February 25th, 2016

It sucks to be new: 5 secrets of selling in the early market.

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We have spent many an hour mulling over how to exploit Moore’s  Chasm theory.

But many, many more hours cursing the dynamics of the early market.

In particular, we wrestle with early adopters’ infatuation with all things new and their inability to stay loyal to ideas over time.

You see, the first buyers are often visionary in character, attracted by revolutionary change, comfortable with half-baked features and totally cool with the untested, unfinished.

They’re also needy, goal obsessed, and keen to brag. Especially about being the first on the block to grab innovation by the horns and wrestle it into submission.

They will always be among the first to quit. 

Visionaries like to jump onto the next big thing. And that can be a problem. The early market is a dynamic, fickle force which can be hard to tame and even harder to keep caged.

Source: Wikipedia

Source: Wikipedia

Here are five things about the early market most overlook:

  • The early market is always in the minority. If you talk to 100 people about your new product, only 10 will say it’s awesome. 90 will tell you it sucks. Or worse, they won’t even know it’s there. 90% rejection is hardly compelling evidence that you’re onto something.
  • People who sell to the early market are rarely comfortable selling to the early market. Your team, those stalwarts who have chosen to join you on the front line of change, they too are surrounded by doubters and skeptics. So is your Board. And your investors. They want guarantees. Or at least promises. They will all push you to go for the money. Now. And the money lies in the fattest part of the Bell Curve with the elusive majority. So why aren’t you selling there now? Moore urges caution and the need to establish a beachhead first. But to do that is to sit back while someone else exploits the fat found in the middle of the herd!
  • The early market is way different from the late market. To find where you are on the curve, it’s important to understand the differences between the two groups. Somewhere in your product’s journey to success is a gap. It lies between the radicalized, crazy, fanatical first-customers and their more prudent, careful, and risk-averse brethren. Pragmatists don’t trust visionaries. They think visionaries are crazy. And pragmatists bore visionaries with their endless prattling about avoiding risk and loading up your product with check-box features. Yet, significant numbers of pragmatists have to be swayed by visionaries for an idea to root and blossom.
  • The traffic moves in one direction: from left to right, early to late. Ideas move from new to old. They are birthed. They grow. Mature. And eventually pass into the mainstream. And after a while they wither and die. The point here is that they rarely pass from mature to death and back to sexy again. Which means it can be hard for a new idea to retrace its steps, especially when the gloss has worn off.
  • Your industry is not any different. Don’t fight the theory, embrace it. We have been teaching diffusion theory since Rogers first published Diffusion of Innovations in 1962 (check this out). It’s hardly a new idea or a novel expression of market development. The principles are tried and tested. Sure you can break into a market by penetrating the middle: but it takes a lot of money. That’s why so many Super Bowl advertisers are major, established brands — Coke, Pepsi, Jeep, Bud — and why so few companies trust debuting a novel idea in a $3 million commercial. So if you are outside the mainstream, you can gain a significant advantage by embracing the lessons of market adoption theory and watching your own customers for the telling signs of quivering, flighty pioneerdom. And even find ways to cross the chasm to that big, fat majority market. But more on that in another piece.

That’s how we see it. Join the conversation. #whatifmortar

February 24th, 2016

A A-ha Moment in Storage: Simple is Smart

We’ve been having all sorts of discussions about simplicity recently. So we thought we’d briefly revisit our simplest campaign, which also happened to be one of our most successful.

Isilon’s Simple is Smart:

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Mortar Isilon 1

Simple right?

February 11th, 2016

How you too can create billions with your B2B messaging

(SPOILER ALERT: business buyers are human too)

B2B messaging

Prick a business buyer, do they not bleed? Tickle them, do they not laugh? Poison them, do they not die? To further bastardize the Bard, if we are like them in the rest, we resemble them in this too.

When EMC bought Isilon for over $2bn, I quickly realized we had lost yet another promising client to legacy business. But cutting two more billion dollar notches into Mortar’s counting stick was nevertheless very satisfying. See the work here.

B2B marketers take note: if you too want to make billions, a great place to start is by framing your messaging as an appeal to human nature. 

