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What Can Marketers Learn From English Seduction Techniques?

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This week Director Matthew Harrison draws the key marketing lessons from his (now dormant) seduction techniques.

Each and every year, the month of March is a joyous occasion for me. The brutal New York winter dissipates and makes way for 8 months of glorious sun. The English football season reaches its climax, as along with the rest of the Western world I fix my attention on Nottingham Forest’s promotion challenge. Most importantly and joyously of all, the month of March marks the anniversary of my wedding, which I should highlight (just in case she’s reading) was a day of unparalleled perfection.

And so this week my mind took a surreptitious walk down memory lane to a warm September day in 1997, a lucky 13 years ago. This was the day when I targeted my now-wife and (eventually) convinced her that I would fulfil her every need. Now, as a marketer first and lady-magnet second, thoughts of this distant time got me thinking. What, if anything, could my seductive exploits of the late 90s teach me and the wider marketing community about appealing to their target audiences? If I can successfully target that most notoriously demanding of audiences, the attractive female, surely there is no limit to my marketing prowess?

That sunny day in 1997 had been an inauspicious one, at least from a professional point of view. My finest achievement had been to break the photocopier and spend 90 minutes failing to fix it. As I returned home at 5.30, I frankly needed a beer. I delicately broached the subject with my housemate Dave, who pondered my request before suggesting we go to the pub immediately.

Two hours and 5 pints of Kronenbourg later Dave and I were deep in discussion, our agile minds flitting between the meaning of life and whose turn it was to buy the next drink. I was just about to walk towards the bar when I noticed the door open and two girls in their early twenties walked in. I salivated, ordered another round and began plotting my next move. My mission: to make the blurred, dark-haired girl on the right fall in love with a drunken photocopier-wrecker. Mercifully, Dave told me a joke about Camilla Parker-Bowles, distracting me for the rest of the evening.

Several evenings later, a group of friends and I decided to meet up in the same bar. Word was that a selection of females would be present, some of whom would be more than happy to meet the man of their dreams this evening. Even better, one or two discrete enquiries amongst the local cognoscenti revealed that the blurred girl was called Caroline and would be making an appearance along with her friends.

I sensed my chance, and quickly set about polishing my shoes, getting Dave to iron my shirt, and splashing myself in enough Fahrenheit to make a cactus wilt. I donned my leather jacket and, fusing debonair cool with rugged Anglo-Saxon masculinity, unbuttoned the top 2 buttons of my shirt. It would be no exaggeration to say that I looked irresistible.

Scanning the bar as I arrived mid-way through the evening, I immediately saw Caroline, chatting with her friends in the far corner. She was tall and slender with long, dark brown hair. Her dark knee-length skirt and tailored jacket clung enticingly to her figure and her top revealed a hint of décolletage. Her outfit reminded me of the perfect hors d’oeuvre: just enough to keep the interest; not quite enough to make me feel queasy and rush for the exit. I wonder if anyone’s ever delivered a finer compliment than that to her? I do hope so.

Rather than striding confidently towards her and delivering a killer chat-up line in front of her friends, I bravely decided to wait until she was on her own and then pounce. This must have been my lucky day because a few minutes later I found myself standing next to her at the bar.

We started talking. Now when I talk to attractive ladies, I have something of a magic touch – I start talking and they immediately disappear. Strangely, however, for an apparently sane woman with all of her faculties intact, Caroline responded – and not with a restraining order. She laughed at my jokes. She nodded as I told her all about my big-shot job in the photocopying room. She gasped with relief as I finally asked her a question. She seemed to believe me when I said that it must be the man behind me that stank of vinegar.

We met up a few more times over the following week or two, each encounter becoming slightly more relaxed than the last. I took her to a restaurant and tried to show off by buying some expensive wine that I’d never heard of. We went to a football match with a group of friends. Gentlemen, I hope you are learning as you read this. After 4 or 5 ‘meetings’ we were officially an item and I was congratulating myself on my marketing expertise.

