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Nation Branding and Place Marketing – VII. Marketing Implementation, Evaluation, and Control

VII. Marketing Implementation, Evaluation, and Control

How can a country (region, state, city, municipality, or other polity) judge the efficacy of its attempts to brand or re-brand itself and, consequently, to attract customers (investors, tourism operators, bankers, traders, and so on)?

Marketing is not a controlled process in an insulated lab. It is prone to mishaps, last minute changes, conceptual shifts, political upheavals, the volatility of markets, and, in short, to the vagaries of human nature and natural disasters. Some marketing efforts are known to have backfired. Others have yielded lukewarm results. Marketing requires constant fine tuning and adjustments to reflect and respond to the kaleidoscopic environment of our times.

But maximum benefits (under the circumstances) are guaranteed if the client (the country, for instance) implements a rigorous Marketing Implementation, Evaluation, and Control (MIEV) plan.

The first task is to set realistic quantitative and qualitative interim and final targets for the marketing program – and then to constantly measure its actual performance and compare it to the hoped for outcomes. Even nation branding and place marketing require detailed projections of expenditures vs. income (budget and pr-forma financial statements) for monitoring purposes.

The five modules of MIEV are:

1. Annual plan control

This document includes all the government’s managerial objectives and (numerical) goals. It is actually a breakdown of the aforementioned pro-forma financial statements into monthly and quarterly figures of “sales” (in terms of foreign direct investment, income from tourism, trade figures, etc.) and profitability.
It comprises at least five performance gauging tools:

I. Sales analysis (comparing sales targets to actual sales and accounting for discrepancies).

II. Market-share analysis (comparing the country’s “sales” with those of its competitors). The country should also compare its own sales to the total sales in the global market and to sales within its “market segment” (neighboring countries, countries which share its political ambience, same-size countries, etc.).

III. Expense-to-sales analysis demonstrates the range of costs – both explicit and hidden (implicit) – of achieving the country’s sales goals.

IV. Financial analysis calculates various performance ratios such as profits to sales (profit margin), sales to assets (asset turnover), profits to assets (return on assets), assets to worth (financial leverage), and, finally, profits to worth (return on net worth of infrastructure).

V. Customer satisfaction is the ultimate indicator of tracking goal achievement. The country should actively seek, facilitate, and encourage feedback, both positive and negative by creating friendly and ubiquitous complaint and suggestion systems. Frequent satisfaction and customer loyalty surveys should form an integral part of any marketing drive.

Regrettably, most acceptable systems of national accounts sorely lack the ability to cope with place marketing and nation branding campaigns. Intangibles such as enhanced reputation or investor satisfaction are excluded. There is no clear definition as to what constitute the assets of a country, its “sales”, or its “profits”.
2. Profitability control

There is no point in squandering scarce resources on marketing efforts that guarantee nothing except name recognition. Sales, profits, and expenditures should count prominently in any evaluation (and re-evaluation) of on-going campaigns. The country needs to get rid of prejudices, biases, and misconceptions and clearly identify what products and consumer groups yield the most profits (have the highest relative earnings-capacity). Money, time, and manpower should be allocated to cater to the needs and desires of these top-earners.

3. Efficiency control

The global picture is important. An overview of the marketing and sales efforts and their relative success (or failure) is crucial. But a micro-level analysis is indispensable. What is the sales force doing, where, and how well? What are the localized reactions to the advertising, sales promotion, and distribution drives? Are there appreciable differences between the reactions of various market niches and consumer types?

4. Strategic control

The complement of efficiency control is strategic control. It weighs the overall and long-term marketing plan in view of the country’s basic data: its organization, institutions, strengths, weaknesses, and market opportunities. It is recommended to compare the country’s self-assessment (marketing-effectiveness rating review) with an analysis prepared by an objective third party.
The marketing-effectiveness rating review incorporates privileged information such as input and feedback from the country’s “customers” (investors, tourist operators, traders, bankers, etc.), internal reports regarding the adequacy and efficiency of the country’s marketing information, operations, strengths, strategies, and integration (of various marketing, branding, and sales tactics).

5. Marketing audit

The marketing audit is, in some respects, the raw material for the strategic control. Its role is to periodically make sure that the marketing plan emphasizes the country’s strengths in ways that are compatible with shifting market sentiments, current events, fashions, preferences, needs, and priorities of relevant market players. This helps to identify marketing opportunities and new or potential markets.

The Encyclopedia Britannica (2005 edition) describes the marketing audit thus:

“… (I)t covers all aspects of the marketing climate (unlike a functional audit, which analyzes one marketing activity), looking at both macro-environment factors (demographic, economic, ecological, technological, political, and cultural) and micro- or task-environment factors (markets, customers, competitors, distributors, dealers, suppliers, facilitators, and publics). The audit includes analyses of the company’s marketing strategy, marketing organization, marketing systems, and marketing productivity. It must be systematic in order to provide concrete conclusions based on these analyses. To ensure objectivity, a marketing audit is best done by a person, department, or organization that is independent of the company or marketing program. Marketing audits should be done not only when the value of a company’s current marketing plan is in question; they must be done periodically in order to isolate and solve problems before they arise.”

