REACH Marketing Magazine - September/October 2017

ENGAGING MARKETING MINDS
SEPTEMBER/OCTOBER 2017
DRIVING
CONSENSUS
WITHIN
YOUR
ORGANIZATION
ONBOARD

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publisher’s note
in this issue
IMPERFECT
Do you aim to be perfect? Because most of us are wired
to pursue total bliss, we don’t always give ourselves
permission to allow some level of dissatisfaction in
our world. In other words, we strive to be perfect. This
belief that it’s not okay to be inadequate sometimes
dominates our culture but, listen, it’s okay to be
imperfect. Rarely are our mistakes life or death.
Allowing ourselves the chance to make mistakes and be “less than” in
some areas heightens our opportunities in other areas of our lives. We
have permission to reorient our expectations and choose what’s important
and what’s not. Developing this ability leads to a level of enlightenment
and allows us to be better for others.
When it comes to the business aspect of our lives, the concept that
some level of suffering is inevitable is just as relevant as it is in our
personal lives. When we embrace the idea that mistakes will be made
and change is inescapable, we lose the fear of failure and, in a way, we
become invincible. After all, the only way to overcome pain is to learn
how to bear it.
There is no guide to marketing
greatness. If there were, everyone would
read it and the competitive advantage
would evaporate. When we embrace
change and the struggles within business,
we tend to perform better and with more meaning. We have more
compassion and humility. We can listen more attentively and be better
attuned to our markets.
We hope this issue reminds you to let go, focus on what matters and
forget about striving for perfection. Specifically, our cover story, “Onboard
– Using Consensus As A Competitive Advantage,” looks at how and why
it’s important to have your team (and brand) unified around a plan, though
it is not likely to be perfect in everyone’s view.
And because we realize that nobody is perfect and everyone is different,
our second feature, “Personification,” gives perspective on buyer personas.
We can learn about our consumers when we let go of our expectations so
that we can explore all of the imperfect people out there in our market.
Ultimately, your goal is to capture the interest of all segments of your
audience and convert that interest into sales. Now, that would be perfect.
Building
your base
08
5 steps to
achieving
consensus
05
02 Cover Story....................................................................Onboard
06 Feature...............................................................Personification
10 Quick Hits.............................................................................Insights
12 Infographic.......................................Custom content vs.
Traditional advertising
13 Trending With....................................Martin Lindstrom
WHEN WE EMBRACE CHANGE AND THE
STRUGGLES WITHIN BUSINESS, WE TEND TO
PERFORM BETTER AND WITH MORE MEANING.
Publisher
Jim Riley
Managing Editor
Brad Garlich
Editorial & Creative Direction
Conduit, Inc. - www.conduit-inc.com
Warmest regards,
Jim Riley
President and CEO
Reach Magazine is published bimonthly
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SEPTEMBER/OCTOBER 2017
REACH MAGAZINE
1

