Tag: Storytelling

Special 50th Episode: Lessons from 200+ CMOs

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If all CMOs thought alike, Renegade Thinkers Unite wouldn’t stand a chance at reaching 50 episodes. The vast diversity of marketing approaches is part of what makes the field so interesting. After interviewing 200+ CMOs over the years, Drew Neisser has learned a thing or two about perspective.

This special RTU episode takes bit of a twist, as Drew sits down for the first time as the interviewee. Marketing Today podcast host Alan Hart asks Drew about his experiences speaking with a wide array of marketing professionals. You’ll learn about some of the common themes many of Drew’s guests have discussed, as well as several marketing strategies that have stood out to him.  Click here to listen to the episode. [Show notes by Jay Tellini.]

Here are some of our favorite moments from Drew’s interview with Alan:

Alan: The role of CMO is challenging. What do you think about the role? Why is it challenging?

Drew: Well it’s challenging for several reasons. One is that they don’t really speak the language of the CEO. The CEO rarely comes from the Marketing Suite. They come from finance, they might come from law, they come from operations, COO or something. And the marketing person has often dealt with ethereal as well as measurable things but they don’t have control over everything. And so the CEO says, “I want revenue and I want profit.” The marketer says, ‘Well I want awareness and I want engagement. You can have your revenue and your profit but we’re going to need proxy measures.’ They’re disconnected. So that’s one.

Alan: What else?

Drew: And then there’s this other whole frickin’ issue which is, there’s nothing like a great marketing campaign to kill a bad product or service. And we had several times where we had clients who we were killing it on the front end and then their customer service was so bad that they would lose them on the back end. So churn was really high. Is it the CMO’S job is to fix that? It could be. One of the guys that I interviewed that I loved was Manny Rodriguez who totally understands storytelling. This was after I interviewed him but he told me that he started to notice that customer experience was a problem in UC Health. And they said, “Great Manny, you fix it.” So he’s doing customer experience too. He was already doing brand story, was already doing positioning and marketing and now he’s a responsible customer experience.

Alan: What do you think it’s important for a CMO to be doing or focusing on?

Drew: Let’s talk about strategy for a second. I think for a CMO, this is the unfortunate part of their job. When you hear the words, “I’m building the plane while I’m flying it,” I get worried about it because a really brilliant marketing campaign can live for 20, 30 or 40 years. We were talking about this earlier that Geico’s “15 minutes will save you 15%.” How long have they been using that? Forever! And guess what? They’re not going to stop and you know why? Because it really works. We don’t have the capacity to remember 20 things and we don’t need to. We like them and we remember them and we know their value proposition. If you’re going to invest 20-years worth, you better spend enough time on the strategic foundation.

Alan: We talked a lot about story. Tell me your perspective on brand story.

Drew: I think that it is the most overused word in our business. Everything is a story. Every brand has a narrative. Every CMO is using the term and I’m guilty of this, so I apologize to you and all of the listeners that we’re even using that term. We’re using that term because we can’t come up with a better one. Unfortunately at our shop we talk about Big S and Little S. Big S storytelling is when you really boil down your brand to an essential conflict like Georgia-Pacific did with Angel Soft.  For Angel Soft the essential conflict boils down to how something can be both strong and soft. That’s a conflict. We now have conflict and we can build stories around that may or may not have anything to do with the product but you get the idea of strong and soft and that’s the benefit of the product. That’s Big S storytelling. And then you have to take that essential conflict and then you have to execute it everywhere. But the good news about it is if you do, it’s consistent. But it’s not necessarily the same 30-second video as a social media post. If you get it right and you have an idea that will hold it all together, then it really works effectively. So far, it is the only way that we have seen to hold content marketing and social media together is by having an overall story idea.

Alan: What’s Little S?

Drew: Lowercase S is, “hey did I tell you about the time that we hung out together at the bar?” It has nothing to do with anything. It’s just a story. And that’s to me what is confused between the two. It’s very tricky. And I know many brands don’t like “conflict,” so they can’t even use that term. It’s a very complicated issue and I can’t wait until we have a new word for it.

