Lies, Damned Lies, and Your Communications Strategy.
Too many communications strategies are developed by first asking, “What do we want people to think we are.”

That idea, first formally put forward by Al Ries and Jack Trout in their landmark book from 1981, Positioning, is built around the paradigm that there are consumer needs that aren’t being met (either functionally or emotionally) in any category, and if you can identify one that resonates with people, and “sell yourself” as the solution, then your brand will take off like a rocket. “Positioning” was primarily about communication. The idea was “control the communication, and you can control the customer.” And since what the customer “knew” about your product or brand is what you told them, way more thought went into advertising, PR, etc. than went into the actual experience with the brand.
The fundamentals of “Positioning” worked to perfection if the “unaddressed need” identified by the brand was what that brand truly delivered; in many cases, however, the “brand’s solution” didn’t live up to the promise. Either it was mere “window dressing” and wasn’t what the brand was really all about, or it was something the brand didn’t do noticably better than most other performers in the category.
Here, 30 years later, we’re working with a totally different marketing paradigm. The advance of the Internet, social networks and 24/7 peer-to-peer connectivity has made transparency a must. You can no longer be what you say you are; you are now what your customers say you are.
When a brand spots an opportunity in the marketplace, it’s important to not just say you’re the solution (either because it sounds good or it’s who you’d like to be), but to prove that you are the solution, in every action, every customer touch point and every communication–operationally as well as in marketing and communications.
A better question to ask when developing a brand strategy is “Who are we, in the eyes of our most loyal customers? Why do they keep coming back?”
Then ask, ‘How can we demonstrate this so that all customers and prospects experience this?” Not just through communications, but by “living it” top-to-bottom in the organization.
While it’s important for a marketing strategy to be “aspirational,” it’s even more important that it be true. At its best, a marketing strategy is not just a blueprint for selling stuff. It is a blueprint for how you will create a relationship with your customer.
Posted by Mickey
On Clients, On Customers, Ramblings, customer experience, strategy






































1. Be transparent. If there are legitimate reasons why you must increase prices (and most times there are), be clear about them. Cost of materials going through the roof? Transportation costs eating you alive? Let customers know. Make that information readily available on your web site. Arm sales people with information they can share with their clients. Script Customer Service Reps so they’re able to share this with customers. Give customers plenty of notice. And be as empathetic and specific as possible. Don’t fall back on corporate-speak or lawyer-approved boilerplate pap to justify an increase. Instead of saying “Due to the fact that our costs have gone up, we’re forced to raise prices,” try being just a little more human: “Over the past few years, our cost of materials have gone up 64%. While we’ve found ways to increase efficiency and have held the line on prices as long as we could, we’re now in a position where we need to raise prices. Through efficiencies we’ve enacted, we’re fortunate enough to only have to pass a percentage of those costs on to you, our valuable customers. While we understand our 20% price increase may not be easy for some of you to absorb, please understand we are doing all we can as an organization to optimize efficiencies and control costs.” There. Customers might not be happy about a price increase. But at least they understand why.

To be fair, Toyota spokespeople are talking. It’s just that they’re not saying anything. Peruse this ad that ran in this Sunday’s paper, and you’ll see what I mean.


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