Bright Ideas

5 mistakes that well-known brands made in marketing campaigns

Marketing is a delicate beast at times.

Campaigns can be sprawling and extensive, yet also interconnected and with short-term goals. Whether or not you are operating in an agile way, finding the right balance of so many facets – such as messaging, tone of voice, visuals and audiences – requires lots of thought. And the more high-profile the campaign, the bigger the necessity to get this right.

Naturally, with so many moving parts it’s possible to lose sight of the overall picture, and sometimes this makes campaigns noticeable for the wrong reasons. Of course, we all make mistakes. That’s why the following is a collection of examples from well-known brands, from which we can all learn from (and hopefully avoid making the same mistakes).

EA’s knuckleduster giveaway for the Godfather II

When Electronic Arts (EA) announced they were releasing a video game based on the 1974 film of the same name, no doubt people were excited to delve into the world of the Corleone family once again.

And with such a hot property on their hands, EA were determined to give it maximum brand exposure. But in the notoriously competitive world of video-game marketing, relying on the property itself was never going to be enough. Something distinctive was needed. So, in April 2009, EA decided to dispatch brass knuckles (a weapon synonymous with crime syndicates similar to those in the game) to journalists, alongside advanced copies of the game.

Despite EA being based in California where owning brass knuckles are illegal, they shipped them to other states where they are also illegal. In their defence, EA tried to recall them, but the damage was done, and this marketing ploy entered the headlines in earnest.

As featured in Engadget

Takeaway: Be careful when including something risky and attention-seeking in a campaign. Distinguishing yourself from the competition with a distinct tactic can work well, but ensure you have carefully considered how your audience will react to it and what message it sends out – particularly if what you are planning could be controversial. Forming a focus group with colleagues can provide valuable external insight and new perspectives into your campaign. Creating a storyboard in the planning stages can also help visualise and map out your messaging, thus making any potential pitfalls easier to spot.

Jawbone’s ‘Re: Your Dad’ Father’s Day email campaign

Email campaigns are a cornerstone of marketing, relaying content and messaging directly to a potential customer and hooking them into a lead funnel.

However, one of the major challenges with an email campaign is finding the right subject line to maximise open rates. Jawbone, a wearable tech company, decided that for a promotion around Father’s Day in 2016, they would use a subject line of ‘Re: Your Dad’. Seemingly innocuous at first, and with the personal touch we marketers should always aim to provide. But then consider this email was going to thousands of subscribers – with some statistically likely to have either experienced bereavement or estrangement from their father. After the email went out, many described the impact of receiving the email:

A response to the email campaign on Twitter

Takeaway: Have at least 2 rounds of proof-reading and quality assessment on email campaigns. The original writer will benefit from a second pair of eyes, helping to pick up spelling errors, broken links, and (in the case of Jawbone) messaging that can be taken out of context / misconstrued. While making an email personable can greatly benefit its success, be careful not to become overly personal. Also by using ‘Re:’ when it’s not a reply to a conversation, recipients are more likely to be annoyed than convert.

Kendall Jenner, protesters, police and Pepsi

Big brands usually come with big name endorsements. In 2017 Pepsi were no different in hiring a celebrity model and professional Kardashian, Kendall Jenner, to appear in their advert. Pepsi’s aim was to ‘project a message of unity, peace and understanding’ by showing a group of protesters and police coming together over a can of their soft drink. This was at a time where protesters from Black Lives Matter were clashing with police. The advert showed Kendall Jenner emerging from the protesters and handing a policeman a can of Pepsi. In trying to make a comment on the current situation, the drinks company experienced a sizeable backlash, with the ad criticised for appearing to trivialise the Black Lives Matter protests. Pepsi later released this statement:

“Pepsi was trying to project a global message of unity, peace and understanding. Clearly we missed the mark, and we apologize. We did not intend to make light of any serious issue. We are removing the content and halting any further rollout. We also apologize for putting Kendall Jenner in this position”

Takeaway: Whilst staying topical can give your campaign traction, be 100% sure about the current topics you choose to become involved in. And if you do choose to get involved, ensure what you are saying does not give off the wrong message. Employing an agile working methodology to ensure continuous feedback can be a great shield against this, by allowing ongoing evaluation of the messaging, direction and context of the campaign with the ability to shift any of these at pace.

Burger King and some important details about its plant-based burger

Vegan food, and culture, is on the rise and companies are clamouring to get involved. The ethical and environmental message that comes with an association with veganism is branding gold. Take Greggs for example. A bakery with a former association with a less-than-healthy lifestyle flipped its brand image on its head when it released its much-lauded vegan sausage roll. The celebrated marketing campaign played a significant part in that, playing off the product in the same way as an Apple iPhone or iMac.

