The myth of Sisyphus tells the story of a man punished by the gods to forever roll a boulder up a hill only to have it roll down again once he got it to the top.
Rather like looking at your email every day.
The most important real estate in an email is not in the email itself. It is the recipient’s inbox, where your email subject line will take its place among many others that arrive every day, for many reasons, fulfilling many purposes. The success of your email campaign depends on your successful management of your place in your recipient’s inbox.
If you are old enough to remember the 1990’s, you may remember that, prior to the advent of the commercialized internet, the printed catalog ruled the physical mailbox. Imagine if every Shopify or boutique store on the web was delivered to you as a semi-large print magazine, with glossy images, itsy-bitsy copy dedicated to telling you a story about a product or summarizing the features of the same for your entertainment.
For a while, mailboxes all around the US were flooded by prospecting catalog companies that had purchased lists from one another or from list brokers and were trying their luck to expand their audience to meet ever higher business goals. In those days, physical mailboxes were considered an amazing expanding infinite space, capable of taking in as many catalogs and selling publications as could be crammed into them by a mail person.
A physical mailbox has one clear advantage over a digital one. If the mailbox owners are likely to clear the mailbox, entirely, every time they open it. You end up with Mailbox 0 every day, and you don’t have to worry about leaving stray letters or magazines in the mailbox. Normally, you take them all out and you make decisions about them: this one comes inside the house, this one goes straight into the recycling bin. Which selling pieces survive the tired decision making of the mailbox-owners and avoid a trip to the recycling bin is usually determined by three primary elements: whether the mailbox owner knows and expects the company that sent the catalog and whether they consider the selling piece important to them at the moment they look at it. This could be triggered by a headline or an image.
The third element is the mental state of the person while dealing with the mailbox-clearing task: If the person had a lousy day, or been fired, or is having a day where they’ve been contradicted by everyone they’ve talked to, or are simply tired of making decisions all day, chances are, regardless of the brilliance of the images and headlines available in the catalog, that the desire for simplifying life, for making the decision making process as simple as possible, leads the person to take one decision: unless it is a check, or an essential notification of some sort, or a personal letter, everything is going into the recycling bin.
The eyes glaze. The headlines go unread. The beautiful images are unseen. Only the minimum engagement is needed to make that decision.
Who sent it? Is it important? Is it personal? No? Then out it goes.
There may be a bit of a thrill in rejecting all the calls to your attention embedded in the pile of physical mail.
Buy. Read. Watch. Wear. Do.
Not today. (Ha! Owned you!)
Digital mailboxes don’t have the luxury of providing a catalog cover with multiple headlines to increase the chance of a single one grabbing the attention of the inbox holder. You only get one line. And perhaps you get to display your secondary text below it, if the inbox is set up that way. And while most people deal with their physical mailbox only once a day, dealing with an inbox is a constant task during the day and night, a task that is repeated, day after day, like Sisyphus pushing his rock up the hill until the end of time.
This means that you are more likely to find yourself at the wrong end of the same impulse that a physical mailbox owner experiences when decision-exhaustion hits. In the trash bin. Or worse, in a fit of anger, labeled as Spam.
Establishing a relationship cannot be done ‘top down’, with the business taking the ‘top’ and directing the customer to have an enforced relationship with them on the basis of consent to email. Establishing this type of relationship, on a remote basis, with email, requires consensus on both sides on the boundaries and benefits of it.
As customers scan row after row in their inbox, day after day, their eyes glaze over the beautifully thought out subject lines, the emojis crying for attention, and they stop seeing you. They stop looking for you in their inbox.
How can the customer see you in their inbox? How can you get them to seek you out there and smile when they see a message from you?
By treating the recipient’s inbox real estate as a scarce, not infinite, resource.
This isn’t simply a matter of cadence of messages. There are times, as when a purchase has happened, where a customer is happy to receive progress reports of the purchase completion and delivery. The messages received are understood to be like passing road signs that don’t require additional attention or action, but that by appearing in the inbox, help transform a remote purchase into something real.
