LHH Rebrand. Is it enough just to give a company a new look? For Lee Hecht Harrison (LHH) the answer was no. After Landor (London) created the new brand identity, LHH engaged Carbon Design to give it life and help reposition the organization with buyers to sell a broader set of solutions.
For the past five months two Carbon teams have worked on new messaging, positioning and creative assets to give meaning to the identity.
LHH launched the new branding at an event in Dallas on January 22, 2020.
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by Katie Weisz Estimated read time: 1 Minute CEO, Scott Gillum, had the chance to be a guest on “AQ Blog and Grill” with host, Alan Quarry. As Alan states on his website, the show “dishes up food for thought on entrepreneurship, branding, startups and more in this video-based weblog.” In this episode, Scott shared more on the building of Carbon Design Co., how he has built consulting success around the idea of “working differently”, and how Carbon delivers value-based services thanks to the team and a “smarter not harder” approach. Follow the conversation here:
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Scott sat down with an old friend and senior tech executive, Stephanie Anderson, to discuss how to survive and thrive in the sales culture as a B2B marketer. With Stephanie’s substantial background in sales, service, marketing, and now as the chairman of the board of a healthcare software company, she brings a vast amount of knowledge and expertise to the conversation.
In the interview clip, Stephanie and Scott talk about sales misperceptions of marketing and what marketers can do to strengthen the relationship.
Along with the discussion on sales and marketing culture, Scott and Stephanie also dive into a conversation on CMOs, what is on their minds, advice for those new to the role, and what should be top of mind when “selling” to a CMO.
Watch the Full Interview here.
https://vimeo.com/368034169
Highlights from the Full Interview:
2:31- The advantage of having a sales background
10:20- The Sales versus Marketing divide
20:03- What is on the minds of CMOs
25:20- What advice would you give new CMOs.
To hear the conversation with Stephanie, listen or download here.
Over the last few months, I have had the opportunity to attend industry events, review new research on buyers and sellers, work with clients on very difficult challenges and observe the behavior of sales and marketing teams working together… and I’m worried.
I’m worried because of the following. Albeit a small sample size, I am seeing the issues below across organizations of various industries, big and small.
– Confusing Activity for Performance, Again
Despite our ability to measure more than ever I have observed organizations rushing campaigns out the door without proper performance metrics defined and/or proper mechanisms in place to capture performance data. And when flagged, the client took a pass on putting them into place because it would take “too much time.” The behavior of go, go, go is pervasive.
– Overreaching Procurementand IT
This observation is unique. It’s the first time I’ve ever seen the procurement and IT group change the requirements on making a purchase decision. The group changed the client sponsor’s key decision criteria to bring in their preferred vendor costing more than $100,000 above the next highest bid. The owner of the work did not get what they wanted and the organization ended up paying more for it. Someone has too much budget.
– Basic Building Blocks are Missing or Skipped
Database quality is owned by everyone, and no one, customer profiles lacking basic information (like emails), performance metrics are missing or not being tracked, process metrics are in place but not used, call list are not being bounced up against do not call list, agencies lacking knowledge on their clients customers and products, and on and on and on.
– Lack of Accountability
Large chunks of money being dropped on media without accountability on the performance of the spend, and sales comp not aligned to organizational revenue objectives and goals. Also see bullet above.
– Silver Bullet
Related to bullet #3, over reliance on the MarTech stack to fix basic problems that they were not intended to fix. The ramping up of Data Science departments to run sophisticated analysis on data that they may, or may not, realize is compromised. Marketing investment decisions being made using outdated marketing optimization models that only output “spend more” recommendations.
– Status Quo
Lack of courage or motivation to make difficult decisions that would impact performance for fear of being disruptive. Control issues that prevent real change from being made by team members who see opportunities to improve performance but may be perceived as threatening to others. “Things are good, don’t rock the boat.”
– Doing the Dirty Work
This is the most disappointing of all of the things I’ve observed. Good marketing is hard work. It requires research to understand buyers, products and competitors. And guess what, it takes time. Recently, I was in a meeting about a new positioning for the organization. Everyone was excited by the idea but the marketing team lost it’s enthusiasm when they heard the amount of work needed to take to bring the idea to life in a campaign. Breakthrough work requires ergs of effort to make it great. It’s the price you pay…get over it.
Much of what I have observed are symptoms of good economic times. Organizations flush with budgets, high demand for products and services, and growing profits are causing organizations to operate inefficiently. The reason this is so concerning is because we’ve seen this movie before, most recently in 2008.
Things are in motion. The trade war, the presidential election, candidates promising to come after industries and corporate profits, big tech getting squeezed by governments over their size and privacy issues.
For the past five years we’ve been able to get away with average efforts. Strong economies and demand bring about waste. “Doing” became more rewarding than “thinking.” Put more in the top and even more comes out the bottom. But those days are numbered.
