Social Media Marketing

The 3 big marketing fallacies for 2013

January 2, 2013 By Dan Thornton

The start of each year is always accompanied by a rush from everyone to make their predictions for the next 12 months. While I’ve obviously got my own thoughts on the subject, I thought I’d do something different. My good friend Jonathan MacDonald has used Fallacies as a theme of sorts for a few years now, so in the creative spirit, I’m adopting the idea with the 3 big marketing fallacies which all businesses need to overcome.

Having worked with a huge range of brands and clients over the years, there are certain issues and concerns which I know will increase in regularity over the next 12 months. So identifying and tackling them now as part of your strategy for 2013 will be key in having a successful year with less problems.

2013 Marketing Fallacy 1: Content Quantity not quality:

The recognition of how content has become increasingly important, and the rise of content marketing is a good thing for various reasons. Content has always been vital to the success of a business since the rise of print and broadcast media, and the internet has only increased this need.

But almost inevitably I predict companies will invest in large amounts of content, either internally, or from external suppliers who are able to churn out copy, images and audio at bargain prices. And 12 months later will look at the time, effort and cost with little resulting success.

The reason is simple. More content has already been published online than previously in the history of human existence. None of us are short of things to watch, read, play or hear. Most of us will have returned from Christmas with a backlog of emails, RSS feeds, and podcasts, having finally caught up over the holidays on the Tivo’d and DVR’d films and TV shows which we’d been meaning to watch for weeks and months. And now every brand is going to be pumping out an endless stream of content marketing to add to the noise level.

Although it’s certainly possible that many businesses could increase the amount of published content, the priority should be to first develop an effective content strategy and improve the quality of what is already being produced. One amazing piece of content will be far more effective in building a brand and converting readers to customers than five pieces of generic filler material.

It’s why we focus on how content most effectively fits with a business, and on the most effective strategy as a starting point, and it’s also why we provide quality outsourced content to clients. Our work needs to be the best for us to be a sustainable business – reselling the cheapest writers we can find around the internet will soon lead to disappointment for all involved.

2013 Marketing Fallacy 2: We need more Facebook/Twitter/etc

This could have been published at any time in the last 5 years, but still holds true. It’s particularly important for those businesses still entering digital marketing, or those who don’t look at the attribution model for sales/enquiries in enough detail.

The most important website to optimise for digital marketing and sales is your own. It’s the only location where you have complete control over look, feel, layout and content, and can create the ultimate site for your business. It’s also a place which can be backed up effectively, and can be easily publicised and advertised without relying on a third party brand.

I’m not suggesting you shouldn’t include the right social media outlets in your digital marketing. As someone who provides social media marketing and consultancy, I firmly believe that the relevant third party platforms are essential for a modern business. But they should be part of the ‘hub and spoke’ model which has often been discussed – your website at the centre, and third party platforms operating as the spokes to reach people in the locations they currently enjoy.

If all your traffic comes from any single source – search, Facebook, Twitter, Pinterest etc – then you’re completely at the mercy of that platform and any changes they make. Whether it’s Facebook reducing the reach of Page updates, Twitter falling out with Instagram, or the acquisition of Posterous, you’ll have built your business on ground which can be shakey or indeed disappear completely if the service closes.

2013 Marketing Fallacy 3: It’s all too much

With search, social, newsletters, analytics and more to manage, it’s no surprise that digital marketing can become somewhat overwhelming. Marketing has always had a variety of demands and inputs, but the rapid changes enabled by the internet can mean that everything starts to pile up very quickly.

The result is that small businesses feel that they can’t compete, and large businesses quickly end up making mistakes due to a confused sprawling mess of accounts and responsibilities.

Hence why the strategy and planning is so important to effective digital marketing. A small company with limited resource has a great opportunity to compete on a comparatively level playing field compared to the costs of a national TV advertising campaign, for example, but needs to be laser-focused to use those resources most effectively. Meanwhile a larger business needs just as much clarity in order to co-ordinate a larger range of initiatives. And both need to plan for their efforts to constantly evolve even throughout the space of just 12 months as platforms and priorities change.

A good strategy should enable you to focus on the key areas of your digital marketing, with time and resource built-in for experimentation, evolution and learning to give you a good platform for this year, and for the future.

