birddog

A Digital B2B Future

I admit it. I went to see Miley Cyrus at the O2. Whatever the rumours to the contrary, it was my kids that wanted to go. They badgered me at least once to buy tickets, which, as a dutiful father, I did. I spent the first few tracks ogling a blonde dancer with my daughter’s binoculars, and then there was a pause. The music lowered and Hannah, I mean Miley, addressed her adoring fathers. I mean fans.

“This Summer I had to, you know, get away from everything and everyone and do some growing up. So I made a movie called ‘The Last Song,’ and it was so totally the best thing I’ve ever done. I hope you enjoy it,” she husked. I realised at that point that I’d just been branded.

Miley disappeared and we were all ‘treated’ to a trailer of her new movie on the giant screens. I wasn’t sure I approved. It was like being at a movie theatre instead of a gig. An expensive, noisy, 23,000 seater movie theatre. Nonetheless, we sat there and watched a trailer at a live concert. Everyone clapped and the screaming never actually stopped, but I still wasn’t sure.

Whilst the trailer played on the centre screen, the side screens displayed graphics of the movie logo and the website address – Lastsongmovie.com. Miley came back onstage, sang a song from the movie (presumably the last song) and the crowd went wild.

So what’s the problem? Well, I understand merchandising and promotion. I believe I still have a treasured Thin Lizzy t-shirt from the 1983 Thunder and Lightning Tour that I’ve saved for special. So that’s not the problem. The problem was the line. It felt like it had been crossed – ‘Good Lord! Promoting her movie in the middle of a concert? Outrageous! That’s not what I’m used to. Whatever next…etc.’

My reaction felt familiar and I needed to pinpoint it. I’m pleased to announce (without a trailer) that I’ve remembered where the unease came from. It’s how I felt some years ago when a pimply-nerdy-geek-type told me that traditional B2B communications were dead and that the future was digital. I guffawed, spluttered and muttered outrageousnesses then lay down in a darkened room to sniff some well earned printed collateral. But just because you don’t like it or are unfamiliar with the territory, doesn’t mean it isn’t so.

I’ve had to move at speed in the last couple of years of digital development just to keep up. There are some home truths about online brands that every B2B marketer needs to face, and at the moment, they’re not.

At the recent B2B Marketing Conference I proposed the debate, ‘This house believes that traditional B2B communications are dead. Brands must migrate to digital or face the same fate.’ Despite a compelling rationale, I was roundly thrashed in the voting. I surveyed the audience and, to my surprise, some of the faces looked pretty outraged. How very dare I even suggest that digital will replace the communications that they’ve relied on so stoically for the last decade or more? I had just crossed the line.

But even at a Miley Cyrus gig, the channel of communication was digital. The trailer directed me to www.lastsongmovie.com. I accessed the site using my iPhone and was pointed towards a Facebook page and encouraged to follow the movie on Twitter – all digital.

I mentioned the differences between traditional concerts and the multi-channel, multi-media digital experience of the Miley gig to my nine year old daughter. She shrugged in a completely passive, assumptive way and said simply, “Come on Dad, it’s 2009, what did you expect?” I can’t be sure, but I suspect my face looked very similar to those I saw in the crowd at the B2B Conference.

The line has moved. Expectations have changed. We will all ultimately become old farts and die. The question is how quickly you want to realise that fate. Personally, I left the gig a far hipper father than I went in. Digital, like, so totally rocks. Dude.

Scot McKee
Managing Director
Birddog Ltd.
+44 (0)20 7323 6666

Crowdsourcing for B2B Marketing

I’ve been talking to people (anyone who’ll listen actually) about ‘crowdsourcing.’ They’ve listened to me, mostly, and then looked at me like I’m a twat. So I started to doubt my own visionary forward thinking brilliance and thought maybe I’d best just shut up and sit down. But then again, I’ve never been one to run from a stupidity contest so I thought I’d persevere. In years to come you can all look back and say, “That McKee bloke – genius.” Or, alternatively, “twat.”

Crowdsourcing is a term first attributed to Jeff Howe in 2006, a tech writer for the US magazine Wired. It broadly means using the power of many to solve problems. Rather than rely on a single person within an organisation or even an entire department, whole companies their clients and people you don’t even know can contribute to solving a particular corporate challenge. It’s all served up on the interweb via your website or chosen flavour of electronica (intranet/extranet/landing page/microsite/social media/forum…) and the corporate entity gathers opinion and content from far and wide. Think of the principal of opensource applications and you’re on the right lines. If thousands of developers around the world can freely contribute a little bit of code in their spare time, it doesn’t take long to produce an entirely open/free platform to challenge the likes of even Microsoft. The same principal can be applied to any challenge where many hands can make light work. It’s a bit of a big deal. One that the B2B marketing community has thus far almost wholly ignored.

