Edited from The Washington Post article by Gene Weingarten

He emerged from the metro station at the L’Enfant Plaza Station and positioned himself against a wall beside a trash basket. By most measures, he was nondescript: a youngish white man in jeans, a long-sleeved T-shirt and a Washington Nationals baseball cap. From a small case, he removed a violin. Placing the open case at his feet, he shrewdly threw in a few dollars and pocket change as seed money, swiveled it to face pedestrian traffic, and began to play.

It was 7:51 a.m. on a Friday in the middle of rush hour. In the next 43 minutes, as the violinist performed six classical pieces, 1,097 people passed by. Each passerby had a quick choice to make, one familiar to commuters in any urban area where the occasional street performer is part of the cityscape.

Three minutes went by before something happened. A middle-aged man altered his gait for a split second, turning his head to notice that there seemed to be some guy playing music. Yes, the man kept walking, but it was something. A half-minute later, Bell got his first donation. A woman threw in a buck and scooted off. It was not until six minutes into the performance that someone actually stood against a wall, and listened.

After 10 minutes, a 3-year old boy stopped but his mother tugged him along hurriedly. The kid stopped to look at the violinist again, but the mother pushed hard and the child continued to walk, turning his head all the time. This action was repeated by several other children. Every parent, without exception, forced their children to move on quickly.

No one knew it, but the fiddler standing against a bare wall outside the Metro in an indoor arcade at the top of the escalators was one of the finest classical musicians in the world, playing some of the most elegant music ever written on one of the most valuable violins ever made. His name was Joshua Bell and his performance was arranged by The Washington Post as an experiment in context, perception and priorities.

Just days before he appeared at the Metro station, Bell had filled the house at Boston’s stately Symphony Hall, where merely pretty good seats went for $100. The Stradivari violin he played at the metro station has been estimated to be worth $3.5 million.

The questions raised: in an ordinary place at an unbefitting hour, do we recognize beauty? Do we pause to appreciate it? Do we appreciate talent in an unexpected context?

In the fields of marketing and advertising, many studies have been conducted to analyze how context affects overall perception of quality. Weingarten’s findings are a great example of what PeakBiety is all about: the power of perception®.

The results of the Joshua Bell experiment aren’t too surprising to us. The nature of a presentation is closely linked with how it will be perceived. A client’s product or service could be the best available, but without relevant strategy, a strong branding platform and appropriate marketing—the product or service could be easily overlooked.

PeakBiety welcomes art interns, Triston Thomas and Maria Boutzoukas, this fall.

Triston Thomas attends The Art Institute of Tampa and is majoring in Graphic Design. He describes himself as “a passionate designer with knowledge of editorial, packaging, and branding design, one of humble temperament, and having an unmatched enthusiasm for creating new things.”

Maria Boutzoukas is a student at the International Academy of Design and Technology. Born and raised in Clearwater, FL, Maria enjoys expressing her creativity in many ways—including graphic design, photography and DJing. Maria is also very active in the community, and has designed logos and T-shirts for a variety of organizations.

In the latest issue of Marketing News, Josh Bernoff (VP, Forrester Research and coauthor of Groundswell: Winning in a World Transformed by Social Technologies) asks the question—Is Your Agency Relationship Past Its Expiration Date? He says it’s time for marketers to rethink your agency’s role, and then rethink your own.

Based on a new Forrester report titled “The Future of Agency Relationships”, his premise is that in a stable media era, agencies can specialize. As a result, many marketers have a silo-driven approach to their agency relationships—an advertising or creative agency, an interactive agency, a direct marketing agency, a PR agency, etc. While this approach creates additional effort for brand continuity oversight and often some internal squabbling, it is the price you pay for getting the best experts in each discipline.

According to Forrester Research, that approach works fine for a world where channels are relatively stable, campaigns have a beginning and an end, and customers respond to messages pushed at them. But that stability no longer exists. The number of channels continues to explode – today its Twitter and phone apps, but what will you need tomorrow? As word of mouth becomes more important and push marketing less effective, marketers will need a consistent, long-term relationship with an agency model that is more adaptive and understands the need to think more broadly than the current specialization model provides.

