With

compliments
ENGAGING MARKETING MINDS VOL. 3, ISSUE 3 of Willow
Printing
Group

The fall of the story

Why the right brain
ignites success

INSIDE THE FALL OF JOSEPH A. MICHELLI ON BUILDING THE

THE STORY THE MERCEDES-BENZ WAY PERFECT BRAND
VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 1
Up Front Publishers Letter

FISH OR CUT BAIT

A
ccording to the Winterbury Group, your message, and it shows that you are investing in the relation-
almost half ($27.3 billion) of the the $59.5 ship and not merely trolling for bites.
billion spent in digital advertising in 2015 Our cover story, "Stoking Creativity," is focused on the kind of
was dedicated to search engine market- thinking needed to make hard decisions and elevate your brand.
ing. Another $24.9 billion was spent on Our second feature, "The Fall of the Story," delves into the unwant-
display advertising, which means that ed content that is clogging up our lives and lowering the value of
over $52 billion of the total spend was some brands out there. Both stories remind us that in these noisy
used on vehicles that dont necessarily times, we need to focus on using channels and tactics that help us
conjure up images of high quality. build our brands. Enjoy.
The idea that digital advertising is the path to the consumer Warmest wishes,
these days is odd. Consider the number of marketers that toss out
an endless amount of content just so their search results escalate.
While many of them may believe in the constancy of the social
post and the perceived low
cost of social marketing, EVERY CHANNEL IS JEFF EKSTEIN
these strategies may be CRITICAL THESE Publisher
cheapening their brands as DAYS, BUT BEING A
a result. TRUE RIGHT-BRAINED
Permission-based mar- MARKETER AFFORDS
keting respects the fact that YOU THE ABILITY TO

In This Issue
we as consumers dont want RETHINK ALL
brands invading our lives OF THEM.
and making unnecessary
noise. There are numerous
brands that have made their
name on mass appeal, but the organizations that endeavour to 06 Stoking creativity
Why the right brain
achieve a more sophisticated persona demand a deeper connec-
ignites success
tion and a more intimate way to engage. By Michael J. Pallerino
Every channel is critical these days, but being a true right-
10 The fall of the story
brained marketer affords you the ability to rethink all of them. Marketing is a house
Print, for example, still is the only vehicle that can literally touch of cards without
us. It lets your clients know that you put a little extra time into compelling content
By Charles Lunan
14 Trending with...
PUBLISHER EDITORIAL & CREATIVE DIRECTION
Jeff Ekstein Brought to you by: Willow Printing Group. Bestselling author
Willow Printing Group (aka Willow) is pleased
Joseph A. Michelli
MANAGING EDITOR to bring you connect, a bi-monthly publication 15 What's your story
Linda Whitehead created by and for marketing minds.
Survey shows goals
Wed love to hear your feedback on this publica- 03 Publishers letter of content creation
ART DIRECTION tion! Call us at 905-660-1515 ext. 224, email our Fish or cut bait
Brandon Clark publisher Jeff Ekstein at jeff@willowprint.com or
visit us at www.willowprint.com 04 The Inbox
This issue of Connect is printed on Endurance 100lb Silk Text available
from Unisource Canada.

VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 3

 News | Updates | Statistics

The Culture eats strategy for breakfast.

Inbox
Culture is everything.
Culture is the brand."
Under Armour founder and CEO Kevin Plank on the importance culture plays in the success of
your company and your brand
INSIGHTS
STUCK ON YOU
Survey shows the importance of customer experiences
ince the days of the Mad Men, brand awareness has been the most
important objective on a marketing to-do list. But according to
Salesforces State of Marketing survey, things are methodically
shifting toward customer engagement. The study, which surveyed
nearly 4,000 marketing leaders worldwide, shows that 88 percent of
marketing teams are starting to view the customer journey as the
most critical goal to the success of their overall marketing strategies. Heres a look
at what todays marketers deem as their top priority:

Brand awareness

Higher levels of
customer engagement

Social media engagement

Other

4 WILLOW PRINTING GROUP-CONNECT VOL.3, ISSUE 3

UP ALL NIGHT WITH DATA
Technology. Sensitive budgets. Silos. Pick an area, any
area, and todays marketers will tell you how long it keeps
them up at night. The biggest nightmare of all? According
to Dun & Bradstreets The B2B Marketing Data Report
2016, 75 percent of more than 500 B2B marketers
surveyed say its finding accurate and complete data
to achieve their marketing objectives. Crucial pieces of
missing data that most often are missing include revenue
(87 percent), employee (86 percent) and industry
information (77 percent).
The percent of salespeople who think marketers spend
most of their time on branding/events, rather than
directly increasing the lead pipeline, according to the
Crack the Code of Sales & Marketing Alignment
survey from InsideView and Demand Gen Report.
Interestingly, 26 percent of the marketers surveyed
believe salespeople are a bunch of mavericks.
The survey was based on data from 995 sales and
marketing professionals based in the United States,
most of whom work for B2B companies.
Book Rec
Sprint: How to Solve Big Problems
and Test New Ideas in Just Five Days
By Jake Knapp, John Zeratsky & Braden Kowitz
ou face tough questions every day:
Where do you focus your efforts? How
do you start? What will your idea look
like in real life? How many meetings
does it take before you can be sure
you have the right solution?
The formula rests in a strategy
created by three partners from
Google Ventures called the sprint. No matter what size
your business is, co-authors Jake Knapp, John Zeratsky and
Braden Kowitz will walk you through the one-week sprint
process they used at Google Ventures to help startups.
On Monday you map out your process, on Tuesday you
sketch out competing solutions, on Wednesday you pick
the winning strategy, on Thursday you create a realistic
prototype, and on Friday you test your idea with your
target customers. Together, they have executed more than
one hundred sprints with companies in mobile, e-com-
merce, healthcare, finance, and more.
This practical guide to answering critical business
questions is for anyone with a big opportunity, problem or
idea who needs answers today.
VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 5
 Why the right brain
ignites success

6 WILLOW PRINTING GROUP-CONNECT VOL.3, ISSUE 3

 BY MICHAEL J. PALLERINO

Imagination is everything. It is the

preview of lifes coming attractions.
ALBERT EINSTEIN

ark Donnolo doesnt believe that thinking outside

of the box inspires creativity. Creativity often is
perceived to be about breaking through boundaries
and replacing familiarity with innovation. But saying
this to highly effecti e employees is like offerin
vegetables to a pack of wolves its the wrong context.
The managing partner of SalesGlobe, which helps companies
connect their sales strategies to their bottom lines, says that when you
take away your employees box, which represents tried-and-true pro-
cesses and technical specs, you inadvertently create a major constraint
not being able to conduct business in a way that is familiar to them.
Rather than promoting new thinking by creating an "outside of the
box" environment, Donnolo recommends identifying a companys
creativity need boosting functional creativity, which has constraints,
but is targeted toward an issue or objective, or artistic creativity, which
has minimal or no constraints and is targeted toward expression.
Take, for example, the notion of coaching sales reps to think like
artists. Using a right-brain approach helps them address the needs of
todays customer. This much we know when it comes to sales,
organizations always are looking for an edge. Its how they
differentiate themselves from their competitors and win deals.
Unfortunately, Donnolo admits that sales organizations too
often develop strategies and solutions that repeat the same old
practices. That do-what-has-been-done-before approach can leave
them vulnerable in todays ultra-competitive business climate.
When it comes to strategies, salespeople usually veer toward one of
two extremes operating analytically or by the seat of their pants,
says Donnolo, who also wrote The Innovative Sale, which examines
how to integrate the right-brain aptitude for innovation with the
left-brain affinity for logic and process.
As sales organizations develop solutions for their businesses, they
certainly have plenty of left-brain models, Donnolo says. But these
models dont help us to innovate. Salespeople can build upon their
natural intuitive abilities with a right-brain model a creative process
to develop better customer solutions and sales strategies.

VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 7

 Whether or not you
can be creative depends on whether
or not you choose to, or if you are empowered to act on
those things you would do differently. MARK MONTINI, CEO, PROMIO
The process begins by defining the
specific sales challenge and considering
all the current solutions, including what
competitors are doing or the way someone
used to do it. Once the tried-and-true
ideas have been acknowledged, Donnolo
says its time to step out of your comfort
zone and consider unrelated ideas how
problems are solved in other industries, in
other cultures, in other periods of history.
This is the discovery phase, and its
what most people skip when they go
through a typical brainstorming session,
Donnolo says. Most jump straight to the
final stage application, where tried-and-
true ideas usually are plugged in. Every
couple of weeks, I get calls from clients
asking how companies in their industry
implement cross-selling or how they
motivate their sales teams. But they dont
really want to know how other companies
are doing it. They want to know what to
do, because right before they called me,
they were grasping for solutions and
replicating the status quo.
8 WILLOW PRINTING GROUP-CONNECT VOL.3, ISSUE 3
An idea that is developed and
put into action is more important
than an idea that exists only
as an idea. Edward de Bono
The simplest approach to stoking
the fires of creativity is to find strategies
that take you beyond those been-there-
done-that approaches. And most times,
that process is harder than it has to be.
Mark Montini, CEO of marketing-tech-
nology company Promio, believes that
creativity can be simply defined as
approaching something from a unique
perspective. Think about it, and you will
agree with Montini when he says that
there isnt a person alive who doesnt
see several things daily they would do
differently. It can be as simple as how to
speed up the line at the local Starbucks
or as profound as a new brand position
for a large corporation.
Everyone is creative, every day,
Montini says. Whether or not you can be
creative depends on whether or not you
choose to, or if you are empowered to act
on those things you would do differently.
Everyone has the ability to be creative
but being creative is determined by
whether or not you act.
From a leadership perspective, its
about providing an environment where
your employees are empowered to act on
their creativity. And that means building
a culture that embraces cleverness and
the mistakes that come with it.
One of Montinis friends works for
a company that regularly rewards
employees who advocated concepts that
ultimately failed. In addition to handing
out rewards for achievement in various
areas, it also presents awards for the best
ideas that didn't succeed in the end.
It really illustrated that the company
valued creativity and fully embraced the
reality that failure is the primary risk
Montini says. If you build a culture of
fear, youll find that the status quo reigns.
In my opinion, management/process
and creativity are mutually exclusive.
Creativity comes from empowerment

and management/process, by definition,
is about providing clear direction and
control. So, trying to manage creativity
requires stifling it.
Montini believes leaders should cast
a vision that provides the framework to
make creativity productive. If employees
know the company values inventive ideas
and is willing to accept the mistakes that
result from it, they will feel empowered
to be creative. At the end of the day, cre-
ativity from one inspires creativity from
others, and the end result are solutions
that have tremendous impact.
Creativity is the soul of the
true scholar. Nnamdi Azikiwe
Just how important is creativity to the
success of a business? Lynne Vincent,
assistant professor of management at
Syracuse Universitys Martin J. Whitman
School of Management, says that two-
thirds of Fortune 100 companies mention
creativity or innovation in their mission
or vision statements.
When it comes to
Creativity is the production of an
idea, solution or product that is novel and strategies, sales-
useful, Vincent says. It can be a very
people usually veer
positive force. Creativity is a skill that
can be learned similar to mathematics toward one of two extremes
or logic. While some people may have a
operating analytically or by the
natural propensity for creative thought,
people can learn the underlying skills for seat of their pants.
creative thought. MARK DONNOLO, MANAGING PARTNER,
Tapping in to the creative vein is why SALESGLOBE
companies like Google and IDEO have
been able to inspire the masses. Organi-
zations recognize the power and potential
of creativity, Vincent says. Research
has consistently found that leadership
behaviours affect employee creativity.
The trick is to know how to appropriate-
ly manage and avoid micro-managing.
While leaders are undeniably important,
they will not be successful unless they
have employees with relevant skills,
knowledge and abilities.