2 REACH MAGAZINE SEPTEMBER/OCTOBER 2017

USING
CONSENSUS AS
A COMPETITIVE
ADVANTAGE
BY
MICHAEL J.
PALLERINO
SEPTEMBER/OCTOBER 2017
REACH MAGAZINE
3

With the pressure on, the blame
game was in full stride. Ask sales
to define the problem, and it said
marketing wasn’t doing its fair share.
Good leads, strong marketing materials
and demos result in more closed deals
– period. Ask marketing and the story
was flipped. You cannot close deals
using antiquated sales techniques.
Once these beliefs had calcified in
the minds of the teams, they were
hard to dislodge. They had all allowed
themselves to succumb to willful
blindness. They ignored the facts that
supported the other side of the issue.
As Setili recalls, the heads of sales
and marketing called their respective
teams together and demanded that
they find a resolution. Their pitch
was to come up with a joint plan for
AMANDA SETILI REMEMBERS IT
AS A TEACHING MOMENT. AFTER
A STRING OF STRONG REVENUE
GROWTH INEXPLICABLY BEGAN TO
PLATEAU, HER COMPANY’S SALES
AND MARKETING TEAMS WERE
WORKING AMID A DEADLOCKED,
AWKWARD SILENCE. NOTHING
EITHER TEAM DID SEEMED TO
BE ABLE TO REVIVE THE ONCE
ROBUST NUMBERS.
demonstrating sales growth in just four
of the 25 sales districts. “By forcing the
teams to develop a plan, and limiting
the scope to a controllable subset of
prospects and customers, the problem
became much more manageable,”
says Setili, who now runs the strategy
consulting firm Setili & Associates.
The prospects in each district were
split into two groups, giving sales and
marketing two different approaches
to test. The discoveries from the pilot
revealed quite a few surprises on both
sides of the argument.
“The intent to reach consensus can
be either an ally or a roadblock in the
team environment,” Setili says. “When
the stakes are high and leaders need to
make a fast decision on which course
of action is best, it’s tempting to allow
different factions and functions to
act autonomously.”
Amazon founder and CEO Jeff
Bezos calls the strategy “disagree
and commit.” Bezos believes that
constructive debate is a crucial
component of good decision-making
and that it’s actually a bad sign if
everyone is in agreement.
Gaining input from across
your company – from different
geographic regions, functions, levels
and perspectives – is critical when
entering uncharted territory. “You
want to have a diverse team made up
of some who are especially creative,
some who are very analytical, some
who know the nuts and bolts of how
things work, and some who are good
at building buy-in to the decision
reached,” Setili says.
Having diversity of thoughts,
perspectives, propensities and
experience enables you to build a
more robust and practical plan and to
anticipate and prepare for roadblocks.
And here’s the thing – Setili says
you need to add a few skeptics and
naysayers into the mix.
These are the kinds of conversations
that Setili has with her clients today,
which include brands like Coca-Cola,
Delta Airlines, The Home Depot, UPS
“To move
forward with
the speed
needed to
succeed today,
you simply need
to reach a point
at which a few
stakeholders
define the best
course of action
and their
colleagues can
live with the
decision.”
– AMANDA SETILI,
PRESIDENT,
SETILI & ASSOCIATES
4 REACH MAGAZINE SEPTEMBER/OCTOBER 2017

and Wal-Mart. The crux of her message is that
in today’s fast-paced world, there is great
uncertainty surrounding almost every decision
you make. And, when you have uncertainty, you’re
going to have many different opinions about the
best path forward.
“Reaching consensus is important because we
need all functions and players in our organization
to be aligned, moving in the same direction,” she
says. “Organizations can get stuck at a crossroads,
unable to pick a path forward, when they place
too much emphasis on getting everyone on board
with a controversial decision. To move forward
with the speed needed to succeed today, you
need to reach a point at which a few stakeholders
define the best course of action and their
colleagues can live with the decision.”
Building bridges
Can you imagine a rowing team that didn’t have
a consensus? Think about that for a minute. A
rower who could not agree on the direction would
cause everyone else to overcorrect and work
harder than necessary to maintain direction.
Brian Braudis says the same thing is true for
the direction of an organization. If divisions or
branches within your company don’t agree with
your vision or mission, your energy and effort is
wasted. Each day should build on the momentum
from the day before. If your team lacks consensus
in its message, it can be a huge vulnerability.
“The act of building consensus is the investment
that keeps on giving,” says Braudis, a highly
sought-after human potential expert, certified
coach and author of “High-Impact Leadership:
10 Action Strategies for Your Ascent.” “It fosters
employee engagement. When you involve people,
you can count on their commitment, and that
commitment builds and creates momentum.”
Build, cultivate and instill consensus. Those
are the keys to creating an environment that can
compete in today’s highly competitive landscape.
But even then, Braudis says you must approach
consensus with your eyes wide open.
“Remember, consensus does not mean
complete agreement, but rather seeking a
way forward where everyone is reasonably
comfortable,” he says. “Diversity of thought and
varying backgrounds of individuals is important.
Different approaches to looking at problems and
problem solving give you a wide variety of ideas
and opinions for getting to yes. When everyone
is aligned around your vision, mission and values,
you’re pulling in the same winning direction. That’s
a lot of power and a competitive advantage that’s
not easily duplicated.”
“The act of building consensus is the
investment that keeps on giving.
When you involve people, you can
count on their commitment, and
that commitment builds and
creates momentum.”
– BRIAN BRAUDIS, AUTHOR OF “HIGH-IMPACT LEADERSHIP:
10 ACTION STRATEGIES FOR YOUR ASCENT”
1
STEPS TO
ACHIEVING
CONSENSUS
Identify and enlist stakeholders – Represent all the mostimpacted
groups, but don’t go overboard on inviting everyone into the
conversation. A group of 5-12 people will be much more effective in settling
differences and devising compromises than a larger group would be.
2Define objectives – This may require more thought than you think.
Detail the strengths and weaknesses of each alternative.
3Define criteria for evaluating alternatives – List both the
quantitative and qualitative criteria that the consensus-based answer
must meet. Criteria may include caps on the amount the chosen solution
can cost, how long the solution can take to implement or how much risk is
acceptable. Be clear about which criteria the solution must solve, and which
criteria are merely “nice to have.”
4
Develop alternative courses of action – Creative thinking comes
in at this point. What are all the different ways that you can solve your
problem?
5
Evaluate and select a course of action – Here’s where it’s most
important to consider the facts from all angles, and make a choice that
best accomplishes the objective, meets at least the “must” criteria, and on
which most of the stakeholders can agree. Remember, not everyone has
to be crazy about the action plan, but no one should be saying, “I absolutely
cannot live with this.”
SOURCE: AMANDA SETILI, PRESIDENT, SETILI & ASSOCIATES
SEPTEMBER/OCTOBER 2017
REACH MAGAZINE
5