The new Forrester study concludes that with the rise of social media and digital proliferation, we are entering an Adaptive Marketing era. In this era, mass media is no longer the foundation of marketing communication, and will force a change in the expectations of what marketing agencies can and should deliver. Marketers will need agency partners that are more agile, can build long-term relationships with active customers and communities, and can use data to drive real-time decisions. The key needs marketers will require from their agencies are ideas, interaction and intelligence.

Agencies must think about ideas that not only build the brand, but will work across every appropriate platform. Instead of creating an idea and leaving it to the silos to plan and implement, creativity has to be collaborative so that all possible communications get considered at once. And as customers change, marketers and their agency must change along with them.

Agencies must develop a framework for a new level of interaction with customers. Agencies have always been good at outbound messages, but have not played a similar role with inbound interactions. Smart agencies will need to adapt their approach in order to listen to online discussions, identify and connect marketers with their online social community, and build brand experiences that allow for interaction.

Finally, agencies must find ways to monitor and assimilate customer intelligence from multiple channels and be flexible enough to respond quickly to this information. Marketers and their agencies will need a more comprehensive view of quantitative and qualitative information and insights in order to react in real time and across channels to maximize efficiency. The resultant need for even more data than marketers currently have will require a shared role in evaluating and recommending strategies and tactics.

The Forrester report predicts that these changes will have consequences for both parties. Specialty agencies will need to rethink the depth and breadth of their service offering if they expect to meet this new level of need based on ideas, interaction and intelligence. As interactive channels multiply and interactivity and the intelligence it generates become more available, metrics like gross rating points and clicks may go away in favor of more esoteric measurements like energized customers and share of influence.

At the same time, marketers will need to reconsider their own role and a new level of marketing collaboration with their agencies and this will surely require a re-evaluation of the current compensation model. Forrester predicts that successful marketers will need to focus more on long term relationships and on speedy, adaptive actions that take advantage of the fluid nature of consumer attitudes and responses. And if agencies continue to only deliver silo-based expertise rather than ideas, interaction and intelligence, they will soon be replaced by a new agency form that meets this need.

What do you think? Are you satisfied with your current agency service offering, or does this new model sound more appealing to you?

—From the Sound Marketing blog of the Pugent Sound Chapter of the American Marketing Association

Part 5 of 5

Too often today, corporate marketing will look to “specialists” to solve problems. A design firm may be hired for logo development, a website company will be hired for an online presence, television may end up getting station-produced, and the list goes on. The risk with this approach is mainly waste and inconsistency. And too often, messages lack both strategy and integration. As a result, the organization finds itself having spent a lot of money only to end up with misdirected and mediocre communications.

How does this happen? Sometimes the problem is lack of or conflicting strategies. Without a clear, concise and written strategy that applies to all communications, efforts will flounder, be ineffective and could even send conflicting messages. Strategy is essential in developing a competitive position. It will provide a summation of the impression that you’re trying to leave your audience. It also provides good direction but doesn’t demand that you go only one specific executional route.

Working with a written strategy is also an important discipline because it requires the intense study of: product/service benefits, target market needs/wants and competitive positions in order to seek a solid foundation for creating difference. And importantly, it should be looked upon as a long-term document. What do you want your target audience to believe about your product/service after years of advertising?

Integration is important because a planned process will ensure that all brand contacts received by your customers or prospects are relevant and consistent over time. An integrated approach will consider every imaginable way your organization will interact with the audience. It may be traditional or non-traditional media, and it may be online or offline.

Not only is integration important to advertising messages, it extends to sales, customer service, direct marketing, social media and public relations. Integration becomes a unified force. If different companies and departments are working separately—independent of one another—the potential for brand alignment greatly decreases.

Traditional advertising agencies were once considered to be true marketing partners (a term that has since been beat to death and misused). Better agencies were involved in high level marketing strategy, new product development, market research, package design, media planning and buying, collateral material (yes… even that stuff), promotional programs and, oh yes, advertising that worked. In short, the agency was viewed as a business-building partner and expected to bring ideas to the table that could make a difference regardless of the medium. To achieve that, agencies had to have the marketing capability and passion to understand the client’s business as well as examine trends.

So, how does all this apply to marketing for the healthcare industry? Healthcare needs to be viewed as a unique business model. Not only is it complex, highly competitive and constantly changing, the virtues of a healthcare organization must be completely understood to be accurately reflected. And healthcare decisions for the consumer involve so many propositions on so many different levels—from the quality, to the value, to the emotional connection.

