For those of us who began our careers before the rise of digital media, GRP was the benchmark to which all media and message dissemination were held. GRP stands for gross rating points. A gross rating point was computed by combining reach (the percentage of the target audience you reached) and frequency (the number of times your message was seen by everyone in your target audience). As an example, if you wanted to reach 50% of your target audience five times, you would need to generate or acquire 250 GRPs. If you wanted to reach 70% of your target audience merely three times, you needed 210 GRPs.

Today, all measurements begin with impressions, and GRPs are no longer utilized as a measuring tool, but the philosophy behind them remains timeless, and highly relevant to today’s planning situations. Here’s what I mean.

Let us start with reach. The concept here is simple. How much of your target audience do you need to reach for your campaign to be deemed successful? Do you need to get to 20%, 40%, or 70%? Keep in mind, this is not how many people you need to convert into viable leads, but how many you need to be able to reach to be able to get to the number of conversions. So, if you need 100 conversions and your conversion rate is 10%, then you need to reach a bare minimum of 1,000 in your target audience.

The reality is that number should be much higher because you have to account for individuals who are not in the consideration set at the time and those who are not reachable via the media vehicle you are using. Not everyone is shopping for shoes today, and not everyone who is shopping for shoes can be found via Google Search or just on one or two social media platforms. And, given how fragmented digital and social media are today, even if you spend a lot of money on Facebook or Instagram, you will only reach a portion of the entire audience. Is there a way to figure out the right reach for a campaign? Yes, and you probably have most of the inputs you need already.

The second number represents frequency. This is the number of times an individual needs to see your message before converting and beginning the sales process. Many organizations will base their decisions on the buying cycle. For example, home coffee brewers purchase ground coffee twice a month. The thought is they need to be exposed to your message at least twice—once for each purchase occasion. Something to keep in mind, though, is this only represents the number of times they need to see your ad or post outside the store. You also need to factor in promotional activity and in-store actions, such as shelf and display presence. Worth noting, of course, is if they are brand loyal, that should suffice; if not, and you want to convert those who are loyal to your competitor, the frequency and exposure to your message needs to be more—like to the tune of 50% more. How do you find the right frequency? Include frequency testing in every plan you develop to discover the magic number. This means aligning media stats with sales reports and having test cells in place to be able to see the difference. It sounds hard, but it really isn’t.

So, you now know how many individuals you want to reach in terms of percentage of your target group and how many messages you need to send them before they decide to work with you. Now you must take these objectives and identify the appropriate media for them. There are a few things to note.

1.       Sight, sound, and motion improve responsiveness.

Not all ad units behave similarly. Logically, an ad on a 65″ OLED TV has a greater impact than an ad on your cell phone. So do not assume that an impression on social media has the same weight as one on mainstream television. Plus, streaming, cable, and traditional network TV have one advantage over digital media—they are intrusive. While they can, most people don’t fast forward through ads as much as they swipe past social media posts.

2.       Reach and frequency effectiveness require time to build.

When you think about it, this makes perfect sense. Even if you have a large budget, it takes time for all your messages and ads to get served. In most cases, you might start to see peak reach around two weeks into a campaign, but realistically you reach much of your target reach by weeks three and four. And as for frequency, yes, those that consume a particular media heavily will see a post or ad with greater frequency sooner than the average or low users. But again, those average to low users are extremely important, and you don’t want to shortchange them. So, like reach, frequency takes time to build.

3.       An integrated campaign is more likely to help you reach your goals than using only a handful of media options. There are two reasons:

No media vehicle can reach your whole target audience. (For those of you who will lift your phone and exclaim, “Everyone is on their phone, duh.” Yes, but that does not imply that everyone uses it in the same manner or has the same feeds. So, if you want to reach more of your audience, you will need multiple media vehicles. Consider each media vehicle a pearl, with the purpose of stringing enough of them together to make the impression you want.

Each media vehicle has unique strengths. For example, audio, whether broadcast radio or streaming, is a frequency medium. Audiences are small but loyal. Radio and audio streaming will allow you to deliver your message to them multiple times. Network television can be a more effective reach medium if the programming is geared for a broad audience.