PER
SON
I FI
CA
TION
Building your customers’ buyer personas
Now that consumers are fully tethered to social
media and the internet with their buying habits,
it’s time for brands to relax with their sales
megaphones. Sellers have to tone down their
sales talk and become skilled listeners engaged in
a two-way conversation with the consumer.
The buyer personas – the fictional and
generalized representations of real people – are
sitting at their computers ready to share intimate
By Ray Glier
THE BRAND
THAT CAN
DEVELOP AN
ACCURATE PICTURE
OF ITS BUYERS –
EVEN IF IT IS ONE
AT A TIME – HAS A
POWERFUL TOOL
BECAUSE NOW
IT KNOWS WHAT
IS ACTUALLY
IMPORTANT TO ITS
REAL CUSTOMERS.
6 REACH MAGAZINE SEPTEMBER/OCTOBER 2017

SEPTEMBER/OCTOBER 2017
REACH MAGAZINE
7

BUILDING YOUR BASE
information. The seller, if they listen
carefully and ask questions artfully, can
build a better buyer persona with the help
of social media and the internet.
If they are ready to listen.
“It is really important brands become
listeners, rather than talkers,” says Sundar
Bharadwaj, a professor of marketing in the
Terry College of Business at the University
of Georgia. Then, they need to start asking
questions about what is motivating or
demotivating buyers.
Building the buyer persona in today’s
marketplace is all about personalization.
Bharadwaj can’t emphasize that enough.
Sure, your product has benefits. But, relax,
you need to first find out if a particular
consumer sees the product the same way
that you do, or figure out why they do not.
Norty Cohen’s forthcoming
book, “The Participation
Game: How The Top 100
Brands Build Loyalty In A
Skeptical World,” is full of in-depth
research on buying personas and
building a loyal customer base, including
via social media.
“You can figure out the buying
persona because there is so much
interaction,” Cohen says. “And once you
figure out who your audience is, you
can start talking to them. “Friends and
family and online and word-of-mouth
dominate and have 2 1 / 2 times greater
impact than Facebook ads, TV ads and
YouTube ads combined.” If one buyer
talks to another buyer on social media,
the brand can mine that conversation
for clues, as well.
That’s why we must look for
content that’s strong enough to create
consumer involvement. “Once we do
that and we find out the consumer
likes the brands, they are willing to
talk about it,” Cohen says. “We get the
endorsement and we also get the reach,
which is the multiplier effect.”
What happens is that once a
brand gets a consumer talking about
them, it builds an audience. There is
authentication of the brand, and it
creates a groundswell. Now the brand
can start eavesdropping and studying
buying habits, asking the right questions
and following the buying journey.
“You have to get to the target’s target
in order to get that word of mouth
going,” Cohen says. “You
need that for the context of
people recommending. You
want to do what your friends
are doing. Are you willing to
pass along branded content?
Will you put the brand logo
on your laptop? Will you
wear the brand’s shirt? The
value is in consumers pushing
the message through for
you. Once you have people
saying it for you, then you’ve
achieved it.”
Cohen’s conclusion is that
word-of-mouth – consumers
talking to consumers – is vital
to the success of a brand.
The one-way conversation
– brands to consumers – is
disingenuous.
“They can fast forward
through it,” he says.
“Consumers are DVRing their
way through TV and only a
third of TV is watched live.”
Cohen conducted five years
of research for his book,
8 REACH MAGAZINE SEPTEMBER/OCTOBER 2017

