Category: Uncategorized

  • Going For The Gold

    There’s something to be said for experience. For that matter, there’s something to be said for age.

    There comes a time for most of us in which we realize that we’ve already considered the current topic. We realize that we’ve come to some conclusions. We realize that there’s no new evidence to change our conclusions.

    I think this is why older people are considered by younger people to be so set in their ways.

    The older people have already considered whether a particular behavior is supportive or enabling. They’ve already determined that shorter-term investments come with higher volatility than longer-term investments. They’ve already determined that bad advertising concepts can’t be saved by creativity.

    And I, it appears, have become one of those crotchety old advertising people.

    I’m no longer willing to give the benefit of the doubt to lame ideas that, although they won’t go away, have never proven to be of value to any company, anywhere.

    Like this one: “The Olympics, the political conventions, the elections, leap day, the landing on Mars and some exciting anniversaries give advertisers lots of potential themes in 2008.

    The author goes on to list such door-busting themes as:

    Feb. 18: Presidents’ Day
    May 25: Indianapolis 500.
    Aug. 8-24: The 2008 Summer Olympics in Beijing, China.

    I won’t be reserving judgment on this one. These are bad ideas.

    But the sad point of this list? Somebody will attempt to use these.

    Some office supply store will offer a “200 Meter Freestyle” printer ink discount. Some family restaurant will offer a “Team America” platter. Some car dealer will hold a “Gold, Silver, or Bronze” sale.

    By association, these people may get some weak attention.

    Maybe.

    Regardless, its dangerous to assume that people interested in the original event have any interest in what you have to offer. And if they do, they need to associate you as the solution to the problem they’re trying to solve.

  • What’s your positioning statement? “We know that you’re interested in the Olympics. Unfortunately, we’re not them.
  • And the shelf life of these ads is, at best, only days. Once the event is finished, so is the entire budget you’ve spent on it.
  • Then there’s the problem of trying to get your ad to cut through the clutter of all of those other companies doing Gold, Silver, and Bronze sales.
  • Conclusion: Don’t waste your money trying to piggyback on someone else’s theme. Invest your money, instead, in getting your unique message into the minds of people who are interested in what you offer.


    Chuck McKay is a marketing consultant who works with professional practices and owner operated businesses. Questions about advertising themes may be directed to ChuckMcKay@ChuckMcKayOnLine.com.

  • Pencils Down.

    For two months now the Writers Guild of America has been on strike against the Alliance of Motion Picture and Television Producers. Have you noticed, yet?

    Most of the television drama is produced months before it’s aired, so no significant changes in drama.

    “Reality” programming such as Survivor, American Idol, American’s Next Top Model, or Celebrity Apprentice doesn’t use written scripts (so they say), which means no problem there.

    It appears that the only programs showing any immediate effect of the writer’s strike are the daily comedy shows – such as those hosted by Jay Leno, David Letterman, John Stewart, Stephen Colbert, Conan O’Brien, and Craig Ferguson.

    The writers seem determined to continue their strike.

    The networks are rumored to already be considering programs produced in other countries. (BBC anyone?).

    The producers are betting that Americans don’t care enough about quality to affect their viewing habits. If they’re right, the nation will watch whatever is put before them. If they’re wrong, there are always writers in other countries. (Did we mention the BBC?)

    The writers are betting the opposite – that people will angrily demand better programming.

    They’re both wrong.

    While the writers and producers play chicken with the prime time lineup, they’re all missing a major point.

    Today’s younger audience considers TV to be just another option on a much bigger menu. These viewers are much less likely than their parents to watch programs which are only marginally interesting to them.

    If viewers don’t care for Letterman, Stewart, or Colbert (who have all returned to the air without writers), then YouTube or World of Warcraft are only a mouse click away.

    And, as advertisers, we should always be thinking about advertising where the viewers are.


    Chuck McKay is a marketing consultant who works with professional practices and owner operated businesses. Questions about the the future of television advertising may be directed to ChuckMcKay@ChuckMcKayOnLine.com.

