A Call to Action – Distracted Driving of the Integrated Marketing Plan

Exclusively for Fleet Management Weekly, December 1, 2014

By Ed Pierce, Principal, ITA Fleet Communications

An “integrated marketing plan” sounds like the natural result of a sound business process. Why wouldn’t a fleet provider’s marketing plan integrate all of the tactics in support of one set of goals?
Specifically, it makes sense that a company should use more than one medium to distribute a singular marketing message. A plan comprising different promotional methods ought to be designed so that each method reinforces the others. And, when there are multiple messages, distributed through multiple channels, they should relate to each other in support of an over-arching strategy.
Despite the methodical intent, however, many companies’ plans still suffer from marketing fragmentation. Since there are so many different marketing options available in today’s world, many companies find it difficult to select which media best fit their advertising and marketing needs. Then, they muddy the message in an attempt to address different targeted audiences.
But most of all, there are also a seemingly endless number of unplanned sales, operational and off-target marketing distractions that arise in the course of a year. These create havoc with the best-laid plan. Because budgets are finite, planned integrated tactics get watered down or cut. At the end of the year, senior management expectations of marketing aren’t met, and excuses built on a forgotten patchwork of compromises ring hollow.
Technology and consumerism in a B2B environment evolve, meaning the evolution of a fleet provider’s integrated marketing plan must adapt. Today’s customers and prospective customers want to be more engaged. They want more interaction with your company beyond traditional marketing channels.
General marketing, customer service, reputation marketing, technology and sales are transforming into one big entity – your brand — that needs to be defined, positioned, protected and massaged. All departments of your company, especially those that are client-facing or deal with a company’s other target audiences, should be communicating one consistent identity that is the face of your company. And, the only way to do so effectively is through an integrated marketing plan.
We will explore some new avenues on the fleet provider marketing map in the new year. Thanks for reading “A Call to Action” this year, and have a happy, healthy holiday season! As always, if you have a specific marketing issue or question, call me at 610–585-0801 or send an email to EdPierce@ITAfleetcommunications.com.

A Call to Action (For Fleet Providers): Einstein’s Rationale for Integrated Marketing

Exclusively for Fleet Management Weekly, November 3, 2014

By Ed Pierce, Principal, ITA Fleet Communications

As a provider of fleet services and products, you are well aware of the competitive nature of this marketplace. Making inroads is a laborious, time-consuming, and expensive proposition! A big part of that expense is marketing, for good reason.
Fleet managers already have a tough job choosing between all of the options available to them. Every day, they are inundated with marketing messages, delivered through fleet press, corporate communiques, social media, blogs, sales reps and more.
Standing out, being recognized, and more importantly, becoming known for the qualities your brand represents are challenging even with a large budget. Add in the dollars associated with a sales team that expects market pre-conditioning and continuous brand reinforcement, and it becomes clear that the impact of marketing is greater than many businesses believe.
Too many otherwise-successful B2B companies employ an ad hoc, approach to marketing that is inherently ineffective. Built on disparate, quick-decision, single-channel promotional opportunities, there is no way to measure success beyond the leads or call that are directly attributable to the ad. A quote attributable to Albert Einstein is apropos: “Not everything that counts can be counted, and not everything that can be counted counts.”
Compared to a fragmented, tactically-limited marketing approach, an integrated marketing plan that explains why, how and in what mix tactics are applied can deliver meaningful results, ensure greater efficiency and the best possible return on a company’s marketing investment.
Does your company have a business plan? A five-year strategic plan? A sales plan? Do you regularly measure and update these plans? So, how can you not have a marketing plan? Not just a budget, but a detailed plan – situation analysis, market-awareness-perceptual research, competition, target market demographics, distribution channels, media, messaging, tactical review, and so on!
In the next column, we will dive deeper into the benefits of an integrated marketing program. If you have a specific marketing issue or question, call me at 610–585-0801 or send an email to EdPierce@ITAfleetcommunications.com.