So, when I look back at the seductive marketing techniques I employed in my early 20s and reflect upon how they changed the course of my life, I am struck by how similar the art of attracting a business-to-business customer is to the seduction of a beautiful woman. I therefore leave you with my key tips on how to attract and keep the most demanding of b2b customers:

Make the first impression count – A sober, well prepared marketing approach is always likely to be more effective than an impulsive dash in the direction of the target customer. This applies to all aspects of the marketing mix, from promotional materials and interpersonal contact through to pricing and proposal preparation. By the time you get to undoing an early bad impression, the object of your desire will already be looking elsewhere.

Expect the sales process to take 4 or 5 contacts – Business-to-business buyers, like women, are complex creatures. The quick ‘hard sell’ is far less suited to their multifaceted needs and their focus on interpersonal contact than it is to the more impulsive and impersonal world of consumer marketing. It is critical to take the time over a number of conversations to understand customers’ rational and emotional needs, before providing a personalized solution built around these.

Ask lots of (intelligent) questions – Like the most boring of inebriated men, bad b2b marketers focus so much on their own offering that they forget to ask the target customer what makes them tick and what would make their lives better. This is a fatal mistake when each target customer has needs that are often technical, complex and unique.

Always leave them wanting to find out more – Successful business-to-business marketing is a long-term, dynamic process built around frequent conversation and mutual exploration. The effective b2b marketer answers every question concisely, whilst hinting at new, intriguing ideas that make the target customer want to find out more next time.

Tell a coherent, authentic story and stick to it – This is the most difficult and most critical trick of all. Just as the single man identifies an overall impression he wants to project to the fairer sex and attempts to dress, smell and speak in a way that authenticates that impression, so the successful b2b marketer must identify the story that target segment wants to hear and ensure that every customer touchpoint authenticates that story. This requires consistency, and – most fundamentally – a deep and accurate understanding of what the target market wants from you. Master these two basics and you are on your way to becoming a seductive b2b marketer.

Posted in B2B Marketing, Business To Business, Customer Satisfaction, Marketing, Marketing Strategy, Matt Harrison, Needs, Price, Pricing Strategy, Thursday Night Insight |
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More Marketing in 2010

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Everybody knows that 2009 was a tough year, with marketing budgets in particular feeling the strain. Yet things are looking more promising for 2010 already – and on both sides of the Atlantic!

A survey conducted at the end of 2010 in the United States showed good news for marketers after a year in which 60% of b-to-b marketers slashed their budgets. BtoB’s “2010 Outlook: Marketing Priorities and Plans” report, based on an online survey of 376 B2B marketers, found that although almost half plan to maintain their existing budgets, nearly 40% will increase spending in 2010. Just 13% will be reducing their marketing spend this year.

As with last year, online marketing – including website development, e-mail marketing, search, social media, online video and webcasts – looks set to see the biggest boosts. This medium is widely acknowledged as being both cost-effective and measurable. Spending on innovative direct marketing and customer events both look set to rise also. More about this report can be found here.

Meanwhile, in the UK, the latest IPA/BDO Bellwether report indicates that optimism and confidence are growing. In spite of the report showing a ninth consecutive quarter of declining marketing spend, the rate of decline is clearly slowing. Spend is down only 7% compared to 15% in the previous quarter.

Indeed, marketing budgets for 2010 have been set higher than those in 2009 and, with 35% of businesses surveyed seeing improved prospects, companies are the most optimistic they have been for the past five years.

As with the trends seen in the US, online advertising budgets were revised upwards for the second quarter running while direct marketing budgets have also increased (by 2.2%) for the first time since 2007.

Why not read our white paper, Marketing Strategies in a Recession?

Posted in B2B Marketing, Budgets, Credit Crunch, Digital Marketing, Marketing, Online Marketing, Recession |
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The Challenges of Global Business-to-Business Promotions

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This month, Campaign magazine published its second Going Global supplement. A number of experts in the field of branding gave us their thoughts on the issues that face those tasked with international branding. One of those experts was B2B International’s very own Paul Hague, who provided some advice for business-to-business marketers taking their promotions to a global audience:

We have all heard of communication gaffes made by regionally focused consumer companies as they attack a wider market. If Rolls-Royce had gone ahead with the branding of their Silver Mist car in Germany, it would have found it was trying to sell Silver Sh*t. Such cultural and linguistic differences are a marketer’s nightmare and they indicate the importance of using research to understand the difference between customers throughout the world.

