Things Worth Doing

As marketers (and as human beings in general), our lives should be about making others' lives better. Meeting needs. Bringing joy to lives. Helping others to succeed. Making the world a brighter place.

We weren't created to be takers, but to be givers.

When I see creations like this one, I think that someone is doing a good job of brightening the world:



Yes, it's a two-and-a-half-minute commercial for Toyota. But it's also a rap song about some suburbanites and their minivan. The folks at Toyota and director Jody Hill spent time and money (a lot of it, I'd imagine) on creating something that would be fun to watch. That would make people laugh. That people would enjoy watching. And these Toyota folks probably had fun in the process.

In the first seven weeks since the video was posted on YouTube, it has received over 3.8 million views. And I can understand why. People need (and want, and enjoy watching) things that make them laugh. That make the day a little brighter.

Marketers, if you're going to do something, then do something worth doing.

• Start initiatives that help people to succeed.


• Create content that makes lives happier.


• Sell products that help people to breathe easier.


• Give service that brings a smile to peoples' faces.

If what you're doing is not making the world a better place, then why are you doing it?

The Art of Thoughtfulness

Most of the time, most people treat others only according to what is expected.

We are polite, but we're not caring. We're not rude, but we're not kind, either. We say "please" and "thank you" (maybe), but we don't show people how much we truly appreciate them.

And that's fine. We're not being rude, after all. No one expects anything more of us.

But in a world where avoiding rudeness is all that is required, a little thoughtfulness goes a long way.

• The college professor who remembers the name and one interesting fact about every student he meets - so that when they meet again, he can say, "Hello, Elizabeth! How's your little brother's baseball season going?" - is thoughtful.


• The woman who makes sure there are gluten-free foods available at her party when she invites her friend who has a gluten allergy, is thoughtful.


• The man who brings back a well-chosen souvenir from his Hawaiian vacation for his coworker who has always dreamed of going to Hawaii but has never been, is thoughtful.


• The girl who knows that her friend doesn't really care for birthday cake, and bakes her a birthday pie instead, is thoughtful.

Such acts of thoughtfulness are not required, or even expected. But they are very meaningful to the recipients.

Thoughtfulness requires a bit of extra work, and a bit of extra thinking. In particular, thoughtfulness requires that we think about the other person - what they like and dislike and need, rather than what is socially normal. It requires that we take time to listen, and to learn the people around us, and to look for ways to make their days brighter. It requires intentionality.

What would happen if marketers took the time to be thoughtful?

If we thought about what our customers need (or what we would need if we were in their shoes)? If we took time to listen to our customers and to find out their likes and dislikes? If we learned their wants, both on a collective level and on an individual level?

• Would we provide umbrella-drying racks inside our doors for rainy days?


• Would we provide hand lotion, in addition to soap, in our public restrooms, for the dry, chapped winter hands?


• Would we remember that Customer Tom's favorite band is Journey, and send him two tickets for a Journey concert near him to thank him for being a valued customer?


• Would we take note that Customer Julie tends to purchase a lot of Product X from us, and send her a coupon for a free unit of Product X on her birthday? (And a coupon for Product Y to Customer Bill, and a coupon for Product Z to Customer Myra?)

Again, these acts of thoughtfulness are not required. They are not even expected. And they require extra work, extra listening, extra thinking.

But who says that we should only do the expected? And who says that a little extra thoughtfulness isn't good for us?

Can Social Save Chevrolet?

Several months ago, shortly after it was announced that GM would be selling Pontiac, my friend Savannah asked me to write about marketing strategies that GM could use in order to maintain market share after the divestiture.

Shamefully, I neglected to write such a blog post at that time.

However, many months later, General Motors (or Chevrolet, anyway) is making some marketing moves that give me some hope for the company: Chevy is one of the sponsors for the South by Southwest (SXSW) Festival in Austin, Texas, March 12-21, 2010.

SXSW is an annual pilgrimage for many in the music, film, and interactive media industries. The conference showcases the top talent and thought-leaders from each of these industries (the music side alone features nearly 2,000 musical acts), not to mention that it aggregates nearly 200,000 creative, innovative, artistic, tech-savvy, and entrepreneurial attendees into one city.

