Here's Why I Don't Make New Year's Predictions!

As we get ready to say goodbye to 2008 and ring in the new year, I will avoid the temptation to make any predictions—at least not in print for the entire world to criticize in hindsight. 

A case in point.  Here are some of the worst predictions that were made about 2008.   These were all events that affected each of us financially, personally and politically.  You just can’t make this stuff up.

1.     "A very powerful and durable rally is in the works. But it may need another couple of days to lift off. Hold the fort and keep the faith!" -- Richard Band, editor, Profitable Investing Letter, Mar. 27, 2008

(At the time of the prediction, the Dow Jones industrial average was at 12,300. By late December it was at 8,500.)

2. AIG "could have huge gains in the second quarter." -- Bijan Moazami, analyst, Friedman, Billings, Ramsey, May 9, 2008

(AIG wound up losing $5 billion in that quarter and $25 billion in the next. It was taken over in September by the U.S. government, which will spend or lend $150 billion to keep it afloat.)

3. "I think this is a case where Freddie Mac and Fannie Mae are fundamentally sound. They're not in danger of going under I think they are in good shape going forward." -- Barney Frank (D-Mass.), House Financial Services Committee chairman, July 14, 2008

(Two months later, the government forced the mortgage giants into conservatorships and pledged to invest up to $100 billion in each.)

4. "The market is in the process of correcting itself." -- President George W. Bush, in a Mar. 14, 2008 speech

(For the rest of the year, the market kept correcting and correcting and correcting).

5. "No! No! No! Bear Stearns is not in trouble." -- Jim Cramer, CNBC commentator, Mar. 11, 2008

(Five days later, JPMorgan Chase took over Bear Stearns with government help, nearly wiping out shareholders.)

6. "Existing-Home Sales to Trend Up in 2008" -- Headline of a National Association of Realtors press release, Dec. 9, 2007

(On Dec. 23, 2008, the group said November sales were running at an annual rate of 4.5 million -- down 11% from a year earlier -- in the worst housing slump since the Depression.)

7. "I think you'll see (oil prices at) $150 a barrel by the end of the year" -- T. Boone Pickens, June 20, 2008

(Oil was then around $135 a barrel. By late December it was below $40.)

8. "I expect there will be some failures. I don't anticipate any serious problems of that sort among the large internationally active banks that make up a very substantial part of our banking system." -- Ben Bernanke, Federal Reserve chairman, Feb. 28, 2008

(In September, Washington Mutual became the largest financial institution in U.S. history to fail. Citigroup needed an even bigger rescue in November.)

9. "In today's regulatory environment, it's virtually impossible to violate rules." -- Bernard Madoff, money manager, Oct. 20, 2007

(About a year later, Madoff -- who once headed the Nasdaq Stock Market -- told investigators he had cost his investors $50 billion in an alleged Ponzi scheme.)

10. A Bound Man: Why We Are Excited About Obama and Why He Can't Win, the title of a book by conservative commentator Shelby Steele, published on Dec. 4, 2007.

(Mr. Steele, meet President-elect Barack Obama.)

Sometimes as bank marketers we have to go against the grain even when conventional wisdom, from pundits both inside and outside the bank, is telling us otherwise.  We have to continually balance the market realities in which we operate against the validity of the information we are receiving.

As I contemplate 2009, the only prediction that I can safely make is that I’m sure that I will have plenty of grist for this year-end blog next December.

A happy, healthy and prosperous New Year to all!

Cheers,

Nick Vaglio, CFMP

Who is Your "Uncle Dave?"

“'I might have to make a visit to Uncle Dave,' which is what people in Ouray say when they need to take a loan from the local bank, Citizen’s State, whose chairman is named David Wood.”

This is an excerpt from Twilight of a Mountain God, an article about Rick Trujillo - who said the quote - in the January, 2009 Runner’s World magazine.

Trujillo is part mountain goat … his trail running accomplishments, tenacity, endurance and downright stubbornness made me say, “Wow.”  Then I got to this quote and said ... well, let’s just say it was more than “wow.”

Sure, the city of Ouray, Colorado has fewer than 1,000 residents – but any community bank or credit union in ANY city can have an “Uncle Dave.”  It can be your chairman, president, or branch manager.  Even in a metropolitan area, a community institution can have the "Uncle Dave" of the neighborhood surrounding the branch.

Essentially, Uncle Dave is the community’s go-to-guy when it comes to banking.

Think of the power of having an Uncle Dave … especially in this economy with money transferring and trust wavering. 

My goal for 2009 is to begin to create at least one Uncle Dave (this type of rep won’t come overnight). 

You just need to:

• Have the right Uncle Dave – someone who can represent the bank or credit union well and “own the role.”
  
• Be the first to market – it won’t do to be the second Uncle Dave in the market
  
• Be consistent – Uncle Dave is a THE community banker
  

If you have an “Uncle Dave,” please share some thoughts about it in this blog.

Have a very merry Christmas and happy holidays.

Take care,

Eric

Tis ALWAYS the Season!

This time of year makes me even sappier than I already am. I reach out to family members I don't hear from often, I drop a dollar or two in the red kettle every time I pass (and have the cash!), I donate food to food banks and toys for children. I watch parades and movies and act like a child every time I see Santa.

Then it dawned on me...as a society, why do we only do this once a year. The feeling of paying it forward is so extraordinary.

So, is there a lesson here for us marketers? You better believe it.

Reaching out to your family should not happen exclusively by automatically generated letters that go out on holidays and birthdays. What about the letter you write or call you make to say "I just wanted to say hello and congratulate you on your daughter making the honor roll." Would reaching out like this cost you more? Nope. Maybe a little time, but what would it mean to your customer (i.e. family)? It would mean that you care and you are paying attention.

I know that many institutions "Adopt a Family" around the holidays and you and your coworkers pitch in and go shopping for the family to provide them the best Christmas ever. What about the families in your community that suffer a loss...loss of a job, loss of a loved one, loss of a home. I'll bet they could use a little help at some point during the year too.

