Targeting Innovation

The hardest thing to learn in marketing–if you follow the rules, you’ve lost before you started. Having worked with the world’s largest agency (Publicis), the original s-valley firm (HP) and consulted with market leaders (printing, digital imaging, semi-conductors .  .  . even technical apparel, real estate, etc.), I’ve found a self-perpetuating relationship between the three standard players.  

Leading firms usually suffer from the Innovator’s Dilemma (set up to milk brands, not innovate), consultants have to noticeably break rules in order to be valued and agencies have to tap dance between the two in order to keep “the client” happy over past efforts, while billing for new work. Like all triangular relationships, they’re best to bolster the impression that everyone’s filling their role, while providing ample opportunities to point fingers around any failures. Makes sense when you realize that everyone’s primary goal is to continue getting paid for their efforts.

This dynamic is taking some unique turns in this renewed era of cost-cutting. Consultants are leading enterprises in ”vendor consolidation”, purportedly in order to negotiate better rates with agencies due to economies. This also makes it so they can lower overhead (fire people), while suggest they’re controlling marketing expenses, which are considered more discretionary. My experience has been that this process does lower client headcounts, enables ”approved agencies” to grow and consultants get their exorbitant fees by helping secure C-level jobs. However, you end up with huge agency’s of record without enough oversight.

That’s why we formed WHO Marketing Services. Comprised of a strong network of marketing professionals, we start with the key ingredient–the Target Audience–and learn what’s going on in their lives that might make your solution interesting to them. We then add a melange of marketing methods where the only maxim is to do what will work for that customer in a way that will be appealing. Going from “something old, nothing new, everything borrowed, you’ll feel blue” to a fresh approach (yes we’re way into “new” media).

Of course, you could just continue to expect slow, stodgy programs that play best internally (often called “being a cube prairie dog” – where you’re afraid to be noticed). Or, you might want to step out and try an approach that makes your programs stand out.  To do that, start with something WHO . . .