Personas – Like building Mr. Potato Head

The process of analyzing & building customer personas is not too much different from the process of selecting & placing body parts while creating your newest version of Mr. Potato Head. You must identify each persona, then build it out by figuring out what “parts” make each one unique. Of course, there will be aspects of some personas that are shared.

Who are your personas?

The first step to working on your personas is to identify them. For me, a mental walk-through of the business processes of a business tends to produce a fairly complete list.

Once I’ve worked through that process, I’ll assign them role-based names (such as junior astronaut, senior astronaut, or launch manager). Next, I’ll discuss the roles with someone intimate to dealing with the clientele in question. Sometimes you can talk to one person and get a good assessment of your persona list.

Discuss your persona list with front office / sales people, service / field techs / deployment teams, admins and managers at each level. When creating a list of personas, don’t assume that you know them all simply because you run the place.

Getting feedback from staffers who talk to / email with these folks on a daily basis is critical to proper identification of each persona. Your front line people in each area work with these folks every day. Their familiarity will help you accurately describe, critique, and reflect on the qualities / properties of the personas you’ve built. Multiple viewpoints across your staff will fine tune the mental sculpture of them that you’re creating.

Putting the lips on each persona

Selecting the lips to stick onto your Mr. Potato Head is fairly simple. The work to break down the different traits, habits, wants, needs, communication requirements and other aspects of each persona your business works with isn’t.

It’ll pay off when you write emails, phone scripts, letters, forms, ads and other communications intended to optimize your interaction with each persona. Optimization is really about achieving a “message to market match”.

I should clarify the “… to market” part of this. Normally when I mention message to market match, I’m referring to the market of people who buy what you sell. From that high level perspective, your market could be “people who want to buy or sell a home“. Personas drill down on that.

When producing a list of personas from your market, we focus on market subgroups. A persona like “empty nester couples between 50 and 62 who are downsizing” is a good example – and is a good bit narrower than “people who want to buy or sell a home”.

The group of people on the list of folks who want to buy or sell a home include:

  • the aforementioned empty nesters
  • millennials
  • newlywed couples
  • 25-35 couples with kids looking for room to grow
  • single folks who want an ownership experience at a waterfront property without the need to deal with yard work
  • aging couples who want a single story place that will be suitable for keeping them out of a retirement home for 10 more years
  • vacation home buyers
  • rental real estate investors

… and so on. If real estate is your thing, you can probably add to that list without much effort.

Why are personas necessary?

You want to break your customer / prospect base down to this level of detail soso that you don’t communicate with each group using the same message. A real estate ad with a couple of 50+ aged people in the photo might not attract a couple with young kids who are looking for their first home. Likewise, the reverse could also be true. The imagery *and* the words matter. It’s tough to attract anyone when you use a message they doesn’t concern them.

When you do the work to identify what is unique to each of these personas, then you can more easily decide how to communicate with them (Instagram, Facebook ad, postcard, etc) AND what to say when you do.

Winning at this almost never looks like “I created one ad and it attracted everyone.” Creating the right conversation with the right group is more work. The reward is that conversations with better context produce better results. Further, fine tuning your message will reduce the amount of time you waste on people your business / products / services aren’t a good match for.

Finally, don’t forget to use your personas to refine messaging to existing clients.

Photo by beeep

Truth in advertising?

Ever watch a TV commercial for a restaurant and see examples of food that you know they’ll never serve? Of course you have. It’s particularly common among national fast food restaurants. At this point, do you have any expectation that the food in the ad will even remotely resemble what you’ll receive if you eat there?

Probably not.

Advertisements which present something the restaurant will never deliver set the tone for what people expect from all advertising – including yours. You need to inoculate your marketing so that it never makes this mistake.

It takes one time for people to lose trust in your advertising. ONE TIME.

Politics – an obvious example

A politician’s financial or legal issues make for an ideal illustration. Are financial problems all that unusual for folks who have dealt with long-term health care challenges? Among all the people you know, probably not. How much different is this vs. a lawsuit over stream access? While you may not know anyone who has dealt with the latter, you can be all but certain that neither party will present these situations accurately and completely.

In their minds, the truth seems to be something to be used only when it’s a weapon. In both cases, the actual truth might be seem reasonable – but we’ll be sure that each candidate’s negative ads will carefully paint these situations to make them look as evil and/or incompetent as possible.

OK, sure. No one believes anything they see in a political ad. Or… no one believe anything in a political ad for the opponent of the person you plan to vote for. And we’re so used to it that we expect everything but the truth.