Keen to join the wave created by Greggs, Burger King also released a meat-free product. The marketing was significant and very visible, and the product was marketed as ‘0% beef’ and ‘made from plants’. However, the product’s description also stated it was flame-grilled in the same broiler used for beef and chicken. By coming into contact with meat, the burger couldn’t be considered vegan or vegetarian. As a result, Burger King were accused on social media of being ‘misleading’ in their marketing:

Twitter users were quick to point out the hidden reality of Burger King’s new product

Takeaway: While the campaign did not specifically say the product was vegan or vegetarian, it was described as meat-free and did use very similar messaging to those advertising a vegan product. The key thing here is to be clear in your messaging and be upfront with what your product is about. Don’t hide key details away and be sure the positioning of your marketing reflects the reality.

Dove asks customers to ‘choose their body shape’ on a bottle

Dove first launched its Self-Esteem project back in 2004, and has been synonymous with ‘body positive’ messaging. But even they have been prone to marketing slip-ups.

After a run of very successful ‘Real Beauty’ marketing campaigns promoting the acceptance of all body types, Dove launched the ‘Real Beauty Bottles’. The marketing declared that ‘beauty comes in all shapes and sizes’, and so the bottles of body-wash were designed to roughly correlate to a body type.

These included hourglass, pear-shaped, tall, thin, and teardrop. While this was meant to promote multiple body types, many consumers felt Dove was encouraging them to either choose their own body type or even aspire to a certain ‘bottle’. Dove subsequently released this statement:

Statement from Dove

Takeaway: With longer-term campaigns, it’s easy to lose sight of the original message. Over time, messaging can become convoluted, especially if you’re bringing new ideas into the process. Always be mindful of what you are saying, and who you are targeting, at all points during your campaign. The creation of a storyboard and messaging log in the planning stages of the campaign allows you to refer back to the original and overarching message. Also, involving key stakeholders to review stages of the campaign can help keep the whole direction on track, and spot any potentially harmful deviations.

October 7, 2019 Sian Heaphy Marketing Effectiveness

Leading or lagging: Is your marketing fit for purpose?

When marketing in a dynamic space, such as tech products, subscription, or consulting services, you have to find ways to stand out and differentiate in order to engage your target audiences. Common sense indeed, but often hard to achieve when markets move at pace. In such dynamic environments, business leadership need to understand how marketing is; and can contribute to achieving business goals. What questions need to be asked to explore the real value of your marketing investment in order to determine if your marketing is fit for purpose? Is your marketing nimble enough to take advantage of ever-shifting markets and different audience needs? Can traditional techniques help you rapidly exploit new opportunities before your competition does? Does your marketing team measure, learn and improve in everything it does? And can your operating methods balance these competing demands at scale?

B2B marketing now hinges on your ability to execute with agility and pace. This means you need to deep dive into the data to understand performance across a number of dimensions. What’s more, you have to be strategic enough to use that knowledge for driving improvements.

Transform marketing and drive business goals

Forward thinking organisations are looking at how they work more effectively as well as the outcomes they deliver. Agile marketing is a whole new way of working. Well-deployed agile marketing is a thing of beauty; with continually improving harmonious messaging and outreach integrated via the right tools and channels to engage your audience. It’s measurable and results focused to align and contribute to business outcomes, build pipeline and sales. It also builds reputation and strong brands that attract the right talent to your team and creates really compelling (not yawn-worthy) propositions that engage your key audiences.

The best part – it’s data-driven, not fluffy, not led by gut instinct, and not ambiguous. Agile marketing allows you to test hypothesis and is based on measurement and KPIs that inform every action taken.

Mobilising agile marketing

Let’s examine what it takes to move your marketing towards a more agile model, how to avoid some common mistakes and what it means in reality:

Measure and be smart

B2B marketing needs to be personal and relevant. It also needs to be measurable there is no room for fluffy ill-defined marketing tactics that don’t show a business outcome. Your starting point is to focus on persona development and user stories for your target audience. Combined with clearly defined and understood sales stages and understanding what a buyer needs from your organisation at each stage. You also need a good understanding of what’s trending in your markets, what’s important to your decision makers and this has to be continually updated. Bring all this together (prospect, market and sales stage data) to inform and iterate your messaging, tactics and content generation to engage your audience at pace.

You need to map your product or service lifecycle, set benchmark KPIs and establish triggers so you can quickly take actions to either replace underperforming products or services, or repurpose and reposition to maintain growth. Understanding your client satisfaction and behaviours will help you to pivot successfully and tap into new seams of opportunity. You can do this via data analysis, or qualitative research. I cannot stress enough the importance of building strong relationships with your clients; a closed feedback loop will provide you with the insight you need to flex your position, quickly (and help with retention).

Harmonious business development

To drive marketing at pace, you need a strong and symbiotic relationship between marketing and sales. You need to know what good looks like for your organisation and set targets that align sales and marketing to support the business goals. To do this you need to have a good handle on your pipeline and sales funnel. Having a clear end-to-end lead management process, with defined stages to track conversion and KPIs as prospects engage with marketing campaigns and journey through the sales funnel allows you to quickly address areas of underperformance and take action. Your team need to be agile in the way you operate and deliver marketing campaigns to focus marketing efforts where they will make most impact.

