What's in a Name?

Your name speaks volumes about your brand's personality.

Brand names can be descriptive ("Toys 'R' Us"), abstract ("Aloxi") or evocative ("Uber").

Rational brand names ("IBM") appeal to our inner accountant. 

But brand names can also pack emotional punch—positive or negative—as wordsmith Nancy Friedman says.

Friedman lumps emotionally charged names into six categories:

Old words. The right Anglo-Saxon, Anglo-Norman or Norse word "makes us feel warm and welcomed," Friedman says. "Kindle" is an example. "Many successful brand names draw on this old-word resonance to soften a new idea."

Sense words. "Sight, sound, smell, touch and taste are direct routes to an emotional response," Friedman says. "Bevel," for example, names a brand of men's shaving supplies.

Nature words. A name plucked from nature "inspires and soothes, challenges and restores." "Sequoia" names a venture capital firm.

Art words. The language of the arts "can remind us of pleasurable, even transcendent experiences." "Allegra" is a prime example.

Adventure words. Pirate a word from an adventure tale and you'll stir feelings of excitement and exoticism. "Mandalay Bay" is an example.

Personal names. Real and fictional people's names can evoke "friendliness and reassurance." "Lynda" names an e-learning company.

Consider your band name carefully, but don't tear out your hair over the choice.

Remember the words of W.C. Fields: “It ain't what they call you, it's what you answer to.”

Other People’s Audiences

Gary Slack provided today's post. He is chief experience officer of Slack and Company, LLC, a leading global B2B marketing strategy and services provider based in Chicago.

"OPA" is often what a Greek restaurant waiter will shout when lighting up a plate of saganaki.

For me these days, OPA means "Other People's Audiences."

I've borrowed the term a bit from Jeffrey Hayzlett, who talks about using OPM (Other People's Money) to do really efficient marketing.

As much as we encourage clients to create their own media platforms—and publish great original content on them—the reality is most B2B marketers will reach and influence far greater numbers of customers, prospects and influencers by tapping and leveraging OPA.

In fact, too many B2B marketers, in our opinion, have it backward.

While they should be investing in and experimenting with their own media platforms, they often are over-investing time and money here and under-investing in getting their messages across through OPA.

What do I mean by Other People's Audiences? It includes:

• Guest columns or posts in widely followed external blogs
• Commentary posted on discussion boards at relevant B2B news and media sites
• Commentary posted on online B2B community sites and LinkedIn Groups
• Quotes folded into news and feature stories
• Media interviews
• External speaking engagements, panels

If some of the above bullets sound like PR, it's intended.

How do you identify the right OPA? It's really pretty easy—or at least straightforward.

You investigate and audit where large numbers of the people you want to reach, influence and motivate—at any stage of the buy cycle—are congregating and spending their time both online and offline.

Actually, it's pretty classic media pathway and channel analysis —the stuff you should be doing anyway in building integrated marketing communications (IMC) plans.

Some B2B marketers have built huge audiences for their own media. Adobe is one. Even so, they still tap OPA big time.

But most B2B marketers aren't where Adobe is, and they should consider redoubling their efforts to better tap OPA.

And have some delicious saganaki while at it!

Storytelling Takes Sources

When it isn't how-to, most marketing content you encounter is pure myth, uniformed and unsubstantiated.

Myth-making isn't storytelling.

Storytelling takes sources, and sources must be cultivated.

In The Art and Craft of Feature Writing, Bill Blundell, former editor at The Wall Street Journal, chides the journalist who fails to cultivate sources.

"Like so many others, he has been counting on plucking ideas out of the air through some kind of immaculate conception," Blundell says.

"But this is backward thinking. He should be using his best-informed and most cooperative sources to help him originate those ideas."

Sources not only spur story ideas, but supply the facts that bring stories to life—even when those facts aren't brought to bear.

When novelist John O'Hara decided the main character in Appointment in Samarra would asphyxiate himself, O'Hara spared no effort to cultivate sources.

"When I wrote Appointment in Samarra," he told a friend, "I established a dummy garage business, took my papers to a guy I know who is a v.p. at General Motors (who wanted to know when the hell I had run a garage), and he in turn passed me on to a fellow at the Automobile Chamber of Commerce. Not much of that appears in the book, but everything that does appear is accurate and sound. I also boned up on toxicology with the late Yandell Henderson so that the carbon monoxide suicide would be all right."

Hard facts and direct illustrations from life "hammer stories into the reader's memory," Bill Blundell says.

How far do you go to gather them? 

Or are you satisfied just to make myths?

Do Donors Love Facts?

Dragnet's Joe Friday nabbed a lot of criminals sticking with "Just the facts."

But do facts help fundraisers capture donors?

Jeff Brooks asks the question in Future Fundraising Now:

"Is there someone on your organization's staff (or board) who wants you to turn down the emotional content of your fundraising because they believe emotion is dishonest or manipulative? 

"Do they tell you to 'stick with the facts' because making the rational case with facts and numbers is the only honorable way to motivate people to donate?"

The answer: it depends.

Large donors love facts, small ones don't, as a recent Yale University study shows:

"Altruistic donors are more driven by the actual impact of their donation, and thus information to reinforce or enhance perceived impacts will drive higher donations. 

"On the other hand, for warm glow donors, information on impacts may actually deter giving by distracting the letter recipient from the emotionally powerful messages that typically trigger warm glow and instead put forward a more deliberative, analytical appeal which simply does not work for such individuals."

Customer Retention: Not My Job

B2B marketers spend 60% of their budgets to land customers, but only 30% to keep them, according to a recent study by Demand Metric.

The imbalance shouldn't surprise you.

It costs more to attract new customers.

But you might be surprised to learn more than half (55%) of B2B marketers spend little to nothing to keep customers.

And three in four think keeping customers "is not my job" (instead, it's the job of sales or customer support).

The disconnect handicaps all B2B companies, no matter the business model.

For those with “subscription” business models, the value of a customer is realized in installments, so profits depend on keeping customers.

In others, that value is realized after multiple, independent and relatively small purchases, so profits also depend on keeping customers.

HAT TIP: Kudos to Ann Ramsey for suggesting this post.