Just like the ads from many national restaurants.

Don’t create problems for yourself

For a politician, these kinds of problems occur when you don’t get out in front of your own issues. When you let the opponent and their party announce your problems, they get the pleasure of positioning them for you. They also get first shot at defining “the facts”. No matter how true their version is, if they’re first to bring up your flaws or mistakes, you’re the one with the terrible strategy.

It’s no different for your business. You have to bring up common sales objections that others would use against you. Anyone who has done their homework has probably already thought of these objections. Anything you think you can ignore, wave away or hide is best handled by you on your terms, before you get cornered.

Inoculate your marketing

When it comes to your advertising, you have to think hard about this from the customer’s perspective. What are they really looking for? What about my business is a reason to grab their attention? What is unique about what you do and how you do it that would attract a certain person looking for a certain product or service?

If your ad manages to successfully convince someone to give your business a chance, what would possibly make you think that you can show them something in an ad that they’ll never get, or never see when they visit your place?

How do you react when that happens to you? Would you ever go back? Think back to the last time you felt this way.

Given that feeling – what’s necessary for you to inoculate your marketing against producing something like that for your prospects and customers? Start by asking others for their first impression of the ad. Get out of the echo chamber (as politicians, parties and big media should). Ask someone you trust if your ad accurately represents what you do. Ask them if it identifies something that’s important about the decision making process that would make them choose your business.

Ask around

Now ask a trusted customer what they think. Does it resonate with them? Does it ring true to them? Do they feel it’s an important factor when selecting your business, much less your products and services?

Imagine if a politician or a party asked an undecided voter what they thought about their ads. Thinking of your prospects as undecided voters, ask yourself this: Would this help or hurt my cause?

What would someone who didn’t choose your business say about your ads? How do they feel about the ad you currently feel is your best?

Newspaper ad revenue vs Facebook ad revenue

This graph comparing Facebook ad revenue vs newspaper ad revenue appeared over the Thanksgiving weekend.

As a small business owner, here are a few things to factor into your reaction to this data:

1) Graphs like this can be misleading when there is one media (Facebook) in serious growth mode vs. an entire market. We’re talking about a large market of diverse sized newspaper businesses where many of this group still don’t get the internet, still don’t get direct marketing, don’t have the ability to target subscribers based on income and other demographics (much less psychographics), and still don’t coach their advertisers to place ads that produce results. There are some who do get those things and who are focused on producing results for their clients (versus “How many $ of ads can we sell this week?”), but they seem to be a minority. Be careful not to paint the entire newspaper industry as a monolithic dinosaur that cannot deliver solid leads to you. Some papers fit that description, and some don’t.

2) The volume of Facebook ad revenue vs. U.S. newspaper ad revenue as a whole doesn’t mean you much to you IF your newspaper ads are working. Remember, what works FOR YOU is what matters, not what a pundit says, and not what the average says about an entire market across the whole country. Do what works. Do what you can dominate at. Monitor constantly. Keep in mind that a substantial piece of the drop in newspaper ad spend is due to classifieds going to online markets such as Craigslist.

3) If you aren’t already using Facebook ads, perhaps it is time to reconsider them – no matter how solid the results are from your newspaper campaigns. Wearing blinders is dangerous, so don’t get caught napping because your current newspaper ads are producing well.  Like every lead source you use, you have to watch your newspaper ad production closely to make sure that it’s still hitting your cost per lead requirements. If newspaper lead performance falls off, you’ll need to keep a close eye on the customer value of those leads.

4) The graph is a little old because some of it appears to be based on 2014 newspaper data. The advance of Facebook ad spend has likely increased since that time. An April 2016 eMarketer piece indicated Facebook was on track for $22B in global ad sales for 2016. See #3.

Get one new client a day, week, month

It’s not unusual to talk to business owners who want to double their business, even if the discussion is a bit unfocused at first.

It’s far more unusual to find someone who wants grow their business by 1000%, IE: 10 times its current size. Some have said that growing a business by 10 times is easier than doubling it because of the changes it forces upon all aspects of the business. Easy probably isn’t the word, but it makes sense logically because you know you’d have to rethink every process from one end of the business to the other.

Doubling the sales of a business tends to result in doing things the same way, but doing them twice as often, or somehow doing twice as many of them. You may also want to consider hiring someone to do SEO (search engine optimization) With that in mind, the idea of doubling your business might leave you wondering where will the time come from or who will do the work. Reasonable questions, according to someone at kottongrammer.com/miami-seo. Even if that sort of growth seems possible, it might not seem reasonable, no matter how attractive it sounds or how confident you are that you could handle it.

