Category: Drew’s Articles

Want to Understand Influencer Marketing? Become an Influencer Yourself

Posted on by admin

Every once in a while you meet someone who seems to be so much more productive than you are that you just have to stop and tip your hat. The recipient of my admiration most recently is Martin Jones of Cox Communications and as you will see in our interview below, Martin is a man who wears many hats from his day job as the leader of social/content/influencer/employee advocacy at Cox Business and the editor of CoxBlue.com to being a member of IBM’s Futurist influencer program, a program through which the two of us first met a couple of years back.

What brought us together again is the upcoming Digital Media World Forum (#DMWF) on October 18-19 during which Martin, Pat Zvick (GlassesUSA.com), Sean Gardner (influencer nonpareil) and I will be running a workshop on Influencer Marketing.  The conversation below will give you a sneak peak at just some of the insights we plan to lay before the audience at DMWF.  It’s going to be an amazing event so I hope you can join us.

SME: You wear a lot of hats as a marketer for Cox, Sr. Marketing Manager, writer, editor, speaker and influencer yourself. Do you ever sleep? Seriously, how do you juggle all of this?

I do sleep once in a while, but looking at the clock, I can see that it’s already 1:00 am on a Sunday night, and I’m reminded that I have a plane to catch to Roanoke in 3 hours.
Currently, I lead the social media, content marketing, and employee/ambassador brand advocacy strategy for Cox Business. I am also the editor/manager of the Cox Business content hub/portal, CoxBLUE.com
It’s a position that requires wearing a number of different hats at any given time. Marketer, publisher, coder, writer, editor, community manager, etc. Although it’s a Senior Management position, I’m still very much “in the trenches” on a daily basis.
Some days it can seem like a lot, but I’m now in my 20th year with Cox, and I’m still excited to get up and go to work each day. I work for a great company; I’m on an amazing team, and I can honestly say I love what I do.
As for how I juggle the different roles and responsibilities…
● Start each day with a great attitude (coffee usually works well, too!)
● Clarify and list priorities at the start of each day
● Stay organized and use a great task manager app (Yanado is my favorite)
● Automate the things that can be automated
● Learn when and how to say no (or maybe)
● Identify and use platforms and apps that streamline many of the day-to-day and recurring processes
● Delegate and trust others
● Be proud of what is accomplished at the end of each day

SME: Can you talk about a specific influencer program you’ve orchestrated? What were the goals of the program? How did it work out? How do you evaluate success?
The influencer/ambassador program our team has created for Cox Business is one I consider to be a best-in-class program. Instead of simply selecting a vendor and going from there, we determined what our needs would be from the immediate to the next few years out, and we built the program around that.
We’ve spent close to a year building, testing, and receiving and incorporating feedback to ensure we built something that met the needs of the organization, our employee advocates, and our influencers/ambassadors.
The primary needs/goals of the program included:
● Creating an end-to-end influencer/advocacy platform that integrated and incentivized frictionless content sharing and message amplification along with real-life – offline social activities and events.
● Ensuring that the program aligned with and supported our overall business objectives, but would also be flexible enough to easily adapt to small, localized micro-influencer initiatives in each market.
● Allowing influencers, employees, and consumers to participate whenever and at whatever level they felt most comfortable.
● Ensure that the program would be a two-way street in value for both the organization and our influencers. We wanted to create a program that benefited our influencers in terms of extending their professional networks, increasing thought leadership in their industry or community, and opening the door to new opportunities.
We recently completed beta testing in a couple of our markets, and the full program is rolling out now.

SME: Sticking with this particular program, how did you identify your influencers, and what have been some of the keys to bringing them on board?
That’s kind of like asking The Colonel for his 11 secret herbs and spices! We use a variety of methods and tools to identify influencers including social listening, blogger outreach, hashtag research, and more. We also have a direct link to the Cox Social Ambassador program on our site, where anyone who is interested can apply to the program.
Different groups of influencers had to be identified for each local market, as well as for a number of verticals—start-ups, small business, digital health, higher education technology, hospitality, enterprise technology, and more.
Because of the diversity of the programs and the various influencer/ambassador initiatives we will undertake in 2017 and beyond, identifying and on-boarding a wide range of influencers will be our ongoing focus.
To successfully onboard these influencers, we’re constantly working to ensure that the partnership is a good professional and cultural fit for both sides. To retain these influencers, we need to build relationships with them in order to understand their needs, making sure that they are receiving benefit from the partnership as well, beyond any type of recognition or incentives.
From the start, our influencers are given a documented agreement that provides clearly defined goals and measurements of success for each initiative and the overall ambassador program. We’re also very careful about providing our influencers with the tools and assets needed to make their role as achievable as possible.

SME: Can you identify three essential “do’s” when it comes to developing successful influencer programs?
In addition to what I’ve mentioned above, here are a few other steps we’ve found to be helpful:
1. Do support your influencer by promoting and amplifying their content and personal brand. As a brand or business owner, it’s important that you’re aware of what your influencers/advocates are up to and that you’re also supporting them, when and where it makes sense. Additionally, take time regularly to share and mention the content they’ve created for you on your social channels to support their efforts and increase exposure. Content, frequency and creativity, all increase when an influencer or advocate is being supported by brand he or she is working with.