Chevrolet is using SXSW as an opportunity to test some new interactive and social media marketing initiatives:

• Gowalla couponing - When smartphone users check in via Gowalla at any of several locations in Austin during the conference, they will receive text messages with free offers from Chevrolet and SXSW. One such offer: a ride from the airport to downtown in (what else?) a new Chevrolet.


• QR & iReveal augmented reality - Chevy will be placing Quick Response (QR) codes on its vehicles that are on display at SXSW. When visitors photograph a QR code using their smartphones, a microsite opens that provides more information about the vehicle. Plus, a mobile application called Chevy iReveal allows users to view 3-D models of several Chevy vehicles.


• "Chevrolet Volt Recharge Lounge" - Chevy provides a "charging station" for SXSW attendees near the northwest entrance to the Austin Convention Center. At the Lounge, visitors can recharge their electronic devices, grab a drink, receive a massage, and check out the 2011 Chevy Volt.


• "Catch a Chevy" - SXSW visitors can ride through the city of Austin in style, by hopping a ride on complimentary shuttles between several SXSW locations - in one of 14 Chevy vehicles, of course.


• "See the USA in a Chevrolet: A SXSW Road Trip" - teams from eight U.S. cities participate in an "Amazing Race"-style road-trip/scavenger-hunt to get to SXSW. Along the way, each team must complete 50 different "challenges" (all submitted by Chevy Twitter followers and Facebook fans). The winning team will be the one that completes the most challenges and interacts the most with their Twitter and other web communities.

Chevrolet seems to be putting forth a good effort to provide a fun experience for SXSW attendees and online participants. And, as Christopher Barger (GM's director of global communications and technology) was quoted in MediaPost's Marketing Daily, Chevy also hopes to use this opportunity to learn from the brilliant and connected visitors to the conference.

Of course, successfully [re-]building a brand requires more than an outstanding social media effort. The promotion that Chevrolet is doing at SXSW is just part of one of the "4P's" of marketing. The others - product, price, place - are just as important for creating what Barger calls "a better experience" for customers. Chevy needs to invest just as much - if not more - time in creating remarkable vehicles for their customers, as they do in creating a fun interactive marketing campaign.

Brands do not live by social media alone. But if Chevy can put the same amount of effort, service, and ingenuity into its products as it does into this promotion, I have reason to believe that this brand, indeed, will live.

Why Do We Do What We Do?

Gary Chapman would say that my love language is words of affirmation.

As such, few things brighten my day more than when someone pays me a sincere compliment or gives me a word of encouragement. In my work, I seldom feel more satisfied and useful and fulfilled than when a boss or a client or a coworker tells me that I've done an excellent job.

But sometimes, I find myself beginning to do things solely for the prospect of receiving praise for my work. Instead of giving 110% to a task simply because giving 110% is the right thing to do, I begin to give 110% because I want to impress my client, or because I hope that one of my dearest mentors will notice.

As marketers, do we act the same way?

Do we begin to strategize ways that our organization can be amazing, just so that our organization can achieve recognition and media coverage and positive word-of-mouth?

Recognition and media coverage and positive word-of-mouth are wonderful and worthy things, no doubt, but they should not be the reason why we do what we do.

Instead, we should strategize ways to be amazing, just because being amazing is the right thing to do. Because having radical customer service is the right thing to do. Because being dedicated to good stewardship of natural resources is the right thing to do. Because improving the lives of people is the right thing to do. Because designing innovative, aesthetically-pleasing, useful products is the right thing to do. Because creating a wonderful place to work and shop and do business and live is the right thing to do.

When we do amazing things out of a sincere conviction that those are the things we should do, then the recognition and awards and good press and outstanding brand reputation will follow.

When we do amazing things simply because we are pursuing those accolades, then our heart isn't right. And when our heart isn't right toward the things we are doing, sooner or later the facade will break down. Sooner or later customers will realize that our customer service doesn't really care about them the way it is reputed to. Sooner or later our brand experience won't match up to the stunts we pulled, and our customers will become disillusioned - and leave. Sooner or later we will cut a corner or two, and the media will find out, and the bad press will more than destroy the good reputation we had built.

Be exceptional in what your organization does, simply because being exceptional is the right thing to do. When you choose to be exceptional for the right reasons, the real praise and the real devoted customers will follow.

Exceptional Customer Service Strikes Again

The story you are about to read is true.