While I’m not trying to talk you out of that kind of growth, and I’m confident that almost every business could use more clients, I know that not everyone is sure how they could make that happen, or how they’d handle the load if they did manage to double the business.

Instead of reaching for 10x or 2x, let’s keep things as simple as possible for now by starting with getting one new client in whatever timeframe makes sense for you.

Start with one

Keeping it simple… How would gaining one new client per day, week or month do for your business?

Perhaps your business isn’t structured in a way that one new client per day could happen, or perhaps you couldn’t deal with 30 new clients a month. What about one new client per week? If your clients require lots of time and effort, perhaps you could only handle gaining one new client a month or even per quarter. What impact would result from gaining one new client per day, week, month or quarter? Do the math on whichever timeframe makes sense for you.

How often do your clients return? If you have 365 new clients a year from now, and you keep adding one every day, how does that change your business? Even if your typical client spends only $10 per purchase, one more per day is a step in the right direction, particularly as these new clients return.

Bring some context to “get one new client”

For a little daily context, maybe you get one more dinner reservation, one more kayak rental, one more room filled, one more table turn, one more styling appointment, or one more portrait setting per day. If you maintain this month-in, month-out, what’s that mean to your business? What are 30 more table turns, 30 more rentals or 30 more room-nights worth to your business per month?

For some weekly context, perhaps you get one more home to clean, one more weekly cabin rental (or one more rental week in the shoulder season, if you have such a thing), one more legal consultation, one more pack trip or one more bookkeeping session.

Naturally, you may wonder how you would get that one more client. One easy way: Think hard about how you’re getting them now. If your lead flow numbers vs your sales numbers tell you that there are leads you’re losing, not closing, or simply not ideal for – dig deeper. Examine each lead source, each media, each referral source. Where can you find one more? Repeat the process.

Why only one?

You might be asking why only one new client per day, week, month or quarter? Simple. If you can figure out what you have to do to gain only one in the timeframe that works for you, then the path should be clear to your long term sales goals. By consistently getting one more, you’ll know you can do it as well as how to handle the growth. Whether you do what it takes to do that one, five or ten times – the choice is yours.

One critical piece – it helps to know what’s working. Do more of what works and less of what doesn’t.

Customer relationships – Do yours mature and adapt?

One of the things that separates people from most machines and systems is their ability to adapt their interactions as the relationship matures.

A tough-as-nails 61 year old grandfather who supervises workers on an oil rig in North Dakota’s Bakken adapts his communication to the recipient when training a new guy to stay alive on the rig, and does so again when chatting with his three year old granddaughter about her Hello Kitty outfit via a Skype video call.

He doesn’t coo at a young buck and he doesn’t growl at his granddaughter. He adapts. It’s common sense.

Our systems, processes and communications don’t do enough of this.

Adapt to the relationship state

Why do our companies, software, processes, communications and systems so infrequently adapt to the state of our customer relationships?

An example I’ve used a number of times: You get mail from a company offering you a great deal “for new subscribers only” – despite being a subscriber for decades. It’s annoying, not so much because someone else gets a better price for a short time, but (to me at least) because they don’t appear to care enough about their existing customers to remove them from a lead generation mailing.

It’s a trivial exercise to check a list of recipients for a new marketing piece against a current subscriber / client list. Why don’t “we” do it?

For mailed items, it would reduce postage and printing costs. It would cut down on the annoyance factor in clients who inappropriately get special lead generation offers – regardless of the media used.

Adapting your marketing (for example) to the state of the relationship you have with the recipient is marketing 101. It’s a no-lose investment.

Adapt to the maturity state

Like the grandfather, most of us alter our face-to-face speaking to the state of the relationship and maturity of the other person.

Sometimes we don’t, but that’s usually because we haven’t had the opportunity to determine the maturity of the other person in the conversation.

I’m speaking of the maturity of the customer relationship as well as where the client is with your products and services. There’s far more to this than simply adapting to a client’s intellectual and age-related maturity.

Remember that “tip of the day” feature that was popular in software not so many years ago? The half life of that feature was incredibly small and the value it delivered was tiny when compared to its potential.

Why? Because few software development companies took the feature seriously once it had been coded and tested.

How can I say that? Easy. Did you turn that feature off once you realize the tips were of little value after an hour’s use of that software? Did you turn it off earlier than that because the tips were of no use at all?

