Posts Tagged ‘Nurture Marketing’

Veteran marketer and entrepreneur Chris Jacobs joins London, Ink consulting team

Friday, September 25th, 2009


Veteran marketer and entrepreneur Chris Jacobs joins London, Ink consulting team

 

Potomac, MD – September, 2009, London, Ink, a marketing and communications consulting and services firm headquartered outside of Washington, DC, announced the addition of Christina Jacobs to its team of marketing consultants and project managers to meet the demands of the company’s growing client base.

Jacobs, whose background includes marketing management posts at Chris Jacobs joins London, Ink as marketing consultantNextel, MCI and CoStar Group and AMS, is also co-founder of Girls in the Know, the popular and fast-growing online service that provides subscribers with exclusive offers from premier spas, salons, restaurants, designers and events.

“Chris has been a great addition to the London, Ink team,” said London, Ink founder and President Bob London.  “Not many people combine such deep practical marketing experience and expertise with an entrepreneur’s sense of innovation and resourcefulness.”

Jacobs provides on-demand marketing consulting, project management and implementation for a range of London, Ink clients—which supports the company’s lean, on-demand business model and enables clients to receive top-notch, cost-effective marketing support.

“Working with London, Ink gives me a combination of an interesting and engaging work experience with a high degree of flexibility, schedule-wise,” said Jacobs.  “It’s clear that the on-demand model works for clients as well to help them focus their budgets on the right priorities.”

London, Ink is already known for pioneering the ‘Virtual VP of Marketing’ concept which provides experienced project-based resources on-demand for organizations that need an injection of strategic marketing horsepower,” continued Bob London.  “Having more consultants like Chris means that London, Ink can serve a broader range of client needs with various levels, areas of specialization and price points.”

About London, Ink

 

London, Ink (http://www.londonink.com) is a marketing and communications consulting firm that helps early-stage and established organizations define and prioritize their products, services and marketing initiatives based on what the market needs–or doesn’t need.

 

In pioneering the Virtual VP of Marketing concept, London, Ink president and founder Bob London works with companies who aren’t ready for the cost and commitment of a full-time marketing executive to assess their market opportunity, determine the strategic options and develop a practical go-to-market plan, including market awareness, customer acquisition and retention, prospect “nurture” campaigns and targeted education programs.

 

Bob London has successfully managed marketing initiatives with annual budgets ranging from the $150 million network television launch of MCI Friends & Family (back when network tv really meant something) to under $25,000.  His work and writing has been profiled or covered by the Wall Street Journal, The Washington Post, the Miami Herald, USA Today and Marketing News (the AMA’s flagship magazine).  Bob recently spoke at the nationwide Unintentional Entrepreneur series.

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Research: Small biz use of social networks will double in a year.

Thursday, January 8th, 2009

Great info from destinationCRM.com and supports why companies should consider solutions like e.SSENTIALS from London, Ink, a fixed-price bundle of online/social marketing programs.  See e.ssentials.net for more info.

Given the state of the economy, Lamba writes that social networking is a relatively low cost solution that could help in fostering, “steady communication with existing partners, and clients as well as incubating new relationships” — a function both desired by consumers networking with friends and with employees in the workplace. The aforementioned IDC social networking survey, in fact, indicates that the majority of social networking users list communication as their number one reason for usage of such sites.

http://www.destinationcrm.com/Articles/ReadArticle.aspx?ArticleID=51944

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London, Ink Previews Latest “Executive Perspectives” E-Newsletter Here: http://tinyurl.com/62h83p.

Saturday, November 1st, 2008

London, Ink Previews Latest “Executive Perspectives” E-Newsletter Here: http://tinyurl.com/62h83p.

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Want to sponsor my new patio? (A creative way to subsidize home projects during a recession.)

Friday, October 17th, 2008

Let me just say that since we are in an economic downturn/recession/bust/depression, money-saving or cash-raising ideas that before may have seemed tacky or ill-conceived now deserve another look.

That’s why I decided to try and raise money for an expensive home improvement–my new flagstone patio—by selling something I call Brick Sponsorships.

Here’s how I got the idea:  Just before breaking ground on our new flagstone patio my family and I were at a local park when something I saw immediately struck me as an innovative albeit potentially controversial way to save some coin.  The park’s developer had taken contributions from local families and businesses who in turn got, as a permanent, tangible representation of their gift: a brick engraved with their names.

These bricks, hundreds of them, formed the border around the play area and sent an overall message of community involvement and certainly gave the donors a nice warm feeling not to mention another way to lower their Adjusted Gross Incomes.

But at their essence the sponsored bricks helped the developers defray the cost of the park by a few thousand dollars.

Could this same approach be applied to private, residential projects such as my new patio? For the answer, let’s review an excerpt from a conversation with my neighbor Mac regarding the possibility of becoming a Charter Brick Sponsor for my patio:

Me: Mac, have I told you about a great new opportunity?

