Government contractors and technology vendors selling to government agencies are still trying to size up the policies of the new Trump White House and what they will mean for the products and services they sell to government. But the change in Administration does not change the fact that reaching government decision makers requires more creative marketing campaigns than ever before.

Your B2G competitors are not confining themselves to traditional marketing tactics such as press releases, white papers and trade show booths. Here are 4 campaigns they are executing that is delivering a leg up on the competition.

Innovative go-to-market campaigns. What questions are your target decision makers trying to answer when they search for technology solutions, whether it’s for cyber, data analytics, cloud or mobile? Bluetext recently developed and delivered a comprehensive branding and go-to-market campaign for a cyber security leader focused around the concept of their hunting solution. The campaign included images of cyber practitioners and executives asking a series of critical questions indicating a need for the client’s proactive approach to cybersecurity hunting – with the objective of locking in on customer pain points through the questions they might ask when searching for solutions.

Virtual reality can lead to real government contracts. For all of the noise surrounding virtual reality in the consumer market, it has emerged as an effective platform for storytelling with technology companies targeting decision makers in the government and enterprise markets. Bluetext’s founders have been pioneers in emerging technology and user experience for nearly 20 years, crafting stories and experiences that resonate with the conceptual target and solve real business challenges. With client Varonis, virtual reality enabled their marketing team to navigate a complex customer landscape and to share the Varonis story and product to a wider audience using innovative technology. The Varonis Digital Briefing Center launched at a big conference many of their existing and prospective customers attended, and enabled Varonis to scale their demos concurrently by 6x, differentiate in a global trade show, and drive traffic to their booth.

Digital briefing centers continue to mature. Budgets remain a challenge for the public sector, which impacts the ability of government contractors and technology vendors to get their products and services in front of decision makers. Digital briefing centers ensure prospective customers have access to a similar experience as they would if they were interacting with the vendor in-person at the corporate offices or potentially a conference/trade show environment. For client CSC, Bluetext built a Digital Briefing Center virtual experience where clients and CSC’s entire ecosystem could come to learn about CSC’s key technology conversations across its target verticals.

Bluetext designed a virtual office building where each floor represents a specific vertical industry, and visitors learned about CSC’s key solutions and experience across cloud computing, big data, applications, cyber security, and mobility. While not specific to the government market, it is indicative of how “stickier” digital experiences are reshaping how existing and prospective customers interact with content.

3D and interactive experiences for leaders. To drive user engagement and leads, forward-thinking B2G companies are looking beyond white papers and webinars and towards immersive user experiences. Bluetext client NJVC was looking for a powerful new message as well as an immersive experience to engage and inform its global audience. Bluetext delivered a cutting-edge user experience that merged 3-D interactive design with thought leadership content marketing.

With 1,300 IT professionals deployed globally supporting 200+ sites on six continents, NJVC is the partner of choice for federal agencies, commercial clients and large and small businesses. The NJVC experience is integrated into a responsive Mission CrITical campaign microsite designed to enable users to easily access the content that best aligns with their needs. Bluetext also recently collaborated with XO Communications to develop a 3D “Etherverse” experience placed prominently in the site to drive user engagement and leads.

When it comes to marketing and communications, government contractors and public sector IT providers face a set of unique challenges. For one, the customer base of Federal, state and local decision makers responsible for purchasing technology products and services – ranging from CIOs and CTOs to program managers, IT managers and procurement officers –represents a finite group that can be difficult to reach.

Compounding this predicament is the fact that government contractors must not only market their brand, product and services to these decision makers, but also time these marketing efforts strategically. This means building awareness far enough in advance of a contract award, and then sustaining marketing and PR efforts throughout what can be a multi-year process from pre-RFP to the contract award – and even beyond due to potential contract protests, delays and budgetary obstacles.

Marketing to agency decision makers is just one piece of the puzzle. For small to mid-sized contractors, marketing and public relations efforts must often extend to larger prime contractors in order to ensure these lesser-known firms are on the radar when Primes are assembling teams to pursue contracts. Large contractors, for their part, must also market needs and capabilities to smaller partners that might hold an elusive product/service, market expertise, status or agency relationship.

We have assembled 6 ways that forward-thinking contractors and IT providers can grow their business and contract opportunities by looking beyond traditional marketing, advertising and public relations tactics.

Leverage B2G responsive landing pages

Responsive design is a critical website approach for providing customers with a seamless experience across all device sizes. With a responsive website, government contractors and IT providers can be in front of buyers at every step of their online journey. A user viewing a website on the go via a mobile device can have the same powerful experience as when sitting in their office.

Responsive websites provide continuity between different viewing contexts, remaining completely agnostic to the type of device used and the size of the screen the user has. Responsive websites also rank higher in search engines’ rankings, as Google recommends responsive web design because having a single URL for desktop and mobile sites makes it easier for Google to discover content and for Google’s algorithms – which are constantly changing – to assign indexing properties to content.