Knock, knock. Whos there? Creativity

In his book, The Innovative Sale, Mark Donnolo shows how a left-brained thinking process helps generate right-brain innovation.
Donnolo says companies need the structure of such a method to address the range of variables that challenge constraints such as
time, product, price and organizational capabilities, among others. Here are some actionable ideas that can help push you into a
phase of discovering new ideas:

Get comfortable with feeling lost.
Push beyond what you know.
Combine unrelated ideas.
Find parallels from different sources.
Become a student of history.
The past is a great source of parallels.
Produce an abundance of ideas.
Think broadly beyond the status quo.
Assemble the right team.
Define roles and include alternative views.
Collaborate as an individual.
Avoid group thinking.
Understand other perspectives.
Embrace diversity on your team.
Get comfortable with criticism.
Expect the skeptics to divert you.
Grow with the flow.
Dont rush the process. Be patient and
allow ideas to evolve.
Ask the right questions.
Questions are more powerful than
statements. Use them intentionally.
Be persistent. Dont be dissuaded by
doubt. The best innovators encounter
resistance.

Think in divergent directions.
Include variety in your ideas.
Know that less is more.
Bring your solution to its essence.
Dont accept the accepted. Check degrees of change.
Push beyond and ask why. Understand how your idea will fit with
and enhance the current state.
Walk away from the problem.
Allow your mind to create new
combinations and epiphany moments.

VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 9

 Marketing is a house of cards without compelling content
BY CHARLES LUNAN

lack of true content is killing the reputation

of content marketing. That's the view of
Joe Pulizzi, who is hearing more griping from
the small business owners and executives
attending his content marketing classes.
They complain that their email newsletters, blogs and
Facebook pages are not getting enough traction. When
the complaints came up at a workshop a few months ago,
an exasperated Pulizzi asked his audience how their
content was different. He was greeted with silence.
With a little prodding, one vendor said it had posted coupons
on Facebook, another vendor had shared content with 300 of its
dealers, and a third posted an article that was intentionally generic
to avoid giving away his advice. He told them that until they
became serious about creating original, compelling content,
theyd be better off spending their money on advertising.
Its hard to find a bigger content marketing evangelist than Pulizzi,
who founded the Content Marketing Institute (CMI) in the late 2000s
after deciding he could help global brands do a much better job with
their marketing. Today, CMI offers content marketing education and
training, produces the Content Marketing World Conference and
Expo, publishes CCO [Chief Content Officer] magazine and offers its
Content Marketing Master Class through a nationwide seminar series.
Pulizzi has written two books on the topic and CMIs site is
chock full of great content about content marketing, which it
describes as a strategic marketing approach focused on creating
and distributing valuable, relevant, and consistent content to attract
and retain a clearly defined audience and, ultimately, to drive
profitable customer action.
When done correctly, Pulizzi argues content marketing
establishes an aura of authority and trust that are at the core
of any brand promise and can help brands own their media
channels, rather than rent them through advertising. In his
2015 book, Content Inc., Pulizzi argues that finding and filling
information voids online can help startup companies stake out
leadership positions in fast-moving markets before they even ship
their first product. The problem is that 99 percent of marketers
are not generating distinctive content.

10 WILLOW PRINTING GROUP-CONNECT VOL.3, ISSUE 3

VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 11
 "Somewhere along the line," Pulizzi wrote in a blog post earlier
this year, we marketers became infatuated with the tools and less
concerned about what we put inside them. This, my friends, has
got to change.

The objective of storytelling

is to earn trust. People buy
products they think align with the
people they want to be.
KRISTIN CARPENTER-OGDEN, FOUNDER & CEO,
VERDE BRAND COMMUNICATIONS

