Integrated Marketing Communications Program

Whether good or bad, rumors can have a big effect on a college. Stories about your institution’s positive results can send its stock soaring with students and parents. Negative gossip can hinder yield programs and enrollment.
 
Rumors don’t have to be true to have impact. According to eminent social psychologist Elliot Aronson, PhD and colleague Anthony Pratkanis, PhD, in the 1980s the “Leaflet of Villejuif” began circulating in France. This plain typewritten pamphlet exhorted parents to boycott popular soft drink brands like Coca-Cola, Schweppes and Canada Dry, charging they contained dangerous chemicals that could harm children.
 
The power of rumor and innuendo
 
A survey of 150 French housewives found that 19% had stopped buying the brands mentioned. Another 69% said they intended to support the boycott. Elementary school teachers and physicians were surveyed; half of the doctors and nearly all the teachers agreed with the leaflet’s statements. Fewer than 10% of these educated professionals bothered to check the truthfulness of its claims. That’s sad, because virtually all of them were false. E330, the food additive claimed to be highly carcinogenic, was actually the European Union’s code for harmless citric acid, found in oranges and grapefruit.
 
Mark Twain wrote, “A lie can travel halfway around the world while the truth is putting on its shoes.” It can do a great deal of damage along the way. Because we hear rumors from people we know or learn about them through trusted media sources many don’t bother to check their validity. But they can have a big impact on reputations, applications and yield.
 
One study asked participants to rate political candidates after reading fabricated headlines. Some contained a direct accusation (“Bob Talbert Linked with Mafia”), a damning question (“Is Karen Downing Associated with a Fraudulent Charity?”), a denial of impropriety (“Andrew Winters Not Connected to Bank Embezzlement”) or a completely neutral statement (“George Armstrong Arrives in City”). Aronson and Pratkanis relate:

The results showed, not surprisingly, that candidates linked with a directly incriminating headline were perceived more negatively.  Strikingly, however, merely questioning whether a candidate had performed an undesirable behavior also resulted in negative perceptions of the candidate – just slightly more positive than those evoked by a direct incrimination…The source of the innuendo made little difference. The candidates were still rated negatively even if the source of the headline was a newspaper lacking in credibility (the National Enquirer or the Midnight Globe as opposed to the New York Times or the Washington Post).

 What can you do about rumors?
 
According to marketing professor Allan Kimmel, one key to rumor control is: “Talk!...For the most part, a refusal to talk, whether it be to journalists, [students and parents]…or other concerned parties conveys the message that the [institution] has something to hide and adds to uncertainty, or sometimes merely serves to confirm the fears underlying the requests for information.”
 
But, “In order to stand a chance of succeeding," say Drs. Aronson and Pratkanis, “such refutations should not overstate the case, should embed the rumor in a negative context (or damn it, refute it, then damn it again and replace it), and should not repeat verbatim particularly memorable rumors.” Quick action by high-ranking college officials can limit the damage false factoids may cause. Institutions with established records of integrity and community service will find it easier to protect or restore their reputations.

The Allied Group is an innovative, award-winning marketing communications company offering Search, Conversion, Stealth and Yield programs as well as full-service fulfillment to colleges and universities.
 

Whether good or bad, rumors can have a big effect on an organization. Stories about a company’s positive results can send its stock price soaring. Negative gossip about a firm can seriously hurt sales. 

Rumors don’t have to be true to have impact.  In the 1980s the “Leaflet of Villejuif” began circulating in France. This plain typewritten pamphlet exhorted parents to boycott popular soft drink brands like Coca-Cola, Schweppes and Canada Dry, charging they contained dangerous chemicals that could harm children. 

The power of rumor and innuendo

A survey of 150 French housewives found that 19% had stopped buying the brands mentioned. Another 69% said they intended to support the boycott.  Elementary school teachers and physicians were surveyed; half of the doctors and nearly all the teachers agreed with the leaflet’s statements. Fewer than 10% of these educated professionals bothered to check the truthfulness of its claims. That’s sad, because virtually all of them were false. Eminent social psychologist Elliot Aronson, PhD and colleague Anthony Pratkanis, PhD state in their account that E330, the food additive claimed to be highly carcinogenic, was actually the European Union’s code for harmless citric acid, found in oranges and grapefruit.