Being smart about what you do and why, will become a necessity again. Doing more with less will become the reality. So as you do you 2020 planning, have a mindset that a recession is coming. Try taking an approach that assumes you have 20% less budget than last year. Here are 10 things to consider.
What would you cut to reach a 20% reduction, and why? Lay out 3-4 different scenarios.
What would you invest in in Q4 2019 to set you up to be more efficient in 2020?
If you had to turn off 2-3 tools what would they be, and why?
If you had to shut something down to reinvest to get a better return what would it be and where would you put the money?
Could you move something off of your budget line and onto someone else?
Are you paying for something that you shouldn’t or it benefits some other group?
Could you centralize something and get greater efficiencies?
Could you consolidate vendors to be more efficient?
Could you do less and produce better results by sticking to a limited set of priorities?
Could you have one centralized campaign and tie it to several products/markets or goals?
The goal is to become 20% more efficient. Even if the recession doesn’t come next year you’ll be able to clean up some of the sloppiness that comes with good economic times.
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“Who invited marketing to the sales pitch?” It was said in passing, and intended as a joke, but the marketing team got the point.
The comment was made in a recent messaging workshop. The head of sales expressed his frustration at the messaging being developed by marketing. His point — there was nothing different. It sounded like the same sales pitch they had been giving customers for years.
He was right, and it got worse. Marketers were sending the message to the same audience, creating even more reason for buyers to tune them out. Good marketing, as we all know, should help open doors for reps, not close them in their faces, which is what was happening.
The Situation
The company was in the ingredient business. Similar to an OEM, their ingredient went into a part that was a component of a product bought by customers. Their additive had been on the market for 10 years and as an “ingredient” had few unique selling features. Its value was defined by how it was used further down the value chain. Keep this in mind while as you continue reading.
As a regulated additive, sales reps spend much of their time helping parts manufacturers understand how, and when, to use the ingredient. Despite this knowledge, parts manufacturers were reluctant to increase its use…growing share in existing customers was difficult and converting new buyers to use it was challenging. They had “pigeon-holed” the ingredient for only certain uses.
Unlocking Value to Create Demand
Making things even more difficult, the company relied on the part manufacturer to convince the product maker to add their ingredient. The reality was, the part maker only used the ingredient when it was required by the product manufacturer. In other words, the part maker was taken orders from the product company and building to specific requirements. Once that was defined no amount of sales or marketing was going to change that fact.
This reality became the tipping point for turning our interest to the product maker and the end customer. The “ah-ha moment” struck on day two when, using the Challenger Marketing approach, the team discovered that end customers were not aware of a potential risk that could impact their business, as much, or more, than the risk they were currently addressing.
Messaging the “Value” to the Value Chain
By getting into the heads of the end customer we were able to determine that their existing mindset exposed their business to a much bigger risk than what they realized. Using secondary research, the team put together a compelling data backed story that was built on insight (the unknown risk). That insight would then be messaged in different ways depending on where the story was being told in the value chain.
For the end customer, the story and message highlighted the value of protecting their customers and employees. The product manufacturer message to customers emphasized (with research and data) the risks and the potential business impact of inaction. The parts manufacturers received a message about the potential opportunity to double their business based on the new use of the product at the customer location.
Shifting from “Push” to “Push and Pull”
The biggest impact was the organization shifting its strategy from “pushing” their product through the part manufacturer to creating “pull” from the demand side. Marketing shifted its research efforts to the end customer to build a “use case” highlighting how to address the formerally unknown risk. Sales, backed with a solid business case of how to double revenue, realigned its focus from the part maker to the product manufacturer.
How to Apply this Approach to Your Organization
Schedule a two-day working session with representatives from sales, marketing, and the product group.
Prep everyone to leave their “company hat” at the door. The session is intended to have you think like the end customer. (e.g. How they think about their business, customers, competitors…not your product, service or brand).
Map in detail the go-to-market model.
List the reasons why the end customer buys the product or service. What “job does it do” for their business. This will require some research about the customer’s business. Do this in the session or have it ready ahead of time. Try to understand the customers mindset. This isn’t about why they should buy it from your partner or organization.
List the reasons why resellers or distributors buy the product from your organization (assuming you’re the manufacturer), and so forth back through the chain. Be brutally honest, for example, if it’s because it’s the “cheapest” then call it out.
Define the value added in the GTM model at each step starting with the customer working back from right to left in the model. Typically this is done from left to right.
Ask what are buyers missing at each step in the value chain? What should they know but don’t? This is the opportunity to develop a new insight and messaging.
Unlocking good insight isn’t easy. Coming out of the meeting you will have to continue to refine it. If you haven’t asked, and answered, “so what” at least five times you haven’t gotten to the core. If that doesn’t work, give me a call.
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It was in high school or college…probably a standardized test. The one you just looked at and immediately knew you were in trouble.
A three sentence word problem with statistics. The tension was palpable and you read it, again and again.
Nothing. No recall whatsoever. Your mind was blank as if you’d overloaded every synapse available.