Many marketers have found telling real peoples stories to be

one of the most potent tools for breaking through what Rutgers
University Marketing Professor Mark Schaefer called overwhelm-
ing information density. In his book, The Content Code, such
stories are original and, therefore, authentic by definition.
The way marketers create and distribute content is constantly
changing, but the basic dynamics of storytelling and their power
to influence have stood the test of time. People still love a good
yarn and, more importantly, they will remember it long after their
memory of product specifications, endorsements and Facebook
promotions fade, Schaefer says.
In helping small active lifestyle brands craft their voices, Verde
Brand Communications CEO Kristin Carpenter-Ogden has found
it particularly useful to start with the founder. Their stories nearly
always follow one of the seven classic heroic themes marketers
have exploited for centuries, such as overcoming giants, naysayers
and scarcity.
Even gear heads rarely remember the weight of every
waterproof-breathable garment they use, what blend of fabrics
it features or what awards it has won, but they can nearly always
recall the story about the sudden mountain storm that inspired
the founder to create the brand.
The challenge for the marketer is to find stories that will evoke
the desired response from the target customer, in a way that is
consistent or enhances a clients existing brand. The objective of
storytelling is to earn trust, says Carpenter-Ogden, whose firm
works with dozens of small active lifestyle brands, including K2,
Keen, Mad River Canoe, Pearl Izumi and Raleigh. "People buy
products they think align with the people they want to be.

Seeing this, and under pressure from Greenpeace, United

Students Against Sweatshops and other activist groups,
a handful of forward-thinking athletic and apparel brands began
incorporating corporate responsibility into their content
marketing strategies in the 2000s.

12 WILLOW PRINTING GROUP-CONNECT VOL.3, ISSUE 3

 Nike, Adidas, Patagonia and Timberland began publishing
annual reports laying out progress they had made against sustain-
ability goals, such as reducing their greenhouse gas emissions, and
use of energy and water to position themselves as leaders with their
environmentally-minded consumers amid growing pressure from
activists. Though fast fashion apparel brands and retailers, including
Wal-Mart Stores, have since launched their own corporate sustain-
ability programs, its unlikely they will gain significant mindshare
with environmentally-minded consumers, even though their efforts
will have a bigger impact due to their larger size.

Finding and filling information

voids online can help startup
companies stake out leadership
positions in fast moving markets before
they even ship their first product.
JOE PULIZZI, FOUNDER, CONTENT MARKETING INSTITUTE

Athletic and outdoor brands own the space and they continue to
raise the bar. In its annual corporate sustainability report, outdoor
gear retailer REI (Recreational Equipment Inc.) now lists informa-
tion still considered trade secrets by some brands, including a list of
all its overseas factories by name and location, aggregate results of
factory audits, and the percentage of factories they've placed on pro-
bation for failing to meet REIs environmental and labour standards.
Such transparency is fast becoming the new coin of the realm in
a world where more and more middle and upper-class consumers
expect to know not only where their products are made, but how
the workers who made them are treated, what the brand is doing to
lessen their carbon footprint and even what they are doing to bring
manufacturing jobs back to North America.
Staking out a leadership position on sustainability also has creat-
ed a steady stream of content, including stories about Timberlands
work reforesting Haiti and Grand Trunks efforts to begin sourcing
some of its hammocks in the United States.
Founded in 2002 by two surfing buddies to import hammocks
they discovered while surfing in Thailand, Grand Trunk beat a
much larger competitor to begin making nylon sling hammocks in
the United States.
It took the small company several years to piece together a
supply chain capable of delivering hammocks that meet its quality
standards and price points. The OneMade line ultimately will have
to compete on quality and price. In the meantime, however, the
venture has distinguished Grand Trunk in a rapidly growing, but
increasingly crowded market.
Skillful storytelling, that generates compelling content, sure
beats adding to the torrent of "me-too" content that is softening the
content marketing world.

VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 13

 Interview with Joseph A. Michelli

Trending much higher than the cost of retention,

so why not invest more in the cost in

with... the tools of retention to maximize

that multiplier?