Education vs Sales-Based Marketing

What’s the single most important process determining whether or not your coaching business is successful?

The correct answer to this question can completely change your coaching business forever. It can change your perception of your business. It can change your focus in your business. It can change how you go about operating your business. And most importantly, it can determine the success or otherwise of your business.

We asked dozens of coaches this question and got a broad array of responses. But only 4% of them were even close to the mark! Most coaches answered: quality service; number of clients; pricing; branding; advertising copy.

…And whilst all these issues are critical, the single most important process is your marketing methodology. Whilst you must have all the other elements as well, it’s your marketing methodology that ultimately determines the success or otherwise of your business.

Let us explain…

Nearly all coaches use a marketing methodology that’s a sales-based marketing methodology. This is understandable as most traditional marketing methods teach sales-based marketing methods. We’re all impacted by sales-based marketing at every turn – on TV, newspapers, magazines, billboards, radio – everywhere. And when coaches research marketing methods, they are most likely to learn about traditional sales-based marketing methodologies – print ads (in newspapers, yellow pages, journals, magazines etc), direct telephone calls, radio, flyers, direct mail letters, etc.

But there are several extremely powerful forces at play against coaches employing a sales-based marketing methodology…

Most coaches invariably feel uncomfortable delivering a ‘sales pitch.’ Coaches generally have better technical skills than marketing skills. They’re therefore uncomfortable talking about themselves and endorsing the quality of their product. This means they don’t close, and comes across to prospects as a general lack of confidence in themselves, and their product and service.

Sales marketing is extremely expensive – narrowing your net margin on your service. The more you spend to get a client the less net profit you’ll retain at the end.

Generally people are very sceptical and defensive against sales approaches. This exponentially increases the barrier of making a sale. When you employ a sales-based marketing method, most prospects have already closed themselves off to learning about your services due to their natural tendency to put up a defence against sales-based marketing.

There is no trust and rapport built through a sales-based marketing approach. For a prospect to buy from you, there needs to be an element of trust. Your prospect needs to trust that you can deliver on your promises and that they’ll gain a positive return on their investment. This level of trust is extremely difficult to build through a sales-based marketing approach.

You build no reciprocal obligation on the prospect to investigate your offer or purchase from you. It’s a natural human tendency to reciprocate in kind what’s been given to you. You can not build reciprocal obligation through sales-based marketing.

You attract price sensitive shoppers and ‘tyre kickers’ that take up a lot of your time and result in extremely low conversion.

It’s difficult to maintain contact with prospects for long enough to build rapport and trust – it generally takes 4 to 6 contacts before a prospect will buy from you.

So, we can hear you shouting “If sales-based marketing is not going to be effective, what’s my alternative to get clients?”

And the answer is… Education-based Marketing. Education-based marketing is simply the process by which you attract and convert highly-qualified clients by giving them what they want – valuable information and advice that solves their problems – and removing what they don’t want, a sales pitch.

Education-based marketing is generally undertaken by delivering Credibility Marketing techniques such as public speaking, information based teleclasses, publications, networking, hotlines, free educational give aways (such as reports, assessments, tools, ecourses), etc.

As opposed to sales-based marketing, education-based marketing means…

– You give your prospect what they really want – highly valuable information. And you take away what they don’t want – a sales pitch.

– You maintain your dignity and feel good about yourself as you never make an effort to sell.

– Your brand recognition and respect will skyrocket! Education-based marketing is the ultimate brand builder. By positioning yourself as the ‘expert’ or ‘specialist’ by solving, through your education products, the most pressing issues your niche confronts. You become the only logical choice in your market.

– You can establish yourself as a credible authority as prospects depend on you as a reliable source of valuable advice.

– You significantly reduce your marketing costs – and can in fact get paid to market yourself. This vastly compounds the net worth of every client you attract – you can actually earn double the net profit with only half the clients!

– You don’t have to seek out new prospects – prospects come to you (to have their problems solved).

– You can maintain (mutually beneficial) contact with your prospects through the sales process because they don’t feel pressured by a sales pitch and value your information and advice.

– You reach prospects early during the first stages of their decision making process.

– You attract ‘moderately interested’ prospects that may otherwise be afraid to call you but are not afraid to request your information.

– Due to the high level of trust and rapport built early on you’ll be perceived as an adviser, not a salesperson, making added-value sales dramatically easier.

– You dramatically increase your referrals from prospects as they feel loyal to you – due to a relationship built on trust and reciprocal obligation and your efforts to help them – even if they don’t hire you! And your referrals will come much earlier in your relationship.

– You gain compounded advantage as your information is passed freely between prospects within your niche.

– You gain a competitive advantage because not many competitors are using education-based marketing.

– You achieve a highly leveraged advantage as you can put forward your marketing even when you are not present.

– You save valuable time as you often are delivering your message directly to your most highly qualified target audience.

As you can see, education-based marketing is the exact opposite to sales-based marketing, and can make an extraordinary difference to your business, and your enjoyment of ‘doing’ business. So, ask yourself, “How much education-based marketing am I currently doing?” and “How can I develop a marketing plan significantly comprised of education-based marketing methodologies?”