What I am saying is that there are so many ways we can do special things throughout the year, with a little effort and very little out of your budget that will go a long way for you and your institution. Just think about the publicity (not that I am encouraging being a vulture with a camera or an ambulance chaser) you could generate.

The concept of paying it forward is something we believe can speak volumes of how you do business...not to mention help to create customer evangelists! And creating customer evangelists is priceless.

It is ALWAYS the season for giving back. Do something extraordinary in March too.

Jenna

The holidays aren't so hot...

for most arts organizations. More news from around the nation on the impact the economic crisis has had on arts organizations:

Shakespeare Santa Cruz Has 1 Week To Save Its Own Life
Ailing California Orchestra Cancels Season
KC Symphony Hit By Economy And Competition
More Trouble For Ballet BC As Bank Freezes Funds
A First Glimpse Of Houston Ballet's New HQ (Or Not)
NPR Cuts Two Programs And 7 Percent Of Staff
Tough Times Get Tougher In Charleston
Miami City Ballet Resorts To Taped Music
Baltimore Opera Company Filing For Bankruptcy Protection
Filling The House: Met To Offer Subsidized $25 Tickets
Broadway Musicals Dropping Like Flies
Las Vegas Philharmonic Musicians Lose Confidence In Management
Art Basel Miami Slowdown
A Formerly Secure Arts Venue Takes A Dive
Las Vegas May Lose Children's Concerts
Virginia Symphony Cuts Concerts, Salaries
Las Vegas Art Museum Chief Steps Aside; Cuts Ahead

There was one piece of good news:
Minnesota Orchestra Defies Recession, Posts Surplus

Round Two: Arena Stage's New Deal Program

When designing the Arena Stage "New Deal" One Day Only Sale, I knew that we were applying a temporary band-aid to a relatively large problem, and we would have to take a more systemic approach to dealing with the issues ahead of us. To keep the analogy going, I didn't expect the one day only sale to be the knock out punch in the first round, so here we are in round two (actually probably round 3).

In our response to the economic crisis, we have done the following:

Round 1: Arena Stage "New Deal" One Day Only Sale (November 14, 2008)

Round 2: Adjusted income projections and decreased expense budgets. Senior staff and members of the board formed three committees--the earned revenue committee, contributed revenue committee and an expense reduction committee. Each committee met several times over the course of a month to develop a recommendation for action for the full board. Both the earned revenue and contributed revenue committees readjusted their projections from the approved FY09 budget, presenting to the full Board conservative estimates on the impact the current economic crisis will have on the company. To match these adjustments, the company reduced its expenses and raised additional contributions. (November 21, 2008)

Round 3: Launch of the Arena Stage "New Deal" seats for all performances (December 12, 2008). Arena Stage previously operated on two classes of seats: A seats (prime seats) and B seats (economy seats). We were finding that we weren't having problems selling prime seats, but that our seats at the lower end of our pricing chart weren't moving as quickly as usual. To create a lower entry point while trying to avoid upsetting our subscribers who purchase early and therefore get the greatest discount, we created a new section of seats, called the NEW DEAL seats and set a price of $25. The NEW DEAL section would be limited to the last four rows in our Crystal City venue and the upper balcony in our DC venue. These areas of the each house didn't contain any subscribers, and therefore they wouldn't be upset by a mid-season change in pricing. To further address any subscriber concerns, we sent each subscriber a letter outlining the new program and giving them access to purchase NEW DEAL seats a day before the general public. The new $25 ticket price is 47-64% off what those seats previously cost, offering a significantly lower entry level price to all our performances. No other discounts can be applied to these tickets, and subscriptions aren't available in this price category (to prevent B seat subscribers transitioning to NEW DEAL seat subscribers). So far this move has garnered us some press attention from the Washington Post and our local NBC affiliate, and although I suspect these tickets will be quite popular, they won't sell at the pace of the previous offer. Where Round 1 was a sprint, this is more like a marathon.

I will keep you updated on the results. We opened NEXT TO NORMAL at Arena Stage last night, and I was really struck by one of the lyrics--"even the darkest night will see light."

2009 Resolutions

Well, we’re 14 days from “The big day.”  Then we have 5 December days that might as well not exist … then New Year’s Eve.  So I thought I’d take his time to skip straight to New Year’s Resolutions.

Among the office parties, branch parties, management lunches, friend’s gatherings and family get-togethers … consider some of the following resolutions for ’09:

 “In 2009, I resolve to…

• Measure ROI on all major campaigns and on my marketing efforts overall (at least monthly or quarterly)
  
• Write at least 3 personal note cards per week to key commercial prospects
  
•  Test variables (target, message, offer, mailer dimensions, etc.) on at least 2 direct mail campaigns
  
• Get an idea from at least one non-bank related retail example ... and use it
• Better use segmentation to stretch my marketing budget and increase results
  
• Conduct a benchmark awareness study in Q1 and a follow-up study in Q4 … and show a positive trend!
  
• Focus as much on the delivery of the promise (front line practices and sales techniques) as I do on the marketing message itself (external communication)
  
• Improve internal communication of bank objectives, goal progress and brand messaging/delivery
  
• Form a marketing advisory board of targeted customers to critique all messaging (ads, web site, direct mail, etc) from an outside, non-banking perspective
  
• Read/attend every trade pub, industry blog, and webinar that I can get my hands on to stay on top of the industry – and not just read the marketing articles.
  
• Read at least one non-industry related marketing book
  
• Attend the ABA School of Bank Marketing & Management … Get my CFMP certification
  
• Have more fun at my job because there’s nothing better than being a marketer!
  

Now, I need your help!  Please post a comment to this blog to add your own’09 resolution or to comment on any of the ones above.

Good luck making it through the next few weeks and enjoy the holidays.

Take care,

Eric

Blog Series #2 -- Making Marketing Relevant

Relevance. Webster's defines it as "connected to the matter at hand. Pertinent." I believe relevance means that "it ties to my life." Relevance is also in the eye of the beholder. However, as a marketer, we know that we can influence relevance and that without it...we are a complete after thought -- if that much.