HSBC has made an effective campaign out of the way different people see the world. In a long-running and highly recognisable series of adverts (particularly noticeable in international airports), they humorously provide examples of how people’s interpretation of the same objects can be vastly different depending on their culture, heritage, education, etc. They demonstrate, if you like, how one man’s meat can be another man’s poison.

All the while, business-to-business marketers have been sitting on the sidelines. They do not have the huge marketing budgets that are required for global campaigns. In fact, $200,000 is likely to be a respectable budget for many an industrial company or division aiming at an international market. With such meagre funds to play with, their communication efforts have been much more targeted and therefore less visible for us to examine and critique.

With an emphasis on below-the-line advertising, business-to-business marketers have focused on anything that gets them close to shaking hands with a potential customer. High on the list are exhibitions, brochures and technical sheets translated into local languages, and, if you’re lucky, a website on which you may just have one or two language options. There is very little attempt made to understand the local culture and to design a promotional campaign that meets local needs.

If marketing budgets are really so small for business-to-business marketers, it may be hard to imagine how they could afford to spend $100,000 on a market research campaign aimed at testing different communications and finding out what works over a wide geographical area. Mind you, the investment in research to establish the principles of what works pays dividends – not only on the current campaign but on all future campaigns.

I encountered a good example a couple of years ago during the concept testing of an advert. Of the seven adverts being tested, the design agency had a clear favourite – a nicely designed ad showing two futuristic-looking heads. However, in what was a huge disappointment to the agency, this particular ad bombed dramatically when tested against the six others among an international group of target customers. Existing and potential customers actually found the ad confusing and felt it portrayed the company as two-faced. Adverts that tested much better were less stylish but they featured the product, or the product plus a person.

A good test for any b2b marketer is to lay out their promotions in front of customers and prospective customers, and ask the following questions:

• What are first reactions to the promotions?
• What are the key things that jump out of the promotions?
• What are the promotions saying to you?
• How would you rate the clarity of the message(s)?
• What are the benefits that are communicated by the promotions?
• How important are these benefits to you?
• How effective are the promotions in terms of being compelling (“stop-ability”), relevance, links to the positioning of the advertiser, and clarity?
• How successful are the promotions in “calling the customer to action”?
• Do respondents think anything is missing from the promotions?
• How clear is it what people should do next, having seen the advert (i.e. how effective are the response mechanisms and instructions)?

Market research isn’t the only measure that can be used to test the effectiveness of promotions. Additional indicators can be quite simple, such as:

• The correlation between the sales of a product and a promotional campaign. However, the long lead times in business-to-business markets seldom show strong links between the two.
• Response mechanisms built into adverts or literature that over time provide feedback on the effectiveness of campaigns.
• Orders taken on an exhibition stand (or, more simply, the number of business cards collected on the stand).
• Feedback to the sales team (and order takers) that a promotion has been seen.

In conclusion, here’s a checklist of questions that business-to-business marketers should consider when addressing global markets:

1. Start with the views of locals – no one knows or understands the market better and their views are always worth listening to. However, be prepared to experiment and be bold, because the best promotions are those that break the mould.
2. Promotions are most effective if they have a single, purposeful proposition. Many promotions are overloaded with too many propositions or they are too clever by half.
3. Promotions that look authoritative, even editorial in style, will be eagerly read by a technical audience.
4. Technicians love facts. Give them loads of them.
5. The product may be boring to some people but it isn’t to the person who is buying or specifying it. Show them the product.
6. Promotions that feature someone from the company are far more believable than those that use actors.
7. People will give a fraction of a second to a promotion (a blink) as they make up their mind whether it is for them or not. Catch their attention with images and visuals at the top of the ad and use them boldly. Use them to draw people into the promotion.
8. Make sure that the images are relevant otherwise the audience will quickly move on. The closer the relevance of the images to the industry and the text, the better.
9. The headline of any promotion needs to be strong and powerful. Many headlines fail by being too long, too complicated or irrelevant. The headline should follow the visual or lead at the top of the ad.
10. When developing a campaign, give it “legs”. Wherever possible, create a connection with parallel or previous campaigns so that there is a link that provides continuity for the audience.

