Tag Archives: Marketing

February 26th, 2018

Marketers who take a stand: what’s the downside of declaring a clear point of view?

Days after another school shooting, the Daily Caller attacks U.C. Hastings for raising universal questions of justice and the need for strengthened gun control laws.

The University of California Hastings College of the Law’s “For Justice” advertising campaign took center stage last week in the aftermath of the Parkland, Florida school shooting.

The conservative Daily Caller claimed Hastings is violating its charter by asking “political” questions in its advertising. 

Looking for a moment beyond the incredibly insensitive timing of the article—published within days of the massacre at Marjory Stoneman Douglas High School, we question the Daily Caller’s central premise – that questions about “justice” are an unacceptable topic to raise…at a law school.

Amber Athey’s article “California Law School Promotes Pro-Abortion Messages” offers this critique:

The University of California, Hastings College of the Law is promoting left-wing political messages in a year-long campaign that may violate its own policies as a state institution… The law school’s campaign, which began in July of 2017 and is titled “This Is Why We Work For Justice… address[es] that core principle of ‘doing justice’ with questions generated through conversations with our students, faculty, staff & alumni.”

For one portion of the campaign, UC Hastings posted blatantly political statements about abortion, gun rights, immigration and taxes on street poles throughout the city of San Francisco. One such banner claims, “A uterus is more heavily regulated than an assault rifle”

Athey goes on to quote Joseph Shashaty, the student president of Hastings Republicans as:

“Advertising clearly partisan views tells conservatives that Hastings only welcomes those views,” Shashaty explained. “Why else would they commit to paying for those advertisements if counter viewpoints were embraced?” “The so-called ‘For Justice’ campaign sent a clear message: UC Hastings is more interested in controlling the narrative than encouraging dialogue on campus,” he said. “These advertisements are 100% political. They are not based in fact, but they were produced to induce a political reaction.”

From a communications perspective, the Daily Caller’s article does raise an interesting question: When are the merits of a controversial point of view worth a potential backlash?

At Mortar we never stop urging marketers to make smart decisions about their product, and to focus their communications on the “A-ha Moment” their decision provokes.

So, we thought you might be interested in our decision-making process in this particular case.

 

Hastings is in a tough neighborhood when it comes to competition. U.C. Berkeley’s Boalt Hall to the east, Stanford Law to the south. We weren’t going to coast on our reputation, or outspend either of those Goliaths. So, we studied our client. We worked to understand what, specifically, was different about a Hastings degree. What it was about Hastings that set them apart. What we found was this: Hastings is the oldest law school in the University of California system, with a history of working for justice that goes back 140 years. Most recently it was Hastings lawyers who rushed to SFO to help immigrants navigate the White House’s 2017 travel ban. Hastings grads have always been first on the scene – literally standing up for justice.

If ever there were an A-ha Moment, that’s one.

A program that is forthright in its mission of educating others so they can go on to tackle the most contentious issues of our time attracts a special kind of student. Students who are more likely to be motivated by a social conscience and perhaps just a little less interested in a huge paycheck. Such students will lean towards public practice and the bench—an area of strength for Hastings graduates.

Now that’s not to say Hastings does not graduate attorneys with interests elsewhere. Or indeed, that Hastings is not interested in alternative views or those with challenging opinions. On the contrary, Hastings would be one of the first to declare its interest in students of all viewpoints.

Neither does it imply that students’ views might not change after graduation.

But it does carve out a strong point of view for Hastings the educator: because Hastings is more than just a place to get a law degree. Hastings is bold about its educational mission. And Hastings is not shy about inviting controversy and passion into the classroom.

And that’s an idea worth raising a little hell about. That kind of shoe-leather-on-the-streets approach to justice is an idea worth talking about—in bold, possibly controversial terms.

Did we think it would please everyone? Of course not. Is it proving to be worth it? Absolutely.