So, to summarize. When creating your communication strategies, keep in mind how many individuals you need to reach out to and interact with, as well as how many times you need to message them to receive the desired reaction. You do not want to fall short of your goals because you did not reach out to enough people or communicate with them frequently enough. Keep in mind that not every product or service you promote will require the same level of reach and frequency. As always, rigorous analysis will guide you in the proper direction. Accurately documenting outcomes and incorporating them into your planning process, as well as consistently testing for reach and frequency, will maximize the success of your efforts.

Since many of us are being forced to make cuts in staffing and resource access, this blog specifically addresses how to manage your marketing and communication department activities with more limited resources. Ultimately, the goal should not only be about reducing headcounts and dividing up tasks but seen as an opportunity to rethink how to move forward, setting a marketing and communications department up for growth and eventual prosperity.

So, let me get started. I believe there are six strategic areas that every marketing communications department should touch in some fashion. They are: Brand Strategy, Paid Outreach, Customer Interactions/ecommerce, Earned media, Partnerships and Technology Transformation.

Brand Strategy is something you should always be mindful of; it doesn’t necessarily mean you need to be working on it every day, but it is your true north; it is the direction in which you are moving; it impacts everything that you do from a marketing and communications standpoint; it needs to be reviewed, assessed, and updated on a regular basis; and it encapsulates your values. Without a strong brand strategy, you are moving forward without a rudder.

Paid Outreach includes all the efforts where you pay to push out your communications – through traditional media, digital media and social media (yes, boosting your post is paid outreach, not earned).  Its major goal is to raise awareness among all those important audiences you don’t necessarily reach through your current efforts. Paid Outreach expands your universe and gets you in front of people who don’t get exposure to you.  Regardless all your other efforts it’s the quickest and most efficient way to reach people.

Customer Communication and Ecommerce.  I put this as third since these are your most dedicated fans, and they deserve a good portion of your time. Some products and services have relatively short repurchase cycles, while others take much longer, but regardless, all your past customers are truly your best future, and if you’re in a relationship-oriented business, as most nonprofits are, it behooves you to stay in touch with these folks.

Earned Media involves both media relations and social media. It takes a lot of effort, more than most people who aren’t doing it realize. And I’ve seen many businesses that become too reliant on it and overdo it. Sure, you produce impressions without out-of-pocket costs, but it takes a significant amount of effort to create innovative content and generate many interactions. That is wonderful, but social media must be tempered. I am not a Luddite — I believe in social media and media relations, and I think that if you have a massive budget and you can go out and connect with influencers and get paid placements, then it’s worthwhile. But most organizations don’t have a massive budget.

Partnerships, on the other hand, are an area in which people under-resource. Every organization has partners, whether for commercial or mutual alliance goals. Especially at this time, there are numerous opportunities to collaborate with partners, whether it’s working together and sharing resources, taking advantage of something they do that you don’t do well, offering them something they can’t do and thus gaining some credit among their audience, or finding some overlaps among allied businesses. Partnerships are probably the one area that people should focus on right now. I can give you 1,000 lovely little phrases about how we flourish together and divided we fall, but I’ll spare you. The point is that your partners can be a huge asset to you now and it is a marketing and communications opportunity area everyone should be looking into with more intentionality.

The final one is, for lack of a better description, technological transformation. And this isn’t just about pushing you to use generative AI. It’s basically about going back and looking at every aspect of your marketing department to see how you can function more effectively. (Note that I did not say cheaper, but more effectively). It is about increasing your use of virtual meetings and automated tools. It is about pulling more out of your data that is inherent in your existing reporting, whether it’s more in-depth analysis of your CRM, using the other features in your reporting software, doing a sentiment analysis on your social media posts, testing content and comms distribution channels. I promise you, you can make your department run more effectively if you are more intentional about using the technology that already exists in your organization. 