It was the need for a responsive website that brought GovDelivery, which enables public sector organizations to connect with more people and to get those people to act, to Bluetext.

As the number one referrer of traffic to hundreds of government websites, including IRS.gov, SBA.gov, FEMA.gov, IN.gov, and BART.gov, the GovDelivery Communications Cloud is an enterprise-class, cloud-based platform that allows government organizations to create and send billions of messages to more than 60 million people around the world. Bluetext was hired by GovDelivery to help them reach public sector organizations that can benefit with tremendous cost savings while reaching more people, automating complex communications and driving mission value through deeper engagement with the public.

For this responsive design project, Bluetext conceived and designed a responsive landing page with an infographic demonstrating the benefits of using GovDelivery for government agencies as the centerpiece of the campaign. We also developed a responsive email template and infographic poster to be used across many marketing channels.

Extend reach and share budget with B2G partner campaigns

While going it alone from a marketing and public relations perspective provides a company with more control over a campaign, it also can be costly and restrict the reach and impact that could otherwise be achieved by aligning in an innovative way with industry partners.

Bluetext has worked on numerous occasions with industry partners that align around a specific campaign targeting government decision makers. Govplace, a leading enterprise IT solutions provider exclusively to the public sector, turned to Bluetext to develop FedInnovation, a destination designed to help government agency executives get the latest information on current technology challenges and solutions for big data, cloud, security, mobility and storage. Developed in conjunction with leading technology providers including Dell, Intel Security and VMWare, it includes exclusive content, videos, blogs, and real-time social feeds.

FedInnovation combines relevant, fresh content, complementary offers, and financial resources to deliver an educational platform to drive awareness and leads for Govplace across its target market. The development of platforms is a continued focus for Bluetext as we look to conceptualize, design and develop creative solutions that deliver measurable business impact for our clients. It is increasingly clear that customers of our clients demand unique experiences with premium content delivered in an easy to consume manner.

Another partner campaign targeting U.S. public sector executed by Bluetext was FutureAgency.com, a digital content experience effort on behalf of McAfee and Intel that depicted virtually a “future government agency.” For this project, Bluetext created a virtual experience around client subject matter experts in an effort to present content for government decision makers in a more engaging fashion. Rather than static white papers and marketing slicks that often go unread or unfinished, Bluetext created an experience whereby avatars of actual company thought leaders were created, and they delivered presentations on topics in a virtual conference environment. The clients found length and quality of site visitor engagement superior to that of traditional white papers and similar content.

Create compelling B2G digital experiences to reach decision makers

The web has become a go-to resource for decision makers to research products and services prior to purchase. Product sheets, white papers and other pieces of online collateral can be useful supporting resources for government decision makers, but will hardly help contractors stand out in a crowded marketplace.

Recognizing this, government contractors and IT providers are creating more dynamic, immersive digital experiences that can more effectively engage target constituencies and impact the decision making process. Additionally, these experiences are molded to be as valuable as any in-person interaction site visitors would have with products and services.

A recent Bluetext project showcases a forward-thinking technology provider, CSC, which was seeking to ensure prospective customers could have a similar experience as they would if they were physically at CSC’s corporate headquarters.

Bluetext designed and built CSC’s Digital Briefing Center, a virtual experience where clients and CSC’s entire ecosystem can come to learn about CSC’s key technology conversations across its target verticals.

Bluetext designed a virtual office building where each floor represents a specific vertical industry, and visitors can learn about CSC’s key solutions and experience across cloud computing, big data, applications, cyber security, and mobility. While not specific to the government market, it is indicative of how “stickier” digital experiences are reshaping how existing and prospective customers interact with content.

Highlight customer innovation

No matter how large or well-known a government contractor/Federal IT provider is, gaining approval from an agency to speak publicly about a technology project is often mission impossible. Agencies must be careful not to appear to endorse a specific vendor in public comments or a press release quote, and even when project leaders are amenable, the process often grinds to a halt with the more conservative public affairs officers.

As such, vendors often have their hands tied on how to showcase a successful project so that other agencies – or even other decision makers within the same agency – will take notice. An approach that can bear more fruit involves shining the spotlight on an agency leader or the agency itself through awards and speaking opportunities.

Multiple editorial publications and associations hold annual award programs that showcase outstanding IT projects and agency leaders at the federal, state and local government level. Agencies tend to be more open to sharing an IT story through an award because it demonstrates innovation and can assist with employee morale and retention.

Beyond award programs, there is also significant benefit in generating media coverage and awareness of state & local customer projects. These agency customers tend to be more amenable to participating in public relations campaigns, and the drawing attention to these projects can demonstrate capabilities to prospective Federal customers as well.

Develop targeted B2G campaign to pursue a specific contract

As contractors and IT providers know all too well, winning an agency contract requires a very different sales cycle than a small business user signing up online for Dropbox or a similar “as-a-Service” software offering.