Hastings’ tiny, no-budget campaign — executed on their website and supported by a relatively small number of street banners with limited distribution in the city of San Francisco — has generated a massive amount of attention. Posts about the campaign on various social media outlets have generated engagement from nearly 40,000 individuals.

Now, we could easily stop there. We could say “We got our client attention, our work is done,” and pat ourselves on the back. After all, we’re marketers, not policy-makers. But we think the Daily Caller misses the mark philosophically as well as factually.

The campaign does not violate the University’s charter.

It does not misrepresent the truth.

And it is in no way inappropriate for a law school to advertise the fact that it fights for justice – particularly when that law school’s 100+ year-old motto is “Fiat Justitia”  – “Let Justice Be Done.”

Some students see “For Justice” and feel connected to an institution that is sympathetic to their desire to change society. Others will be passionate about a particular issue (we heard a lot about women rights from the Hastings’ students we interviewed).

Some are drawn to the possibility of active, passionate debate and a classroom experience that is invigorating and insightful—mimicking the experience of pleading your case in court.

And yes, some are turned off by a tone that might be seen to imply there is a lot wrong about how we sell guns, treat the unborn, what we do with immigrants, or care for our environment. The campaign forces viewers to face uncomfortable truths, and implies that Hastings may force them to defend their views in front of uncomfortable people.

Isn’t that what law school is for?

Our point is this: A-Ha Moments are not without risk.

This one made us all take a deep breath. But in the end, we knew we’d brought the right kind of attention to a client with zero budget and massive competition. We did it honestly. And we did it by bringing our client’s true strengths to the fore. Did the work please everyone? Obviously not. Is that scary? Definitely. Was it worth it? Absolutely. We’re grateful for a client willing to take risks. For an opportunity to stand up for the idea of justice. And for the chance to prove that great ideas don’t need a huge budget to have a huge impact. That’s what A-Ha Moments can do.

See the entire campaign here.

The views expressed here are my own (Mark Williams, the CEO and Founder of Mortar). They do not necessarily reflect the views of U.C. Hastings or the Mortar team.

October 2nd, 2016

Why Millennials don’t buy: and what Marketers can do about it.

5 tips for marketing to millennials

More Mortar clients are complaining about selling to Millennials. And that got me wondering: what do the pundits have to offer on how to approach today’s Millennial?

Unlike previous generations, Millennials grew up with the promise of instant and frictionless access to information and one another.  As a result, they are more likely to think differently about what it means to “own” something. Writing in Fast Company, Josh Allan Dykstra writes that “this new attitude toward ownership is occurring everywhere, and once we recognize this change, we can leverage it. Instead of kicking against the wave (which is the tendency of many institutions and leaders), we can help our organizations thrive in this strange new marketplace by going with the flow and embracing the death of ownership”.

Look, Dykstra emphasizes, ownership just isn’t hard anymore: “We can now find and own practically anything we want, at any time. Because of this, the balance between supply and demand has been altered, and the value has shifted”.

We know the experience of acquisition matters a lot to us now, and this is especially true of Millennials: How we find out about and buy a product can be as important as what we actually do with it. For example, just consider how much time the modern marketing suite now spends in user experience discussions. Indeed for some eco-conscious customers what we do after we own a product can also be pivotal (like how do we dispose of all that ugly packaging that comes with every Amazon delivery?).

Facebook reminds us that experience is additionally powerful because of how it connects us to others. Our purchases have greater impact because we can perhaps do something worthwhile, tell others about it, and have it say something meaningful about us and our motivations. 

Our newest customers, then, approach ownership differently, encourage us to think beyond purchase through to the act of use, and what the conversation might be around our product and the experience we provide.

Here are five of the more obvious ways Millennials buy differently—along with some tips on what Marketers might be able to do to take advantage of the change:

1. Millennials are more likely to buy things because of what it says about them.

The product or service we deliver can help people do something significant that goes beyond actual use. Method, Seventh Generation, ZipCar, Southwest Airlines have all built brands around a superior and differentiated view of what their customer wants. Action: Make sure you tell your customers what their purchase actually says about them: look for ways to connect your product to something they will find meaningful and compelling. Mortar’s repositioning of Fair Trade USA leveraged this insight with “Every Purchase Matters” tagline.

