Bright Shiny Objects Attract

ADMA AC&E Awards

Like moths to a light bulb,  the rising sun, a friendly smile – we’re attracted to big bright shiny objects that bring warmth and show more (without being over bearing)

So when it comes to your business marketing (or your personal marketing), does your marketing attract and who does it attract?  Does it attract the type of customer you want? Does it reach, connect and engage with your audience or is it just more noise that get’s ignored?ADMA AC&E Awards

There is so much content out there and  most is crappola – the same can be said for much advertising and marketing BUT,

great creative gets attention AND quality will (or should) rise to the top.

The ADMA AC&E  Awards – (the Association for Data-driven Marketing and Advertising) this week presented the best digital creative campaigns in Oz.

It was a pretty swish glitzy type of affair and what was immediately interesting was to see is how much this event resembled the TV Ad Award days of the past – indicative of where the advertising and media dollars are going today (and will only increase)

For me a couple of award winners really stood out.

Tiger Airways Infrequent Flier Campaign  http://infrequentflyers.com/

Attached is a copy of the detailed submission.  The marketing challenges make for interesting reading –

A SMALL AIRLINE WITH A BIG BAD REPUTATION DESCRIBING THE DOMESTIC AUSTRALIAN AIRLINE MARKET AS CHALLENGING WOULD BE AN UNDERSTATEMENT. THERE’S THE BIG 3; THERE’S QANTAS, THEIR BUDGET COUSIN JETSTAR, AND GLOBAL INDEPENDENT, VIRGIN. ALL THREE ARE GOLIATHS IN COMPARISON TO LITTLE TIGERAIR AUSTRALIA WITH JUST 13 PLANES. IF THAT WASN’T CHALLENGING ENOUGH, TIGERAIR AUSTRALIA IS A BRAND PEOPLE LOVE TO HATE. HAVING BEEN GROUNDED IN 2013 FOR 6 WEEKS BECAUSE OF SAFETY CONCERNS, TIGERAIR HAD A REPUTATION FEW AIRLINES COULD RECOVER FROM. NONETHELESS, TIGERAIR PERSISTED. OVER THE SPAN OF 12 MONTHS, TIGERAIR DRAMATICALLY IMPROVED ITS OPERATIONS. BUT WITH YEARS OF BAD PRESS AND POOR CUSTOMER SATISFACTION, TIGERAIR WAS STILL AN AIRLINE FEW AUSTRALIANS WANTED TO FLY. IN FACT 59% OF AUSTRALIANS REFUSE TO FLY THE AIRLINE, EVEN THOUGH MOST HAD NEVER EVEN FLOWN TIGERAIR BEFORE. THE BRIEF IN ORDER TO SUCCEED IN DRIVING SALES IN THE LONG-TERM, WE IDENTIFIED THE NEED TO DEVELOP A MORE DIRECT RELATIONSHIP WITH OUR CUSTOMERS. ADDITIONALLY, WE NEEDED TO GIVE PEOPLE A REASON TO CHOOSE TIGERAIR NOT AS A LAST RESORT BECAUSE IT WAS THE CHEAPEST OPTION, BUT AS THEIR FIRST PORT OF CALL BECAUSE IT OFFERED THE BEST VALUE.

The results

The other

Play With YourSelf – Blue Ball Foundation http://playwithyourself.org/

Agency – M&CSaatchi 

The “Play With Yourself” campaign was very clever – highly targeted and extremely relevant to the audience.  The disruptive nature of the campaign within the porn stream meant the call to action was for most – immediate.

The challenge for all advertisers and marketers is to constantly raise the bar (no pun intended).

For all the Winners please click here.

Until next week – Maxy – oh yeah – thanks to marketo for the invite.

Thinking and building a Start-Up in a Commercial Organisation

I’ve taken the role of developing and commercializing a new opportunity with my organisation.  It’s not the first time I’ve taken on such as task so it’s a matter of applying the lessons and tools I’ve used before.  So, how do you start thinking and building a Start-Up within a Commercial Organisation?

Lots of reading for the next week or so.

This is not a book review but there’s a couple of books and a tool-set I wished was around in those earlier days – Eric Ries Lean Start up and The Start-Up Owners Manual –  the information provided a way of thinking and approaching the same old problem of new business creation but with a new model and approach that resonated more with Silicon Valley entrepreneurship than the MBA business plan approach.

A key element of that is the one page Business Model Canvas.

Version       Designed for:      Date:

7. Key Partners

  • Who are our Key Partners?
  • Who are our key suppliers?
  • Which Key Resources are we acquiring from partners?
  • Which Key Activities do partners do?

Motivations for partnerships:

Optimization and economy

Reduction of risk and uncertainty

Acquisition of particular resources and activities

8. Key Activities

  • What Key Activities do our Value Propositions require?
  • Our Distribution Channels?
  • Customer Relationships?
  • Revenue streams?

Production

Problem Solving

Platform/Network

1. Value Propositions

  • What value do we deliver to the customer?
  • Which one of our customer’s problems are we helping to solve?
  • What bundles of products and services are we offering to each Customer Segment?
  • Which customer needs are we satisfying?

Characteristics

Newness

Performance

Customization

“Getting the Job Done”

Design

Brand/Status

Price

Cost Reduction

Risk Reduction

Accessibility

Convenience/Usability

4. Customer Relationships

  • What type of relationship does each of our Customer
  • Segments expect us to set up and keep up with them?
  • Which ones have we established?
  • How are they integrated with the rest of our business model?
  • How costly are they?

Examples

Personal assistance

Dedicated Personal Assistance

Self-Service

Automated Services

Communities

Co-creation

2. Customer Segments

  • For whom are we creating value?
  • Who are our most important customers?

Mass Market

Niche Market

Segmented

Diversified

Multi-sided Platform

6. Key Resources

  • What Key Resources do our Value Propositions need?
  • Our Distribution Channels? Customer Relationships?
  • Revenue Streams?

types of resources

Physical

Intellectual (brand patents, copyrights, data)

Human

Financial

3. Channels

  • Through which Channels do our Customer Segments
  • want to be reached?
  • How are we reaching them now?
  • How are our Channels integrated?
  • Which ones work best?
  • Which ones are most cost-efficient?
  • How are we integrating them with customer routines?
9. Cost Structure

  • What are the most important costs inherent in our business model?
  • Which Key Resources are most expensive?
  • Which Key Activities are most expensive?

Is your business more:

Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)

Value Driven ( focused on value creation, premium value proposition)

sample characteristics:

Fixed Costs (salaries, rents, utilities)

Variable costs

Economies of scale

Economies of scope

5. Revenue Streams

  • For what value are our customers really willing to pay?
  • For what do they now pay?
  • How are they currently paying?
  • How would they prefer to pay?
  • How much does each Revenue Stream contribute to overall revenues?

Types:

Asset sale

Usage fee

Subscription Fees

Lending/Renting/Leasing

Licensing

Brokerage fees

Advertising

fixed pricing

List Price

Product feature dependent

Customer segment dependent

Volume dependent

dynamic pricing

Negotiation( bargaining)

Yield Management

Real-time-Market

The one page business model canvas forces you to look at all elements of the proposed business.  It’s a real-time worksheet that allows you to challenge your assumptions, test your logic and if necessary pivot like a half back.

Create your own Business Model Canvas