When searching for an agency, rather than seek out “specialists” in services, find an agency that has a proven track record in healthcare marketing communications. You may just find that broad range of services you need under one roof. And finding an agency that has a broad base of clients, not only in the healthcare industry, will help avoid a myopic view on communication solutions.

Part 4 of 5

Despite a down economy, online advertising in 2009 saw steady growth according to a survey conducted by PricewaterhouseCoopers published in April 2010. “Search revenue accounted for 47 percent of 2009 revenues, up from the 45 percent reported in 2008. Display advertising also showed solid growth, accounting for 35 percent of 2009 revenue up from 33 percent in 2008. Digital video, which is a component of display advertising, increased 38 percent from 2008 to 2009.” (PWC 2010) But along with this phenomenal growth come phenomenal complexities.

Following and targeting consumers online is challenging in the healthcare industry. Consumers commonly search for information on heathcare sites such as WebMD. However, they are also increasingly turning to user-generated health content such as blogs, chat groups and physician and hospital rankings. Many user-generated sites contain health information that is incorrect or misleading.

Behavioral targeting becomes useful to track information about an individual’s web-browsing behavior by identifying pages visited and searches made. Select ads can then be specifically targeted to the individual and placed on reputable sites.

Further, retargeting offers a powerful tool to reach a consumer by displaying multiple impressions of the same ad to the same user, based on behavior. For example: a newly diagnosed patient comes home from the doctor and searches for “diabetes treatments.” After browsing through a few sites, the patient moves on to another site such as the New York Times to read the news. At this point, an ad for the diabetes treatment product (from the previous site visited) will appear.

According to a recent study by the Network Advertising Initiative, conversion rates for retargeted ads are 6.8% compared to 2.8% for non-targeted ads (NAI 2010). However, privacy is an issue.
In a post earlier this week, “Consumers Go Online For Healthcare Answers,” we discussed the growing trend of consumers becoming increasingly proactive online, with some not wishing to publicly identify with certain healthcare brands or social networks. Other consumers may be concerned about privacy online, and choose not to participate in the various health communities available.

While some consumer advocacy groups have expressed concern over behaviorally targeted ads, others point out that it is simply a means of displaying relevant content to users. Users are tracked via cookies on their computers, and no names or other personal information is collected. Additionally, most ad platforms don’t allow users to be targeted based on anything they have read relating to mental or sexual health.

So far, the FDA has been silent on the issue of guidelines for online advertising, referring questions to longstanding policies governing traditional forms of advertising and promotion. Pharmaceutical companies, in particular, are struggling with how to incorporate fair balance information into their online endeavors.

“Consumers’ demand is clear. We want the best health information possible to live healthier lives,” said John Bell, a Word of Mouth Marketing Association board member. “Thirty-six percent of people who gathered information about a health condition online subsequently spoke to their doctors as a result, and 21% made a change to their lifestyle because of the information they found. That information comes from professional health sources, healthcare companies and our peers. We need to protect consumers while making it easier for health care companies to use digital and social media to serve their patients and customers better.”

Sources:
PricewaterhouseCoopers. “IAB Internet Advertising Revenue Report.” Interactive Advertising Bureau (IAB) April 2010

Smith, Kristen. “Word of Mouth Marketing Association Urges FDA to Provide Social Media Guidelines for Health Care and Pharma Companies.” Word of Mouth Marketing Association 9 March 2010.

Part 3 of 5

Security risks, privacy concerns, possible HIPAA violations… its easy to see why health care organizations might be frightened by social media. Then, there are those who just wonder if it is all a waste of time and resources.

In spite of these concerns, the number of hospitals and healthcare entities with an online social media presence is growing by leaps and bounds. In May 2010, an estimated 730 hospitals had social media accounts—compared to 370 eight months ago. Chris Boyer, Senior Manager of Digital Communications at Inova Health Systems says, “Social media is a way to develop mindshare. People don’t think about hospitals until they need one. Social media efforts get them to start caring and helps to build trust and to develop a personal relationship.” (Seegert 2010)

The rise of so-called “e-Patients” creates many opportunities for engagement. e-Patients are defined as those “who are equipped, enabled, empowered and engaged in their health and health care decisions” (Sharp 2010). E-Patients believe informed self-care is the starting point for good health, and want to be actively involved with doctors and medical centers in shaping health information and services. Many e-Patients are recording their medical conditions online in an effort to track and self-diagnose themselves, within online medical communities such as patientslikeme.com or curetogether.com.