2. Millennials buy things because of what they can tell others about it.

Of course there’s a social piece to owning something that is ever more vibrant. The joy isn’t all in the having it is in the sharing. When we share something we like with others we create a bond that is meaningful—and “the goodwill created in that moment expands to encompass our brand and our business in general”. Action: Start to think of your employees, their families, your customers, commentators, prospects and maybe even rivals, as a community of like-minded people coming together to achieve something new and important. Tell prospects more about what their purchase could say about their work and their position in the community. Give your community more opportunities to share the news of their finds. And be responsive to feedback. Witness Mortar’s client Chef Software leverages community to spread the power of increased automation in IT..

3. Millennials are more apparent about their values.

Millennials are very open about how their values shape behavior.  As Dykstra indicates this maybe “explains why so many Millennials are moving to Urban areas. Although it is tempting to see the return to the cities as anti-car, instead, it could be more about all the other things a “non-car life” represents: it helps Millennials be more environmentally conscious, socially aware, and local. This distinction of purpose may seem nuanced, but motivation is a powerful differentiator (perhaps one of the most powerful)”. Action: Understand the values that drive your audience. Connect people to something bigger than themselves through your product or service. Our work for San Francisco’s famed Exploratorium museum is obviously designed to help its community enjoy learning about their environment with a special emphasis on science, but not so clear–but nevertheless critical–is the hidden appeal to building an informed citizenry through increased engagement. 

4. Millennials hate to wait.

We all hate to wait. But Millennials have grown up in an age of abundant choice and easy switching. Waiting for them is not just a chore it is an offense and an indication you just don’t care. Action: Take a look at how you engage with your customers and prospects and implement new tools that will enable you to message customers when they are on your website, respond in real-time to questions. Be flexible and authentic with your responses. Wired indicates that more than 50% of customers will abandon their cart on the spot if they can’t get a question answered immediately.

5. Millennials love to shop on their smartphone.

Mobile is the platform of choice for most of us, and this is certainly true of Millennials. Indeed, pundits point out that Millennials just aren’t using their desktop computers as much. And they are not alone: how many of us grasp our iPhone’s like our lives depend on them? Action: make sure your mobile experience is awesome.

As Toffler warned in Future Shock, technology disruption happens fast—but it takes society a long time to catch up and adjust to changes in behavior. Amidst all the concern about selling to young buyers lurks an incredible opportunity to differentiate and grow. Don’t be one of those leaders who thinks they can thrive by ignoring the fastest growing part of their market

* Picture credit from Fast Company.
July 30th, 2016

A Manifesto for the Mortar community: let’s change the way we think of customers.

Isn’t it time we stopped thinking about people as consumers, customers, clients or, heaven forbid, a target audience.

And started thinking about them as a community.

A group of like-minded souls with the power to engage with your organization, your products and with each other?

By helping our clients tap community, we’ve helped create over $14 billion in market value.

From software to security; self-improvement to longevity; destinations and experiences; Mortar has focused on tapping the power and potential of our client’s and their communities.

Think about it. If we are aiming our messages at a community we need to think of our audience in that way. As people who talk to one another. About us.

And we are all talking to communities. Sure, each of us is interested in a different sub-set of humanity.

Whether we divvy up our customers by job title, culture, affinity, identity, location or some other factual or emotional profile, our customers are best thought of as a group.  Community members chatter with one another about what they see and experience in text, Instagram, on Facebook, on Twitter, Tumbler and at the coffee shop.

Which means that we marketers should think of ourselves as community managers and leaders. As Mayors. Senators. Congressmen. PTA stewards. Chefs. Generals. Mothers. Fathers. Leaders. Educators.

If we miss this essential step we fail to understand who we are talking to and, it follows, what really matters to them. Which is why so much of what marketers say—either directly or through their agents—falls flat and fails to inspire.