The problem appears after the first purchase, or the first newsletter signup. Most email marketers assume that because there’s been consent to receive email, there is a relationship there, and they gleefully start piling messages into the inbox like someone who can’t believe their luck that anyone would agree to pay attention to them and now that they have successfully ‘breached your defenses’ they are going to take advantage of that situation until told to stop.
That’s how emails in the inbox get to be ignored, deleted and/or labeled spam. The assumption that consent to email is the establishment of a relationship between recipient and business is simply incorrect.
The relationship still has to be built. Step by step. And it is up to your email marketing to do it.
How do you build that relationship? It is a combination of the number of messages and the approach the messages take. It is possible to test the cadence of messaging using tools to establish how a delivery schedule can be optimized beyond the basics. That is relatively straightforward.
The tougher part is where no tools exist to assist you. The part where you as a business has to build and nurture a relationship with someone who may or may not want it.
The first step, then, is to assume that you have no relationship with the customer, even though you have consent to email. The second step is to assume that consent to email really means consent to test whether a relationship between the two parties could exist. From that point of view, you have to create messages that aim to build that relationship and put it on a solid footing so both sides understand where they are in relation to each other.
One way to do this is view your prospect or paying customer as another version of you. A more evolved version of you. One that you are curious about and want to learn more about simply because you feel that you still have to understand them.
Use your email to greet them and talk to them as that more evolved version of you. The You that you would like to be.
The Zulu greet each other with the word Sawubona. It literally means “I see you, you are important to me and I value you”.
By thinking of your email recipient as a more evolved version of you, you can make your messages carry the Sawubona feeling that you see and value the recipient and that you want to learn about them and understand them better.
Email messages provide the opportunity to demonstrate this state of affairs via text, copy, images and the description of your business actions. By exploring this situation from your side, you may find that the relationship has a good chance to exist and survive over time.
And by using the concept of focusing your emails on a more advanced version of you that you want to learn about and understand, you may find yourself respecting their inbox and modulating the cadence of your messages to meet the shared mutual importance between the two members of the relationship.
It may not always work. Not everyone wants to be close to you. But you improve your odds of success by treating the potential of a relationship as just that, instead of assuming that consent to email means you can fully deploy the tricks to trigger a sale.
Some observations on Content Marketing derived from visits to San Francisco's Chinatown.
When I used to live in the United States, I used to travel to San Francisco for conferences and meetings once or twice per year. I arranged those trips so I would have time to enjoy the city a bit. I like to travel to cities and explore neighborhoods via walking and public transport, whenever possible. San Francisco offered those opportunities, so I had a chance to enjoy many of the things ‘the locals’ enjoy, plus some of the more touristy areas that have a charm of their own even though the majority of visitors are from out of town. One of these areas is the San Francisco Chinatown.
There are a lot of shops in the SF Chinatown. Many of them sell the very same items and Chinese-style ornaments, statuary, toys, small gifts, and other items. Often, these stores stand side by side or across the street from each other. The target audience for them is composed of ‘people from out of town, visiting for a few days or perhaps hours, who want to take home a little ‘something’ from Chinatown so they can talk about it to their friends and/or remind themselves of their time in San Francisco.’ For many of these visitors, San Francisco may be a stop in a ‘trip of a lifetime,’ part of a ‘bucket list’ item for a trip to California, or simply part of their ‘get to know America’ from places like China itself and other parts of Asia.
The competition among shopkeepers to attract customers, one would think, is fierce. Since the target audience is not exposed to their wares on a regular basis, the only part of their business that is likely to win a customer is how the store presents itself: what ‘vibe’ it projects, and whether it feels accessible. The purpose of the arrangement is to inspire trust for the visitor who is browsing a store to check it out.
This situation is very similar to what we find when shopping online. A search engine results page reduces our entire online presence to a ‘bazaar’ setup that makes all of us shopkeepers in a tight environment, struggling to entice someone to click through to our store and engage with us.
