My interview with the U.K.’s Campaign Magazine about creating the perfect blend of effectiveness and efficiency in marketing and communications, September 23, 2016
What is your ultimate measure of marketing effectiveness?
It can be summarised as A+D+S:
Awareness among our target market.
Distinction: does our market know how we are different from the competitor down the street and unique?
Salience: does the dimension that makes us unique matter to our target audience?
And, obviously, the ultimate goal of top-line growth and bottom-line profitability.
Is creativity still the biggest driver of marketing success?
I would say it’s employee engagement, which is the ultimate force multiplier in the market. Everyone is part of the marketing team, and genuine value creation is everyone’s job. Do our teams understand our purpose – why we exist, and how we make the world a better place for our clients by relieving pain, which represents an impediment to their achieving their goals and vision for their company? If so, every touch point becomes a powerful marketing tool.
How do you drive marketing effectiveness?
This is what we believe: stop selling your products and services, and start engaging your communities on matters that are important to them. We are a commercial enterprise, so our audience is concerned with business growth and expansion, and with the political and economic environment that enables this growth.
Our social channels provide counsel on growth. Our teams are trained to understand our clients’ vision for the growth of their companies – and to bring not only the capital, but also the counsel required to achieve it. All of our communications reflect this commitment. We engage more than 150,000 influential decision-makers a year, in person, to advance economic, political and business topics that are important to our target market.
What will be the key drivers of effectiveness in your future marketing?
Communicating genuine value to our clients and prospects. Value has little to do with what you pay. Value creation is driven by what you get – quality, quantity and an experience – relative to what you pay, which includes not only money, but also time and emotion. When you capitalise on the time and emotion components of value creation, it initiates a powerful force multiplier in the market.
Also, simultaneously, employee engagement. Our team members have to know what behaviours drive value creation, and what pain their actions relieve, which sets them apart from every other competitor in the market.