Mac: What’s that, Bob?

Me: Well, a limited number of our friends, neighbors and family have a special, once in a lifetime chance to see their legacies permanently and elegantly enshrined in a highly visible area while also helping beautify the neighborhood!

Mac: (Suspiciously.) Tell me more, Bob.

Me: Well, you know that Monica and I are planning a new flagstone patio out front, right?

Mac: Right.

Me: And you know how many people come by in a given month, from our friends and family, their kids, our kids’ friends, neighbors, my parents, Patti’s folks, Patti’s book club, the poker gang, the FedEx guy and too many door to door solicitors to count?

Mac: Yes!

Me: Well, you and a select number of other individuals have a unique chance to have a beautiful, high–quality, U.S.-made brick with your name and message placed around the edge of our patio!

Mac: Really!

Me: Just think of how many people will see your name! Mac, this is the most unique way I’ve ever found to get your name out there in a high profile, quality fashion without the high costs usually associated with other marketing programs.

Mac: Yeah!

Me: You know the Greene’s a block over?

Mac: That new family from Columbus?

Me: Right! They’re in for three bricks! One for themselves, one for their kids and one from his parents in honor of their new house!

Mac: Is that so?

Me: They’re absolutely certain that their investment in these permanent, high quality pavers will result in more rapid awareness and acceptance in the neighborhood!

Mac: Bob, this sounds…expensive.

Me: Mac, you’d be surprised how affordable a brick sponsorship can be. But first let me tell you about our sponsorship levels:

Our most affordable package is Terra Cotta, which includes your name and message on one brick, plus a full color photo of your brick that you can proudly display in your home. This picture can easily increase your reach by 30% – 50% depending on the traffic through your home and specific room placement!

Our next option is Grande Terra Cotta, which gives you three bricks for the price of two. Think of what you can do with three bricks, Mac! You can honor different family members, resell this exclusive opportunity to your parents at a price you determine, or use two or even three bricks together to display an even longer message! Of course this options comes with a photo as well, in beautiful panoramic mode!

Our highest value option–and quickly becoming our most popular, is the Founder’s Club, which gives you the unbelievably distinctive opportunity to engrave your name and message directly onto a 2 foot square piece of flagstone! You can select either a perimeter slab or one towards the center of the patio, to maximize visibility. Which options sounds best to you, Mac?

Mac: Bob, I don’t know how I’d ever choose.

Me: Well, before you choose, there’s one more thing: If you order today I can guarantee your brick will be in place by the holidays–which guarantees an extra 30% viewership by virtue of the increased Christmas, Hannukah and New Year’s foot traffic on our patio!

Mac: Wow.  I just have one question, Bob.

Me: Shoot!

Mac: Have you taken your meds yet today?

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From LinkedIn Answers: “Improving B2B marketing results”

Monday, October 6th, 2008

 

Question on LinkedIn Answers: “What should a B2B marketing department do to improve the results it’s generating?”

http://www.linkedin.com/answers?viewQuestion=&questionID=336562&askerID=9584467&browseIdx=0&sik=&report.success=vfLh7ZiQxNtkwQoO3efsNN1zAgQ8WXmCT24lKBBmlHq_pfcN7JydQUoVP_zdv4b8

Response from Bob London:

Great question–which begs several precursors: (a) what are the goals? (b) how are “results” defined? (c) what measurement tools are in place today?

Probably safe to assume a B2B marketing department is charged with generating demand (leads) and in many cases educating/priming the market while positioning the company as a thought leader.

Here are some ways in which a B2B marketing department can improve results and not get lost in the characterization that “we’re not sure what marketing does relative to the business.”

*Philosophical/Management*

  • Commit to the challenge of contributing ROI for the overall marketing budget–so that the department pays for itself at least 15 – 20 times over each year.
  • Exert internal marketing leadership–take on the business’s longstanding challenges/dilemmas, whether it’s “why do we churn customers?” or “why don’t we know which marketing programs work and which don’t? or “where is our most profitable 3-year growth going to come from?”
  • Improve accountability–measure everything that moves (and everything that doesn’t for that matter). Every weekly update should include a review of 30 days previous results and forward projections. Integrate all systems (CRM, marketing automation, accounting) that will provide an end to end view of the data.
  • Assume a budget of zero (regardless of how uncomfortable this may feel)–then implement programs in order of priority and results. This will force you to orient the marketing budget and department around the company’s goals.
  • Listen to the rest of the organization–don’t bump heads with it.

