It’s not surprising then that replica guitars are good business. Guitar brand Gibson have made replicas of legendary Led Zeppelin Jimmy Page’s favourite guitars, and charged a premium for the first 50, each signed by the man himself. Now Gibson have made a limited edition of fifty copies of his famous double-necked Gibson Les Paul guitar, complete with the scratches and marks of his original. It’s what happens next that is novel.  Jimmy plays a Led Zeppelin riff on each one. Then he signs it. The pick he used is taped to the neck of the guitar, though perhaps not by him.

Page says a bit of his DNA is in each one. For this, the price goes up to $50,000. You get a guitar that Jimmy played, not on stage, not with the band, just in the Gibson showroom for a matter of seconds, as he demonstrates in the promotional film.

It is simultaneously real and contrived. It is not Jimmy Page’s guitar, but he did play it. This feels like a brilliant way to create value, by letting the customer feel close to his guitar hero. If you can’t meet Jimmy Page, still less afford to buy one of his actual guitars, this is a sort of shadow version of that. He was there, and now you are there. This guitar, your guitar, was in his hands.

Now I’m musing on what else could get the Gibson/ Jimmy Page treatment. If guitars aren’t your thing, how about a limited edition tennis racquet that Roger Federer or Serena Williams had served a few balls with? Not one of their racquets, but a brand new one which they took a few swings with before signing it and putting it down. Or a pair of football boots that Lionel Messi slipped his feet into – one of fifty pairs, of course, each of which he wore for a minute or two and maybe kicked one ball with.

This is transparently a commercial transaction. Jimmy picked out a few notes so that the guitar can cost ten times as much as if he had not. Guitar fans tell me they think it is worth it. His touch has created value. He’s been paid for an hour of strumming, Gibson have taken $2.5 million for fifty guitars that probably cost less than a thousand dollars each to make, and there are fifty contented, starstruck buyers. It’s a glorious example of value creation in which everyone wins.

The post A masterclass in creating value appeared first on Clearhound.

1. If you’re looking for a job, ask for advice not help

If you are networking with a specific purpose, like needing a job, be open about what you’re looking for. Any meeting will be a waste of time if you don’t get that message across, so you may as well own it. You can still apply the next two tips, and make even your transactional networking better. But do it this way: share your situation, present the challenge, and ask for advice. That feels totally different from being asked to help someone find a job: most of us love to be asked for advice.

This is obviously the sensible way to tackle other specific purposes too.  I am regularly asked for recommendations for candidates for non-exec or executive roles, sometimes for suitable consultants or agencies, or just for background information on a business or a sector. None feels like a terrible imposition, because they are all appeals to my knowledge or expertise, rather than making a demand on me that I may not be able to meet. So make your job hunt the same – and be open to what you hear, even if it seems a bit off topic. The next two tips will tell you why.

2. Always network with curiosity

Networking is about learning. If you approach it that way, you will usually get some value from it. That is so different from asking for help, which is the common approach hated by asker and askee alike. I find networking stimulating, because everyone has something to teach you. It might be something specific they know that you want to hear about, or it may be something you don’t see the value of until later. It can even, occasionally, be observing behaviour that has a negative impact – you can avoid making the same mistake.  Most of all, though, it’s creating connections with a diverse group of people that you can come back to. When there is something specific, you’re much more likely to know someone who can help, and better-placed to ask them.

Being curious about others makes you a good listener. People remember and enjoy being listened to, so you’ll set up a much better basis for any future request.

3. Network with generosity

Make sure you offer something, and don’t just take. If you’re curious and listening well, something will come up in conversation – someone you know that they might like to meet, or something you’ve read or written that they’d find interesting. Or it might be simply checking whether you can do anything for them. Pay for the coffee too, if you can, especially if you’ve requested the meeting. Little things can leave a lasting impression. (It’s not the paying, it’s the not-paying that sticks in the memory.)

Networking with an open, curious mind creates a virtuous circle. Don’t leave it for only those times when you need something. We can all learn; mental stimulation is always a good thing. Helping others is also rewarding. So embrace a bit of networking when you don’t need a job, and that discomfort will disappear. Then when you do need help you’ll be much more able to seek it, and receive it.

The post Three ways to network happy appeared first on Clearhound.

If revenue is under pressure, senior people often come up with ideas for the marketing team and get frustrated when they’re not acted on.

