Customers/Clients Archives - Page 12 of 35

Marketing Tip #47: What’s your oops plan?

January 26, 2016

Every business needs to have an oops plan — a pre-determined course of action that allows you to make amends with your customers when something goes wrong.

This isn’t something you can create on the fly — it needs to be something that is rehearsed and ready to take off the shelf at a moment’s notice. Because even the biggest organizations drop the ball. Even my beloved Disney.

I spent a long weekend at Disney World recently. Disney has a system called Fast Passes that allow guests to pre-register to ride some of their more popular rides.

At the pre-determined time, the guest shows up and goes into an expedited line that gets them on the ride in a fraction of the time that the normal line would take.

At Epcot, the ride in greatest demand right now is called Soarin’ and it’s not unusual for the regular line to have a wait time in excess of 90 minutes. So a Fast Pass to Soarin’ is worth it’s weight in gold since it reduces the wait time to about 15 minutes.

Being a regular Disney goer, I’d secured Fast Passes for the ride. We were in next group to ride when one of the cast members announced that everyone needed to leave the building immediately. When pressed, one of the cast members said there had been a fire alert triggered and although they were sure there was no fire, better safe than sorry.

As we dig into this case study, keep in mind:

They evacuated everyone in line, both Fast Pass holders and the people who had been patiently waiting for over an hour.
For most people, a trip to Disney World is a once in a lifetime event. They’ve saved for years and have planned out their days to maximize every moment.
Most Disney guests only budget one day for each of the major parks, which means if they don’t get to see something that day – they won’t see it at all.
The people holding the Fast Passes had already used them – they’re only good once so the effort they went to secure them was wasted.

When someone asked if they could re-use their Fast Pass, another cast member told them to visit the information desk outside the attraction and they’d probably be able to help.

Within the three minutes of the evacuation announcement, cast members were lined up every 10 feet (we left the building through an emergency exit that took us into space that guests are not normally allowed) to guide the guests back to Epcot’s public space. So clearly they’d rehearsed the evacuation process. Everything was orderly and safe.

But it had no Disney magic. Here’s what they missed:

No one apologized for the disappointment or inconvenience: When you mess up, more than anything else your customer wants to know that you’re genuinely sorry and understands their disappointment and frustration.

They didn’t proactively tell everyone how to get a make good: Customers know that sometimes things don’t go according to plan. They’re willing to go with the flow, but they want to know how you’re going to make it up to them and that you’ve thought about it before they ask.

The cast members were not well informed: The very people who had to deal with the customer knew the least. They didn’t know how long the ride would be closed or how people could check to see if it was back up. Don’t leave your team in the dark if they have to deliver some bad news to your customer. Make sure they have the answers.

If customer magic maker Disney can mess up, then we’re at risk too.

Take some time to identify the danger zones where you could potentially disappoint a customer. Figure out where you’re vulnerable and outline how you’d like to handle both fixing the problem and resolving your customer’s frustrations that it happened.

Meet with your entire team to review your oops plan. Then, get it in writing and review it regularly with your team so that when a mistake happens – you all are ready.

The future of personalization

January 20, 2016

If you haven’t been thinking about the future of personalization — you should. The CMO Council released a fascinating study today, looking at how marketers are viewing/using personalization and what that means for all of us down the road.

The study, done in partnership with Pegasystems, is entitled “Predicting Routes to Revenue, and found that nearly half of marketers say their current analytics programs have the ability to give a clear view of past performance but do little to shed light on the road ahead. The study is based on insights from more than 150 senior marketing executives surveyed primarily across North America and Europe during the fourth quarter of 2015. You can download the complete study here.

The study also found that marketers looking to deliver exceptional customer experience will increasingly turn to personalization as the key driver to maximize customer value. This will require redefining data¹s value and primary role, moving away from using data as a vehicle to calculate past performance metrics and into a critical tool to uncover new, real-time insights about customer behavior.

Gone are the days of simply including a customer’s name in an email and considering that to be personalization. Today, customers expect that brands will understand who they are, what their habits are, what they want to see on their device screens, what they want, how they want it, when they want it…and the list of expectations goes on. These requirements are making it all the more imperative for organizations to be able to craft robust experiences that are targeted to the needs and desires of all of their customers.

A one-size-fits-all approach reveals to the customer that a brand does not understand them and opens the door for customers to defect and leave a brand’s fold in favor of one that does. In a world where customers have a multitude of options for nearly everything they are looking to purchase—and where new contenders are willing to offer almost anything to gain their business and loyalty if given the opportunity—the demand to know and effectively engage customers has never been greater.