Communities are shaped by common beliefs, a level of affinity and similarity. Every community has a special kind of connective bond. The links we share, the invisible dark matter that cements one human to another, is the raw material of great marketing.

Mortar is an advertising agency. Yes, an advertising agency. We don’t apologize for being what we are. And neither do we let it keep us up at night. Our job is to persuade, cajole, brighten or otherwise compel communities to buy what our clients are selling.

What sets us truly apart is in our name: Mortar. We are all about the glue that binds groups to action, thought to outcome, products to change.

We believe every single marketing assignment needs to start with deciding what unites the community we care about. Then we can make Strategic Marketing Decisions about how we will approach the group: what has the capacity to drive them wild with desire.

We enshrine this strategic decision in writing. And we match it with a sudden gasp of surprise—a A-ha moment. You will understand it as the moment a promise connects with an individual and fuels a conversation.

These three elements: a belief that connective tissue is the key to understanding today’s customer, that a decision must be made about which way to go, and that everything needs to ladder up to a single a-ha moment, differentiate our work.

None of it makes sense without a solid, unyielding, firm grasp of what unites—and separates.

February 11th, 2016

How you too can create billions with B2B messaging.

(SPOILER ALERT: business buyers are human too)

Prick a business buyer, do they not bleed? Tickle them, do they not laugh? Poison them, do they not die? To further bastardize the Bard, if we are like them in the rest, we resemble them in this too.

B2B marketers take note: if you too want to make billions, a great place to start is by framing your messaging as an appeal to human nature. 

It helped us shape the creation of some $16 billion in value since 2003. It will work for you too.

Here’s a three-step approach to more human-factored business communication:

1. Decide who: Your target is of flesh and blood. Emotion, gut and desire drive purchasing decisions, not job titles. So remember to understand your audience’s Psychographic profile.

Consider how well you know your target audience? What keeps them up at night. What gets them going? Are they early adopters, or of the more pragmatic mindset?

[Tip: there is no better way to profile customers than to talk to them -Ed].

2. Decide your value: Now that you know who is in your sights, you can decide what you can offer them.

Your Value Proposition should speak to what they truly want (and wants always trump needs).

An effective value proposition explains how only your product solves their problem and promises added value.

Ask yourself: What do customers get from you that others can’t provide? How you define your audience will give you clues for crafting your value proposition. But you will still need to decide what to emphasize. Even though your value proposition will likely change as the market matures and the product becomes more widely understood, maintaining differentiation requires choices and focus.

And the dirty little secret about focus is it means that only some people are in the tent while most are not. 

3. Give them three Careabouts. We like our things in threes. Threes are easy to remember. Easy to use. And necessarily focused.

So give your target three things to expect of your offering—three powerful whys. And back up each of the whys with compelling and clear Reasons to Believe.

Boil them down like this: Many squeamish and concerned homeowners (the psychographic and demographic profile) turn to “Mouse Killing Machines” (MKM) to kill vermin infesting their homes so they can have a mouse-free and safe home with no harmful chemicals needed (value proposition). 

So MKM wants to point out how lethal their solution is to all pests (careabout #1), compared to say cats, which often deliver prey that is still, well, twitching (a compelling Reason to Believe).  Others MKM customers want a smart and easy way to keep mice and other vermin from entering their home–and that can be adjusted based on conditions. So MKM says it can be optimized too (careabout #2). And MKM customers indicate some level of concern that mice-killing poison could harm their pets or children.  So MKM points out that ridding your home of pests means it is more actually safe  (careabout #3). That MKM does not use harmful chemicals (I know right, oh the wonderful power of logic-free analogies) and includes a child-safety latch to protect it against prying fingers (more Reasons to Believe). The three things the MKM customers thus careabout are Killing, Optimized and Safe

These simple, but effective steps can be brought together in a messaging house. Ready to be blessed and put into action by marketing, sales and partners.