“Social media is here to stay in health care, but it will evolve quickly.” says John Sharp, manager of Research Informatics in the Department of Quantitative Health Sciences at the Cleveland Clinic in Ohio. He believes that patient engagement will continue to characterize this change. Customer service, community outreach, education, public relations, crisis communications, recruitment, brand monitoring and service recovery are just a few of the areas that can be addressed by a social media campaign.

The North Shore LIJ Health System (NSLIJ), one of the country’s largest healthcare providers, has had great success using social media to drive fundraising. Donors can text pledges to the foundation via cell phone, or click through from inspirational YouTube videos. Marisa Fedele, associate director of communications for NSLIJ, says her only regret is not integrating social media into the mix sooner.

The bottom line? There are a lot of patients out there looking for information and an opportunity to connect with their health care organizations. Reaching out to them will not only improve communication, it will help build trust and brand recognition. Just make sure you have a social media plan in place to guide the content and quality of information published under your brand’s name, and integrate the effort with other more traditional media for consistent communication.

Sources:
Sharp, John. “Social Media in Health Care: Barriers and Future Trends.” iHealthBeat. 6 May 2010.

Seegert, Liz. “Hospitals gain community mindshare through social media.” ThinkSocial 11 May 2010.

Part 2 of 5

Consumers of all ages are becoming increasingly proactive online when it comes to getting answers about their health. This includes choosing doctors, treatments and healthcare facilities. A study by the Pew Internet Project found that 75-80% of internet users have looked online for health information, and that the internet is ranked second only to physicians when it comes to gathering trustworthy information about health-related topics (Fox 2008).

An even more recent study shows that 40% of hospital or urgent-care center patients report that social media influenced their healthcare choices, with the percentage jumping to over 50% in the 25-34 age bracket (Marketing Charts 2009).

A Nielsen study found that 39% of patients already use an online support group to discuss medications or treatments, and that “the anonymity of the internet affords a comfort level that encourages individuals to share details about their symptoms, treatment history, experiences with their doctors, the efficacy and side effects of medication, the impact of their condition on their own lives and more.” (Davies 2008)

However, depending on the nature and seriousness of various conditions, consumers may not wish to publicly identify with the brand on social networks such as Twitter or Facebook. To counteract stigma, some healthcare brands, such as GlaxoSmithKline’s weight loss product, Alli, have overcome stigma by creating their own community where consumers congregate, share personal stories and milestones.

Hospitals can facilitate consumer engagement by offering services and interactivity through their Web sites. A good example is Community Memorial Hospital in Menomonee Fall, WI. Their home page offerings include an “Ask Our Nurse” service, a baby gallery, a way to send patients e-cards, and a direct link to CarePages.

Some hospitals now post emergency room wait times online as a way to manage patients’ expectations for non life-threatening situations. Such is the case at Liking Memorial Hospital in Newark as reported in April, 2010. According to the chief executive officer of the hospital this effort not only helps the hospital be more transparent, “making this information available was another step in making the community see how we’re doing and how we’re taking care of them as a hospital system.” (Hoholik 2010)

Overall, creating a strong healthcare brand presence online can be challenging. A successful online initiative should integrate carefully with the overall brand strategy and offer new ways of listening, interacting and engaging with consumers. Gaining attention in the crowded electronic field takes special creativity in order to stand out.

Sources:
Fox, Susannah. “The Engaged E-patient Population.” PewInternet.org 26 Aug. 2008.

Hoholik, Suzanne. “Hosptial in Newark posts ER wait time on Web site.” The Columbus Dispatch 3 April 2010.

Part 1 of 5

In today’s tough economic climate, the wellness of a healthcare organization’s brand is more critical than ever. This can mainly be attributed to the complex and highly competitive nature of the industry. Awareness with strong identity and messaging are a good start. But aside from basic marketing, successful branding goes a lot further. It must start from inside a healthcare organization’s core. At its soul. From that point, everything that the organization does—from brand promise, to advertising, to employees working as brand ambassadors—complete brand alignment is essential. Why?