  • Spend Less Time at Work to Make Your Advertising More Effective

    You overhear an employee say to a customer, “I’ll have to check with my manager.” Quick… what’s the word-of-mouth going to be about this business? Too early to tell? We know too little to decide? Perhaps. I can assure you that its at least one step removed from “When I had a problem they took care of me.”

    And no matter how many ads you run proclaiming the value of your customer service, people’s real experiences keep running into “That’s not how we do it,” or “I’ll have to check.”

    Neither is a strong reaffirmation of your advertising.

    According to Rich Dad, Poor Dad’s Robert Kiyosaki, as an employee you have a job. When you start selling your own services (or products) you own the job. But until you develop a system that lets other people do the work for you, you don’t yet have a business.

    In Designing the Company for Your Vacation, I recommended that you work out the best way to handle the responsibilities of each job, standardize the procedures, and codify them. This works well as you’re building the company.

    It also limits your company’s ability to adapt as customers expectations of service change. And that’s a constantly moving target.

    Its a control issue.

    Some owners can’t let go. Their authoritarian management style sends a message to employees: “You may do whatever is necessary to solve the problem, provided that you do exactly as I would do.”

    As you built the company you were the motivating force. Now, you’re the limiting factor. Until you can step away from the day-to-day operation you’ve limited your company’s growth as well as your ability to cash out the equity in your company.

    So, in addition to teaching your employees to do their jobs as you would do them, you must also give them the authority to do their jobs as they would do them.

    Risky? Yes. It involves sharing the dream with your employees, and letting them help you to make it real. It requires relinquishing control. Until “empowerment,” became the buzz word, this was called delegation.

    Successful delegation requires that you:

    • Define expectations, and focus on results. Be very clear about standards and how results will be measured (viz., through the employee time tracker app). You don’t need to be concerned with all of the steps your employees take to achieve those results.
    • Turn them lose to do the job. Once you’re convinced they know what’s to be done, the deadlines, and the results you expect, get out of their way.
    • Give your employees the authority to complete the job, and hold them accountable for the outcome.

    We opened with an example of an employee having to check with a manager. If the employee had simply said “Yes, we can fix that for you,” what would that customer, and the others who overheard this conversation, think?

    Whether you call it delegation or empowerment, employees who can successfully run the business when you’re not there make your company worth more, and your advertising more effective.

    Some managers have given employees the authority to resolve any problem that will satisfy the customer and cost the company less than $25. Interestingly, employees seldom go to the limit. Managers are frequently chagrined to find that empowered employees cost the company less than the managers do when it comes to customer satisfaction.


    If you want to improve your sales in business, read Sellers Playbook.

    Chuck McKay is a marketing consultant who works with professional practices and owner operated businesses. Questions about the effect of customer service on advertising may be directed to ChuckMcKay@ChuckMcKayOnLine.com.

  • Designing the Company for Your Vacation

    A long-term client called last week to brainstorm his next business venture. We talked about how to structure the business, and I suggested that he outsource as many of the operational functions as possible.

    He fought the idea. Said it didn’t give him enough control.

    So I asked, “Are you trying to build a company, or to change jobs? Because it appears that you’re designing a company which will require your presence.

    Isn’t that the worst thing about self-employment? When you go on vacation, the office shuts down.

    That’s not owning the business. That’s being the business.

    Here’s a simple way to plan your organization.

    Draw the plan to show now how things will run when the company is fully developed. Show the President, both VP’s, the Marketing Director, the Personnel Director, Sales Manager, and line level employees. Put your own name in every blank (assuming that you’re the only employee).

    Now, starting at the bottom of the chart, at the customer contact level, write an operations manual for one of those jobs. Detail exactly how you want the job (and the customer) handled. Hire someone to fill that job, and put her name in the box.


    Follow this procedure with every job in the chart, removing your own name as you hire and train your replacement for that particular responsibility.

    When the only place your name remains is at the top, you’ve built a company which can survive your vacation. Now you can start implementing your exit plan.