It goes without saying that you can’t do all these at the same time and it’s unlikely that you’re going to get to all of them over the course of the next year. What you need to do is to go back and prioritize. And don’t prioritize based on what you’re doing right now, but what will help your top line. I think for starters Brand Strategy is obviously important, but Customer Communications is vital. And then, squeezing more out of Partnership opportunities – it is low hanging fruit.  If budgets allow, increase Paid Outreach. It’s worth noting, as your competitors cut back on Paid Outreach you can increase your presence and share-of-voice.  If you want to go ahead put time and effort into Earned Media go for it but just note it’s not the end all or be all especially when your challenges require that you find ways to grow.

Last month’s blog on the difference between a business plan and business strategy generated a lot of great comments and feedback. The most popular asked how exactly does one go about creating a distinctive strategy, especially in a competitive market. That’s a question that every organization – from private to public, profit to non-profit – should address. So here’s our perspective on how to move forward.

The first step is to acknowledge that nothing ever stays the same, and to actively lean into the changes. Over the course of a reasonable period of time, the market shifts, consumer preferences shift, competition shifts and then internally, your organization may have gone through some changes as well. So, as much as it seems everything is the same, assume it isn’t, and then start looking for the changes. To come up with new and relevant strategy, you need to shift your perspective. You can’t attack the problem the same way as before, otherwise you’re going to end up pretty much where you are now.

So, how do you do that? Here are three suggestions:

1.       Introduce new input. The goal is to come up with insights that are new and different, and were not factors in the previous iteration of the strategic planning process. This means either investing in research or going beyond the usual analysis. You know you are on the right track when you have “eureka moments” — when you see something that you know you can’t ignore. For example, start with an objective analysis of your ecosystem, which includes your competitors, your partners and of course your customer and client base. Take a look at new trends and what products and services your market is adopting. 

2.       Bring new people into the process. These folks don’t necessarily have to be outside of the organization, they may be folks who don’t usually sit in on these types of meetings.  There is a rule though: whomever you bring in needs to be imaginative and willing to express their opinions. This is about adding fresh thinking to the mix; bringing in people who will process the information differently. Now, if there isn’t anyone internally that fits that description, then find someone external to the organization. It could be someone who’s works in a different industry or market and has had experience coming up with strategies.

3.       Change the question. We like to start every planning session with a question we want to have answered by the end of the planning process. The question isn’t necessarily an objective, like “How do we increase market share?”  But it might be more like, “how do we make ourselves essential to our customers and clients?” Or, “how do we make sure our graduates pursue meaningful, life-fulfilling careers?” Or, “how can our services revitalize our community?” Don’t be afraid to ask a big question. As a matter of fact, the bigger the better because it will force you to reach for big answers and not be satisfied with crumbs.

Strategy and strategic thinking are terms that have lost much of their meaning because they are applied to just about any form of planning or thinking. So, don’t let yourself get fooled into thinking that because the meeting is a “strategic planning meeting” that’s what is really going to happen. Whatever it’s called, a real, successful strategy planning process is a heavy lift intended to point the whole organization toward new and different (and hopefully) more fertile shores. If you end up where you are now, you missed the opportunity.

When we ask what people are looking forward to in 2025, we are hearing that many are reconsidering their business plans. In certain instances, they are even considering re-strategizing since they expect significant changes due to new technologies, funding, and even a change in target audience sentiments. We applaud this because there is a lot that is going on that suggests the next couple of years will see shifts in the landscape. It’s important, though, to remember that planning and strategizing are two different activities. Most of you who receive our emails know this, but it might be worthwhile to clarify.

A strategy is a planned course of action for accomplishing a set of goals. It’s not the actual actions one takes, but rather the path an organization follows. It considers the competitive landscape, your organization’s position in it, your competitive advantages, and most importantly, the products that can be leveraged, and the attributes that your target audience finds most appealing.

For instance, Folger’s Coffee’s approach, as expressed in their tagline, “The best part of waking up is Folger’s in your cup,” is to be the number one coffee brand consumed in the mornings. They don’t want to compete with Starbucks and other beverages for other coffee drinking occasions. They just want to own the morning. And Folger’s has done everything it can to make the morning home cup of coffee theirs – from the choice of bean blends to the packaging, to the sensory cues, especially the aroma.

