ComBlu specializes in community marketing and influencer programs. Our Lumenatti blog sparks conversation about the best and brightest community ideas.

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  • 06.18.2009

    Somebody get Bill Ford to read this

    Ford Motor company’s biggest competitive marketing weapon is a doddering 100 year old.  Actually it is about 100,000 doddering 100 year olds.

    The other day I went to a meeting and the person I met drove up in his Model T.  Well, it isn’t every day you see a Model T, so it attracted a bit of attention. 

    So when a throng of people gathered around, my friend was more than happy to answer every last question and show it off.  It isn’t pretty, but surely a piece of living history.

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    I learned that there are about 100,000 of them driving across our U.S. roads every day and driven they are.  Heck, there are about a hundred in my neck of the woods.  Their owners drive them a lot.

    Unlike another friend of mine who owns a different type Ford (a GT 500 that turns more heads than the Model T), which seldom makes its way out of his well appointed garage, the Model T’s are driven a lot and pretty much all the owners are like my friend.  They love to talk about the car, the history of Ford Motors, etc.  Their knowledgeable, have great stories (like the pictures that Karl carries in the car of his grandfather in his horse and buggy on his way to buy this very car) and are generally likeable people.

    Apparently, the Model T is bomb-proof.  As a lot, they were well designed, well engineered and well built.  He changes the oil, using the original glass container and changes tires using the original jack and tools, which while ancient are as functional as the day they were made. 

    DSC01625

    My friend’s has had no major work since it was bought in 1927; still it runs and runs as reliably as his other car, a Volvo.

    Hmm.  A direct comparison between a new Volvo sedan and a Ford Model T, and he is serious about the correlation.  He talks about Ford value and engineering and he gives examples….on occasion, using the car.  Heck, we even got to see what real floor boards look like! 

    DSC01626

    I learned a lot in talking to Karl about Ford, some things were factual like the use of vanadium that was came from the wreckage of a race car.  Nobody in the U.S. knew how to make this metal (which was much lighter and three times stronger that traditional steel of the day).  So, Henry Ford financed and set up a steel plant to figure it out and then make vast supplies of it.  I learned that 30 types of black paint were used.  Why?  Because the car was built on an assembly line (the only one at the time) different mixtures dried at different speeds, and that, along with the parts the paint went on impacted potential choke points in the assembly line.  Don’t think in it’s day that wasn’t wicked-smart innovation.  Other things were anecdotal.   Both were interesting and informative the way no tv commercial or YouTube video ever could be.

    Let me tell you that the people who were asking Karl questions very much pay attention to what he says and he answers them and advocates in a very genuine way.  To the person, they leave the conversation with Karl with a very different perspective and a very positive impression of the Ford brand. 

    So Ford has 100 Ford Fiesta running as part of a social media campaign designed to drive interest in the European version of the car, which will debut here as the 2011 model.  Ford, like all of its, solvent and bankrupt competitors spends hundred millions of dollars on marketing.

    I would content that while all of this is fine, spending the equivalent to one television advertisement to support an ambassador program of Model T drivers to spread the word about Ford Quality and value (remember, value is the new black), as well as, fuel a grass roots movement to the return of value.  Ford style.

    It’s my guess that that such an approach would exceed the results of traditional mar/com tactics in terms of engagement metrics…by a lot.  A big bang for the buck. 

    So Bill, if you read this and I hope you do, you need to focus on tapping into the passion of your customer base and utilize what drove Ford to prominence in the first place:  Innovation and quality.  It’s all found there in that 100 year old car and its loyal, passionate, visible and quite large owner base.  I bet if you asked nicely, they’d help.

    Traditional approach to marketing a brand?  No.  Innovative and effective?  Yes.

  • 05.13.2009

    Community by the numbers part one

    Where performance is measured, performance improves. Where performance is measured and reported, the rate of improvement accelerates.

    -Thomas S. Monson (1927 -  )

    If you can’t measure something, is it worthwhile? 

    What would the NCAA Final Four be if they didn’t keep score (heck, would there even be a Final Four?!)

    Would you ever diet if you never weighed yourself and only wore clothes with elastic waist bands?

    Does performance matter if no one cares?

    Performance is important.  But what is it?  Performance is benchmarking (having something to compare progress against), a method to actually measure or track changes and a desired outcome.  Pretty simple actually.

    Think about performance in business terms.  As a customer of some brand, if you have a problem and call their help line, are disconnected twice, on hold for 20 minutes and find out when you reach someone they can’t help you, how do you measure that brand’s performance?  Is this brand experience worth it?

    As an employee, what if you were 3 years behind on the development of a new product and didn’t track against any budgets?  What if you didn’t track pricing or quality? How would your company’s performance be measured?  Would you be competitive?  How would you know?

    Lots of brands have communities.  Some are better developed than others, but how are these communities performing?  Does it matter?  And to whom?

    Well, it does matter.  It should matter to a lot of people…people both directly and indirectly involved in that brands community.  Community can have a HUGE impact on a brand and its underlying operational components by driving results in three categories:

    1.  Advocacy (both WOM and product/service consumption)

    2.  Feedback 

    3.  Support 

    The problem is that some businesses don’t seem to understand the importance of community. They treat it like….an after thought.  Outside of three people in the marketing department, community is something that isn’t even on the radar screen. Is community as important as a patent? How about a state of the art distribution center?

    For most businesses, who some operational experts call ‘laggards’, community is only viewed as another channel to push branded messaging. Other businesses, which operational experts call ‘innovators’, community is part and parcel to everything they do.

    Below are two models. Which one looks like your company? Depending on how you answer (be honest), community is either a ‘thing’…marketing function and provides you limited value but one you can draw a nice neat box around.

    1

    Or instead, community in some form or fashion permeates every aspect of your business. You can’t easily define where it starts and where it stops. It just is. It’s organized and it’s everywhere.

    2

    If you say, “hey, this sort of looks like what we do”, you work for a leader. An innovator. It doesn’t matter whether you do it perfectly or not (nobody does), your business is a high performer.

    The bad news is there are lots of laggards and worse, most of them don’t want to change.  The good news is innovators want to get better and some laggards just need a roadmap and some encouragement. 

    So my question in this installment (one of three) is where does community reside in your organization? Are you an innovator or a laggard? In either case do you want to improve your organization’s performance?  Community is a strategic asset if deployed properly. 

    In part two of this installment I’ll focus on how to measure community and then what to do with the numbers.