Read more about the study’s findings and the recommendations from the CMO Council and Pegasystems and then identify personalization opportunities inside your own organization.

Seems like the time is now if you’d like to be an innovator in this space.

How are your multicultural marketing strategies?

September 23, 2015

CMOs acknowledge that they need to have strong multicultural marketing strategies but despite rapid population growth and strong support for initiatives within marketing circles, CEO and board support falls far short, failing to assist marketer’s ability to prioritize and fully fund their efforts.

According to Geoscape, the leader in business intelligence across the multicultural market, groups including Asian-Americans, African-Americans and Hispanics will grow to nearly 130 million by the year 2020. Furthermore, the non-Hispanic white population will become the minority, dropping below 50% of the population by 2042.

A new poll from the Chief Marketing Officer (CMO) Council and Geoscape—entitled “Activating the New American Mainstream”—reveals that half of the 150 North America-based senior marketing executives surveyed feel there is some level of support for multicultural engagement strategies from the senior levels of the organization.

Here’s what I thought was one of the most telling factoids in the report — While 67% admit that the CMO has a high level of buy-in and support for multicultural efforts, 55% admit that the CEO does not share that opinion, failing to fully support initiatives.

This lack of top-level support translates into a de-prioritization of multicultural engagement programs as more than half (51%) of marketers admit that there are simply too many competing priorities. In fact, when asked to rate commitment levels, only 20% of marketers felt that multicultural strategies were mandatory and unanimously embraced across the organization, and just over one in four believed that the multicultural market was mission critical for the organization.

Specific to investments into multicultural programs, marketers indicate that:

20% invest in excess of 15% of overall marketing budgets to engaging with multicultural markets; 28 percent spend less than 5%.
53% of marketers believe their investment into the multicultural market will increase going forward; 15% believe this increase will be significant; only 2% anticipate a decrease in investment.

For those marketers who have deployed multicultural marketing strategies, the operational approach is one that fails to separate initiatives into significant segments. Only 16% of marketers are separating marketing initiatives for specific ethnic groups, a practice which would allow for a deeper level of engagement thanks to relevant communications based on cultural behavioral patterns and insights.

“Multicultural marketing strategies must move away from the niche campaign mindset and become an engrained part of any personalized customer experience strategy,” noted Liz Miller, Senior Vice President of Marketing with the CMO Council. “This is no longer a scenario of replacing images or localizing content into a different language. This is about truly understanding the nuances of the customer, including any culturally distinct behaviors and buying patterns that can and must alter the way our brands reach and engage.”

Without doubt, the multicultural market in the United States is an increasingly powerful consumer. According to Geoscape research, Hispanics currently represent 18 percent of American households but were responsible for nearly half of the growth in consumer spending from 2013 to 2014. Between Asian-American and Hispanic markets, the groups accounted for two-thirds of the total economic spending growth.

“By understanding cultural nuances and marketing in a proactive and data-driven manner, marketers are positioned to grow ROI…however, none of this happens overnight,” added César M. Melgoza, Founder and CEO of Geoscape. “Targeting consumers without understanding their unique cultural behaviors and preferences risks growth optimization among the consumer groups that quarterly and annual budgets and success can hinge.”

Key findings from the 10-question online poll of 150 senior marketing executives are included in a 12-page complimentary white paper, now available for download from the CMO Council. Some 36% of respondents hail from B2B organizations, 29% are from strictly B2C organization, and 36% are from hybrid organizations. 43% hail from organizations with revenues in excess of $1 billion USD.

How do we connect with our audience?

September 17, 2015

We talk about wanting to engage and connect with our audience but what does that actually mean?

Global marketers see the value of making their digital interactions with customers and stakeholders richer, more personal and predictive.

But most are still struggling to make their mobile, social and web channels work together to provide a more enriching and engaging experience.

A new study from the Chief Marketing Officer (CMO) Council—entitled “Brand Attraction from Enriched Interaction”—reveals marketers still lag in creating multi-channel, digital marketing campaigns that reach and resonate with diverse, micro-audiences worldwide. Only 19% said they are extremely good or very good in this area. In contrast, 45% gave themselves a lackluster grade , saying “in terms of connecting with our audience with fully integrated mobile, web and social channels — we aren’t hitting the mark.” This compares to just 21% who said they were very proficient.