*Tactical Suggestions*

  • Devote/redirect as much budget as possible towards lower cost, online lead gen and thought leadership initiatives. For each business challenge, ask the question: how can we address this via online strategies and channels vs. traditional. This will make the entire budget work harder on a dollar for dollar basis since it will be easier to track results.
  • Every B2B marketer should use Google AdWords; at least do a significant test using .05% of your total annual marketing budget. Do not run a generic ad pointing to your home page; rather offer a white paper or other valuable subject matter content, and point the ad to a specific landing page dedicated to that offer.
  • Optimize your site content so that it shows up in targeted searches for whatever you are marketing.
  • Make sure you are using some form of prospecting/hunting to bridge the gap between lead gen programs and sales. Prospecting (i.e. outsourced or in-house telemarketing) serves as a lower cost way to qualify leads as well as gather market data on prospect hot buttons and what competitors/ substitutes/alternatives your prospects are using.
  • Implement a simple but formal prospect nurture process whereby you treat every inbound inquiry as a long-term suspect and stay in touch via e-newsletters, white paper offers and webinars.
  • Have an intern or staffer collect all stray business cards that have not been entered into the marketing database and enter them as part of your nurture process.
  • Have an intern or staffer mine LinkedIn for prospect names using company names and job titles. Relevant contacts should be fed into an outbound teleprospecting process to qualify; interested contacts should then be added to the nurture process.
  • Add a “living” FAQ section to your site and regularly publish your answers to client/customer questions. Your answers will invariably include relevant keywords that can bolster your natural/organic page rankings on Google, et al. Also, we all tend to get the same questions from multiple people, so rather than rewriting the answer each time or searching your hard drive, just send the link to your blog/site where your answer already resides.

Hope this proves helpful!

Best regards,
- Bob London

Bob London
President
London, Ink
On Target. On Site. On Demand.
www.londonink.com

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The Entourage: How important (or self-important) do you have to be to have one?

Friday, October 3rd, 2008

Greetings, fellow corporate anthropologists.  Today we examine the origins and behavior of the dreaded one-brained, ten-legged, five-Blackberry-wearing entity known as The Corporate Entourage.

The first documented entourage occurred immediately after the appearance of the first sycophant in the year 800 B.C.  The charismatic corporate warlord, Bossus Overthetopicus, began traveling with five eager underlings everywhere he went in a specially designed chariot with third row seating.

Gradually these teams of toadies began taking on the characteristics of their leaders, such as emulating the boss’s style of dress, favorite watering hole, gait, font preference and salad bar choices—practices that continue to this very day.

Today it is commonplace for executive assistants to reserve seats at an event for “one adult and five sycophants, and please make sure we get the special entourage rate.”

Here is what you need to know about having an entourage:

  • Building an Entourage  According to the trade publication, Brown-Noser Monthly, every entourage should be composed of the following personality/skill types:
  • Yes Man/Woman While every entourage member must be skilled at flattery, bootlicking and general suck-uppery, it is important to have one person dedicated to this task as well as to documenting Best Practices in Brown-Nosing to help train new members.
  • Bag Carrier/Heavy Lifter  One sycophant must be strong enough to literally carry the boss’s luggage while also mastering the delicate skill of removing metal objects from the boss’s pockets while he’s on the phone in the airport security line
  • Sergeant-at-Arms  Another critical role is to keep other members of the retinue in line during potentially tricky or chaotic situations, such as the “which way should we pass the cookie plate” conundrum that often occurs towards the end of a business luncheon.
  • Subject Matter Expert (SME)  Of course someone must know more than anyone else in the room–since we know that’s not the boss–and be able to quickly supply relevant factoids, sound bites and counter-arguments during critical meeting junctures or dramatic “Perry Mason” moments.
  • Groomer (AKA “Body Man” in political circles)  This critical role keeps the boss’s person free from debris such as lint, stray eyelashes or dandruff flakes and keeps a comb and travel-size can of mousse at the ready at all times.
  • Joining an Entourage  If you are an aspiring or budding brown-noser, you must know where to find opportunities.  Look for top billing lawyers, particularly litigators who by definition require support teams to carry all those heavy files.  Also well-known for having entourages are sales executives (usually VP and above—everyone else is busy actually selling).
  • Entourage Succession Planning  The most insecure bosses will have a well-defined Entourage Succession Plan in case one of their sycophants gets killed, for instance, by a runaway luggage cart while racing another bootlicker to the curbside check in.  Also check job boards for Entourage Internships, even though one can only imagine the ignominy, drudgery and humiliation of being a sycophant to other sycophants.
  • Faking the Entourage  Bosses in the early stages of entourage-building must be resourceful.  One story emerged during the 1990’s telecom run-up in which an EVP of Business Development kidnapped three bewildered mailroom staffers from their loading dock smoking break and tossed them into his black Ford Excursion (a favorite of entourages for its 12 passenger seating and resemblance to a Secret Service transport) rather than attending his meeting without the appearance of a full complement of parasites.  A number of firms also offer “Rent-a-Suck-Up” services similar to the “Rent-a-Mobs” hired by public affairs firms to create the appearance of widespread support or opposition to an issue.