“You can’t have the urge to pitch,”
Bharadwaj says. “Building the buying
persona is not your sales task. It is
learning about your customer so you can
communicate your offering better.
The salespeople need to know that the
biggest thing they can do is go back to
the company and communicate to staff
that “Our current offering doesn’t cut it.”
Or, “People love what we are selling.”
The brand has to understand why
the consumer buys from them. That
communication forms the platform for
the buying persona.
“IT IS REALLY IMPORTANT BRANDS BECOME
LISTENERS, RATHER THAN TALKERS. THEN,
THEY NEED THE ABILITY TO FOLLOW
THROUGH AND KEEP ASKING THE QUESTION
THAT STARTS WITH ‘WHY’.”
–SUNDAR BHARADWAJ, PROFESSOR,
TERRY COLLEGE OF BUSINESS AT THE UNIVERSITY OF GEORGIA
which was all about asking questions
and personalizing the buyer’s journey.
“We wanted to find out how and why
consumers adopt brands,” he says. “So
we decided that we were going to talk
to 1,000 consumers and ask them what
their favorite brands are and how they
became their favorite brands and how
they connect.”
Cohen, the founder and CEO of
Moosylvania (a digital and experiential
marketing agency) is constantly asking,
“How and why did you get there?” The
creed of the company is to “build one
believer at a time.”
The brand that can develop an
accurate picture of its buyers – even if
it is one at a time – has a powerful tool
because now it knows what is actually
important to its real customers. Then, it
can find other customers, just like those
who are loyal.
Bharadwaj says the steady stream
of questions toward the consumer
does not focus on the features of the
product, but the benefits.
“What keeps them up at night? What
are some challenges they face on a
daily basis? And, getting some personal
accounts from them,” Bharadwaj says.
“Getting to know them a bit more so
you understand how they are being
evaluated in their job, how are they
motivated, the daily drivers in their life.
You need a ‘Day in the Life,’ and then go
from there.”
WHERE TO START
So, you want to create an accurate buyer
persona? Here are some suggestions
from the acclaimed inbound marketing
blog Hubspot.
GET BASIC, GET PERSONAL.
Collect demographic information, such
as (but not limited to) annual household
income, where they live, age, if they have
children and educational background.
LOOK FOR SOME DETAILS OF THEIR
CAREER PATH. How did they end up
where they are? Did they switch from
another industry?
LEARN ABOUT HIS OR HER COMPANY.
What is the size your persona’s company?
What is their role inside the company?
FIND OUT ABOUT THEIR WORK DAY.
How is your persona evaluated day
to day? Do they have to hit certain
numbers? If your persona had to write a
job description what would it be? And,
what tools do they use on the job? What
is the persona’s biggest challenge at
work? What is their primary goal at work?
Knowing these things will help you learn
what you can do to help your persona
achieve their goals.
INVESTIGATE A DAY-IN-THE-LIFE OF
YOUR PERSONA. What do they like to
do for fun? What kind of car would they
like to drive? What TV shows do they
watch? The key is to get personal with
these questions.
EXPLORE HOW THEY GET NEW
INFORMATION. Which associations or
trade groups does your persona belong
to? What do they read? What social media
do they use? Do they use the internet to
research vendors? How do they search?
SEPTEMBER/OCTOBER 2017
REACH MAGAZINE
9