    You do have an exit plan, don’t you?

    We’ll discuss that strategy next time.


    Chuck McKay is a marketing consultant who works with professional practices and owner operated businesses. Questions about competitive organization of your company may be directed to ChuckMcKay@ChuckMcKayOnLine.com.

  • Why Do We Pursue Publicity?

    Publicity. Securing public notice or attention. The act of getting people to talk about us.

    We pursue publicity because it has an interesting ramification – increased sales. The more people know about you, the more likely they are to buy whatever you’re selling.

    Publicity and its sibling, word-of-mouth, have more credibility than does, say, advertising, for a simple reason. What other people say about you is more believable than what you say about yourself.

    Can you buy publicity? On occasion, yes. Usually, no.

    But publicity is freely available to those who with unfettered imaginations are paying close attention to everything around them.

    When you’re prepared, publicity opportunities are limitless.

    Some of us only want notoriety.

    CEO of Virgin Atlantic, Richard Branson, indirectly draws attention to his airlines each time he makes another attempt to circumnavigate the globe in a balloon. Very few people care if he actually sets a new record – the attempt itself is newsworthy. Branson has made four attempts so far.

    Then there’s the publicity stunt.

    One of P.T. Barnum’s homes was right next to the main line of the New York and New Haven Railroad. Barnum hired a man to pay close attention to the railroad timetable, and have an elephant pulling a plow each time a passenger train was due to pass by. Reporters from all of the New York papers wrote stories about Barnum’s elephant, which boosted attendance at his New York museum of curiosities.

    Some of us are victims of exaggeration, gossip, or outright lies.

    In a 1969 Toronto concert someone threw a live chicken on the stage where Alice Cooper was performing. Not realizing that chickens don’t fly, Cooper picked up the bird and threw it back into the orchestra pit, where it was inadvertently stomped to death by the audience. By the next morning the story had grown to front page status in the Toronto Star, where it was picked up by most other daily newspapers.

    Frank Zappa called Cooper to ask if what he was reading was true – that Cooper had bit the head off the chicken and drank its blood. When Cooper denied the story, Zappa reportedly said “Whatever you do, don’t tell anyone it isn’t true.” Zappa considered any front page publicity priceless.

    Some of us invent the stories being told about us.

    When other managers might have issued a press release announcing their artist’s planned performance tour, Andrew Oldham called a press conference to to announce the Stone’s pending lawsuit against twelve U.S. hotels which had refused to book rooms to the Rolling Stones for their 1966 tour. Weeks later when reporters finally started asking which hotels were defendants, Oldham became unavailable for interviews.

    When Mohammed Ali was still Cassius Clay, a free-lance magazine photographer was dispatched to Louisville to shoot some pictures of the champ working out. Ali asked which other magazines the photog worked for, and was told Life. He then asked the photographer’s hobbies. Learning underwater photography topped the list, he mentioned “I train under water,” and explained that the resistance of the water provided a superior workout. The resulting Life photo layout made Ali’s underwater training regimen legitimate, even though it was a story he’d invented on the spot.

    And sometimes creating those stories backfires.

    On November 23, 2007, Ingrid Marie Rivera, the reigning Miss Puerto Rico, claimed that someone had laced her clothing and her makeup with pepper spray in an attempt to force her out of the Miss Universe competition. By the end of the week the pageant organizers announced that forensic tests showed no traces of contaminants and were demanding an explanation.

    Some of us see relationships.

    Bossier City Jeweler, Todd Everett, deals with people’s valuables. He tapped into their collective visual memory and purchased an armored car to promote his store. People all over Shreveport and Bossier City know how to find T. Everett, Fine Jewelry Broker. He’s on Benton Road. Just look for the armored car.

    Some of us just like being admired.

    At the turn of the last century the ultra rich John D. Rockefeller and Andrew Carnegie made generous cash gifts to communities in which they wished to be well thought of.

    Carnegie gave his money to libraries, schools, and universities throughout the United States, Canada, and the United Kingdom. How many Carnegie Libraries are there?