At some level, there will always be marketing activities designed to reach decision-makers across multiple civilian or military agencies – and in some cases both segments. These external efforts may involve communicating product capabilities, service chops, or the expertise of the contractor’s team. But in today’s hyper-competitive market for agency contracts, developing innovative, targeted campaigns in pursuit of a specific contract or that are designed to reach decision makers at a particular agency, can make the difference between a game-changing contract win and a devastating loss.

Bluetext is increasingly tasked to partner with contractors in developing innovative branding and outreach campaigns around a specific contract pursuit. In early 2014, L-3 Communications, in partnership with Harris Corporation, hired Bluetext to help them pursue the Air Force’s $1B Satellite Control Network (AFSCN) Modifications, Maintenance & Operations (CAMMO) Contract.

Bluetext worked with the L-3/Harris Capture teams to develop a campaign strategy that would position them as a Prime by highlighting the many advantages they bring to the table. The overarching campaign theme Bluetext developed is:

“The Power of Partnership, From Vision to Reality”

The creative strategy of this project began with the core concept of the ad, “from vision to reality.” The left side of the ad is a wireframe representing the vision with the right side representing its reality. After the wireframe of the satellite was created, it was overlaid on top of the red diagonal to create a striking visual element to draw attention to the campaign. The first series of ads were placed in high visibility areas inside of Colorado Springs Airport, a key travel hub for Air Force brass. The media plan for the campaign also includes online, print and OOH media placed strategically to maximize reach and frequency throughout the entire contract RFP and award lifecycle.

Focus on agency challenge, not yourself

Dramatic changes in staffing and mission of government IT media outlets means that the days of getting a product reviewed or corporate profile written are for the most part a thing of the past. As such, contracts and IT providers must get far more creative when it comes to communicating capabilities.

Government IT press don’t want to hear about products. They want to hear about trends and challenges sweeping through agencies, and how contractors and IT providers are developing solutions to solve those challenges.

This was the backdrop for a media strategy Bluetext architected for Adobe Government. Over the past few years, government-wide budget cuts have been swift and relatively unsparing in their impact on agency in-person conferences and training events. This presented a significant challenge for agencies seeking to maintain the collaboration and education benefits these events delivered.

The challenge dovetailed with Adobe’s web conferencing solution Adobe Connect, which was seeing a rise in demand in the public sector due to pullbacks in physical, in-person conferences. Bluetext built a PR campaign around this angle that included a pair of thought leadership articles (one targeting the broad federal IT community and one targeting military decision makers), generating multiple articles around this topic in key federal, state and local media outlets, including:

Federal Computer Week – Budget cuts push conferences online

Washington Technology – Budget cuts, scandal fuel videoconferencing boom

Federal Computer Week – Could virtual meetings replace conferences in sequestration age?

Defense News – Communicating in an era of canceled conferences

Federal Computer Week – Defense Connect Online hits milestone

State Tech – Mobile Video Conferencing Powers Collaboration on the Go

Federal Computer Week – DOD connects online to cut travel

Government Executive/NextGov – Agencies are saving millions with virtual events

Federal Computer Week – Cutting costs with virtual conferencing

Reaching and impacting government decision makers requires government contractors and IT providers to push beyond the status quo and engage with partners able to help develop and deliver innovative campaigns to grow their business and increase contract opportunities.

As an agency that works with a number of cyber security clients, the General Data Protection Regulation (GDPR) has been on Bluetext’s radar for quite some time. The GDPR, which goes into effect May 25^th, 2018 regulates how companies must protect the personal data of European Union citizens.

The impending deadline is not lost on U.S. multinational corporations that touch EU citizens/consumers in any way, but most of the angst has been confined to those responsible for corporate compliance, IT and security. But GDPR is highly relevant to marketers and advertisers, who must start preparing now to ensure compliance. And the stakes are enormous: fines for non-compliance could be as high as 4% of a company’s global revenues! I’m no math whiz, but any executive responsible for that kind of fine can start looking for a new job now.

Whether or not marketers will be yelling Mayday! on the May deadline day roughly eight months from now will in many ways come down to becoming fully educated on the intent of GDPR when it comes to customer data privacy, its requirements, and how to convert the compliance challenge into an opportunity.

Organizations, not just CMOs, have some ways to go towards GDPR compliance. Gartner estimated earlier this year that more than half of companies affected by the GDPR will not be in full compliance with its requirements on deadline day. In commenting on this prediction, Bart Willemsen, research director at Gartner, counters the notion that this is only an issue in the European Union.

“The GDPR will affect not only EU-based organizations, but many data controllers and processors outside the EU as well. Threats of hefty fines, as well as the increasingly empowered position of individual data subjects tilt the business case for compliance and should cause decision makers to re-evaluate measures to safely process personal data.”

For marketers specifically, the confidence level in being prepared for the GDPR is similarly low…and dropping. As of May, only 54% of businesses expected to be compliant by the deadline, per a Direct Marketing Association (DMA) survey – down from 68% when the survey was conducted just three months prior. In fact, nearly a quarter of companies had not even started preparing for GDPR, even though the law was first announced in 2012.

