Recently, I have had a crash course in marketing. As the editor and publisher of several business magazines including Business First and executivetrader.com.au, I had always taken marketing for granted. I knew there was a purpose, but I always felt it was more sales pitch than substance.
Having recently taken on the role of Media and Content Manager for Marketing Eye, I am realising how wrong I was. I took the job here because I felt it would be a different challenge, after all we see the value in life when we chase goals that are foreign to us and push our boundaries.
The expectation for brilliance placed upon Apple with each new product release is disproportionate to what the company can deliver. We have known this for quite some time, yet the anticipation surrounding the launch of the iPhone 6 and the coming iWatch is astounding, particularly when we understand that while the technology may be good, it will not be ground breaking.
It seems we hold Apple to higher standards than any other major brand. While scrutiny over Samsung and rival products is high, it is nowhere near the levels afforded to this particular technology giant. Take Forbes’ 2012 article ‘Apple Maps Six Most Epic Fails’ or Business Insider’s ‘10 old Apple products that totally flopped’ for example.
With these factors in mind, Marketing Eye undertook the challenge to create three very unique website rebuilds.
For anyone that doubted Baz Luhrmann's ability to bring elegance, style, sophistications and desire to the latest Chanel No.5 advertising campaign - it is now clear that there is only one Director capable of making Chanel No. 5 remain relevant.
Our client didn't have any preconceived ideas about what the brand should look like, so for Marketing Eye this was a huge plus, however, we did not have any idea what his taste was like and knew that the logo would be approved by not one, but half a dozen senior executives.
Not too indifferent to when Expedia launched onto the marketplace, Michael wanted a transparent platform - where people could move everything from their dog, through to their house, a container of furniture, through to bulk handling products. A place where it all can be done, with full visibility of the competitive landscape.
Firstly, if it is a social experiment, it is a failed one. The best experiments take time. They are designed so that empathy is created with a product or person; we develop a taste or distaste, we feel engaged, we want to see success and feel part of a character’s growth. In reality it takes longer than three months to be able to do any of this. I think most people are attuned to the fact the people within the house are potential DJs, or television hosts playing with a false sense of identity. Don’t try to tell us otherwise.
For me, it's the best newspaper in the world, with no other comparing to the ability of the NY Times to cover intelligent, thought-provoking stories that are based on facts, rather than a publicist's spin or worse, a journalist that is just trying to make headlines.
As I read through the business section I came across this:
On a regular basis, companies come to me and say that their website is getting thousands of unique visitors, but no sales inquiries. This could be for a number of reasons, or quite simply due to their SEO company manipulating Google Analytics to show results that don't exist.
With an office move in Melbourne to a larger space, finally, the time had come and an opportune meeting with an American Inside Sales Specialist ensured that Marketing Eye Melbourne had their very first person in this position on board.
In June, my boss went viral with her blog ‘Why married women are more successful’, which has received over 72,000 views to date.
I watched on as Mellissah was bombarded with virtual high fives, phone calls and business opportunities that grew from that seemingly simple piece.
When I first started doing PR, I used to write a media release and fax it to a media outlet - all with varying results. The headline, like it is today, is worth it's weight in gold, and if you have a strong first paragraph, you may get that call back you have been waiting for.
That was soon followed up with 'pitching' on the telephone and depending on what mood the journalist was in or your ability to 'sell' a story to them, you either walked away with a published article or your press release was thrown in the trash can.
In 1998, the faxing part changed to emailing which was fantastic because it was a much faster and less tedious way of getting a media release out to journalists. It also was a much more environmentally friendly way to operate and allowed for changes to be made to ensure that each email sent out to a journalist was a one-to-one marketing piece rather than an everything to everyone, hit and miss style approach.
Having started my first business at 25 years of age, specializing in technology marketing, I thought I had it all. A marketer who understood technology marketing and who could talk the talk which at that time seemed to be, the height of the dot com boom, the most lucrative marketing position one could hold.
Then of course, someone came along and started talking about company culture, and marketers took a turn to start embellishing the on-boarding process of new recruits, with a mixture of "people marketing" with "technology marketing" - and for a time, that was all the rage. It seemed to be the only thing people were talking about and marketers started to play a role in human resources, giving recruiters and in-house HR managers the tools to "sell their brands" like they were a front line sales executive needing to close the deal in order to reach their quotas.
There have been many hit and misses and lots of unnecessary frustration, but finally I think as a team we have hit the nail on the head and I am about to test it to the nth degree.
Flat Organisational Structure
Weaning employees off hierarchy-driven decision making has been a test of both patience and perseverance. Gen-Y's have been told that they need leadership in order to be successful, yet some of the most successful companies in the world, like Google, are saying quite the opposite. Their investment in a flat organisational structure has not only shown dividends on the balance sheet, but it has created a workplace and culture that the world-over admires and respects.
For smaller companies that have an established organisational structure, driven largely by an entrepreneur, it is more difficult to adapt to a flat organisational structure with the primary reason being that both parties; the entrepreneur and the employees, find it difficult to let go.
I have been travelling the world growing "my small business" and have found that it is almost impossible to be the leader I would have hoped to be, living the life I do. I certainly am no role model in this department, nor do I follow the many books I have bought over time on "how to be a good leader" no matter how much I try but ultimately fail in my pursuit.
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Wise words Mel. Very timely indeed...thank you x
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