Category Archives: Marketing Strategy

Content Continence

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Content is king unless it is crud. There is no grand magic to content marketing. Yet many promotion probationers manage to muck it up. Long ago Google established that relevance was what people wanted in search, which really means they want relevant content. Producing relevant content and putting it where your target market can “discover” it makes content marketing works. Producing irrelevant content and forcing people to trip over it will cause you (and your company) to fail. Many content marketers work on the volume of content, assuming that a large number of keyword rich pages will cause customers to connect. Such “strategy” once produced high traffic but low conversions. With Google constantly refining relevance filtering, voluminous content it isn’t even producing much traffic these days. Yet when it does, the outcome isn’t conversions, but annoyed ex-prospects who feel their time was wasted chasing the promise of meaningful information and … Continue reading →

Questionable Surveys

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Asking the right question is as important as asking the right people. We do a lot of primary research work at Silicon Strategies Marketing, and that means we do quite a bit of surveying (so much that we run our own software suite for online surveys). Surveying remains the cornerstone of quantitative investigation even in this age of constant polling where nominal surveys receive less than 0.1% response rates. Which makes the oversupply of sloppy surveying mythologies downright depressing. There is both science and art in survey design. It begins with knowing what critical information is to be acquired – what business decision you are making. Non-specific problem definitions lead to non-specific questions which produce non-specific answers (to be specific). Surprisingly many folks do not precisely understand the business decision they face, and we spend a lot of time in business coaching to improve their focus before assembling their surveys. … Continue reading →

Outsourcing Savvy

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Happily, outsourcing marketing strategy works for everyone. Last year I got a call from a global conglomerate that rakes in over $20 billion each year. They were launching a new product from within one of their divisions. Savvy as they were, they needed help in new product go-to-market messaging.  In the division of that giant corporation, the native knowledge was unavailable. Sadly, this doesn’t happen all the time. Nobody is universally competent. In large companies, even specialists with necessary knowledge are not portable between organization boundaries. Smart marketing executives inventory their talent and outsource as needed to assure everything that needs to be done is done, and is done well. Companies that don’t fail. Early in my consulting career I was hired to help with the pivot of all pivots, changing an entire post-IPO enterprise from a hardware company into a software vendor. The company was successful at what they … Continue reading →

Targeting Buyers

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Marketing is a bit like target practice. You aim for the middle to score the most points. Start-ups are notoriously bad at targeting their buyers. Instead of using a hunting rifle, they choose a shotgun, scattering their marketing spend over vast areas of ill-defined buyers. Thus their spend per new customer is higher than it should be, and their stable of customers contain awkward fits who will be less happy with the product that well targeted buyers. Start-ups entrepreneurs shoot their investment wad and go home without winning. Go-to-market plans need to identify everyone that influences a purchase decision in a viable market segment. If you have not segmented – properly or at all – and you have only vague ideas about the functional and emotional motivations of buyers, their bosses and subordinates, then you are shooting blindfolded and will miss your target. Here are the essential steps in formulating … Continue reading →

Don’t Survey

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I have talked clients out of broad market research studies. Doing so doesn’t help my bottom line. We at Silicon Strategies Marketing do quite a bit of market research work, both qualitative and quantitative. Surveys have become one of my favorite projects because divining numerical answers from complex situations engages my inner geek. Our clients have a tendency to want to know everything today. They envision surveying their broad markets with dense surveys that measure everything, right down to if respondents were or were not bottle babies. I talk nearly every one of them out of this. Your market is divided into segments, for which there are a small handful of magical requirements. Yet all segments are not created equal – some are more interesting and profitable than others. After developing your segmentation model, your next step is to scorecard potential segments and quickly decide which are most viable– for … Continue reading →

Not-so-great Expectations

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A rather Glassy lady said “I’d rather be pleasantly surprised than fatally disappointed.” She should have been in marketing. Marketers and brand managers are in the expectation business. Part of their job entails defining and setting the expectations of their customers or their market. Since expectations are the state of anticipating something, we marketing mavens create the customer’s state anticipation. When reality doesn’t match what is anticipated, odd and dangerous things occur. If you don’t understand this, just think back to your first blind date. When defining the expectations you want customers to have, you can aim too low, too high, just right or aim for something entirely different. Only the last two work and the latter is the trickiest, though often most profitable. Generally speaking, setting customer expectations a little low is a good strategy. Pleasantly surprised people become repeat customers. If their expectations are consistently exceeded, even by … Continue reading →

ARMing Markets

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You have to admire AMD. They know when and how to be agile, mainly when decks are stacked against them. AMD recently announced they are teaming with a different chip designer – ARM, the current darling of mobile and energy efficient processors – to make ARM’s products 64-bit. Those with good memories will recall that AMD practically invented the modern 64-bit processor industry when they released their Opteron chip and caught Intel sitting on their laurels (which must have been uncomfortable). This eventually forced Intel to license AMD’s 64-bit instruction set (which must have been uncomfortable). I was leading SuSE Linux’s North American strategy at the time and saw Intel staff faces wince when SuSE and Microsoft took the stage at the Opteron release event (which was obviously uncomfortable). AMD didn’t keep their momentum and have had a number of setbacks. With desktops dwindling in numbers as consumers buy slabs … Continue reading →