The latest study, sponsored by IBM Digital Experience, was designed to assess the degree to which marketers are embracing new digital channels and content management technologies to realize the full value of rich media engagement, crowd-sourced content, and mass-customized commerce through higher levels of personalization and tailored interaction.

“Digital marketers are challenged to create an end-to-end, multi-channel experience that engages and enlivens customer, partner and employee audiences with more compelling and relevant content-driven commerce and conversation,” noted Donovan Neale-May, Executive Director of the CMO Council, which has nearly 10,000 members in 110 countries. The council’s research was based on input from 287 marketing leaders across all regions of the world. A free strategic brief summarizing research findings and highlights is available for download from the CMO Council website.

“A critical area of insight from survey respondents centered on what technology transformations are most likely to impact how companies market, operate and connect with our customers.” Topping the list was the advent of the smarter digital enterprise, with its automation of marketing execution and customized interactions at scale. Next was the new API-driven economy, where partners and ecosystems share mobile/web links, information and insights to add value and further monetize transactions and interactions. Not far behind this is the disruptive potential of the “Internet of things” and the ability to gather real-time data and intelligence through pervasive, sensor-based tracking of behavior, intention and satisfaction.

The CMO Council believes content has become pivotal to the way companies and brands attract attention, entice engagement, acquire and grow relationships, encourage purchase and further word-of-mouth. In addition to its thought leadership studies, the council operates the Content ROI Center, which shares best practice innovations in content marketing.

Areas of exploration covered by the study included:

How brands rate their ability to captivate and connect with their audiences, partners and employees through evolving mobile, web and social channels of interaction and digital experience
How effective brands have become at creating, executing and tailoring new multi-channel digital marketing campaigns to better reach and resonate with diverse micro-audiences worldwide
Which mobile apps, analytics, tools, solutions or cloud platforms have been embraced (or are being considered) to create richer, more meaningful, relevant and persuasive interaction with key stakeholders
How companies believe they are achieving competitive advantage and business impact with more enriched, personalized content and digital interaction
Where and how digital experiences are shaping and influencing the attraction, acquisition, conversion, monetization and retention of customers
To what degree brands are becoming more proficient at integrating content and commerce to increase the value of customer touchpoints, experiences and relationships

Who shouldn’t you serve?

May 18, 2015

Who shouldn’t you serve? I have often said that the power of a good brand is not only does it attract your sweet spot customers but it repels the wrong customers.

Too many businesses adopt the “every dollar is a good dollar” philosophy which inevitably brings them misery, unhappy customers and financial losses.

When you try to serve people who are a bad fit — they almost always leave, disgruntled. And that’s after you have chased your tail, trying to make them happy, even if it means you lose your shirt.

You’re far better off to dramatically narrow your focus. Only serve the people/companies who can be your very best customers or as Steve Farber says in Radical Leap — “Doing What You Love in the Service of People Who Love What You Do.”

The picture with this post is a window at a Tattoo Parlor in Asheville, NC. Clearly they know exactly who they do and don’t want to serve. And while they have taken a rather aggressive way of communicating that — it’s highly unlikely that they get a lot of walk ins who turn out to be bad customers.

I’m not suggesting you post a sign. But I am suggesting that there’s value in knowing exactly who you should and who you shouldn’t serve and going out of your way to be equally clear on both sides of the equation.

By the way — this isn’t rocket science. Make a list of your best customers. The people you’d clone if you could. What do they have in common?

Next, make a list of the people who you’d pay to stop serving. What do they have in common?

Now — look at your marketing messages. How can you tweak them so they attract your best customers and communicate to your worst clients that they’d be better off going somewhere else?

You cannot have a love affair with your worst customers. You simply can’t woo them and win their hearts. So it’s better to let someone else have them so you can concentrate on the people who truly will love you and what you do for them.

Show your customers that you care

May 5, 2015

In previous posts, we’ve explored the idea that a potential buyer has to know, like and trust you before they’re going to buy anything from you. In this one, I want to dig into the trust part of the equation a little deeper and how important it is to show your customers that you care.

I think that the trust goes far beyond trusting your brand promise or trusting that your product will perform. No doubt that’s part of the equation but I think it’s more than that. The trust level they’re really looking for is the reassurance that they can trust you to take care of them if things go badly.