Mark Twain wrote, “A lie can travel halfway around the world while the truth is putting on its shoes.” It can do a great deal of damage in its travels. Because we hear rumors from people we know, or we learn about them through trusted media sources, we often don’t bother to check their validity. But they can have a big impact on both reputations and sales.

One study asked participants to rate political candidates after reading fabricated headlines.  Some contained a direct accusation (“Bob Talbert Linked with Mafia”), a damning question (“Is Karen Downing Associated with a Fraudulent Charity?”), a denial of impropriety (“Andrew Winters Not Connected to Bank Embezzlement”) or a completely neutral statement (“George Armstrong Arrives in City”).  Aronson and Pratkanis relate:

The results showed, not surprisingly, that candidates linked with a directly incriminating headline were perceived more negatively.  Strikingly, however, merely questioning whether a candidate had performed an undesirable behavior also resulted in negative perceptions of the candidate – just slightly more positive than those evoked by a direct incrimination…The source of the innuendo made little difference. The candidates were still rated negatively even if the source of the headline was a newspaper lacking in credibility (the National Enquirer or the Midnight Globe as opposed to the New York Times or the Washington Post).

What can you do about it?

According to marketing professor Allan Kimmel, one key to rumor control is: “Talk!...For the most part, a refusal to talk, whether it be to journalists, customers…or other concerned parties conveys the message that the company has something to hide and adds to uncertainty, or sometimes merely serves to confirm the fears underlying the requests for information.”

But, “In order to stand a chance of succeeding," say Aronson and Pratkanis, “such refutations should not overstate the case, should embed the rumor in a negative context (or damn it, refute it, then damn it again and replace it), and should not repeat verbatim particularly memorable rumors.” Quick action by high-ranking officials can limit the damage false "factoids" may cause. Organizations who have established a record of integrity will find it easier to protect and restore their reputations.

The Allied Group is a marketing communications company offering full service fulfillment programs ,innovative marketing communications strategies and marketing support services to insurance and financial services companies.

“Why Won’t People Listen to Good Ideas?” discussed research showing that those with strongly ingrained views won't mentally process sound evidence presented by the other side. Is there anything we can do to encourage parents, students, colleagues or faculty to consider solid facts we raise?

First, it’s important to understand why many won’t listen. One reason became apparent in a series of studies starting in 1959. Eminent social psychologist Dr. Elliot Aronson explains that research began in a southern town deeply divided over racial segregation. Most today clearly recognize the evils of apartheid, but in 1959 it was a burning issue, particularly in the South. Researchers selected people with strong feelings for or against segregation. Then they presented a series of arguments on both sides of the issue. Some were plausible, others were lame. A survey on the points each recalled was telling. People remembered the logical arguments supporting their position and the illogical arguments that backed the opposing view.

A number of follow up studies produced similar results. The answer was clear. People ignored or quickly forgot points that might prove their opinion wrong. They focused on the opposition’s lame arguments because these strengthened their position. This phenomenon is called Confirmation Bias. Finding the right answer took a back seat to proving they were right. The highly respected Dr. Aronson explains:

During the past half-century, social psychologists have discovered that one of the most powerful determinants of human behavior stems from our need to preserve a stable, positive self-image. Most of us want to believe that we are reasonable, decent folks who make wise decisions, do not behave immorally and have integrity.

Thus, when confronted with factual information that might show us mistaken or foolish, we automatically tend to ignore or dismiss it, focusing instead on any piece of data that might prove us right.

One study found smokers who tried but failed to quit were least likely to recognize the dangers of smoking. Clearly, dismissing inconvenient facts can prove destructive to individuals and businesses. It’s important, then, to recognize that while those on the opposite side of an issue may ignore sound evidence, we too are fully capable of making that mistake.