The challenge for CMOs will be dictated by how much transparency they need to build into their marketing processes – particularly as it relates to how customer data is handled. The less transparent, the heavier the lift it will be to not only comply with GDPR, but demonstrate this compliance. Ultimately, a core tenet of GDPR – providing citizens with “ownership of their data” and right to erase their data – runs counter to the desire by brands to deliver a superior, customized experience by retaining and analyzing as much data as possible.

Clear guidance will help alleviate those concerns for marketers and others impacted by the legislation. GDPR directs companies to keep data as long as it is necessary. How marketers define what is necessary may be different than how it is defined by citizens and EU lawmakers

At the same time, some marketers are struggling to understand if efforts to be more transparent will come back to bite them. At a Direct Marketing Association (DMA) event this past May, chairman Mark Runacus pondered whether the Information Commissioner’s Office (ICO) would “penalize those who are trying to be open, honest and transparent.”

DIGIDAY has one of the better summaries of what marketers and advertisers need to start paying attention to now. A few takeaways from GDPR the author focuses on include:

• The definition of personal data has been broadened to include online identifiers such as IP addresses and cookies. This could cause problems for digital marketing, given cookies are not gathered with an individual’s consent.
• Under the GDPR, advertisers must get explicit and informed consent from EU residents. This means no more of the so-called “clickwrap” forms, those lengthy contracts that millions of people sign off on without reading each day. Instead, brands must find a way to get user consent, devoid of pre-checked boxes, or attempt to get implied consent.
• The GDPR won’t just affect organizations across Europe. Any business anywhere with personal data from EU residents must abide by the reforms.
• Marketers will need to take greater responsibility when processing personal data, and ensuring that the manner in which consent was acquired from customers in the database is GDPR compliant.

Within these challenges lies an opportunity for marketers to become more transparent stewards of customer data, improve data privacy and security, and build a more trusted relationship with the customer. It won’t be easy, but starting GDPR compliance now – if you haven’t already – is critical.

Looking for a strategic marketing and communications agency?  Contact us!

In scanning the marketing headlines this past week, it is clear to me a theme is emerging about how CMOs are viewing their evolving role and the need to think business first, and marketing second.

So what does that mean exactly? For HP CMO Antonio Lucio, it means that, “if you want a seat at the top table you need to demonstrate that your efforts are not just about building your brand but about building your business, otherwise you don’t matter.” Lucio was answering a question about the changing role of the CMO at an event hosted by The Economist at the Cannes Lions Festival.

I love that quote; it is a nod to a more holistic view of how CMOs and marketers can strengthen and even expand its purview beyond marketing and advertising. In many ways the CMO must take a business-first rather than a brand-first approach to ensure a seat at the management table. For Lucio, his job as CMO has four separate roles: “chief brand officer, driving capability as chief personal officer of the marketing function, working with other departments “to get shit done” as chief alignment officer and chief storyteller “ensuring everything is aligned to the brand”. Lucio is making the point that the easy road for CMOs to take is the shortest one that builds the brand but fails to take into account how the broader business is impacted.

At the Cannes Lions Festival event, fellow speaker Syl Saller, CMO of Diageo, further supported this perspective by adding that CMOs are always tempted to pursue short term thinking at the expense of a longer-term perspective that includes a “strong vision of the future”.

In a separate article by CNBC.com writer Lucy Handley, Lucio’s comments at the event were once again highlighted: “”The CMO needs to be a business person and a marketer second. If you don’t have a seat at the business table, you really don’t matter. (You must) demonstrate that your efforts are not only building the brand but are building the business.”

CMOs have seen a number of factors disrupt their organizational roles and purviews in recent years, ranging from data analytics tools enabling more precise decision making to the increasingly digital customer journey. All of this does impact how CMOs communicate the brand to target audiences, but also offers an even greater opportunity to positively impact the long-term prospects of the business. In fact Forbes, which recently released its 2017 list of the world’s most influential chief marketing officers, noted that business impact was a key filter in ranking top CMOs this year.

As CMOs “increasingly assume responsibility for driving not just brand but business growth, they have an unprecedented opportunity to affect revenue and customer experience,” notes the Forbes summary. As a result, they’re not only gaining influence within their companies and with top management and boards; they’re “becoming more visible and accessible corporate leaders outside of their organizations,” in part through their “personal brands.”

If you are a CMO ready for a business-first approach to taking your brand to the next level, Bluetext would love to be your digital partner. Give us a holler at bluetext.com/contact

The lunch options surrounding our offices are, shall we say, limited. Perhaps this is one reason the line for Sweetgreen during peak lunch hours can run a solid twenty-minute wait. Diners, myself included, wait until we are ready to eat lunch to get the salad, hence the long line. Now what prevents me, or anyone else for that matter, from running out to get my salad at 11am, when the place is completely empty?