A Call To Action (For Fleet Providers): Feedback Feelers

Exclusively for Fleet Management Weekly, October 6, 2014

By Ed Pierce, Principal, ITA Fleet Communications

Last month, I promised to address customer engagement. Of course, engagement begins with communication. And, true communication is two-way, give-and-take. Still, most marketing plans focus on the outbound design, the message, and the cost of running an ad, distributing a press release, or sending out an e-mail blast. Management wants to know cost and return.
Lost in the marketing-management discussion is the customer!
How do we know that the message will be effective with our prospect customers? How will we determine what went wrong if a mailer or e-mail blast has a zero response rate? How do we determine whether our market position and our branding messages are being received, understood and changing or opening minds? Feedback, of course!
A comprehensive marketing program must integrate “feedback feelers” both on a tactical level and a strategic level.
Tactically, marketing people tend to rely on quantitative measures such as cost per thousand, response rates, conversion rates, click-thru’s, and leads to determine success of the program after the fact. That’s a perfect approach for those averaging a 100 percent success rate. But, since a good direct mail response rate is 2 percent, feedback prior to tactic implementation is a smart idea. A/B testing of message, focus group testing, survey concept tests and other methods can help ensure a better result at the tactical level.
Strategically, awareness and perception studies, conducted annually, can help management understand the progress being made by the entire marketing program.
On a day-to-day basis, there are two other resources a B2B marketing department can rely upon:
1. Sales representatives can be the eyes and ears of a savvy marketing department. They can offer terrific insights during the development of a program or tactic. They can test messaging as they conduct their daily sales activities. They can provide an early-warning system related to issues, trends and even new opportunities as a result of their regular prospect and customer contact.
2. Customer service representatives, too, can bring the same feedback as sales and may provide a different perspective of customer relationships since they deal with others within a customer’s operations. In order to take advantage of this resource, the marketing manager needs to keep the customer service team to-to-date on marketing strategy and tactics.
In the next column, we will address the benefits of an integrated marketing program . If you have a specific marketing issue or question, call me at 610–585-0801 or send an email to EdPierce@ITAfleetcommunications.com.

A Call To Action (For Fleet Providers): “Owned Media,” More Than Being Social

W. Edward Pierce – Principal, It’s The Arts

While brand marketers for consumer companies exploit the new web-created opportunities to catch buyers’ attention, B2B marketers have had good reason to wait. The general consensus is that digital marketing comprises a corporate website and repetitive corporate messaging placed in banner advertising and in social media posts, tweets and photos.
As a marketing manager for a provider of fleet products or services, you know that the first question an executive will ask is “Where’s the value?” Are you really going to explain marketing value based on Facebook “likes,” Twitter “follows,” and Pinterest “pins”? Not likely! It’s hard enough explaining the value of traditional advertising measures like cost-per-thousand, impressions, awareness and perceptions.
Okay, so why will digital marketing become an integral part of every fleet providers integrated marketing strategy?
The first reason is that “owned media” give you total control over direct interactions with your target audience. You control both the timing and content of your messages.
Second, social media “followers” are more emotionally connected, according to a Motista Q4-2011 report. Of course, stronger emotional connection leads to better business outcomes.
Third, social media connections lead to better response rates to traditional promotions. In the same Motista report, 28% of social media followers of a business’ page responded to that company’s direct mail (snail mail) promotions compared to 10% of non-followers.
Finally, 73% percent of social media followers have recently recommended a brand compared to 40% of non-followers, results reported by Motista.
As with all B2B marketing programs, the road from brand awareness to a sale is long and winding. However, that road is paved with significant milestones – gaining share of mind of the buyer, clearly differentiating the business, establishing a unique solution, building an emotional connection, and finally, sharing a belief in a mutually advantageous relationship.
Despite the opportunity that owned media brings to a business, surprisingly few companies have the content, process, and methodologies in place to fully benefit from direct distribution to a target audience. Even if there’s a plan that has been effective in securing good search engine results and distribution of the brand name, the critical element of engagement is still lacking.
In the next column, we will delve into ways fleet providers can improve engaging their target audience. If you have a specific marketing issue or question, call me at 610–585-0801 or send an email to EdPierce@ItsTheArts.com.