Sales and marketing need to be unified and collaborative to continually improve conversion and maximise the contribution of marketing investment. Common mistakes include not involving sales stakeholders in marketing campaign inception, lack of internal communication regarding marketing activities and poor collaboration to understand impact and steer optimisation to improve results.

Sales and customer facing feedback is a key competent when understanding how marketing messaging, tactics and outreach can be sharpened. The result – greater client and prospect engagement, to improve retention and ultimately sell more stuff.

Establishing agile marketing in your organisation

Pace comes through optimising your working practice, and agile ways of working have provided a strong catalyst for growth in the tech industry with continual deployment now the norm.

Marketing can adopt agile ways of working by redefining its marketing operating model in order to execute at pace whilst maintaining control and mitigating risk to deliver results that will drive business growth. Agile marketing gives organisations a significant edge over competitors giving you the ability to go to market quickly without the cumbersome and expensive trappings of a more traditional approach. You start with an idea, test, learn and build on success. Working iteratively and driving execution via sprints scaling as you increase momentum and build on success.

A critical success factor is being data-driven, so it’s evidentiary, which means you aren’t working on ‘gut feel’ alone, you use data at each stage test your hypothesis and prove your instincts are correct. Instead you’re putting effort into iterating and improving to increase performance whilst ensuring you align to your business goals. It’s a model that can rapidly transform your marketing performance in many areas. For example, the ability to rapidly develop and test propositions, deliver always-on agile campaigns that evolve to maintain engagement whilst building pipeline; craft content strategies that are mapped and validated against your buyer journey, and reverse-engineered to ensure the sales interface is supported at every stage to maximise conversion.

Getting started can be hard, start small test, learn and expand. Ideally work with a partner that knows what it is doing to get you up and running effectively.

Marketing as a business driver and competitive advantage

Marketing practice needs to evolve to take the best of agile forward to continually adapt and drive results at pace whist demonstrating marketing contribution through measurable KPI.

Only by working in this way will organisations be able to demonstrate the agility and pace needed to remain competitive in uncertain times. Critically everything is measured and aligned to your business goals which ensures businesses remain relevant to target audiences while maintaining growth.

September 9, 2019 Zoe Merchant Marketing Strategy 21 comments

Using agile marketing to drive rapid results

Agile marketing is a methodology based on continual improvement to maximise results and return from marketing effort and investment. Bright wanted to share our experiences of working in this new way with senior executives from tech firms and get their perspective on how marketing can underpin business growth, so we hosted a dinner in July 2015.

How tech and consulting firms are using agile marketing to drive success

The dinner was attended by business leaders and entrepreneurs from various consulting and tech firms including TCS, BCG, CommonMS and Attenda.

At the event, held in a private dinning room at Jason Atherton’s beautiful Berners Tavern restaurant, Bright introduced how agile marketing is designed to explore ideas, create marketing messages, establish tactics and execute fast, so each element can be validated, measured and improved in market.

Mike Altendorf, investor, columnist and non-exec & advisor

Mike Altendorf – guest, investor, columnist, non-exec & advisor commented “These days effective marketing is critical for businesses of all sizes but the pace of change is so fast these days that to be effective it has to be agile. The days of five-year plans and 12-month product launch timelines are long gone. These days it is about speed, responsiveness, relevance and accountability.”

Richard Poole, Founding Partner at Fluxx

Bright Innovation invited clients to join the dinner to talk about their experiences of MVM in action. First up was Richard Poole, Founding Partner at Fluxx, a leading innovation consultancy talking about the heritage behind agile, explaining how Minimum Viable Product and lean methods has changed the manufacturing industry and how effective it can be to apply those same ideas to marketing services to get the best outcome and reduce wastage.

Richard highlighted how Fluxx has benefited from rapidly consolidating its market position through a robust marketing mix with each element being proven and built on to support ambitious business growth. Fluxx has had excellent results through the consistency of communication and original content that is a key part of the marketing programme combined with exclusive events that underpin it’s brand building with the right audience.

Barry Hayes, Executive Director of Flo Group

This was followed by discussions with Barry Hayes, Executive Director of Flo Group, a global logistics consultancy, who have transformed not just their brand but also its approach demand generation and how they work with Alliance partners.

Through working with Bright and an agile approach to marketing Flo Group have created a strong and differentiated brand, established successful demand generation campaigns that support its sales pipeline and growth targets plus built a strong event presence at key trade shows and conferences across EMEA.

Flo Group has also benefited from improvements to its strategy to Alliance partnerships and has secured significant funding for marketing through its proven approach to demand generation.

Lively discussions accompanied the dinner and explored how agile marketing can support business goals with key focus on how high growth consulting and tech firms can exploit this new way of working.

The three key pillars of marketing

The combined focus on the three key pillars of marketing a modern business should focus efforts around to quickly brand build, create demand and secure talent into ambitious firms was supported by the results of the marketing investment Fluxx and Flo Group have achieved.