It’s a salad after all. I can stick it in the fridge and eat it whenever I want. One could ask the same question about how we purchase clothes at stores (which old-timers like myself still do). Around this time of year when stores are pushing summer clothes, the sale racks are filled with heavily discounted fall and winter wear – probably the same winter clothes you paid double or triple for just a few months ago. But no matter how enticing the sale, we often bypass the out-of-season sale items in favor of what we will wear in the here and now.

Both of these examples came to mind as I started thinking about how businesses market their products and services to – whether its b2b, b2g or b2c. You not only have to hit prospective new customers you want to convert and existing customers you want to upsell with the right message, but it has to be the right message at the right time. The right time, as is the case with winter clothes on sale as summer begins, often comes down to when prospects and customers are in the frame of mind to be thinking about your product or service. Catch them too early and they will get distracted and move on; catch them too late and, well, that’s self-explanatory I suppose.

This challenge becomes more difficult for marketers trying to blanket a large number of customers and prospects. The ability to personalize the message and the timing is why more marketers are increasingly intrigued by Account-based marketing (ABM). With ABM you concentrate efforts on a very defined set of target accounts within a market, and then utilize campaigns personalized down to the single account level.

Marketing automation leaders are also looking at ABM to round out their services portfolio. Recently inbound marketing and sales leader HubSpot invested in ABM startup Terminus as part of a $10.3 million Series B round. In its blog explaining motivation for the investment, HubSpot talks about the fact that while inbound marketing is valuable for targeting an individual throughout the purchase process and beyond, ABM is useful when there is a need to build a relationship with multiple stakeholders at once. When done right HubSpot notes, ABM is about “precision and personalization not brute force.”

If you are a CMO thinking holistically about marketing to b2b, b2c and b2g customers, Account- based marketing has earned some mindshare. Altera Group research finds that 97% of marketers surveyed said that ABM has a somewhat higher or much higher ROI than other marketing initiatives. And in its 2016 State of ABM study, market research firm SiriusDecisions found 70% of B2B companies are beginning to build ABM programs, while 87% of participants said ABM is extremely or very important to their marketing efforts.

Marketo recently highlighted five key benefits of ABM, and I think they’ve hit the nail on the head:

1. Clear ROI – Effective ABM drives clear business results. In fact, compared to other marketing initiatives, the 2014 ITSMA Account-Based Marketing Survey found that “ABM delivers the highest Return on Investment of any B2B marketing strategy or tactic.”
2. Reduced Resource Waste – Because ABM is so targeted, it allows marketers to focus their resources efficiently and run marketing programs that are specifically optimized for target accounts.
3. It’s Personal and Optimized – ABM entails personalizing your messaging and communications to specific accounts so that your campaigns resonate with these target audiences. Targeted customers are more likely to engage with content that is geared specifically to them, and is relevant to their business and stage in the buyer journey.
4. Tracking Goals & Measurement is Clear – When you’re analyzing the effectiveness of campaigns, whether email, ads, web, or events, it’s easier to draw clear conclusions, because you look at a smaller set of target accounts instead of a vast set of metrics.
5. Sales Alignment is Easier – ABM is perhaps one of the most efficient ways to align sales and marketing. This is primarily due to the fact that the marketer running an ABM program operates with a mindset very similar to sales—thinking in terms of accounts and how to target them, bring them to the table, and generate revenue from them.

Account-based marketing can help you reach the right prospect and customer with the right message at the right time. It’s 10am, so I’d love to tell you that I’m off to go buy my salad while no one is in line but…

Have a marketing or communications challenge?  Contact us.  We can help!

Throughout my career on the agency and in-house side of public relations and marketing, I’ve come across all kinds of agency founders and leaders. Some operate at the 10,000-foot level, focused on cultivating new business, shaping the agency brand and building a strong team. Strategic leaders, some would say, though every leader has to be strategic at some level or they won’t be a leader for very long.

These leaders spend very little time deep-diving into the space their clients operate in or understanding the products, services, technologies clients deliver versus those of competitors. Others have been more technical and hands-on; they attend client conferences and have built reputations as domain experts – while also happening to run agencies. Finally, you have hybrid leaders that fall somewhere in between and arguably make up the largest percentage.

To say one category of leaders is better than the others is too simplistic of an evaluation, as several variables factor into the equation such as: the makeup of the team these leaders have built, the personality and skillsets of the leaders themselves, and the enthusiasm each leader has for spending time on various aspects of the business.

This all came to mind after reading a recent article on the exploding volume of marketing technology (martech) tools available to CMOs, and how marketers are trying to manage them. The article points to a chiefmartech estimate that there were nearly 4,000 martech solutions available in 2016 – double the previous year and a number that will surely grow in 2017. And if you look at the top martech categories it is easy to see why the number of solutions is on the rise. The Walker Sands State of Marketing Technology 2017 survey of more than 300 professional marketers identifies social media marketing, email marketing, ad tech, analytics and content marketing as the five hottest martech categories for 2017 – each with its own solution set that CMOs must evaluate on a regular basis.

General Manager & CMO for Microsoft USA Grad Conn pointed out that martech tools have the attention of marketers increasingly charged with revenue responsibilities and needing a way to measure ROI on budget spend.