Let’s take an example. This marketer is in a medium-sized business facing revenue pressures because of Covid. Her function is fairly new, with not much history or information for her to work with. The sales team can’t answer her questions about where customers come from, what they value, and how to find and retain them. Starting to collect data on the customer base is essential. But right now, to others in the organisation this looks like digging foundations when the roof is leaking. Senior people are saying, never mind that, do some advertising! They don’t want to hear that such spending may be futile. But no one likes a naysayer, so how to handle that? Here’s my advice.

1. Embrace the short-term

Agree your short-term priorities, and what this means for other work. Schedule important things into Q2, Q3, Q4 … give yourself permission to park them until later.  Make sure your short-term focus is aligned with the business priorities. That way you can justify the things you are not doing – to yourself, as well as to others. If business priorities change, yours can too.

2. Put your helpful colleagues in the customer’s shoes

Lack of revenue is your problem, not the customer’s. Use customer-centric thinking to push back gently on those colleagues who think they know what you should be doing. Encourage them to imagine how it is to be a customer right now, what that customer is thinking and feeling, and what we can do to help them to buy. Those clamouring for price cuts may be right – but are there other barriers to purchase that need to be removed as well, or first, to enable prospects to buy? Your revenue problem is best addressed by identifying and addressing customer problems and needs.

3. Don’t take instruction – take direction

Sometimes it seems everyone’s a marketer. In response, work with them to agree the problem. Then engage them in the aspects they really know about. Find ways for them to be involved in the solution. In one case, Covid restrictions mean that a service business cannot show prospective customers around, leading to low lead conversion and a revenue shortfall. A senior person who’s demanding advertising can contribute by providing expert answers for an FAQ on the website, written or on video, to fill the gap left by being unable to meet customers in person.

4. Think big picture even for short term tasks

This doesn’t mean things that are important for the longer term have to be neglected. It means you will address them through specific examples. Feel your social media is a mess? Focus on how it can help with the short-term revenue problem. Make it work better for today’s priorities and build on that later.

Read more: Three ways to respond to pandemic uncertainty

How much of the change that’s been forced on us by the pandemic will stick?

The post Urgent vs important: four tips for managing the impossible appeared first on Clearhound.

This month the review into maternity services at Shrewsbury and Telford NHS Trust concluded that many lives had been lost there needlessly, through a host of failings. It said that there had been many missed chances to learn from past errors. And yet, the same trust was previously lauded for its achievements in maternity care.

How could a drive for more patient-centred maternity care lead to more deaths of mothers and babies? It started with a desire to make the process of maternity and childbirth less medicalised. The idea of “natural childbirth” became the gold standard in the UK. Women were encouraged to attempt a natural delivery rather than elect for a caesarean section, or even an epidural.  A reduction in medical interventions followed – over time, the trust’s rates of caesarean deliveries fell to less than half the national average. But it seems that over time, these observed changes were adopted as targets. So women were denied the treatment they needed, because of a competing goal, the reduction of interventions such as caesarean deliveries.

It’s a tragic lesson in how focus can be lost. Moving away from something – excessive medicalisation in this case – towards a patient-centric approach is surely a good thing. But a patient-centric approach would surely be measured in patient satisfaction, and patient outcomes, not targets for medical procedures. Somehow the patient focus was lost along the way, perhaps in the quest for harder measures than simple satisfaction. The wrong metrics, founded on good intentions, shaped by observable data, led to disastrous results.

Some marketers can be so focused on planning activity that metrics are an afterthought. Digital marketers are highly metrics-driven, but even they tend to choose from the metrics palette on their analytics platform.

Metrics matter. We know that what gets measured gets done. But as an end in themselves they can be dangerous. As Warren Buffett, the so-called Sage of Omaha, put it, “Games are won by players who focus on the playing field – not by those whose eyes are glued to the scoreboard.”

So whatever you are planning for 2021, whether professional or personal, start with the end in mind.

More on this topic:

ROI is a false friend to marketers

Getting five star ratings in customer satisfaction? You should be worried

Trains, Enron and the real job of marketers

The post Start with the end in mind appeared first on Clearhound.