My guess is that one or both of those are true. The tips weren’t there for users throughout their lifetime of use with the software. In fact, most of them weren’t very useful beyond the first hour of use. Every time we move the software to a new machine, it’s likely we have to turn it off again. ROI for that feature? Not so high.

The content of these tips was everything (in fact, the only thing) to the user of that software, yet the content in most tip-of-the-day systems appeared to be rushed out as an afterthought.

What does a software’s tip of the day feature have to do with your business? Everything.

Take your time, implement well.

That the tips rarely were of use to new users beyond the first hour or so of use shows a lack of investment in their content.

Imagine if these tips were sensitive to the maturity of the user’s knowledge and use of the software.

Some cars do this. They automatically adjust the seat and mirror locations when Jerome unlocks the car and use different seat/mirror positions when Carmen unlocks it. Adaptation.

What if your systems, products, services, marketing, processes and other client interactions recognized and adapted like this?

Adaptive interaction isn’t an all-or-nothing thing. It can mature over time, as other things do. Take your time, do it right. You tend to get only one chance to break a relationship with a client, but you can strengthen it with every interaction.

Adaptive behavior is all about making your business personal.

Prevent lost customers with these five words

Small businesses are always interested in getting more new customers, but sometimes forget that keeping existing customers is less expensive than the cost of replacing them.

While products, services and customer support are critical to the health of your business, it’s critical to maintain a strong connection with your customers through properly timed communications.

Tending to this connection and nurturing into a relationship is critical to the health of your business.

Think about the businesses you frequent most often. Do they communicate in a way that encourages trust, doesn’t waste your time or take you for granted?

These things build a good business relationship just as they do a personal one.

Five words can help you stay focused on helping your small business prevent lost customers and improve the quality and effectiveness of your communication with clients.

Collect

Despite the obvious need to stay in touch or be forgotten, most businesses fail to setup a consistent, cost-effective system to collect contact information from their customers. 

10 years ago, most people would give up their contact info much more readily than they will today – and for good reason. Combine spammers, data breaches by hackers (or data shared by them) and the all too often inappropriate use of customer data, your clients have plenty of reasons to have second thoughts about passing along their contact info – even if it’s nothing more than their email address. 

These days, it has to be worth it to let you into their email box, even though it is (usually) easier than ever to leave their email list.

Think about the last time you gave someone your email address. Did they treat it well, thus appreciating that you allowed them to email you? Did they abuse the privilege?  Did they send info that clearly had nothing to do with you, your needs, wants and desires – or did they nail it?

Imagine how much trust it takes for them to give you their full contact info. Are you honoring that trust? Given the data breaches in the news these days, this is a taller order than it used to be.

Talk

Most small businesses don’t communicate enough with
their present customers in multiple, cost-effective
ways.

I say multiple because what works for one doesn’t always work for another. If you have a great Android smartphone app to communicate with your customers, where does that leave customers who own iPhones? What about customers who don’t have smartphones?

Different people favor different communication media because they retain info better in their media of choice, be it direct mail, a blog, a smartphone app or a podcast. If you don’t make it easy and convenient to consume, you’ll automatically prevent some people from receiving your message – no matter how urgent or important.

Remind

Most small business owners don’t know when they’ve lost a customer, and even when they do, most don’t communicate often enough with these “lost” customers via cost-effective methods.

Without up-to-date contact info and valuing your former customers’ time, your message either fails to reach the person or is of so little value, they ignore, unsubscribe or worse.

What could be worse? They forget you ever existed.

Clean

Do you keep your customer list clean?

Clean means you deal with bounced emails, returned mail and bad phone numbers so that your contact attempts get to the right place. For communications that require an investment, this helps make sure the money you spend actually gets the message delivered.

Segment

Do you communicate to different customer groups with a message fine tuned for their needs, wants and desires – or do you sent the same message to everyone?

Many small business owners waste a tremendous amount of time, goodwill and/or money contacting their entire client list rather than using finely tuned advertising and marketing, which keeps costs low and skyrockets results.

Even if you don’t use direct mail, there’s a lot to lose if you don’t make sure the right message reaches the right people.

How many times have you received a great “new customer promotion” deal even though you are a customer of that company? What messages does that send?

Proper communication is essential – and it’s far more than broadcasting your message to anyone with a heartbeat.

Win on low price, lose on low price

Do you depend on having the best price to win business? If so, are you sure that’s really how you want people to choose your company?