Some of my marketing consulting work recently required me to have some informational booklets professionally printed. I sent the booklet to the printer in two batches - in the first batch, I ordered only one copy, so that I could show it to my client for approval before running the rest of the copies. After I got my client's opinion and made a few changes, I ordered a larger batch of the booklet.

For the first batch, I used a local printing company - let's call it Company A. I had never before worked with Company A, but I had heard of them and was willing to give them a try. Company A was professional, and turned out a great-quality product to me within my four-day deadline. I felt badly that my four-day deadline was a bit short, but I was under a time crunch myself, and was relieved that Company A was able to print my project, with great quality, on time.

Sometime after this first booklet came back from the printer, a friend of mine recommended that I try another printer in town, with whom he had had excellent previous experience. He suggested that I investigate whether this second printer - Company B, let's say - could print my booklet at a lower price than Company A.

I showed my first booklet to Company B, and, sure enough, their price quote per copy was 14% lower than I had paid for the booklet from Company A. Eager to try to save money without sacrificing quality, I placed the order for the second batch of booklets with Company B.

When I placed my order with Company B, my deadline was, unfortunately, even shorter than that for Company A - three business days, rather than four. With Company A, the graphics I sent were able to be printed without any manipulation. With Company B, their designer had to fix a few things for me. Company B then had to show me a proof. I then made one more change. Company B printed another proof. I then gave the okay, and Company B printed five times as many copies as Company A.

My order from Company B was ready for pick-up the very day after I had placed the order.

Company B delivered my project three days earlier, for 14% less per copy, and with more work on the part of the vendor, than Company A.

Guess which vendor will have all of my printing business from now on?

Had the lower price been the only benefit that Company B provided to me, I would have been equally satisfied with both Company A and B. Company A gave me a great product and met my professional expectations; they were satisfactory. Company A was simply a bit more expensive on this project - no hard feelings. On my next print job, I might have gotten bids from both Company A and Company B, and simply selected the less expensive vendor once again.

However, my experience with Company B was so exceptional compared to my completely satisfactory experience with Company A, that it left me with an unequivocal loyalty to one vendor over the other.

Is your organization like Company A? Do you provide a great product? Are you professional? Do you meet your customers' expectations? Do you satisfy your customers?

If so, beware that a Company B doesn't come along and start providing, not only a great product, but an outstanding product. Not only meeting, but exceeding your customers' expectations. Not only being professional, but being servants. Not only satisfying your customers, but delighting your customers.

If your organization currently looks like Company A, I would recommend doing everything in your power to become Company B - quickly.

Volkswagen and the Theory of Fun

I feel slightly behind the times. Within the past five days, I have received links to this video series from three different people. When I did a Google search for the series, the first results page was full of blog references to the initiative. As much as I dislike following the crowd and talking about the same thing as everyone else, I must say something about this.

It is spectacular.

It is called the "Theory of Fun," and it is a new initiative by Volkswagen to persuade people to act responsibly.

The idea is that adding fun to a specific action will cause people to participate in that action - perhaps even changing their behavior over the long-term. This video shows how Volkswagen induced subway travelers in Stockholm, Sweden to take the stairs rather than the escalator, by turning the staircase into a working piano:



Climbing stairs is not the only thing that Volkwagen has made more fun. To see how Volkswagen put some fun into both recycling and throwing trash into the trash can, visit www.thefuntheory.com.

Volkswagen is also encouraging consumers to generate their own ideas for how to change behavior for the better by making things fun. People can submit their own videos from now through November 15 for the chance of winning 2,500 Euros.

Isn't it a brilliant idea? Changing behavior by making things fun? Of course, over the long-term, people should choose to do the right thing (i.e. exercise, recycle, refuse to litter) simply because it is the right thing to do. But why not use fun to start people on the path of building those good habits? It is like the scene in Mary Poppins in which Mary convinces the children to tidy up the nursery by turning it into a game. "Just a spoonful of sugar makes the medicine go down," Mary would say.

So why is Volkswagen doing all this? First off, getting masses of people to start taking care of the environment is a wonderful, rewarding, and wise thing to do. A clean planet is good for everyone. Secondly, engaging in social responsibility and creating free fun for people builds goodwill toward the Volkswagen brand. And third, if people start being more environmentally conscious, perhaps they will become more interested in purchasing environmentally responsible cars.

