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The history of branding offers infinite examples of "just because you can, doesn't mean you should." Boston Latin School's logo change fits right in.
Wednesday, September 11, 2019
Think Twice--or even Thrice--Before Changing Your Logo
The history of branding offers infinite examples of "just because you can, doesn't mean you should." Boston Latin School's logo change fits right in.
Thursday, July 18, 2019
What Great Customer Service Looks Like...
My previous post shared an example of poor customer service. This post--which details correspondence with ROAD iD concerning a mistake that's 100% mine--is a complete 180.
We should be as quick to recognize outstanding customer service as we are to complain about poor customer service.
We should be as quick to recognize outstanding customer service as we are to complain about poor customer service.
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Saturday, July 13, 2019
When Accountants Dictate Customer Service, Customers Suffer
I visited a local Jiffy Lube this morning for an oil change. They're quick, efficient, they explain things in easy-to-understand terms, and they offer a veterans discount. I like the way staff interacts personally with customers and how they know, track, and share the history of my vehicle.
Jiffy Lube has a new "greeting policy" that decreases personal interaction and attention. And while it may more efficiently utilize employees, the new policy potentially endangers customers. More on that in a moment.
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Marketers think: "Good place to welcome customers."
Accountants think: "Unnecessary expense."
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Before promoting a product or service, I try to understand how, when, and where customers engage with the products or service. The critical mass (energy) produced when content and process collide generates decisions. Some questions I ask colleagues:
- How and where do we meet prospects and customers (digitally or physically)?
- How do we shepherd prospects through the sales funnel (digitally or physically)?
- Where can we enhance our service to make sales more personal and less transactional?
- Are the costs of these enhancements worth our investment of time, treasure, and talent?
From this perspective, Jiffy Lube's new policy doesn't improve customer service. In fact, it makes it worse.
In the past, a greeter/worker would welcome you outside, ask the services you want, and escort you inside, handing you off to a team member at the front desk. The new policy has greeters direct customers to check in at a computer inside the work bay.
Beyond the fact that the work bay is (compared to the inside) dirty, loud, and subjects customers to the weather (hot in summer, cold in winter), it's also potentially dangerous: Oil is slippery, right? Did the bean counters consider how favorably working women in heels or men in dress shoes will view going into a work bay? What about the kids? What do they do while mommy and daddy are checking in? Does Jiffy Lube really want kids messing around in the work bay?
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Customer think: "Dirty."
Accountants think: "Money
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From a marketing perspective, this move erodes an important (but unquantifiable) customer service and interaction point. But even worse, from a customer's perspective, it's potentially dangerous.
Suggestion: "Red Carpet Service".
Instead of checking in customers in the garage, install a red AstroTurf carpet from the covered greeting area that leads inside to the service desk.
A greeter/worker welcomes the customer, and--while genially escorting them inside (perhaps with a branded umbrella in case of inclement weather--asks the services they want. He/she then checks his/her customer in at the computer. This creates a more personal, safer, and seamless customer engagement experience.
A comprehensive national marketing and advertising campaign could promote Jiffy Lube's new "Red Carpet Service" and highlight the services Jiffy Lube already provides: Quick oil change, check/refill fluids, check/refill air in tires, check wipers, etc. Throw in a couple discounts to entice customers to "Experience-Our-Red-Carpet" service.
Wednesday, July 3, 2019
Share Specific Value to Help Your Job Application Stand Out
While unemployment hovers at historic lows, the pursuit of senior positions remains extremely competitive. When I apply for leadership roles, I go out ot my way to distinguish myself from a burgeoning pool of qualified candidates.
In addition to being more selective about the senior marketing and communications positions to which I apply, I'm devoting more time and attention to my application packet--especially my cover letters. This post describes one such example.
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(What's a Social Media Producer?
Discover here.)
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Among the applications I submitted this short work week included one to Boston's Channel 7 WHDH to become their Social Media Producer. Here's the position description.
To underscore my interest in the position, I shared in my cover letter the following directly relevant example of social media knowledge and expertise I offer WHDH.