Removing the blinders

First, we must realize that every party in a discussion, including us, may display confirmation bias. How can we combat it? One way is to remind ourselves that our willingness to honestly consider all evidence takes moral courage and strength, highly admirable traits. That realization may help us past the tendency to protect our ego by defending a position. Researcher Dr. David Myers recommends that senior managers require their staff members who present arguments to give one good reason why they could be wrong.

To help others avoid ignoring valid evidence, we can try a psychological technique called “labeling.” We could begin a discussion by praising our associates for the open-mindedness and fairness they’ve previously shown. This technique was used to great advantage by former Egyptian President Anwar Sadat. Communications psychology expert Robert Cialdini, PhD relates,

Before international negotiations began, Sadat would assure his bargaining opponents that they and the citizens of their country were widely known for their cooperativeness and fairness.

Did his technique work? Despite the notoriously entrenched positions in the Middle East, Sadat and former hard-liner Menachem Begin negotiated the only modern peace treaty between an Arab nation and Israel.  I rest my case.

The Allied Group is a marketing communications company providing integrated marketing communications programs and full service fulfillment services including Search, Stealth and Yield programs as well as publication design, printing and distribution to colleges and universities.

Well, I'm sure by now you have probably realized from my last post and now this one... I love starting my day with a nice cup of coffee.

So, I thought I would share an experience I had the other day. I pulled up to my local Starbucks drive through for the first time in months and the barista, Starbucks employee, who took my order sounded hurried. I thought it was a little odd given Starbucks has a brand identity of being laid back and focused on making good coffee and not necessarily of being in a hurry. Since there was no one behind me, I shrugged it off as they must have a big line inside.

Then as I was patiently waiting to pull up to the window the barista chatted it up with the car in front of me. I thought it was nice that she spent the time being personable with probably one of her regulars. When I did eventually pull up to the window, only 5 minutes later, I was greeted with a big smile and asked how I was doing. Then I was handed a free drink card for the next time I visited a Starbucks. Score! I'm definitely going to come here more often!

The next day I came across an article that highlighted how Starbucks had strayed away from their typical ambient setting and was focusing on how to serve people faster. In doing this, they alienated some of their regular customers. Realizing their misstep of straying too far away from their brands core values, they asked their customers for help with the launch of a website, mystarbucksidea.com.

In launching this as part of an integrated marketing communications program, they gave their community a place to give the brand some feedback on what they are doing right & wrong, what coffee flavors they want them to bring back & different promotions they think Starbucks should offer, such as free coffee on election day and mini Starbucks cards.

Obviously - the barista who gave me the free coffee card has achieved the perfect balance the launch of the website was striving for. She realized she had rushed me and in doing so, had strayed away from their brand identity. To make up for it, she offered me a free drink. Starbucks found what their customers were looking for by using a personalized virtual place for people to give feedback and then strategized and implemented plans to keep their customers happy.

We can all take this into consideration when it comes to our daily interactions as marketing and sales support professionals. We don't need to be the one to provide the fastest or the cheapest quote. It is more important to have personal relationships with our clients by focusing on the one to one communication, finding out what's important to them and offering them a personalized experience with their marketing communications company that they don't receive anywhere else. 

Stick to your core brand values.  That's what keeps the regulars coming back.

Insurance companies who must fight for market share with giants got some good news from a study published this spring. The report, from business researcher Global Reviews, highlights the critical roles IT and marketing professionals play in winning sales when prospects are searching online.

Marketing’s crucial role in creating demand

Marketing's role is especially important with the growing cadre of new customers who search the web. Internet marketing expert Dave Chaffey reports that research conducted on 10,000 households found that for some products, like airline tickets, the average prospect visited no more than two websites before making a purchase. This may be due, in part, to their preference for well-known brands. Global Reviews’ study on insurance buyers found that 36% already had a company in mind when they began their search.

This seems to give an advantage to well-known companies like Allstate, Aflac, State Farm, Prudential, Aetna, GEICO and Progressive. Worthy but less advertised carriers could win a place on insureds’ short lists by stepping up their integrated marketing communications programs. Studies have shown that pleasant familiarity alone can make a person or organization more attractive to consumers. Without the skilled efforts of insurance marketers using an array of media including broadcast, direct mail and the Internet, high quality companies or their agents may never get a chance to make their case. Effective Internet advertising can be crucial in attracting the 64% of insurance buyers in the study who began their web search without a particular company in mind.