Conn notes that, “CMOs tended to be somewhat powerless in generating revenue so what you are seeing is CMOs investing in marketing technology to drive control and management of these levers so they can deliver revenue [and] keep their jobs.” So the opportunity exists for marketers to leverage these tools in a tangible way, but Conn cautions, “a lot of CMOs are being pushed into the technology space in a way that they are not comfortable with.”

And in this case, the difference between success and failure may come down to how willing CMOs are to come down from the 10,000-foot level I mentioned earlier, and get their hands dirty. For Conn, CMOs are handing off too much of the martech execution to vendors or in-house staff, thus making martech decisions without understanding how to run marketing technology. Conn states it bluntly: “It’s not a bad idea to get your hands dirty – a lot of marketers like to be strategic but it’s also not a bad idea to go and run some ads yourself. Go and see what the interface is like [otherwise] how will you have any perspective on how to leverage it.”

The ability of CMOs to strike the right balance connects to their organization’s broader digital transformation efforts. Conn likens the effort to the constant state of learning that top doctors and lawyers exist in – professions where these individuals can’t stop self-educating once they’ve attained positions of leadership. The process must continue indefinitely, and learning how various martech tools work is a big part of that. In fact, given the pace of martech innovation, one could argue there is an even greater need for CMOs to always be learning in order to stay at the top of their industry.

The lack of CMO comfort with martech that Conn speaks will only grow over time. The farther CMOs fall behind the learning curve, the harder it will be to generate revenues at a time when marketers are increasingly being asked to do so.

It has been years, maybe decades, since one person has consistently dominated the news cycle for such an extended period of time as is the case right now with President Donald Trump. South By Southwest, which is currently underway, used to be about the tech startups…and the music…and the films…and the parties. And in some ways it still is about all of those things, but there is no denying that politics is the pervasive theme running through panels and speeches this year.

SXSW 2017 is a microcosm for the broader media conversation right now, which has major ramifications for PR and marketing professionals seeking to cut through the noise – or become a part of it. No matter if your client is a technology provider, non-profit, government contractor or retailer brand, the Trump-dominated news cycle is sucking everything else into it with Death Star-like ferocity.

Outlets that typically have a broader coverage mandate – such as CNBC, Fortune, and BusinessWeek – have re-oriented around the broad Trump effect and thus narrowing opportunities for coverage outside of this theme. For PR professionals, this poses a challenge: how to maintain a steady drumbeat of press impact for clients when the slice of air time or ink is shrinking, while at the same time navigating the thorniness of commenting on political matters.

Pick your spots

There have been multiple examples the past few months of executives taking a strong public stand – on both sides of the election outcome – with wildly varied results. If an executive is passionate about making a public statement, PR counsel must analyze all the potential outcomes, what is to be gained or lost, and advise on where a positive impact can be achieved.

Everything is a corporate statement

We’ve all see the popular disclaimer: “The views expressed by this author do not reflect the views of…” There is technically a difference between making a personal statement and a corporate statement, but at the end of the day it is not a true separation of church and state. If customers and citizens don’t like an executive’s political statement, some will focus their ire directly on the individual, but others will look to hit where it will hurt the most: the bottom line. Whether it’s boycotts or social media campaigns, executives weighing into political conversations must understand the business risks.

Power – and comfort – in numbers

There can be power in numbers, and when like-minded organizations come together to make a political statement the impact can prove more significant and lasting. At the same time, executives may feel more comfortable as part of a broader industry effort – either leading it or simply as a participant. As part of a group, executives may lose their ability to fully control the message, but they may be more comfortable with a collaborative effort that leaves them less exposed at a personal level.

While the aforementioned tips are useful for clients open to entering the political fray, most clients will have no interest in doing so – which means that agencies must get resourceful and creative. One PR flack recently noted a reporter’s response when pitching a client to him: “I’m up to my eyeballs in Trump, so not right now.” And this was not even a political reporter. So what’s unusual is not that politics is dominating a news cycle, but how long this domination has endured. This is going to require additional research on what reporters are writing on to try and find any possible entrée to media coverage. It’s going to demand more creativity to think beyond what has traditionally worked in the past. It’s going to require more nimbleness to react quickly to breaking news that may offer an opportunity to weigh in.

The bottom line is that PR professionals can’t operate in a vacuum, tone-deaf to current events. Whether its constructing a panel for SXSW or future events that you know will lean towards politically-angled topics, or pitching story angles to reporters that may have an editorial mandate to connect their beat (be it tech, fashion, manufacturing, etc.) to various political policy decisions or changes in the law.

Well…given the polarizing nature of the 2016 presidential election, it’s a fair bet that families will spend as much time on Thanksgiving “talking turkey” as they will devouring it. The phrase “talking turkey” has an interesting history, with some tracing it back to colonial times to describe when colonists and Indians would barter over wild turkeys.