Do you have a cause that fits with your brand, like environmental responsibility fits with VW? If not, get one. Explore the basic need being filled by your products and services. Find out what your people are passionate about. Discover the root principle behind your mission statement. And make that your cause. Your company should not just add more "stuff" to the world; your company should make the world a better place.

Once you have a cause that fits with your brand, see if you can make it fun for people to participate. Walmart could encourage kids to "save money. live better" by giving them free musical piggy banks. Schoolteachers could make studying fun by creating educational games for their students. Hospitals and restaurants could encourage people to wash their hands by installing synchronized, dancing, multi-colored lights over the sinks in the restrooms. Your human resources department could encourage employees to turn in their paperwork by singing every time someone places their papers into the inbox.

Find your cause, and make it fun for people to join in. You'll be helping society, helping your customers, and helping your brand, too.

Starbucks and Disappointed Hopes

I don't mind Starbucks. I wouldn't say that Starbucks coffee is my favorite, and I can think of other coffee houses that have great atmosphere, and sell fair trade, and are going green. But Starbucks is fine.

There is one thing that always disappoints me about Starbucks, though. It is this:

When Starbucks advertises its drinks on posters, table tents, etc., it shows steaming hot Pumpkin Spice Lattes, or cool-and-creamy Mint Chocolate Frappuccinos, served in beautiful china mugs or glass stemware, with swirls of caramel syrup or chocolate shavings or cinnamon flakes.

Have you ever been served a Starbucks espresso drink in a china mug with cinnamon flakes on top of the foamed milk? Has anyone?

My Starbucks coffee has only ever been presented to me in the mostly recycled/recyclable paper cups (or plastic, for cold drinks), and always with a lid that hides any cinnamon flakes that might have been sprinkled on my drink by an extra-thoughtful barista. No matter if I plan to stay in the Starbucks store for hours, sipping my drink and chatting with friends or reading, my coffee still comes in the to-go cup with a lid.

Why? If I intend to drink my coffee inside the store, why can't Starbucks serve my drink to me in the manner in which it is advertised? In the nice china mug, with the swirls and flakes and cinnamon dust?

I should think that it would be easy to ask customers, "for here or to go?" when they place their orders, and to serve their drinks accordingly. Using mugs and glasses for in-store orders would surely save trees and landfill space, although I admittedly do not know how much the extra dishwashing would affect water usage. And if a "for here" customer had not yet finished her drink by the time she was ready to leave the store, she could easily request a to-go cup for the remaining coffee.

Please, Starbucks, stop using your ads to raise my hopes for a delightful coffee-drinking experience, only to dash them with another paper or plastic cup when I visit your store. The idea is to "under-promise, over-deliver"; not the other way around.

The Home Depot and Edutainment

Majesco Entertainment Company recently released a game for the Wii, featuring home improvement retailer The Home Depot. The game, "Our House: Party!" features 175 mini-games in which players (up to four) complete home improvement projects in order to make their homes the best in the neighborhood. These projects include tasks like construction, demolition, plumbing, wiring, landscaping, decorating, and, of course, racing through The Home Depot store to get the necessary power tools.



Majesco also released a similar version of the game - "Our House" - for Nintendo DS. In the DS version, players start as contractors who must build customer's houses in order to save up enough money to build their own home.

The first brilliant thing about these games is that they're just plain fun. (Or at least they sound fun! I haven't tested them out yet.) The second brilliant thing is that, in the midst of all that fun, Majesco and The Home Depot have combined education (learn, loosely, how to do various projects), branding (The Home Depot, of course!), and entertainment. The game provides instruction and fun in a positive brand experience for The Home Depot's potential customers.

The Home Depot creates other positive brand experiences, too, without forcing customers to pay them a dime. In addition to the caricatured "do-it-yourself" projects of the "Our House" and "Our House: Party!" games, The Home Depot shares scores of free, real-life "how to" videos on their YouTube channel. And, as I understand, anyone can visit a Home Depot store during their project workshops for hands-on instruction in home improvement.

These are the kinds of things that attract customers to a brand. Give people something useful, teach them, provide them a service - for free. In the process you will be building trust, building rapport, and building relationships with people. And then, when those people really do need a product that you sell, with whom will they prefer to spend their money? You've proven yourself trustworthy in a service that does not earn you money; now those people will be ready to trust you with a service that does.

How can your organization provide an honest-to-goodness, helpful, positive, fun brand experience for people, before they ever have to spend a dime?