Being relevant starts with understanding who your audience is...from an internal and external perspective. Determining what their needs are (asking them) and then communicating in a manner that resonates. Resonates is an important word when it comes to relevance. Your message has to "hit home" to create relevance and connect to your target audience's life.

The concepts you need to analyze for your organization....

• who is our target?
• what is their need (individual and collective)?
• what is their reference point?

Once you determine these items...you can begin to craft a communication tone and message. the last item is perhaps the most critical...their reference point. This simple (yet complex) idea is that each of our customers and prospects has a reference point for us. It may be through a parent, their work, their friends, or through media. The reference point is the fulcrum of their balancing point with us...the starting point to creating, enhancing or cancelling a relationship with us. We have to know their reference point to better understand their needs, buying behaviors and the influences in their life.

The relevance of our marketing starts and ends with our communications. Facebook. MySpace. ING. Zappos. There are new breeds of communication delivery everywhere...some include a financial implication directly, but all impact us in some way. If we chose to target the millennials...and we decide to use Facebook. We could be committing a major misstep. The new communication tools come with a new set of rules. Get to know them.... talk to millennials that work for you, bank with you, or have a reference point with current customers of you.

The best relevance message includes:

• clear connection to the reference point
• clear connection to their need
• clear connection to the future

You have built the uniqueness of you, your organization and your brand....now take that uniqueness and ensure it is relevant to your target.

In these times, relevance matters. Being at the right place at the right time matters, too. Here is an article about being a community bank in today's economic times...this is the RIGHT place and RIGHT time for community bankers!

Cheers!

Bruce Clapp

Smarter...Faster...Better

In the current global financial crisis, the average worker is being asked to produce more in the same amount of time at basically the same salary.

Today’s bank marketing professional faces a similar dilemma.  In an era of shrinking budgets and ever increasing responsibilities, we are being asked to produce more with greater results and to do it in less time with fewer dollars.

Now more than ever, bank marketing professionals must search for innovative ways to work smarter…faster…better!

Smarter...

• Acquire the market and industry intelligence and knowledge to enable you to become a “smarter” strategic partner to your customers
• Acquire new customers more efficiently and cost-effectively through better targeting and more innovative profiling of prospects
• Apply more clever and creative tactics in order to outsmart the competition.

Faster...

• It used to be that the big ate the small.  Now the fast eat the slow!
• In today’s connected world, customers expect products, services and information to be delivered in a fast, convenient and hassle-free way. 
• The ultimate profitable survivors in the highly competitive financial services industry will be those who react the fastest to market and competitive conditions with the right products and services to meet the exact needs of customers

Better...

• Your people, products and customer service must be better than the competition in the eyes of customers and prospects
• Companies that have earned the reputation of being better than their competition recognize that it is a daily process.  One bad day can begin to unravel a long-term positive effort.
• Bank marketers must get better at recognizing where profitable opportunities lie before everyone else does

While this may be easier said than done, we owe it to our customers and employers to work a little smarter, faster and better than the competition to deliver the results we all need to keep growing in a trying economy.

Cheers

Nick Vaglio, CFMP

The Twelve Brown Bag Luncheons

If you can believe this, I actually started to blog to the tune of "The Twelve Days of Christmas." That had the potential to be the worst blog on the planet Earth!!!

So, how about this...I will just tell you want I wanted to say without being all "cute" about it.

Times are tough. For everyone. You are being challenged to do more with fewer resources and your budget has probably been cut a few times. And I am going to go out on a limb and guess that you cut "education and training" first because it won't interfere with your marketing strategies. But that's tough. You need to stay on top of the game and come up with creative and fresh ideas.

I think we have the solution for you...MarketMatch is launching the Brown Bag Lunch Series! Beginning on January 16 at 1:00 PM EST and continuing on the third Friday of every month (same time and place), we are offering FREE "roundtable" style conference call webinar discussions. We will moderate, but the conversation will driven by you. All you have to do is pack a lunch and dial in.

We will be there to make sure you aren't dialing in to dead air space. The MarketMatch team will serve as a panel to share ideas and get the conversation rolling. We will also take turns lending our expertise to the various topics.

So here's the skinny...Topics include:

• Marketing Relevance
• E-Marketing and Social Media
• Generating Deposits
• Branch Promotions
• Bringing Retail to Financial
• Generating Consumer Loans
• and that's only half of them!

To learn more about the Brown Bag Luncheon Series, or to sign up, click here! We hope to "see" you there!!!

Do something extraordinary today!
Jenna

Making Marketing Matter

Greetings...

I trust that everyone had a fantastic Thanksgiving holiday with the mandatory activities of overeating, taking a nap and shopping!

I thought I would kick-off December with a series of three blog posts that comprise a visual that we use quite often...we refer to it as the "Making Marketing Matter" graph. As you can see from the image, we believe that there are three separate and distinct components.

Let's start at the beginning...being unique!

Uniqueness is banking...almost sounds like an oxymoron...unless you are a marketer! We know that our bank or credit union is different...truly different. Not just by having "the best staff" but by tangible differences. Maybe it is a shorter loan processing time period, perhaps we hand deliver check orders, maybe our monthly statements come with a 48 hour delivery guarantee. Whatever the tangible differences are we know them, right? Well, if you said yes, proceed forward! If you answered, well?? Then you need to take an honest assessment of your institution, your staff, your products, your competitive marketplace, and refine and define your true differences.

Uniqueness, in our thought, has to have an edge to it. Have a definable characteristic, be measurable. The uniqueness also has to be true to your organization. One that truly is reflective of "who" you are and "what" you deliver, all balanced against the reality of can you do it repeatedly and consistently! We believe these are two fundamental variables that many people undervalue. Consistency and repeatability define a brand and also then define the organization and its people. As you know, it is also the other way around...the organization and its people define it consistency and repeatability!

Your challenge...find your uniqueness, quantify it, ensure it is consistent and repeatable and then get EVERYONE on board to understand what it is and why it matters!