Creating categories and definitions by doing, not debating

March 3, 2012 By Dan Thornton

I just read a post by Peep Laja which talked about the old advice of inventing a new category to be able to charge more for your products than just slotting into a predefined definition, followed by a post by Neville Hobson on an attempt to redefine what PR means. And both have reinforced my belief that you only create new categories and redefine existing ones by actually going out and doing stuff.

As much as I can have respect for the people who get caught up in debates about what PR, Social Media Marketing, Content Marketing, Transmedia, SEO, etc all should mean exactly, the simple fact is that noone cares. Seth Godin talked about successful modern marketing beginning with product planning and development, but still many businesses and consumers see marketing as part of advertising.

When I try and define what I do for people, it comes out as:

I write for my own projects
I write for other people’s projects
I market my own projects
I market other people’s projects
I run training courses in writing and marketing
I run training courses in writing and marketing for other people
I provide research for my own projects
I provide research for other people
I host my own websites
I provide hosting for other people
I manage my own paid advertising campaigns
I manage paid advertising campaigns for other people
I manage affiliate campaigns for other people
Or I do: Writing, Journalism, Blogging, Natural SEO, Paid SEO, PPC, Content Marketing, Social Media Marketing, Training, Tutoring, Affiliate Management, Community Management, Analytics,

Either way, it means I should need the world’s biggest business cards. I don’t.

It’s me. And a quick meeting or search tells you more…

But actually, what tends to happen is that my client list has grown from referrals from existing clients or from people finding out about me for one area of what I do, and those that are more rewarding for me in terms of enjoyment and financial rewards grow more quickly than areas that I might not favour, so over time my reputation in some areas will naturally build and lead to more focus.

Defining what you and your brand do:

Rather than worrying too much about an exact definition, it’s better to have an idea which you and any employees can broadly follow, but also be flexible within. I always loved the idea of my former employers at Absolute Radio, which was that we were ‘a digital entertainment company with audio at it’s core’, and targetted ‘reluctant adults’. That meant we always focused on sound and sound quality first, and always prioritised those people who were incredibly passionate about their interest (music, comedy, sport), but it didn’t matter whether we had an idea for a website, mobile app, radio station, or anything else, as long as it involved the best possible audio and delighted the right people. And in a challenging market for all broadcasters, it seems like they’re doing better than ever.

But noone ever tuned in because of those definitions – they tuned in because they liked what they heard as a result.

Too often I speak to companies who declare that ‘their customers don’t do it that way’ – and it turns out that actually it’s because they don’t allow customers to interact that way for some reason.

Or that customers ‘just don’t get what we’re trying to do’. Or that ‘clients just don’t understand’.

Building brands – do stuff, monitor, do more stuff:

You don’t build a brand simply by having logos or mission statements. Those are brand assets. What builds a brand is making stuff available, seeing how people respond and then building on it. Google didn’t define itself as a search engine, it set out to index the world’s information. Apple didn’t say it only made personal computers – it put design into technology, whether it’s a Mac, iPhone or iPad. The legendary production line methods of Ford went from one colour of car to over 1000 different variations for the Ford Transit van alone.

Obviously to be successful, it’s not enough to be different – the recent demise of Saab is one example of how you can be known for being unusual but still fail due to not managing sales and costs effectively. But that name will still stand out for many years for a lot of people, and it’s easier to optimise a supply chain than to become known for brilliance and character.

Look at Amazon – offering web servers, books and Kindles. Artists such as Hugh McLeod, Tom Fishbourne, or Penny Arcade. Authors like William Gibson. Musicians from Robert Johnson to Hendrix to Skrillex. 37Signals and Wunderlist are as much about design as project management. I’m already incredibly excited about HiutDenim because I know Howies and The Do Lectures .

Put stuff out there and look at the response, using the wealth of data that is available and complimenting it with the right research.

Industries and reputations:

Some industries stuggle with their reputation. Obviously banks and bankers aren’t particularly well respected at the moment, and neither are journalists.

At the same time, SEO and Social Media ‘snake oil salesman’ has become a common criticism for digital marketing.

And yet I know brilliant journalists, SEOs and Social Media specialists who are incredibly well-respected and constantly in-demand because they do brilliant things consistently well. I’ve also had meetings with top marketing and SEO agencies which ended in disaster because they seemed to spend all their time talking a good game in public, but not delivering on it directly in a client meeting.

I actually have a couple of lists which are close to my heart – one is a list of companies I’d love to work with, whether as a freelancer or even possibly as a full-time employee because over the years I’ve known them, they always done things brilliantly (I also have a list of companies who seem to squander their potential and wish they’d let me help sort it out).