Exceeding Expectations

Yesterday a friend and I visited the Watters Creek mall in Allen, Texas, for the first time. While we were there, we stopped in a store called Francesca's Collections.

Francesca's is a nice little boutique, well-decorated (as Anthropologie stores are well-decorated, but not in the same style), selling bags and jewelry and female fashion. And I liked the clothing. Trendy but classy. But given the tendency of such boutiques to be well outside my price range (I do not typically like to pay $150-$300 for a blouse that will be out of style in six months), I was fully content to simply browse without purchasing anything.

And then, Francesca's delighted me and exceeded my expectations. Out of curiosity, I checked the price tag on one of the sweaters I was flipping through. It was $38, not $138 as I had expected. I checked the price tag on a blouse - $28. Jeans? $98.

The prices were reasonable! Through the decor and product selection, Francesca's had created a beautiful customer experience of quality and luxury that bespoke an exclusive, expensive boutique. And yet their prices were in a "normal" range, not expensive designer shop range.

Delightful.

Beautiful customer experience + Prices within my budget = Store that I will eagerly patronize

Survival of the Journalists

As a follow-up to my blog post of 27 July, refuting the concept of a "Balkanization of the Web," I must share this excerpt from Jeff Jarvis' BuzzMachine blog from yesterday:

"It is clear that if journalists want to be supported – let alone have impact and influence and find their days worthwhile – they need more people to spend more time with news. I believe they should be doing the opposite of what is being suggested in many quarters: clamping down controls to try to fight aggregators and search engines, threatening to build pay walls, consolidating content into destinations they’d have to work harder to get people to visit.

"Right now, news organizations should be trying to reach more people and engage with them more deeply. They should seek hyperdistribution.

"Since when did it become OK for media people to shrink their audiences? Since they gave up on the ad model, that’s when. But I am not ready to surrender to the idea that advertising, which has supported mass media since its creation, is over. Yes, ad rates are lower; welcome to competition. That’s all the more reason why publishers must attract larger audiences publics – make it up on volume – as well as more targeted and valuable communities."

(Read Jeff's entire post, by the way. He has some outstanding ideas!)

I completely agree with Jeff. If suppliers of premium content (aka newspapers and journals) want to survive, they have to become universal within their online target markets. Newspapers cannot charge online subscription fees, nor can they "Balkanize" by withholding their news from search engines who refuse to cut them deals. Newspapers cannot afford those tactics - they don't have the market share. (Nielsen Online data shows that newspaper sites currently capture less than 1% of time spent online.)

Essentially, newspapers are starting from scratch. They are not re-inventing their reporting methods, no. But they are releasing a new product within an entirely new marketplace. They do not have the luxury of already dominating online news. They must fight to build their readership - and fight through excellent reporting (through all sorts of media) and exceptional customer value. It is time for news sources to unleash an ideavirus.

A Burst of Creativity

Customers are tired of boring. They are tired of mediocre, status quo products, services, and marketing. Successful brands are those that are remarkable, creative, and exceptionally good at something. Because people are attracted to great work. And consumers want to identify themselves with something outstanding.

So, is your brand exceptionally good at something? Does your design team (or supply chain management, or finance department, or HR) exhibit superb innovation? Are your marketing communications creative, reaching customers in a fun way?

Or does it seem that your creativity has dried up?

Perhaps your company is like many - it's a good company. But not exceptionally good. Not great at anything. Not noted for creativity or innovation or the pursuit of excellence.

Do you need a boost to get those creative juices flowing again?

While it may be difficult to teach someone how to be creative, it seems to me that one of the best ways to stir up creativity is to immerse oneself in the creativity of others. Surround yourself with creative people and creative work.

Visit websites that showcase creative advertising, design, and marketing - try creativity-online.com, www.luerzersarchive.us, www.oneclub.org, and adsoftheworld.com for starters. Check out what innovative companies are doing - and not just in your own industry. Look at artwork - on Flickr, at artists' studios, in art museums. Search YouTube for old Super Bowl ads, funny videos, and top-rated tv commercials. Ask your friends to tell you the funniest thing they've seen, heard, or experienced recently. Read the comics. Tour a cathedral or historic mansion. Sit at a park and watch children playing. Lie on the grass and look at cloud shapes.

Surround yourself with creativity and excellence. Be inspired. Pursue greatness.