I’m currently reading “Ogilvy on Advertising” and came across a point that cannot be forgotten when developing a marketing strategy.

After spending time in London, a partner at Ogilvy described British advertising at the time by saying, “There seems to be a realization in England that maybe, just maybe, the product being sold is not the most important thing in the consumer’s mind. The decision as to which dishwashing liquid to buy, which beer to drink or which toaster to purchase, is not a life and death decision. Realizing this, the British are able to present their product to the consumer in perspective…..In short, they have a sense of proportion.”

As we come to understand the target audience members’ purchase behaviors, online and offline media habits, demographics and other variables, we have to remember that each person is a complex individual. Fostering a longstanding, profitable relationship with a member of the target audience means being able to relate (hence the word relationship) to them. Demographic characteristics will change as they get older and heavier or when they lose their job. Online behavior can change the day the customer buys a new computer or makes their first online purchase. The day a consumer has their first kid, purchase priorities will almost certainly change.

Going back to the quote above, the products we are marketing are rarely the end-all-be-all in consumers’ lives. Keep in mind the words perspective, proportion and context when creating a marketing approach. Developing a strategy to manage customer relationships should consider more than just the phase in the customer lifecycle. Realize that each prospect, new customer or loyal customer is also an individual who is changing every single day. Our ability to relate to them on a deeper level requires understanding the other events in their lives. How we respond to their ever-changing circumstances will ultimately influence whether we succeed in relationship building.

One of the mantras we champion at LEVEL Studios is “Innovation and Balance”. Nowhere is that statement more central than in the collaboration between our Creative and Technology disciplines. Our clients expect – no, demand – leading-edge design married with solid, scalable technology. Although seemingly simple on the surface, this aim is actually more complex than it appears.

Kayaking is a great analogy of the push and pull between Creative and Technology. When kayaking, you generally want the boat to move forward (“Innovation”), but to do so effectively you must alternate paddling on each side of the boat (“Balance”). Failure to paddle in an evenhanded way causes the boat to turn in unwanted directions at best, or move in circles at worst.

The collaboration of Creative and Technology in digital initiatives is much the same. Too much concentration on the aesthetic without the right technical infrastructure (or vice-versa, too much focus on the technical and losing sight of the creative, visual side) can cause your initiative to fall flat and result in the inability to reach your intended objectives.

In general, the two disciplines start from two very different places and view the world from widely differing perspectives. They are based on two different approaches to thinking: creative vs. analytical. Creative thinking is expansive and generates new ideas. Analytical thinking is selective as well as systematic and is about making choices. Obviously, with one discipline expanding and evangelizing the realm of possibilities and the other trying to narrow down the choices, there is usually an opportunity for conflict.

At LEVEL, we may have seen these types of situations from time to time . Often times the friction is a small bump in the road, and other times…maybe not so small. The common thread that allows us to come to a resolution or avoid the problem altogether is communication. Communication with our clients, within our teams and across the discipline divide is crucial to providing that balanced approach to innovation that culminates in the delivery of successful initiatives. And sometimes a hug.

In the short 3 years I have been fortunate to be a part of the LEVEL team I have witnessed some significant changes. 60 people turned into 160. New service offerings and disciplines were created. The executive management team has doubled in size. Most importantly – one studio has transformed into three.

After being raised at LEVEL | HQ, helping with the growth of LEVEL | SJ and then moving to and helping build LEVEL | LA, I feel like I have a pretty good pulse on the unique vibe and culture set by each studio. So how are they different?

Read the rest of this entry »

While dusting off the last of my CDs last night (my cherished Beatles collection), I came across one of my favorite covers, Abbey Road. I observed how each of the Beatles was walking in uniform manner, yet each subtly showing his strong personality (such as Paul’s bare feet). What was so great about this band is that they perfected their sound and style early in their career, yet they constantly looked for ways to remain relevant through innovation.

A common challenge I help my clients face, particularly in this economic climate, is how to sustain a competitive advantage in their core business through both operational efficiency and incremental technology improvements. While I thrive on finding ways to keep an organization successful and improve the bottom line, I’m ever attentive to the possibility that an organization can become myopic with respect to understanding where the next disruptive innovation will sprout up. So often, we see big companies miss a change in market direction that is addressed by a niche competitor. What excites me the most about my job is the opportunity to help a client sustain its competitive advantage while also finding ways to be the leader in bringing the next big innovation into being, as the Beatles continually did.

Continuous Improvement

The Beatles always knew what made them special and built upon it. Continuously improving processes and delivering competitive products in established markets means you know what you are good at, presumably your core business, and vigorously defend your position. At LEVEL, we look at our client’s go-to-market strategy, internal culture, competitive position and key performance indicators to establish a snapshot of the company’s position and trajectory. The key is to have a baseline that includes a composite view of all the Key Performance Indicators and priorities, so that measurements can be continuously taken long after the project is completed to ensure that our client is defending their core market and making relevant decisions that lead to increased market share and operating margins over time.

Building a culture of innovation

A company creates additional value when it is continually improving its market position. Unfortunately, management’s incentives are often much more tied to growing existing markets that are familiar, making it difficult to explore technologies that utilize disruptive technologies. This is logical because new markets are often much smaller and don’t shine with the generous operating margins and volumes the company is used to with mature products. We suggest to clients that they establish a culture of innovation. There is an array of ways this can be achieved, such as creating an independent organization that allows for the incubation of new ideas. By incubating and insulating these new products, it allows them to grow more slowly, while the market recognizes and adopts the innovation.

Enabling continuous improvement and building a culture of innovation are at the heart of organizations with exceptional financial performance, somewhat like what the Beatles did with rock and roll so many years ago.

In 1994 a friend of mine talked me into going out to the Black Rock Desert for a week-long camping trip.  The desert is a 40-mile expanse of wasteland a few hours north of Reno, Nevada. It’s hot. It’s dry. It’s dusty. The soil is so alkaline that plants can’t grow in it. It sucks, don’t go.

We drove up using a map with just a few words on it,  “11 miles past Gerlach.” Upon arrival we were greeted by a dusty, bearded man with a locked cash box and a shotgun. There were no tickets, we simply paid him the “optional” $20 donation. “Go 6.2 miles that way, make a sharp right, and then go 2.6 miles.” Zeroing out the odometer, we headed off into this barren stretch of desert.

I’m going out to Black Rock Desert again this year, for the fifteenth time. The only two years I’ve missed were when my daughter was young, and I couldn’t find care for her. I’ve even quit jobs so I could go.

This year 55,000 people are expected to attend. Burning Man has become one of the largest art festivals in the western hemisphere, if not the world. I’m starting to think it’s a little too crowded. Why do I endure this year after year?

Environment: The Black Rock Desert is so alien it could almost be the moon. After a week there, the real world seems strange and different. When I get back home, things that I’d otherwise accept with dull complacency are seen in a whole new light.

City: I’ve watched this event grow and evolve, ultimately gaining a much greater appreciation for how society is organized and the sorts of pressures that influence the direction of societal laws.

Art: The things I’ve seen in the desert are mind-blowing and can’t be found in any museum. Our culture often views art as a thing you hang on a wall and never, ever touch. Art should be vibrant, alive, three dimensional and interactive. Burning Man has this in spades.

People: I’ve met more creative, brilliant people out there than I can count. Many have become lifelong friends.

Not the sort of thing you’re interested in? You should probably stay home then. It’s probably too hot, dry and dusty anyway. Burning Man sucks, don’t go.