Well, in fact, you had. It’s called cognitive overload and there is a chance your marketing may be causing this same effect.
Cognitive Load builds upon the widely accepted model of human information processing, first published by Richard Atkinson and Richard Shiffrin in 1968. It describes the process as having three main parts:
1) sensory memory
2) working memory
3) long-term memory
Sensory memory (ears and eyes), along with long-term memory, have an unlimited capacity to take in and store information. Unfortunately, working memory (how we interpret, deconstruct, and process words and images) doesn’t.
Educational psychologist John Sweller advanced this thinking with his Cognitive Load Theory. This pivotal research revealed how the mind processes information (dual channel – verbal and visual) and the best methods for communicating complex concepts.
For marketers, the key insight is that the mind has limited cognitive processing capacity, both visually and contextually.
Dual channel – humans possess separate information processing channels for verbal and visual material.
Limited capacity – there is only a limited amount of processing capacity available in the verbal and visual channels
Active processing – learning requires substantial cognitive processing in the verbal and visual channels.
Mayer and Moreno then tested their assumptions against the three main parts of memory mentioned above; sensory memory, working memory, and long-term memory. Here’s what they discovered:
The mind does several things when overloaded, and none of them are good for marketers.
The first thing the overloaded mind does is to bail, quickly determining whether it’s worth the effort to turn on active processing.
Next, if the mind decides to give it a go, it then looks for the easy route — association. The mind taps into long-term memory and says, “This looks like a lot of work; have I heard or seen this before? If so, then this must be the same thing.”
Lastly, the mind fully engages, but in doing so uses so much processing capacity that there is nothing left over to move the elements of the engagement into long term memory.
The impact for marketers is one or more of the following:
1) your message is ignored,
2) it’s non-differentiate (because sounds or looks like something the audience has already seen or read),
3) the message is received but audiences are not motivated to take action,
4) the message is received, and then it’s completely forgotten,
You just ran the table of wasted effort, thanks to cognitive overload.
Now, let’s apply these lessons to our marketing efforts and identify both danger zones and potential solutions.
Content – Like to use internal speak, long or complex words, tech-jargon and/or acronyms?
Good luck. You’re playing around with what’s called “split-attention effect”, overloading one channel with too much information. It can lead to your message being misinterpreting or missed altogether.
There’s a simple fix: Use a tool like a Gunning Fog index to test your content for readability, break the content up into smaller pieces, balance visual and contextual elements. A picture is really worth 1000 words, at least to the mind.
Video – Using subtitles in your videos? Using text to explain what the taking head is saying? Laying text onto a visual?.
You’re overtaxing the visual channel. Remove the text and add it to the voice-over. Creating 10 minute or longer explainer videos? Cut them into a series of 5 two-minute videos if you want the audience to recall the information.
Digital and direct mail – Like to give the audience lots of options, or crowd a page with offers (like the ad below), and multiple messages? Mistake.
More is not better.
More is overwhelming and you’re headed to cognitive overload-town.
A couple of tools can help fix this issue.
Electroencephalography (EEG) is a brain imaging method that assesses the intensity of engagement and whether audiences exhibit positive or negative emotional responses to a stimulus.
If that’s too complicated, here’s an easy one, Eye tracking tests measure the gaze and movement of the eyes. This information can help understand how an audience’s attention is being captured or diverted by particular experiences or stimuli.
It’s not unusual to find companies referring to their relationship with clients as “partnerships.” It’s common to find client logos on vendor websites. But how often do you see an agency or consulting firm’s logo on client websites? If you visit www.evepark.ca – that’s exactly what you’ll see.
Carbon Design, represented side by side with, a global architecture powerhouse, a world-class designer, and the project principal: the innovative green-tech engineering firm, S2E Technologies Inc. Under S2E’s leadership, these firms are inventing a new consumer category – one that integrates bold new ideas about housing and transportation – and radically resets the carbon footprint of both at the same time.
CASE STUDY
Did you know, that until recently restaurant owners only cared about the cleanliness of the food prep area? Most customers, and owners, assumed that if someone got sick after dining out it was because of food poisoning. That was until Carbon Design and Challenger Inc. helped “challenge” the norm by showing owners that half of the outbreaks in a restaurant were caused by people to people transmissions.
Now owners know where the “hotspots” are, and as a result, restaurant are cleaner than ever. Grab your face mask and enjoy a safe night out, but you may want to avoid the raw oysters 😉.
CASE STUDY
How do you do it? By giving clients and users what they want. Using the remaining budget that was to be used to update the site with the new branding we designed and built an entirely new site on a new platform. But audience needs are constantly evolving so the work never stops. Our team continues to audit performance and make improvements.
As a result, the two-year journey has paid off with the site being named #1 in the industry. Even more importantly, their key priority areas (site search, attorney profiles, etc.) were ranked in the outstanding category. Proving that excellence is a journey not just a destination.