A Call To Action (For Fleet Providers): ‘Earning’ A Great Reputation Through Promotion and Education

Published in Fleet Management Weekly, August 4, 2014 – http://fleetmanagementweekly.com

W. Edward Pierce, Principal, It’s The Arts

Before leaving last month’s topic of “earned” media (marketing communications your company pays to deliver in media that reach your prospects and customers), here are a few considerations that I promised to address in greater detail:

First, let’s talk about form and style of promotional messages by specific media tactics beyond advertising, which I spoke about last month.
As I did last month, I am borrowing concepts from some of our industry’s best salespeople, but establishing an effective relationship with a prospect or customer –especially in a B2B market — is adaptive. A great salesperson can shift easily from one type of sales approach to another based on the environment (exhibit floor, customer’s office, home office visit) and on-the-spot customer feedback.

Likewise, effective marketing communications must adapt to the situation. Last month, I noted that an effective ad provides a snapshot of product value in terms that are important to the fleet manager. But an ad can only promise value, it cannot provide enough substantiation to close a sale (again, in B2B markets). Direct marketing and trade shows also constrain the message.

Answer The Questions That Fleet Managers Want To Know
Enter public relations and, in this digital age, native advertising. They are the perfect opportunities for companies to explain the value proposition of their latest product or service in detail. These are the marketing tactics that build on the ad, exhibit hall display or the direct mail piece.
Why does this new telematics product bring greater value to the fleet manager? What are the applications for the product? What is significant about the technology? What other companies are using it? How much have they saved? What is the ROI and how does that compare to other alternatives?
Answer the questions that fleet managers want to know. Give them the ammunition they need to to sell up their organizations.

The objective of these types of communications – case studies, white papers, how-to articles, sponsor-funded articles or video, is to provide proof that is meaningful for each targeted market segment! In other words, a case study on a telecommunication company’s work truck fleet won’t mean much to the pharma company with a sales fleet. Focus your messages!

The Benefits of Education Rather than Promotion
In addition to product value, fleet managers finally decide on a purchase based on the company behind the product or service. Do they know your company by name? Do they know others who are satisfied with your services? Are you recognized in the industry for pertinent strengths? Have they read anything in the fleet press or trade association material to help them better understand a fleet problem, solution and alternative solutions? If so, the company name, or brand, can help close the sale.

Although marketing is seemingly all about promotion, it is about effective communications. In some situations, education – informative, objective articles – is the best approach to improving the company name. Here are fleet specific opportunities to educate and make your company look like a thought leader: NAFA I&E curriculum or CAFM program guide involvement or chapter speaking opportunities, NTEA resource contributions, AFLA white papers or Tech Notes.

The promotion may be limited to a byline or contributor acknowledgement, and there cannot be no overt product references, and there cannot be no overt product references. However, your next new customer may very well connect the lesson you offered when he or she makes the decision to buy.

In the next column, we will delve into the expanded opportunities available to fleet providers in the world of “owned” media. Just send an email to EdPierce@ItsTheArts.com. If you have a specific marketing issue or question, call me at 610–585-0801.

A Call To Action (For Fleet Providers): Let ‘Content’ Open Doors For You

Published in Fleet Management Weekly, July 7, 2014


W. Edward Pierce, Principal, It’s The Arts

As any great sales per­son will tell you, sales is not about a great prod­uct or ser­vice, it’s about the customer’s per­cep­tion of value.

For fleet decision-makers, value is help­ing to max­i­mize the con­tri­bu­tion of his fleet to the company’s strate­gic goals as well as the sav­ings derived from con­trol­ling costs.

The more mean­ing­ful the value story, the bet­ter the chance that a fleet ser­vice or prod­uct provider can begin or move along the sales process with a fleet decision-maker.

Even if the com­pany has been an indus­try leader for 100 years, insists that every man­ager earn a Six Sigma Mas­ter Black Belt, reg­u­larly wins pres­ti­gious “Best of” awards, and reports fan­tas­ti­cal total cus­tomer sav­ings every quar­ter … even with all of that, it’s impor­tant that you under­stand how to dif­fer­en­ti­ate your value propo­si­tion in terms that are mean­ing­ful to the cus­tomer – because that’s the real key to win­ning and keep­ing business.

As explained in the last col­umn, “earned media oppor­tu­ni­ties” — print and dig­i­tal adver­tis­ing, pub­lic rela­tions, trade shows, direct mail – are impor­tant tac­tics for telling the value story. Yet, many times that story gets lost in trans­la­tion, espe­cially in advertising.