Many a brand manager claims that success will come from building a small but immensely loyal following. Marmite embraced the fact that some people can’t stand the stuff with its “Love it or hate it” advertising. But don’t be fooled. This isn’t like picking a president. Even people who love Marmite don’t eat it exclusively in their sandwiches or on their toast. In any category where there is regular repeat purchase, such as grocery products, big brands are bought by more people, more of the time. Small brands don’t have a tiny cadre of devoted followers; they are bought some of the time by some people. The idea that aiming to be perfectly appealing to a small segment is a winning strategy for a grocery brand was debunked by the work of English academic Andrew Ehrenberg and popularised by his Australian protégé Byron Sharp in his book How Brands Grow. Instead, they argue, market penetration is the key to success for fmcg brands.

It is different in categories where you can only use one at a time, and buy infrequently. Few people who have an Apple iphone considers Samsung when it’s time to upgrade, or vice versa. Even where we are not tied in by familiarity with a system, a strongly defined position that some will love and many will reject can still work, especially if it’s at a price premium. Farrow & Ball, the upmarket paint brand, is easy to mock for its quintessential Englishness and its cutsey names. (The title of this piece uses two of the mildest.) But they don’t seem to mind. Enough people are willing to sport out two and a half times the price of a gallon of B&Q white for a can of Farrow & Ball Old White™ – and it’s not even white.

The universal truth, for all categories, is that brands grow in one of three ways. More people buy them, or people buy them more often, or they use more. There is a parallel with voting here: getting the vote out can be a winning strategy. Brands that stimulate purchase, consumption, and ultimately regular repeat purchase, will thrive. Here, lateral-thinking marketers have a huge advantage over the politicos. We can expand the market. We can even compete in different markets – not just new geographies but new sectors. A breakthrough in thinking at the Coca Cola Company was when they stopped thinking about share of the cola market or even the fizzy drinks market and started thinking about share of throat, i.e. all drinks consumption. It’s said of Colman’s mustard powder that all the profit comes from what we throw away. This is not a good place to be. Marmite is trying to stimulate consumption by teaming up with grocery and food delivery companies to be included in their recipes, a tactic used by many a condiment and now being imitated by others.

Bottom line? Don’t start with your product or even your category. Start with users, and think about all the ways your category, product and brand can fit into their lives. From there, you can build great communications campaigns, and you will find opportunities to innovate in product, packaging and distribution, just as Coke did.

The post Is it All White™ to be polarising, or will your efforts fall on Stony Ground™? appeared first on Clearhound.

+  Process and service innovation

Enforced change doesn’t have to be for the worse. Some businesses have responded to enforced changes to create new ways to serve customers, which generate efficiencies and keep the show on the road. They’re mostly process-related, and they can be beneficial to customers too. Mostly we don’t bother to consider change unless we have to, but we may well stick with it once tried, as described here.

+  Brand-building

Cutting marketing communications is a common response to recession, but there’s robust evidence that brands that maintain their visibility through advertising reap long term benefits that last way beyond the recession period. This is a good time to revisit your brand proposition and ensure it’s relevant and focused. Then communicate that with confidence. Not sure what to say in these troubled times? Have a look here

+  Stimulating consumption with product and usage ideas

Big data has transformed our ability to see changing trends. It used to be a long slow and esoteric process. Now, businesses like Black Swan crunch all sorts of data sets in real time to give businesses early warning of changes in demand, new tastes and emerging preferences. Spotting behaviour change can be very simple. If you know Google searches for cocktail shakers are up, then promoting cocktail recipes and launching new flavours, as Gordon’s did, isn’t such a shot in the dark.

Remember the home-baking frenzy early in lockdown? Marketers at Baileys picked up online chatter about making “luxurious desserts” and started sending out recipe ideas involving – of course – Baileys. They followed through by making sure it was easy to shop the recipes at food retailers’ online stores. UK sales of Baileys are reportedly up this year. There’s more on the Baileys story here.

The post Three ways to respond to pandemic uncertainty appeared first on Clearhound.

The BBC reported the case of a fish and chip shop which had offered a click and collect service for years to get people to pre-order, with limited success. Customers just kept rocking up and joining the queue. When reopening after lockdown was allowed, counter service was off the menu. Everyone had to order online, for collection or delivery. Although forced into it, people seemed quite content. Pre-ordering meant no queuing, and the timed pick-up meant they could know exactly when they’d be home with their dinner. Why didn’t they try this before? No particular reason. They just didn’t need to.