Izzy Fox, Head of Venture Capital Investments, White Cloud Capital

Izzy Fox – guest and Head of Venture Capital Investments, White Cloud Capital commented “The start-ups we work with are coming out of an environment in which there is no distinction between digital and non-digital. They expect to be able to take their story out across any channel, at any time and to be continually responding to feedback in the market to adjust and rework products and services and how they market them. The old segmented, inflexible and siloed approach just doesn’t fit into the world we now operate in.”

Agile marketing brings a fresh approach that firms can take advantage of to secure results from marketing and gain a greater understanding of what works best with key audiences.

September 2, 2019 Zoe Merchant Agile Marketing In Practice 18 comments

The SMART guide to building successful Alliances

Organisations of all sizes often find it difficult to get the most out of their alliance relationships. A productive relationship is one where your marketing strategy aligns well with your alliance objectives, and you can work together towards a common goal. Where you are clear on your target audience, and your marketing activities are integrated into a strategic plan that supports both your organisational objectives and those of your alliance partners.

Strategy

Share a common objective for your marketing activity that satisfies the alliance goals – and your own.

When you bring up the topic of alliance marketing it is always met with a whole range of reactions, but a common thread that seems to be present in many of the conversations I have had, is the difficulty in aligning an alliance marketing plan with that of your organisation’s. Frequently, co-marketing is seen as a parallel activity to your strategic marketing plan, with the two streams very rarely integrated into a cohesive plan of action.

This doesn’t have to be the case. Marketing teams should work closely with their alliance partners, share their business plans and jointly identify ways in which they can collaborate to achieve a common goal. This may be a simplistic view, and I can already hear the nay-sayers heckling at the back …

“You try selling product to a business audience”; “All they want is licensing, they’re not interested in services”; “They don’t understand my business” … But it can be done, and working together to identify your common objectives is a key step towards building stronger alliances.

When Mavenwire wanted to strengthen their relationship with Oracle, they engaged with Bright Innovation to manage and execute a range of marketing activities to generate revenue and build brand awareness. A joint campaign approach combined Oracle products with Mavenwire’s delivery expertise to offer prospects a complete solution, enabling them to identify new sales opportunities and win new business jointly with the Oracle sales team.

Messaging

When working with most alliance marketing teams, they will be able to provide you with a wealth of material to use in your marketing activity, such as collateral, competitive information, product features and benefits. Every other partner will also have access to the same information.

It is important that you go to market with messaging that clearly differentiates you.

If you are reselling product, what value is your organisation adding to the process? If you are a systems integrator, what experience, frameworks, methodologies can you offer that others may not be able to. It is your key differentiators that your messaging needs to communicate in order to stand out from the hundreds of other partners.

Audience

On occasion, your alliance partner may work with you to develop a plan and even provide you with a database of contacts ready to market to.

At this point, you must assess whether this fits in with your target audience, and carefully evaluate whether you proceed with the newly gifted database you have just acquired, or invest in building your own data set that matches your target profile perfectly.

Often, a little time and investment here can save a lot of pain further down the line when the results are not as expected. It is important to have clarity in who your target audience is, and why.

Reporting

Communicating effectively with your alliance partners is always a difficult balance between over-communicating irrelevant details and not sharing the results of your marketing activity at all.

If you are churning out a raft of activity each quarter, your alliance partner may not necessarily need to know every single detail about the tactics you’ve deployed, what articles have been published, client engagements, down to each technical detail.

However, a regular flow of concise and relevant communications can be a hugely effectively way to market to your alliance partner. A one page summary of who you’ve targeted, using the same terminology (and acronyms), who you’ve engaged with, revenue generated, and key messages is often sufficient enough to keep your key alliance contacts up to date, without inundating them with detail.

Tactics

Another theme that’s often arises is marketing teams being driven to adopt tactics that may not necessarily prove effective for their business. For example, webinars can be a great way of engaging with your audience, raising your brand and profile within certain communities and building a wealth of content that can be distributed across multiple channels. However, they are not appropriate for all messaging and audiences.

If your organisation is trying to position itself as a market leader, perhaps some value-driven thought leadership would be more effective? Maybe consider a highly-targeted digital campaign?

When planning which tactics to use in your co-marketing plan, you need to make sure these support your brand and positioning in the market and are consistent with your marketing activities.

Our Minimum Viable Marketing™ approach allows you to quickly identify which tactics will be most valuable by experimenting and then removing, and/or improving, elements of your marketing plan that do not work as well as expected.

Marketing can be highly effective when structured as an integrated campaign, incorporating many different routes to market. The key point here is that each element of the plan must work together to increase momentum. A poorly executed tactical campaign will only serve as a distraction from core activities and yield below average results.

With over 20 years experience working with alliance partners, the Bright Innovation team understands the challenges involved when working with alliances, and some of the most common pitfalls made by organisations.

We have taken this experience and knowledge, and developed a set of services that enable our clients to overcome these challenges and build successful alliance relationships.