Being unique is one thing...making sure that uniqueness has value in the eye of the customer is something else. That is relevance...we will get to that one is my next post!

Cheers!

Bruce Clapp

The rules are changing, and changing quickly

I have always believed that marketing success starts with the product. If the quality of the artistic product isn't there, there is nothing a marketing director can do to put more butts in seats. Audiences will leave no matter how thought out or brilliant the marketing strategy. That being said, if the product is strong, a primary function of a marketing director is eliminating the barriers to purchasing.

Several weeks ago, I began to feel that even with a strong product, in today's economy, we must give people a reason to buy. No longer would a strong artistic product marketed well be enough. I tested this hypothesis by developing the NEW DEAL program at Arena Stage, which resulted in sales significantly beyond our expectations. The reduction in ticket price, even if for a day, gave potential patrons the reason they needed to make the purchase, especially on something that was dependant upon very limited discretionary spending.

So I wasn't surprised by an article in the Washington Post entitled "Holiday Shopping in a Downturn: Deals or Nothing at All." The basic rule of retail businesses on Black Friday is to offer highly attractive "door buster" sale items to lure customers in the door. The idea is that even after the "door busters" are sold out, customers will stay and purchase non-sale items. It has worked well for retail businesses for over a decade. But it didn't this year. The rules have changed. Customers showed up for the "door busters" as usual, but once the deals were gone, so were the customers. They didn't stay and shop. Once the "reason to buy" was eliminated, the sales stopped.

It seems like all the rules have been thrown out the window. We know the small profit margin on new car purchases, right? Dealerships make most of their money on the financing. But to get people to purchase, there are several dealerships offering "buy one, get one" deals on cars. When have you ever heard of that?

Budgeting and the artistic product

I had the pleasure of hearing Karen Hopkins speak at the National Arts Marketing Project Conference in Houston. During her speech, she said several things that caught my attention. Because the conference centered around how marketing and development departments could work together to maximize revenue, she outlined the revenue breakdown between earned vs. contributed sources for the Brooklyn Academy of Music:

Brooklyn Academy of Music
Expenses $38 million
Box office income: $11.9 million (31% of expenses)
Other earned revenue: 4.6 million (12% of expenses)
Contributed revenue: $22 million (private and public) (57% of expenses)
Programs:
· The Next Wave Festival
· Spring season of theater, opera, dance
· Education—serving 25,000 students at 219 schools

I have always admired the artistic work of BAM, and some of the nation's most creative work from the past several decades have been created and/or featured at BAM, including Peter Brooks' epic Mahabharata and Philip Glass's Einstein on the Beach.

One of the struggles that we are facing at Arena Stage is an imbalance between earned and contributed revenue. Arena Stage is more reliant on earned revenue than most regional theaters, and it puts the marketing department in conflict with the artistic department. I joined Arena Stage because of its long heritage of superb artistic work, and our artistic strategic plan calls for the exploration of new and challenging work in the future. However, the more reliant a company is on earned revenue, the less risk and new work the company can take on because it is reliant on steady box office revenue. Thankfully the communications department and the artistic department at Arena Stage work very well together, and we are in the process of hiring a chief development officer to increase our contributed revenue streams.

To test my hypothesis about how an imbalance between earned and contributed revenue streams can affect programming, I took a look at two institutions--one known for artistic risk taking and new play development (The Public Theater), and one known for presenting/producing only well known, less risky work (Walnut Street Theatre).

Here are their breakdowns:

Public Theater (New York Shakespeare Festival)
2006 990Expenses: $17 million
Box Office income: $5.2 million (31% of expenses)
Other earned revenue: $1 million (6% of expenses)
Contributed revenue: $8.6 million (51% of expenses)

Walnut Street Theatre (from their 2006 990)
Expenses: $13.5 million
Box office income: $11.5 million (85% of expenses)
Other earned revenue: $500k (5% of expenses)
Contributed Revenue: $1.4 million (10% of expenses)

To quote Michael Kaiser from his new book, "Not-for-profit arts organizations should be doing work that commercial producers won't consider either because the work is too large or too risky. This is what justifies the use of tax-deductible contributions." As I look at Walnut Street's financials, they are very close to operating like a for-profit institution, with only 10% of its budget coming from contributed revenue. So, don't look for them to do anything "too large or too risky." They can boast that they have the world's largest subscription base, and although I like Ralph Weeks (their Director of Marketing), it isn't because they figured out the "subscriber problem" or have exceptional marketing, it's because of their programming. Their shows for this season include 5 shows: State Fair; Hairspray; A Streetcar Named Desire; Born Yesterday; and The Producers (all musicals and/or well known products).

From the opposite perspective, the Public Theater can do "large and risky" productions, which they are well-known for because more than half of its budget comes from contributed sources. For comparison purposes to Walnut Street, check out the Public Theater's season: Road Show; If you see something, Say something; Taking Over; The Good Negro; Why Torture is Wrong; The Singing Forest; Khartoum; The Native Theater Festival. As a theater insider, I have only heard of three of these projects, mostly because Arena Stage has a history with two of them.

The more a company is handcuffed to its earned revenue streams and box office, the less it's able to concentrate on its non-profit mission. And in this economy, a heavy reliance on either contributed or earned revenue isn't a good idea since an organization's revenue streams should be diversified, so as not to put all your eggs in one basket.

More news from around the world...

As the economy gets worse, the impact is starting to become apparent, even at some of the largest institutions in the nation:

Tennessee Company Calls Off All Opera For Next Season
Vancouver's Ballet BC Lays Off Everybody
Fundraising For Orlando's New PAC Falls Short
Detroit Symphony In The Red, And It Could Get Worse
Public Postpones 2009 Production of Guare's Free Man of Color
Young Frankenstein Folds, & Schadenfreude Strikes B'way
As Baltimore Orgs Face Cuts, Opera Co. Is On The Brink
Minn. Museum of American Art To Close, Reopen Eventually
Canadian Arts Groups Hurting As Stock Investments Plummet
Struggling Broadway Sees Two More Shows Close
MOCA Considers Selling Itself To LACMA
Madison PAC Cutting Staff

If You Don’t Look Up, You Might Just Loose Your Head.