When you think about it – when we buy something and it all goes according to plan, there isn’t the need for all that much trust. It’s when there’s a problem that we suddenly feel vulnerable. Now we’re exposed – and need to count on the company. That’s the moment that you need to prove to your customers that you care.

There’s a quote flying around the Internet that says, “Yes, you can show me what you do, but first, show me that you care.” That sums up the essence of what a prospect really wants to know with confidence, before they buy.

Check out this great story about taking care of our customers.

How do you create that sense of confidence before they actually do business with you?

Put your guarantees and promises in writing: State your intentions and policies clearly and in a very visible place. Use common language (no legalese or weasel words) to explain how you handle problems and how you advocate for your customers. Then, take away any concerns by backing their purchase with a money back guarantee. The fewer restrictions or complications you have, the more believable and reassuring it will be.

Use testimonials to tout how you care: Use real examples, told from real customers’ points of view, to tell the story of how you handled problems. Prospects know that things sometimes go wrong. What they need to know is how you actually handle those situations. Let your happy customers tell them they have nothing to worry about.

Put your problems on stage: One of the benefits of social media is that customers use it to complain. Yes, I called it a benefit. There’s nothing more convincing than actually watching a problem being addressed. Encourage your customers to connect with you on social networks and if one of them raises an issue – deal with it right there, out in public.

Train your people: It’s awesome that you, the business owner, have a spirit for customer care. But odds are – you aren’t the one who interacts with the customers most of the time. Your employees needs to understand your company’s policies and beliefs around how you handle customer problems, complaints etc. They also need to be given both the authority and the responsibility to deal with issues as they come up.

Celebrate your screw-ups: I know…we don’t want people to know we’ve made a mistake or had an issue with our products. But in today’s word of social sharing – believe me, they know. Both as a training aid and a testament to the fact that you actually walk your talk – hold up your mistakes proudly. Talk to your team about them and in particular – celebrate how an employee turned a bad situation around. Make how they handled the problem the star of the story.

If you’ve noticed, several of these suggestions will take place online. The reason for that is simple. Today’s consumer (both B2B and B2C) is doing 60-70% of their shopping and or homework online before they ever contact the company.

So you want them to discover how trustworthy you are and how quickly you help a customer in distress long before they walk in your office, pick up their phone or shoot you an email.

This would be a great conversation for your next team meeting. Make a list of the ways that you show your customers that you care. If the list isn’t very impressive — you know what you should work on next.

Love advice is not good marketing advice

February 27, 2015

As we celebrated Valentine’s Day this month – there were many a cliché uttered in the name of love. I want you to remember that in most cases, they don’t work as well as marketing maxims. Love advice is not good marketing advice.

In fact, in general I might suggest that you shun cupid’s advice when it comes to marketing your organization. Let me give you a few examples.

Absence makes the heart grow fonder: While this may be true in human interactions, buyers have a very short attention span. When your marketing is sporadic or worse – nonexistent, you can’t expect a prospect to think about you when they’re finally ready to buy.

Trying to reach our consumers, no matter what we sell, is a little like trying to time the market. The truth is – we don’t know when they’re going to be ready to pull the trigger. We do know that when they’re ready – typically they will identify three potential solutions and explore them. That’s why marketing’s job is to keep your product or service top of mind all the time so that when the prospect is actually ready – you’re in the short set of possibilities. Absence doesn’t make it more likely that you’ll get a shot at the sale.

Love is blind: While in human interactions it’s true that appearances don’t trump love…in marketing, love is definitely not blind. How you present yourself has incredible impact on your ability to capture and keep the attention of a customer. When it comes to marketing, this isn’t so much about attractiveness as it is about consistency and being true to your brand.

Adhering to graphic standards that represent and promote your brand is vital to growing demand and brand loyalty. Consistent use of logo and brand colors begins to create a subconscious connection with your prospects and repeat customers. Pretty soon – if you’ve honored your brand’s visual guidelines you can trigger a reaction every time you use the brand’s color palette or logo. Think how we immediately associate a red soda can with Coke or a brown truck with UPS. You can create the same effect.

Opposites attract: We all know couples that seem like they couldn’t possibly have anything in common who are deliriously happy with one another. Shows what we know. But that phrase doesn’t work so well when it comes to customers. The truth is – every business has what we call “sweet spot” customers. Those people who are the perfect fit to what we have to offer. One of the reasons they’re our best fit is because they see the world in the same way we do. They agree with how we approach our industry and the specifics of not only what we do but how we do it.