August 4, 2019 Zoe Merchant Marketing Strategy 21 comments

Six ways to increase your twitter following

If used correctly, Twitter can be an influential tool for businesses. It can generate leads, enhance branding, and help you to form connections with potential clients or people relevant to your company, within your field. For all of this to happen though, you need to build up your followers.

Some B2B businesses suggest Twitter isn’t worth a company’s time and effort but Kelly Jo Horton’s article 10 Things B2B Marketers Should Be doing On Twitter discusses a study of 500 adults who follow small and medium sized business on Twitter that discovered:

72% of followers are more likely to buy something from a business they follow.

86% of followers are more likely to visit a business if a friend recommends it.

86% of followers feel more connected with business after following them.

With these results in mind, it’s easy to argue that Twitter is a useful tool to add into the B2B marketing mix. Here are six ways to quickly and simply increase your Twitter following.

Follow more people

This may seem obvious, but you might be surprised by how many people just expect others to follow them automatically. It’s a simple equation: The more people you follow; the more people will follow you back. Plus, more people will learn about your business. Even if they don’t follow back, they now know about you.

Optimise your Twitter bio

Users want to know who you are and what you’re about. They want to know what type of content you will be adding to their feed. Keep it simple, professional and ensure it fully represents your businesses.

Join a Twitter chat

Twitter chats are relatively new, but they can be very effective at finding relevant people to follow and communicate with within your industry. They allow you to learn new things and even show off your expertise. If you’re interested in learning more, why not check out The top 13 Twitter Chats for B2B professionals.

Follow users who follow your followers

Your followers are interested in your content. Therefore, there is a high chance that their followers will be too. So why not follow them?

You can do this manually, but it can take time, so you can also invest in a range of tools which can quickly do this for you. Tweepi is just one example. For a small fee a month, it will search for followers interested in your topic and engage with users by mentioning them in posts.

This can be a lot quicker than doing it manually and, especially if you work in a fast pace environment, it can be a life saver. Tweepi offers a free package for first time users.

Time relevant content

There is a lot of pressure today to relentlessly come up with ideas that result in interesting content. Twitter also helps in this area, as news breaks on Twitter. To achieve great results with your content you need to be able to embrace in an agile way. Don’t stick to a strict plan of content. Respond, engage and adapt to the latest trends and topics on a day to day basics.

Clean out your list!

It may sound silly but it is important. If the number of people that you follow is higher than the number of people that follow you, then it’s time to clean out your list!

This means getting rid of old accounts, and making sure the ones you follow are actually still active/relevant. If they haven’t tweeted in over three months, I would advise you to unfollow. If you have followed an account which is not relevant to your industry, unfollow them. They are no use to you.

Overall, clearing out your list means getting rid of anyone who hasn’t or won’t take interest in your content. It’s also a good idea to unfollow anyone who hasn’t bothered to follow you back after a notice period of about three weeks. If they don’t want you, you don’t want them.

Once you’ve finished, look for new people that may be of interest and follow them. But try and keep the number of followers you have, higher than the number of accounts that you are following.

To summarise my top six tips that will help you to maximise your Twitter following:

Tweet a lot
Follow relevant accounts
Use great content
Unfollow when needed
Time relevant content
Be active.

It won’t take long and will make a big difference. Twitter has been proven to be an extremely useful tool for B2B marketers, so don’t miss out on it.

Contact the Bright Team to see how we can help you to further optimise your social channels for best results.

August 3, 2019 Zoe Merchant Marketing Effectiveness 27 comments

Getting your team on-board with digital change

When you think of internal comms, what immediately springs to mind? Perhaps a monthly company newsletter announcing new hires, leavers, births or Sally in HR getting married. Or that repetitive monthly email reminding you to cast your vote for ’employee of the month’. Not particularly exciting or inspiring. However for today’s businesses, internal comms is fast becoming a cucial tool. Especially when it comes to communicating and managing digital change within a business.

I’m sure ‘digital disruption’ must be the most over-used business phrase of the last two years but there is no denying that digital transformation is now taking root in even the most conservative of organisations. Digital transformation, whether it’s implementing a specific new technology solution or an entire organisation wide digital strategy, needs to be communicated to employees. And, crucially it needs to be adopted by them to ensure that your programme isn’t one big expensive failure. Enter internal comms.

From Partner to Graduate and everyone in between

First and foremost, any internal comms strategy needs to have a pretty good understanding of who it needs to communicate to. In most large organisations the employee audience can be pretty diverse. From Senior Management or Partner level, who may have been with the company for most of their careers, to young graduate trainees fresh out of Uni.

There may also be specific job roles within an organisation that will be particularly affected by the change. Tailoring your communications and messaging to highlight the key benefits of the new solution or strategy to certain employee groups is crucial. Understanding where you are most likely to come up against resistance to change and ensuring that they feel involved in the process from early on can really help overcome any grumbling. A little extra hand holding goes a long way.

