market change, then change faster.
The visitor in the musical found that
“They went an’ built a sky scraper seven stories tall
About as high as a building orta grow.
Everything’s like a dream in Kansas City
It’s better than a magic lantern show.”
Change happens. Recessions happen. If you want, good times and a magic lantern are about to happen.
George Lemmond
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Posted by Scott Dunn on February 19, 2009
A lot of people say that retailing, as we know it, is dead. Why go to a store when you can compare and shop on the internet, get it paid for and delivered without leaving home?
Despite its growth and acceptance, internet sales are still less than five percent of all purchases. I predict it will never reach fifteen percent? Why? Because people need to shop. They need to get out and connect with the world,
In my experience at Target I saw nine reasons why people came into our stores. Do you fit any of these?
1. They want to be in a crowd. It’s somewhere to go, to be with human beings. They can’t stand to be alone. They need sporting events, restaurants, or just walking through the city.
2. The opposite—to be alone. In other words, to be lost in a crowd. When they get stressed out they relax by shopping. Somehow they recharge their batteries there. They can still be anonymous while making human contact.
3. They want companionship. They come in pairs. “Hey, let’s get together—we can go shopping!” Some couples develop strong bonds—they are facing the world as a team.
4. They want to see what’s new. It’s a better way to be with it and not rely on what they read in the paper or see on TV.
5. They need a challenge. It’s a competitive sport. Compulsive shoppers are very competitive. They can sniff out a bargain from a hundred yards away. They bag their stuff as trophies, and come home victorious.
6. They need to pamper themselves. They need to spend in order to affirm their beauty and worth. It’s an award they bestow on their egos. It makes them feel better than a workout at the gym.
7. They need to dream. They need to see how the upper class lives. They envy wealth. Women try on stuff that there’s no way they can buy.
8. They need to brag. These are the worst kind. They have to show how smart and rich they are.
9. They need something. Duh. This applies mostly to men. Shopping is a problem for them to be solved—go out and find it, shoot it, and bring it home.
My Dad hated shopping: he waited in the car for Mom and smoked his pipe. My daughter was told by her mother, “Clean your room or I’ll make you go shop with your father!”
Of course people will switch from one reason to another, day to day. Sometimes from store to store.
But can you imagine what it would be like if there were no shopping? How else could you satisfy the basic need to be connected?
George Lemmond
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Posted by Scott Dunn on January 21, 2009
One of ways stores and companies try to find their strongest positioning is by asking people what they want. And of course that’s good. But they should look hard at the results of their research.
As I said earlier, you can’t wish a position, you have to earn it.
Many studies confirm that “Service” is what customers want, so OK, says the store or a manufacturer, we’ll say that’s what we give. But “Under-service” and “No
If your selected position is “Service,” it will fail. Call us and we’ll find a better one for
The promise of service is fraught with danger, embodied with every employee, tested with every encounter. The worst sin of marketers is to not deliver what is promised. If they fall short, they have broken a trusted relationship.
I can think of two companies that could proclaim good service as their claim to fame: Nordstrom and Ritz-Carlton. ? They deliver it every day. It is part of their culture. Can you think of any more?
So until a company is known for its service and they live it, they should talk about something else.
“Lowest Price” is also a losing positioning. There can only be one lowest price player in every category. Wal*Mart owns that game. If you go that route, be ready to get undercut.
The same is “Value.” That word is worthless, the king of vagueness.
I’m certainly not saying that “Service” is bad; it should be pursued and treasured.
Once a company delivers it, unbroken, for about five years, then it could be shouted from the roof.
I was with an ad agency that had a hotel client. We sold them a “Service” strategy and created a campaign, “If it’s not your mother, it must be us.” Their service was
lousier than their positioning.
“Service” is a cop out. It’s like trying to invoke motherhood. “When your argument is weak, shout louder,” said the debate coach. You must think smarter. We can do better.