It helped us shape the creation of some $16 billion in value since 2003. It will work for you too.

Here’s a three-step approach to more human-factored business communication:

1. Decide who: Your target is of flesh and blood. Emotion, gut and desire drive purchasing decisions, not job titles. So remember to understand your audience’s Psychographic profile.

Consider how well you know your target audience? What keeps them up at night. What gets them going? Are they early adopters, or of the more pragmatic mindset?

[Tip: there is no better way to profile customers than to talk to them -Ed].

2. Decide your value: Now that you know who is in your sights, you can decide what you can offer them.

Your Value Proposition should speak to what they truly want (and wants always trump needs).

An effective value proposition explains how only your product solves their problem and promises added value.

Ask yourself: What do customers get from you that others can’t provide? How you define your audience will give you clues for crafting your value proposition. But you will still need to decide what to emphasize. Even though your value proposition will likely change as the market matures and the product becomes more widely understood, maintaining differentiation requires choices and focus.

And the dirty little secret about focus is it means that only some people are in the tent while most are not. 

3. Give them three Careabouts. We like our things in threes. Threes are easy to remember. Easy to use. And necessarily focused.

So give your target three things to expect of your offering—three powerful whys.

Boil them down like this: An IT storage customer needs a quick and easy way to scale capacity. So point out how simple the solution is. Many will prefer a system that is available in seconds and can can be managed from a control-line. So say it’s smart too. And finally, big storage customers will need assurance their system is designed to support mission-critical applications. So point out it can be trusted. The three things your customers care about might be Simple, Smart and Trusted.

These simple, but effective steps can be brought together in a messaging house. Ready to be blessed and put into action by marketing, sales and partners.

Sometimes it can be more fun to think inside a box (house). Here’s an example:

Mouse House image

That’s how we see it. Let us know your thoughts. Join the conversation #whatifmortar.

January 20th, 2016

What if collaboration didn’t mean winging it?

Six Thinking Hats

Here’s our simplest and soundest way to bang heads effectively.

For the past few months we have been writing about the perils of the Big Reveal and more effective ways to include clients in the creative process. Many of you, dear readers, have asked for help doing just that. So we thought we would share our favorite collaboration method: DeBono’s Six Thinking Hats.

The Six Thinking Hats, One Straightforward Goal

What: The Greeks taught us to debate issues by attacking one another’s ideas, so that only the strongest survive. But there are plenty of other ways to debate ideas. Edward DeBono’s Six Thinking Hats brainstorming technique is both simple and astonishing. By, separating thinking into six dimensions or perspectives— the metaphorical “hats” — groups can be aligned to explore and vet alternative ideas in a non-confrontational, structured manner.  And like most of our favorite brainstorming techniques, it can be deployed quickly. Plus you get to wear hats. Which is always good.

When: Six Thinking Hats works best with a well defined idea/question to explore. You need a starting point that the group can agree on, otherwise you’ll quickly descend into a maelstrom of “I think we’re wasting our time here.”

Who: Groups of four to 12 are ideal.

How: Carefully sequenced and structured collective thinking. The team considers the idea/problem from the same perspective and at the same time. [Great hatters capture all the goodness on a whiteboard-Ed].

We suggest you move the group through the hats in this order:

Blue Hat: The moderator’s hat. What the Blue Hat says, goes. The moderator organizes the session, sets the agenda, captures insights and enforces the code of the hats. The blue hat starts the session and explains the rules. This is the only hat worn by a single person, who will remain the moderator throughout the session.

White Hat: The fact hat. What are the plain, simple and undeniable facts about the problem at hand? White Hat thinking is often easy and fast (but it can be hard to keep speculation out). Stick to the facts and only the facts. Facts set the foundation for the later stages of informed thinking. Good White Hat questions include: What do we know is true about X? How big is X? How much does X cost? How many customers does X have?

Red Hat: The emotional hat asks “How do we feel about the issue?” Giving participants permission to share their emotions about a subject is illuminating. It has the added bonus of removing anxiety by validating opinions. Be sure everyone has a chance to wear the Red Hat and give voice to their feelings. Ask participants to share why they feel the way they do.

