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In a fast-paced world the sheer volume of competition means marketing managers are more accountable than ever for “cutting through” the clutter to get their message across. So how do you effectively capture your “voice” and communicate your message about your products or services? Generally, if you begin with the ‘benefits’, you’ll find your message is far more convincing than if you promote ‘features’. But be warned. Strong marketing copy is more than just clever words – it should be based on knowledge of your audience and how they make decisions. Here are a few examples of how you can start with writing more convincing copy: Customer Research - if you’re trying to sell to customers, ask them what they want from your product or service! For example, if you are writing copy to sell an accounting software package it may be the Finance Manager who is the decision maker, but they may ask the IT manager which products suit the organisation’s IT platform, and the accounts payable clerk may be the person who ultimately trials the product. It is therefore vitally important to know your end user audience and their potential influence and involvement in the decision making process. Choose the method that will achieve the best value result within your budget and time constraints.
Communicate early and often using a variety of methods: Before you begin your change program it is useful to identify stakeholders, communicators (or “change agents”) and mediums for your message. Tailor your message appropriately: the most sensitive elements should be handled in a format that facilitates discussion and questions, and innocuous aspects involving bureaucratic details can be shared electronically. And don’t forget the rule of repetition...repeat key messages at least three times. Share as much relevant information as feasible. No one wants to enter uncharted territory blindfolded. For instance, your team will become more committed to the change if they’re given some parameters regarding time and how they need to prepare. How soon will the change take place? How long will it take to implement? Are there definite phases to be expected? Convey the rationale behind the change. If your organisation is abandoning an old process and adopting a new one, it helps to understand the reasoning behind the move. Some shifts involve sweeping transformation and can be complex. If you connect your messages to the business’ overall strategy, you are in a better position to circumvent problems before they arise and can even create champions from early resisters. Use communication to create a shared need. To build momentum and buy-in for the change effort, express it in terms that will strike a chord with your team and mobilise them in the right direction. Depending on the nature of the change, the emphasis could be on greater individual and business opportunity, fewer competitive threats, more efficient processes, or better quality in the products and services you deliver.Above all, be honest – don’t imply that a complete cultural transformation is going to be a piece of cake when it entails serious commitment and involves elements of uncertainty. Keep your messages clear, concise and jargon-free. Don’t be too long-winded in your communication. Get to the point quickly and don’t let the significance of your message get lost in a sea of words. Let it be a dialogue and not a monologue. Provide opportunities for all stakeholders to express doubt, air differences, and ultimately reach consensus and embrace the change. The most difficult uncertainties to deal with are those that are never openly expressed. Of course, as important as communication is to the process, it’s just one of many factors contributing to success. Communicating the change must start at the top, and should revolve around a solid strategy. But it shouldn’t end there…discussion should be conducted on multiple levels and provide continuous channels for feedback. Navigating successfully through change requires an adaptable approach and change agents who are equipped to deal with a range of issues. Many carefully forecasted and financially sound initiatives have been derailed by a failure to communicate. |
Understand the buying process – sometimes your ‘target audience’ is not always the person who makes the purchase. They may be a primary influencer or even the end user!