Posted in B2B Marketing, Branding, Global Research, International Market Research, Paul Hague, Promotion |
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Ethnography In B2B Markets – What Does It Really Mean?

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Ethnography research is a technique that is being used more and more in business to business markets and in the last month B2B International has carried out numerous ethnographic projects looking at getting into the mind of the trade (both plumbers and builders).

Ethnographic research must surely be among the most misunderstood, misrepresented and misused of the currently used qualitative research techniques, and this is true whether it is within a B2B or a B2C context. This article below by Neil McPhee and taken from this month’s BIG Times spreads some light on the technique.

What is Ethnography?

Ethnography is a research process that is rooted in the anthropological and sociological traditions of understanding that places a researcher within the context of the research setting they are studying. Through the process of first hand observation and participation in people’s lives, a process known as cultural immersion, we are able to gain a deeper understanding of individuals and their cultural belief systems. Ethnography represents more than mere observation, it involves direct participation into the lives and the culture of people. Its strength is its attempt to get at the underlying meanings of actions and beliefs within the context of a cultural group/ setting. In order to leverage ethnography to generate new insights, commercial research organisations have uniquely adapted ethnography to fit the needs of commercial business practice.

My friend and co-tutor, on the ESOMAR Ethnography and Observation workshop, Hy Mariampolski PhD, from the USA, calls it Marketing Ethnography. I tend to call it Research or Commercial Ethnography, but in any event, it has a number of characteristics which make it a very different animal from an interview. Commercial ethnography is a movement away from the study of ‘native cultures’ and a movement towards the study of consumer cultures, this including a B2B context here. The principles are the same: a quest to understand people within the context of their natural environment.

Due to both consumer and business pressures we spend much shorter periods of time than would be ideal with people but our aim is still to participate directly in people’s lives in order to gain access to social situations that help us to better understand their world. We then take this understanding into the realm of business to better design products and services that will in turn better meet the needs of our constituents.

How do we recognize “ethnography?”

There are a number of attributes that constitute its practice.

1. Ethnography: describes the behaviours, values, beliefs, and practices of the participants in a given cultural setting. This is important, as the notion of Culture/Values etc, are prerequisites for “real” ethnography. We need to identify, and then understand,
the rules and their symbolism and significance within the respondents’ worlds.
2. Context: Thick and Thin descriptions (Clifford Geertz, The Interpretation of Cultures). We observe, analyse and report on contextualized behaviour and symbolism, and we tend to seek the broader definition of context. Simply observing office workers, say, eating in the staff restaurant, tells us little about the company, but placed in the context of employment policies, working
culture and management attitudes, we learn a lot about the personality of the company, the pressure on staff to minimise lunch hours etc. This leads us to “thick” and “thin” descriptions:
i. A thick description of a human behaviour is one that explains not just the behaviour, but its context as well, such that the behaviour becomes meaningful to an outsider 2. It provides context that interprets observed actions and provides meaning to these actions. In this way analysis can fuse with description.
ii. A thin description describes only the event/act itself, and would only detail events whereas a thick description would try to analyse possible intent and the interpretation of events by participants.
3. Ethnographer role and conduct: A key principle of the method is that the researcher must not just observe, but must find a role within the group observed from which to participate in some manner, even if only as “outside observer.” The creation of a non-threatening role and presence, and the creation of virtually instant rapport, is one of the critical dimensions of effective ethnographic
work. Instant “rapport” is essential. Simply turning up with a video camera and a script and asking questions as in a quantitative questionnaire, or assuming that respondents will behave naturally, with no further guidance, is naive and useless. We must establish our “presence” in a way that allows people to become oblivious, as far as possible, to the presence of the researcher.
4. Time and duration: Realistically, we cannot often spend months or years living with our subjects, as did the ethnographers of old. Spending two or three years on an island was possible in the past but few clients would wear that in a proposal. However, time and duration is still a crucial dimension. I would argue for a full day (8-10 hours) as a rule of thumb, and a real half day (4- 5 hours) as being a minimum time to spend with someone/someplace. In reality, by the time you have arrived, got established, created some rapport and done a basic “fact find”, you have probably been there for two hours already! To go further, to become an accepted part of the furniture and to achieve that critical blend of visible but invisible presence, you really cannot expect to be there for LESS than half a day, and to be around long enough to observe a range of behaviours more than once ideally, and to observe the context, simply takes longer. A 2 hour visit simply is not long enough for any measure of real ethnography.
5. Participant observation: This is a critical element, as it is, in practice, what we spend a lot of a session doing. We watch what is going on, we note (film) critical elements of behaviour and context, and often follow up with a “conversational narrative” (the forms and functions of storytelling in everyday conversation), this being the sort of everyday and nonscripted exchange that goes on between people: it is not a formalised interview. • In reality, the conversation between ethnographer and respondent should seem like the usual conversation between friends, or acquaintances, at least. Asking structured questions, sounding like a “researcher” is not the way to do it, though many clients have asked for very specific questions to be asked – or have asked them themselves while on accompaniment. However, this is not the way it works best.
6. Video ethnography: This is often thought to be “ethnography”, where in fact, it is simply one aspect and one format of it and refers to the video recording of the sample of targets in their natural environment and context, and feeding back footage of practice to clients. Implicit in this is that no analysis or decoding is offered: it is simply recorded footage, with no significant editing, analysis, selectivity or contextual reference made. It is well short of the requirements for a full ethnography.
7. Analysis and Data Collection: Analysis and data collection are not distinct phases, they occur simultaneously. Both are ‘messy’ and involve the use of human beings as the unit of observation. Ethnography relies upon detail to convey the feel as well as the facts of an observed setting. During analysis, we often use some form of measurements, not simply impressionistic reportage, and these could involve:-