2. Do select the right influencers for your brand and initiatives. Choosing influencers that have the right audience and personality for your brand is critical to success.

3. Do take a look at your prospective influencers’ social media channels to ensure not only that they are the right fit for your organization and have the followers you’re looking for, but also that they have an engaged, attentive audience. A high number of followers isn’t useful if those followers are not listening to and interacting with the influencer.

SME: Can you offer a couple of “don’ts” or influencer program faux pas?
1. Don’t assume that every person who has a large following or is a recognized name in social media will necessarily be a great influencer for your business, event, or campaign. A good influencer is not measured by the size of their following, but rather but by their ability to get their audience to take action.

2. Don’t underestimate the power of micro-influencers. For example, let’s look at the IT industry. A CIO may only have 300-500 followers, but if many of those followers are also CIO’s and other tech leaders, that person could potentially become one of your most powerful influencers. This applies to any industry, community, or niche.

3. Don’t overwhelm your influencers. This should go without saying, but it’s one of those things I’ve run into a couple of times and heard other influencers complain about. Don’t micro-manage influencers or try to get them influence “your” way. They know their audience better than you do, so let them influence by whatever methods are natural and authentic for them and their audience.

SME: You are among the IBM Futurists which is essentially an influencer program. How do you make sure you are helpful to IBM without seeming like a shill? Or asked differently, what kinds of things does IBM do that makes it easier for you to maintain the integrity of your personal brand?

I was honored to be named an IBM futurist. It’s an exciting program, and the opportunities I’ve had to network, learn, and participate in through that program have been incredible. Many of the things incorporated into our employee advocacy and influencer program are a result of what I have learned from the IBM team and their experience.
If I had to pick the one thing that makes it easy to participate, it would be that the activities that I’m invited to engage in are a natural extension of the work I that I am already doing.
I’ve attended a couple of IBM events as a futurist over the past few years, and each one has been an incredible experience. It has provided me with amazing learning opportunities in fields like business technology, start-ups, marketing, and digital trends—all the things that our audience at Cox Business and CoxBlue.com (our content hub) has a strong interest in.
I’ve come away from each event with an incredible number of ideas, strategies, and tactics. They make it a win-win, so it’s a very natural fit. The role of an influencer does not feel forced, there are no requirements, and I am not being paid to attend the events or share content. Instead, I simply do the same things I’m already doing every day: learning, writing, sharing, networking with our audience, and striving to bring to them the latest news, trends, and information that will help them grow their businesses.
IBM does an incredible job of connecting the futurists to conference speakers, experts, and others at these events, making it a truly a one of a kind experience for a business-tech-content guy like myself.

SME: How helpful do you think it is to be an influencer yourself when orchestrating influencer programs for your company?
In my opinion, it’s critical to the success of the program. As an influencer (although it feels odd to call myself that) I think it’s probably a bit easier for me to connect with other influencers and bring them on board than someone without a strong social footprint or experience.
There’s a comfort level of trust that influencers want from a brand. Having a personal connection—and knowing that person “gets” your needs and challenges—goes a long way in achieving that.
There are some things I’ve experienced as an influencer that have shaped how I have built and administered our program. Looking at things through the eyes of both the brand and of the influencer has helped us create a strong, well-balanced program that serves both sides well.

SME: Do you think more companies will try to do influencer programs in 2017? Should they? Since these programs often take a couple of years to gain momentum, what should their expectations be?
Yes. I believe more companies can and should jump on the influencer marketing bandwagon in 2017, simply because of the trends we’re seeing in organic reach.
While organic reach across most social networks continues to decline for brands, it has not declined for individuals. In 2017 and beyond it will become increasing important for brands to leverage both influencers and employee advocates if they hope to organically reach an audience.
Additionally, an influencer’s reach is going to be much different than that of a brand. The influencer will attract new consumers that the brand may not have reached through any other method. Better still, they’re coming via a referral from someone the consumer already trusts.
Like most successful marketing programs, building a strong influencer program does take time. An influencer’s primary objective is not to sell products, but to build or shape the perception of your brand in the mind of their audience. So while they will help drive traffic to your site or app, you can’t expect an immediate jump in sales. Think of your influencer program as an introduction to a new audience. It’s up to the brand to build the relationship from there, and that’s a process that takes time and nurturing.

Behind the Scenes with Hamilton & BNY Mellon

Posted on by admin

As a marketer, it’s not often that you meet upon perfectly aligned opportunities. The ones in which you can directly connect your brand story to something that is trending in the world, something that is relevant and of interest to your audience. The first step is identifying this moment; the second, and trickier of the two, is knowing how to use this to propel your brand. Only the most skilled of marketers are able to accomplish this feat, and one such person is Aniko Delaney, Global Head of Corporate Marketing at BNY Mellon. I spoke with Aniko to hear how she and her team successfully jumped on the opportunity of a lifetime when the bank’s founder, Alexander Hamilton, was thrust back into the limelight with the release of Lin-Manuel Miranda’s musical.  I also learned how Aniko and the BNY Mellon marketing team use new technology, social media, and their agency partner to keep their 232-year-old company current. (By the way, if you’d like to hear Aniko cover this program in more detail, join us at the Incite Group Marketing Summit October 27-28 at the Brooklyn Marriott.)