Alan: I want to talk a little bit more about you, Drew. What drives you?

Drew: The notion of courage drives me. I feel like I can help CMOs think a little bit differently about their jobs. To me, that’s the most exciting part of what we’re doing right now. We’ve gotten to know all these CMOs. And this is the thing – the CMO is in the position, they have all the levers. If you can get them to pull all those levers as not just a force to cut through the crap, but as a force for good, I feel like that’s a good day or a good week or a good year or a good life.

The Intersection of Marketing & Storytelling

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A little tenderness goes a long way when trying to reach an audience. If you want to develop a brand message that has meaning, emotional storytelling could be the key to your next marketing campaign. As bestselling author Chris Bohjalian illustrated in Part I of this Renegade Thinkers Unite episode, storytelling is all about touching the audience on a personal level. [Show notes by Jay Tellini.]

In Part II of this episode, Bohjalian talks about the mechanics behind some of the deeply emotional themes he has communicated to his readers over the years. The author’s eloquent words are sure to inspire your marketing team, as he provides narrative advice that can help your brand convey a powerful story. You can listen to the episode here.

Here are some of our favorite moments from the interview:

Drew: How do you market your books when you’re on the road?

Chris: First of all, the book tours changed a lot in the last 25 years. And it’s changed a lot because of the digital era. The digital era has done two things to the book tour. First of all, it has dramatically decreased the number of hardcover books you will sell on a book tour because so many people will buy the book digitally from either Apple, Amazon, Kobo, BN.com. That means that each event is likely to sell fewer books. Secondly, it is meant—tragically—that there are fewer book stores. We all know that independent bookstores lost a lot of bricks and mortar faces when Amazon started in the late 1990s. We all know that Barnes and Noble is beleaguered right now as it tries to manage these beautiful superstores that were built in the 1990s, pre-Amazon, pre-BN.com with how many books they can really move in a 200,000 square foot store. A book tour is different now.

Drew: How is it different?

Chris: You have different expectations in terms of how many books you’re going to sell, but you’re doing two things. You’re being an ambassador for your publisher. You’re being an ambassador for yourself or your brand. You’re getting a chance to connect one-on-one with your readers. And yes, you are getting a chance still to sell books because I sign a lot of napkins, Kindle cases, posters, flyers at book tours now by people who read on a tablet. And that’s fine. It’s all reading. It’s all savoring stories, but it’s different. The days when you might sign four, five hundred books at a book event are waning. At least there are for me. I know that there are authors out there who will sign 400, 500 books at an event but those events are pretty rare for me.

Drew: You’re teaching master classes at Yale and Rutgers. What are you teaching your students?

Chris: I believe television and the digital age have changed how readers approach novels. You need to immerse them fast into what the story is, why the stakes matter, and why it’s emotionally relevant to them. And so what I like to focus on is, how do you begin? What’s your point of view? What’s your tense, and what’s going to create either that sense of dread or momentum or enthusiasm to cause your reader to pick this book up off the table or download it when there are so many other choices? What’s going to hook them on page one.

 

The Power of Storytelling

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It’s not easy to get a breakthrough marketing strategy off the ground; it’s even more difficult to kick start a new idea in a highly regulated industry. This roadblock didn’t stop Manny Rodriguez, CMO of UCHealth, from developing an eye-opening campaign. Through patient-centric storytelling, he managed to help the university hospital network invigorate its message. This tender approach isn’t just business for Rodriguez. He is a leukemia survivor who underwent many of the types of treatments his team now promotes.

Manny Rodriguez discusses how UCHealth embraced the power of storytelling on the Renegade Thinkers Unite podcast. If you’d like to listen to the episode, click here. If you don’t have time to listen, you can read the notes below for a summarized account of the interview.