Public transport strikes can have the same effect. People are forced to find alternatives to their regular commute. It’s been reported that a decent minority, maybe one in five, discover a better route which they stick with when the strike is over. Why didn’t they try this sooner (they may ask themselves)? No reason.

Habits are convenient and easy. We don’t waste brain effort in making choices every time. We also don’t engage in solving problems we haven’t seen. An acceptable food-ordering process, a reasonable commute, don’t need improving. People generally seek easy, frictionless processes. Innovation often focuses on making good things better. But if something is good enough, we may be unwilling to invest any effort at all in changing to a new way of doing things. We may not even notice. I would guess that lots of those chip shop customers hadn’t even looked at the website and certainly hadn’t weighed up the pros and cons of pre-ordering. It was the chip shop that wanted people to change their approach.

Businesses can persuade customers to adjust in ways that are mutually beneficial, but it may require a different starting point, one that lets you see what’s in it for the customer. It can also be fruitful to look for things that aren’t quite right, and remove the obstacles. That’s why customer dissatisfaction can be a better stimulus to innovation, especially process improvement, than the more celebrated customer satisfaction. Good scores are nice, but they aren’t always that useful.

Of course, legislation can force behaviour change. On 24 July, after months of fence-sitting about whether wearing a face-covering is beneficial in the drive to reduce the spread of Covid-19, it became compulsory to wear one in shops in England. In Scotland it’s been mandatory since 10 July.

The government’s desired outcome is that people will once again go shopping and spend money, for the sake of the economy. So the critical question is, Would wearing a mask make people more likely to go shopping?

In a large-scale survey I saw reported (which I can’t now find), 51% said it would make no difference. 25% said they were more likely to go shopping now that masks are compulsory in shops while 20% said they were less likely to go. A government minister might be encouraged by that. I read it differently. The 51% is the key number. Half of us believe we will not change our behaviour because of mask rules. That tells me there is a big communication task ahead for anyone trying to re-energise high street retail. To solve that problem, they will have to understand what’s stopping us. That 51% includes people who are already doing all the shopping they want, no stimulus needed. But it must be mostly people who aren’t going shopping much, since retail footfall is still well down on its pre-pandemic levels. Still we don’t know what problem to solve. Maybe people are still worried about the virus, and don’t feel masks will make enough difference. But maybe also they’ve discovered just how much you can do online. Maybe they’ve realised that going for a walk can be as enjoyable as a trip to the shopping mall. In either case, they may never return to their pre-Covid shopping habits. Businesses will have to adapt. To do that, they’ll have to dig deeper, to find sources of dissatisfaction they can solve for people, or to find new offerings that are good enough to get our attention and consideration.

The post All change! appeared first on Clearhound.

So, what should brands do in the Covid crisis? First, the things not to do:

1. Don’t assume you have to say anything

Maybe you should just save the money. Too many businesses seem to see this as a pretext to use their email database. Banks and retailers with whom I have the most tenuous connection – I can’t call it a relationship –  are emailing to reassure me they are here for me. So, apparently, is the motor dealership where I once bought a car. Cool, cool.

It’s a lot more public, and more expensive, for those brands seemingly competing for title of Most Vacuous on television, as demonstrated in this compilation.

2. Don’t make it about you (unless it is).

Believing advertising has an impact means accepting that its impact can be negative. It’s hard to advertise without making it about you, but in a crisis that’s not going to land well unless it’s really worth saying. Test that premise. Who needs to hear this message? Do they need it now? Can it be targeted to those who really need it rather than broadcast? Does it look self-serving if we say this now?

There are some things you can do

1. Be relevant

Top marks to John Lewis for emails that are both relevant and stimulating-  garden accessories, things you can put on your balcony, outdoor games. Tesco is advertising its early-morning opening hours which are restricted to NHS and social care workers. This is not virtue-signalling, it’s useful both to those who will be allowed in at that time and those who won’t.

Retailers and banks are emailing their access arrangements, which is marginally useful and not overly intrusive. Airlines telling me about their cleaning practices are less welcome – they could wait until I ask. I have yet to see a bank email me personally or as a business to tell us how we can apply for government assistance or a business support loan.

2. Remove friction

This is always a worthwhile goal. People love those little tweaks that make things easy. Sometimes people can tell you in research what they’d like, but humans are adaptable, so we tend to accept and accommodate rather than complain. Companies must challenge their own assumptions and processes. Apple is a master of this: unlocking a phone with a pin code seemed fine until we got fingerprint recognition. Then face ID made that feel like a faff.