Many companies go broke trying to be everything to everyone. Instead of embracing their sweet spot customers, they chase after every dollar, no matter how bad the fit may be. The result of that is almost always a very rocky relationship that ends in an ugly crash. And then, that former customer runs around town (or your industry) telling people about their bad experience. You’re far better to

All you need is love: In today’s economic times – I don’t care how much fun you are to work with, if you can’t generate results you won’t get to stick around for too long. One of the marketing mistakes that many organizations make is that they don’t put the spotlight on the results and give them their due.

There you have it. I don’t want to rain on anyone’s Valentine’s Day fueled parade but when it comes to love clichés and marketing – it is definitely not better to have loved and lost. Remember — love advice is not good marketing advice!

Instead, market smart and keep those customers for life!

Are you selling what your customers want to buy?

December 30, 2014

All too often, I see businesses advertising their wares…but from their own perspective. They talk about their expertise and what they DO or MAKE, thinking that’s what people are buying. Of course, that’s not what they’re buying at all.

Hence my question — are you selling what your customers want to buy?

Confused? There’s a great story that illustrates this perfectly. A college professor stood in front of his classroom, holding a shovel. He told the class that their assignment was to write an ad, selling the shovel.

The students got to work and their ads talked about the virtues of the shovel – the hardwood handle, the forged steel blade, the balance between the blade and the handle, etc. The professor let the students go on for a while and then he stopped them and shook his head. He said, “Let me tell you the secret for selling this shovel. The secret is to realize that no one buys a shovel just because they want a shovel. They buy a shovel because they need a hole.”

No matter what it is you sell – you need to figure out what’s behind that sale. They’re not buying your service or your product. They’re buying what they get out of that service or product. When you miss that – you run the risk of not meeting that need and losing a customer.

Recently, I had a very unsatisfactory experience with a company that promised to “townhouse my house.” I think the reason they were so disappointing is because they didn’t really understand what their customers want to buy.

They believed that they were selling yard services like weeding, mowing and snow removal. As long as they could perform those chores satisfactorily – they thought I’d be happy. But I could buy those services anywhere.

What I really wanted to buy was the convenience of having someone else worry about my yard and just take care of what needed to be done. I wanted the confidence they would show up when they said they would, so I didn’t have to keep calling them back. What I really wanted was the peace of mind that I could just cross all those tasks off of my list – and my life would be easier because of it.

Ultimately – because they didn’t understand what I really was trying to buy – I stopped buying. I didn’t need or want their shovel.

So – how do you go from selling shovels to realizing that your customers want to buy a hole?

Ask better questions: Don’t just ask the standard intake questions. Develop a short list of questions that will trigger a conversation about the underlying need. Listen carefully and ask enough follow up questions so you truly know the root problem you are being hired to solve.

Hire an outsider to talk to your current customers: We have that Midwest nice thing going on so sometimes customers won’t be very candid when you ask for feedback. But, when you hire a firm to do that asking for you (or secret shop you), you’ll be amazed at what you learn. We provide this service for our clients and I’m always amazed at how much we learn.

Observe them in the wild: Watching how your customers interact with what you sell can be incredibly enlightening. They might use it in a way you hadn’t imagined or for a purpose you hadn’t considered. They may have had to create a workaround because of something that isn’t quite right. If you sell your products in a retail environment, hang out in the store and listen as people considering buying your product.

The real secret to knowing what your customers actually want to buy is to never assume. Don’t be fooled into thinking you know. Do the hard work of finding out and earn their loyalty for years to come.

We only care about you if it’s really about us

October 28, 2014

We recently bought an ad for a client and the ad rep suggested we make a big deal out of the fact that our client has been in business for 130 years. I politely told her that we definitely were not going to do that.

Instead, we were going to talk about something their readers and our prospects might actually care about.

My conversation with her is what prompted this blog post. We’ve all seen the ads or sales that are somehow tied to a businesses 25th anniversary or the “we’ve been in business for a century” sale announcements.

The reality is – no one cares. While that may be a laudable accomplishment – to have hung in there that long, from your consumer’s point of view – it’s fluff or a gimmick (we’ve been around for 50 years so everything is 50% off!).

Is a business going to offer me a better product after they’ve been around for 100 years? Was the stuff they sold in their ninety-fifth year just junk? Of course not. Is someone who just turned 60 a better advisor than when she was 59? Nope.

You make that the focus of your ad or your sale when you don’t have anything better to say. And if you can’t come up with something more customer-centric than that to say – you’re lucky to still be in business.