And I have another list of individuals I’d love to work with on a project at some point – it’s grown to quite a size over the years, with everyone from creative talents to hard-headed business people. And pretty much everyone on the list has worked on multiple projects, sometimes concurrently, but what they’ve done is always interesting or exciting or innovative or profitable – often all four.

The simple fact is that I don’t worry about crap definitions of the industries I nominally work in. And I’ve stopped worrying about being painted with the same brush as the snake oil salesman. If a million people see a great example of content marketing, or social media, or SEO that I’ve been involved in, then that’s far better mechanism for change than debating definitions.

What brands need to learn about true fans

February 5, 2012 By Dan Thornton

Are you watching the Super Bowl tonight between the New England Patriots and the New York Giants? I’ll be watching at least some of it, but my main interest in the NFL was in the in 90’s, watching Troy Aikman and the Dallas Cowboys in whatever coverage was available in the UK.

By contrast, I was on the edge of my seat during the Ireland – Wales match in the Six Nations Rugby today. And [spoiler alert] being a passionate Ireland supporter (The two manifestations of my Irish ancestry are in rugby and whiskey), the end result was a bit of a kick in the teeth.

Chatting with a friend, I was struck by the difference between the ‘fan of a game’, as I am with the NFL, and he is with rugby, and the ‘true fan’ of a team. Watching a match as a fan of a sport can be quite relaxing, as you can enjoy an entertaining game without investing your own emotion. Watching as a fan of a team is a stressful rollercoaster of emotions which often ends in disappointment.

In fact, even when your team wins, it can be so stressful than you have little memory of the event, which was certainly true when I watched Chelsea win the 1997 FA Cup Final against Middlesborough, which was the first major victory for the team in 27 years, and the first in my lifetime. As I walked home from the pub after watching the game and people asked about it, I could remember the score, but not even who had scored. And that’s including a goal after just 42 seconds which remained a record for 12 years!

What brands need to know about their true fans

Here’s the important point for brands, and it isn’t about pricing season tickets, or how to sell hats and scarves. It’s the fact that the majority of fans will continue to follow their team with passion and enthusiasm despite the fact that they won’t win. Statistically, 99% of the teams in any competition will end up losing at some point, and will have lost the previous year, and the year before that, and potentially for many years before.

Brands always want to portray their best side, hiding flaws and imperfections in the belief that this breeds success, rather than some kind of marketing uncanny valley.

The belief has always been that brands need to portray themselves as perfectly better than their competitors to attract customers, and because any flaw leads to complaints.

But that’s not the case – it’s how you react to any problems. The main complaints about brands via the internet are not that they screwed up – it’s that they don’t respond, react, or solve their screw-ups.

If you’re brave enough to talk about your problems, failures and mistakes with honesty and how you’ve solved them, it works. Talk to all the community managers who meet with their communities and find that explaining the reason behind common issues results in those communities becoming staunch defenders of them.

There are fans in the world who have spent decades following teams in lower leagues and divisions with extremely little chance of success, and will make great sacrifices to support them day-in and day-out. Wouldn’t you like customers like that?

Failing to understand the social media economy?

February 3, 2012 By Dan Thornton

This is a great example of how you can listen to someone talk about the way that social media, social business and engagement are all supposed to work, and yet miss the entire point when it comes to actually trying to interact. If you’re not familiar with Gary Vaynerchuk, it’s worth me pointing out there’s some strong language.

It’s so often the case, particular with larger companies and the relentless need to show immediate ROI that even when someone understands the concept of earning what they want, that they succumb to the temptation of just diving straight in with the request, because someone has insisted they need to show results in the next day or week.

(Incidentally, Gary has released two books, Crush It! and The Thank You Economy. Both are well worth reading).

It’s why I’m been sharing this article by Michael Ellsberg on the Forbes website – a recommendation from one notable blogger did more for the success of his book than national broadcast television or newspapers. But the flipside is that he’d built that relationship up over a period of years, rather than days, weeks or months.

That’s also potentially a great reason to use freelance resources, which is something I intend to expand on. If you’re a new company or you’ve never tried earning coverage and referrals before, then it can take a long time to build those relationships. Whereas I’ve tried to work on them every day for the past decade, which is why I’m able to survive via word-of-mouth referrals and work via previous clients, colleagues and friends.