In the 2010 Edelman Trust Barometer: An Annual Global Opinion Leaders Study, trust and credibility in brands exceeded all other corporate attributes. Where else is trust more important than in healthcare? Healthcare decisions are emotional. Personal. Sometimes it’s a matter of life and death. You may wonder, well, where does a brand come in? Brands sound like toothpaste or toilet paper. But that’s also the similarity. Studies show that people are most loyal to brands that are most personal. Brands that you feel, that you touch. Things that comfort you and make you feel better. This is where healthcare needs to see itself today.

So where does an organization start? A brand assessment is a good place. Not unlike a SWOP analysis, a brand assessment will uncover brand strengths, weaknesses, opportunities and threats. However, it goes much deeper than that. With the right research, an effective brand assessment will help your organization uncover desired goals within the organization and contrast those with patient perceptions. The right discovery work will identify what makes your organization different from your competitors. From that key information, branding communication tools with creative signals are developed.

Once communication tools are in place, the following steps are helpful to the implementation process:

1. Launch the brand strategically. Explain to staff why branding is so essential. Take measures to ensure employee pride and ownership. Employee perceptions trickle down to patients. Customers can sense when there is lack of transparency and empathy. It is crucial for a holistic brand framework to be implemented consistently with genuine care for patients.

2. Make sure your organization is well-informed and consistent with the use of the brand’s identity. Provide detailed brand guidelines. After the launch, continue employee brand education with attention-getting, motivating and inspiring reminders.

3. Consider that your brand and the mediums by which you communicate are ever-evolving. Identify and implement on-gong measurement. Continually reinforce your brand infrastructure. Be consistent in messaging but stay fluid with changing technology.

4. Develop a social media plan to disseminate your brand message and stay connected to your customers. We’ll be talking more about social media on Wednesday.

Over time, strong branding will reap very tangible rewards. We know that people will pay more for a brand name than a generic alternative. This is especially true when it comes to one’s healthcare. People trust brands because of what those brands represent. Whatever the brand distinction in the eyes of consumers, a branded healthcare organization is worth more than a non-branded one. Successful branding will give an organization a big advantage over its competitors. Making a promise known to customers, then living up to it, is key.

Sources:

Edelman, Richard. “2010 Edelman Trust Barometer Executive Summary.” Edelman.com. 2010. 8 June 2010  http://www.scribd.com/full/26268655?access_key=key-1ovbgbpawooot3hnsz3u

As new technologies offer exciting ways to influence audiences, it is increasingly important to communicate a consistent brand value across multiple-media platforms.

PeakBiety has been utilizing the power of perception® to maximize brand values for more than 20 years. We work hard to be a business-building partner by bringing ideas to the table that work across whatever channels are right for the brand. In this spirit, we’d like to highlight some of our newer services that can powerfully extend your brand communications.

Eblast Campaigns
Email campaigns are a cost-effective way to keep in touch with customers and prospects. We handle everything from project planning to creative concepts, to design, to copywriting. We’ll even execute delivery working with email marketing software, manage databases, schedule programs and track results.

Case Study: Numara
After a complete branding of the Numara Software company, we were asked to help promote their newest version of Track-It,® a help desk and asset management solution. What made Track-It® different? It provided optimal customization for multi-users’ functions within an organization. So, we developed an Eblast campaign highlighting the idea of a personalized solution by contrasting two completely different users with different needs. Our client’s product is the most widely installed help desk and asset management solution in the world.

Interactive Media & Flash
Flash and interactive presentations can help bring your product or service to life with audience involvement as well as animation, motion and sound. We strategize, concept, storyboard and script presentations. We also execute and produce the media using a host of software applications such as Flash, After Effects and Camtasia—all with extendibility in mind to get the most out of your budget.

Case Study: Persystent

Persystent Software, a company making business-level PC recovery software, sought to significantly improve awareness of its unique products. They wanted to communicate how they help PC users remain productive and work ready at all times—whether on or off a network. After alternative creative concepts were developed and tested, a “graphic novel” execution was selected. Among other pieces of a larger campaign, this animated flash banner was developed for Persystent’s homepage to quickly communicate the product benefits in a dramatic and engaging way, and direct viewers to download a demo. Inquiries elevated to record levels.