While I was on my morning trail run, I got to thinking.

There was a light coating of snow on the ground, the morning sun was just starting to peak through the tree limbs, I was following the soothing flow of a creek and I literally had miles of woods all to myself … and I was missing it.

I realized that, in order to not break an ankle, my eyes never left the path 4-6 feet in front of me.  I could have easily run right by a deer, coyote or hawk and never notice it because I was more concerned with the occasional rock and root in my path.

Don’t get bogged down by the rocks and roots in your day … take some time to look up and enjoy the journey.

In trail running, you need to look ahead to plan your route or you could end up doubling back to avoid a downed tree … or worse, get crowned by it.

Don’t loose your head.  Take some time to look ahead of the day-to-day “rocks and roots” to see what other obstacles or opportunities might lay ahead.   

Take care,

Eric

History...a prediction of the future?

"I believe that banking institutions are more dangerous to our liberties than standing armies. If the American people ever allow private banks to control the issue of their currency, first by inflation, then by deflation, the banks and corporations that will grow up around [the banks] will deprive the people of all property until their children wake-up homeless on the continent their fathers conquered. The issuing power should be taken from the banks and restored to the people, to whom it properly belongs."

by Thomas Jefferson in the letter to
The Secretary of the Treasury, Albert Gallatin (1802)

I can't make this stuff up! It seems that our forefathers always know best and have a way of describing what we experience today with the candor and articulateness of our past.

In an environment of declining trust in our financial sector, it is important that we take a step back and remember why we are really here...for our customers. Without them, there is no us. Or, as Jerry McGuire would say, "You complete me."

The lost trust will not easily be restored. But those of you who reach out to your communities now, communicating your stability and how support your customers, will be the winners in the long run.

I am feeling a little sentimental today so that's it for now. But I have a very interesting strategy to share with you next time...and let's just say we can all learn something from the technique. Email me or post a comment if the anticipation gets the best of you.

Be extraordinary today!
Jenna

Results from the Arena Stage New Deal

Round 1: Economy vs. Arena Stage

Tactic: Arena Stage's New Deal--25,000 tickets at $25 each for 24 hours
Good for the first week of any remaining production in 2008-09

Results: 6,661 tickets sold for almost $200,000 in revenue in a 24 hour period

Notes:

• The previous highest grossing day at Arena Stage was $90,000 in 2002, which we more than doubled.
• We created 229 entirely new patron accounts.
• Several preview performances sold out, and the remaining shows have very healthy houses which should go a long way in boosting word of mouth early.
• We sold 1,400 tickets in two hours from 12am-2am on Friday morning.
• We had a line at the box office at 12am, including a woman in her sleeping bag.

ROUND 1 GOES TO ARENA STAGE

Asking the unpopular--is there too much art?

The economic crisis is starting to trickle down to arts organizations all over the nation. Recent casualties of the crisis include Opera Pacific, Milwaukee Shakespeare Festival, and several Broadway shows. To adjust for the weakening economy, planned productions have been abandoned at Seattle Repertory Theatre, Washington National Opera, the New York City Opera and even at the seemingly untouchable Metropolitan Opera. Not to mention the St. Louis Museum of Art postponing its $125 million expansion or the Shakespeare Theatre missing its gala goal by $300,000.

The impact of the crisis will be felt in communities all around the country. Quite simply, the casualties listed above won’t be the last. Arts organizations will fail and close as contributed income dries up, and earned revenue weans. Although tragic for the artists connected to these organizations, the unpopular question that continues to emerge with my colleagues from around the nation is: are the closings of these organizations necessarily a bad thing?

Is there just too much art? Take for example an article written in the Washington Post on April 23, 2008 which cites a study by the Helen Hayes Organization that says in 2007, there were 402 more performances by theatre companies than the previous year but attendance was down by 36,000 patrons. From this report, it would seem that supply has significantly surpassed demand, and this isn’t surprising when you take into consideration the boom of new theaters in the Washington metropolitan area.

Artists, including myself, like to point to ways to increase demand, revitalize arts education, court younger audiences, launch massive outreach programs—as the answer to this problem. But the supply and demand conundrum that many communities face can also be solved by eliminating the excess supply. This crisis will create a de facto “survival of the fittest” culture for arts organizations. Those organizations that are financially sound and create consistently good product might feel a pinch but should weather the storm. Those organizations who were limping along prior to the crisis will probably cease to exist, thereby eliminating the surplus in supply in competitive markets and returning the community to a sustainable stasis.
In the end, although painful in its process, this crisis might create stronger artistic communities throughout the nation.

Monday Morning Quarterback

Greetings...

Can you believe its November 17th!!! Thanksgiving is around the corner and the year is speeding to a close. On Mondays, I always read the paper and am constantly puzzled and irritated by the editorial comments and articles written about the weekends football games. Nothing like being a Monday morning quarterback. You know, sitting at the table, drinking a cup of coffee and thinking about the decisions coaches made, plays the players did not make and the state of the game. I have all the answers!

Well, that is exactly what is occurring on ALL of our markets...by the newspapers and TV news. How do we counteract it?? Get ahead of the curve!

You need to be proactive with your messaging NOW more than ever! A constant flow of positive press releases, making your senior executives available to the press at any time (with even a moment's notice), and proactively suggesting topical ideas. These are all ideas to get ahead of the powerful PR curve. We know the stories of ill-conceived sub-prime lending, lax credit reviews, and overly aggressive lending tactics. However, we know we are NOT part of it...yet, if we don't communicate and get ahead of that curve, we will be lumped into the same category and pulled into the same articles.

Hold yourself up as a positive example...share stories of your lending staying local, community assistance, credit assistance programs...anything that will counteract the negative press.

As Marketers, we have to be both strategic and tactical in our thoughts, planning and approach. Within our bank and externally to those that talk about us. That includes the press, our customers, and our staff!