George Lemmond
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Posted by Scott Dunn on December 23, 2008
The keepers of Dr. Pepper’s brand flame blew it.
They pledged a free can of their soda for every American if a new album—
“Chinese Democracy” by Axl Rose”— would be released by the end of the year. They didn’t think that would happen, but it did. So Dr. Pepper told their fans to go to their website within 24 hours for a coupon redeemable for their treat.
But the site crashed, and customers tell of being blocked for four hours from the site and from a customer service phone line.
The album’s lawyers sent on irate letter to the soft drink maker, complaining about its “appalling failure to make good on a promise it made to the American public.”
Dr, Pepper broke the most important rule of branding: ALWAYS DELIVER!
· Screw with the product. Little incremental reductions of quality add up to blandness.
· Don’t thank users, take them for granted. (You should remind them how grateful you are to be treasured by them.)
· Be scarce. Don’t produce enough, have holes on the shelf.
Will this glitch be end of Dr. Pepper? No, but it’s certainly not good for it. It’s a little chink in their brand loyalty. A brand should be your friend, one you can count on, every time.
A brand is nothing more that a promise. It’s a pledge of future quality, based on past consistent delivery.
I tried to think why Dr. Pepper goofed. I guess they didn’t plan for success. They didn’t think through the consequences—what would happen if the promotion works too well?
If I’m in charge of keeping a brand’s flame (and future) alive, I should worry a lot. What could go wrong here? Will there be unintended consequences if it succeeds?
After I worry enough, then I should err on the side of victory.
George Lemmond
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Posted by Scott Dunn on December 23, 2008
Does WalMart force thousands of small stores out of business? Or do their customers do it for them? The lesson is that you can’t compete with the big guys on price and variety when you don’t have a big box or big bucks.
The internet makes things even tougher for the small ones because comparison is so easy.
Here’s a story about a little guy. His name is John Lamb and he runs “Bagel Boys,” right next to a Starbucks in the Atlanta suburbs. Here’s why he is successful, and this is a template for anyone who wants to survive and prevail:
He has a great distinctive product. He worked for a big bagel chain for years, so he knows all their secrets. He knows how to make a better product even though it costs more.
He knows his market. Location is key. He chose a high traffic spot right next to a Starbucks! He stole some of their customers, and he’s proud of the comparison and the choice. The moral—don’t hide it, flaunt it!
He knows his customers and how to serve them. He calls most of them by their name, and they say, “Hi, John.” His presence is there.
He lives his business. It’s personal. The “Bagel Boys” are literally his boys. Life sized pictures of his adorable sons are the art works of his décor. It depicts them joyfully turning dough into bagels.
He sticks to his guns. He sells tasty sandwiches and salads, but he closes shop at 3:00.
“Nobody eats bagels for dinner,” he says. If Burger King wants to stay open ‘till 2 AM, that’s their problem. “I have a life after work. I want to go home with my boys.”
He knows where he’s going. I’d bet his formula works. He’s looking for a second location, and possibly franchising is in the future. But I can’t see him trading his life for a position as a corporate executive.
He has the secret. He works hard, and he smiles. “I love this business,” says John Lamb.
George Lemmond
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Posted by Scott Dunn on November 29, 2008
Despite reports of advertising’s imminent demise, it still does work, under the ideal circumstance.
The proof. I was comfortably vegetating on my couch watching my third NFL game of the day, when a TV commercial interrupted my peace. I sprang into action, put on my Nikes, ran to my car, and raced to the nearest place where I could buy the product that alerted me to its existence.
I completed the transaction, drove expectantly homeward, and enjoyed the satisfaction of a purchase well made.
Are you longing to know what it was that awoke my latent need or instilled the urgency of my frenetic action? Or what irresistible force overcame the immovable object?
It was Arby’s. The TV situation depicted a man who couldn’t find a living soul until he found a live one. The discoveree was stuffing his mouth and explained that everybody is at Arby’s, where they are selling five Roast Beef and Cheddar Sandwiches for five bucks. That triggered me.
