The revolution in how people use media has ignited the upheaval in marketing communications strategy we are calling hyperintegration. It begins with media, but doesn’t end there.

Time was, the job of media professionals was to make the best purchase among a limited number of advertising media. In the consumer world, that meant TV, magazines, newspapers, and radio. Maybe outdoor.

In business-to-business, the range was even tighter: which trade journals fit the best and were the most cost-effective?

The explosive growth not only in the number of options, but in their essential nature has changed the situation dramatically. A podcast offers informal, but personal, contact. A video shows rather than tells. A webcast demonstrates expertise. And it’s hard to beat search – paid or organic – for generating leads.

The point is, it’s not just about reach and frequency any more.
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Inspiration can come from anywhere, and the spark of an idea can come from anyone.

Not long ago, I was part of a team that needed to come up with a positioning ad campaign for one of our clients.

Our account manager reviewed the situation with our creative team. Towards the end of his review, I remember him saying, "OK, and here are a few of my stupid thoughts and ideas...." Then he continued to rattle-off several things.

One of his so-called "stupid ideas" really stuck in my head. So much so, I spent hours one weekend working on taking that idea—and several others—to the next level, showing how they could work in a series.

During our next team meeting, the creative folks and I presented the ideas, and then built upon those ideas, making them stronger and stronger. There is nothing I find worse than a so-so idea that looks good.
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There is no doubt that your brand is your most valuable asset. Brands build loyalty. But, if your employees can’t deliver that brand promise at each and every touch point with your customers, then your brand will begin losing value—quickly. Getting your employees on board before you role out your brand to the marketplace is essential.

Although it is essential, many marketers often skip the crucial step of internal branding. Selling your brand to your employees should come way before you try to sell your brand to your customers and/or prospects. If your employees don’t believe in what you are selling or don’t understand it, then it is likely all you will deliver to your customers are empty promises.

Your first step, after you’ve determined what your brand positioning and messaging should be, is to infuse the brand personality into all aspects of the company. Support from upper management is key.
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I’ve never been a “GE glorifier”, but I have been paying a little more attention to GE lately, as a student of business. Specifically, the strategic leadership of CEO Jeffrey Immelt. In my opinion, he's finally stepped out of the giant shadow of his predecessor and mentor, Jack Welch. Since December 2002, Immelt has sold off more than $75 billion in GE businesses such as its plastics and insurance units, and most recently, appliances (a business once synonymous with its brand name) while spending more than $50 billion on acquisitions in faster-growing sectors including wind power and aviation. Strategy in action.

Mr. Immelt has a very good sense of what he wants the GE brand to stand for going forward - innovation in emerging businesses in the 21st century (for now, that means big investments in health-care and energy.) Much of the growth in
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In every b-to-b web site redesign project, the home page always gets a lot of attention. Not only does everyone have an opinion, every area of the company usually feels that they need to be included in the process. Often a committee is created, usually with some acronym as a name to inspire action or teamwork. (WACS, WAT, WEBA) And then, the battle begins. Company divisions start clamoring for heavy exposure on the home page. Upper management wants a lengthy Flash intro splash screen. (No, this isn’t dead yet, and yes, it’s still a bad idea. See note below.) The IR team insists its messages should trump marketing’s. There are months of meetings, rounds of designs, and the end product reflects the company’s internal strife. The final design is often a clunky compromise, a concession to meet the political needs of the company—not the needs of the customer.

Oh, well. They won’t ever see your home page anyway.
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We recently had a discussion with a vendor who, in the process of extolling his web analytics product, said his company’s technology went beyond clicks and conversions. That ended up being troublesome for two reasons:

First, we’d be happy with reliable information on clicks and conversions, thank you. We’re not convinced we’re getting it from some of our existing resources. So we weren’t about to let a sales guy get away with changing the subject because he didn’t want to address our concerns.

And second, he offered a solution that was even worse. His company’s megabucks solution, engagement mapping, would track the activity of individual site visitors and try to give appropriate “credit” to other media, like online ads that a visitor may have seen, instead of just the last click.

That’s trying way too hard. It’s building a technology solution to a marketing question.
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I must confess. I’m a believer in Marriott Hotels. I recently discovered, I've stayed at Marriott properties over 100 times in the last 10 years. It’s not that I see other hotel brands as being inferior. I just find myself almost “automatically” making reservations at a Marriott when traveling. Why? Because, through experience, I believe the experience will be positive and I’ve not been disappointed.
 
Looking at it from a big-picture perspective, isn’t building belief the essence of what good B-to-B branding is all about? Without belief, there can be no trust, without trust there can be no loyalty. If a company, regardless of the products or services they offer, is not seen as having credibility, can any reasonable person be expected to believe that doing business with them is a wise decision?
 
Sure there are other elements that go into effective B-to-B branding like consistency of expression, positive touch point
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We’ve talked often about the role of branding in helping to improve marketing communications effectiveness and that certainly is its most obvious use, especially when you are trying to justify budgets to management and financial people.

Branding has a “softer” side, however. And that is branding’s role as self-revelation, as an opportunity to tell the world who you are.

For some, that can be a major event in a corporation’s life, giving you several equally-important opportunities:

•    To understand the past, what made customers trust you years ago, and how they think of you now.
•    To organize the present, to sort out what issues are temporary and transitory, and what factors have long-term consequences.
•    To shape the future, to decide what kind of company you will be in five, ten, or even 20 years.

To do that, of course, branding has
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New technologies. Media fragmentation. The changing marketing landscape. B-to-B marketing professionals are dealing with them – in many cases struggling with them – as day-to-day realities of the way we “do” marketing today.

One of the consequences of the new marketing landscape is that, as you necessarily devote ourselves to learning new technologies and media channels, you can lose focus on the big picture. It takes time and attention to learn how to properly execute a search engine optimization program, and keep it going continuously. It takes time and attention to implement and constantly tweak a search engine marketing program for continuous improvement. And to know, understand and leverage the continuing stream of new media opportunities and techniques available to B-to-B marketers.

There are endless details and procedures involved in
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The Changing Media Landscape - the notion that the way today’s consumers get their information is fragmented. Today there is a full spectrum of communication technologies, and they are constantly evolving. This new media landscape, applies not only to consumers, but also impacts the B2B market.

This is evidenced by a new study released last week, published by the American Association of Advertising Agencies, and conducted by Ipsos Research, illustrating that America’s business executives are shifting their media habits.

The study found that 70% of the C-Suite received a daily
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