"In the battle for Boston TV audiences' social media hearts and minds, I analyzed WHDH's current numbers (as of 7/3 PM) and generated a table that compared WHDH's Twitter, Facebook, and Instagram numbers with selected competitors WBZ, WCVB, NECN, and NBC10.
BostonTV Social Media
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Followers
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Likes (IG = posts)
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WHDH Twitter (@7news)
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316,000 (1st)
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3,983 (1st)
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WHDH Facebook (@7news)
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450,558 (3rd)
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449,108 (2nd)
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WHDH Instagram (@7news)
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58,500 (2nd)
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2,852 posts (2nd)
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WBZ TW (@wbz)
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180,000
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474
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WBZ FB (@CBSboston)
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469,637 (2nd)
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431,358 (3rd)
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WBZ IG (@wbztv)
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21,400 (3rd)
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1,892 posts (3rd)
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WCVB TW (@wcvb)
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277,000 (2nd)
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3,963 (2nd)
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WCVB FB (@wcvb5)
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801,080 (1st)
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829,251 (1st)
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WCVB IG (@wcvb5)
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67,400 (1st)
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3,682 posts (1st)
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NECN TW (@NECN)
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92,700
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661 (3rd)
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NECN FB (@necntv)
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185,694
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192,193
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NECN IG (@necntv)
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7,070
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1,709 posts
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NBC10 TW (@NBC10Boston)
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17,400
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365
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NBC10 FB (@NBC10Boston)
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365,838 (4th)
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364,837 (4th)
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NBC10 IG (@nbc10boston)
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15,500
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1,922 posts
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The numbers in the table indicate that WHDH has prominent market share on The Big Three social media platforms (Twitter, Facebook, and Instagram):
- On Twitter, WHDH leads selected competitors in Followers and Likes (aquamarine)
- On Facebook, WHDH ranks 3rd (yellow) in Followers and 2nd in Likes (green)
- On Instagram, WHDH ranks 2nd (green) in Followers and Posts
Further analysis of the numbers reveals:
- WBZ ranks in the top three for all categories
- WCVB leads the group in Facebook Followers and Likes--almost doubling WHDH's numbers on the social media juggernaut.
- WCVB also leads the group in Instagram Likes and Posts
The chart reveals surmountable numbers gaps--which as your Social Media Producer, I will work to close by applying my social and digital media content development and disseminations skills."
Eschewing standard self-promotional cover letter language, and knowing the beleaguered HR manager will receive dozens--if not hundreds--of applications from qualified candidates, I tried to convey specific examples of the relevant knowledge, skills, and abilities I offer WHDH.
In this highly competitive job market, my experiences have taught me the necessity to provide measurable and memorable value up front.
Stay tuned to find out if my efforts spark a response from WHDH.
Monday, July 1, 2019
Powerful Images from DMZ Produce Powerful Perceptions
The President's visit today to one of the world's most tense borders is an interesting juxtaposition to America's current debate about border security. But this isn't a post about politics. Rather, it's about advertising and the power of images to forge perceptions. (It also draws from my personal experiences stationed at the DMZ in the U.S. Army.)
On the left is an image of the DMZ Panmunjom "Peace Site", looking from the so-called DPRK ("Democratic Peoples' Republic of Korea) looking to South Korea (Republic of Korea). This is the standard configuration of hand-picked North Korean soldiers at the border.
The KPA (Korean People's Army) soldiers in Panmunjom are hand-selected for their physique, height and military bearing. They are fed better and more than regular KPA troops. At the DMZ, they are supplemented by dozens more, hidden in the building at the top of the stairs in the photo at right. The soldiers record every minute of every visitor at the site.
Even if they could afford to visit, most NK civilians can't go to Panmunjom. Only the Elite of the Elite may visit; when they do, they are ringed by KPA soldiers to prevent them from defecting. By comparison, the DMZ is one of the ROK's most-visited tourist destinations.
After visitors on the South side sign a form stating they will not make any offensive gestures nor take any photos, they are escorted into the Peace Building (where the Armistice was signed in 1953) by ROK soldiers in dress uniforms.
Neither ROK nor U.S. soldiers are permitted to visit the DMZ in ACUs--Army Combat Uniform--as the NKs would interpret this as a provocation. Visitors either react with stunned silence or giggle nervously as two pairs of ROK and KPA soldiers glower at each other from each side of the room.