So the next time you see what appears to be a violent game of musical chairs breaking out in an airport lounge, don’t be alarmed.  Chances are it’s just an entourage fighting over the closest seat to the boss.

 


 

Bob London is president of London, Ink LLC, a full-service marketing and communications firm and serves as a Virtual VP of Marketing for growth-stage companies that need hands-on project-based leadership in marketing strategy and planning.  What is a Virtual VP of Marketing?  Click on http://www.londonink.com/wordpress/?p=22 to find out more.

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Bob on Bisnow, Part II

Wednesday, September 24th, 2008

http://www.bisnow.com/washington_dc_tech_news_story.php?p=1562

092408d.jpg

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Good post from John Quelch on “How CEOs should work with customers.”

Tuesday, September 23rd, 2008

Once again, John Quelch with Harvard Business Publishing, strikes at the heart of the CMO/CEO issue with this post on “How CEOs should work with customers.”

How CEOs Should Work With Customers

Yet an increasingly high percentage of Fortune 500 CEOs have not come up the ranks through marketing or sales. At the same time, in many companies, the chief marketing officer position turns over every two years. Facing the current economic downturn, companies need marketing skills more than ever. But while every corporate mission statement pays lip service to respecting customer needs, actual customer expertise is typically a mile wide and an inch deep.http://discussionleader.hbsp.com/cgi-bin/mt/mt-tb.cgi/2835

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Good post from Karen O’Brien (Crimson Consulting) on benefits of Twitter for CEOs

Tuesday, September 23rd, 2008

Worth reading even if (or especially if) you don’t see Twitter’s as a business tool.  (I don’t–yet.)

Twitter-ing CEOs: What is the benefit for busy execs?
Posted by Karen OBrien on 09/08/08 under Messaging, Positioning & Value Proposition, Interactive Services

There was an interesting story recently in Business Week on heads of companies and their take on Twitter. Given the amount of information overload and the pressure on CEO’s to be efficient with time, use of Twitter makes a lot of sense given its 140 character limit and ability to give/ get instant feedback.

http://www.achievemarketleadership.com/wp-trackback.php?p=264

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Java Blocking, Verbal Bear Hugs and Nuclear Coffee Breath. (Your Networking is Notworking, or How not to work a room.)

Tuesday, September 16th, 2008


Your Networking is Notworking.  (Or How Not to Work a Room)

There’s a highly recommended book called, “The Wisdom of Crowds,” that I have not read.

But hearing “The Wisdom of Crowds,” reminds me of the unwise things people sometimes do at crowded business functions.

Your average business networking breakfast or company event is basically full of insecure people who are forced either by their bosses or by the mortgage on their second homes to show up and attempt something called “schmoozing” with a room full of other insecure people, many of whom are armed with a dangerous thing called a quota.

So understand that no one-repeat no one—is there of his or her own volition.  This forced yet totally unnatural dynamic results in a veritable Petri dish of strange and often boorish behaviors, some of which I will now attempt to describe.

  • I have overheard hotel lobby cellphone conversations where full-grown professionals beg their bosses or spouses for permission to return to the comfort of their Lexus sedans rather than through those dreaded fake-wood paneled double doors.
  • I have witnessed well-dressed and otherwise polished individuals whisper pep talks into bathroom mirrors.
  • I have observed semi-articulate, regionally-accented executives rise to ask a question of a panelist and proceed to deliver a nine-minute preface/soliloquy containing his views on Net Neutrality, Sarbanes-Oxley, the coming of another Cold War and Dilbert, all without taking a breath.
  • I have experienced a phenomenon known as Java-Blocking, where someone decides that the coffee station is the perfect place to set up shop and begin to network, thus creating a backup of which the Woodrow Wilson Bridge would be proud.
  • I have smelled Nuclear Coffee Breath so intense, even at a distance of ten paces, that it caused carbon dioxide detectors to sound and the fire department to show up.
  • I have consoled a colleague who was deemed by a fellow networker not to be Cardworthy—she only had four cards left and didn’t think he merited one.
  • I have talked to people who spent the entire 12-minute conversation looking past my shoulder as if they expected one of the Steves (Ballmer, Jobs, Case, Seagall) to enter the room at any moment.
  • I have picked up distress signals from associates trapped in an interminable conversation known as a Verbal Bear Hug, desperately seeking a knight in shining wing-tips to come to the rescue.

I hope this column will, in some small way, build awareness of these all-too-common dysfunctional behaviors and contribute to their ultimate demise.  Wishful thinking, I know.

Bob London is president of London, Ink LLC (www.londonink.com), a full-service marketing and communications firm, and serves as a Virtual VP of Marketing for growth-stage companies that need hands-on project-based leadership in marketing strategy and planning.
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