Channels and Champions

Of course you’re going to need to explain why you are making the change and inform employees what actions they need to take as part of this. Inevitably, for most organisations, email will play its part. However, the snag being that we’re all guilty of ignoring emails that don’t need our immediate attention and then forgetting to look at them again, so don’t rely too heavily on this. Consider other channels such as impactful short videos, micro-sites to host more detailed information, desk drops and office launches to grab peoples’ attention and get them engaged and listening. That way when emails with important information do come through, they’re less likely to ‘file’ them in the trash folder.

Having said that, the most effective vehicle for communication are your employees. Find your champions, people on the ground who are engaged and enthusiastic, get them to act as ambassadors for the change. Despite all the different channels at our disposal today, word of mouth is still the most effective form of advertising.

Internal vs External

It is one thing to recognise the value of internal comms, but another to ensure it is carried out effectively. Many organisations may not have an internal comms function. If they do, it may be one person in the marketing department and it’s pretty unlikely that they have a good understanding of what it means to successfully implement technological change within a business.

For organisations looking to implement digital change, internal comms can be a real blocker. So, in many cases they are looking outside of their organisations to external communications experts, who approach an internal comms project in the same way they would an external comms or marketing campaign. In fact, both your internal and external comms strategy and objectives should closely align to be truly effective.

Ultimately the success of any digital transformation programme comes down to whether employees embrace and adopt that change. Businesses must go beyond engaging with their employees, to compel them to change their working behaviours. Effective internal comms is the key to effecting that change.

July 6, 2019 Alexandra Jefferies Leading Change 27 comments

Agile marketing is a pragmatic and adaptable way of taking marketing ideas, testing them and validating fast. It helps to maximise marketing effectiveness by building on what works best in order to deliver the right result.

Agile marketing is particularly effective for B2B marketing, benefits include:

Reducing waste by only using the marketing elements that work best saving budget and time
Testing innovative ideas in a controlled way
Continually improving the marketing mix to drive results that meet the business goals
Reducing costs through greater budget control and accuracy
Improving speed to market to build market share
Allowing teams to work autonomously and have a clearer understanding of priorities
Data driven decision making – fact based, not gut feel

Then you can do more of that and less of the activities that don’t add any value. Understanding what is effective is a key trait for the modern marketer, orchestrating the best possible marketing mix by blending the effective components and discarding those that don’t help you meet your objectives.

If you are selling high value, complex products or services typically targeting senior decision makers they will expect a more personal relationship with any potential supplier.

This has to be built with personalised and tailored messaging and supported with evidence of your credentials. This is time consuming and expensive to manage and maintain, so you certainly don’t want to waste your time on activities that don’t deliver the right results.

There is a huge amount of wastage in traditional marketing – with such investment in planning and preparation up front, marketers are often only just validating the proposition and messaging with their audience as part of a large campaign.

Let’s take a typical campaign for an IT consultancy:

The business develops a proposition idea and it’s agreed that this is a priority. A go to market strategy and marketing campaign need to be developed, fast
Go to market preparation and campaign planning begins including defining a full marketing mix
Campaign elements are created including data building, writing content, designing collaterals etc. – this can be time consuming and costly
Big push / launch to go to market – elements executed into market based on a defined timeline
Campaign measured and results analysed

So what is wrong with this picture? Well for a start you have invested a considerable amount of resource and effort before the proposition has been tested with your target audience. Are they in fact the right target for this proposition, did you even check?

You invest budget in creating campaign assets based on an untested message…you wait and see on the results. Of course the modern marketer is always trying to analyse and learn from results but can such a front loaded process really allow for a true understanding of how the proposition is landing with prospects? Or accommodate more creative ideas to be included and tested with a small sub set of the target group before you go for the wholesale campaign to your entire target database?

Whereas a typical agile marketing process is an iterative process right from validating the proposition idea or the campaign theme with a small group; honing it, discarding poorly performing elements such as messages or calls to action that just don’t resonate or interest the target audience.

Then adding more to the marketing mix, extending the audience etc. to expand the successful elements. It constantly measures results and evaluates against the business, marketing and campaign objectives.

Enabling experimentation and fostering curiosity makes agile marketing even more valuable. Giving you the ability to experiment and measure new ideas, this is particularly useful when you want to take a radical new approach but want to avoid the costs of a traditional campaign or the risk of alienating key target segments. Agile marketing can really help at two key stages:

At the inception of a new proposition or campaign, experimenting with new channels, audiences or tactics on a small scale to prove or disprove effectiveness enables marketers to quickly get into market and drive results
To reinvigorate existing propositions or campaigns where marketing impact is in decline. Using an agile approach to try out some new ideas with a sub set of your target audience can give fresh insight and successful elements can be rolled out across the campaign

As agile marketing is data driven and focuses on exploiting the marketing elements that perform best you continually improve results as you move through a campaign.

You can start with a minimal level of activity which helps you go to market quickly, measuring as you go. Adjustments can be made based on the results and new elements added, measuring the impact of each one.

The idea is to gradually layer the marketing mix with high performing elements that contribute to meeting your objectives and business goals.

When you use agile marketing you still have to agree and commit a budget but as you are continually measuring and learning, the return on investment becomes easier to foresee and quantify.