Here are three com­mon exam­ples read­ily iden­ti­fi­able in most trade mag­a­zines rep­re­sent­ing every industry:

1. Smug­ness (The “Top of the Moun­tain” View) – The mes­sage: “We are XYZ com­pany, the indus­try leader, with the best peo­ple, the best ser­vice, and the best technology.”

The Hype: The name says it all! A fleet man­ager can be con­fi­dent that this company’s “star-power” will rub off on him or her. It is the safest bet even with­out sub­stan­tive proof.

2. Prod­uct “Fea­turette” – The mes­sage (an exag­ger­a­tion): “Our G-Wiz gizmo uses a pro­pri­etary motion­less thermo-nuclear gen­er­a­tor that snatches free energy from a vac­uum to deliver pre-real-time data.”

The Hype: Daz­zling prod­uct fea­tures will blind fleet man­agers into think­ing a com­pany has the best prod­uct or ser­vice despite the lack of ben­e­fits or real-world application.

3. Buzz(word) Kill – “The mes­sage: “Our inclu­sion of indus­try buzz­words reflects our high level of indus­try knowl­edge! TCO. Telem­at­ics. Life­cy­cle. Bot­tom line. Ana­lyt­ics. 360 degrees. Web-based. Real-time. Pre­dic­tive. Big data. Excel­lence. ROI. Look how many we crammed into this ad!”

The Hype: Buzz­words sound excit­ing, espe­cially as they echo inside the halls of the ven­dor. How­ever, in the mar­ket­place, they quickly become clichés used by every adver­tiser, con­firm­ing prospec­tive buy­ers’ belief that the prod­ucts or ser­vices are undif­fer­en­ti­ated commodities.

Most assuredly, every fleet prod­uct or ser­vice com­pany offers value for com­pa­nies and other orga­ni­za­tions with fleets. Yet, when it comes to pro­mo­tion, the value is too often lost in the hype.

Mean­while, fleet man­agers are on the hot seat every day, in need of real-world fixes for day-to-day problems:

– How do I stanch the flow of fuel as pump prices con­tinue to climb?
– How do I find time to coun­ter­act the com­pli­ca­tions result­ing from stag­gered OEM pro­duc­tion sched­ules?
– How do I deal with personal-use non-compliance?
– How do I address the fore­casted down­turn in resale val­ues?
– How do I man­age the new corporate-mandated reduc­tion of vehi­cles?
– How do I dis­pose, relo­cate, re-assign, or store a quan­tity of vehi­cles in the next 30 days?

I will dis­cuss form and style of pro­mo­tional mes­sages by spe­cific media tac­tics in next month’s col­umn, but reap­ing the ben­e­fits of “earned media oppor­tu­ni­ties” begins with a clear mes­sage, a dec­la­ra­tion of the product/service/company value from the fleet man­agers’ point of view.

How is that value expressed? How-to arti­cles (problem-solution). Suc­cess sto­ries. Tes­ti­mo­ni­als. Blind case stud­ies. Thought lead­er­ship (from the cus­tomer point of view).

The more spe­cific the prob­lem descrip­tion, the bet­ter. The more detailed the facts, the more believ­able. The more numer­ous the cases, the broader the rel­e­vant audience.

Reach­ing out to a sin­gle tar­get mar­ket, like fleet decision-makers, with a sin­gle mes­sage doesn’t work. As seen in the inef­fec­tive exam­ples above, gen­er­al­iza­tions obscure value.

At the start I noted that any great sales per­son will tell you: it’s about the customer’s per­cep­tion of value. Note that ref­er­ence is singular!

Micro-marketing aims to get mar­keters to the indi­vid­ual level, but it is expen­sive, and most business-to-business com­pa­nies have yet to address the much more viable approach – mar­ket seg­men­ta­tion. Again, I will make this a topic for a future column!

I wel­come feed­back, ques­tions, sug­ges­tions, expe­ri­ences and dif­fer­ing points of view from fleet prod­uct and ser­vice providers as well as from fleet man­agers, cor­po­rate buy­ers, con­sul­tants, trade asso­ci­a­tion and media rep­re­sen­ta­tives who want to help build bet­ter connections.