Drew: When did you become the Head of Corporate Marketing?

Aniko: Two years ago. It was a wonderful opportunity because I have a broad view of BNY Mellon, having been the head of marketing for six of our different businesses. It really gave me the chance to dig deeper into the businesses and get to know our clients and target markets. And again, now in this corporate role, it affords me a very unique perspective. So it’s been fun to have that.

Drew: Tell me about the campaign that has been nicknamed the “Hamilton” campaign.

Aniko: We affectionately call it the Hamilton campaign, but we officially call it our ‘Invested In Our Legacy’ campaign. As long as I’ve been at the company, we’ve always celebrated our founder Alexander Hamilton and his pioneering and innovative spirit. What’s been amazing is to see how Ron Chernow’s impressive book, Hamilton, inspired Lin-Manuel Miranda’s phenomenal Broadway show that has now led to a celebration of one of the lesser known founding fathers of our nation and the founder of The Bank of New York. 

Drew: From a strategy standpoint, was it opportunistic that this show came along? Were you able to hop on this crescendo of interest or were there other aspects that helped to expand the perceptions of the bank?

Aniko: We continue to build upon our strong brand, as a respected and trusted organization. But what we’ve been trying to do over the past several years is modernize our brandaSo it’s been a great chance to leverage the Hamilton phenomenon and evolve our message in a much more relatable way that is also digital and social media friendly. It has been this amazing opportunity to really use fun creative, create ‘snackable’ content and develop a multimedia campaign. 

Drew: How do you make something that is old – 232 years old – fresh and current?

Aniko: We have had some great times working with our wonderfully creative agencies to really bring our story to life. What we’ve done is celebrate our 232 years of innovative and pioneering spirit with a multimedia campaign.. So for instance, in our archives we have beautiful handwritten ledgers with client names in it like Alexander Hamilton and Aaron Burr. Some of the client’s names are memorialised on street signs across Manhattan. However, today, the discussion that we have in some of our innovation centers is around Blockchain, which is a distributed ledger. It’s all about the new technology and exploring its potential for our industry.

Drew: How did you use digital and social to be more engaging and fun, which is very unusual for a bank?

Aniko: In imagining what our social campaign could be, we’re trying to have a lot of great educational content and activate it in creative ways. For example, in 1789, we were the first to make a loan to the U.S. government. Today, we service and offer investment management capabilities to 80 percent of the Fortune 500 companies. We can take these short messages and package them for use in the social media arena. We kicked off our campaign back on June 9th when we celebrated our 232nd anniversary with unique LinkedIn and Facebook posts We rang the bell at the New York Stock Exchange and tweeted the video and shared that we were the first stock to be traded on the exchange.That was followed just a week later with animated gifs during the Tony Awards, then more on Father’s Day to celebrate our founding father. We were able to enter conversations that we normally wouldn’t have before

Drew: How exciting was it when Hamilton practically swept the Tony’s? That must have been a wonderful moment.

Aniko: Our whole team has been just amazed with this great opportunity to celebrate Hamilton – the man, the book, the show. We had a lot of fun working with our agencies to come up with some very creative social media content. My favorite was: “Lin-Manuel gets a Tony for Best Book! Much-deserved, tho at a mere 20,000 words, I call it a pamphlet. A.Hamilton” Hamilton was such a prolific writer, so can you imagine him trying to tweet?

Drew: Your CEO might look at Twitter and say, “My Fortune 1000 customers are not exactly looking at our Twitter stream. Why is it important as 232-year-old bank for you to be on these social channels?”

Aniko: I think social media is incredibly important for raising our brand visibility in the digital arena. Gerald Hassell, our chairman and CEO, is an Influencer on LinkedIn, so he really has set the bar very high for our company. It’s very important to reach out to our diverse constituents in channels that they use.

Drew: Can you tell me a bit about some of the other campaign components?

Aniko: One of the things we’re really excited about is our sponsorship of PBS/WNET’s documentary – ‘Hamilton’s America.’ It explores the making of the Broadway show and includes footage of Lin-Manuel Miranda’s show, as well as a variety of interviews. It really brings to life not only the story of the show, but also the story of Alexander Hamilton.. We have two TV spots that bookend the documentary and use fantastic creative to tell our story in just 15 seconds each, as well as a series of videos for our website and social media channels.

Drew: How do you measure the impact of an integrated campaign such as this one?

Aniko: We have our standard KPIs, and are zoning in on the analytics and really use the insights to adjust the campaign after seeing what content is resonating. And we’ve seen double and triple digit increases in engagement and awareness on Twitter, LinkedIn and Facebook!.