A strategy gives rise to a plan, one that lays out the steps along the strategic path. The plan is the steps, it details how to get there rather than where to go. A key component is a budget. Aside from being orderly and logical, an effective plan relies on access to reliable data and objective analysis. In a time where data seems to be sprouting from just about everywhere, it’s important to know which data sets and points are organizational drivers. I’ve seen meetings spin out of control because there was way too much time spent on numbers that in the end had very little true impact on the plan. 

I’ve also seen, and this one way too often, subjective misinterpretations of data.  I can’t emphasize enough how important it is to be objective in the planning process. And one of the signs that planning is being too heavily influenced by subjectivity is the phrase “because it’s what we’ve always done.” Like an over-stuffed closet, sometimes you need to get rid of those items that that are beloved but no longer fit or are out of fashion. This is especially true when it comes to marketing and communications.  Which is why It’s helpful to have a “closet organizer.”  Someone to help assess what to keep and what to throw out. And a qualified organizer has the breadth of experience, not to mention the objectivity, to see the clutter and have feasible options at the ready.

So, as you start the process, make sure you are clear as to whether you need to re-think your strategy or re-plot your plan. If you want to make sure, we’re happy to chat with you.

While social media has always been a bit of an unruly beast, Twitter of late, under the stewardship of Mr. Musk, has been going through its own set of unique upheavals. I’m not going to chronicle the issues, but really use them to draw attention to the importance of rebalancing your communication portfolio if you haven’t already.

I’m sure you noticed that the reach of your posts, especially on Facebook, has dipped significantly. I saw a report the other day that says 6% or less of your fans see your posts organically. So much for building “community.” Like Twitter, let’s not forget that Facebook is a commercial enterprise and that they are interested in turning a profit. Which is fine, until you begin to see dismal performance like this and begin to realize that organic posting has serious limitations. Now there are multiple ways to try to increase organic reach. For instance, you can increase posting frequency, create posts with better-quality images and videos, incorporate motion graphics in your posts, and share important news about your organizations. But truth be told, if you want to reach more of your community, you’re going to need to pay for distribution. And for those well-acquainted with Facebook, in particular, that means either boosting or paying for ads. All social media platforms make it simple to boost your posts; usually, it is no more complicated than creating the post you want to boost, picking your target, setting the duration, and then setting the budget. So, inadvertently, what was “owned” is now “paid media. And that means you have to balance your “communication portfolio” among the three tactics: “earned,” “owned”, and “paid” media. Again, the planning principles are the same as before:

1. Determine if your audience is still there. Sounds silly. Of course, your peeps are there. Or are they? Many may have migrated away from Twitter and Facebook and made LinkedIn, Instagram, or one of the lesser-known apps like BeReal, Threads, or Substack their primary, go-to social media app. As with any market, it fractures over time and more and more niche players garner a share of the market at the expense of the market leaders.

2. Know (not just understand) the relative impact of each effort as it helps you reach your goals. One of our mantras is “predictability and control.” While we all love surprise success, the truth is if you have a pulse on your market, you should be good at forecasting your yield. And that means within a 10% margin of error. Any more means you need to revisit your assumptions. For those who plan paid efforts on digital media, most, if not all platforms, will give you an estimate of how many people you’ll reach. And from there, you should be able to estimate how many positive responses you’ll get. If you aren’t planning to achieve a goal, then stop what you are doing and start.

3. Allocate appropriate resources based on results vs. simply boxing to a budget. Said another way, if you still want to use social media (or any earned media tactic), make sure you have a realistic goal in mind. Build a model, work through the assumptions, and then, when you get to the forecast you need. If you are buying adds and boosting, calculate the budget and shift that into your “paid” column. What you might find is that your campaigns were doomed from the start because they never had the critical mass to reach your goals. It is the most common explanation for missing a forecast. It is thinking that simply buying a can of paint will be sufficient to cover a wall. Unless you accurately calculate the square footage of the wall and check the amount of surface the can of paint will cover, you might find your coverage is too thin or there are going to be places you can’t cover.