Constantly review the "talk" and provide your staff with talking points, Q&As, and other information to prepare them for potential questions. The questions asked in the office are only a small portion of the questions asked....Don't forget that you and your staff are representatives of the bank and are probably asked MORE questions are football games, dinner parties and at the mall that anywhere else...remind your staff to be prepared and direct people to credible resources for information (your website hopefully is one of those resources!)

With preparation, planning, and getting ahead of the curve, you can position your bank to be a leader now and in a strong leading position when the economy and industry eventual turnaround.

Cheers!

Bruce

Banks Can Learn From Obama

Barack Obama will become the 44th president of the United States for many reasons.  Among them are his exceptional communication skills.

Obama will become the country's "communicator-in chief" in just a couple of months, in large part because of the way he presented himself in a variety of challenging and stressful communication situations (does the global financial crisis and the loss of trust in banks come to mind).

Obama connected with millions of Americans on a human and personal level.  Persuading customers (or voters) is about more than having logical or sound ideas.  Facts, data and details alone won't motivate and move people. It won't inspire them.  Obama understood this and worked hard to improve his communication style.

It seems like everyone wants to sell solutions today. Actually doing it, however, requires a fundamentally different starting point when it comes to how Marketing creates and delivers customer communications.

Today, the top three challenges faced by traditional bank marketing and sales departments looking to move to a solutions selling approach are:

·       How do we shift from product-centric messaging to more customer-centric messaging?

·         How do we create more solutions-oriented, value-driven customer communications?

·       How do we drive, more consistent, high-quality customer conversations and collateral materials throughout the sales cycle? 

There’s a significant opportunity to avoid parity in your value propositions and set your company apart in the competitive marketplace by truly communicating with customers in the way they want to buy. 

Since product managers often have P&L responsibility, they may charge myopically and parochially into creating the ultimate product training, sales information, marketing content, and customer communications tool kit -- extolling the virtues of their particular offerings.

Essentially, they equip business development people to tell the customer: “Here’s what it is. Here’s what it does. Here’s why it’s good for you. And, here are some ways that we think we’re better than the competition.”

Does this seem to be the typical outline of a product launch and sales kit at your company?

If product management or marketing is going to help a business development person create and sell a “solution” for a customer – whether in a conversation or presentation – then they will have to show how their product, or particular features of that product, can be applied to help the customer accomplish a real business goal, or solve a business problem.

Unfortunately, too many product marketers, while having a good grasp of their products, don’t know enough about their customers’ problems or goals.  Ultimately this “company-centric” view can trickle out to sales and service people. As a result, aligning products and capabilities with real-world customer needs is left to chance with only the most intuitive business development people doing it naturally – the trait that sets them apart as successful consultative sales people.

The opportunity is to “codify” this intuitive solution selling approach and begin to pre-build marketing messages and sales content in an attempt to clone the best customer conversations and collateral materials for your overall sales staff,  whether it's retail or business banking.

This requires a transformation of your sales coaching and customer-facing communications.

One way to think about it: as organizations we need to move from traditional company product-centric messaging to customer problem (or goal)-centric messaging.

The key lesson here is communication...communication...communication.  It's taking the good products and services that your bank has developed and communicating to the customer or prospect how they have relevance to their particular needs today, tomorrow and in the future.

Whether or not you voted for Obama, he continues to offer valuable communication lessons to any professional who must persuade, motivate and inspire others.

Cheers,

Nick Vaglio, CFMP

Change is the Word

If there’s one word that can sum up 2008, it might be “Change.”

Not only was it the steadfast motto that helped to win a historic presidential election, but it also is inherent in so much of our industry.

Now, it would be easy to talk about the change in the government’s increased roll in banking or the change in how mortgages are looked at.  But, let’s be honest … those topic have been beat to death.

What may be the most important change to anyone who’s reading this blog is the change in consumers PERCEPTIONS of the banking industry.

When I was a credit union marketing VP, I preached to management and my Board that consumers only wanted good acces to their money, a good deal and for the staff to smile at them occasionally … they did NOT, in my opinion and in very general terms, care about our involvement in the community or in the not-for-profit “credit union difference.”

I’m not saying that I was wrong – because I wasn’t – but times have changed.

With buzz phrases like “golden parachutes,” “sub-prime lending,” “predatory lending,” and “bail out” flying around, it is no wonder that the country’s perception of banking has changed … particularly BIG BANKING.

If you’re a credit union – the “not-for-profit” message will differentiate now.  If you’re a community bank, the “good neighbor” message will strike a cord.  In short, we should get back to the fundamentals and directly address this change in perception.  Are your bank’s decisions made locally with the customer’s and community’s best interest in mind?  Now consumers will care.  Have you helped local small business to start and flourish?  Now consumers may listen.

In short, CHANGE IS GOOD.  And as small to mid-sized financial institutions, we should not only embrace it, but capitalize on it.

Take care,

Eric 

Notes from Ed Keller's session at NAMP

Ed Keller, Word of Mouth Marketing Guru
Unleashing the Power of Word of Mouth
Plenary Speech
Monday, November 10, 2008

Recent example of great WOM marketing:
The Obama Campaign decided to announce his running mate via text messaging. That was the carrot to encourage people to sign up and provide their cell phone numbers to the campaign, which they used later to send out text messages to “get out an vote.” Those cell phone numbers were incredibly valuable to the campaign to set up their word of mouth campaigns.

3.5 billion brand impressions via word of mouth each day in the United States. Think about how expensive a brand impression is that you purchase via paid advertising.

Word of Mouth is the most influential touchpoint (from research done by AdvertisingAge). Word of mouth has more impact than any other touchpoint available.

What is word of mouth?
-people giving advice, insight and information to others in their own voice and in a natural, honest and genuine way.