Drew: Can you give us a preview of the kinds of things we might expect to see in 2017?

Aniko: The marketing teams have really rallied behind this concept. What we’re trying to do is think of new ways to activate it in the digital arena. We’re even exploring augmented reality. We set the year-long campaign so that we have a really good yardstick to measure against. But again, this is a theme we’ve been using as long as I’ve been with the company. Now, we’re just able to tell the story in a much more engaging way.

Drew: If you were speaking to CMOs or aspiring CMOs, what would you say were some of the key lessons learned in terms of managing a campaign like this?

Aniko: I think it’s important to have a unique and authentic story that represents your brand. More and more, especially with social media channels, we have to be really careful to make sure the content is educational and meaningful, but then have some fun with the creative. The other thing is to think outside the box, think about unexpected conversations to join and make your brand relevant in unexpected and delightful ways.

Drew: We do a lot of content marketing programs here at Renegade and our emphasis is always on quality versus quantity because there is so much content out there. Certainly, Hamilton created a unique opportunity for you, but I applaud you for taking it a few steps further with help from TBWA Chiat/Day. 

Aniko: I have to give credit to our agencies. We gave them creative license by saying, “Look, we have this great opportunity, let’s share our brand in unique and special ways.” It’s been just an incredible chance to make a difference for the brand and really bring it to life in ways that we would not have only acouple of years ago.

Drew: What was the biggest surprise you encountered in carrying out this campaign?

Aniko: I have to say the biggest surprises were the engagement rates, both internally and externally. The content resonated and I think it’s more than just how cool Hamilton has become, but it’s the person he was. He was truly insightful and innovative, but he also got things done. He was an implementer. I think he’s been so inspiring to many and having that special connection has inspired our employees, clients, and other constituents to be really proud of the company that Hamilton founded

Drew: Oftentimes marketing is just thought of as an external activity, but it does really need to permeate the organization. How do you make sure your marketing is external as well as internal?

Aniko: We work with our internal communications team, and we’re able to really bring the story to life internally. The key goal is to inspire pride among our 50,000 employees. Each one of us should be an avid brand ambassador and share how we are continuing to drive the pioneering spirit of our founder, Alexander Hamilton.

Marketing Clean Water, A Career Journey

Posted on by Drew Neisser

My son asked me the other day, “Which superpower would you prefer Dad, teleporting or flying?”  I knew my answer right away but I was surprised when he told me most of his friends choose the other option.  As it turns out, these folks just want to get to where they want to go which makes the idea of teleporting extremely appealing. But for me, it’s not about the destination, it’s about the journey and I can think of nothing cooler than the ability to fly (without a plane) a la Superman. It’s no wonder that I risk life and limb daily riding a Citibike all over Manhattan rather than taking the seemingly safer and slower subway.

Today you, my loyal readers, have just such a choice. You can spend a little time meeting Snehal Desai and getting to know his career path from college to becoming the Global Business Director for Dow Water and Process Solutions.  Or you can teleport directly to Part 2 of this interview in which we cover how Dow Water approaches consultative selling, stays relevant with an ever growing user base and is working to help solve water issues around the globe. As the old knight suggests, “choose wisely.”

PART 1: CAREER PATH

Drew: Can you tell me about your career at Dow and how you got to where you are today?

Snehal: I work for Dow Water & Process Solutions, a division of Dow Chemical. I’m currently the Global Business Director. My background has always been sales and marketing, although I’m trained as a chemical engineer and chemist.

Drew: I imagine the combination of a chemical background and a degree in business was very appealing to Dow. Are there other members of the Dow team with similar backgrounds?

Snehal: Increasingly. When I joined the company, I was an engineer, and then I went straight into selling. It wasn’t until a few years later that I actually went back and got my MBA at Northwestern. It was a bit of a reinvestment in myself, after I realized that I was going to stay on the business side. Today, more than ever, there is a convergence of business and technology so having an MBA ends up being pretty important. We hire a lot of people on the selling and marketing side who are either business or technical-minded; in some cases, they have both.

Drew: How was it working towards your MBA while working full-time at Dow?

Snehal: While I was selling, I was living in Chicago and that gave me an opportunity to attend Northwestern. I then moved from a selling role into a marketing role right after I graduated. I spent about 16 years in Dow between selling, marketing, new business development, and working with a host of other science and technology platforms. I should also note that Dow gets into almost every industry. We support packaging, agriculture, and cosmetics. There are a lot of things that our technologies fall into, but my background has primarily been in the water space.

Drew: And you have been with Dow Water ever since?

Snehal: No. Right around my 16th year, I decided to try something different so I left Dow and went to work in two start-up technology companies. After seven years, I realized you need a lot of money and patience if you want to get involved in clean tech and sustainability. After coming to that realization, I actually returned to Dow as the Marketing Director for the water business, which is where I first started in the company back in 1987. I took on the general manager/business director role for Dow Water Process Solutions.

Drew: What does being Global Business Director for Dow Water and Process Solutions entail?