IT’s work stimulates conversion

Global Review’s research showed the important part IT plays in actually converting the leads that good marketing drives to the company website. Their investigation revealed that even when prospects already had a company in mind, only 65% bought insurance from a firm on their short list. That means a full 35% got their coverage from a company from whom they hadn't planned to buy when they started. Some websites apparently did a poor job in conversion. According to CEO Greg Muller, their investigation showed that once prospects arrive at your site, “a better customer experience from a lesser known brand can often win out.” Well-designed sites can create that experience if they:

• provide easy access to information that insurance buyers want (in logical sequence)
• feature engaging graphics
• include high quality content
• encourage interaction
• entice visitors into making commitments, large or small

The first four points may seem obvious. The last is taken from years of research in social psychology. A multitude of studies reveals the power of the “foot-in-the-door technique,” under the right conditions, to turn small commitments into substantial agreements. The Allied Group, a marketing communications company that offers marketing, marketing support and full-service fulfillment programs to the insurance industry (and others) has achieved excellent conversion rates using this technique. How? Look for more in my next post.

The key to a CSR's success is setting realistic client expectations up front and planning to over-deliver on every project. The success of any integrated marketing communications program, or print fulfillment project is often determined before it starts.

Success is defined by the client; it is a mental image clients have of what they will receive. So the CSR and Sales Consultant's goal is to shape the client's expectations so that they  can deliver more than the client's definition of success.

Just the other day I was helping a client set up a sell sheet to be a part of our document management program. Before I even started the set up process I explained that the process from start to finish was probably going to take a few days (managing their expectations). Then when it was completed in one business day (exceeding their expectations), they were impressed.

This is one of the many ways we create the client experience here at The Allied Group. 

• Moral Influence: The people (sales, marketing, finance, operations) must be in harmony with the leaders.
  
• Weather: The interaction of natural forces that affect the conduct of operations in accordance with the season. A direct mail campaign for snow blowers in July ???
  
• Terrain: Whether the ground is traversed with ease or difficulty, whether it is open or constricted, and the chances of life and death. If closing the sale requires a live demo - will the product travel well, can sales do the demo, are the prospects near each other, are there tariff or tax implications that will complicate the deal?
  
• Command: The General's qualities of wisdom, sincerity, humanity, courage and strictness. I liked all of the qualities of a Sales and Marketing VP right up till "strictness." Who wouldn't love a boss that was wise, sincere, humane and had the courage to try new things....and we all know that no one likes a boss without a spine. 
  
• Doctrine: organization, control, assignment of appropriate ranks, regulation of supply routes, the provision of items.  What a waste if Marketing designs a cool new campaign - but it mails late because no one funded the USPS escrow account... or Sales has a killer blitz but operations can't keep up with the incoming requests...
  
• There is no General who has not heard of these five matters. Those who master them will win, those who don't are defeated.  Nothing new under the sun - we all know the right way to manage our Sales and Marketing efforts... 
  
  So how do we do it ?

1. Invest in an Integrated Marketing Communications Campaign
   1. Research
   2. Data Appending
   3. One to One Communication
   4. Lead Generation
   5. Stealth Programs
   6. Nurture Marketing
   7. Customer Acquisition
   8. Loyalty and Rewards
   9. Cross Selling
   10.   Referrals
       
   • Strategize - Execute - Measure -
     
   • Repeat Step 3.
     
   • Read and recommend a book......

Early in their educational lives, students are told that a truly bright economic future depends on a degree from an elite college or university. Is that really true? Not according to Dr. Alan Krueger, Professor of Economics and Public Affairs at a most elite institution, Princeton University. Dr. Krueger was interviewed for the June, 2011 issue of Money magazine, where he stated:

My colleague Stacy Dale and I tracked more than 26,000 students who were freshmen at a group of about two dozen colleges, which included schools such as Penn State and Yale. Over the course of their careers, the students who chose not to attend the most selective school to which they were admitted earned about as much as those with similar grades and test scores who went to the highest-ranked college they got into.

