The Reinvention of Marketing

By Deb Lavoy (@deb_lavoy) Oct 5, 2011

People like to scoff at marketing these days. Even Daniel Pink — the lawyer — has deemed it an ignoble profession (he was (sort of) joking). Why? Because many people, including too many marketing professionals, think marketing is the art and science of tricking, manipulating and cajoling you into buying things that are inferior, unnecessary or too expensive.

At the same time, social media has (helped) moved marketing's cheese. Consumers now tell us what marketing should be — as well they should. Consumers (including business and government consumers) are more sophisticated. They are constantly bombarded with messages and increasingly aware of the opinions and expertise of their peers, and the power of their words and dollars. The market now demands value, authenticity, transparency, integrity and superb service. As well it should.

Marketing, properly practiced, is the art of connecting the psyche of the market and the soul of the business. What does the business aspire to and why should the market care? Marketing no longer seeks to manipulate you; it wants to earn your respect.

Earning Respect By Exploring What Matters

Marketing is the constant exploration and expression of what matters — to the marketer and to the marketee. It is by excavating and sharing that core that we pull on the viscera of both our market and our organization. Simon Sinek beautifully describes this in his TED talk.

What matters to the organization? This is only rarely obvious. A few standout businesses — Zappos for example — have an incredibly sharp focus on what matters. Zappos isn't about shoes; it’s about great customer service. Others are more subtle. Nike isn't about athletic gear; it’s about the aspirational athlete in all of us. Levi’s is about celebrating the American experience. Note that in each case, they have the products to back it up. I haven't bought a pair of shoes in a store since 2003. Nike gear is great looking and high performing. Levi’s are the denim standard.

How do these brands — and yours — get there? By plumbing the minds — and yes, hearts — of the organization and its products to understand and develop the meaning and the value that you aspire to bring to the market. This is an exploration of purpose. Why does the organization exist? Yes, we know about the profit motive, but people are not going to give you money so that you can make a profit. Nor will your employees go “the extra mile” for your profit — even if they get to “share” a zillionth fraction of it. Really.

So — what is your value and what is your unique perspective on that value? What do you believe in as an organization? We, the marketees, want to know. We'll let you know if it’s meaningful to us.

Apple believes that design is important. Many people resonate deeply with the idea that beauty and simplicity make us more powerful.
Levi’s believes that the American experience is rich and meaningful. And that resonates deeply with our pride and angst about America, reminding us that these aren't the only complicated times we've come through.
Chrysler believes that Detroit has automotive expertise in its veins — reinforcing our belief that American craftsmanship remains powerful, honorable and hopeful.
Ben & Jerry's believes that you can have fun, run a business well and do good in the world, reminding us that just because we have mortgages doesn't mean we can't have fun and reflect our "youthful" values.
The boutique apple cider company I visited this weekend is about keeping heirloom apples in production and helping people to appreciate how wonderful they are. People flock.

The consumer doesn't care about you, your profit or your efficiency. The consumer cares about what the consumer cares about. Is your value proposition valuable to him? Do you believe what she does?

It’s not enough to have a value proposition. "High-quality ice cream" or "good cars" is not enough. A brand must have a point of view on that value. High-Quality, FUN ice cream that reminds you not to forget your ideals. The rebirth of American-crafted cars. Authentic blue jeans. This is what ignites the hearts and minds of the market — and employees. Answering that means understanding the market — what are the needs, wants, goals and desires of people? Where are they going? Where have they been? What do they see that you do not? What do you see that they do not? In what way is your mission meaningful to them?