I ask that because if you cut your price 10%, that 10% comes out of your profit margin. Perhaps obvious, but not always something folks pay attention to – particularly when price is used as an end-all, be-all to close a sale.

You can tell that’s going on when you intentionally keep silent when someone names the price of a product or service. Stay silent long enough after they react to your “What’s the price?” question and the “we’ll win on price at all costs” salesperson (particularly the novice) will often get nervous and say something like “Of course, we can go lower…”

Use low price as a component

As Amazon Web Services SVP Andy Jassy is fond of saying, “I’ve never met a customer who asked if they could pay more.”

So how do you balance between being too expensive and being the one with the paper-thin margins?

Don’t get me wrong. Using price as a component of the things you use attract customers is fine. Where you run into trouble is when it’s used as the primary decision point. In those cases, you’re more than likely going to get burned and less likely to attract long-term customers.

One common example is using products and services as loss leaders. It’s OK to leverage price in this way as long as you know your numbers very, very well *and* you know that once you get that customer, there are plenty of opportunities to provide more value to them – value that they’ll be happy to pay for.

Fail to do this and you’re headed for trouble. This isn’t just about milk at the back of the store. You see it frequently with internet-based services. How do they offer “free” to so many people, yet still make a profit?

They know how much it costs to offer that free service.

They know how many of those freebie users will convert to paying customers because they want services, features and benefits not offered to freebie clients.

They know their margin on the paying customers is enough to fund the freebies, plus profit margin, so that more paying customers raise their hand and say “Yes, I need that.”

Bottom line, they know their numbers and they never stop recalculating them, just in case something changes.

Low price isn’t owned by the internet crowd

You can use free or cheap as a lead generation carrot as long as you too know your numbers, and make sure that you’re using that offer with the right prospect.

That’s where most businesses get started down the wrong road – they make the offer to the wrong group of people, ie: people who would never have been their customer in the first place.

If you make your offer to the right people, that’s a different story altogether – and that’s the magic formula no matter what your pricing is like.

The timeshare business has done this for years by giving away a free night or two, dinner, etc – all in order to get you to see and enjoy what their facility offers. They know historically what percentage of people will buy if they take the time and make the effort to attract the right prospects to their offers.

Using low price requires well-crafted offers

Timeshares don’t make their numbers by giving away all those free nights, golf rounds, lift tickets and meals to anyone and everyone. They’re careful to pre-qualify prospects using financial, behavioral, demographic and psychographic measures to make sure they closely match historical buyers.

When you attract people with a low price offer, the goal isn’t simply to make it free or available for a low price, but to provide enough of a taste with as little risk as possible to the prospect so that the right person can make a decision to become your newest client.

If you can do this without killing your margins during the period between the time they taste and the time they get serious about buying the real value you can deliver, then low price can work.

Do you know your numbers that well?

 

 

They really aren’t very good at marketing

NotVeryGoodAtMarketing

One of the most common marketing mistakes I see is focusing solely on new clients and doing so in a way that annoys everyone else who has (or had) a relationship with your business.

This quote from Facebook (above) about a New England newspaper’s Groupon deal is but one example.

The process

The process goes something like this:

There’s a discussion in the marketing team and/or with the senior management team (which may simply be you and you) that includes something like this:

We’re not getting enough new customers.

Well, let’s create a deal just for new customers and see if we can get some.

Of course, this means that existing customers can’t take advantage of the deal, and nor can any former customers.

For your existing customers, it’s annoying to know that there is a better deal for what you bought, but it isn’t available to you. To be sure, there might be other parts of the deal (free or discounted this or that to start), but the recurring part of the bill is still more than likely unobtainable for your current customers.

This makes them angry. Ditto for former customers who are thinking of returning.

Meanwhile back at the internet

Most businesses want as many customers as possible. Newspapers fall into that category, but this problem is far from limited to them. I’ve seen it from cable / internet /phone providers and many other businesses that sell products or services via subscription – and even some who don’t.

Innocent enough, but unless you have figured out a way to hide all of your marketing from former or current customers, you’re ignoring human nature. Your ability to “hide” your marketing is an illusion. People talk and they look on the internet. Your marketing is extremely difficult to hide. Even so, that’s very much the wrong problem to solve.

Here’s a secret – get them, keep them happy and keep delivering more value so they buy more. Add upper tier services so you can afford to deliver more value to those who want it.  Coupons come right off the top of your profit – that’s why you don’t want your existing customers to use them.