There’s a clear divide between those businesses that have been proactive on behalf of customers and those that have maintained friction to protect short term revenue. Most gym groups automatically suspended membership when going to the gym became a proscribed activity. By contrast, even though pay-TV sport channels had no live sport to offer, Sky, Virgin Media and BT Sport waited for the customer to make the effort to cancel. Looking at direct competitors in the sector can give a false sense of security to businesses. Most customers only have one of those in our home; our comparisons are with brands in other sectors. It’s not a capability issue, either. Once live sport resumes Sky will automatically restart your subscription. Yes, taking your money is automated.

3. Be useful

Some businesses that can’t run as normal are doing impressive things, repurposing to serve key workers or to manufacture critical goods such as personal protective equipment. Some that can’t do this are donating hard cash. British Airways staff have been serving breakfast in uniform to NHS staff, which is a lovely stunt, cynical perhaps but still appealing, and garnering some good media coverage. It is tempting to announce whatever you’re doing. But you don’t have to tell everyone, right now. It may be something for shareholders, or people in the loyalty scheme. It might, in any case, be better to let someone else publicise your good work. Or wait to be asked. Or tell us after the crisis, when you have the full story.

On the other hand, some smaller businesses are seizing the moment to get attention. A sex fetish website called MedfetUK announced on Twitter that it had donated its stock of PPE for more conventional use during the pandemic. It’s not clear what they hope to gain, though. Surely this is relevant only to customers and potential customers – and for them it’s the unwelcome news that their favourite fetish items will be out of stock for the foreseeable.

4. Think long term

There is robust evidence that advertising in a recession builds brand value which pays back when the economy recovers. But perhaps the most important opportunity, available to even the most cash-strapped business, is to use the time to rethink. Marketing is not just communications, after all. Revisit those hefty seminal pieces of work like market segmentation that can yield gems if you have the luxury of time to explore them. Look again at the fundamentals of your brand, your category, your business model. Finally, we are free from running from meeting to meeting. What a chance to innovate.

The post Marketing in a time of crisis appeared first on Clearhound.

Right now many businesses are struggling, some fighting for survival. The executive team are fully occupied with operational issues, hunting for revenue, having tough conversations about reducing costs. How can a non-executive director add value? You probably can’t do much to generate revenue. Lecturing the executive team about focus, or cost management, or anything in fact, only irritates people who are already stressed. But you can make a difference.

Take a longer view

In a crisis the focus is short term. Aside from a few sectors with a naturally long term view, like infrastructure, the short term focus can become all-consuming. While the execs operate day to day and week to week, the non-execs can help them look up from today’s urgent issues. The global economic crisis caused by Covid-19 is so volatile that maybe a three month, or perhaps six month, horizon is enough. Everyone’s looking at cashflow, of course. Are they taking enough action now, not just for the next month but for the next year? What might they look back on in the autumn and wish they’d thought to do now? Paying out bonuses is an obvious one. Make sure they’re also thinking about how today’s decisions impact the people and the business in three, six, nine months. Is the pain being shared equitably? Will others in the business see it that way? It’s safest to assume nothing stays a secret, so can they stand by today’s judgement calls, if they become known to all employees?

Provide a counter view

An overly-optimistic CEO needs someone else to posit more pessimistic scenarios. You’ll both probably already know you play this complementary role. Make it explicit: you’re not questioning their expertise or judgement, and they’re closer to the market reality. Instead, you’re exploring other possibilities, in case things change. The business needs to be prepared. Many NEDs have contact with other businesses and sectors, providing a wider view of market activity.

Equally, be the sunshine when their outlook is gloomy. It’s tough on the front line. Market uncertainty cuts both ways, so support cautious action if that’s what’s called for, but explore upbeat options too. Agree what the early indicators might be, for positive or negative action. Check on them regularly.

Notice their feelings

It’s understandable that people are stressed. But stress doesn’t generally lead to better decisions. If the relationship works, have separate one-to-one conversations that focus on the person not the business. It’s not about problem-solving – you can’t solve people’s emotions. Acknowledge how different it is for you, the armchair general, compared to them, having difficult conversations and perhaps sleepless nights. Making the effort to initiate these conversations should make the emotional support more valuable than a few platitudes delivered on a board call.