Since then, the phrase has been primarily associated with stating something frankly and matter-of-factly. I’m sure there will be plenty of frank comments at the Thanksgiving dinner table about how a Donald Trump presidency will impact the stock market. The energy sector. Foreign relations. The economy. How about the cupcake industry? Ok, so Red Velvet cupcake sales will probably not be materially affected by a new president, but you get my point: When a seismic news event occurs, an avalanche of commentary soon follows on how, in this case, a Trump presidency will impact every nook and cranny of society.

Rather than speculate in those areas, the focus of this post will be to view Trump’s victory through a publicity lens. Is there a “teachable moment” for the marketing and public relations industry given the uniqueness of how Trump used his brand and marketed himself? What does his victory say about the value of the estimated millions upon millions of dollars in “free” earned media coverage national and local media lavished upon him for several months, reducing his need to spend on traditional TV, radio, print and online advertising?

Depending on which way you bend politically, each person will no doubt have their own opinion on why Trump won. Either way, ad and marketing agencies across the country are re-evaluating what they know and thought they knew about consumers in the wake of the election results. An article in today’s Wall Street Journal cites how ad giant McCann Worldgroup assembled top execs to dissect what Trump’s victory means from an advertising perspective. The broader article theme postulates on whether brands have overlooked the same rural voters who fell under the big data and polling radar to propel Trump in key battleground states.

The uniqueness of the presidential campaign offers some insights for marketing, advertising and PR agencies wondering if consumer behavior will match voter behavior in the coming months and years.

Modesty doesn’t always sell

Imagining how and why Trump’s message resonated with so many people harkens me to a person watching infomercials at 3am. Deep down, you know that the BackMassage 3000 can’t possibly cure your back pain in five minutes or less, but its three o’clock in the goddamn morning. You’re tired, and everything else you’ve tried hasn’t worked, so why not give it a chance?

Trump as a brand was not modest about what he thought he could accomplish during the campaign, and the results suggest many voters responded favorably to his ambitious promises. Perhaps some knew deep down that he wasn’t going to be able to deliver on all of it, but like the BackMassage 3000, it sounded bigger and bolder than anything they heard before.

Jargon can obscure the brand promise

As an acronym, keep it simple stupid (KISS) has been applied to endless use cases, from politics to sports to sales. KISS traces back to a U.S. Navy design principle in the 1960s, and has served as a reminder to avoid adding unnecessary complexity. Trump kept his messages very simple; and these messages were either embraced or reviled by voters because the messages were easy to understand. Brands often complicate the product message with jargon that may be technically accurate, but falls flat when it comes to establishing a connection with everyday users.

It pays to be memorable

And then there was one. The Republican party began the 2016 presidential campaign with 17 candidates. My bet is that if voters were asked to describe 1-2 unique ideas that the other candidates had – whether it was Scott Walker, Marco Rubio, Rick Perry or Jeb Bush – they’d be scratching their heads for quite some time.

Think about the commoditization of budget to mid-level hotel chains, who typically offered similar rooms, at similar prices, with similar amenities. How does a traveler pick one over the other? It can often come down to creating some calling card that is memorable. For Hampton Inn, it was the Belgian waffles at the free breakfast buffet. Guests remembered the Belgian Waffles, and returned to Hampton Inn just for the breakfast.

Trump marketed campaign promises that were very, very different from other candidates, which made these promises memorable and, by default, Trump memorable with voters struggling to figure out how each of the 17 candidates was difference from one another.

You can’t build a brand overnight

One of the most overlooked but critical elements of Trump’s success is that he had spent decades building an oversized brand that could be immediately activated for his campaign. This was critical, because while 17 candidates on the GOP sides sounds like a lot, many ran out of time and money to develop brand awareness – not only around who they were but what they represent. For every Jeb Bush and Chris Christie entering the fray with baseline brand awareness, there was a Bobby Jindal, George Pataki, Scott Walker and Jim Gilmore – folks known inside the beltway but certainly not to most Americans. Trump came in with an established brand known to probably most every single voter, and the media fed this brand throughout the campaign with free publicity that negated his need to advertise heavily or introduce himself to voters.

Big data has its limits

Marketers and advertisers are stepped in big data today, but the previously referenced WSJ article makes another good point: Big data may not be telling them everything they need to know, and if this data skips over important source blocks such as rural voters, then it is by default flawed data. Finally, if the data misses key demographic segments, brands might make assumptions about who their customers aspire to be. Rural voters may not aspire to have the latest iPhone that celebrities and athletes use, but may just want reliable phone and data service that can be hard to come by in rural areas.

Will Donald make sales of Red Velvet cupcakes great again? Only time will tell.

As of a few weeks ago, there was an organization on the cusp of doing something it had not done in more than a century. No, I’m not talking about the Chicago Cubs winning its first world series since 1908 – which for a die-hard Cubs fan would be a welcome development.

Earlier this month, IBM appointed Michelle Peluso as its Chief Marketing Officer. A global technology powerhouse adding a marketing executive is typically a news item that causes ripples rather than waves. But this case is different – Ms. Peluso is IBM’s first CMO…ever.