    Rockefeller used his fortune to create the modern concept of targeted philanthropy, supporting medicine, education, and medical and scientific research. In case the schools weren’t enough, the world’s richest man is remembered for passing out dimes to children everywhere he went for the last several years of his life.

    Then there’s Vess Barnes.

    When Wizard Academy founder Roy Williams was told by Amarallo, Texas jeweler Vess Barnes “You really need to pave this driveway” for the umpteenth time, Roy volunteered Ves to pay for it. Vess wrote the check, and didn’t get anything for his generosity other than a few mentions like this.

    Publicity isn’t advertising.

    It is marketing, however. Publicity is marketing in one of its most powerful forms. In terms of creating top-of-mind awareness it can be priceless.

    What are your publicity opportunities? Will you have the courage to pursue them?

    Do you have your own publicity triumphs? Hit the “comment” button and share with the rest of us.


    Chuck McKay is a marketing consultant who works with professional practices and owner operated businesses. Questions about using publicity to boost sales may be directed to ChuckMcKay@ChuckMcKayOnLine.com.

  • What’s Your Specialty?


    I have a friend who’s very talented. He’s an accomplished musician, writer, and marketer. He owns and operates three profitable businesses which he grew from scratch.

    And yet, when people are looking to hire help in any of these areas, he’s frequently passed over. He isn’t the first choice when people want to hire a performer, or a composer, or a consultant.

    Care to speculate why?

    While you’re pondering that, consider this: Proctor & Gamble manufactures detergents. They make Tide, and Gain, and Ivory, Era, Dreft, and Cheer.

    Are there significant differences between these products?

    Yes.

    Yes, there are. But by far the biggest differences are in their marketing.

    Each is marketed to a different group of consumers as a solution to their specific concern. Tide gets clothes clean. Ivory provides a gentle and pure clean. Gain makes your clothes smell clean. Dreft leaves clothes soft. Era is tough on stains. Cheer has color guard.

    Why not an all-purpose laundry detergent?

    Why doesn’t Proctor & Gamble make one detergent which gets clothes clean, makes them smell clean, leaves them soft, is tough on stains, and guards against fading and color transfer?

    Because it wouldn’t sell.

    Think about it. Would you choose an “our product does everything” detergent if your biggest issue was stain removal? Or would you choose a product designed for stain treatment? If your biggest issue was stains, would you choose a product that left clothes soft? Or one that smelled better?

    No. You’d buy a product that you believed would solve your problem. You’d “hire” a specialist.

    Why don’t companies specialize?

    The biggest fear people have about specialization is all of the business they believe they’ll be passing up. When they declare themselves a specialist in left-handed widgets, they’ll miss out on the right-handed widget jobs. Guess what? They won’t get the work by not declaring a specialty, either. Those jobs will be snagged by the right-handed widget specialist.

    Tide gets clothes clean. Specialists make more money.

    I can hear you right now saying, “But I don’t manufacture detergent.” It doesn’t matter. Whatever you do, you’ll do better as a specialist.

    Jermaine doesn’t sell music instruction.

    Have you ever heard of Jermaine Griggs? He’s a 25-year-old musician. In 2000 (when he was 17 years old), he formed a company, Hear and Play, to sell music instruction.

    How many music instruction courses are there? Dozens? Hundreds? Thousands?

    Probably.

    Yet, Jermaine’s company, Hear and Play, grosses over a million dollars a year.

    How narrow should your specialty be?

  • Jermaine doesn’t sell music instruction.
  • He doesn’t sell piano instruction.
  • He doesn’t sell Gospel piano instruction.
  • He sells books and videos that teach you how to play Gospel piano BY EAR.
  • Can you get much more specialized than “learn to play Gospel piano by ear?”

    Specialists make more money.

    Don’t be an accountant. Be an accountant that understands the specialized needs of the hospitality industry. Don’t be a travel agent. Be a travel agent who specializes in honeymoon trips to Cancun. Don’t be a mechanic. Be a mechanic who only works on BMWs.