Content marketing is the tool we use to stick out in the ‘bazaar’ of search engine results and a way to make it count for us is to ensure it is helpful in the task of creating a leads magnet while at the same time contributing to the overall value of the store’s presence, the ‘vibe’ that can bring people into the shop and have them leave with a purchase and a story, which create an experience that they want to tell others once they have returned home.
In the case of the physical stores in Chinatown, this ‘content-driven marketing’ is done via decoration and interior design (or merchandising, if you want to use the precise term): certain stores just look and feel more interesting and attractive than others. How do they do it? Some bring unusual wooden sculptures, that are not for sale, into the store. These could be dragons, or special images of the Buddah, or some type of large flower arrangement that is striking and serves as the ‘lead magnet’ to bring people exploring into their space. The authenticity, strong detailing, and just impressive character of these unique items bleeds over the other items in the store that are for sale, therefore creating an aura of value for a visitor. The presence of unique items is also an invitation to photograph, or learn the story of the item, which helps cement the experience for the visitor.
Other stores take the time to write explanatory notes about the cultural aspect of the items for sale, to help create a ‘buy something and take it home together with its story’ situation. Patrons who have a chance to read something and perhaps chat with someone at the store about it are more likely to not just purchase, but also remember and mention the experience to their friends.
Yet others use their merchandising literally and cleanly with the mission of delivering items for sale for people who are just curious to come in: These stores feel like a clean and easy to navigate bazaar of merchandise, properly arranged and priced, and inspire confidence via transparency. They try to emulate a store a visitor would find at home, and by bridging that gap with familiarity, they hope to entice those who want a small ‘something’ to take back home but don’t want to work too hard to get it.
For some stores, like a Chinese apothecary, the intention will be to show as strong Chinese culture as possible with as little ‘give’ toward the clientele from out of town as they can get away with. Transparency is the last thing they want to project. They need to project authenticity as their main value: If you are looking for a Chinese herbalist, you want one who is steeped deeply into Chinese culture and whose shop has all the signs in Chinese, without translation. Not only does this feel a little intimidating to a casual visitor, but it enhances the thrill of a visit for someone who is willing to let themselves be challenged by the experience. Not everyone will be willing to buy herbs or potions at a Chinese apothecary, but those who venture in will experience a unique, well coordinated, ‘content-marketing’ approach that will feel authentic.
As with the stores that sell more ‘visitor-friendly’ products, a Chinese apothecary creates value just by having someone walk through it once. The number of interesting unique items, even those not for sale, the interaction with a ‘culture’ that is not your own, and the small thrill of exploring a commercial situation that is very different from what you normally find at home, all contribute to make the ‘content driven’ expression for each type of small shop a valuable part of the business. They help make sales by making each store explore and present a unique angle and so feel authentic. Most shoppers associate ‘authenticity’ with ‘honesty and veracity,’ so these are good goals for the ‘content marketing’ approach.
There is another type of ‘content marketing, however, that is also on show at some stores in the San Francisco Chinatown. That would be the eternal ‘going out of business’ sale.
If the target audience for a shop is composed of people who are unlikely to come back any time soon, then one way to entice people into the shop is with a ‘bargain of a lifetime’ approach. One way to project this out onto the street is via a sign that says: ‘Going out of business.’ This automatically implies to anyone passing by that the store will have discounted items inside to avoid having inventory once the store finally disappears.
For many visitors, even those who walked through Chinatown without any clear intention to buy anything, the potential ‘bargain of a lifetime’ is a difficult gamble to resist. They may be able to find something big and obscure that they can buy relatively cheaply, take home, and tell others about how they took advantage of the opportunity when it presented itself. Every time they look at the object, they will reassure themselves that, not only did they purchase something they can be proud of (vs. a useless trinket from any seller out there), but they did so under circumstances that cannot be repeated: the store is going out of business, after all. No one can go back to San Francisco now and repeat the experience they went through. In other words, by being time-sensitive, it acquires an authenticity of its own.