Word of mouth marketing:
1. Encouraging word of mouth within a marketing objective.
2. Making it easy for consumers to spread the word about your brand
3. Making sure everything you do that touches the consumer is “TalkWorthy”

Word of Mouth Marketing Techniques:
Online: Online buzz, viral videos, brand blogging and brand communities
Offline: street teams, house parties, referral marketing, customer activation and CRM, WOM sampling and seeding, evangelist marketing (finding the 1% of your customer base who are evangelicals about your product and helping them spread the word)

Key Questions:
1. What’s your story?
2. Who will tell it?
3. How can you facilitate the conversation (tools you can create to help WOM)

6 Key Insights:
1. Americans like to talk. The average American engages in 105 conversations a week about products and services. Those conversations contain an average of 69 brand mentions. Top three categories: Food and Dining, Media and Entertainment, and Sports, Recreation and Hobbies.
2. Word of Mouth has Impact on Audience. On a zero to ten scale, 55% rated 9 or 10 on a 1 to 10 scale. 49% of people say they are likely to purchase a product that is recommended by a close friend.
3. Word of Mouth is mostly positive. 63% of brand references in world of mouth conversations are “mostly positive,” which is seven times the rate of “mostly negative” references (9%). Research also shows that positive word of mouth has more impact than negative word of mouth.
4. Word of Mouth is mostly face-to-face. 73% of marketing-related conversations take place in person. The remainders are phone (17%), e-mail (3%), text message (3%), online chatroom or blog (1%) and other (2%). This remains true across all age groups. Offline WOM is more credible, more positive and more likely to inspire purchase.
5. Half of WOM driving by media/marketing. Nearly 1 in 2 brand conversations refer to brand marketing or media. Consumers tend to take things they hear from traditional marketing mediums and use it in their WOM mentions. 50% of consumer brand conversations refer to marketing or media, lead by television (15%).
6. When it comes to conversation, not all consumers are created equal. One American in ten tells the other nine how to vote, where to eat, and what to buy. They are called the influencers.

Influencers:
10% of population accounts for 1/3 for all WOM.
60% more conversations each day.
90% more brand conversations.
They are leading indicators of consumer trends.
They are consumer advocates.
They are “market multipliers” – two to three times as likely to talk to others as the average consumer.
Eager to sign up for WOM programs and more than 3/4ths of influencers like to pass along info, discounts and ads for brand they like.
More than 3/4ths of influencers invite friends to events for brands they like.
2.5 times more likely to post reviews and ratings.

Reaching Influencers
· Find them in your database.
· Media planning tools are available to plan media efficiently. More active users of the internet and heavy users of print media.
· Many times, they will self-identify. Active participation on your website. They attend your events, and contact your call center. They also post reviews and ratings.

How marketing needs to change to maximize WOM:
· new marketing objectives
· Need to focus on things that are “talkworthy” campaigns that will create a buzz
· Better integration across marketing channels and disciplines.
· New channels, tools and techniques.
· Target influencers who are predisposed to recommend.
· Focus more on current customers, not just prospects.

First blog from NAMP

Today was my first day at the National Arts Marketing Project Conference in Houston. I opted to come in a day early to participate in the pricing institute, and although they presented some interesting information, I feel like they condensed their overall presentation down so far to fit into one day that it lost some of its value.

I did have one insight and a good reminder today. The insight: at the pricing institute, we discussed values based pricing. What value do you bring to your customer, and the importance of comprehending, creating and communicating your value. However, Tim Baker (one of the presenters) said something that really resonated with me about organizations that do a lot of new work. He said "if the customer doesn't know the play they are going to see, it is extremely difficult for them to evaluate value, so the value equation must rest on the reputation of the institution." I took that sentence to read that if you want to do a substantial amount of new work, you must increase your institutional marketing to brand the institution because the customer cannot make a values based decision on a product that is unknown to them. This coincides with a main argument that Michael Kaiser makes in his new book The Art of the Turnaround. Mr. Kaiser's main mantra: good art, marketed well. And he says one of the major mistakes we make as arts marketers is concentrating too much on product marketing and not enough on institutional marketing.

I had dinner this evening with several respected colleagues, one of which being Kory Kelly, the new Director of Marketing and Communications at Actors Theatre of Louisville. Actors Theatre does quite a bit of new work, especially when it comes time for their Humana Festival of New American Plays. As a consumer, I don't have to know anything about the titles or the specific products because that festival is so well branded. I feel like I could buy tickets to any of the Humana Festival productions and see a high quality production. In this instance, Actors Theatre has done a great job of institutional marketing around the festival to boost sales for individual products.

I was also reminded today that you have to sell the experience. People don't buy the product in many cases, they buy the experience, and for many different reasons. At the pricing institute, we discussed the many "types" of values that one could assign to an arts experience including educational, spiritual, therapeutic, ritual, social interaction, and relationship enhancement values. The guy who purchases tickets to the opera for his girlfriend for a special night on the town purchases for relationship enhancement and ritual value (getting dressed up, heading out for a night on the town, etc). The parent who brings his teenager to see Death of a Salesman is probably looking for an educational value. I remember while living in London that if I was having a bad day, I would pop on over to RENT and purchase a 10 pound ticket to escape life. Even though I had seen the show numerous times, it provided me an escape from everyday life. We have to communicate the intrinsic and extrinsic values of our product by selling the experience.

Tomorrow I give my first of two presentations. So off to bed to get a good night's sleep...

Just landed in Houston...

I just touched down at George Bush International Airport in Houston, and I couldn't help but think that I am pretty sure the celebratory atmosphere that I left in DC following the election of Barack Obama probably wouldn't be the same here.

I am in town for my fourth National Arts Marketing Project Conference, where I will be presenting two sessions, leading a round-table discussion and hosting a dine-around. A packed schedule, but I like it that way. I have met so many interesting people at this conference over the years.

A highlight of this year's conference is a convening of marketing experts from major regional theaters that I have been invited to on Monday, November 10. Jim Royce, Director of Marketing, Communications and Sales at Center Theatre Group and Rodi Franco, Director of Communications at the Alley Theatre are hosting the dinner. The group includes Alan Brown (WolfBrown), Mary Trudel (Wallace Foundation), Tim Baker (Baker Richards Consulting), Bil Schroeder (South Coast Rep), Linda Garrison (Steppenwolf Theatre), Anne Trites (Yale Repertory Theatre), Kory Kelly (Actors Theatre of Louisville), Chad Peterson (Northlight), Nella Vera (CTG) and myself representing Arena Stage.