Snehal: I have the P&L responsibility for our global business. We are very focused on advanced separation and purification technologies that are utilized to clean water, and a host of other process streams. We have a global operation, roughly a billion dollars in revenue, 1,700 employees, 10 manufacturing sites, and several research centers. With all of that you have to operate profitably, reinvesting in people and in resources.

PART 2: MARKETING & MORE

Drew: Can you talk a little bit about what consultative selling means?

Snehal: In consultative selling, you’re focused on customer problems and how you might be able to help them find solutions. In the water industry, it’s around having reliable operations. If you’re a water chemist, a power plant or microchip plant manager, and you’re putting out the next iPhone, the last thing you can afford is having your water system go down while you’re in the middle of production. What that really comes down to is being able to help that operator make his system the most reliable.

Drew: So the customer is the focus here. How do you develop a relationship with the Dow customer?

Snehal: For instance, when you have a conversation with a customer, you might catch them in year 1 of their product’s 7-year life, or you might catch them earlier. The bottom line is that you want to keep a relationship with them over the lifetime of that product so that they can get optimal use out of the technology.

Drew: Can consumers expect a call towards the end of the product lifespan?

Snehal: You just touched on one of our main business issues right now. In the early days, we could call many of our customers, and have a very intimate conversation about when it is time for them to change their products. However, we’ve gone from hundreds of customers to tens of thousands of installations. Now, we’re talking about how to integrate digital in a way that allows us to maintain some of that intimacy.

Drew: I’m sure that Dow being a global company makes the challenge even harder.

Snehal: Definitely. The business challenge right now is scaling this intimate consultative model in a manner that allows us to get not only to the thousands of installations. It’s also dealing with the brand becoming more global today than it was 20 years ago. I used to be able to do all my business in English, but now I can’t. Can I do all my business in my time zone? No. Oftentimes, what we’re finding is that many of our clients are doing what all of us do, which is going to the web first.

Drew: How are you dealing with this move to digital? Do you have customer service team active online?

Snehal: Our customers really try to help themselves before they really want to talk to anybody. So now, we have to make those tools and some of that decision-making information available to them online. Additionally, we have very smart people contact them and walk them through their issue.

Drew: How do you make sure that when you are consulting that you are acting as a truth broker and not solely promoting your brand?

Snehal: To be honest with you, sometimes I would prefer if our folks were the kind of people who understand how they could solve the whole problem without technologies. But oftentimes, we have people that are very close to the problem that they’re trying to solve. For instance, you could use ultrafiltration followed by reverse osmosis to purify unclean water. But the fact of the matter is that if the water isn’t that bad in the front end, you might not need ultrafiltration. In that case, we’re not going to recommend that process. Instead, we’re going to tell you, “Here is the trade off. Here is what you get if you did it but that’s going to cost you.” A lot of times there is no reason to advocate for anything other than one piece of the puzzle because it’s the only one that is needed.

Drew: What role does brand play in the selection of these replacements parts for Dow Water?

Snehal: It plays a big role because, as I said at the beginning, we pride ourselves on reliability and trust. I think that’s fundamentally what people in our business are seeking; they want to trust what they’re about to rely on to produce their water. We spend a lot of time showing how our products are working around the world. Doing this in our 35 years of business has resulted in a large amount of repeat buyers. The Dow brand isn’t necessarily just a product. It’s also the people, it’s the reliability, and it’s the warranty.

Drew: How do you battle staying both trusted and current?

Snehal: Over the years, we’ve done a nice job finding the early adopters that are willing to embrace a change in scheme, a new operating technology, or are willing to partner with us to deploy it. We really cultivate references all over the world and then push the technology. Competition in the marketplace also drives us to continue improving and innovating.

Drew: I know Dow is doing a working to help ease the water crisis in Southern California. What measures do you take to stay up to date on the issue?

Snehal: I’ve spent more time in the last year-and-a-half in conferences that you wouldn’t think that Dow would be a part of. It’s part of a conversation that says, “Here are all the things we can do. Here is what your role could be. Here is what Dow’s role is in helping us get to that outcome.” We’ve also joined a few advocacy groups like the Value of Water Coalition, which aims to answer a few questions: “What are we doing to invest in your water infrastructure? Do you know that we are severely underfunded? Do you know that before you put the road over the top of the water pipe, maybe you should fix the water pipe?”

Drew: How is Dow addressing the lack of water from a marketing standpoint?

Snehal: We’re really focused on this concept of courageous collaboration. That focus requires us to engage with a variety of stakeholders to get this topic on the table because it’s not a problem everywhere. In those places where it’s a burning question, we want to be a part of the conversation. Our technologies may or may not fit at that moment, but we’re at least informing the dialog.

Drew: Courageous collaboration is a very interesting term. What does the courage part of that phrase mean?

Snehal: We are challenged with engaging with people who may not always share the same point of view. But if you listen, you have a chance of finding out that you have a lot more in common than you thought. I think that the courageous part of it is being willing to engage with people that we wouldn’t traditionally think of as natural customers. It’s thinking about your ecosystem in a much broader way, and then acting as a speaker and a listener in that conversation.