However, if you, like me, happened to return to Chinatown on a regular basis, but many months apart, you may have noticed that the very same store that was going out of business last year, is still going out of business this year...again!
The ploy is exposed: if you were to know the detail about how the store keeps going out of business all the time, then the purchase, for a visitor, loses all the trappings of authenticity as part of a ‘purchase with a story.’ It merely becomes a transaction, and not a very good one at that, since the ‘discounts’ you can get from a ‘going out of business’ sale are usually the same ones you can get at any other store that is less time-challenged to move its inventory.
Worse, if someone a purchaser knows also buys something at that store, and they share stories, the obvious will come out: no one was going out of business, and they both fell for a pitch that just wanted their money. The item they bought will now not reflect their savvy or their ingenuity. It will represent to them something that was part of a cheat. Likely, the purchase will end up in a basement, or sold at the next garage sale. Out of sight, out of mind.
That type of ‘content marketing’ works as a sales driver, but it depends on single purchases, not repeat business (you can hardly expect repeat business if you say you are going out of business).
This is a risk shared by using time-driven marketing for online stores. It works for certain types of customers, usually, single purchase customers, but does not encourage multiple purchases simply because the target audience would not invite that kind of approach: they derive value from being opportunistic, not from being steady purchasers with a relationship with a brand.
If you rely on limited time sales or coupons to push forward business, you are encouraging opportunism as the main driver of a purchase which is not conducive to regular business and may harm your prospects over time (your customers tell each other to ‘wait for the sale’ to come before you purchase anything). The regularity of the discounting is what they end up looking for, and they abandon you if they find something else that is similar, may cost more, and provides them with a different type of story to tell.
Consider these items when you think about content marketing for your online store, and particularly, with email messaging, which is one of the best ways to bring out your ‘vibe’ to your customers on a regular basis.
Two Questions to Build a Business-Relevant Context for Email Metrics
An integrated digital marketing strategy is certain to include an email component. Email is still one of the most effective ways to create or maintain a prominent place in the minds of your customers or subscribers.
A question that is always top of mind for email marketers is how to make the email investment count toward the overall results that are expected from the digital marketing effort.
As with most digital marketing tools, email gives you access to a wide array of metrics. The variety of numbers can become a burden. There is a temptation to create complex reports that aim to impress with a considerable number of metrics, charts, tables and timelines that claim to interpret and explain every aspect of an email campaign to whoever is paying for the report.
The idea behind this post is to propose a business-friendly way to evaluate your email efforts so you understand their purpose and how email is helping you reach your goals.
Metrics with a context
One way to ensure that your email reports are clear and understandable as part of your marketing effort is to provide them with a solid, business-directed context. The numbers themselves do not provide a context that is business-friendly. They reflect only the activities within the email channel, not their meaning within a proper business-context.
Weekly or daily numbers can be evaluated on their own against a benchmark: sometimes the open rate may up, or down, or the bounce rate may have moved in some direction one week, and then back down again. It is important to understand the mechanics of why these movements may be happening, but the answer to those questions does not provide a business context for the value of the email marketing effort. It focuses on the measurement of the activities in email channel delivery. Not its business contribution.
We are trying to look beyond reporting email activities that are internalized departmental reports. We are trying to look for business-relevant meaning for email metrics.
Building a business-relevant context for email channel metrics
At its most basic level, email marketing is a two-way communication channel with a customer or potential customer. With that in mind, one can begin to evaluate the effectiveness of the email effort by establishing how well the channel is working as a communications tool.
For example, within that context, the metrics need to answer one question:
Is our message reaching customers?
The answer, yes or no, needs to be supported by the reporting and the benchmarking within the account. This is the difference between reporting on activities within the channel as if they mattered on their own, and establishing a useful, business-relevant context for the email channel.
One question is not enough
The answer to the question, is our message reaching customers? Encapsulates the business needs, the reason to use email, and the method for evaluating its success. But one question, though powerful, isn’t enough to create the context needed.
