As digital marketing and communications matures as a discipline, moving from the experimental to the mainstream, most brands and organisations have undertaken a raft of different digital initiatives. CMOs and CCOs are now building up a sizeable chunk of digital experience and familiarity. However, not all of these experiences are going to be positive and with an increasing frequency I’m hearing a “…tried it, doesn’t work” point of view from clients (and some senior agency folk).
There are a multitude of reasons for this perspective, but I want to highlight three that are perhaps symptomatic of an incorrect analysis of the situation.
1. Business objectives and digital strategy misaligned
At the top of the list of the ‘…tried it, doesn’t work’ conversations is the one regarding content marketing and its appropriateness or otherwise to a particular business challenge. By way of examples, in the past week, I’ve had digital strategists talking to me about which media metrics (impressions, clicks) they should be looking at when they’re looking to prove a return on investment case for content marketing. In other conversations, I’ve seen people arguing the case for content marketing but attempting to justify the investment in terms of direct response (CPA, CPC) measures.
In both these conversations there has clearly been a mismatch of objectives, strategies and measures. Somewhere along the line a disconnect occurred. It could be as simple as missing to ask the question, ‘…is this a top-funnel (awareness, interest) or bottom-funnel (demand/desire, action) requirement?’ Or it could be something more complex.
Whatever the reason, its important to remember that depending on the objective you are trying to achieve, a different digital strategy and its component tactics need to be applied. Is content marketing the solution to all marketing ills? Of course not. If you’re trying to shift product a CPA-based network buy is much more likely to succeed than a promoted YouTube video for the same level of investment. Will the network buy drive awareness or brand consideration in the same way as well put together and promoted YouTube video? Probably not.
This presentation sums up brilliantly the point I’m trying to make. I thoroughly recommending clicking through to be entertained and informed.
When the desire to utter ‘…tried it, doesn’t work’ occurs, consider whether or not in the past the right digital strategy and tactics have been applied to the right business objectives.
2. Early adopters are necessarily ahead of the curve
Another reason for negative perceptions of what otherwise may be a very effective digital strategy is where an early adopter has had prior experience of that approach.
Frequently communicators, to demonstrate that they and their organisation are at the bleeding edge of digital, adopt digital techniques early. Achieving a ‘first’ is a badge of honour pursued by marketers and agencies looking to win awards and make their mark. Unfortunately all too often the ‘industry first’ does not translate into business results for the long-term. Too often again, the nascent technique is discounted as a ‘gimmick’ when in fact it could be a very effective long-term approach, given the right objectives and conditions (as above).
Being first earns plaudits but also skews opinions – be wary of past early adopter experiences and judge the efficacy of a strategy in the long-term and across the adoption cycle.
3. Different strategies work differently for different organisations
Whilst the average tenure of CMOs is on the rise (up from 23 months to 45 in 2012 according to Forbes, http://www.forbes.com/sites/jenniferrooney/2013/04/25/cmo-tenure-now-averages-45-months/) there’s still a very high churn rate amongst senior decision-making clients in the marketing and communications field. In my experience, with this churn comes a whole bunch of unwelcome and misguided ideas about which digital strategies and tactics work or fail.
Without cognisance of this potential risk, there is a real danger of comparing apples with oranges and it’s imperative that client decision-makers keep an open-mind with respect to what is an appropriate strategy for the brand they are currently marshaling.
In summary, be wary of early experimentation, previous organisational experience and most importantly misaligned objectives and strategies before pronouncing ‘…tried it, doesn’t work’ to the next digital proposal to cross your desk.
Jon Wade is head of digital, Asia Pacific, at Weber Shandwick.
This article first appeared on the ClickZ website