The New Marketing Conversation: Creating and Strengthening Relationships between Buyers and Sellers

Citation

Keyes, S. (2006), "The New Marketing Conversation: Creating and Strengthening Relationships between Buyers and Sellers", Journal of Consumer Marketing, Vol. 23 No. 1, pp. 49-50. https://doi.org/10.1108/07363760610641172

For readers who want to glean the messages of this book quickly, it might be enlightening to begin with the marvelous case examples at its end. Here Baier‐Stein and MacAaron provide details of the conversations of companies that used their methods successfully. The first case study was from a candy company, Bogdon, that had to increase its business, although research showed its products were not what restaurant businesses and/or people needed:

Despite the Gallup study, the finer quality after‐dinner mints were considered a “nice‐to‐have” not a “need to have.” The marketing conversation had to change this perception (p. 226).

They did, through a series of steps, at a cost of 76 cents per recipient, acquire impressive percentages of new customers and repeat customers. Chances are the people who go to these case studies first will go back and read the rest of the book with more interest than they had at the outset.

Marketers who want to absorb thoroughly the content of the book can start in either place! They might wish to champion the cause of this conversation in their organizations by beginning the reading and assuming that role themselves, or they may wish to have others in their organization read this book. The authors give all the steps necessary to develop a great conversation and then tell the readers it is important to get internal support throughout the organization before moving forward with external targets:

We encourage you to become your own organization's champion for the new marketing conversation. Your customers will thank you for it. They'll thank you with dollars (p. 214).

The authors express the importance of using multi‐media, knowing what medium your customer prefers and then learning what that customer prefers as the next medium. For example, do not send a direct mailing to someone who does not know you or, perhaps, is unfamiliar with your company. Those who find you on the web turn out to be the key topic of this book. The authors stress that you need to talk with and listen to every customer whenever opportunity strikes. Then custom develop what each customer wants.

The authors suggest marketers should make life very easy for the person who tries to be in touch with them. After all, we are in the first era where the customers really hunt to find us. Upsetting people with difficult‐to‐maneuver sites sometimes does more harm than good. Calling a customer service department that causes callers to be put on hold, to talk with many people, and get less than satisfaction provides consumers and prospects an opportunity never to do business with them again.

The book is organized into four major parts: planning the types of media and research; giving full descriptions of each medium in the marketing conversation; developing integration plans for best results; and then it presents the six case studies. The book's stated purpose is “about integrating media in order to build and sustain a meaningful conversation with your customers” (p. 149). There are chapters devoted to each of the following: direct mail; telemarketing; television; newsletters; e‐mail; and wireless.

Throughout the book, the authors offer important tips, which may serve as reminders for the more experienced readers:

Despite what you might hear in focus groups, “free” is the most powerful word in the English language (p. 82).

At the same time, for organizations that use focus groups, it is important to hold them on a continuing basis:

The debate of HTML versus plain text e‐mails is an ongoing one … A major survey in 2003 showed plain text e‐mails were “more effective” (p. 132).

Remember, the overall marketing conversation must be perceived as theirs, not yours (p. 160).

Consider why they (customers) go to the web in the first place. Visit the sites they visit most often. This will help you understand what they expect in terms of content, complexity and functionality (p. 178).

Don't go into the process (of developing a marketing conversation) with a bias toward a particular medium. In large campaigns, television usually drives other media. It is generally the biggest investment of time, money, and talent. Instead, let your customer tell you or show you how they want to converse with you (p. 195).

As with all books, there are some – but relatively few – concerns. Among them is repetition but not redundancy. In other words, it is important that the authors repeat the points they need to use to hit home. This is a book to which I will refer many times, and this repetition should help me quickly find coverage of some particular topics. The section headed “The medium's sweet spot” (p. 194) repeats in different words some of the key points the authors have raised throughout the book. When discussing the Million Mom March (p. 131), the text states:

They're planning a second march in DC on Mother's Day 2004.

The book's copyright date is 2005. None of the “glitches” are enough to diminish my utmost respect for the research Baier‐Stein and MacAaron have done, the actual work they have completed that supports their research, and the logical steps they present to integrate wonderful techniques in the “new marketing conversation.” I urge all marketers and people who work with marketers to read, study, and enjoy The New Marketing Conversation.