Meet your customers where they are

Every few years, I would call a local daily newspaper and ask if I could get a Sunday-only subscription.

Every few years, they would tell me that they “can’t do that”. This has happened in more than one place with more than one paper.

Tossing a Sunday paper in my driveway costs them almost nothing. There are almost certainly other subscribers on my road, so the paper delivery driver already goes by my house on Sunday. The incremental cost of that paper and its delivery is pretty close to zero.

Yet – they won’t sell me a Sunday only subscription.

Maybe it’s because…

  • Their billing systems can’t handle it – but I doubt it.
  • The system that bundles papers for the carrier every day can’t handle it – but I doubt it.
  • Their carrier isn’t intelligent or caring enough to make sure that I get a Sunday paper but no other papers – but I doubt it.

I think it’s a management and/or marketing choice that ignores Sales 101.

Sales 101

Sales 101 is “The reason to make a sale is to get a customer, not the other way around.”

This applies to all businesses, not just the ones we’re discussing today.

If this New England paper’s people are in the right frame of mind, they’re thinking “If we can get people to subscribe on Sunday, then they’ll see that our paper is so awesome that they will want a daily subscription – or at least, they will want the digital edition every day and the paper version on Sundays.

I suspect this isn’t what they’re thinking, but instead it’s something like “People only want the Sunday paper, so let’s make them buy it seven days a week to get what they really want.

To be sure – the latter is a legitimate concern about customer mindset, but it can be made irrelevant. Thinking further, why do they want only the Sunday paper? Is it there a way to deliver the desired content daily or at least, more often? Is it about the delivery mechanism? Would a digital subscription that included the Sunday paper in the driveway boost sales?

Are you asking these kinds of questions of YOUR business?

Omaha! Omaha! Omaha!” – Who knows, but it can’t hurt”

Broncos Defense

Any number of claims will be made about this weekend’s Bronco victory in the AFC Championship game, but one stands out above the rest.

Sponsorship evaluation firm Front Row Analytics said the city of Omaha got its money worth with each verbal mention of Omaha worth the equivalent of $150,000 in advertising.

This claim, from an ESPN story about Manning’s calls during the game – each of which generated donations to Manning’s Peyback Foundation, ignores marketing reality and most likely determines the value of advertising based on conference championship football game advertising rates.

Problem is, that’s not what determines the value of advertising – though it can impact the price.

While the PR and donation campaign by the Omaha Chamber is pretty smart, don’t even think about believing the claim that “each verbal mention of Omaha is worth the equivalent of $150,000 worth of advertising”. In no universe is this claim going to hold water.

It’s quite clear that Omaha Steaks’ SVP Todd Simon understands the nature of this project – in this quote from the same ESPN story:

“This is really great for Omaha as a community and for the businesses that are embedded here,” said Todd Simon, a senior vice president of Omaha Steaks, which his family owns. “Who knows whether any of this will translate to the bottom line, if ever, but it can’t hurt.

The emphasis in the above sentence is mine.

Don’t get me wrong. This was a very intelligent project by the Omaha Chamber and they should be quite proud of what they pulled off. It’s particularly impressive to see them jump on it so quickly and get something fun, beneficial and PR-friendly organized after last week’s game against the Chargers, where Manning said “Omaha” 44 times.

It’s also a great example of the “Use the news” tactic that we’ve discussed repeatedly in the past.

“It can’t hurt”

If each of Manning’s 31 mentions of “Omaha” are worth $150k, then Front Row should be able to describe how Omaha can track those mentions to purchase / investment and related actions made as a result. Obviously, I don’t believe they can do this. They can certainly inquire at every sale made over the next few months, but this is unlikely to produce results that would provoke someone into additional advertising investments.

Small businesses should not be investing their marketing budget in “who knows…but it can’t hurt” advertising.

Every bit of your advertising spend can be tracked so that you know whether it worked or not. Don’t let it out the door if it isn’t trackable.

Sarcasm, humor and a great dog: Do they sell anything?

While I have and will continue to remind you about the need for ads that don’t actually help move a prospect (or existing customer) closer to buying (or buying again), this one is hits home on many levels with Guinness’ customers.

It makes fun of typical male weaknesses, while making us love the working dog.

Does it sell more Guinness? Tough to say.

It could be tracked by doing something like asking customers to refer to the ad in some way when they visit their favorite pub or beer store, perhaps in exchange for who-knows-what.

Does it matter? Or is the entertainment and “brand-on-your-mind one more time” enough?

As a small business owner, you need to know before you spend the money.