Well, I posted a follow-up on LinkedIn (as part of my “The Wildebeest Speaks” series) about one of those seven documents.
If you’re not already following Bredemarket on LinkedIn (why not?), be sure to read “A Deeper Dive Into Positioning,” and the complexities that occur when you have to position and message for multiple products, personas, industries, use cases, and geographies.
Due to the nature of my business, Bredemarket doesn’t usually get involved in strategy. The clients set the strategy, and I fill the tactical holes to execute that strategy.
But I recently welcomed the opportunity to envision a strategy to achieve a strategy, and in the process defined seven essential strategy documents to kick off a product marketing or general marketing program.
Depending upon how you define product marketing, one of these seven goes above and beyond the product marketing function. I included it anyway, because if you ask 20 people what “product marketing” is, you will get 21 answers.
There’s a reason I dated this. I may want to refine it in the future. For example, some of you may recall how my “six questions your content creator should ask you” eventually became seven questions.
The seven strategy and process documents
Go-to-Market Process. I’ve talked about this before, but it bears repeating. You can’t just slap a few things together in three days and say your go-to-market is complete. You need a plan on how you will go to market, including the different tiers of go-to-market efforts (you won’t spend four months planning materials for your 5.0.11 software release), the types of internal (employee) content you will release in each tier, and the types of external (prospect/customer) content you will release in each tier.
Performance Report. I listed this near the top because you need to quickly establish your metrics, define them, and how you will gather them. For example, if you want to measure “engagement,” you need to define exactly what engagement is (likes on a blog post? reshares on a LinkedIn post?), and ensure that you have a way to capture that data. Preferably automated data capture; manual tabulation is horrendous.
Product and Competitive Analysis. Plan how you will perform these duties. Even in my simplest analyses when I was still with IDEMIA, I planned exactly what data I needed, what data I wanted to capture, and how I was going to distribute it. I refined this during my time at Incode, when a team of four released battlecards in a standard format, with data that highlighted items important to Incode. My subsequent analyses for Bredemarket, which were more comparative rather than stand-alone, refined things still further.
Brand Strategy. I must confess that I have never created a formal brand book. But it’s important that you define your branding, at least informally, so that your products and services are presented consistently on all platforms. And so you spell things correctly (it’s NOT “BredeMarket”).
Customer Feedback. If you want to institute a customer focus, you need information from your prospects and customers. What information do you need? How much? (Shorter surveys get more responses.) How will you get it? What will you do with it? (“Trash it” is not an option.)
Positioning and Messaging Book. Once you’ve created the brand strategy, you need a set of consistent positioning (internal) and messaging (external) content. The positioning and messaging matrix can get pretty complex if you are supporting multiple products, personas, industries, use cases, and geographies. I will again confess that I do not have a standard messaging statement for Bredemarket 400 prospects who are Chief Marketing Officers who need blog posts in the identity/biometric industry discussing privacy concerns in the European Union. My loss.
Demand Generation and Content Marketing Parameters. Now in many organizations, demand generation and/or content marketing are separate from product marketing. But sometimes they’re not. What are your plans for demand generation? How will you achieve your goals? What content is necessary?
So what?
As I said, I recently had the opportunity to envision these strategies for a prospect, and have scheduled a meeting with the prospect to discuss these. (Note to “prospect”: these are iterative, and I fully expect that up to 90% of this may change by the time of implementation. But I think it’s a good starting point for discussion.)
The prospect may secure my services, or they may not.
And if they don’t, I can develop these same documents for others.
Do YOU need help defining strategies for your business? If so, let’s talk.
Klarna CEO Sebastian Siemiatkowski has revealed a plan to eliminate his job and replace himself with an AI bot…
…wait, I misread that. Siemiatkowski has revealed a plan to replace OTHER people’s jobs at Klarna.
Funny how these rightsizing moves, with a few notable exceptions, always seem to spare the executives. The brunt will fall on others.
“With almost half the workforce at the company, Siemiatkowski plans to shift customer service and marketing duties to AI. ‘Not only can we do more with less, but we can do much more with less,’ he said…”
I bet customer service and marketing morale is REALLY high at Klarna right now. If it weren’t for the not-so-good job market at the moment, Siemiatkowski might realize his rightsizing goals via attrition before his bots are ready.
But let me ask my good buddy Google Gemini. The material below was not written by me.
= =
While AI has made significant strides in customer service and marketing, it’s unlikely that Klarna, or any company, could completely eliminate human involvement.
Here’s why:
Nuance and Empathy: Human agents are better equipped to handle complex customer inquiries, especially those involving emotional situations. AI, while improving, still struggles with understanding and responding to nuanced emotions.
Problem-Solving: Certain customer issues require creative problem-solving or judgment calls that AI may not be able to handle effectively.
Ethical Considerations: AI can perpetuate biases present in the data it’s trained on. Human oversight is essential to ensure ethical and fair treatment of customers.
Unforeseen Circumstances: AI may not be able to adapt to unexpected situations or rapidly changing circumstances. Human agents can often address these challenges more effectively.