Since we are trying to establish the effectiveness of the email channel as a communication tool between existing and potential customers, another question needs to be added:
This second question establishes the necessary understanding for the business-context events that email is generating. If your report says that most customers are ignoring emails by not opening them, then that requires specific actions to resolve. If the report says that most customers are looking at the messaging and doing nothing with it, then that points to a different area of improvement.
The power of business-context metrics
The answers to these two questions establishes the usefulness of the email channel as a communication tool within a business-friendly context.
Naturally, to support the answers to the questions you have to have a well-connected metrics system that can deliver the kinds of relevant numbers that can be used to build answers to these questions and supports items like segmentation, data transfers, Google Analytics tracking, etc. Most email systems like MailChimp, Klaviyo, Aweber and SendInBlue, to name a few, provide the activity numbers that can be used to support the answers to these questions.
Following this approach puts a common floor under email efforts and provides a simple way to evaluate, on their own, whether each activity within the channel has a good chance to succeed or not beyond what the activities numbers may say. The numbers are no longer talking email-speak. They are now talking business-speak, and by doing so, can effectively communicate their results to other groups in the business that will appreciate the effort and provide insight that can help, in the end, improve the way to make email count.
Here are 6 checkpoints you can use to evaluate your current digital marketing strategy and establish whether it is still on track. Most of the time, Digital Strategies require adjustments over time. Messages may need to be refreshed. Images may need to be changed. New challenges may have appeared in the competitive landscape that need to be addressed. There are many changes in your business environment that require adjustments in your digital (and offline) strategy.
Here are 6 important signs you can track that will tell you what kinds of changes are needed:
An important thing to note is that, as you can probably tell from the descriptions above, each tactic of your digital marketing strategy supports the business and all have internal links to one another. Understanding these links, and learning how to manipulate them to improve results over time (via testing and changing tactics and elements within them for optimization), will lead to overall better results for your digital marketing spend. It will also lead you to make reasonable decisions about the future of your spend, and which channels really help you connect to your customers at every stage of your product/service life cycle.
A thorough, impartial Digital Marketing audit is a good place to begin so decisions can be based on data, balanced by the knowledge and experience of your staff and your customers.
I have just finished reading Ten Arguments for Deleting Your Social Media Accounts Right Now by Jaron Lanier. I recommend the book for digital marketers, although, of course, it isn't a 'transactional' book, like most digital marketing books that sell you 'Ten Ways to Increase your Profits RIGHT NOW.' It is a relational book, discussing one single topic from several angles and bringing a very interesting polemic out into the open. Mainly, what kind of a world are we building with these 'social' tools on the internet? Mr. Lanier believes, as should be obvious from the title, that the direction the software world has taken is not conducive to a human world where dignity, individuality, choice, and critical thinking are valued. He believes that social media platforms, and almost all advertising-driven platforms, are complicit in the process of dehumanizing people.
He is right, of course.
This is not to say that his arguments are without problems or that one should uncritically accept everything that Mr. Lanier discusses in his book. For one thing, this is a shorter book where only one side of the argument is heard. Mr. Lanier does not offer possible counter-arguments to his own positions. This is usually a red flag when it comes to reading these kinds of books. However, in this case, it isn't a 'showstopper.'
The reason it isn't a showstopper with this particular book is that, as internet readers, we are submerged in a constant flotsam and jetsam of discussion about the goodness or 'badness' of social media networks. There are arguments floating back and forth about this topic all over the place, in part because it is the fad right now, and in part because there are genuine causes for alarm.
The noise of the discussion disguises whether we have a real problem in our hands or not. However, cutting through the noise, which this book might help you do in your own mind, is a solid first step toward acquiring a 'beginner's mind' to the problem that can help you evaluate and re-establish your own opinions about it without having to refer to endless websites to check what you think.