INSIGHTS
Technology might change
what I call ‘think jobs’ and
the ‘do jobs,’ but the ‘feel
jobs’ of building emotional
connection and storytelling are the
jobs of tomorrow that technology
cannot change. Storytelling
becomes that powerful weapon
for every marketer to go master
and become effective at.”
– Chandar Pattabhiram, CMO of Marketo, on why
storytelling will be an even greater asset moving forward
WORKS
OF ART
If every picture tells a story,
some of today’s retail brands
are spinning some captivating
yarns of late. Thanks to
a 23 percent increase in
response rates, the print
catalog is making a comeback,
according to Data & Marketing
Association’s “2017 DMA
Statistical Fact Book.” The
increase comes on the heels
of recent announcements
from retailers like Bonobos
and Tommy Bahama, who say
that they are rolling out print
catalogs that resemble
high-end art books.
92
That’s the percentage of
respondents who say that
their organization views
their content as a business
asset, according to data
from a Content Marketing
Institute (CMI) “Content
Management & Strategy
Survey.” The report also
shows that 69 percent
have some system in place
to scale their content.
WORD POWER PLAY
What you say matters. Don’t think so? According to
Edelman’s “How Thought Leadership Impacts B2B
Demand Generation” report, 63 percent of decisionmakers
say that thought leadership is one of the best
ways to gauge what a brand is likely to deliver. Note
that 45 percent
say that thought
leadership
has directly
led them to
decide to do
business with a
company. And
beyond driving
awareness,
being a thought leader is generating business
opportunities. The report shows that 42 percent
of creators who publish thought leadership believe
it delivers more requests for proposal (RFP)
opportunities. The survey queried more than 1,300
U.S. business decision-makers.
10 REACH MAGAZINE SEPTEMBER/OCTOBER 2017

Synced up
SURVEY SHOWS HOW CONSUMERS ENGAGE WITH BRANDS
In the age of consumer connectivity,
the key to staying engaged with your
customers is straightforward – keep it
simple. According to “The Customer
in Context” study by the CMO Council
and SAP Hybris, only 15 percent
expect brands to be everywhere –
but they do want options. The survey,
which gathered insights from more
than 2,000 consumers, shows that
consumers don’t care if they engage
offline or online – they just want
service and experience wherever
they go. Here’s a look at how they
are connecting:
27%
TRADITIONAL
ADVERTISING
17%
DIRECT
MAIL
27%
SOCIAL
MEDIA
58%
WEBSITE
29%
WORD
OF
MOUTH
30%
IN PERSON
46%
PHONE
52%
EMAIL
SEPTEMBER/OCTOBER 2017
REACH MAGAZINE
11

CUSTOM
CONTENT
VS
TRADITIONAL
ADVERTISING
AND THE
WINNER IS....
The power of content
continues to make its
presence felt. According to
Time Inc.’s “How Custom
Content Inspires Consumers”
study, two in three consumers
have greater trust in custom
content than traditional
advertising. In addition to
trust, the study (which
queried more than 17,000
Millennials, Gen Z and Gen
Xers) shows that custom
content is perceived as
thoughtful and provides value.
HERE’S A LOOK
AT SOME OF
THE STUDY’S
HIGHLIGHTS:
93%
like brands sharing interesting things they may not have otherwise seen
92%
believe brands have expertise on topics and add value to content
57%
feel brands put more thought into being creative and interesting
56%
like that brands are not just trying to sell, but are sharing something cool or teaching them
56%
appreciate brands that partner with sources they trust
12 REACH MAGAZINE SEPTEMBER/OCTOBER 2017

