Have you ever sat through a boring focus group? How about a forced brainstorming session where everyone looks awkwardly at their hands, or where one person monopolizes the conversation?
We’ve been fielding a lot of communications this week regarding decisions businesses and organizations are making in order to protect employees, customers and the general public from the COVID-19 outbreak.
It's a dance every year—create a budget out of hazy projections and then try to justify it. Ugh.
Sometimes you just need somewhere to start from. Every industry has different averages that they can or should spend on marketing endeavors, but ultimately it boils down to balancing your available resources with the growth you are seeking to achieve.
We've created a simple Marketing Budget Template to help you determine a range, from conservative to aggressive, and then a simple breakdown of percentages on how you should spend your budget.
Last week at de Novo, we received a Halloween card from a company that shall remain nameless. At first I thought, "Great idea! We aren't into the holiday season yet, way to get out there with this now!"
In our summer series on nostalgia in marketing, we’ve written a lot about what people are interested in. As our official amateur/armchair behavioral economist, I want to dig into the “why” of this trend.
Topics: Summer Nostalgia Series
Excel spreadsheets, handwritten notes, emailing yourself details about a customer's preferences . . . all of these are ways that we input and track information about our leads, prospects and customers. Then there's the encyclopedic knowledge you or your team members have stored in your heads that no one else has access to. But what happens if you or a point of contact in your company gets hit by the proverbial bus?
When we engage with a community entity for a branding or marketing initiative—whether it is a school district, a destination marketing organization, a city, an economic development organization or a regional collaboration—we often hear a lot of comparisons to cities like Madison, Wisconsin and Austin, Texas, among several others.
These communities aren't necessarily looking to emulate the vibe or brand of these communities, but they certainly look to their success and ask "How do we get that?"
The answer, every time, is "Be yourself."
Summary of this blog: you're writing too much. Keep it as brief as possible and then give them a link to more.
In the world of marketing, there's a cycle that happens with almost all brands that reach a certain size: as they expand, the CMO or C-level position decides that things are doing well and that they can put things on simmer.
It's not a bad strategy necessarily—especially in terms of (at least perceived) cost savings and the ability to pivot or refocus. But as brands, their offerings and their customer bases grow, they often need more marketing support to keep up with the constant churn of collateral, digital content, website updates, proposal writing, etc.
This month we are revisiting the Barriers to Entry exercise—because it is a valid and honest look at how your company does business and can lead to improvements that will help you achieve your goals.
Once upon a Hubspot Inbound Marketing Summit, I had the opportunity to listen to Dorie Clark speak, and began following her more closely.