Mr. Lanier's discussion, and the fact that it is presented in a book form, allows the reader to acquire well-presented arguments for paying attention to aspects of internet-life that most users simply gloss over, in the same way that you gloss over the view from your window after you've looked at it over and over after a few months, or years. You are used to it, and you don't see it as a threat, so your mind ignores it.
Mr. Lanier's position is that, on the internet, there is no such thing as 'the view is not a threat,' because, by design, the internet as it is growing and shaping up as of this writing, is a danger to the kind of human development that encourages independence of thought, creativity, choice and individuality. The claim is that the organic growth of the current social media platforms, and the decisions these platforms make about how they are going to 'monetize your data' create a format that is mentally and socially toxic and that it is likely to tear down the interactions that individuals have used to create community over time without replacing them with anything that can provide similar results. Instead, replacing them with money-driven, transactionally-oriented, interactions that replace 'free activities' like friendship with money-intermediated activities like 'friendship on Facebook.'
This is the same as if a soda company executive would state that their main competition is the municipal water supply and that they wish to replace it with a constant supply of 'paid for' cola dispensers in the home.
Some people would jump at the chance to replace their water supply with this kind of service. To others, the idea may seem repellent. Mr. Lanier falls squarely on this latter camp.
Mr. Lanier's biggest contribution to the discussion is his ability to explain what an alternative to the current model might be, and, without going into all the details (his is not a policy book, but a polemic), he gives enough of a reasonable explanation to make it plausible to consider alternatives to the current, advertising driven model.
As a digital marketer, the advertising-driven model provides me with several advantages that are quite normal when it comes to diffusing a message through the noise of every day life. You get access to a tool that allows you to scale. The efficacy of the messaging, of course, is derived from the quality of the message and the budget behind it: the ability to repeat it over and over again for a relatively long period of time to create a mental habit in the eyes of the viewer, who is perceived as a passive recipient.
Once we stop looking at the viewer as a passive recipient, then we have to decide what kind of message has the best 'optimized' chance to successfully break through the barriers of attention. This messaging is usually of a 'negative bent,' and has been used for years on television commercials for products such as deodorants, fresh-breath mints, and the like: you have a problem, we sell a solution. Or, we've made up a problem and we are selling you a solution.
With social media networks, the ability to modify the perceptions of the viewer, and create some sort of addictive behavior independent of the individual's choice, are the elements that Mr. Lanier points out and that, as marketers, we should be concerned about so we can make decisions about our own desire to employ such tactics or not.
As marketers, this is our choice. Are we willing to make everything we do entirely transactional in nature, like our fictitious soda company executive, so we can intermediate it via a financial transaction to a third party, which in part could be manipulating our minds to make decisions they like?
You only have to look at magicians to see how the human mind can be manipulated into using concepts that the magician chooses them to have. That's an okay thing to do for an entertainment show, one that has a beginning, middle, and end, but do we want a world where every relationship we have is manipulated in this manner by individuals unknown to us (at least with the magician, he is on stage playing with us and it is an unwritten contract that we provide consent to have our brains scrambled during the act, do we give that kind of consent to social platforms every day, and every hour of the day when we use them?).
A revealing detail in all these discussions is that social media executives seldom allow their children to use the tools, and platforms, that they have created.
I think that the answer to the kinds of questions Mr. Lanier poses, and the kinds of questions that we, as marketers, pose for ourselves, lies squarely on this particular detail in the lives of the executives of Facebook and the other platforms.
Mr. Lanier's book is a solid read, flawed in places, but solid nonetheless and a good way to maintain a 'beginner's mind' on topics that otherwise would fly past us on our day to day activities. Reading it is the equivalent of catching your breath after a long run up a flight of stairs.
The work that I do allows me to come into contact with different types of companies in terms of products and organization. It is a point of pride for me to learn about the clients' business, their interests, goals, and particularly, their ways of working.