4. Understand that “earned” media is getting harder and harder to generate. This is the part that hurts organizations that are working with tight budgets. There are far fewer media outlets that you can use to generate “earned” media. And the aforementioned changes in how the main social media channels operate create even more headwinds. So, in evaluating “earned,” “owned”, and “paid”, recognize that “owned” and “paid” might be worth prioritizing over “earned.” This means being open with your leadership and asking for a budget to support those two legs of the communication stool.

One caveat to all this: in a year, this will evolve. If the past has taught us anything, it is that the media landscape keeps shifting, and you need to be constantly vigilant about how these changes affect your efforts. One thing we know for sure is that carefully balancing the three components of your communications effort is critical to meeting your marketing goals. If you have any questions or comments, feel free to reach out to me at mtinati@kineticsmarcom.com.

Okay, before you accuse me of being a pedant, let me explain. After seeing, reading and analyzing consumer behavior for over three decades, I’ve noticed an increasingly aggressive dismissiveness of the institutions that for so long felt like pillars of society. 

About a week ago, quite by accident, I read a piece on a postmodernism.  While I was aware of the phenomenon, I really didn’t understand its impact until now. Britannica defines postmodernism as a “broad skepticism, subjectivism, or relativism; a general suspicion of reason; and an acute sensitivity to the role of ideology. in asserting and maintaining political and economic power.” Here is my definition – Postmodern basically means turning your back on authority figures, relying on yourself and your peers and living in a world where everything is fluid. Starting to sound familiar? I’m not going to venture into the political waters or any of the social debates. I’ll stick to commercial communications.

There are two campaigns that are good examples of postmodernism in commercial communications, and they offer some lessons for those of us in non-profits, education, government and health care. The first is the Progressive Insurance campaign featuring Jon Hamm. If you haven’t seen the campaign, here is a link to it. Watch it before you keep reading.

So, why am I making a big deal out of this? Rarely, if ever, does a brand pay big bucks for a celebrity spokesperson and then make light of that person. The traditional approach was to have Jon Hamm’s brand identity rub off on your brand, usually by putting him on a pedestal so his positive brand standing magically transfers to yours. Now what Progressive has done is signaled to its audience, with a “wink and nudge” that they get that celebrity endorsements are bogus, and they know consumers are looking for more substantive content before making a purchase decision. In an industry where it is so hard to differentiate oneself – one that relied on spokespeople and mascots to distinguish one company from another – this is a big shift. If you don’t believe me, check out NJM insurance, which openly mocks it competitors by saying that their initials stand for “No Jingles and Mascots.” 

But this isn’t the only example. Check out this spot about Hulu’s new service. I love the casting and art direction, but what puts it over the top is that it acknowledges that a catchy product name won’t convince you to switch to a new service. The service will be the reason you switch. And, to get that point across, they chose a “stupid” name.  One more in this vein: Liberty Mutual’s commercial with teenagers having fun – here’s the link to it.  Yep, another traditional communications tactic cut down at the knees.

The point is that this self-deprecation is meant to show today’s consumers that companies and their brands want to connect with consumers as equals. No more selling some unrealistic utopia based on bigness or heritage or superiority complex – no more commercial mansplaining. They get it, so you can get that they aren’t the usual “take themselves too seriously” company. 

So, how do we, the education, non-profit, government and health care sectors, exist in this postmodern world? You can’t use self-deprecating humor like an insurance company or cable service can. And, it isn’t showing a lot of smiling people in your communications, either.

So what should you do?

1.    Build facets and components into your product and/or services that are absolutely unique. If you are a “me-too” organization, then you need to build that differentiation into upcoming upgrades. Otherwise, you will undermine any brand promise you make.  If you are asking a person to choose you and promise them you will deliver a superior product or experience for them, the promise is more believable if you are distinctive. In other words, what makes you unique is what makes you a better choice for them. 

2.    Most consumers want to know you sincerely care about them.  Not being a “number” means being sincerely open to them. Have you made it as easy as possible for them to interact with you? Do you respond in an appropriate fashion when they reach out to you? Do you show sufficient flexibility in dealing with them? Trust me, it’s more than scripted dialogues, it’s honesty, transparency and being helpful.

3.    And finally, and as always, all your communication needs to be an “Unforgettable Conversation with a Friend.” If you treat your consumers as friends and speak to them about things that matter to them, they will be open to your messaging. This will never change, even in a post-modern world.