Digital tools lend themselves particularly well to agile marketing such as paid search or online advertising strategies – where a small budget pot can be allocated to validate the approach before a more sustained investment is made once the tactic is proven.

Core campaign components such as content can be expensive but by validating which elements of the messaging, topic or theme resonate most, any further investment is focused on additional content that will drive results.

Marketers should always set up metrics to report and understand the success of the marketing initiatives being undertaken. The difference with agile marketing is the continual learning and improvements mean any underperforming activity can be reviewed, changed and turned into an element with positive return. Budgets can be more accurately planned as you learn more about the value and return from your marketing activities.

Getting to market fast or first can be a key advantage for firms in fast moving environments such as tech consultancy or products. Agile marketing enables a rapid time to market by going to market with a minimal marketing mix and building on it. This means you can start to grow market share and build your brand whilst investing in the marketing elements that work best.

Building a results focused marketing strategy is streamlined by adopting agile ways of working, giving you the chance to innovate and enhance your marketing approach, as well as manage costs whilst reducing your time to market.

Bright specialise in working with high growth consulting and tech firms to help them get to market fast, build strong brands and attract the best talent to grow their businesses get in touch today to build a business case for injecting agility into your marketing.

May 29, 2019 Zoe Merchant Agile Marketing In Practice 20 comments

Email marketing is well established as a key part of any marketing strategy, providing measurable results and a reliable platform for communication. However, according to a recent survey conducted by Econsultancy, 54% of respondents stated a top barrier to conducting effective email marketing is the quality of the company database.

We’ve put together our top eight tips all businesses can implement to increase their database with engaged and quality contacts.

1. Building the database

Having established that email marketing is important and all businesses should do it, the first step in starting your email marketing is to build a database.

2. Use other channel to promote sign up

Most businesses will already have a network of contacts which are easy picking to convert into email subscribers
Use your corporate email signature to direct attention towards the sign up form
Promote newsletters on social media and, where appropriate, printed material can be a great source of data collection.

3. Embed a data capture form

Instead of linking to a sign up page, embedding the form keeps your readers on the page and engaged with the main website content.

4. Placement of the sign up form a/b testing

Using the concept of Minimal Viable Marketing™, set the sign up form live and then test it
Only test one variable at a time in order to draw actionable conclusions.

5. Keep the form short

Don’t put all your work into researching clients/prospects. A simple name, address and company should be enough information for you to work on categorising the contact
Remaining contact information can usually be found with an online search, where you will be able to identify job title, industry sector and influence level
This is about making it as easy as possible to sign up.

6. Highlight benefits

Tell them what value they will get for signing up and how often it will be received. Are there events, news or industry insight? Remember, this is about the recipients perceived value, so it should be more detailed that ‘what we’ve been up to’.

7. Use the sign-up as a call-to-action

…after a blog post or case study. You’ve written lots of great content that is hopefully delivering people to your site. Use the sign up to capture their information and encourage future engagement with the business.

8. Vary content

Depending on where on the site the sign up form is, content should be varied. Placing the form on the case study page will call for a more corporate tone of voice. Therefore, the sign up form should show that more insights will come from emails rather than shorter blog posts.

A blog post reviewing your last events lends itself well to a call to actions to sign up – so you don’t miss out on future events.

In a nutshell

Raise profile
Make content targeted
Don’t make your subscribers do the work

As the email database grow, businesses are able to take advantage of segmentation, delivering more targeted and personalised campaigns to recipients.

This is the future of email marketing. If you’re looking for advice on how to develop an integrated B2B marketing strategy, get in touch.

May 22, 2019 Lydia Kirby Marketing Effectiveness 21 comments

Bright is built around agile marketing – an agile way of working inspired by lean and agile project management methodologies so popular in the tech world.

The concept of agile marketing

Agile marketing isn’t just a principle we apply to our delivery, its something we use internally too and I’m going to talk about how we applied this way of working in the redesign of our own website and some of the key lessons that we took out of the experience.

At the heart of agile marketing is the belief that campaigns and marketing activities should be rolled out to a live audience as part of their development.

Being data driven and using the feedback and results collected are then vital inputs which are applied to optimise it and the cycle then begins again. The idea is that now only do you get faster but you also have campaigns that are actually built on the way your target audience responds rather than theory or guesswork.

A fast and effective website redesign

Well, you’re seeing the results of MVM in action on this page! The Bright Innovation website, as you might have noticed, has recently undergone a complete redesign. The key point, however, is that what you’re seeing now is not the final version; come back in a week’s time and you might experience a slightly different website.

The website is constantly evolving. Agile marketing allows us to use sprints to test, learn and improve based on feedback and performance analysis. The backlog of issues, opinions and comments, which we created during the testing stage before go-live is as important now as it was three weeks ago. Testing is vital in agile marketing. It’s testing that allows you to make each consequent iteration better.

Additionally, because we only invested one month of our time in getting the (minimum viable) site ready (from concept to going live) we now have spare time and budget to keep improving the website. And, importantly, we can base our improvement decisions on data coming in from real leads.