Just send an email to EdPierce@ItsTheArts.com. If you have a spe­cific mar­ket­ing issue or ques­tion, call me at 610–585-0801.

A Call To Action (for Fleet Providers)

Published in Fleet Management Weekly, June 2, 2014 – http://www.fleetmanagementweekly.com

W. Edward Pierce, Principal, It’s The Arts Marketing

(This is the first Fleet Management Weekly-exclusive column written by branding and marketing authority Ed Pierce expressly for product and service providers who want to connect and influence fleet decision-makers.)

Having just eclipsed 21 years of fleet industry marketing and 40 years in marketing, I can confidently say this is the most exciting time to market your company, products and services to fleet decision-makers. As fast as technology is changing the fleet products and services you are promoting, it is changing the media that you use to promote them.

Twenty years ago, Marketing supported sales by creating awareness. No sales rep wanted to make a cold call or go to a meeting and hear, “Who is (name of company)?” Today, studies show that about 71 percent of enterprise purchase decisions in the U.S. begin with research conducted online. More so, business buyers do not contact suppliers directly until 57 percent of the purchase process is complete.

Obviously, awareness is now just the first of several critical marketing goals. In this age of the well-informed buyer, earning a great reputation, creating a differentiated position, providing quantifiable value, building a strong base of customer “advocates,” and delivering those messages effectively through multiple channels are your other important marketing goals.

Multiple Channels
Not that long ago, there was just one media channel, that was, “earned”. Companies either paid (advertising) for access or earned editorial coverage based on newsworthiness (public relations). Yes, you could disseminate a customer newsletter, but distribution was limited to customers and possibly a prospect list.

In today’s digital world, “earned” media has expanded to include banner advertising, Google Ads (AdWords), native advertising and more. Fleet Management Weekly was one of the digital media pioneers in any industry, and it is still a great example of how “earned” media must be an important part of your marketing mix. But the web has ushered in a second media channel, that is, “owned.” The “owned” channel includes your own corporate website, microsites, landing pages, video, blogs, social media presence, back links, and content marketing The “owned” channel provides completely new opportunities to effectively reach fleet decision-makers.

In the next column, we’ll take a look at trends and opportunities related to the “earned” media channel as they pertain to the fleet industry. I welcome feedback, questions, suggestions, experiences and differing points of view from fleet product and service providers as well as from fleet managers, corporate buyers, consultants, trade association and media representatives who want to help build better connections. Just send an email to EdPierce@ItsTheArts.com.

Shedding Light on Prismatic Marketing for Black-and-White Executives

W. Edward Pierce, Principal, It’s The Arts Marketing

ImageIt isn’t surprising to any Chief Marketing Officer who might deal with a CEO or CFO as a peer, but most executives are focused on the black, as in the profits, the bottom line.  Yes, they can distinguish red, like a bull sees red.  Little wonder then that marketing people who report up through an organization seldom understand the lack of interest, and sometimes, the distain for marketing plans, rationales, and experts.

Marketers live in a world of refraction and diffraction. Prismatic marketing reflects the complex nature of the calling. Straight lines seldom go anywhere. Target markets aren’t homogeneous.  Marketing channels are as varied as a fluvial landforms, and as hard to navigate.  User needs are as complicated as the topic of persuasion psychology.

However, since good marketers always consider persuasion psychology in their work, they should remember to employ those techniques in dealing with C-level executives.  What are their prime motivations?  Know the company’s strategic plan.  What do they hope to gain?  Power. Prestige. Profits. What do they want to reduce?  Costs. Waste. What do they want to be?  Recognized.  Authoritative. Respected.  What do they want to do?  Win!

After having climbed up with corporate ladder for many years or fought to start a successful business, a savvy executive is nothing if not focused.  In order to be persuasive, a successful marketer will “un-refract” the rainbow hues of marketing strategies and messages.  An argument must shed light on the black.

Colors may abound, but how does the plan deliver more sales and more profits?  How does marketing increase share value?  And, how much?  Why is native advertising more efficient than print?  How will the recommended marketing support the strategic plan?

For us, marketing is a never-ending source of excitement, lessons and conversation.  The colors reflect the possibilities.  For an executive trying to lead a business, marketing is overhead.  There’s your starting point for that next pitch!