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Welcome to the CMA - Canadian Marketing Association - Blog. This Blog is an initiative of the CMA Digital Marketing Council. All marketing-related topics are fair game: branding, strategy, online, offline, marketing trends, technology, direct marketing, market research...and more.


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CMA's professional staff oversee a lot of marketing-related activity...an annual marketing awards extravaganza (CMA Awards), a national convention and trade show, eight marketing Councils, conferences, seminars, roundtables, a marketing certification program, research, publications, regulatory issues, and there's more! We get up-close and personal with members, their issues, challenges and insights. We'll share what we know, see and surmise. And be directional where we can.

This space is also where we will archive posts submitted by those who, while not regular contributors, have something to say.

Scent Marketing

Does scent play an impeccable role in the success of a brand?
How would anybody relate to their favorite bakery if they couldn’t smell fresh cinnamon buns drifting through the air? Human’s posses five senses (six if you’re born in a town full of radioactive pollution), these senses include: sight, hearing, touch, smell, and taste. Are marketers aware of the power their brand can have by utilizing one of these senses to stimulate a response from their product?

I’m a 3rd year student studying Integrated Marketing Communications in Kingston, Ontario. Located in the main hallway of my school is a very popular Pizza store. Many students flock to this location on a daily basis to devour their daily intake of grease (a great substance known among students to fight the dreaded hangover). Just a couple of months ago the Pizza store began baking garlic bread sticks; within days there was not enough supply to reach the demand. Why did these breadsticks become such a hit so quickly—and without any advertising? In a hundred foot radius the air was embraced with such a thick smell of garlic the temptation was impossible to resist.

There is a famous slogan in the advertising world by Toucan Sam, “Just follow your nose”. It is amazing how many times people are drawn to products because of the smell. Some may not be aware of this; their drive toward a product could be completely buried in the subconscious.

A person might choose one car over another because of the way it smells on the inside—perhaps, as a child; they remember what their parent’s brand new car smelled like. So how can a business use scent in order to reach company objectives? First, it depends on what product you are selling. Second, it is important to decide on what medium to use, and no, television and radio cannot permit smell. Lets take a look at the folks who sell hot dogs on the streets. Usually, they will cook onions on a side burner to draw consumers to their stand by the smell of onions. Every fast food chain has a different smell inside their stores. I bet if you were blind folded you could instantly smell the difference between a Subway and A&W. We must all remember that the power of scent can make, or break an establishment.

If you walked into a restaurant and the place smelled like a farm; my guess is that you'd probably leave, never return, and tell all your peers about the experience.

I can guarantee that readers of this blog have been attracted to somebody by their scent. In the world of marketing, we must be conscience about what our brand, location and products smell like.

By Eli Nicholson, a student at St. Lawrence College in Kingston, ON.

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Mar. 18 2010 09:00 AM | Posted by CMA
on behalf of
Eli Nicholson
| Comments 1 posted | Categories Customer Experience -

Our Own Worst Enemies

My wife recently had an interesting customer experience that, although she categorized as positive, I am sure the service provider would categorize as negative. My wife was trying to redeem points from a loyalty program toward an airfare. Her first stop was online where her options would have required eight times the number of points she had anticipated. Dissuaded by what she saw, she called the loyalty contact centre. By talking to an agent she was able to obtain an upgraded ticket at one-fifth the number of points as was required by the sel-serve option presented on the internet.

My wife was delighted with the service and results that she received from the contact centre, but as a contact centre guy myself, I was haunted by the unnecessary call that was driven into the contact centre. At the core of the issue for me was the inability for two customer-touching channels to harmonize their servicing strategy. The internet, a channel used to improve customer experiences and reduce costly calls to the contact centre, had in fact driven an additional call into the contact centre.

This experience is not unique to loyalty programs or an online contact centre strategy. We see this type of unintended end result frequently caused by organizations with multiple customer touch points. When you consider all the potential ways in which you touch a customer (inbound calls, outbound calls, marketing solicitations, statements and invoices, applications, letters and so on), its easy to understand how difficult it becomes to maintain consistency within a customer touch point communication strategy.

I have seen organizations where customers question that company’s price competitiveness not because of the outside competitive market, but rather because different channels are offering different rates for the same product suite. I have seen organizations where statement inserts have not been communicated to the contact centre and thus resulted in frustrating customer experiences and lower than anticipated take-up rates. All of theses types of issues, and many more similar ones, drive both customer dissatisfaction and increased cost.

The overriding issue seems to be that the larger an organization grows, the more touch points and channels it has to communicate with customers. As the number of customer touch points grow, the control over the consistency and sharing of information internally seems to weaken.

What is missing is a customer contact guru: an individual or a team who does not own a specific customer contact channel, but rather is empowered to ensure that all information sent or accessible to a customer is appropriately disseminated within the corporate organization. A group that is tasked for identifying and eliminating conflicting information between channels. Effectively, a group that makes sure that the right hand knows what the left hand is doing. Until such time that we recognize that all of our touch points with our customers need to be zealously guarded, we will continue to be our own worst enemies.