It’s actually a symptom of an age-old marketing problem. Businesses talk about themselves rather than talking about what the customer cares about.

Here’s how to fix two of the most common “it’s all about me” types of marketing statements and make them customer centric and customer valued communications instead.

#1 — We’re old and you should care

All about us: We’re 100 years old. Come enjoy some birthday cake and celebrate with us as we cross the century mark.

All about them: Over the many years we’ve been in business, we’ve learned that our customers value three things. They value incredible customer service (click here to speak live with one of our teammates), fair pricing (click here to read about our fair price every time program) and they want quality they can count on (watch a short video about our factory’s 100% right or 100% wrong policy).

You’re saying the same thing – we’ve been in business long enough to be stable, to have earned our customer’s trust and no one has to worry about you being a fly by night operation. But when you push beyond focusing on yourself, you can outline exactly why your longevity is of value to the prospect that is considering doing business with you.

#2 – The difference is our people (perhaps the most trite sentence uttered in marketing today)

All about us: Our people really care. You’re not just a number to us.

All about them: Hi Mr. McLellan – we see that you’re going to be staying at our hotel XYZ in Big City. We’re glad to have you staying with us and want to make sure we do everything in our power to make your stay an awesome one. As the manager of the hotel, I want you to have my direct line (123-456-7890) and email (manager@BigHotel.com) so you can get a hold of me if there’s anything you need.

Don’t tell me that your people care. Show me. It sounds like hype when you brag about it. It feels remarkable when I experience it for myself. The truth is…most businesses say it but few actually deliver on it. Why not just shut up and show it?

If you’re going to expend the effort to talk to your customers and prospects, stop talking about yourself and talk about what they care about — what’s in it for me.

How cause marketing can be smart marketing

September 30, 2014

In the last 20 years, the term “cause marketing” came onto the horizon.

The whole idea was this: Many companies donate their time, their talent and their money to various charities, but it was done without anyone knowing about it or the company gaining any additional value from being a good citizen.

Some would argue that to give without any expectation of reward or recognition is the true definition of giving.

Perhaps that’s true. But it’s also very small.

Another word for small in this instance might be isolated. If I give five dollars to a charity and don’t tell anyone about it, the charity gets five dollars and I get a warm feeling inside. All good. But if I tell my friends about the charity and that I’m giving five dollars and invite them to do the same, now look at that I’ve created:

More awareness for the charity
Additional dollars donated to the charity
A community of people who believe in/care about the charity

Which do you think the charity would prefer?

Now, take that a step further. Rather than just telling my friends about it, what if I aligned my choice of charity with my customer base? Odds are I serve a group of people that I have a connection with and that I care about.

So if I look for a charity that would be important to them and to me, I can amplify the impact I can bring to the charity by engaging my entire customer base to rally around them.

When anyone talks about cause marketing, one of the examples they use is Avon and their commitment to fight breast cancer. They were pioneering in the idea of uniting a cause and a group of customers, for a greater good.

We’re all smart enough to recognize that Avon benefits from this alliance as well, in earned media exposure, creating a powerful connection to both their female customer base and their female employee base as well as increased sales.

None of that mitigates the good they do. It’s truly a win/win situation. Here’s how Avon talks about their efforts on their own website:

“One of the company’s largest ongoing projects is the Avon Breast Cancer Crusade, which is aimed at funding research and access to quality care. Now in its 20th year, the project has donated more than $740 million to the cause, making it one of the world’s leading corporate supporters of the fight against breast cancer. Among the successes that Avon lists on its website:

Linking more than 15 million women around the globe to early detection programs and mammography screenings
Educating 100 million women on breast health
Expanding into 55 countries
Enabling access to care for underserved populations
Providing $175 million to breast cancer research projects since 1999
Creating Love/Avon Army of Women, a program designed to accelerate the pace of prevention research by enlisting more than 350,000 women (potential study volunteers) for this effort.

Avon fundraises for these efforts through various methods like hosting the Avon Walk for Breast Cancer series and selling Crusade Pink Ribbon fundraising products.”

I know your company probably doesn’t have the reach of an Avon, but you do have loyal customers who care about the world around them. And I’ll bet there’s a charity or cause that matters to you and that would matter to them if you made the introduction.

As you work on your 2015 marketing plan – I challenge you to weave in a cause marketing effort. There’s nothing that says marketing can’t also make the world a better place.

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