On the right is a press pool photo of President Trump and Kim Jong-Un, looking North into the DPRK. No soldiers, no uniforms, no visible military presence at all. It appears like just another photo opportunity between two state leaders--and most Americans will see this "advertisement" and accept it as reality.
In my experience, the moment VIPs departed, trailed by their entourages and the media maelstrom, soldiers on both sides returned to the watches they have stood since 1953.
That's the reality at the DMZ, and it's going to take far more than words and handshakes to achieve a lasting peace on the Korean Peninsula.
Saturday, June 15, 2019
Sarah Sanders Set Spokesperson Standard
(Originally published at CommPRO.biz, 6/15/19)
By these standards, Sanders’ performance wins a Gold Medal: She consistently reinforced the President’s messages; she tenaciously deflected criticism of his policies; she unfailingly promoted his priorities. And as we witnessed in her infrequent press conferences, she enthusiastically reflected his disdain for, and mistrust of, the media.
You may neither have liked what she said or how she said it, nor for or to whom. But on the eve of her departure, it’s difficult to deny Sarah Sanders’ effectiveness as President Trump’s trumpet.
Whether out of Divine ordinance (“God wanted Donald Trump to be President”) or human obstinance, Sander’s relentless—often disingenuous—advocacy of the President’s policies and her dogged defense of her boss certainly deserves his praise and affection… as well as the grudging admiration of fellow Spokespeople.
In 23 months as White House Spokesperson, Sanders, 36, gained prominence as one of Trump’s most loyal and longest-serving top officials.
While many people (including this author) will have difficulty separating her performance from her politics and her loyalty from her likeability, an objective look at what she did and how she did it—instead of for whom—can reveal a lot about Spokesperson “do’s” and “don’ts”.
Beyond the community of professional communicators, there’s some confusion regarding Spokesperson duties and responsibilities. Indeed, the title itself has many variations: Media Relations Officer, Public Affairs Officer, Press Secretary, Chief Communicator, etc. Regardless of title and detailed duties, the position requires a suitably qualified professional to:
- Serve as “the voice” of an organization
- Clearly communicate and represent the organization’s priorities
- Defend and uphold the organization’s policies and/or programs
- Reflect the organization’s and/or leader’s philosophy
By these standards, Sanders’ performance wins a Gold Medal: She consistently reinforced the President’s messages; she tenaciously deflected criticism of his policies; she unfailingly promoted his priorities. And as we witnessed in her infrequent press conferences, she enthusiastically reflected his disdain for, and mistrust of, the media.
During her tenure (taking cues from her boss), Sanders successfully squelched media engagement with, and access to, the White House. According to The Washington Post, “In January, the White House set a record for the longest stretch in modern history without a news briefing, 41 days. It set another record, 42 days, in March, followed by a third streak that reached 94 days on June 13th.”
Under Sanders, The Post opined, “The principal function of a press secretary—representing the White House in media briefings—all but ceased to exist.”
Led by her boss’ example, Sanders energetically eschewed formal media interaction, preferring brief “gaggles” that happened when and where she wanted. When compelled to engage, Sanders played a savvy shell game, shrewdly redirecting reporters’ attention by pushing back on their questions, publicly embarrassing them, and threatening to revoke their access.
Sanders’ lack of accessibility and controlled interactions generated a smokescreen within which POTUS operated. Deftly diverting, distracting and discounting the media whom she was supposed to serve, the smooth-talking Southern storyteller defined the narrative and dictated the pace of White House media relations.
If you have the stomach to strip away her dissembling, her smugness, her sarcasm, and her self-righteousness, you could concede that Sarah Sanders had a virtuoso performance as White House Spokesperson. She did precisely what the President required: Engaged in media machinations to alleviate his tribulations.
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Thank you for your kind words, and for making others aware of Road ID. It's great to get positive feedback from highly intelligent people like you. We find that it's much more fun to do our jobs well (and collect compliments) than it is to do our jobs poorly (and collect complaints). We're happy to know your experience has been a good one. If I can be of further assistance, please let me know.