If you have any questions or comments, feel free to reach out to me at mtinati@kineticsmarcom.com.

Yep, it’s the middle of the summer and I am about to take some time off. But that’s not exactly what this post is about. It’s about making sure that no matter what time of year it is, you use the right message distribution technique for what you are offering.  

In the old days, this was called “media planning and strategy.” And, unfortunately, in most cases people don’t really think beyond the tactical when it comes to media planning and message distribution. Many will focus on the more tactical considerations such as do they skew their budget to digital vs print and broadcast? Do they invest in email or launch a PPC campaign? They might say, ‘we’ll measure it on the backend and adjust accordingly.’ All widely-used tactics, but they don’t constitute a proper message distribution strategy. Its not their fault, because the data has overwhelmed the message distribution decision making process. Data is good, don’t get me wrong, but it shouldn’t be the sole determinant of what message distribution strategy to take. You have to align it with your target’s decision making process as well as your competitive advantages. 

Now if you will indulge me, let me expand on the fishing analogy and how it illustrates the three basic media strategies that can work for you. Just keep in mind that good message distribution factors in two of the three “R”s in a communication strategy: the right person, and the right time. I think we know why it’s important to reach the right person at the right time — the closer you can get to a person who is on the verge of making a purchase decision, the more likely you’re able to register a conversion or a sale. Asking me to buy your suntan lotion while I’m in a meeting is an example of what you don’t want to do. 

Okay, here we go with the fishing strategies:

Bait Fishing. What that basically means is that you figure out what your main messages are as you scan the water and paddle out to where you believe the fish are gathering. You drop your line there with the hope that the fish are going to buy. This technique has been used for literally decades prior to the explosion of digital media, but it’s still an effective strategy.  And in some cases, it’s still important because regardless of how precise your communications efforts are, you still benefit from less intentional, more casual consumers. These are the consumers who didn’t think they were in the marketplace for, let’s say, a pair of shoes, but saw an ad for a nice pair and decided they wanted them. In some cases, 20 to 30 percent of all purchases can come from this type of consumer, so, they shouldn’t be written out of the equation when you develop your marketing and communications plans. 

Net Fishing. This is where you put a net across a stream and catch whatever crosses the net’s path. What you catch depends on where you place the net and the size of the net’s openings. This technique is good for any organization that has data and information on their target audience, related to life stage or lifecycle – academia, for example. Most academic institutions seeking to recruit students cast a net across whatever communication stream they use, and set it to capture as many students in a certain age group as they can. Another group that can benefit from net fishing is one that has a symbiotic relationship with another product or service. The best example I can think of is car insurance. If I buy a car, I’m going to need car insurance. Net fishing is the most efficient message distribution strategy because it allows you to target audiences at the right time. If you can, you might want to deploy this strategy in place of what you are using now.

Spear Fishing. This works best for organizations that cater to very specific audiences. Think of the scuba diver who targets one particular fish.  Many nonprofit organizations and those that sell luxury goods use this technique.  For spear fishing to be successful, an organization needs to have detailed information on what constitutes the perfect target and needs to make sure the message delivery mechanism allows delivery of specific criteria. A  bevy of software programs exist that can help you figure out if someone is qualified to be one of your customers and worth the time and effort it takes.  Social media advertising is another way of executing this strategy, but it has its limits.  While social media advertising can target the audience, the message  can get muddled in a cluttered social media environment. The most effective delivery of this message strategy is in a more personal, one-on-one conversation. For a school which is identifying a very qualified student, or for a non-profit which has profiled a candidate, it pays to pitch them personally.  

So, you can see,  if I put up a sign on my door that says,  “I’ve gone fishing” it doesn’t necessarily mean I’m idle. It may mean I’m figuring out how to get you more qualified leads and manage your relationship with customers and prospects.

As always, if you have your own thoughts or want to let me know what you think, feel free to reach out to me at mtinati@kineticsmarcom.com

Yep, email. That’s the answer to the question: “What communications channel reaches the broadest swath of audiences?” 