Rodruguez’s healthcare marketing philosophy goes against the grain. Hospitals and clinics often showcase their technologies and services in advertisements, much to Rodriguez’s chagrin. “I just believe healthcare marketers in general have lost sight of what matters,” he says. “We’ve gotten away from the fact that what we do is about the patient.” Instead of explaining how great UCHealth’s treatments are, Rodriguez set out to reach patients on a more personal level.

Rodriguez wanted his UCHealth’s advertisements to focus on clients and their experiences. Being a leukemia survivor, he understands the pain patients have to deal with. Rodriguez says, “Most health care brands look at themselves as the hero. We believe that our patients are the heroes.” UCHealth decided to let its heroes tell their stories from their own perspectives. The result was a series of heartfelt video testimonies given by actual UCHealth patients, like this one:

You can’t help but cry during these 90-second flashes of affection. As Rodriguez notes, “You really feel, hear, and sense the heartache and the emotion and the feeling in the story.” Although the scripts are written internally, the patients themselves deliver the lines. Who else could?

One of the biggest challenges Rodriguez has faced is advertising services that have such a negative connotation. “Nobody wants what I have,” Rodriguez says. “Nobody is sitting there going, ‘I can’t wait to have my liver removed or my heart surgery!’” The UCHealth marketing team remedies this problem by delivering what Rodriguez calls a “lifestyle brand.” The CMO continues, “I want to provide you [with] content and resources, and talk to you in a way that prevents you from being broken more than selling you a service when you’re broken.” Warmth is at the heart of the strategy, giving patients hope and comfort in UCHealth’s message.

Enhancing patient experience plays a big part in the brand’s marketing strategy. When someone goes to a hospital, obviously the biggest goal is to leave healthy. For Rodriguez, the peripherals of a hospital visit also matter greatly. Elements like staff friendliness, parking accessibility, and cafeteria food quality make a difference in the patient’s experience. “It’s the softer side of healthcare that I think we’re looking at as an organization—How do you build the softer side?” Rodriguez wonders. UCHealth answers this question by staffing itself with sympathetic employees. While health remains the top priority, patient experience is still important.

It’s been a bumpy ride for Rodriguez, as his own encounter with terminal illness has driven him to help other patients in need. He says, “Being a survivor of ultimately a disease that takes many lives is a motivator for everything I do.” Rodriguez recalls the personal experiences he’s had with medical professionals—some great, and some not so great. Ultimately, those instances have given him the drive to connect with patients through heartfelt passion and understanding. (These show notes were prepared by Jay Tellini.)

Bankruptcy as an Opportunity?

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Filing for Chapter 11 bankruptcy protection is not exactly a CMO’s dream situation. In fact, if handled poorly it could be a career-ending nightmare not to mention the potential reputational damage to the company. Fortunately for Avaya, which filed for Chapter 11 in January of 2017, CMO Morag Lucey provided the kind of courageous leadership that leaves one both awed and inspired. Lest you think we are exaggerating, have a listen to this episode and you’ll want to join the Morag Lucey fan club with us.

Click here to listen to Lucey explain how she helped Avaya weather the storm and come out all the stronger. Here are the highlights from this week’s episode:

There was nothing fundamentally wrong with Avaya when it filed for bankruptcy; earnings before interest, taxes, depreciation, and amortization (EBITDA) were high, and the brand maintained a healthy reputation. The culprit for Avaya’s Chapter 11 filing was its $6 billion debt. When the deficit grew too large to handle, the company needed to restructure itself financially.

Lucey, who was in charge of managing internal communications in regards to the bankruptcy filing, aspired to preserve Avaya’s image and address any worries about the brand’s stability. She managed the process by explaining the situation to Avaya’s customers, affiliates, and employees on a regular basis. “We met [with our constituents] daily and talked about the narrative of what was happening to us and why it was happening,” says Lucey. “And on the other side, we also balanced that with all of the positive that was happening.” Lucey made it perfectly clear that Avaya had no intention of going belly up.