Why did it work for me?
- I was hungry
- I could get there quickly
- I am of their targeted audience—older, a roast beef lover
- I was a lapsed user—-hadn’t had an Arby’s in five years
- I identified with the characters. Average looking guys.
So, is this the proof that you needed that advertising can work? Yes. All you need is a product that works, the right audience, a brand that is acceptable, and an incentive. It’s obvious that timing is essential.
Technology hasn’t made advertising as we knew it passé, but it has made it tougher. Competition is fiercer, and consumer patience is thinner.
Arby’s connected with me on a late Sunday afternoon. How many commercials sped through my head, unnoticed and uncared for?
George Lemmond
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Posted by Scott Dunn on September 29, 2008
Any good manufacturer would deep-six a brand that has a 17% approval rating.
Any good retailer would show it the door.
Any good consumer would return it and demand a refund.
Unfortunately, congress is a brand that has tenure. We can’t get rid of it. We can only change its members every two or six years.
The current economic bail-out mess has been described as:
A failed administration, and a failed congress,
bailing out failed businesses that have failed the country,
yet we are assured that it cannot fail!
Our constitution guarantees legislative continuity, but it is silent about competence.
The market is brutal for brands that fail. Over ninety percent of new products and new stores are gone after two years. Here are some reasons why brands fail. One could only wish that our leaders would pay attention:
- They don’t stand for anything in particular
- They don’t listen
- They don’t keep up-to-date
- They think they are bullet-proof
- They think they are above the laws (of marketing that is)
I think that politicians should take Marketing #101. (They obviously skipped Economics and History.) Good marketers live by these rules:
- We exist because of our customers and survive at their pleasure
- We offer a promise and we keep it
- We aren’t the boss
- We are trustworthy
- We are accountable, right now, every day
We have term limits for our president, for good reason. Why not for congress? Sure, we would give up some experience, but we would gain more from fresh air.
I tell my students that if they want to succeed in marketing they should first go out and sell something. That is a humbling experience. They would learn how to fail—graciously. They would have to experience the real world. Politicians—likewise?
“Public Service” is a noble calling. But where has it gone wrong?
George Lemmond
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Posted by Scott Dunn on September 23, 2008
An opponent called Lincoln a baboon and a senator hit another with his cane. Not too long ago we saw legislators duke it out in Japan, and Google reports statesmen’s physical bashings in Jakarta, Taiwan, and the Czech Republic.
Are those good ole days gone forever? The worst I’ve seen lately is, “My opponent’s campaign has reached a new low with his lies and half-truths.” Really—how about really low blows with the gloves off?
I’d favor capital punishment for attacks on anyone’s family. Otherwise, let it rip.
Aren’t you sick of hearing, “My distinguished opponent, with whom I have the highest personal regard, is somewhat misguided on this issue.” That is a non-Freudian slip. What he was thinking was, “He is a bumbling fool and I question his ancestry and the circumstances of his birth.”
We need a police force that enforces non-civility in all political ads. No gentility, only verbal body slams are allowed. Politeness is very boring. Good ads are intrusive. Old-fashioned boxing (under the Marques of Queensbury rules) is being swamped by Ultimate Fights, where the only thing it seems you can’t do is disembowel. Hockey fans want fistfights, Nascar thrives on wrecks. Gladiators win with blood, toreadors earn ears. Americans want a (fair?) fight.
I want to hear what they really think about issues, and what they know about the other guy’s deficiencies (read dirt). Here’s a format that will work for any televised debates:
- In an isolation booth with one mike
- Just the two of them, seated facing each other, three feet apart
- They take turns asking any question they choose
- The other one has one minute to answer, then the first one can shout over
- After five minutes a bell rings and the other guy asks his question
- Two hour limit
All’s fair in love and war. Why not in elections? Let’s fight!
George Lemmond
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