When I got the email asking me to contribute a review (for Chapter 7) of Greg Verdino‘s new book, at first I didn’t think it would be a fit. I haven’t done book reviews here before, let alone since elementary school. The first notion that came to mind frankly was breaking out a shoebox, some construction paper and scissors so I could start building my diorama. Yep, here comes that feeling of dread before a big book report is due – late nights, criticism from parents who would do it differently, sizing up my project to those built by friends. And then I started reading MicroMarketing. Quickly it became clear that Greg’s outreach team had lined up the right chapter with something I’m passionate about.
First, Some Key Takeaways
When I read a business book I have two simple criteria to decide if it was worth it: 1) Did I learn something new and 2) Is it a book I would want my colleagues to read. In short, MicroMarketing passed both criteria, with a very heavy emphasis on the latter. Since I have been a social media enthusiast for some time, I have heard about many examples, but I would imagine the typical marketer would learn about a lot of new success stories. Some key thoughts that struck me while reading the book:
– Greg is very adept at taking social media examples and talking about them in terms that “traditional” marketers will understand.
– The book builds on examples from chapter to chapter, while breaking down what worked well and why it worked… not just spewing example scenarios and statistics.
– The business of social media by its nature has allowed me to meet, virtually at first and in person over time, lots of talented minds. What also appealed about Greg’s book is that it read just like my Tweetdeck group of smart minds in the biz: Shel Israel, Scott Monty, Steve Garfield, Susan Reynolds, David Armano, Chris Brogan, Stacy Debroff, Katja Presnal, and Shiv Singh all come up in various forms, to name just a few respected folks that caught my eye.
– Throughout, Greg uses many allusions or outright callouts to interactive marketing techniques – SEO, PPC, display advertising, web analytics and measurement concepts, and more. Marketers need to keep those concepts in mind, since micromarketing doesn’t exists in a bubble.
Chapter 7: From Reach to Relationships
Chapter 7 flips the concepts that traditional marketers are used to; “reach” is no longer the means to drive business results, it’s an outcome. Developing relationships with a core group of influential customers (or people that fit the profile of customers) is a way to activate “many by resonating with the right few.” The advocates themselves become what a corporate marketers could never be: willing, authentic, genuine and trusted.
Greg outlines the contrast between mass and interruption-based marketing with several examples of companies that have engaged in deep relationships with a select few. The letter from a family participating in Panasonic’s “Living in HD” program is liquid gold – it shows a value exchange that went beyong the transaction of enrolling the family in the program. The letter is an example of the “zen” of advocacy: an evangelist that clearly is introducing new customers to the brand. I’m guessing that if Panasonic has quantified the lifetime value of a customer, developing evangelists introduced enough new customers to justify the program and then some.
Two other key examples are examined – Walmart’s Elevenmoms program and McDonald’s Moms program. Each are highly compelling – the former an example of picking highly engaged representatives to forge relationships with, the latter an example of creating a transparent communication channel with “everyday” moms. These companies are building relationships founded not just on the strengths of ties to people who care, but with an emphasis on continuing to build relationships with people just like them. The core groups represent meaningful constituencies that ultimately drive brand purchase decisions.
This was the first chapter that started to go deeper on helping marketers start to hone in “how” to do micromarketing. “Making the shift” to developing communal relationships needs to become a business and marketing objective, achieved through control mutuality, trust, satisfaction and commitment. How many brands actually have that in their core values? How many don’t just talk about it, but live it? This chapter starts to get more at how brands live it.
I’d like to see more “how” here – take some of the examples and plot out how the company: developed the concept, devised the plan, achieved C-suite buy-in, developed a program roadmap, recruited the right people, identified internal resources to orchestrate the plan, and measured the crap out of it.
I wouldn’t mind some internal strife along the way – an advocate who said something negative in a Youtube post and how the company responded or failed. Frankly that’s probably asking Greg and the smart folks at Powered to give away the farm, but as a marketing consultant I found myself looking for more.
Regarding mass interruption vs. deep relationships, I don’t believe it’s an either/or scenario. There is a middle ground that can compel companies to combine them and ultimately build deeper relationships with many. As Greg clearly outlines, these corporate examples still have huge media and mass marketing budgets that would make even the largest agencies swoon.
Some examples may have been 100% earned media, but I believe most successful case studies have a combination of paid and earned. The earned media gives the authenticity and relevant connections, among other things, and the paid media lets more of the right people know about it. Many are already pointing to Old Spice as a prime example – but the campaign was a Super Bowl ad (does it get any more “paid media” than that?) before it was successful social media content. If paid and earned media are combined it can be very compelling – companies need to adapt to learn this but don’t throw the paid media baby out with the anti-mass marketing bath water. Would the Truvia example Greg mentions earlier in the book have been as successful without a $20 million mass campaign that ran first? I’m not so sure.
Greg discusses a great concept called “microcontent.” Throughout the book examples are given where content at a small scale had big impact. I’d add to his commentary on each example that the content was successful because it was awesome (said in both the New England connotation of “brilliant” and any other dictionary definition you like). Paranormal Activity didn’t succeed solely because it started small – it is legitimately scary and over-delivers on the promise of a horror film. Susan Boyle over-delivered on talent. Brands can’t just think small, they need to think awesome – good quality and a customer experience that exceeds expectations are at the root of a winning formula; micromarketing can enable it to resonate with the right people.
Thanks to the Powered team for including me in the review for the book, and thanks to Greg for sharing snippets on Facebook and Twitter throughout the process. This was quite the opposite of those book reports – the book is worth the read. Greg gave friends and followers glimpses to the challenging process of writing the book – I have to say, I think that played a role in wanting to read it. By Jove, I think he just micromarketed to me. How can I show that in a shoebox?
I’d love to hear your thoughts on the evolution of relationship marketing, Greg’s book, his approach to solicit microcontent chapter reviews in the comments, and thanks for reading.
More Chapter By Chapter microMarketing Reviews
Chapter 1/9-20: Aaron Strout
Chapter 6/ 9-27: Ari Herzog