This research demonstrates that the quality of student and program outranks the elite status of the institution in determining earning power. This reminds one of research published by Malcolm Gladwell in Outliers. It was a list of where the last 25 Americans to win the Nobel Prize in Medicine prior to 2008 got their undergraduate degrees. As expected, the list included institutions like:

• Harvard University
• Columbia University
• Yale University
• Brown University
• MIT
• Amherst College

But Nobel laureates in Medicine were just as likely to have gotten their bachelor’s at:

• Antioch College
• Holy Cross
• Hunter College
• DePauw University
• University of Minnesota
• Union College, Kentucky

Clearly, the quality of pre-med programs at these institutions was sufficient to put high achieving students on a path to greatness. As Dr. Krueger put it: 

There is far too much pressure on high school students to go to the most elite schools…My advice is if you have a child applying to college, ignore the various rankings.  No one school is automatically better for all kinds of students.

Admissions officers and marketers at all but the 24 most elite institutions will undoubtedly find this message one they will want to get out to students and parents. But even with a great story, it’s not easy to wrestle with giants like the elite schools studied by Professor Krueger. 

How can good colleges consistently succeed in the shadow of great universities? One way is to consider how other organizations in similar circumstances have found ways to thrive.  With one such organization the unique nature of its integrated marketing communications program is key. We will examine this in “Keeping Admissions Marketing on Target,” It will be the next post in this blog on The Allied Group website.

Organic business development requires a comprehensive, coordinated 3-part effort. You must have sufficient strength in each of the marketing and sales support and customer service areas of your company to attract, acquire and retain customers.

The Venus Fly Trap is nature’s equivalent of a well-run marketing and sales support and retention program. Like many plants they get fed both from gases in the air and nutrients in the soil. But it is in catching the “right” insects that will help the flytrap truly thrive rather then just exist. To be considered carnivorous, a plant must attract, capture and digest some kind of animal life.

The plant must first secrete a sweet-smelling sap that is attractive to its’ intended prey (marketing). After an insect lands on the plants’ trap it will close, but not all the way, in about one second. Insects that are too small or too large are released because they provide inadequate nutrition or are “too big to swallow”(sales qualification). Stones, nuts or other inadvertent objects are released in about twelve hours if they don’t meet the flytrap’s expectations (firing the wrong customers). If the plant finds the captive bug to its’ liking however, (the “just right” customer), the trap is shut tight never to open again until the next catch (retention).

Just so you know, successful, natural business development and local lead generation must work together in just the same way, with all three steps to build long-term loyal customers and revenue stability through an integrated marketing communications program.

Things in nature usually work very well. Design your marketing and sales support and retention process just as well to build long-term repetitive success.

I just sat through a fascinating presentation by Harry Gold of Overdrive Interactive on social media marketing. Several things stood out.

There is a misconception among some that much if not all of this stuff is “fluff”. It’s not.
Many people that I’ve spoken with think social media marketing only works with B-to-C applications. That’s wrong.

You can “dabble” in it and maybe get a hit or two along the way that will turn into something over time. Maybe- but – not likely.

Here are the three words I’d offer to counter those arguments.

Sophisticated. On the contrary to the “fluff” argument, the strategic marketing consultancy "types" who engage (successfully) in social media marketing are very sophisticated. It is not child’s play. The creative and technological aspects of a marketing services company successfully deploying it are every bit as critical as traditional media channels.

Savvy. B-to-B organizations are have woken up to the need to add social media marketing to their integrated marketing communications program. Over 80% of companies with more than 500 employees are doing it. They realize that if “you’re not in it – you’re outside it”.

Serious. They say that politics is a full-contact sport. So is marketing and sales support / business development / revenue and customer creation. If you want to grow your business in the 21st Century, you need to figure out how to add social media marketing to your mix.

I’m not a believer in “silver bullet” answers or putting all your eggs in one basket. But, just so you know, if it’s not, social media marketing should be a big part of the plans for your integrated marketing communications program in the future.