Check out this chart from a study conducted in 2021.While every communication channel seems to reach only a fragment of most audiences, sitting right there is good ol’ email.  Who knew that it had such high appeal to virtually every demographic? 

You can see that email is the choice of every age group, from Gen Z to Millennials, from Gen X and Baby boomers. We suspected as much because we’ve seen that over the last two years email open rates have been creeping up. And, more importantly emails are generating more than a one-day bump in web site activity. Looking at results from 2018 for instance, open rates for an email campaign, whether using Constant Contact or Survey Monkey, spiked the first four or five hours after an email was sent. Then there may have been a small uptick a couple hours later towards the end of the day and evening.  And that was it – not much happened beyond Day One. 

Now, however, aside from the higher overall open rates, we’ve noticed that recipients are opening the emails on Day Two and Day Three. It’s certainly not at the same open rates as on Day One, but maybe 50% – 75% of Day One results.  We’ve seen this type of general activity with two clients in different fields over the past 6 months, so we don’t think that this is just an aberration.   

But before you go off and start doubling the number of your emails, be mindful that freshness and relevance of content is important to generate “opens” and engagement. In general, I still adhere to creating “an unforgettable conversation with a friend” especially in today’s congested communication landscape.  The best way to increase your email activity in a meaningful way is, frankly, to listen to your audience and discover what they seem to be looking for. Chances are, there is something they want to know, and if you’ve established a trust with them, they will be open to hearing from you. The operative word is “trust.” And just like in any relationship, you don’t want to abuse it.

As always, if you have your own thoughts or want to let me know what you think, feel free to reach out to me at mtinati@kineticsmarcom.com

Ah yes, Bob Dylan lyrics from the ‘60s . . . and appropriate for today. Since the beginning of the year, we’ve seen more organizations, of all sizes, openly acknowledge that they are facing a new set of challenges. We at Kinetics are engaged in two strategic planning projects, and we are experiencing this rethinking firsthand. As we go through our discovery processes and reach out to these clients’ stakeholders, they too say they are reconsidering their planning strategies.

Some of this can be attributed to the Pandemic. More than 8 billion people had to dramatically change the way they lived, loved, and learned, changing the world in the process. And it’s not just the result of rapid adoption of technology – from telemedicine, to remote working to online shopping. It also includes a reevaluation by employees on how they want to work, and by employers on how they want their employees to work for them. The traditional 9-to-5 model is no longer applicable and appropriate for all industries and organizations – Huzzah to that.

But there is more: It’s the ascendency of Gen Xers and Millennials as the major drivers of today’s economy, and the waning influence of the more consumerist Baby Boom generation. We’re looking at a ton of new research that shows how Gen Xers and Millennials have different priorities than Boomers – they are more into experiences vs. possessions; more inclined to consume brands that reflect their views on social justice and the environment; and put more trust in what peers say vs. institutions. For example, we recently came across a study by 5WPR, in which 73 percent of those surveyed between the ages of 35 and 54 said: “It’s important to me that companies I buy from align with my values.”

All this is against a backdrop of the evolution of social media. While there are many positive attributes to social media, its widespread use has fostered a new type of conversation that up to now was frowned upon. Social media has normalized the outrageous. It has tapped into our psyche, and it triggers a dopamine buzz that very few of us can quit. (And, if you are under the age of 30, there is a good chance you have at some point tried to figure out how to get a million views and a thousand likes.) It makes it very challenging for a brand to push out messaging in a media that resembles the Tower of Babel.

This all may seem depressing at first, but I don’t think we are in a “doom or gloom” scenario. In fact, now is a great time for an organization to make significant changes to their product and service offerings, brand image, and service delivery. A mentor said to me once, “you can’t make money in stagnant market.” Well, if you ascribe to that theory, then it’s surely worth taking advantage of these turbulent times. If everything is changing, then you can make changes as well. You can leapfrog the competition, or enter new markets, and appeal to a different set of audiences.

I certainly don’t think that going back to a pre-pandemic model makes good business sense. As Dylan wrote at the end of the song:

The order is rapidly fadin’

And the first one now

Will later be last

For the times they are a-changin’.