A lot of marketers are lamenting the death of ‘traditional advertising’ and the demise of the communications world as we know it. “We’re all going to die!” is the catch cry delivered in a tone of voice that would make Lost In Space’s Doctor Smith look ruggedly heroic.
The truth is, ideas aren’t dying – the bad ones are. Those ideas that need a heavyweight media schedule to have any impact are what’s on the soon-to-be-extinct list.
We say that’s a cause for celebration.
It’s the dawning of the age of ideas. No longer do we all have to be bombarded by well-funded rubbish! It is natural selection in action, where only the most dazzling, clever, capable and creative will thrive.
Organizations can no longer ask “how often will we make them watch?” they now need to ask “Will people even want to watch?” We are being forced to be responsible with the way we communicate. It is a privilege to be invited into people’s homes and lives and we need to start seeing it that way.
We actually need to be entertaining, witty, attentive and generous. We need to be ‘likeable’ not simply demand it – someone they would want to introduce to their friends willingly. It is a challenge to do better. To be more inspiring, funnier, more surprising, more noble, more delightful than we’ve had to be before.
Marketers need to think more like Hollywood directors, authors or comedians and imagine how they’d engage their audiences with their ideas if people had to fork out their hard earned money for the experience. Think about that for a minute. What kind of marketing would you create if people had to pay to see it? Would you be using the same thinking and the same ideas you are today? Hope not.
Ding, dong mediocrity is dead!
DAN GREGORY & KIERAN FLANAGANRead More
OK, clearly that’s a lie.
The truth is, we’re all good at a few things but exceptional at only one or two.
Yet so many marketers spend a fortune trying to convince us that they’re good at everything. “We want to say we’re good value… but not cheap… and good quality… but accessible… with friendly service… and environmentally sustainable… and did we mention the steak knives?”
It’s all motivated by a fear of missed opportunities. “If I don’t tell them everything, I’ll miss out.” But when you try to stand for everything, you actually stand for nothing and you become generic.
Even huge corporations, who actually do have the capacity to fulfil a variety of people’s needs, know they must stand for one thing. Well, the intelligent ones do anyway.
Woolworths (a supermarket chain that literally do sell almost everything) stands for being the “Fresh Food People”. Volvo stands for “Safety”, Apple stands for an un-PC computer experience while Nike stands for the heroism of participation.
There’s a reason it’s called The Single-Minded Proposition.
Small business, in particular, falls into this trap all the time and they’re the ones who can least afford to.
The only way David can truly compete with Goliath is to specialize, focus and serve their customers more personally than the big players ever could… slinging small stones aimed very specific targets.
While it might initially seem like a limiting strategy, in fact, narrowness saves you money, wastage and allows you to go deeper than your competitors are able to and ultimately, own your corner of the market.
DAN GREGORY & KIERAN FLANAGAN
There’s an old adage that posits, “When you have hammer, everything starts to look like a nail.”
No doubt an argument favored by those who support gun control. But in business, our reliance on process as usual at the expense of good judgment leaves us bashing away at every problem we confront with the same old Ball Pein (a kind of tool used by metal workers for those of you who attended an uppity private school).
“Process as usual” rarely leads to innovation or solutions no one has seen before, and the problems we’re presented with initially often turn out to be symptoms, not the real issue.
So until we can properly identify what the real question is, perhaps best to not hit it… with anything!
Yet accountants still look to trim budgets, marketers look to run ads and production types look to push more stuff out the door. That’s why it’s so important to construct problem-solving teams from multidisciplinary backgrounds.
Cross category innovation allows one member of the team to say, “Dude, that’s a Philips Head screw, put down the hammer and use my screwdriver.”
Some of the most effective solutions we’ve been a part of have involved clients who were foreigners, or new to their jobs, or who had come to the job from completely different categories. They couldn’t say, “That’s not how we do things around here…” because, they had no idea how things had been done.
Ignorance, it seems, can help you focus on the result, not just process.
DAN GREGORY & KIERAN FLANAGANRead More
© 2017 The Impossible Institute