Online Media Planning & Buying
With limited ad budgets, relevant and targeted advertising is essential. We’ve taken our 20 years of media-buying savvy and adapted to the online world, developing efficient and effective plans utilizing new technologies. Our experience with geotargeting and retargeting has provided proven results.

Case Study: Florida-Friendly Landscaping Program™

The Florida-Friendly Landscaping Program™ educates the public about best practices to conserve and protect water resources. After a season of unprecedented freezes, they wanted to reach homeowners in Hillsborough, Pasco and Pinellas counties with information about cold-tolerant plants and methods of replanting which reduce the need for water, fertilizer and pesticides. We geographically and behaviorally targeted Web banners to reach homeowners in a three-county area, interested in gardening and landscaping. Over a two-month period, the landing page logged almost 3,000 unique hits, with approximately 24% of them resulting from click-throughs on the banner ads.

Search Engine Marketing
Also known as SEM, this form of internet marketing promotes Web sites by increasing visibility within search engine results. The many forms of SEM include paid placement, contextual advertising, paid inclusion and search engine optimization (SEO).

Case Study: TECO

Tampa Electric works hard to balance growing demands for electricity with environmental responsibility. For their new Energy PlannerSM program, we developed a campaign encouraging customers to save energy, lower the cost of electric bills and help the environment. Web banners ran on multiple local sites including TBO.com and TampaBay.com. Geographic targeting was used to reach only those consumers in the Tampa Electric service area. Recently, a search engine marketing component was added to reach consumers expressing an interest in greening their homes or lowering their electric bills. From April through May, 2010, Tampa Electric benefited from an amazing 1.3% clickthrough rate which is well above the accepted national average of 0.02-0.04%.

Social Media Development
A social media campaign, like any medium, needs a clearly defined strategy in sync with the overall brand strategy. What you are trying to accomplish—sales, awareness, discussion or even goodwill—will determine which social networks make sense and how to utilize them. Twitter, Facebook, LinkedIn, YouTube, and blogs can build consumer dialogue and promote a brand or product message.

Case Study: Cancer Research Alliance

Home to nine Nobel Prize winners, Cancer Research Alliance (CRA) member centers have a long history of groundbreaking achievements in cancer research. PeakBiety developed a cause marketing campaign around the theme, “The infinite power of one.” An integrated campaign involving email marketing, Web banner ads, radio spots and a Web-aired video explained that if everyone gave just one dollar and pasted the message on to their friends, cancer research would be pushed ahead. In addition to giving a dollar, donors were invited to add their photos to a cure mosaic on the site to “change the face of cancer”. Within weeks, the site went viral as word spread through social networks about being part of such a worthy cause.

Web Design
Our strategic process of developing Web sites starts with identifying goals, audiences, and brand considerations. Once objectives are defined, we develop architecture, write copy, design graphics, create layouts and orchestrate programming. Our Web sites come with built-in search engine optimization features.

Case Study: Tampa Bay Water

Tampa Bay Water develops and delivers high-quality drinking water for the region. Having produced several effective annual reports for them, they knew we had a good understanding of their business. They needed a Web site that would allow them to communicate to the public their mission, as well as new projects and developments. The site, TampaBayWater.org, is now ranked in the top 24% of all Web sites for traffic by Alexa (a service that measures traffic for millions of sites on the Internet), and has an excellent score of 91 from grader.com.

Web Banners & Videos
Banner ads are the most common form of Web advertising and can be very effective when targeted appropriately. Video content enhances Web banners with more graphic content and special effects. And once produced, video content can be cost-effectively repurposed for a multitude of uses.

Case Study: Florida-Friendly Landscaping Program™

To educate homeowners on how to manage landscape recovery efforts after extreme cold weather, the Florida-Friendly Landscaping Program™ needed a turn-key communication program. In response, we developed an integrated marketing campaign including direct mail, newspaper, Web banners and a landing page, RightPlant.org. The theme, “Rethink before you replant” carried throughout. Utilizing video in the banners helped capture viewer attention and drive traffic to the landing page for more information. Over a two-month period, the landing page logged almost 3,000 unique hits, with approximately 24% of them resulting from click-throughs on the banner ads.

by Amy Phillips

The American Advertising Federation (AAF) welcomed Sally Hogshead, author of Fascinate and Radical Careering, as a guest speaker at the 2010 AAF Fourth District Annual Conference in Tampa on April 30th, 2010. As members of AAF Tampa Bay, we attended. The presentation and workshop following explored the subject of “fascination” and how it pertains to advertising messages that persuade and captivate.