Black Hat: The negative hat. Black Hat thinking asks, “What is wrong with this idea?” Black Hat thinking frees the group to indulge their dark side and revel in unfettered pessimism. What could go wrong? Why won’t it work? Why bother? Empty the issues and challenges out on to the whiteboard for all to see. Don’t worry about obsessive Black Hat thinking scuttling the entire process. The group needs to work through negativity to see the light.

Yellow Hat: The sunny hat. The Yellow Hat asks, “What makes the idea great and why will it work?” This hat  encourages a positive disposition by allowing the group to focus on benefits and positive impact. If you spend 10 minutes in Black Hat thinking try and spend 15 here. Capture all the good things onto the board.

Green Hat: The “Then what happens?” hat. Closing a Six Hats session with the most optimistic of all the hats leaves participants with a strong sense of possibility. Green Hat thinkers look to the future: If we introduce X what will happen next? What are the implications of this move and how will it change the world?

Next Steps: Close the session by reviewing the whiteboard and asking the group to highlight what they found stimulating or surprising. Take a snap of the whiteboard and send it to participants.

Last words: Wearing real hats makes it infinitely more merry.

To get through everyone’s ideas you’ll need at least 5 minutes per hat (anything less than 60 minutes overall is unsatisfying).

Fancy managing your own Six Thinking Hats session?  Download handy guide here. There’s more on the creator of the hats, Dr. Edward DeBono, here.

Follow our “What If” series and join the #WhatIfMortar conversation.

January 12th, 2016

What if agency briefs were faster, better, briefier?

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2015 taught us that the brief could be shorter. Briefs developed in a day can be as effective as documents developed after months of study. I’ll explain.

For the last 12 years pretty much everything we have developed has been built after securing approval of a brief that fits on one page.

Every Mortar brief has seven sections: i. our objectives; ii. what we know to be true about the target audience—and why they will care; iii. several key insights about the project; iv. the story we want to tell; v. a single big idea (the Big) designed to point the team in the right direction; vi. important decisions about style (personality and voice); and vii. details about anticipated deliverables.

This year we added a new section: viii. what is the strategic decision? i.e. What are we willing to give up in order to gain an advantage.

The point is to fit it all onto one page. So if you find yourself in a conference room about to work on a Mortar Big, everything you need to contribute will be right there in black and white on one side of a single page.

Mortar is not alone in our fanaticism about short briefs. Still, this piece would hardly be worthy of “What if” if we didn’t pick a fight with our own process. So here’s what 2015 revealed:

Yes, you can get to a Big in a day.  And the brief shortly after. That’s can, not should. To get to a decent Big quickly, you will need four things: 1. a client who is willing to bring a team to the table and will turn up in their best pair of participation pants. 2. An ability and desire to whiteboard like a crazy person. 3. A purposeful agenda. And 4. Bags of energy. Most good clients can tell their agency what they need to know in a few hours. And they will be even more effective if they bring a verbal, passionate colleague or two along for the ride. Plus, if the agency arrives with some experience of the market or the target audience, all the better. It’s easier for consumer-facing assignments too. Deeply technical stuff can require significant study before the team is ready to boil facts into the insights we need for a good Big.

It’s not a good idea until it’s a good idea in the morning. Most ideas change a little after a good night of sleep. The Big is no different. Attempts to wrestle complex marketing problems into one all-defining simple phrase benefit from swimming around the subconscious and being thrown into the ring with the lions a few times before they are ready for serious exploitation. So give the Big some room to spread out and grow.

The Big is rarely THE idea that will make it to market. Bigs are very rarely headlines. Few make it into print. Bigs are directional. Sure, a product might be 12x faster, 3x cheaper and 2x easier to use, but what will people do with it? What need does it meet? How will prospects feel about it? What will they tell their friends? All of these questions need to be answered in the brief. They all need to roll up to a Big. In the ideal world, the Big is the sweet center of a delicious cake of analytic goodness. Settling on the right Big marks the beginning of the rest of the process. No one should be surprised when the work ends up focusing on another part of the brief—and coming back with a previously unconsidered approach to the Big. Some of the best concepts are born from phrases dwelling somewhere else in the brief. 