Drew: How do you approach change?

Snehal: There was a period of time when to do something different would have been seen as very risky, “Why fix it if it isn’t broken?” But I find that even if there isn’t a better way to do something, there is always another way. It doesn’t have to be big bets, but the important questions are “What do you choose to experiment on? What do you choose to pilot?” I’ll tell you that over the last 18 months, I’ve spent more time in non-traditional venues which allowed me to see things that I might not have seen if I went to the usual places.

Drew: Can you tell me about the Water Academy series?

Snehal: It’s a resource for the new class of water engineers and water treatment professionals. We have traditionally built that content around the North America or the Western European market. Now, we have so many people from Asia, Africa, the Middle East and Latin America that are joining. We provide people with information on how to best pick and maintain systems, how to design, etc. We provide all this content through video, and we do Q&As through our LinkedIn community page.

Drew: Is all of the Water Academy content available via mobile?

Snehal: Absolutely, it’s important to think about making the content bite-sized, and highlighting the most important information. That’s very different than a two-hour seminar on everything you need to know.

Drew: On the homepage of your website, there is a search bar that says, “What can we help you find?” Is that a relatively new thing that you’ve added?

Snehal: People come to us for what they know they need, but there could be a lot of things we could do for them. If a person had a big question about something related to water, even though that may not be something that we do, we can direct them to a sister division, or a customer that does it.

Drew: Have you thought about adding a feature that can identify new customers?

Snehal: It’s definitely part of our thought process. We’re looking to use technology and interface with individuals on our team to personalize experiences and help people more easily find what they’re looking for.

Drew: Are you incorporating social listening into your research and if so how?

Snehal: We did two pilots in social listening, in which we focused on a topic in a region of the world to see what we would find. It was pretty fascinating because residential water treatments or point of use water treatment is a big trend in India. We ran an experiment with a provider to do social listening to see what people were talking about, particularly on the consumer side. We found that there was a lot of conversation going on around the topic of water and home water treatment.

Drew: How are you using social platforms for social listening?

Snehal: We’re looking more on LinkedIn and forums where people are asking each other questions. We’re experimenting where we can, and we find a lot of it is relevant to us so we’re just keeping our eyes open.

Keeping the Customer Front and Center

Posted on by Drew Neisser

water skiing crash bigGripping tightly to the lifeless plastic handle I could only muster a fainthearted “hit it” to the speedboat skipper 50 feet away. This was to be my third and final attempt to rise above my skis and frankly I was already drained and shivering. The first effort had ended in a face plant with skis scattered across the surface like an old-fashioned yard sale. The second was only slightly less ugly. My already formulated excuse was going to be that the boat was too weighed down with passengers to yank my sad ass above the surface. Fortunately, the third time was the charm as I kept my weight back as instructed and let the skis do their magic. Once elevated, I hurled myself out of the wake regaining some semblance of the athletic confidence I usually take for granted and romped around the lake like a champ.

Had you not seen my false starts or heard any of the coaching I received before liftoff, you might have thought it was just another effortless and solitary accomplishment by an experienced (read middle aged) jock.  [Stay with me now as I deftly transition to the real story here!] This is not unlike the experience most of us have when seeing a finished product or a successful marketing campaign. Typically, we don’t bother to ask about the team behind the product or about any of the missteps along the way. As consumers, we take all that for granted as we should. But as marketers, we can’t afford such incuriousness. We have to go deeper. We must look under the surface. We must understand the process behind the success.
And yes, that’s exactly what I did during a recent conversation with Kieran Hannon, the CMO of Belkin, the makers of Belkin, Linksys and Wemo products. Kieran, as you may remember is featured in my book, The CMO’s Periodic Table under the element “Storytelling.”  This time we went even deeper, covering his impressive three-year plan, Belkin’s inclusive product development process, influencer marketing and more. While Kieran appears not to have had too many wipeouts along the way, what you will discover is a marketer whose seemingly effortless glide is wholly the result of determination, collaboration and well earned experience.

Drew: One of the things that you mentioned to me was your three-year plan. Where are you on that plan, and how is it coming along?

Kieran: We’re now going into year four. Year 1 was focused on the organization itself. It was aimed at educating our marketing teams across the globe, helping them understand their roles, the needs in the markets, and the priorities of the company. Essentially, Year 1 was building a team that could deliver global marketing programs and lead that development. Year 2 was aimed at aligning the region and the corporate goals because we were decentralized at that point. In Year 2, the global marketing teams were supporting all three brands. Some of the team members were dedicated to a brand but in a lot of other respects, the teams worked across multiple brands. For instance, the CRM team has worked across all brands. Now, CRM is embedded into each brand, they are in control of their own destiny and their needs as a great example. Additionally, we had designers sitting in 11 different functional groups around the world. Now, all designers are in one group in each brand, so there is a single management structure for each brand. Those are just a few examples of streamlining, and bringing focus and prioritization around the world.