Sometimes it can be more fun to think inside a box (house). Here’s an example for MKM that includes a value proposition, customer psychographic and demographic profile along with three careabouts–and the supporting Reasons to Believe:

Mouse House image

That’s how we see it. Let us know your thoughts. Join the conversation #whatifmortar.

January 20th, 2016

What if collaboration didn’t mean winging it?

Six Thinking Hats

Here’s the simplest and soundest way to bang heads effectively.

For the past few months we have been writing about the perils of the Big Reveal and more effective ways to include clients in the creative process. Many of you, dear readers, have asked for help doing just that. So we thought we would share our favorite collaboration method: Edward DeBono’s Six Thinking Hats.

Six Thinking Hats, One Straightforward Goal

What: The Greeks taught us to debate issues by attacking one another’s ideas, so that only the strongest survive. But there are plenty of other ways to debate ideas. Edward DeBono’s Six Thinking Hats brainstorming technique is both simple and astonishing. By separating thinking into six dimensions or perspectives— the metaphorical “hats” — groups can be aligned to explore and vet alternative ideas in a non-confrontational, structured manner.  And like most of our favorite brainstorming techniques, it can be deployed quickly. Plus you get to wear hats. Which is always good.

When: Six Thinking Hats works best with a well defined idea/question to explore. You need a starting point that the group can agree on, otherwise you’ll quickly descend into a maelstrom of “I think we’re wasting our time here.”

Who: Groups of four to 12 are ideal.

How: Carefully sequenced and structured collective thinking. The team considers the idea/problem from the same perspective and at the same time. [Great hatters capture all the goodness on a whiteboard-Ed].

We suggest you move the group through the hats in this order:

Blue Hat: The moderator’s hat. What the Blue hat says, goes. The moderator organizes the session, sets the agenda, captures insights and enforces the code of the hats. The Blue hat starts the session and explains the rules. This is the only hat worn by a single person, who will remain the moderator throughout the session.

White Hat: The fact hat. What are the plain, simple and undeniable facts about the problem at hand? White hat thinking is often easy and fast (but it can be hard to keep speculation out). Stick to the facts and only the facts. Facts set the foundation for the later stages of informed thinking. Good White hat questions include: What do we know is true about X? How big is X? How much does X cost? How many customers does X have?

Red Hat: The emotional hat asks “How do we feel about the issue?” Giving participants permission to share their emotions about a subject is illuminating. It has the added bonus of removing anxiety by validating opinions. Be sure everyone has a chance to wear the Red hat and give voice to their gut. Ask participants to share why they feel the way they do.

Black Hat: The negative hat. Black hat thinking asks, “What is wrong with this idea?” Black hat thinking frees the group to indulge their dark side and revel in unfettered pessimism. What could go wrong? Why won’t it work? Why bother? Empty the issues and challenges out on to the whiteboard for all to see. Don’t worry about obsessive Black hat thinking scuttling the entire process. The group needs to work through negativity to see the light.

Yellow Hat: The sunny hat. The Yellow hat asks, “What makes the idea great and why will it work?” This hat  encourages a positive disposition by allowing the group to focus on benefits and positive impact. If you spend 10 minutes in Black hat thinking try and spend 15 here. Capture all the good things onto the board.

Green Hat: The “Then what happens?” hat. Closing a Six Hats session with the most optimistic of all the hats leaves participants with a strong sense of possibility. Green hat thinkers look to the future: If we introduce X what will happen next? What are the implications of this move and how will it change the world?

Next Steps: Close the session by reviewing the whiteboard and asking the group to highlight what they found stimulating or surprising. Take a snap of the whiteboard and send it to participants.

Last words: Wearing real hats makes it infinitely more merry.

To get through everyone’s ideas you’ll need at least 5 minutes per hat (anything less than 60 minutes overall is unsatisfying).

Fancy managing your own Six Thinking Hats session?  Download our handy guide here. There’s more on the creator of the hats, Dr. Edward DeBono, here.

Follow our “What If” series and join the #WhatIfMortar conversation.