On the day Avaya filed Chapter 11, the company was already working on a campaign to show that nothing was wrong with the service it offered. “The key is the stories that we tell,” says Lucey, “and the customers that continue to rely on us to provide that experience that is outstanding…this was just a debt issue. We [could] still execute in terms of serving the market.”

Openness was the key to Lucey’s communication strategy. From holding regular meetings to promoting CEO video communications to distributing employee newsletters, Avaya used a variety of mediums to keep its workers in the loop in regards to the impending changes.

The brand used storytelling to send the message they sought to get across. Avaya wanted to let its employees and customers know that bankruptcy wasn’t the end; it was a new beginning. Lucey explains, “It was very much a story about the future. We had to bring the past to the future, and so we really did write the narrative of where we’ve been and where [we are] going.”

For Lucey, storytelling is more than a means of keeping customers and employees at peace; it’s a mechanism to reach clients emotionally. “[What we do is] not just communications for companies to make big profits,” she says. “It’s really about the connection between people and it’s creating a world in which we can have more time to spend doing the things we want to do, while we seamlessly interact and communicate with all the things that we have to do because it’s mandatory in our life.” Business can be a welcomed, integrated part of life.

Even though Lucey was able to safeguard Avaya’s image in the face of bankruptcy and keep it going strong, she understands that her brand has to keep evolving to remain vigorous. She believes change is always imminent in marketing, and every CMO needs to be a “catalyst for change” to stay ahead of the curve. Lucey says, “Today, if you don’t look at transforming your marketing organization and really focusing on how the technology delivers to the customers in a way so they want to consume it, you’re going to be left behind.” Success today doesn’t necessarily equate to success tomorrow. Be ready when the call for innovation beckons. (These show notes were prepared by Jay Tellini.)

Why IBM is Hiring Hollywood Storytellers

Posted on by Drew Neisser

It’s no secret that I’m a big proponent of storytelling as a relatively fresh way to approach marketing strategy and execution. Not only did it earn its own chapter in my book The CMO’s Periodic Table, I’ve featured other champions of storytelling like CMO’s Douwe Bergsma (Georgia Pacific) and Darren Marshall (Steinway & Sons) on this blog. In my heart of hearts, I keep hoping that having a story framework rather than a brand-centric messaging framework will reflect and capitalize on the changing dynamic between what a brand wants to say about itself and what a consumer actually says about a brand.

As you might expect, CMOs don’t all share the same perspective on storytelling. Douwe Bergsma sees it as something entirely new and even hired a storytelling agency to craft the story framework for brands like Brawny before getting his other agencies involved.  Darren Marshall believes in the importance of telling a compelling story in his communications but didn’t see the need to change his strategic approach.  So now, allow me to introduce Maria Winans, CMO of IBM Commerce to this on-going discussion.  Maria is a big believer in the power of storytelling and has hired professionals from Hollywood to support these efforts.  To understand why, read on.  

Drew: As you look to do more storytelling at IBM, has this changed your approach to staffing your marketing team?

Maria: Absolutely. As we look at our staffing needs for today and tomorrow, we are focused on three primary skills sets, digital, portfolio and the ability to engage an audience via storytelling. For the first area, we are hiring the best talent we can find to quickly create new ways of engaging with our audiences in the most personalized ways possible. The second area is more product / category specific in terms of finding talent with deep knowledge of e-commerce and marketing automation. And the third is all about content creation and storytelling in a manner that entertains and informs audiences.

Drew: Interesting. So let’s talk more about the skill sets of the storytellers.

Maria: Sure. These people are not traditional tech-centric IBMers. Their expertise is completely different in that they can create truly engaging content or they know how to lead the creative storytelling process. These folks will help IBM engage specifics audiences in a very different manner than we’ve done before. And working with the rest of our marketing team, the storytellers will help us translate some of our broader themes down to a very compelling and ideally, personalized conversation.