Drew: What was the result of this plan?

Kieran: As a premium brand, Belkin is doing very well in a somewhat commoditized market. Our focus on highly differentiated products and experiences is making a big difference. For example, when you travel you’ll see Belkin in all the Hudson News stores around the US and around the world. For Los Angeles International Airport (LAX), Hudson came to us and asked if they could build a Belkin store because travelers find the brand so compelling.

At CES, one of our products, the Valet Charge Dock for the Apple watch and iPhone was voted Best in Show. That’s another example of the design innovation Belkin is reknowed for — and it’s been a tremendous success.

Drew: Let’s talk about product innovation and marketing and where product development sits relative to marketing. How do you ensure that there’s a marketing idea built into the product?

Kieran: Sure. Let me tell you about ScreenCare +, a new applicator system that we launched in all Apple stores. That is not just a product; it’s an experience. The product management team, the industrial design teams and the marketing teams worked very closely in the development of that program from embedded testing to the testing of different formats for training of store specialists. We have what’s called our “E2” planning processes with different gates and as a product goes from formation into development, marketing and other groups provide input and feedback. This insures alignment throughout our exciting and rewarding process.

Drew: It really is amazing how Wi-Fi is at the center of everything, the enabler of the Internet of Things.

Kieran: It’s such a key enabler. A lot of people have so many devices at home, they don’t realize they’re probably sitting there with a three or four-year-old Wi-Fi router and it’s wrecking the experience of these great devices that they bought. What’s worse than when you want to go online in the evening with your family to stream a movie, and all you see is buffering? A lot of the issues are because you have an old router and there are another ten devices connected to the Wi-Fi that are impeding the ability to deliver that signal. To help our customers have a better experience, you can now prioritize within the Linksys system your Netflix streaming device and de-prioritize other devices.

Drew: How are you incorporating influencer marketing into your overall strategy?

Kieran: We’ve done a number of influencer programs over the years and they’re very target based. We spend a lot of time ensuring that we get the right type of influencers that can really amplify our cause. Importantly, we let them drive the project. We just want our influencers to express their feelings about the brand, the products and the experience in a way that’s most meaningful to them. Full transparency is pretty critical and we’ve been very pleased with every influencer program we’ve done.

Drew: What are the pitfalls of influencer program?

Kieran: I think the fundamental pitfall is trivialization, either trivializing the audience or trivializing the role the product plays. It doesn’t mean that you heighten the role of the product in that experience but you don’t want to trivialize it either. So, I think it’s best to be authentic throughout the partnership.

Drew:  I think one of the challenges clients encounter is evaluating the success of influencer programs relative to other activities. How do you evaluate these programs?

Kieran: It’s the crossover between paid and earned media that’s really powerful and puts the icing on the cake. We have both consumers and retail partners as our audience, and how they talk about and relate to our brands is very important. We think about that as we build up these influencer programs.

Drew: As a company that introduces innovative products and services, how do you make sure your media and your marketing is innovative? Is the medium the message sometimes?

Kieran: Oh, absolutely. I’ll give you an example. A great program that we do with Hulu is at the point of buffering, we deliver a message to people that you don’t have to have that experience – you just need a more powerful router. So, the medium can absolutely be the message. On the Belkin side, we’ve done some great programs with other mobile platforms that really bring to life what you’re doing at that moment in time. So yes, the medium is equally important as the message in a lot of cases.

Drew: The geo-fencing program you did is particularly innovative. Can you talk a little bit about that?

Kieran: Yes, we are doing an interesting program with geo-fencing where we understand when the consumer is in the proximity of a retail partner and we can share with them the relevant personal message to that proximity.

Note: This is part 1 of my interview with Belkin’s Kieran Hannon, part 2 will appear on Social Media Explorer soon.  

CMO Insights: How Rebranding is Done

Posted on by Drew Neisser

Reinventing your brand is a lot harder than it sounds. Legacy perceptions, perhaps one’s that you worked for years to engender, are extremely hard to dispel.  Xerox spent years trying to convince us they weren’t just a copier company with modest success. Then there’s the need to get both management and employee buy-in which can be as hard as changing customer perceptions.  For example, Kodak management and employees never really adjusted to the digital era and its last minute efforts to reinvent came to naught.

One of the most dramatic ways to signify reinvention is through a name change since it risks resetting brand equity at zero.  Which brings me to my conversation with Michael Mendenhall, CMO of Flex.  Formerly known as Flextronics, Mendenhall and the leadership team recognized that customer perceptions did not align with what the company actually did and where it wanted to go SO they decided to drop “tronics” from their name, thus marking a clear transition from the old to the new.  It was hardly as simple as that so read on to learn just how effective this reinvention really was and why Mendenhall was recognized with the Growth Award by The CMO Club.

Drew: Can you start off by telling me what Flex does?

Michael: We design, innovate, and engineer smart products for the connected world.

Drew: How does digital marketing fit into that, and what were some of the digital initiatives you have focused on in the past year?

Michael: Well, it wasn’t just digital as an initiative that we accomplished this year. When I came to Flex over a year ago, this was a company that was transforming itself based on market demand. We started out 40 years ago in contract manufacturing, moved into electronics, and then evolved into a supply chain solutions company. The last four to five years, the company added a great deal of capability around design, innovation, engineering, and software solutions filling out the entire portfolio of products and services for companies who would want to commercialize products. We would provide them with the sketch-to-scale solutions, no matter if you were a small startup with an idea or you were a Fortune 10 company.

Drew: How did your team go about changing the marketplace’s understanding of Flex and the services it provided?

Michael: It was our goal to rebuild the corporate strategy of the company, evaluate the existing assets and capabilities and then ask ourselves, “What do we offer the marketplace and what is that the addressable market for our products and services?” The name of the company was adding to some of the confusion relative to our customer value proposition. The market thought we were electronic manufacturers or contract manufacturers. In fact, we weren’t. We were a very flexible, adaptive company that could commercialize your product from a sketch on a napkin, all the way up to full-scale global distribution, as well as logistics. So we decided strategically to drop the “tronics” from the name to reposition that brand against that new strategy. After changing the name, we then proceeded to recalibrate the brand, developing a new mission-vision-value proposition for the company.

Drew: Can you expand on how you modified Flex’s brand architecture and built on the brand identity?

Michael: We built out a strategy around a couple major pillars. One was corporate communications, which included strategic communications, financial communications, and analyst relations for the company. We aligned the communication architecture to the brand and corporate strategy of the company. This allowed us to build the mechanics in marketing around digital marketing, communication, brand, global citizenship, CSER and really go after what was going to drive customer and shareholder value.

Drew: What were the effects of the newly implemented strategies?  

Michael: The effect all of that had was pretty extraordinary. In the first six months after we had repositioned the company and launched the new brand and communication, we had already added 44 percent value to the share price. That wasn’t just from revenue growth, there was a great deal of that that was attributed to the strategic repositioning of the company, the new brand and the new communication architecture for the company. We also wound up bringing in a lot of new customers, both small startups and large enterprises. We’ve had great margin growth in the company based on this, all ending with a really terrific one-year shareholder price and return to the shareholders.

Drew: Wow, that’s a herculean effort doing all of that in a relatively short period of time. As you’re reaching new markets with a brand name that was unheard of, it must have been particularly difficult trying to get some credibility in the market.

Michael: We had existing relationships with VCs and private equity firms who knew our company well. They would continue to espouse our experience, knowledge, credibility and experience sending any software or hardware companies needing help in designing, engineering prototyping and production. We have extraordinary amounts of cumulative experience that could help brands eliminate startup mistakes, giving them velocity to market with quality and reliability. We focused on the brand reputation, not as much the equity and influenced the relations relative to those key stakeholder groups. We spent time building that capability in addressing those initiatives that then would move the reputation of the company. That was the part of the success, using all levers including digital marketing.

Drew: Do you see a big difference between B2B and B2C marketing?

Michael: I’ve always been quite frustrated with how companies, who are B2B, they generally believe they need to have to have a certain business tone and vernacular in approaching there market. Content in B2B is is incredibly important whether short form or long form, whether it’s a soundbite or a two-hour documentary. The narrative should be told in an approachable and easily digestible way. Not speaking over or under the audience. Simple, easy and quick. The channels then become important in whether you’re passive, active, engaged, etc. So for us, I always believe that you must have EQ in the narrative. After all we are all consumers at the end of the day.

Drew: It seems as though many marketers are experiencing a renewed interest in storytelling. Is this one of your focuses at Flex?  

Michael: For me, there is an emotion in decision-making, and a level of engagement that supports storytelling. Within storytelling, we follow a certain pattern of lead generation, lead nurturing, conversion etc. I wanted to build an approachable brand. We are in multiple industries and it could become very complex and sophisticated very quickly. We have to be approachable, yet understandable, and simple in how we appeal to the market. The narrative of you brand is incredibly important. It needs attention, discipline and focus.

Drew: What is the story you wanted to tell and how did you tell it?

Michael: We talked about thought leadership, as Flex is an influencer and thought leader in the space. That involved shaping those scenes and stories, and deciding how we would tell them. We then set out to look at the means by which we would produce the content. One of those was a magazine called Intelligence. We went after the intelligent, smart data, and the idea that product will move from using connectivity for operability to optimization and predictability. That becomes incredibly important because then you start to realize that your products are actually going to tart optimizing themselves and giving you new data points as a marketer. The magazine is basically an industry magazine for the intelligence of things. We curate content from some of the world’s best in their field; they write for us based on topics we believe would be interesting for people that are working on smart connected products. Every Company is a media company. Content is still king.

Drew: What do you think is the biggest lesson here for marketers?

Michael: I believe the biggest lesson for marketers is to remember that storytelling is still very important. No matter if it’s short form or long form, as marketers we have to pay special attention to the art of storytelling. We have to be highly disciplined and focused on that, and be able to tell stories in an approachable way, especially if you are B2B.