The main topic of conversation will focus on how our institutions are addressing the current economic crisis. The group has agreed to let me blog about the conversation. I must say that I am incredibly excited to be at the table with this group of folks, and I hope some interesting ideas are floated.

Just today, two major opera companies announced huge changes that were blamed on the current economy. The NY City Opera announced that it has separated ways with its incoming artistic director Gerald Mortier, and the Washington National Opera announced that it has abandoned its plans to present the Ring Cycle next year. I have also heard from my colleagues around the nation at some of the largest theaters in the country that they are preparing to make substantial changes in their season. The first out of the box seems to be Seattle Repertory Theatre.

We are all in the same boat, so hopefully we can create an agenda to address this crisis together.

Banking's New Version of Russian Roulette

Considering the current economic crisis, it is doubly troubling when you come across an article such as the one that appeared recently in the Business section of the New York Times.  The article was titled, Drawing a Bead on Debtors, and it focused on how some banks and credit card companies are mining databases to pitch new loans to troubled borrowers.

The articles profiled the travails of Brenda Jerez, who in 2005 became ill with cancer and ran up $50,000 on her credit cards after she was forced to leave her accounting job.  She filed for bankruptcy protection last year.

For months after she emerged from insolvency last fall, 6 to 10 new credit card and auto loan offers arrived every week that specifically mentioned her bankruptcy and, despite her poor credit history, dangled a range of seemingly too-good-to-be-true financing options.

Russian Roulette, as you well know, is like the art of suicide with a little Las Vegas odds thrown in.  You load a bullet into one of the six chambers, spin the cylinder, hold the gun to your temple, pull the trigger and hope for the best.  Only, in this banking version, all the cylinders have bullets.  

The business practices outlined in the New York Times article is akin to giving a recovering drug addict a sample of cocaine or a recovering alcoholic a six-pack of beer.  It's all about the next product sale--regardless of whether it has the underpinnings of the next tsunami in the economic crisis. 

Singling out even struggling American consumers like Ms. Jerez is one of the overlooked causes of the debt boom and the resulting crisis, which threatens to choke the global economy.

Today, companies comb through an array of sources, including bank and court records, to create detailed profiles of the financial lives of more than 100 million Americans.  They then sell that information as marketing leads to banks, credit card issuers and mortgage brokers, who fiercely compete to find untapped customers--even those who would normally have trouble qualifying for the credit they were being pitched.

Sound like the next financial minefield?  Except in this case we are planting the minefield and throwing away the map.

I used to feel very proud to say I was part of the financial industry--first as a banker and now as a consultant.  But today it is hard to put the words bank and trust in the same sentence without it sounding like an oxymoron.  Unfortunately, for the majority of banks that operate with the utmost integrity, morality, and social consciousness, we all suffer from a little guilt by association.

That's why today, more than ever, the number one job for all banks is to reestablish that one-to-one trust with our customers, so they will then view us again as true partners that are looking out for their well being.  

Trust me on this one.

Cheers,

Nick Vaglio 

Arena Stage's NEW DEAL

As the anemic economy lingers, I have gotten more and more questions, from press, board members and colleagues, about what I believe the impact will be of the worsening economic crisis. As I wrote in an earlier post, the honest answer is -- I don't know. Truth be told, the first several shows of Arena's season have performed on par with previous seasons, and Wishful Drinking was one of our best performing productions in the past decade.

That being said, I am not so optimistic about the future. Money is getting tight, and some of the most talented forecasters in the retail industry are calling for an incredibly rough holiday season.

As a preemptive strike, Arena Stage announced its New Deal program today. At its core is a huge one day only sale. For one day, Friday, November 14 from 12:00am until 11:59pm, Arena Stage will place 25,000 tickets on sale for $25 each, which represents 60% off regular ticket prices. I believe we owe it to our community to make ticket prices more reasonable during these times, and this is the program we have developed.

I also believe that we have to give customers a reason to buy, and buy now. To a lot of people, a great product is no longer enough -- they need a deal that they feel they can't pass up in order to purchase. In turn, I need them to purchase their tickets now far in advance for shows months away. I refer to this as my security blanket in case the economy gets worse--almost like a subscription in a way.

Round 1 begins...

What are you doing...

to prepare your organization for the economic downturn? More from my experience and Arena Stage later this week, but check out the following headlines:

St. Louis Arts Museum delays $125 million expansion:
http://www.stltoday.com/stltoday/entertainment/stories.nsf/entertainment/visualarts/story/4efc5e0a4a78af6a862574f90069fed1?OpenDocument

Oregon Shakespeare Festival runs into Money Crunch:http://www.statesmanjournal.com/apps/pbcs.dll/article?AID=/20081102/COLUMN0801/811020304/1083/COLUMN

NY City Ballet Cuts Season: http://www.saratogian.com/site/news.cfm?newsid=20186738&BRD=1169&PAG=461&dept_id=602469&rfi=6

A Rough Road Ahead for Broadway:
http://www.nytimes.com/2008/11/05/theater/05bway.html?_r=1&ref=arts&oref=slogin

Opera Pacific Closes Down:
http://www.ocregister.com/articles/opera-company-jones-2217667-pacific-county

Milwaukee Shakespeare Dies:
http://www.jsonline.com/entertainment/arts/33613864.html

CTG announces Entertainment Stimulus Package:
http://www.theatermania.com/content/news.cfm/story/15957

Arts Groups Dig in to Weather Economy:
http://www.courier-journal.com/article/20081102/SCENE05/811020317/1011/SCENE

Museums Hit Hard by Economy:
http://online.wsj.com/article/SB122533230729582915.html?mod=googlenews_wsj

DC Fundraisers Show Signs of Trouble:
http://voices.washingtonpost.com/reliable-source/2008/10/rs-harman29.html