Customer Preference: Many customers still prefer to interact with human agents, especially for complex or sensitive issues.
However, AI can be a valuable tool in these areas. It can automate routine tasks, provide 24/7 support, and offer personalized recommendations. The most effective approach is likely a hybrid model, combining AI with human agents to provide the best possible customer experience.
For example, during my most recent stint as a product marketing employee at a startup, the firm had no official content marketers, so the product marketers had to create a lot of non-product related content. So we product marketers were the de facto content marketers for the company too. (Sadly, we didn’t get two salaries for filling two roles.)
Why did the product marketers end up as content marketers? It turns out that it makes sense—after all, people who write about your product in the lower funnel stages can also write about your product in the upper funnel stages, and also can certainly write about OTHER things, such as company descriptions, speaker submissions, and speaker biographies.
Years ago, Steve Martin had a routine in which he encouraged his audience to say, in unison, that they promise to be different and they promise to be unique.
No, repeating the canned phrase about standing out from the crowd does NOT make you stand out from the crowd.
But wait. It gets worse.
The authenticity bot
When I reshared Rodriguez’s post, I wanted to illustrate it with an image that showed how many people use the phrase “stand out from the crowd.”
But while I couldn’t get that exact number on my smartphone search (a subsequent laptop search revealed 477 million search results), I got something else: Google Gemini’s experimental generative AI response to the question, bereft of irony just like everything else we’ve encountered in this exercise.
You see, according to Gemini, one way to stand out from the crowd is to “be authentic.”
Yes, Google Gemini really said that.
Google search results, including generative AI results.
Now I don’t know about a bot telling me to “be authentic.”
Rodriguez addresses “how” and “why”
Going back to Taylor “Taz” Rodriguez’s post, he had a better suggestion for marketers. Instead of using canned phrases, we should instead create original answers to these two questions:
HOW do you help your clients stand apart from the competition?
WHY have your past & current clientele chosen to work with you?
BOTH questions are important, both need to be addressed, and it really doesn’t matter which one you address first.
In fact, there are some very good reasons to start with the “how” question in this case. It’s wonderful for the marketer to focus on the question of how they stand apart from the competition.
First example: A couple of years ago, when consulting for a large client, I worked on a proposal with one of the client’s partners, and one of the employees in the partner organization happened to be a former coworker from MorphoTrak.
Second example: This morning I’m meeting with Gene Volfe, a former coworker at Incode Technologies (we started at Incode on the same day). We’re working on a project together that requires Gene’s demand generation skills and my content skills…which we will be employing for the benefit of another former MorphoTrak coworker.
Third example: Speaking of Incode, two of my former coworkers are reuniting at a different company. As a sign that these two know each other well, one made a point of saying to the other, “Go Bills!”
And yes, Gene, I remember how you like Google Docs…
Leftover pizza is the best pizza. Preparation credit: Pizza N Such, Claremont, California. Can I earn free pizza as a powerful influencer? Probably not, but I’ll disclose on the 0.00001% chance that I do.
Now that it’s time to write the “separate post,” I really don’t want to get into the mechanics of how posts that attract prospects (hungry people, target audience) increase awareness and help you convert prospects for your products and services.
So forget that. I’m going to tell a story instead about two executives at a fictional company that has a real problem. The executives’ names are Jones and Smith.
The story
Jones was troubled. Sales weren’t increasing, prospects weren’t appearing, and if this malaise continued the company would have to conduct a second round of layoffs. Jones knew that “rightsizing” would be disastrous, so the company needed another solution.
So Jones videoconferenced Smith and asked, “How can we make 2024 better than 2023?”
Smith replied, “Increasing sales calls could help, and ads could help, but there’s another way to increase our awareness with our prospects. We could create content on our website and on our social channels that spreads knowledge of our products and services.”
Jones exclaimed, “That’s great! We could get generative AI to create content for us!”
“No, not that!” Smith replied. “Generative AI text sounds like a bot wrote it, and makes us sound boring, just like everyone else using generative AI text. Do we want to sound like that and put our prospects to sleep?”
“So we need a human writer,” Jones realized, “one who can describe all of the features of our products.”
“Absolutely not,” Smith emphasized. “Customers don’t care about our features. They care about the benefits we can provide to them. If we just list a bunch of features, they’ll say, ‘So what?'”
“OK, we’ll go with benefits,” said Jones. “But why is content so important?”
“Take blogging,” replied Smith. “The average company that blogs generates 55% more website visitors. B2B marketers that use blogs get 67% more leads than those who do not. Marketers who have prioritized blogging are 13x more likely to enjoy positive ROI. And 92% of companies who blog multiple times per day have acquired a customer from their blog.”
“Wow.” Jones was silent for a moment. “How do you know all of this stuff, Smith?”
“Because of the content that I’ve read online from a marketing and writing services company called Bredemarket. The company creates content to urge others to create content. Bredemarket eats its own wildebeest food.”