Sally’s new book, Fascinate: Your 7 Triggers to Persuasion and Captivation delves into how fascination works in the battle for consumer attention. According to her theory, the seven triggers to fascinate are: power, lust, mystique, prestige, alarm, vice and trust. The book describes these triggers and how they can be activated for a desired response. The author’s thesis is that many of the choices consumers make are not choices at all. She writes, “Our best friends and favorite foods, our pets and pet peeves, all are contingent upon the seven triggers.” She proposes, “We’re in control far less than we fancy ourselves to be, because our behavior is being pulled by seven unseen strings.”

Although an awful lot has been written on the psychology of marketing and related subjects—Seth Godin’s Linchpin, the Heath brothers Made to Stick, as well as several by Malcolm Gladwell to name a few good ones—Sally’s personable, humorous approach and disarming openness stands out. In an industry dominated by men, it’s great to see a woman making her mark as a leader in the field.

Overall, the new book, Fascinate, gives a fresh perspective to the traditional AIDA formula by examining how attention, interest and desire take hold in today’s sensory overload of cluttered advertising messages. What she presents is really an in-depth extension of long-held and practiced beliefs about effective messaging. Connect with people in real, emotional and personal ways, and you will win them over (i.e. fascinate them).

Speaker and author, Sally Hogshead is a brand innovation consultant having worked with clients that include Nike, MINI Cooper, Aflac, Cole Haan, Target, Coca-Cola and Godiva. Her accomplishments and insights have been profiled by The New York Times, NBC, ABC, CBS and MSNBC. She’s been described by the press as “intrepid” and an “advertising mastermind.” A sought-after speaker, Sally leads keynotes for companies such as Starbucks and Microsoft, as well as innovation sessions around the world. She spent 2006 touring the country as a motivational speaker for CareerBuilder.com.

PeakBiety is proud to support the Raymond James Gasparilla Festival of the Arts, one of the nation’s premier fine art and craft festivals. The agency designed the official festival poster and T-shirts incorporating commissioned art by long-time participating festival artists, Larry and Sherry Paulsen of City Art Market.

Through PeakBiety’s creative direction, the art depicts the Festival at the Curtis Hixon Waterfront Park, downtown Tampa and incorporates such important Tampa landmarks as the Tampa Theatre, the new Glazer Children’s Museum and the new Tampa Museum of Art.

The juried show, awarding $75,000 in prize money, returned to its riverside roots on March 6th and 7th, 2010. The festival featured exceptional art from established and emerging artists, live musical entertainment and hands-on art activities for children. Perfect weather and the newly redesigned park location next to Tampa’s brand-spanking-new art museum helped make the show a tremendous success.

By Donette Arcos, Media Director

With limited ad budgets, relevant and targeted advertising becomes essential.

Geotargeting
Geographic and demographic targeting on the internet serves web ads based on location, age, sex, income, education level, etc. This allows any size company to target a message to a tighter geography surrounding its location. It can also allow a company with an erratic footprint or service area to focus on sending a message to specific areas/zip codes it services. This affords an advertiser the luxury of building some frequency of message to a specific target audience, delivering a better ROI. An important note to remember is that many people work at a different location than they live and the bulk of internet traffic happens during the work day.

Retargeting
Retargeting is a form of internet targeted advertising by which online advertising is delivered to consumers based on their prior internet actions which did not result in a sale or conversion.

Retargeting is based on where the user “was.” Ads then follow users to subsequent sites to reinforce message, bring a user back or make a new offer.

Example: Kathy recently visited the Walmart website. With retargeting, Walmart ads follow Kathy to increase her likelihood of purchasing from Walmart.

Most likely, a company has spent marketing dollars to get a customer to their site in the first place, so the term retargeting is derived from the concept of marketing to them again.

Some studies suggest that a company needs to have seven different “contacts” with a customer (on average) before they make a purchase. Retargeting allows a company to continue its marketing conversation with a customer after leaving the website.

For more details, contact Donette Arcos, Media Director, at info@peakbiety.com.