Trending with...
Noted brand sleuth
Martin Lindstrom on the
search for the next big thing
What strategies are reaching
the masses today?
It all comes down to empowerment.
When brands empower prospects
to make smarter purchases, and
empower customers to get more value
out of the products they purchase,
it naturally creates meaningful
conversations. People don’t simply
want to be interrupted with slick
ad campaigns. They want brands
to help them remove friction and
solve problems. That’s what leads
to engagement and conversations.
These conversations frequently
happen online, but it’s important to
remember the power of impassioned
offline conversations as well. Great
brands are built, not bought. They
need to build great experiences. Once
they do that successfully, they can
invest in traditional marketing to build
awareness and traffic.
Who’s doing it the right way?
One of the best examples is Patagonia.
They fight friction by defending the
environment. It builds immersive
experiences – website, documentaries,
retail events – that educate the
audience about how they can take
small actions that will make a big
difference. Yeti is also amazing. It has
built a series of amazing videos that
are truly inspiration. Each one is about
eight minutes long, which is amazing
given the typical digital ad exposure is
only about 1.6 seconds.
Successful companies provide
the critical emotional and rational
information that prospects need
at each step of the journey. The
brand story grows and is optimized
for each channel. It’s not the same
message repeated over and over.
Martin Lindstrom has seen human
tendencies close up and devoted
countless hours to studying
them. What he has discovered
is that our desires manifest
themselves in hundreds of ways each day, from
the computer passwords we choose, to where
we place refrigerator magnets, and the way in which we take selfies or use
emojis. In his book, “Small Data: The Tiny Clues That Uncover Huge Trends,”
the bestselling author and noted branding expert reveals how these intricate
pieces of information can decipher what reams of big data cannot – how
unmet human desires can unlock the next brand breakthrough. The man who
Time Magazine once listed as one of the “Top 100 Most Influential People in
the World” has been called a modern day Sherlock Holmes. We sat down with
him to get his take what today’s consumers are really looking for.
As consumers interact with each
touch point, they produce behavioral
data that enables the brand to
optimize their sales and marketing
efforts. It helps them understand
the psychographic profile of each
prospect and identifying their
unmet needs. It’s all about providing
value. Successful brands empower
prospects at every step of the journey.
Do buyers have all the control today?
Yes. It’s because brands are completely
transparent. Thanks to the infinite
amount of information available
through search, social and mobile
technology, buyers can see through
exaggerated brand messages and
can ignore clever jingles. Brands
keep investing in interruptions and
the audience keeps running away.
Consumers want immersive content
and tools that fight friction. They
have the power to ignore traditional
messages.
How can brands flip the switch?
Successful brands are simply taking
a portion of their paid media budget
and applying it to owned and earned
media. That means rather than buying
ads, they are building content and
tools that empower the audience.
Personal interaction is everything. It
enables us to pick up emotional data –
“the chemistry”, “the aspirations”, the
“desires” and the “out of balances.”
Each of these factors form the
foundation for successful brands.
What are today’s consumers really
looking for?
One of the things I point out in my
book is how the community is dying.
The reality is that we’ve migrated
our social interactions online, and we
rarely meet people in our day-to-day
life. This is increasingly creating an
out of balance in our lives – and thus
a gap for a new brand or need. Most
consumers are still not aware of this.
They just somehow feel they’re missing
something, that tactical interaction, the
smells and sounds – the camaraderie
– the kids playing on the street – the
unlocked door. That trend – more than
anything – will turn into something
major very soon.
SEPTEMBER/OCTOBER 2017
REACH MAGAZINE
13

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Only use blue and/or white.
For more details check out our
Brand Guidelines.
PROMO PRODUCTS
MAKE A LASTING IMPRESSION
Nearly 9 in 10
consumers will
remember your
brand from a
promo product.
81% of
consumers keep
promo products
for more than
one year.
1 in 2 consumers
walk around with a
wearable or pocket
promo product.
Nearly 79%
of consumers
have looked up
a brand online
from a promo
product.
CHECK OUT OUR PRODUCT CATALOG ONLINE!
rboinc.com/promotional-products
St. Louis Chicago Web
2463 Schuetz Rd. 81 South McLean Blvd. rboinc.com
Maryland Heights, MO 63043 South Elgin, IL 60177
T. 800-315-1636 T. 847-496-3296
Research provided by “Mapping Out The Modern Consumer” 2017 PPAI Consumer Study (PPAI Research, December 2016)