My clients find me when there is a need for structure and organization in their digital efforts. They've likely already had consultants telling them to put money on every channel, particularly social, and watch the results 'roll in' into the future. There's of course Google and Bing, and, depending on the type of product and customer, Instagram and some of the other, less well-known networks.
Their efforts look coherent, but they are not. Most of the time, once you look into them, you see that their messaging is 'off' in some networks and 'on' in others, while the timing of the messaging has fallen apart under pressure to keep up artificially urgent schedules.
I've learned that one of the most important messages my clients give me is that the stuff they've been doing does not seem to be working the way they thought it would and that they do not understand why this is the case.
This is the main reason why, when I engage with a new organization, I have some questions that need to be answered to make the engagement worthwhile for the client. Particularly as to what's been tried in the past and whether it has worked.
Sometimes, clients will tell me that they've already spent all their budget on this or that network effort and that it did not render any results worth looking into. Usually, the Network is to be blamed for the failure.
In those cases, it is helpful to look back and understand precisely what the client sees as 'unworthy' about the effort, and perhaps learn from the first attempt at attacking a particular network. A good post-mortem for a campaign is a way to open everyone's eyes as to what a success will look like in the future.
I like to guide those efforts with management and with the relevant members of the organization.
My clients find that those discussions open the way to more structure, improved marketing within their limited resources and that the work that we do together improves their odds of success.
And those are some of the things that get me out of bed in the morning and keep me interested in working with multiple organizations.
Just replace the world 'pinball' with the words 'digital marketing' as you listen to the people describe their experience. I am sure you'll be able to relate to the discussion. I enjoy explaining digital approaches to business challenges as clearly as this video talks about pinball. Enjoy.
Understanding Customer Loyalty as Confirmation Bias
A business can understand customer loyalty as a manifestation of the positive side of Confirmation Bias. This bias is inherent in people's mental model, and is the tendency to interpret new evidence as confirmation of one's existing beliefs or theories.
“The human understanding when it has once adopted an opinion draws all things else to support and agree with it. And though there be a greater number and weight of instances to be found on the other side, yet these it either neglects and despises, or else by some distinction sets aside and rejects.”
— Francis Bacon
You can think of confirmation bias in a negative manner, as a way to prevent you from understanding the world correctly by blinding you to a proper understanding of the evidence in front of you. And you would be correct to look at it in this way. In the real world of contradictory ideologies,
Confirmation Bias is the mental approach that allows two people with opposing views on a topic to see the same evidence and come away feeling validated by it. Unchecked, it can create a dangerous thought bubble that isolates and destroys your ability to relate to the world.
In the context of this conversation, however, we are looking at the positive side of Confirmation Bias. (The technical term for this use of Confirmation Bias is Apophenia).
Looking at the Shapes of Clouds and Mountains
Confirmation Bias has a positive aspect to it. It has to do with patterns and reassurance. The mind is designed to seek patterns in the world and it will create and sustain them automatically, often from evidence that does not support such patterns. For example, people who see figures in the shapes of clouds are using a form of confirmation bias to ‘trim’ what they see to belong to a category of things they know about (sheep or cows or whatever object is on their minds at the time). The trimming process removes whatever elements in their mind would interfere with the creation and maintenance of this mental image. The ‘mental trimming process’ is reinforced via confirmation bias to make the image become clear in their minds, even though it does not exist in the real world.
In the case of looking at the shape of clouds, this is a very mild process and does not involve confrontation. Someone else may disagree with an individual about the shape they see in a cloud, but this will likely not become cause for a duel to the death. However, It is possible for one person to transfer to another person the ability to see the same object in a cloud by telling them about it in a cooperative manner. By describing the shape of the cloud in terms of the elements of the object desired, one person can ‘make’ the other person see what they believe they see in the clouds.
The same process also happens when viewing the shapes of some mountains. People describe shapes and can transfer this description to another person’s view of the same mountain so they both ‘see’ the same thing, even though it is clear ‘the thing’ they are looking at is not really a part of the mountain (or the cloud) in the least.