Drew: How else are you bringing the idea of storytelling into IBM?

Maria: One way is by collaborating with organizations like TED. The TED organization is among the best at storytelling and they helped us orchestrate a conversation about innovation last year in a completely new way for us. Presentations were limited to seven minutes, which forced us to make every word count and propel the story forward. We really learned a lot from that.

Drew: So why not outsource your storytelling? 

Maria: Frankly, that’s exactly what we did for a long time but it comes at a price. Not the cost of development, but the absence of expertise that comes with knowing how to create stories. Bringing this skill in house uncovering talent and skills in very different places. For example, I’ve recently hired individuals that were doing scriptwriting in Hollywood for film. Their ability to write scripts and plot out storyboards is essential to the kinds of communications we want to create moving forward.

Drew: How does all of the new product or divisional storytelling you’re doing fit into the bigger stories IBM is telling on a corporate advertising level?

Maria: One of the things that we’re looking to do is have content that tracks with the entire customer journey. While the corporate ads are great at positioning all of IBM we need to be more specific with our product and divisional stories, whether we’re talking lead generation or product research or demos. All of this content needs to be compelling enough and personalized enough to drive an action – an action that we can track, score and keep moving forward with other content.

Drew: Let’s dive into this more. Can a big story like Watson get translated into demand generation and lead nurturing for a specific ecommerce product?

Maria: Yes. IBM is telling big stories about the art of the possible by demonstrating Watson’s amazing cognitive learning capabilities. My challenge is to take that big emotion-rich story and appeal to a merchandiser or a supply chain manager with very specific challenges. I need to be able to show them how they can work with IBM in a way that pertains directly to their job and move them along from prospect to customer. It comes down to storytelling on a level that resonates with the target and helping them see cognitive as a competitive advantage for their businesses and an opportunity to excel for them personally.

Drew: How does big data fit into all of this?

Maria: Great question. We marketers have so much data. The key is to be able to use that data to drive personalization and deliver the best possible experience. Obviously, this is easier said than done. It’s important to recognize that data is a means to end and not an end in itself. Data informs the story, how we talk to you, what we share and when we share it. If we know you react to certain words or images, then we’ll be sure to zoom in on those in our stories. Ultimately, our goal is really to make an emotional connection and we think we can do that better by being personal without of course, being creepy.

Drew: So how hard is all of this?

Maria: It’s hard but we’re making a lot of progress. We’re getting better at not forcing a discussion about product too early in the process. Before we introduce a solution, we want to make sure we really understand a particular prospect’s challenge. Some of this we can infer through the data, which makes it a lot easier to start a fruitful conversation. And some of this is understanding narrative, bringing the prospect along through a series of nurturing activities related to their past behavior. Ultimately, this really is another means of being customer centric – we are trying very hard not to waste a prospect’s time by delivering superfluous information.

 

Storytelling is Not a Walk in the Park

Posted on by Drew Neisser

You could say that the three of us were walking to the park, but in truth Pinky was merely along for the ride. Sitting tall in his new chariot, our Frenchie sniffed in the sights as if his ‘hood had been transformed. Hands, those most desired instruments of affection, were suddenly at cheek level, drawn in by his come hither gaze. Few were immune to his entreaties especially his fellow geriatrics who enjoyed comparing heart meds though one contrarian vigorously recommended homeopathic hawthorne with a touch of cayenne. Inured to all but attention, King Pinky was bemused. Thus began our new normal.

I offer this window into our Sunday sojourn as a reminder that a change in perspective, even one forced upon you, can open your eyes to new opportunities. Storytelling, as explained by Douwe Bergsma, Georgia Pacific’s CMO, is indeed a different way of looking at marketing communications, one that requires new processes, metrics and staff. In this last part of our interview you will find some of the fascinating details that often separate a good story from a great one concluding with three secrets to success should you want to embark on a storytelling adventure of your own.

Drew: Are your KPIs different than you would have had in a pre-storytelling era?