• Symbolism, what something (behaviour, function or artifact) stands for
• “Nerve centres”
• Functions – the role or purpose of activities
• Underlying rules implicit in the observation findings
• Language, jargon, slang
• Observing order/process/li>
• Counts
• Length of time
• Measure – weight, distance
• Interactions with and between others
• Evident but unspoken feelings and emotions
• What’s really happened vs. the story of what happened
• Etc

In summary
But above all, we are looking to see/understand the bigger, more conceptual issues about their culture and environment, using cultural and social theories to make sense of what we see.

Posted in B2B Marketing, B2C, Culture, Market Research, Research Methods |
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Should B2B Marketers Ignore Consumers?

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Most of you reading B2B International’s blog will be marketers of b2b products and services. But how often do you think about those end consumers? They may not be able to buy your products in stores, but there is a school of thought which says that if you do market your business-to-business product or service to consumers, you could create new demand from potential business partners.

So says ‘B-to-B-to-C’, an interesting article in September 30 issue of Marketing News.

The article reminds us that behind the face of many consumer products and services, there’s a business-to-business brand that distinguishes the product from the competition. These b2b ‘ingredient’ brands all help to create the product that the end consumer is ultimately looking for. Some b2b brand managers therefore market to consumers, hoping that if end-users care about their brands, business partners will embrace them and promote them.

If this is a route you wish to go down – and there can be little doubt that this is a bold strategy to adopt – there are no hard and fast rules as to how much of your marketing budget should be allocated to the different business and consumer marketing efforts. Indeed, if not done correctly, marketing your b2b brand directly to consumers can be a very easy way to spend a lot of money with very little return.

A good starting point is – as always – thorough research. Research can demonstrate to you whether your brand possesses a distinct value and whether it could impact positively on a consumer brand’s profile and price point. If this is the case, consumer marketing may be an option for your b2b brand.

Try to convince your b2b client to promote your brand on their product: this will make your b2b ‘ingredient’ matter to consumers. Just make sure that your ingredient brand’s stand-out attribute is clearly explained to the end consumers so you can ultimately encourage them to demand products that possess your brand. To do this, its distinctiveness needs to resonate with end users, so make sure your research shows that consumers see the value of your brand. A segmentation study may, for example, determine which types of consumers would be attracted to your brand offering.

The article finishes with some words of advice for anyone doing B-to-B-to-C marketing: You need to help the consumer products brandishing your ingredient to succeed. Put simply, if they win, you win.

Posted in Articles, B2B Marketing, B2C, Consumer Research, Sales, Segmentation |
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