The kind of marketing talk that drives me nuts…

I don’t mean to pick on any particular writer…or on Google…however, my social media friend @MikeCane just sent me a Tweet that I just could not withhold myself from discussing.

Here’s the Tweet — from, of all companies, Google: “When brands focus their attribution models on customers they gain a holistic view of what leads someone to purchase.”

Can someone translate that for me?  As Harry Beckwith says in response, “IN ENGLISH PLEASE!! ‘Holistic view’? Brands that see?”

This is from the same Twitter account that proclaims in its profile, “Google’s take on fresh marketing insights and a look at what’s next. Consider this your digital cheat sheet.”  If THAT’S my “digital cheat sheet,” I’m going to need to take a RosettaStone course to understand it!

THEN…I followed the link to a post, “When It Comes to Attribution, Customers Count.”  Right away, the title irritates me — “when it comes to attribution” THEN customers count?  What do we do in business where customers DON’T count?

From the post: “Sophisticated math is applied to customer data, and companies look to those results to glean the ‘true’ contribution of their marketing investments.”

The post is another example of a critical problem for just about every business — whether a physical retailer, an online marketer, or anywhere in-between: In our obsession over metrics, we have forgotten about the customer experience.

There’s a reason for that, by the way — it’s easier to analyze data than to create distinctive experiences that customers want to repeat.  We’re better trained to generate numbers than to stimulate emotions.

Don’t get me wrong — we need to examine trends, we need to understand the numbers, we must have the information.

However, when we get so enamored by our data that we start worshipping the process rather than the customer, we get engaged in crap like, “The shift from conversion to customer-centric marketing means a change in thinking for brands, and it starts with getting to know their customers.”

When did any business — and the marketing of it — ever NOT start with getting to know your customers?

Here’s a clue:  If you’re customer-centric to begin with…you WILL HAVE “conversion.”

Sorry to be repetitive, but here’s what I believe:  The purpose of your business is NOT mere conversion.

The purpose of any — of EVERY — business is to profitably create experiences so compelling to customers and prospects that their loyalty becomes assured.

What do YOU think?

Three critical aspects that fail to create distinction: Three

Here is the third of the three critical aspects that fail to assist you in creating distinction:

Planning sessions

Sure, you have to plan your approaches, strategies, and tactics in order to deliver a distinctive experience to the customers who acquire your products and services.

However, true distinction is created by ACTION.

Too many organizations have seminars, conferences, meetings, study initiatives, focus groups, and planning summits — and too few take action.

To create distinction…deliver through your actions!