Douwe: On a high level, I don’t think so. We still look at brand awareness and key brand attributes and the impact it has on penetration, loyalty and ultimately our profit. We just noticed that the way we were approaching it, we were not optimally achieving our KPI. We still want to see how Brawny does with the idea of toughness and gentleness. We still want to know if our core consumers- our key target segments- still appreciate Brawny in a way that they are receiving the right value for their money, compared to their alternatives. At the highest level, it didn’t change. At the lower level, it did, because before we were single-mindedly measuring the impact of a 30-second ad on this metric. Now we look at the combined impact recognizing that at the end of the day, it’s still about driving conversion from intent to purchase.

Drew: Do marketers need to be more patient with storytelling?

Douwe: Good question, I haven’t thought about that. In the development, yes. It takes longer for a fully integrated story to develop because design plays a key role. One of the things we’ve learned is that a story needs to be holistic including the design of the brand packaging as well as the design of the products inside. One example of this is the way the Brawny giant comes to life on our packaging. And packaging, in our industry, has a longer lead-time. So in order to do it right and holistically, it takes longer to prepare and develop. In actuality, I don’t think the level of patience is different from what we used to do.

Drew: Let’s get specific. What’s your leading example of storytelling?

Douwe:  Brawny is the only brand where we have completely overhauled our packaging as well as our other touch points. We’ve developed our story frame work– the conflict is really between tough and gentle. And then the fundamental human truth is about protecting yourself and those you love.  This requires you to be understanding and open to what life throws at you, but also have the tenacity, toughness, and strength to tackle any challenge. We were inspired by a quote from Roosevelt: “speak softly and carry a big stick, you will go far.” We translated that into a campaign, featuring the Brawny giant. How do you tackle and handle life’s challenges? By staying strong while continuing to be gentle as these challenges come at you. We showcase The Brawny® Man with the larger-than-life look he had in the 1970s — so there’s kind of a double meaning here  — in our campaign, which represents kind of a gentle giant, which is gentleness and strength in there.

Drew: Tell me more about your partnership with AOL.

Douwe: With AOL, we were able to develop and sponsor content that helped tell our various brand stories. For example, in Brawny®’s Everyday Giants series, we featured Khali Sweeney, who started the Downtown Boxing Gym in Detroit, which basically became an afterschool academic support program, where he gives kids free boxing lessons after they finished their homework. The program was for inner city kids in Detroit and every student who went through his program that’s been going on for several years now, there’s a 100 percent graduation rate and 80 percent went to college.

Drew: In a programmatic real-time world, how do you adjust to storytelling or does that play any kind of role in all of this?

Douwe: Programmatic is more into where and when and what frequency; it’s less about the content. And our storytelling predominantly focuses on the content of our communication, which closely relates to our media placement. So programmatic has not really impacted the story we’re telling, more when and where we telling it. And obviously, it allows us to find those people that are in our target audience. It allows us to find our specific audience better and faster than we normally do.

Drew: What are some of the pitfalls to be avoided?

Douwe: First and foremost, it’s very tempting to just focus on the storytelling. You first need to really focus on the story framework. Because our whole industry is so used to drafting a brief to develop an ad. Draft a brief; write a Tweet. But before you do the brief, you actually need to know your story’s framework. It’s like sending an improv artist on stage who doesn’t know what a story framework is.

Second, with storytelling there is not a single linear pass to it. You need to be very agile and experimental and embrace the mistakes and the failures you have along the way and have a very experimental mindset. You need to do a lot of trial and error and go down specific pathways to figure out what’s going to work for the brand or what doesn’t.

And last but not least, we’ve learned that you also need to make sure that you recruit and cherish the few storytellers in the building who have the passion and the talent to develop story frameworks. I discovered that there are quite a few people that have that innate balance at companies like Coca-Cola. In fact, Shari Neumann, who leads all our storytelling here at Georgia-Pacific is a former Coca-Cola person.