Richard Litvack, Vice President, Operations, Citi Cards Canada Inc.
& member of CMA’s Contact Centre Council

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Mar. 16 2010 09:00 AM | Posted by CMA
on behalf of
Richard Litvack
| Comments 3 posted | Categories Contact Centre - Customer Experience - Get it off your chest -

The Humanity and Biology of Brands

First a confession: When I was at University, I struggled with the concept of branding. An odd thing for someone in the business of building brands to admit, but it’s true; as a concept branding never made much sense. Every book had a different theory, every agency offered a different approach and every expert had some unique model or metric. Depending on who you talked to, or what you read, a brand could be a pyramid or a personality, an experience or an equation.

It seemed that branding was either the most compelling and complicated topic in marketing, or it was a load of crap.

Now an insight: Brands are like human beings. They exist as a mirror of our motivations, reflecting our ideals and dreams, fears and frailties. Nothing can exist in branding that doesn’t already exist in our everyday lives. In fact, if we want to better understand brands, we don’t need more complicated metrics, we need to better understand ourselves.

So how can we gain a better understanding? We need to go back to basics and re-consider the psychological and biological parallels between human beings and human brands.

Just like people, brands are born. Where a brand is born and to whom, are important factors in determining its development. A brand may have great nature (visual appeal or personality) but without the right nurture (parental support and security) it may never survive. As marketers, what type of parent are you and how will that affect the development of your brand?

Just like people, brands go through adolescence. Very few brands can become an overnight success; indeed it takes time to establish an identity and become independent. Attempting to circumvent this process can be as detrimental for a brand as it is for a person; the childhood stars of today are the forgotten failures of tomorrow (think Macaulay Culkin or Extreme Football League). What was your brand’s adolescence like; did it experiment and gain experience?

Just like people, brands need the right environment. As Prof. Richard Florida found in his study of cities, “the place we choose to live affects every aspect of our being. It can determine the income we earn, the people we meet, the friends we make, the partners we choose.” The same can be said for a brand. A brand must pick a place that will help it build relationships and earn the income it needs to survive. Is your brand in the right environment, an environment that matches its motivations?

Just like people, brands can get sick. We like to believe that we, and the things we create, are invincible - but nothing could be further from the truth. Human beings and brands are fragile and prone to illness. Even the strongest leaders can get sick (Bill Clinton or Toyota) and without proper treatment they may die (Michael Jackson or Pontiac). When was your last brand check-up, do you have insurance, or are you working your golden goose to death?

Just like people, brands must reproduce. Reproduction isn’t just fun, it’s fundamental to our survival. By reproducing we allow our species to adapt to the environment and evolve. A brand must also reproduce; it must adapt and evolve itself in order to maintain relevance and to respond to changes in the environment. Is your brand ready to reproduce?

As a brand strategist, having worked across three continents with many multinational clients, I believe there is something missing in our understanding of branding. As a morphological researcher, I believe what’s missing is an understanding of their humanity. Because brands are more than a metric or a model, they are a mirror of our psychological and biological motivations; and to properly understand them, we must better understand ourselves.

By Nick Black, Vice-President of Strategic Insight, Concerto Marketing Group

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Mar. 12 2010 09:00 AM | Posted by CMA
on behalf of
Nick Black
| Comments 3 posted | Categories Branding - Research -

Customer Insights and the Qualitative and Quantitative Mix

Word of mouth is likely the oldest form of advertising and traditionally one that has been nearly impossible to target and measure. But that is changing, and changing quickly. In addition to web analytics and third party audience measurement data, there is an increasing wealth of information available for organizations to measure and mine. Consumer feedback sites, social networks, blogs as well as on-site tools all provide a wealth of information that companies can use for product and service improvement. With these opportunities come new challenges, as success is a measure of more than just numbers and percentages.

The eMetrics Marketing Optimization Summit (April 6 – 9) is a good place to go to really understand how far eMetrics has come. One of the panel presentations, that includes Lisa Lloyd of Microsoft (who will also be wearing her CMA hat) will address this very issue.

On a related panel, named Predictive Analytics and Digital Marketing - Paul Tyndall of RBC (also wearing his CMA hat), will be discussing how RBC and other marketers are utilizing predictive modeling in the online space.

Full disclosure – CMA is one of the association sponsors of the Summit.

.... if you are a member of CMA, you can save an additional 15% off the regular attendee rate by using discount code CMAPARTNER15 when registering for the conference.

Elizabeth Harvey, Manager of Councils and Self Regulatory Programs, CMA

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Mar. 03 2010 09:00 AM | Posted by Elizabeth Harvey
at CMA
| Comments 0 posted | Categories Databases / Analytics - Digital -

Marketing's Outlook for 2010

This is year four of the CMO Council’s annual Marketing Outlook study that probes media and marketing intentions for the year ahead - and year two that CMA is a fielding partner. The study is fielded globally; to the CMO Council's members and through its partners, therefore, a comprehensive and valuable benchmark tool for any organization.

The study’s executive summary will be freely available as a download, and the full report available only to respondents.

You can link to take the survey here - takes about 15 minutes to complete.

Survey closes end of day on March 4th.

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Mar. 01 2010 09:00 AM | Posted by CMA | Comments 0 posted | Categories Research -

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