I’m surprised at the limited adoption in the B2B space because I do believe I’m in love with the whole concept. Brand strategy formulation is all about gathering opinion and establishing a cohesive, compelling story that the audience will believe in. Brands aren’t about guidelines or products or services, they’re about feelings – how people feel about your brand. Rather than being restricted to the views of a few key stakeholders in a workshop and a couple of focus groups, what if you could open up the brand discussion to the people who really matter – the prospective customers – and have the whole world tell you how they feel? Well, actually, you can. How cool is that? And yet, when I offer the service to companies that I understand are seeking that very customer insight, I’m still being given the ‘twat’ look…

There are many fairly dull examples of crowdsourcing I could offer you, but that wouldn’t really inspire or excite. But by relaxing the definition slightly, I can perhaps demonstrate the power of Social Media to shape how companies can affect or be affected by how people ‘feel’ about their brand.

‘United Breaks Guitars’ started as a music video protest by Dave Carroll, a musician who had his guitar broken by United Airlines baggage handlers. United refused to pay for the broken guitar so Carroll wrote a song, produced a video and posted it to YouTube. Google it and enjoy the video. Then think about the Mashable report that the video was viewed three million times in its first ten days of release and almost doubled again ten days later. In the first 10 day period it generated 14,000 viewer comments. Not many of them were very complimentary about United. You can now download the song on iTunes. Dave Carroll was crowdsourcing – using a wider audience to gather opinion and influence brands (his and United’s).

Best Buy, the large U.S. retailer has been using internal crowdsourcing for over a year. Their ‘Company as Wiki’ YouTube video clearly articulates the benefit of empowering staff to contribute to management thinking and processes to improve the brand. A new idea for a store can be conceived by any staff member, posted to the Best Buy site for comment and discussion by other members of staff. The good ideas rise to the top and management are able to fund the best projects immediately. Best Buy is currently considering how to use crowdsourcing for its external audience.

So. I’m ready. Who wants to play? Genius or twat? Let the crowd decide…

Scot McKee
Managing Director
Birddog Ltd.
+44 (0)20 7323 6666

What You Sell -v- What Customers Buy

Our heartbeat quickens, our pulse races, our palms and brow sweat a little… that’s the change we experience when we’re buying a new car. According to Ian Armstrong, Manager of Customer Communications at Honda UK, the science of car buying is every bit as important as the art. Ian was the guest speaker at a recent Brand on the Run event and I was interested to speak to him about the day to day marketing activities that happen behind the scenes of the more glamorous Honda TV advertising. I think Honda has been delivering great television advertising for years now. They’ve had consecutive successes with ‘Hate Something, Change Something,’ ‘Cog’ (the parts/domino ad) and ‘Impossible Dream’.

Honda TV ads however, are a long way from the ‘Swiss Tony’ stereotypical style of car selling I recall from walking in to a car dealership many years ago to buy a car. Thankfully most car brand dealerships have evolved somewhat. Although now that it’s mentioned, I was slightly taken aback recently when I went into a BMW dealership only to find that I couldn’t actually look at the cars until I had ‘reported to reception’ and been ‘announced’ to my very own personal Swiss Tony. But that’s another story for another day. For Honda at least, there seems to be the recognition that even if the ad works, it can only take prospective customers as far as the doors of the showroom. There’s still plenty of work to do to ensure a vehicle is sold. Honda doesn’t seem to be leaving anything to chance.

The car brand has been undertaking extensive testing of both sales people and prospective customers within dealerships to monitor the physiological changes they go through during the process of buying a car. The research shows that our immediate ‘gut instinct’ is the primary response mechanism that people use when going through the car buying process. The ‘facts’ (car performance statistics for example) are outweighed by how we ‘feel’ about the purchase.

Honda has discovered that customers are most relaxed when dealing with a sales person who delivers exactly the customer experience they say they’re going to – not one that over promises then under delivers, and not even one that under promises then over delivers. The sales people and customers are most relaxed when they’re telling and being told the ‘truth’.