That’s 105 years, folks, without a CMO. While the company has cycled through a handful of logos during that time, the CMO role has remained vacant. Yes, it has had marketing leaders for various business lines, but never someone in this role at the C-suite management team level. As some coverage of the hire has indicated, one motivation for IBM has been a tangible transformation of the CMO role. Marketing budgets are larger, and the expanse of business areas that CMOs touch extend far beyond what they did even just a few years ago.

Rather than routing through IT departments for digital tools, CMOs are owning the acquisition of digital services and software, which has become core to nimble technology brands. In IBM’s statement on the hire, the company indicated that it reflects the, “transformation of marketing – investing in digital skills, using data to deeply understand clients…and build consumer-grade experiences.”

Who IBM hired is as significant as the newly-created role. Peluso formerly served as CEO of Gilt (in addition to a global chief marketing and internet officer position at Citigroup), reinforcing the fact that she will have a seat at the C-Suite table. One reason that CMOs are gaining more respect is that marketing has shifted from a hard-to-measure line item in the budget to a data-driven operation where success can be evaluated with precision. The desire for industry leaders to bring aboard marketing professionals skilled in data analytics explains why 41% of marketing and advertising executives find it “somewhat challenging” or “very challenging” to find skilled professional talent in today’s marketplace, according to a 2016 survey by The Creative Group.

As Spider-Man’s uncle Ben wisely observed, “With great power comes great responsibility.” For CMOs, more power means more responsibility – and accountability.  James Thomas, Chief Marketing Officer at Allocadia, noted earlier this year in IBM Commerce’s own blog that nearly 6 in 10 CMOs say they feel increased pressure from their CEO or board of directors to prove the value of their marketing. Thomas went on to say that as marketers spend more time on digital, analytics and analysis, there is a danger of short-changing creative. Striking the right balance between data-driven marketing operations and strong creative will prove to be a challenge for CMOs in the coming months and years, one we will be monitoring as we deliver digital and traditional marketing campaigns and creative services to our clients.

For more insights for today’s CMOs, download our CMO’s guide to sponsored content:

If you are a CMO or executive at a DC-area organization seeking to hire a digital marketing firm, do you Google search for “Top DC digital marketing firms” or “Top digital marketing firms?” Maybe you don’t use a search engine at all, but that’s a conversation for another day.

The point is that for many organizations, there is significant perceived value in having a marketing agency that is “local” – whether it’s a b2b marketing agency, b2g marketing agency or b2c marketing agency. The true value of engaging with the best “local” marketing firm as opposed to just the best marketing firm period is a more nuanced consideration that depends on the specific needs of your organization. To help with that decision, I’ve assembled five key questions to ask yourself before deciding if your marketing partner should be local:

How much value do you place on face time?

CMOs must be honest with themselves upfront about how important it is to have your marketing agency team available for in-person meetings. This should be a factor in the pre-hire evaluation phase – how big a factor is up to the CMO. It can be practically and economically unreasonable to expect a non-local marketing agency to show up on short notice, but it is also true that getting together in-person can foster improved team chemistry and allow for easier oversight.

How specialized are your marketing requirements?

As is the case with any product or service, the laws of supply and demand apply. If your organization is based in Cleveland, there will certainly be sufficient marketing agencies to choose from. But how niche is your product/service or vertical market you serve? Perhaps you need an agency with experience marketing consumer-facing ride-sharing startups, or software for the healthcare industry. All of the sudden, the list of credible b2b marketing agencies or b2c marketing agencies with this type of experience in Cleveland shrinks. It is a tradeoff for CMOs, and based on your specialized your needs are, a non-local marketing agency may be necessary to provide the expertise your organization requires.

Does your marketing agency need knowledge of the local market?

Your local market, for various reasons, may be critical to initial or long-term growth. One of the reasons that leading technology brands turn to Bluetext for b2g marketing and b2g public relations is that we’ve developed unique expertise understanding what makes this market tic and the messages required to reach and influence decision makers.

That’s just one example though; it could be that your local market is a critical early engine for customer growth, or that you need an agency that has strong relationships with local broadcast, print and online media. Even the most skilled national marketing and pr agencies will require time to ramp up in better understanding some local markets.

Do you have the right technology to manage virtual teams?

If you already work with other vendors that are virtual, then you may have the necessary technologies, tools and processes in place to effectively communicate and mange a virtual marketing agency. These tools range from conferencing and collaboration to messaging, presence, video and project management, and it is important to lock in on a set of tools that can be used across all vendors – rather than continuing to add a patchwork of standalone apps that end up complicating rather than aiding vendor communication.

There is evidence that technology vendors recognize the need for more integration. Our own client BroadSoft delivers truly integrated business communications in response to the avalanche of apps and tools that marketing departments can now choose from.

Consider these factors when deciding if a local digital marketing and public relations agency is the best move for your organization. And to learn more about Bluetext, click here: