Tag : marketing

The New Permission-Based Marketing

Carlton Hoyt 12:34 pm , October 2, 2014

I want to take you on a trip into the future of life science marketing, not because I’m some kind of prophet (I didn’t come up with these ideas, nor did anyone in our industry) but because if the predictions of many marketing futurists come true, and if trends continue, the future will catch you by surprise and it won’t be a pleasant experience. It just could threaten your entire ability to be successful as a marketer.

Before we go into the future, to give us some perspective, let’s take a very quick look at where we are today and how we got here.

How we got here…

Once upon a time there was no internet and everything was print. (Last time I checked, CROs and manufacturers of lab equipment weren’t advertising on TV or the radio, so we can ignore those.) Then there was the internet, and marketers saw that it was good. They could easily reach large audiences at very low incremental costs. There was email marketing and banner advertising, and those were very successful tools for a long time. We could put ourselves directly in front of our target audiences, seemingly at will. Marketers got fat and happy, feeding off the plenty that the internet provided for them.

But customers got tired of interruptions. They responded with spam filters and ad blockers. They became numb to the constant barrage of ads and learned, consciously or not, to tune out the ads that marketers were throwing at them.

Marketers sought to save their valuable channels, and came up with new ways of increasing ROI. The rich media ad was born, as was the native ad. Clickthrough improved, and marketers breathed a collective sigh of relief.

Email was never the same. Marketers couldn’t keep up. Where unsolicited email was once extremely popular, now most marketers use double opt-in lists. List sizes shrunk precipitously.

…and where we’re going

We’re in the midst of the death of unsolicited email marketing and opt-in email marketing is by no means future-proof. Display advertising is threatened as well. What comes after native? Maybe there are more evolutions of display (and / or text) advertising to come, but we can’t just keep filling webpages with junk. The audience – especially our well-educated and knowledgeable audience of scientists, will find a way to take back and protect their valuable attention. So what happens when they do so to an extent that the traditional marketing-by-interruption approaches are no longer effective?

Email and display advertising goes away. You can’t go back to print: we already know that’s not effective, and who actually reads things on pieces of paper anymore? Content marketing is valuable, but that doesn’t solve the problem either – it may help keep the audience’s attention but you still need to get their attention in the first place. Conference attendance is steadily declining and an opportunity that only comes once a year isn’t enough to prop up a marketing program. So what’s left?

Barring new channels being invented between now and then, it leaves search and social media.

The value of search is abundantly clear to most marketers, and while its value increases as it becomes more difficult to reach people through other channels, search won’t necessarily enter a new paradigm because of it.

Social media marketing, on the other hand, changes immensely. Social media essentially becomes your new permission-based marketing. It’s a group of people who you can actively reach out to with your marketing messages. You expand your list disseminating valuable, share-worthy content. The rules and best practices of social media won’t change so much, but its role without your marketing program will transform. That’s why it’s so important to start building your audience now, while you can still pull people to you with advertising.

Growing an audience organically takes a lot of time and effort. Right now you can “cheat” with social advertising, but how long will it be until that becomes ineffective as well? Start growing your audience now and you’ll be prepared for the future of permission-based marketing.

"For social and content strategies that go beyond the norm to create lasting, meaningful value from your audience while positioning your brand to dominate its space, look to BioBM. Best practices aren’t enough for us. We create innovative marketing programs that will change the way your customers perceive and interact with you. Contact us."

Best Practices Aren’t Enough

Carlton Hoyt 1:22 pm , September 11, 2014

Many marketers look to market leaders for examples on what to do. The thinking is: if I can replicate what the largest and most successful incumbents in my market are doing, I’ll be just as successful as they are. While there are times when best practices are useful, there are many times when they are not enough. More often than not, a copycat marketing strategy will not replicate competitors’ success.

There are a number of times when marketing best practices are insufficient. These include (but are certainly not limited to):

When incumbents have a brand advantage that biases customers in favor of your incumbent. All else being equal, if your competitors have a brand advantage they will continue to outcompete you.
When there are a large number of incumbents and no one or two competitors that dominate. You certainly can’t dominate your market by following in the footsteps of other companies who don’t dominate either.
If the product or service you are selling is not sufficiently differentiated from competition. All else being equal, scientists will prefer to stick with what they know.
When the marketing practices of your competitors are misinformed or – for whatever reason – just not that good.

In these instances, you need to go beyond best practices. You have to choose which elements of your marketing program are of the greatest strategic importance and surpass competitors in order to gain advantage and capture market share. But how do you know what to focus on?

The answer should be rooted in two things: customer value, and differentiation. Differentiation is somewhat obvious – we can’t create advantage by doing the same thing as our competitors, so those things cannot be the focus unless you know you can do them substantially better and there would be some barrier to your competitors replicating your success. Unlocking customer value is often far more obscure of a goal. To do so, adopt a customer-centric viewpoint and consider what needs they have that lie beyond the realm of commercial products and services. Uncover needs that are related to your business and your offerings and align with your values, then create branded solutions which address them. (For more information on that topic, see this post.) Once you understand how you can create value for customers that goes beyond products, the possible natures of the delivery of that value will become relatively obvious. (More on value that isn’t intrinsically linked to your products here and here.)

Unless you have a vastly superior product or brand value, best practices can get you no further than your top competitors. To surpass them, become a market leader, and truly dominate your markets, you need to do things differently.

"Best practices only get you as far as your competition, and that’s neither our goal nor the goals of our clients. At BioBM, we strive to create leaders. We strive to transform markets. We strive to dominate competition. … What do you strive to do? Let’s make it happen."

Blog / Marketing Strategy 1:22 pm , September 11, 2014

Shift From a Product Focus

Carlton Hoyt 4:13 pm , August 14, 2014

Most life science companies still have a product focus, and many can get away with it because our industry, along with many other B2B industries, is a bit behind the marketing curve. Many companies place a very high priority on operational efficiency and building better products. Those things are undeniably important, but in many circumstances they’re not sufficient for winning markets anymore. There are plenty of products which were incremental improvements, or even significant improvements, and were offered at equal or lower products than their mainstream competitors but still failed. While there are many ways to fail in marketing a product, one of the largest is marketing a product. (Yes, you read that correctly.)

If You’re Only Marketing Products, You’re Doing It Wrong

Lets think about scientists for a minute. What are their goals? Maybe they’re trying to discover the next big drug. Maybe they’re trying to understand some burning scientific question. Whatever their goals are we can be reasonably certain that they are not to purchase “X” type of product. The need for a product is a low-order need. The experiment that the product will be used in is even a subordinate need to the ultimate goal. The point is that your product is relatively far from the thing that the scientist really cares about. Yet life science companies are trying to create competitive advantage in a manner which is almost entirely product-centric. That doesn’t make any sense.

We’ve seen symptoms of this shift from product to customer for a while. Personalization, for instance, tries to provide value by making the customer’s decision easier. Content marketing, when done well, tries to arm customers with knowledge. Companies are, whether conscious of it or not, being pulled into a more customer-centric viewpoint. But being pulled behind your competitors doesn’t create sustainable competitive advantage.

For a long time, companies looking to innovate would ask themselves “What else can we make and sell?” The question that you need to shift yourself to asking is “How can we provide value to our customers?”

Making the Shift

The most central facet of a customer-centric shift, especially since we are still talking about marketing products, is framing the product according to the needs of the customer. By that, I don’t just mean focusing broadly on customer needs, but rather focusing on specific customer segments’ purchase criteria and your products’ position relative to them. You don’t need to have a better, faster, or smarter product than your competitors. You need to have a product which more closely aligns with the needs of a specific customer. A Tesla is not claiming to be better than a Cadillac. They are simply meant for different audiences, and each segment is loyal to their brand in part because the brand focuses on their particular needs and desires (even if these desires are situational and therefore subject to change).

Think about how you can leverage network effects to your advantage. Most people think about customer data in the light of providing personalized promotions, knowing what company-created content to send to whom, or understanding a users’ purchase history. Get past that. Think about what information your customers have to share with each other and how you can help spread that information. This can be as complex as community-building or as simple as curating customers’ questions. Whatever the implementation, this information creates advantage over those who cannot provide such value. Network effects build on themselves and can be difficult to replicate.

On a non-product level, don’t forget to consider the brand advantages which drive scientists to your products in the long-term. Creating superior experiences for your customers imparts brand advantage for your company that manifest in improved customer acquisition and loyalty.

Innovation doesn’t necessarily mean product innovation, and customers are no longer making purchasing decisions solely based on the features of the product. Product-based advantages are becoming ever more tenuous, and competing effectively and creating sustainable advantage requires shifting focus to the customers. Provide superior value to them based on an understanding of their needs, and you’ll win their business.

"Looking for more effective ways to earn the business of your target scientists? There are plenty of opportunities waiting to be seized. Contact BioBM and we’ll uncover those opportunities and help you execute strategies to capitalize on them, grow your market share, and create sustainable advantage for your life science company. Tell us your challenges."

Blog / Marketing Strategy 4:13 pm , August 14, 2014

Carlton Hoyt to Present at ACP-LS Meeting

biobm 10:46 am , July 23, 2014

The ACP-LS annual meeting is the only time of the year when you can surround yourself with the best minds in marketing and sales of life science tools and services! This year’s meeting will be held on Thursday, September 18th and Friday, September 19th at the Boston Marriott Quincy in Quincy, Massachusetts. As a “Friend of BioBM” you can receive $250 off registration with this link.

BioBM Principal Consultant Carlton Hoyt will be hosting one of the breakout sessions which will wrap up the ACP-LS Annual Meeting on the afternoon of the 19th. This session will focus on developing superior customer experiences and using them to achieve and maintain strategic brand advantages that drive customer preferences in your favor and improve your bottom line.

If you would like to see the meeting agenda, you can do so here: http://www.acp-ls.org/agenda

News 10:46 am , July 23, 2014

New Paper on Decision Engines

biobm 7:11 pm , February 24, 2014

BioBM Consulting has published a new paper which outlines the current problems facing scientists when attempting to make a purchasing decision, the negative impacts this is having on scientists, and how decision engines can be leveraged to create transformational change within life science markets. “How Decision Engines Will Reshape the Life Science Buying Journey” explains why information has become the enemy of purchasers and suppliers alike, explains what decision engines are and how they are already creating disruptive change in other markets, and outlines a general framework for creating decision engines.

All with all BioBM papers, “How Decision Engines Will Reshape the Life Science Buying Journey” is available free of charge to all those in the life science tools & services industry. To learn more about the new report, to preview it, or to request a copy, please visit: https://biobm.com/idea-farm/reports-papers/

News 7:11 pm , February 24, 2014

Small Steps

Carlton Hoyt 11:58 am , December 12, 2013

It’s enticing to try to close every prospect at the first opportunity. You can certainly rationalize doing so – you’re just trying to make the most of every opportunity, ASAP. Attempting to do so, however, can drive away your customers by forcing them to choose before they are ready to buy. While this may seem obvious in theory, life science marketers and salespeople routinely attempt to push their customers through their buying journey.

Your scientist-customers are risk-averse. If a customer isn’t sure that your product or service can perform the job they need it to perform, or if they don’t yet see that it is worth the price, they’ll view the purchase as being a high-risk endeavor. Asking a fresh prospect to make a purchase is a very big step for them – it involves a lot of risk since they are not yet certain about the utility and value of your product. The conversion of such a step would be very, very low.

To improve your conversion, you must allow your prospects to take smaller steps. Break up the buying journey into easily digestible chunks. For instance, a prospect whose email address you received from a conference may be sent an series of emails linked to various pieces of content. They may be invited to view a demo video, then subsequently given a demonstration. Perhaps after that there is a free trial, and only then would they be given the “hard sell”. This is merely an illustrative example, but one in which we have broken up one potentially huge step (visiting a booth at a conference → buying a product) into many smaller, less risky steps.

Marketers can also use these small steps in conjunction with marketing automation, CRM and / or analytics software to gain more insights into the customer. These insights may be subsequently fed to sales and / or used to help score the leads to help ensure that sales resources are deployed effectively.

Any buying journey can be broken up into an infinitesimal amount of steps, but we don’t want to make the buying journey too long by breaking it into an extremely large number of tiny steps – or, even worse, to decrease conversion by providing too many opportunities to drop out of the process. Additionally, not every product has the same amount of risk and will require the same amount of steps. Generally speaking, products which are more novel to the customer, products which are complicated, more expensive products, and products which are more central to the scientists’ research will carry more risk and therefore require more steps. So how do we know how many steps we might need? Consider the informational requirements of the average customer when making a purchasing decision and develop a content roadmap. This well help you determine the appropriate content which should be delivered, and the nature of the content should enlighten you as to the form it should take. Always allow the customer a direct path to purchase and contact high-quality leads directly to nudge them into making a decision.

One final note – the “small steps” notion does not apply only to the actual purchase. Asking a fresh prospect to give up a plethora of personal information right away will also lead to a low conversion. Ensure that you don’t place any obstructively large steps in your customer’s way.

"To put our expertise in demand generation to work for your life science company, contact BioBM. When we couple your great products and services with our expertise in demand generation, we’ll achieve great results."

Blog / Demand Generation 11:58 am , December 12, 2013

Easily Improving Retention

Carlton Hoyt 8:45 am , October 9, 2013

Nothing is better for customer retention than great products. As marketers, however, the quality of the product is at least somewhat out of our control. The easiest tactic that the marketer has to improve retention is, ironically, one of the ones that can most easily turn customers off: email.

The occasional newsletter or promotional email will help so long as you don’t overuse it. Simply reminding customers of your brand will have a positive effect. Sending emails with great content will help even more, and is something that provides more value to customers and which fewer life science companies do. However, there is one thing that few companies do and large companies are often particularly bad at…

The surprise personal email. The surprise personal email should be from a person and be highly personalized. (Note that this does not mean it cannot be automated; using email automation for this is fine.) The more information you use about the customer the better; referencing their application is great, but at minimum you should refer to them by name and reference the product which they purchased. This email could be sent soon after a purchase where personal contact would not necessarily be expected (a low-cost consumable, for instance) or months after the purchase of something where follow-up would be expected. Generally, the surprise personal email should inquire about the customer and offer support. You want to show that you care and you’re accessible. Response rates will vary based on the nature of the product and the timing, but response rates as high as 20% are not uncommon so be sure you can take the time to tend to the responses which you may receive. It will be worthwhile; not only will you be helping your customer retention but you’ll also get a lot of useful feedback about your product or service.

Email is often overused in ways that underperform for the life science companies that leverage it. At the same time, it is the easiest way to improve customer retention. By seeking to provide value to the customer, email will better serve that purpose. Ensure that your emails provide value to the customers and demonstrate commitment to them and your scientist-customers will reward you for it.

"As email marketing is becoming less and less effective, it’s important that life science companies update their approach to email marketing in order to realize the greatest returns. Unfortunately, most companies have a difficult time breaking out of their traditional paradigms of email marketing. That’s where BioBM comes in. We can help you meld best practice tactics with world class content strategies to take email from a slowly failing relic to a powerful and effective cornerstone of your marketing. Contact us to learn more."

Blog / Demand Generation 8:45 am , October 9, 2013

Marketing Channels

Carlton Hoyt 11:15 am , September 12, 2013

Many small life science companies have their preferred advertising / marketing channels. This approach, limited and highly focused, works well for demand generation campaigns (and, to a lesser extent, branding initiatives) in which reaching a large proportion of the target market is not necessary; when reaching just a subset of the target market is acceptable. However, when companies want to reach an entire market, it is critical that a wide variety of marketing channels are considered. The concept also applies to dissemination of content – a large amount of content channels need to be targeted if a large amount of the target market is to be reached. This is because people have preferred channels for finding information and consuming content.

As a data-supported example, take consumer behavior for consumption of digital media. As the Harvard Business Review discussed in its October 2012 article “Why Digital Media Require a Strategic Rethink“:

[pullquote_left]Most customers choose their channel before choosing a product, and they’re unlikely to jump channels. […] For example, in December 2007 NBC removed its content from the iTunes Store, causing an 11% increase in piracy the following month—and no increase in DVD sales. Conversely, after ABC added its content to Hulu, in 2009, piracy of its shows dropped by more than 20%, while TV viewership remained essentially unchanged. And in 2010, when a major U.S. publisher stopped providing Kindle editions, it saw no increase in hardcover sales.
[/pullquote_left]

This translates into ways in which people look for information and products as well. For instance, some scientists may use BioCompare almost all the time when looking for a product. Others may not use BioCompare at all. Others may use it only when they are having difficulty finding a product or making a decision. However, very few are likely to migrate between those groups at will. Another example: many scientists do a Google search first when looking for a chemical or reagent, but many others go straight to Sigma and search their site. There are probably very few who randomly do both. When looking for scientific news, some scientists may gravitate to Nature News. Others may go to their favorite journals (either print or digital – but unlikely both).

For those of us that don’t have scientific backgrounds, think about your own searches for information different types of products. You probably have a preferred method and channel(s) to look for various types of products. When you want to read the news, you likely have one or a few preferred websites, newspapers, or periodicals. The way in which scientists look for information or products is not very different.

Because scientists have preferred sources and channels, advertising or publishing content across a single channel or a small number of channels is often an ineffective way of reaching a large proportion of any particular target market. To ensure that your campaigns have reach, focus on the many different channels which scientists may prefer.

"Are you looking to increase your company’s reach? Want to develop promotional strategies to help drive inbound lead generation or improve your company’s brand strength? Contact BioBM. Our team of life science marketing experts will help your company reach more scientists, reel them in, and convert them into profitable sales which drive your company’s growth. For more information, call us at +1 313-312-4626."

Blog / Digital Marketing / Marketing Communications 11:15 am , September 12, 2013

Motivating Your Distributors

Carlton Hoyt 11:18 am , July 25, 2013

Life science manufacturers need to take an active role to ensure their distributors stay motivated. Last week, we discussed how the key to a distributor successfully selling a given product line (from the supplier’s standpoint) is how motivated they are to carry, promote, and sell the line. There is simply no substitute for effort. The responsibility for maintaining the motivation to put in that effort, however does not fall solely on the distributor. As we mentioned last week: “The effort that distributors will give to a product line is not solely dependent on the distributors themselves; the supplier’s distributor manager is responsible for keeping the distributors motivated as well.” So, what can (and should) a manufacturer do to help motivate their distributors and keep them selling?

Of course, this question has some obvious answers such as price / discount rates, exclusivity, etc., but it’s the less obvious answers, and therefore the less commonly diagnosed and remedied problems, which we are interested in.

Previously we discussed how distributors should play a role in executing suppliers’ marketing strategies but suppliers should not shift too much marketing responsibility to distributors. By treating marketing as a collaborative effort between supplier and distributor, you are actually creating an excellent opportunity to improve distributor motivation over a long time frame. By providing marketing support to your distributors you will both achieve more holistic and better integrated marketing campaigns and also demonstrate that you are committed to the success of your distributors.

Another often overlooked tool for motivating your distributors is fostering relationships between them. Highlighting the success of some distributors will demonstrate that distributors can successfully sell your products, and creating and fostering channels of communication between them will help them learn from each other, increasing the effectiveness of your entire distribution network.

The implementation of a system to enable and foster easy collaboration on both of these levels does not need to be time consuming nor expensive. While there is existing channel management software, it often focuses too much on the supplier-distributor relationship and not sufficiently on fostering communication between distributors. So long as you do not require that a system to manage this process is integrated with many other enterprise systems, an effective solution can be constructed relatively inexpensively using mostly free, open-source tools.

Life science tools manufacturers need to take an active role in fostering the success of their distribution networks; “set it and forget it” type strategies are very rarely effective. Improving distributor performance does not need to be difficult, but it is the distributor manager’s job to ensure that the distributors stay motivated. By enhancing collaboration and communication with distributors, suppliers are investing in their distributors’ long term success while helping to ensure their own.

"Looking to improve the effectiveness of your distribution network? Stop looking and start improving. BioBM’s distributor management / channel management services help life science tools companies optimize their distribution networks and create partnerships that ensure the long-term success of all parties. You want to be successful. So do your distributors. Contact BioBM today and take a step towards success."

Blog / Distribution 11:18 am , July 25, 2013

Speak with the Customers

Carlton Hoyt 9:13 am , June 21, 2013

Life science companies rarely speak with their customers as often or as deeply as they should. You can make the common excuse about scientists being distant and antisocial (which I would like to go on record as saying is complete nonsense) but many companies actually start out being good at speaking with customers but then lose that trait as they grow. Why? Simple – taking the time to speak with customers isn’t something that’s easily scalable. It’s easy to view large amount of customer interaction as unnecessary and cut it in the name of efficiency. Or a company might just become large enough that it makes a lot of financial sense to automate the heck out of everything. While marketing automation and customer relationship management automation are very powerful tools that we strongly advocate, they should not displace real conversations with your scientist-customers, for a number of reasons.

1) Customers love good support.

Nothing says “we don’t care about you” like a robotic confirmation email sent from a DO-NOT-REPLY email address. While you can still do better without actually speaking with the customers, your customers will appreciate getting an email from a real person (or at least what looks to be an email from a real person) with the ability to reply to that person and ultimately get a response. It shows that you care enough to give them some of your time, if they want it. And while some customers may abuse the privilege, most will not and it gives you the opportunity to create a lot of goodwill. It’s great for your brand and great for customer-retention.

Of course, you don’t need to wait until after the sale to have a conversation or to demonstrate great support (but we’ll address that in a minute).

2) You WILL learn things.

Want feedback on your product? Want MORE and BETTER feedback? Want to learn what the customer is thinking when they’re contemplating a purchase or perusing your website? You could fire off an email asking them to take a survey to try to win an iPod, and that might be useful if you’re dying for quantitative data to perform some large-scale analysis, but in most situations you’ll be better served and you’ll almost always get a better response from just striking up a conversation. Have an actual person type an email to a few people who bought your product three months ago and ask how things are going. I’m sure most of you would be genuinely interested in how the customer feels about your product, so let that interest shine through. Show them that you have an interest in them and you care about what they think and how things are working out.

Of course, you don’t need to wait until after the sale to have a conversation and learn about your audience (almost there…)

3) It can be great for conversion.

You know those live chat boxes that you occasionally see popping up asking if you want to chat with a representative? Or the popup-like “lightbox” that appears after you’ve been on a website for 10 seconds where you’re asked if you’ll take a 4-minute survey? Those both seem pretty silly and useless and they often are, however their failure is more due to design than their intention. Customers will speak with you during their buying journey, and you can effectively prompt them to do so on your website (or just about anywhere else). Whether you’re making use of live chat or simply encouraging users to call or email, try to start a conversation as early as possible without being forceful or gimmicky about it. Not only will you help your conversion by answering questions and helping to simplify the customer’s buying journey, but you’ll also learn a lot about how they make their buying decisions and demonstrate good support all at the same time.

It’s very easy to get out of the habit of having meaningful conversations with customers. By ensuring that you take the time to speak with the customers you’ll be doing a valuable service to your company and helping your scientist-customers at the same time. There’s simply no substitute for real conversations.

"Looking to spark more conversations with your customers without overloading your staff? Not a problem! Talk to BioBM. We’ll create strategies for improving customer relationships as well as collecting and utilizing more feedback and information then help deploy and integrate the technology solutions to help you efficiently manage customer relationships and communications. Contact BioBM to learn more."

Blog / Market Research 9:13 am , June 21, 2013

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