There’s an excitement attached to buying a new car too. The smell of the leather, the clunk of the door, the rev of the engine. The sales person and the customer both feel exhilaration when a car is being bought.

Unfortunately, not at the same time.

Honda’s research shows that the customer is most excited about their potential purchase about 10 minutes before the sales person. That’s when they’ve made the decision that they’re going to buy the car and want to complete the deal and part with the cash. The sales person, however, doesn’t recognise the physiological changes in the customer (because they’re pretty hard things to see…) and continues selling for another 10 minutes longer than the customer wants. The sales person only gets excited when the contract is on the table and the customer is about to sign it. The danger of course is that during the 10 minute period of unnecessary selling, the customer becomes disappointed, annoyed and leaves without buying the car. The impossible dream just becomes the impossible.

In a B2B context, the analogy needs almost no further development. Whatever business market we’re in, the potential to oversell, undersell, or worst of all, not sell at all, is pretty clear. Brand guardians of every B2B market sector would do well to ensure their brand promise is properly aligned to the customer expectation and that the message is delivered to the customer in the way and in the time it is required. Not too much, not too little, just right. We should all make some changes…

Scot McKee
Managing Director
Birddog Ltd.
+44 (0)20 7323 6666

Communicating the Right Message

Businesses have the opportunity to communicate a message or multiple messages with their audiences every day. It’s important to communicate the ‘right’ messages, obviously. But it’s equally important to ensure that the message, however ‘right’, doesn’t just become wallpaper, repeated parrot-fashion because no one’s asked the questions, ‘why are we saying this, why do we keep saying this and what do our customers think when we keep saying this?’

I squeeze myself onto my daily commuter train into London Waterloo. I share the carriage, indeed, the whole train with a few hundred commuting passengers. As we all enjoy the delights of each other’s aged garlic breath, personal hygiene issues and the overly loud mobile phone users, we are exposed to South West Train’s business message. We are the very embodiment of the ‘captive audience’. The opportunity of communicating a well crafted, brand building, thought provoking, perception shifting message is a gift. It’s an opportunity that few other businesses will ever have. So what do we get? Here it is:

‘Passengers are reminded that travelling in the First Class section of the train requires them to be in possession of a valid First Class ticket. Passengers found travelling in First Class without a valid First Class Ticket will be liable to prosecution and a fine.’

Here’s the thing. We know that. We can tell by the number ‘1’ stickers on all the windows. We can tell by the blue upholstery and special sliding door to the compartment. We can tell by the smug-self-satisfied look of the few First Class passengers who have (or more likely whose company has) more money than sense. We all know that a valid First Class ticket is required to travel in First Class. We know this not because of the message read from the script by the guard at the start of every single journey, but because we all know the difference between First Class and Cattle Class. We just do. And yet, of all the messages South West Trains could choose to communicate, this is the one they’ve chosen. The fuck stupid one.

They could choose to read out a message about the railway’s safety record. Or the comparative safety of rail travel to road travel. They could congratulate us on how we are reducing our carbon footprint. They could give us a weather report, or news headlines, or the football results. They could point out the investment that is being made in the railway infrastructure that we hear is required every time the ticket prices are due to rise but never hear about thereafter. They could express an opinion on the relative merits of the contestants in Strictly Ballroom Dancing. In fact, they could pretty much announce any damn thing they pleased and it would offer more value, meaning and relevance to the commuter’s train journey than the validity of a First Class ticket.

So, presented with the ideal opportunity to shape perceptions of the brand, to make customers feel good about their choice of travel and thereby engender a sense of belonging and empathy towards the brand that will in turn instil brand loyalty and repeat purchase, South West Trains instead waits until the train is full to overflowing before repeatedly, without any thought or consideration, pisses everyone on board right off. Nice touch.

The point, of course, is that we are all potentially doing the same thing with our brands, with our customers and with our prospective customers – trotting out a message because someone somewhere once said that we should write it down and repeat it. It hasn’t been thought about. It hasn’t been reviewed or considered or applied to the real world. It’s probably being used out of context and it sure as hell hasn’t been written with the customer in mind. Oh dear me.

This isn’t difficult or taxing. My suggestion isn’t even (necessarily) that the message needs to be changed. But a message needs to have some common sense applied to it before its release and application in the big bad world. It just needs one person to stand up and ask, “Why are we saying this?” That person just better have a valid fackin’ ticket that’s all I’m saying.

Scot McKee
Managing Director
Birddog Ltd.