Triggering Confirmation Bias To Create Customer Loyalty
To apply Confirmation Bias within a customer centric Digital Investment Plan, a business can add a ‘crazy’ element to their marketing approach. By committing a potential and/or existing customer to perform this ‘crazy’ action, the business triggers Confirmation Bias, as the individual will be naturally driven to justify their action to others.
The elements of the Digital Investment Plan come into play to create and maintain the justification details that a customer can use to confirm their beliefs about the action they have performed.
The trigger for confirmation bias can be a story told about the product and its details, or a story about how the product fits in the customer’s world. In other words, the trigger can be a real thing or a story that organizes the world into a shape that helps explain a little part of the world.
Depending on the type of customers in the business target audience, the elements may be 'crazy' or they can be as simple as a higher price than average to trigger a justification discussion.
By designing the Digital Investment Plan from the start to include these triggering elements, a business can run effective campaigns to create confirmation bias driven discussions between customers and non-customers, establishing a high probability of getting loyal customers to stick with the product while at the same time having them advocate the product (in the same way that people share their description of the shape of a cloud) with others.
Confirmation Bias discussion from Science Daily
Pareidolia: Seeing Faces in Unusual Places
Being Amused by Apophenia
Principles Behind The Digital Customer Investment Approach to Customer Centricity
The term Digital Customer Investment (DCI) separates its concepts and objectives from more commonly used concepts like Digital Operations, or Digital Marketing, or Digital Solutions. Any of those phrases carries with it a strong direct transactional intention that bleeds into the activities defined for Digital Customers. This pre-defined intention can act as a prison preventing innovative thinking in digital customer investment. To open a perspective to different approaches that are customer-centric in nature, I have defined digital customer investment along the following principles:
A properly applied Digital Customer Investment Marketing plan will support most of these principles from the start and use them as the basis for the creation of the messaging, measurement and implementation of the plan.
See if this sounds familiar:
Going forward, we need to drill down into the customer priorities and engage a deep dive into our big data storage. This action will attack the issues we have found in customer satisfaction, which have not been addressed by our previous representatives. Our stakeholders are concerned about the lack of action in this matter, and want everyone to have a clear idea of the end of play situation we want to create, as well as the leverage we can bring upon the customer to deliver the new numbers that our growth planning requires. Fortunately, our thought leadership research group has come up with a set of actionable ideas that allows all of us to get in the tent and get a group aha effect going, so we are all clear on the end result we are trying to obtain, as quickly as possible.
Once you catch your breath after reading the paragraph above, you may appreciate the importance of verbal clarity when it comes to creating a plan to improve customer value recognition inside a business.
This is why the Digital Customer Investment Plan is called precisely that. It has a purpose that is easy to understand. It does not take a lot of energy on the part of a team to 'get' the objectives the plan provides and the methodology it uses. It should be self-evident. This accessibility, once the plan is created and agreed upon, allows the team to spend its energy focused on the things that matter, and not in getting into endless meetings to discuss 'what it all means' and 'what we are trying to do.'
Organizations that are small or medium sized may find this transition simpler because their focus on the customer may be more accessible to them, with fewer layers to work with and fewer years of history 'of how things are done around here' to work through.
Recognizing customer value may seem obvious, but it can become fragmented because individual areas of the organization view customer value through their own internal lenses. Accounting may view customer value in one way, while sales views a customer in a different, sales-related way, and of course, marketing views the customer in its own particular way.
Over time, this fragmentation sets in and prevents a clear view of the customer as someone who does not attend all the meetings and does not understand the internal history behind this or that decision. This is one way that organizations lose touch with their customer base.
Once this behavior sets in and is organizationally valid, the interests of the customer become secondary to the interests of the individual departmental groups laying claim to the 'real' value of the customer.
The integrated Digital Customer Investment Plan is designed to avoid these issues before they become chronic.
Daniel Loebl is an experienced Marketer focused on expanding the recognition of customer value inside a business and keeps a 'beginner's' mind approach to business problems.