So how do you go about redesigning your website using agile marketing?

A few practical tips

You could spend months or even years re-designing your website and never being happy enough to make it live. That’s not an option using agile marketing. Give yourself a very ambitious, almost unobtainable, time frame and stick to it. This will force you to actually face making data driven decisions rather than hiding from them by ‘exploring other options’ constantly.
Don’t boil the ocean – your website doesn’t need every conceivable thing you can think of. Think rather – ‘what are the must haves’? These will be both your goal and your starting point to create a minimum viable site.
As with any project, a website redesign is likely to have multiple stakeholders and mobilising them can be tricky. To help yourself out schedule in regular stand up meetings with the ‘high power, high interest’ key players
First impressions count. Agile marketing helps you get something up-and-running quickly, but you still need to pay attention to detail. Spelling mistakes, missing content, placeholder text – all of these are easy to miss when you’re pushed for time but it’s these small details that make your site look like work in progress rather than a finished product undergoing evolution (two very different concepts). Balancing the speed of testing and learning with high quality output is the key to a successful agile project.
To help with the above point it’s worth considering a fairly extended period of internal testing during which those little mistakes and niggles can be spotted and taken care of. However, for the testing to really be useful you need to have a backlog – whichever way will make it easier to get feedback from your testers. Documenting the comments, issues and changes made, together with date and priority allows you to keep track of the testing phase progress. Once the website is live and you start making new iterations checking the backlog will also help you to avoid previous mistakes.
If you’re working with web developers make sure you know how to use the back-end to make edits once your test results start coming in.

March 30, 2019 Sian Heaphy Agile Marketing In Practice 34 comments

Why comms needs to be factored into your business transformation plans, right from the start

There can be few large businesses around the UK and beyond that have not already been through, or are currently going through large scale business transformation programmes. But how many have developed their transformation plans with communications factored in from the start? And how many add it as an afterthought when they are already some way down the line, having realised that change can’t happen without employee engagement? Communication is critical to any form of organisational change. Embedding clear processes around how and when you should communicate from the start will help get your transformation off to a flying start.

There are two key areas where effective comms can make a real difference to the success of a transformation programme. The obvious one is when it comes to communicating out to the rest of the business and getting employees to change behaviours. But comms can also help in bringing together cross-functional teams and getting them working more effectively towards the same goal.

Engaging your employees

Communication plays a vital role when it comes to engaging employees around a large-scale business change. If you fail to communicate your goals and how you plan to achieve them, how can you expect employees to support and adopt the changes you are implementing? Many a digital transformation program has been viewed as unsuccessful because employees have failed to fully adopt new tools and technology or processes.

So how do you engage employees? Firstly, it is vital that you understand your internal audiences. In a large organisation there will be different types of employees with their own challenges and requirements, so you will need to tailor your communications to different employees. There isn’t always a one size fits all solution.

Avoid over reliance on email and make use of existing business collaboration tools. You should always make sure you are communicating via different channels to ensure that your message has reached everyone in your organisation.

Two-way communication is crucial when it comes to engaging employees. Give your employees the opportunity to ask questions and to share their thoughts and feedback where possible. Face-to-face communication is always the best way to engage.

Louise Fisk, Communications and Marketing Director at BAE Systems suggests,

When that’s not possible you need to think about how you can use tools like video conferencing to bring people into the room.

Helping cross-functional teams work effectively

During large scale business transformation, it is often the case that teams which don’t usually work together, will have to come together and form cross-functional teams. Open and transparent communication between both leadership and team members is crucial here.

Hannah Bamberger, IT Communications Lead at Boston Consulting Group comments,

Where teams are cross-functional and often working remotely, it’s important to have transparent communications from the beginning to avoid any misunderstanding which may arise from not being able to see each other face-to-face each day and ask questions.

Matt Perry, Director at Transition15 suggests that,

Cross-functional team communications need to be built into the ways of working from the start. The mechanisms for regular communication should be agreed by the team so that they feel they are owning this process, rather than being told how they should do something.

It’s also important that leadership are clear in their goals and communicate them to their teams from the start so that they unite to achieve the same goal. A lack of communication coupled with an unwillingness to come together to work as a cross-functional team, can happen when leadership hasn’t communicated well around what is needed, and what the goals are from the beginning.

Hannah Bamberger comments,

You often end up with the wrong thing being delivered or half way through a big transformation programme you realise it isn’t going in the direction it should be. At that point it’s much harder to recommunicate and get people to change direction.

There’s a high likelihood that change will fail if you do not communicate from the start. Employees need to feel part of the change as it’s happening and you will need to support people through the change curve, which can take time. If you get this right, then any future change is likely to run more smoothly and be successful.

If communicating around change sounds like something you are currently struggling with, get in touch to arrange an employee engagement workshop, or a planning session for how to support cross-functional teams in working together more effectively.

March 14, 2019 Alexandra Jefferies Leading Change 24 comments