    What should your specialty be?

    There are three questions you must answer yourself.

    1.What are your passions? What would you do for free because you enjoy it so much?

    2.Can you make a living doing what you love? Is there enough of a market to support you?

    3.Can you articulate in a single declarative sentence what it is you do?

    Tide gets clothes clean.

    Jermaine helps you learn to play Gospel piano by ear.

    When it absolutely, positively has to be there overnight.

    Ban won’t wear off as the day wears on.

    Have it your way.

    A simple declarative sentence that sums up what you do.

    Answer those three questions, and take the plunge. What’s your specialty going to be?


  • Sorry PR People

    About a year ago I got the first odd e-mail – that is, the first that caught my attention on this particular topic. It was a thinly disguised press release offered by a PR company to hype me on the idea of interviewing their client.

    I wrote back and asked why they had sent this information to me. I was told that because I was an “influential blogger” they thought I might like to know about their client.

    Frankly, I found the concept of creating publicity through other people’s blogs to be a much more interesting story, but alas, the PR person refused to waste any more time conversing with me about the specifics of his job.

    It seemed somebody had thrown a switch.

    Within days I was getting regular solicitations, and within a few weeks they made up half of the mail in my “in” box.

    I don’t mind people submitting story ideas, or opportunities to interview, but I wish they had even a small understanding of the topics I write about.

    In the last 48 hours I’ve received:

    1. a press release about a search engine optimization book from an expert I’ve never heard of,

    2. a notification that a well-known millionaire would be the keynote speaker at a blogging convention in Las Vegas,

    3. the announcement of a new Internet radio network,

    4. an invitation to an after-hours party in Nashville from a company I’ve never heard of. (The invitation gives me no idea of what this company does),

    5. a press release that a well known corporate executive has joined the board of a little known charity,

    6. a “preview” of the big announcement that a start-up company would now offer cell phone advertising,

    7. an announcement that a company I’ve never heard of has just purchased another company I’ve never heard of. It took 9 paragraphs to explain what either company did. I still don’t know why I should care,

    8. a press release about an upcoming conference which would explore the upside of blogging for business,

    9. a self-serving piece that a large retail chain used to brag that a not-for-profit agency I’ve never heard of has presented the retailer with an award I’ve never heard of,

    10. a well written story about the steps that pharmacists in Southern California were taking to help people displaced by the fires to get their prescriptions.

    11. a nice “thank you” from the Southern California marketing group that I spoke before last week. (Thank you, Mary. I had a good time, too).

    12. an e-mail from RosemaryT informing me that my website could use more traffic, and that she will create a free site report for me if I click on the link…

    OK. That last one didn’t belong on the list.

    It was pure spam. But, except for number 11 so were all of the rest. (Although I thought the news in number 10 was genuine news, I’m the wrong person to report it).

    Its flattering to be an “influential blogger,” and to have people think your opinion matters. That flattery quickly appears insincere when the blogger finds out you’ve never read his blog.

    Insincerity = hype = Overall negative impression of the sender.

    People who don’t know any better will try the “stuff against the wall” theory of mass communications. PR professionals should know better.

    When you’re sending the exact same release to hundreds of “influential bloggers,” you have just admitted to everyone that your content is not news. Its already been widely disseminated. Any blogger who writes about your release is ALREADY behind the times.

    It may be important to YOU that I learn all about your company’s after hours party, but I can assure you, unless you can explain why I should care, I probably won’t. People looking for marketing information won’t either.

    I write specifically about advertising, and in the somewhat larger context, marketing. I have a couple of hundred posts on these topics available to anyone who Googles my name. Why are you sending me “news” that your software firm has upgraded KeepMeBusy 3.5 to the new robust KeepMeBusy 3.5.1? I don’t care. The people who read my posts for marketing information don’t care.

    You are, by definition, a spammer.

    How Chris dealt with spammers.

    So appreciate with me the step just taken by Chris Anderson, editor of Wired and author of The Long Tail. Chris has banned pointless press releases from his in box.

