Credit: AI Trends
By Rafael Knuth, CEO of Knuth Concepts, a data literacy consultancy
I am an advertising and marketing veteran who is currently transitioning towards data science. The purpose of this write-up is to give you some baseline understanding of marketing, grounded in my professional experience. I am hoping that my write-up will help you gain a bigger share of voice when working with advertising & marketing teams. Eventually, you might ask bigger questions and thus move beyond just optimizing their work.
I will expand this post into a series depending on your and other readers’ feedback. Just let me know what you think in the comment section below.
My most important advice to you is:
Don’t think like an ad or marketing guy
Think like a consumer
This has been the most rewarding exercise in my professional career. However, it’s a very inconvenient one because customers don’t want the same things as advertisers and marketers. According to Forbes, an average consumer is exposed to 4,000 – 10,000 advertisements per day. That said, your marketing departments effort to increase email-marketing opening rates, for example, stands in sharp contrast to your target audience’s attempt to minimize the volume of incoming marketing mails (aka spam). The same goes with every other ad & marketing measure:
It’s your try to get on a consumer’s radar vs. a consumer’s effort to get you off his radar
Taking a (potential) customer’s point of view, you might ask questions such as:
- “Why are we even sending out email blasts to our target audience?”
- “Are there possibly alternative communication channels?”
- “Is our content even relevant from a customer’s point of view?”
- “Do we understand the conflict of interests: What we want from our target group vs. what they truly want?”
- “Are we willing to act upon these insights?”
These, in fact, are dangerous questions because they undermine the status quo and thus the authority of those in charge. What if your company has done things exactly that way for ages? What if you are stepping on someone’s toes asking those questions? Welcome to the world of corporate politics! Make sure you test the waters cautiously and observe your team’s reactions. You might stir up some waters, and that’s good if your company is willing to change things and move beyond keeping their current modus operandi.
Let me give you some practical advice about how you can get better at thinking like a customer.
Acquire the skill of talking to customers and field staff
As a data scientist, you might get odd looks if you tell your superiors: “I am going to be out of office for a week, talking to customers, dealers, service and support.” Think of the ability to talk to customers and field staff as of an art because it goes beyond just checking off questionnaires. If you ask a customer directly: “What do you want?” He might come up with a bunch of ideas, literally out of thin air. But would he even buy a product that was configured due to that wish-list? Instead, ask questions that make a customer talk about the product experience, and then derive insights from that. Let me give you one example.
Customers behave in ways you sometimes would not expect
Back ten years ago, I worked for a POS (point of sale) design agency. One of our biggest customers was a family-operated retail business with approximately 300 duty-free airport outlets at that time. One thing that our agency wanted to remove were bargain bins which we found quite disturbing. It looked odd to us that Gucci, Prada, and Dolce & Gabbana bags worth north of 1,500 USD apiece were heartlessly dumped into those bins. “Wouldn’t it be better to have high-quality touchpoints for each of those brands?” we thought. Our customer’s executive team was supportive of that idea. But then, luckily, we hit the road and talked to salespeople working in our customer’s outlets. “Tell us about those bins! How do customers feel about them?” we asked. Many salespeople shared the same observations: “Oh, customers actually love those bargain bins. Some of them storm our shops during a stop-over and they spend 5,000 – 6,000 USD on two or three of those bags within minutes. They feel like hunters who stumbled upon a rare, overlooked treasure.”
As a result, we didn’t touch the bargain bins. Although the total volume of luxury handbags sold was microscopic, we realized that those bargain bins attracted a wealthy clientele. This had a positive impact on our customers’ brand, as the vast majority of customers with average incomes want to spend their money where the wealthy do.
Use products your customers are buying
A couple of years ago, I read an anectodical story about Ferdinand Piëch, the former chairman of the Volkswagen Group. He reportedly had a meeting with his truck division’s executives, and they jokingly talked about driving trucks, until Piëch produced a valid truck driver license from his pocket. Being known as someone who has gasoline in his veins, Piëch had little tolerance for executives who are industry-agnostic (aka don’t care what they sell, as long as the pay is good). One executive allegedly got fired on the spot because he felt that acquiring a truck driving license was a waste of time.
Read the source article at Data Science Central.