Briefing can be faster. We used to take several weeks or even months to get to a solid brief: and in some cases we still do. But clients willing to sit and wait for the agency to complete the investigative steps so essential to developing a clear, objective viewpoint… well, they were harder to find this year. The 2015 crew generally greeted a lengthy development cycle with dread. So we changed it up, stripped down what we needed to the bare essentials, and figured out how to get to get the heavy lifting done inside a couple of days..

Let’s not kid ourselves, abbreviating the input stage has an awkward tendency to actually lengthen development. Smart teams of people fueled by coffee and donuts will find the gap you plastered over, in no time. Like it or not those gaps have the potential to send you back to research. And that’s ok. Often, an abbreviated process is driven by a need to be in market fast. That doesn’t mean we might not find an equally compelling, more on-point way further down the line. As our relationships get deeper, so do our Bigs.

Briefier briefs are not always weaker. The key to developing a good brief quickly is the quality and “in it together” energy of client input. Look, no one needs to teach an agency to be hyper critical and dismissive of new ideas. We do that as a matter of course. But all that negative energy can be put to good use if it is aimed at a particularly galling issue by an enthusiastic advocate who knows their customer. To make progress quickly clients need to be willing and able to roll up their sleeves and describe what customers actually care about and how they can be expected to greet the solution. Here’s a tip: focus on the target audience in as much depth as possible. Speed and enthusiasm do little for an assignment if they are not tethered to deep insight into the customer. If you don’t have it, be wary of attempts to fake it.

How can I tell if a briefier brief is right for me? Briefs can be shorter. Briefings can be quicker. You can cut weeks out of development with briefier briefs. But only do so if you can meet these three conditions:

  1. Time is truly the enemy. We are accelerating. Speed, velocity, momentum, call it what you will, solutions and products race down the track barely steps ahead of a pack of howling competitors. It doesn’t help when marketing decisions occur at the tail end of a major decision. Or that they arrive at the agency with outsized expectations. But then few things would happen if we didn’t all have a deadline to hit. If time truly is against you, then good enough has to be enough. Get over it and move on. There’s always time to go back in the future. But do learn the difference between need and want. And let that guide you.
  2. You know the audience… It bears repeating. There is no replacement for understanding who your customer is and why they will care. None. If you don’t have it, your Big will be wrong. If you do, you can move forward. Now any effective discussion will quickly reveal gaps in what you think you know about your customer. In fact, gap discovery is probably assurance you have the right team on the job. Eliminating information gaps at the beginning of the process will enable you to move forward more quickly and with greater confidence. Thankfully, research too can be abbreviated if you have the will and the right team. (We favor engagement sessions for exactly this reason — when members of the client team sit in the same room as respondents and actively participate in the discussion, next morning’s water cooler conversation changes for good). My point here is pay attention to the gaps. Knowing the difference between something you can think your way through and something that requires more data is a critical judgement issue.
  3. You have a good idea of what internal stakeholders feel is important, exciting, and wise. Ah, this old chestnut. We sometimes tell ourselves that our main job at Mortar is to save clients from themselves. There is no shortage of genius ideas and breakthrough strategies. Even a mediocre agency can provide awesome ideas given the time and energy. So why does so much of what makes it to market suck? Our happy emphasis on momentum and decisiveness creates unanticipated anxiety and doubt. The faster we push our colleagues ahead the more we spark concern and doubt. Knowing what clients and their key stakeholders consider important to communicate, exciting to highlight and most of all, wise to say, is the part only you can judge. There’s a fair amount of gumption and gut-trusting needed here. You have to know when to dive deeper. And when to let go. But either way, make sure you believe it before you agree to your agency’s Big and proudly pack them off on its maiden voyage. You need to own it, love it and be one with it.

Just as much as your agency.

That’s how we see it. Let us know your thoughts. Join the conversation #whatifmortar.