    A few keystrokes, and poof! They’re consigned to computer hell.

    Ain’t technology grand?


  • Why "Professional" Ads Will Drain Your Budget Dry


    People with limited advertising experience are naturally eager to appear to be professional. Unfortunately, they base their image of professionalism on how well their ads conform to the sameness of all of the other ads.

    Advertising professionals will tell you that the message comes first. The presentation always comes second. Its sole purpose should be to reinforce the message. The choice of medium should come later, too – perhaps even last.

    Good ads resonate in the minds and hearts of the buyers. Bad ads puff up the ego of the sellers. You will recognize a bad ad by the unmistakable sucking sound as dollars are flushed over and over every day.

    Here’s an interesting tool to guarantee bad advertising.

    This is a parody of a useful tool. Use it. If you find ANY of these phrases in your advertising copy, fire your copywriter. If you’re the copywriter, hire someone who can say something your potential customers want to hear.

    My only regret is that its focus is on-line copy. There’s a massive amount of bad off-line copy, too.


  • An Interactive Budgeting Tool

    In Disc Jockeys and Business Budgeting I referred you to an excellent article on the “how to’s” of preparing a marketing budget.

    If the math is deterring you, may I recommend this Ad Budget Calculator, built by Wizard of Ads ® Partner, Dave Young.

  • Disc Jockeys and Business Budgeting

    Years ago, while I was working in radio, a young man came up to me at a public event and asked what he had to do to become a disc jockey. I told him to get a bachelors degree – not in communications, but rather in business. Take all of the history and political science classes available. Volunteer with some local service groups, and join Toastmasters, or some similar organization.

    He asked, “Is that what you did?”

    I said, “No, but then I didn’t ask anyone for advice on how to become a disc jockey.”

    I did it differently. Much differently. I had other resources and additional knowledge, and was applying for a specific job with a specific radio station. All of those factors should have influenced my get the job strategy. That I did it differently didn’t invalidate the good advice I gave the young man.

    I remembered that conversation earlier today when I was asked, “How much should I spend on advertising?”

    I will gladly explain the calculations. In the process you’ll get solid advice that will be effective ninety-five percent of the time.

    The other five percent?

    In that case you’ll budget an ineffective amount, because your competitor has other resources and additional knowledge. The services of a marketing consultant, for example, that will apply his knowledge for a specific result with a specific company in a specific market.

    You see, the generic advice any consultant would give in order to be useful at all would have to use averages and percentages. But it makes no sense for retailers to have the same guidelines as service companies, for professionals with different goals and different competitive situations and trends to spend the same percentages on marketing.

    One size can’t possibly fit all – at least, not an excellent fit. And yet, for ninety-five percent of the businesses who ask this question, the averages will do just fine. And I’m a major supporter of the do-it-yourself ethic.

    With that in mind, my partner, Roy H. Williams has already given an excellent step-by-step in his Entrepreneur article, Calculating Your Ad Budget. I doubt that I could explain it any better.

    But I will add a few variables to the basic calculations.

    Roy’s explanation works excellently for relational businesses. Many transactional businesses are highly seasonal, and should take seasonality into account. (And don’t make the budget curve match the sales curve, have it lead the curve by the length of time a typical customer is in a buying cycle).

    New businesses usually need more exposure to achieve the same awareness level in the marketplace that established businesses do. They’ll need to spend more.

    If your business has been losing share, you’ll need substantially more to turn the sales curve around.

    Any average projection assumes average growth. If you wish greater growth, you’ll need to budget more.

    Sometimes you just don’t have the cash your new budget will require. A good rule of thumb is to allocate the first half of the budget to be expended before you see any incremental growth. If you can’t sustain these spending levels, you’ll have to scale back your growth plans.

    And finally, if you’re reluctant to “spend” any large numbers of dollars building your business through marketing, don’t implement the plan. Not spending enough is like buying a ticket three-quarters of the way to London. If you’re not going to follow through, you’re better off not wasting any dollars and still not reaching your goal.