Stick to your principles

All directors have the same fiduciary responsibilities, under UK law. This is not a time to back off, even though it may feel like non-execs should go easy on the executive team. They’re busy, but you can’t just leave them to get on with it. NEDs have to be careful to ensure that supporting them through a crisis doesn’t mean yielding all control. Testing their decisions against established principles for the business, as well as your own, will lead to better outcomes.

The post The role of a non-exec in a crisis appeared first on Clearhound.

There are some areas of business where there are right or best ways to do things, such as operational safety, legal and regulatory compliance, cyber-security. Marketing has its own best practices, in the principles of strategic marketing: understanding and segmenting the market, knowing the target customer and how to create value for them, delivering on the expectation set up by the proposition and brand. Those principles are just as relevant in a digital world. But these shouldn’t be confused with an actual proposition, or a brand’s look and feel; these are brand-specific.

As digital marketers rise to become the marketing leaders in their businesses, there is a growing tension. Non-marketers will naturally value the digital native advocating best practice in the brave new digital world. But so-called best practice is no substitute for brand strategy. Applied in the wrong places, it dampens down personality and flattens a brand’s distinctive voice into a monotone. It stifles proposition development and communication, tending to generic output when something distinctive may be more effective. Best practice can kill innovation stone dead. If everyone is copying everyone else, how does anything new appear? If Steve Jobs had followed industry best practice, we might all still be logging in on a DOS screen.

Here are the warning signs that digital marketing’s voice may be too loud in your business:

Website design that is based largely on how others do it, rather than what users of your website need and want. Counter this with user journeys. They prompt everyone to think about the needs of the various types of people who may visit the site, including current and potential customers and others like media and investors.

Calls to action everywhere on the website, especially the same CTA. Digital marketers are often measured on lead generation but a website is not a brochure or a sales pitch to potential customers. Nor will a sophisticated buyer be impressed. If I’m browsing in a clothes shop, I don’t want someone constantly at my shoulder saying, like to try anything on? This is easily solved with tailored landing pages for lead gen campaigns; there’s no need for the website to seek to ensnare the idle browser (or current client, or curious investor, or future employee) at every turn.

Marketing planning conversations that aren’t about customers or different user needs. Colleagues who are driven by lead generation tend to be single-minded about getting short term measurable outcomes. This can compromise the building of trust with prospects. It may also be at the expense of other audiences who matter to the long term success of the business. A customer-centred approach will help you find common ground.

Pointing to direct competitors as the key justification for recommendations. Fear Of Missing Out is not a strategy. Other brands’ choices are interesting and informative but unless their strategy is the same as yours they are not a reliable guide.

Try these simple rules to stay on track:

Have your own brand personality and tone of voice, and use it as a reference across everything. Bearing in mind, of course, that brand-building is not an end in itself – the goal is effective customer connection, not self-expression.

Speak the customer’s language not your own. In b2b, use their generic industry terms not yours. Prospective customers are experts in their business, not in ours. So we need to get into their world, and speak their language. For example, a software provider to the HR sector needs to speak HR language so as to connect with primary decision-makers, who will be HR people not IT experts.

Go where your customers are. Best practice steers you to focus on what competitors are doing. A brand-centric approach dares you to be different. Combine this with customer-centric thinking and go to their industry events, not your own. Don’t worry about where your competitors are. This can deliver tactical advantage – you may find you’re the only one of your type in a sea of potential clients.

Copy if it saves you reinventing something where it’s ok to be the same as everyone else. Some digital marketing best practice is valuable. Generic industry-standard language is essential for search engine optimisation, for strong natural search results – bearing in mind it’s the search terms clients and prospects use that matter, not what the experts say. Some standardisation of a site such as icons, and perhaps navigation, can make sense if they’re familiar to your customers and prospects. That means referencing their world, not just your direct competitors’ activity.

Don’t copy in any area where differentiation matters. If innovation seeks the next big idea, best practice leads to conformity. If you’re aiming to create an exciting new flavour, don’t end up vanilla.

The golden rule: Set up your marketing communications and interfaces to enable customers to get what they need, not what you want them to do. If you’ve followed marketing best practice, your proposition will give them what they need, and they’ll click on the Call me button, not out of frustration but because they want it.

The post The perils of best practice appeared first on Clearhound.