I’ve been using the word “wildebeest” more often lately. In the Bredemarket blog, on Bredemarket’s LinkedIn pages, on my own LinkedIn page, and even in a job application cover letter.
For those who don’t know why I’m so hot on wildebeest, let me explain.
It all started with the dogs
When I started Bredemarket as a marketing and writing service firm, it stood to reason that I would have to market and write about Bredemarket itself.
There’s a common phrase for this practice: “eating your own dog food.”
It’s important to differentiate yourself from the competition. Trust me on this.
So I stopped talking about eating my own dog food, and when I set my initial goals for 2021 in December 2020, one of my goals was “eat my own iguana food.”
You’ve heard the saying about eating your own dog food. That statement bored me, so I started talking about eating your own iguana food. Eventually I tired of iguanas and pivoted to wildebeests.
And for over 2 1/2 years I’ve continued to focus on the majestic wildebeest, both singly and in confusion (the correct term for a group of wildebeest). Let’s face it: how many other marketing and writing experts are talking about wildebeest? It’s my own little distinctive thingie.
The problem with wildebeest
But now I’m asking myself whether this is a GOOD distinction. After all, the common definition of “confusion” is NOT a positive one. Unless you’re a New Order fan.
So perhaps I’ll retire the wildebeest for something new that more closely reflects Bredemarket’s differentiators:
I help firms win by explaining why the firm serves its customers, focusing on customer needs, and highlighting benefits.
Yes, those are the same differentiators that I currently include in my personal LinkedIn profile. But after all, Bredemarket is a one-person operation.
We relate to firms as entities with personalities…and particular tones of voice. Could you imagine Procter & Gamble speaking in Apple’s tone of voice, or vice versa?
And one more thing…Charmin. Now in black.
(Thunderous applause and royal adoration with no indifference whatsoever.)
Bredemarket’s top archetypes: sage, explorer, royalty, and entertainer.
In Bredemarket’s case, my sage/explorer/royalty/entertainer tone of voice is visible in Bredemarket’s writing. At least in Bredemarket’s SELF-promotional writing.
But MY tone of voice makes no difference to my clients, all of whom are focused on their OWN tones of voice. And Bredemarket has to adjust to EACH CLIENT’S tone of voice.
If I’m writing for a toilet paper manufacturer, I will NOT delve into details of how the product is used. Then again, maybe I will. Times have changed since Mr. Whipple.
If I’m writing for a cool consumer electronics firm, I definitely WILL delve into product use…if it’s cool.
If I’m writing for a technologist, I’m not going to throw a lot of music references into the technologist’s writing. I will emphasize the technologist’s expertise.
If I’m writing for a firm dedicated to advancement, I’m not going to throw ancient references into the firm’s writing. I will emphasize the newness of the firm’s approach, using the firm’s own key words.
My hope is that if you see two pieces of ghostwritten (work-for-hire) Bredemarket work for two different clients, you WON’T be able to tell that they were both written by me.
I then led into…well, something that is long outdated. But the gist of what I said at the time is that you need to determine what your firm’s tone of voice is, so that your writers can consistently write in that tone of voice.
Creating content with your tone of voice
So if Bredemarket works with you to create your content, how will I know your desired tone of voice? By one of two ways.
You tell me.
I ask you.
Bredemarket’s first seven questions, the October 30, 2023 version.
As we work through the seven questions that will shape your content, I ensure that I understand the tone of voice that you want to adopt in your content.
And with the review cycles interspersed through the content creation process, you can confirm that the tone is correct, and I can make adjustments as needed.
Of my four top archetypes, the one that I haven’t really, um, explored is the “Royalty” brand archetype. This archetype was a surprise to me, and upon researching it further it fits me…and it doesn’t fit me.
I am Royalty
By United Kingdom Government – Illustrated magazine, 13 December 1952, p. 14. Copyright label: “CROWN COPYRIGHT RESERVED” (no other labels or attributions)., Public Domain, https://commons.wikimedia.org/w/index.php?curid=64590096
Whether you resonate with being a boss, aristocrat, king, queen, politician, or manager, your brand possesses the incredible power to evoke feelings of awe, admiration, and the promise of shared success in those who encounter it.
Let’s face it: I am the strong-willed person who self-brands as the temperamental writer, often moved to take charge of a situation, and frankly craving admiration and protesting indifference.
For example, for the last several weeks I’ve been tracking both impression and (more importantly) engagement statistics for my personal LinkedIn account and the Bredemarket website. What does engagement mean? In its most basic terms, it can be expressed as (in Sally Field’s words) “you like me.”
Ever since I conceived the idea for this blog post, I wanted to work the Lorde song “Royals” into it if possible. But the song doesn’t really fit, since it’s really about established musical royalty who resist young upstarts like Lorde.
(Young but not young. Even a decade ago when the song was released, I was amused at the world-weariness expressed by a teenager. But I digress.)
The great irony of the lyrics is that “we’ll never be royals” but she keeps talking about becoming Queen and talks about “ruling.”…Will Lorde’s new rule be any better than the current regime? Who knows.
Bredemarket 