I
Bestselling author
Joseph A. Is the goal to not make your
customers work so hard?
Michelli Yes, businesses are competing in an
increasingly Uber-ized society. Uber
n his latest book, Driven to Delight: Delivering World-Class Customer customers simply pull out their phones,
Experience the Mercedes-Benz Way, bestselling author Joseph A. Michelli, PhD, push the app, and then a car pulls up and
provides an insiders look at the iconic brands approach to creating and takes them where they need to go. They
sustaining customer experiences. The sought-after speaker and organizational get dropped off. No money is exchanged.
consultant has become a globally recognized thought leader in customer Brands are being forced to find ways to
experience design by creating masterful roadmaps that help transform the make their customers entire experience as
relationship between leaders, employees, and the customers they serve. His effortless, frictionless, and yet as personal as
books, which also include The Starbucks Experience, The New Gold Standard, possible. Dont forget how complex life is for
The Zappos Experience, Leading the Starbucks Way and Prescription for your customers. From there, pick apart your
Excellence have all hit No. 1 on The New York Times, The Wall Street Journal, and USA Today deliverable and figure out how to maximize
bestseller lists. Here are his thoughts on the importance of building customer loyalty today: its ease. Customers leave because brands
dont think through the degree of effort it re-
Is it fair to say that loyal So, what are we doing wrong? quires to do business with them. They dont
customers are hard to hold Companies have great intentions. They provide solutions. They dont simplify every
on to today? want to delight their customers. Some un- touch point. When its not almost effortless,
Yes. After struggling through years of dertake these big service initiatives, only to customers leave. Wouldnt you?
turmoil and uncertainty, the last thing you see their efforts fizzle quickly or never take
need is to take customers for granted. And root. The problem is that their great inten- Isnt it all about your brand
yet, if your company is like many, all your tions are at odds with their culture. When being authentic?
fervent efforts to attract and retain them thats the case, theyre doomed to make cer- Companies must strive to hire people
fall curiously flat. Its not that theyre tain, predictable mistakes. The mistakes are who truly care about customers. And
storming angrily out the door; its that their inevitable. Whats worse is that companies thats just the beginning. Train your
experience with your company is not dont even know theyre making them. employees to connect on a human level.
enthusiastic more ehh, than wow. Its not about scripting, but about help-
Do companies spend too much ing them realize what customers really
COMPANIES MUST time chasing new customers at want and need, and then empowering
the expense of existing ones? them to provide it. While its essential to
STRIVE TO HIRE PEOPLE Too many companies are directing too practice disciplined hiring in the search
WHO TRULY CARE ABOUT much money toward acquisition and for people with emotional intelligence,
hardly any toward retention. The ratio is those capabilities have to be awakened
CUSTOMERS. ITS NOT lopsided. Consider car dealers that spend and reinforced through the training pro-
ABOUT SCRIPTING, BUT huge amounts on commercials that scream cess. Immerse your employees in your
at people to come in. What theyre not brand so they truly understand what
ABOUT HELPING THEM spending money on is employee training its like to be the customer. Collect and
REALIZE WHAT to make sure that once these customers are share stories of customer delight. Touch
in the door, theyll come back. Ive noticed the hearts of team members as well as
CUSTOMERS REALLY companies that are good at acquiring their minds. When you do, theyll genu-
WANT AND NEED, customers often are not good at retaining inely want to serve the customer.
them. The key is to be great at both to
AND THEN EMPOWERING use those youve retained to help with your
THEM TO PROVIDE IT. acquisition curve. A lot of brands miss the
message here. The cost of acquisition is

14 WILLOW PRINTING GROUP-CONNECT VOL.3, ISSUE 3

 WHATS YOUR
Before
You
Go

SURVEY SHOWS GOALS OF CONTENT CREATION

ontent. Ask any marketing department, and theyll tell you that the quest for
organic and compelling content is among their top priorities. According to
the 2016 B2B Content Marketing TrendsNorth America from Content
Marketing Institute/MarketingProfs, 82 percent are highly focused on
creating more engaging content. The report surveyed 1,521 B2B marketers
representing a full range of industries, functional areas and company sizes. Following are
some of what marketers say are their top priorities for content creation:

Creating more engaging content

82%
Better understanding of what content
is effective and what isnt 65%
Finding more/better ways to
repurpose content 57%
Creating visual content
51%
Better understanding
of audience 41%
Becoming better
storytellers 41%

VOL.3, ISSUE 3 WILLOW PRINTING GROUP-CONNECT 15

 SELL
SELL
MORE
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HOMES
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WITH
WITH
DIRECT MAIL!
DIRECT MAIL!
Neuroscience proves it in
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*Source: Canada Post / True Impact Marketing, Understanding the Impact of
Physical Communications through Neuroscience, February 2015

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