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This post is a follow up on “Can Anyone Truly Measure Advertising” post started by Joe Marconi, October 23, 2007

 

I am working on a marketing tool and looking for some feedback. Basically seeking suggestions and a “want” list for a tool that measures and shows what advertising actually works (and how to squeeze maximum return from your marketing dollars). Your feedback or thoughts much appreciated.

 

One of the most difficult parts of any marketing is finding out what advertisement works. There is an old joke that only 50% of advertising works – the tough part is figuring out WHICH 50% is working... and then stop doing the stuff that doesn't work!

 

There is an endless variety of marketing options but finding what works in your local area and for your individual business is a big challenge. If you are spending on marketing without measuring the results (shotgun approach) you ARE wasting a LOT of money (and risk being discouraged from essential marketing). While measuring marketing success is not impossible, it can be a huge sink hole of your time and money. The fear of wasting marketing dollars, and the cost of finding what works, are the biggest reason small business owners are reluctant to spend on advertising.

 

I have been thinking about building an easy to use online service that will clearly answer the 50% question (along with providing two other big benefits). The way I envision this solution is there are three things it needs to do for you:

  1. provide quick and accurate measurement of a specific advertisement's effectiveness (response and source);
  2. provide no-cost or “free” marketing by enabling people to share your offer with all their friends (amplify ad reach);
  3. automatically build a mailing list for direct, targeting re-marketing to people who have shown interest in your services.

Why Bother?

 

There is a need. Yes, there are numerous marketing systems available now (Dukky, Hubspot, Salesforce, Infusionsoft, etc.) but they are aimed at high-end of market and require a huge investment of effort and $$$. These services are not interested in the little guy (small business). I feel there is a need for a simple to use tool that provides key information and marketing assistance in a way that doesn't require a PhD to understand, or selling your soul to afford. Simple to setup campaigns. Data presented in easy to visualize graphical dashboard.

 

Your Thoughts?

 

What I would appreciate from you is some feedback. Specifically I am looking for comments on what information or features you would like in a marketing tool?

 

P.S. This is not a pipe dream... I have 35+ years as an auto repair tech, shop owner, technical educator, web developer, and online marketing professional. I understand the auto repair industry, marketing, and web development. A unique combination of skills and experience that not too many people have. So please don't think your comments will be a waste of time... ;-)

  • 2 weeks later...
Posted (edited)

Thanks for your thoughts Jeff!

 

From what I have seen manual advertising tracking may work for a small, hands-on shop owner who has the time and knowledge to do everything. But manual tracking is not really practical for a busy shop. Usually it starts with good intention but gets forgotten about very quickly.

 

If I am not mistaken Mitchell only tracks what is manually entered through keyboard. Someone must collect the advertising response data from customers, who may not remember which and where they saw your ad, or unwilling to provide info, then they must decide (know) what data to enter or not, and then they have to manually type all this data into Mitchell. Just not practical on a daily basis from what I have seen.

 

To get complete and accurate info you need a system that will automatically collect the data from ANY marketing, store in database, organize and tabulate the data, present it in a usable (understandable) way, and, most importantly, suggest reasons for the numbers and actions to fix it. This is what a marketing performance system can do for you. And a successful measurement system must be simple to use.

 

The major problem with manual tracking is that it just another sink hole of precious time during your busy day. Most employees (shop owners) won't be bothered when they have more pressing needs for their time. Same thing with entering into data a spreadsheet. If the resulting data is not consistent and accurate the results can't be trusted... and the whole tracking process becomes a low priority and quickly forgotten. And don't forget that all that work (employee or owner) has a labor cost which further adds to expense side of income statement.

 

Manual tracking also makes it difficult to identify which ad is working (or not working!). If you have multiple ads on any one distribution platform (e.g. ad mail postcard, newspaper, online ads, etc.) there is no way to accurately identify which ad campaign brought the customer in. Imagine doing multiple Google Adword ads and not being able to see which ads people were clicking on. A guessing game and huge waste of marketingdollars!

 

Sure you could require people to bring in a coupon but many people don't like to do this, or just honestly forget to do so. And response rate falls off quickly when people are forced to clip and bring in coupons. You end up giving them the discount anyways and you never truly know what advertisement brought them in. Also, you have to pay your employees to collect, verify, document which coupon is connected to a specific new customer and then tabulate all this data. When people are lined up to get their car at closing time all that extra work often gets forgotten about... and the data collected is then inaccurate and not worth the overall effort.

 

The most serious problem with manual tracking is that once all this data is collected most shop owners don't know what it means. Just like your financial income statement/balance sheet if you don't know what the resulting numbers mean the report ends up stuffed in a filing cabinet and you are back to flying by the seat of your pants. That is when uncertainty causes most small business people to become fearful of wasting money on advertising.

Just like a financial accountant, a marketing performance analysis will tell you what is working, what is not working, and what should be done to correct or improve your advertising results. Then you can test: change the ad, check the results, and repeat until it works. This is the only way to truly know what advertising works and get maximum return on your marketing spend. This is what shifts marketing from an “expense” to the profit maker it should be.

Edited by RobMax
Posted (edited)

Joe,

Question, how would a shop differentiate itself using this method?

 

Business differentiation would not be something my marketing performance system would do. Differentiation is a totally separate process.

 

Differentiation is part of the branding of a business and is used in marketing to make a business standout from their competition. A shop needs to differentiate itself before creating an ad (you need to know who you are before you can effectively tell someone else about yourself). A marketing performance system such as I am proposing measures what happens after an ad is published. It would not “make” the ad.

 

Although differentiating a business from the competition has a huge positive impact on advertisement response rate, it is part of the "creative" aspect of the ad. There are three basic components to advertisement delivery:

  1. Creative and Production (design and making of ad);
  2. Delivery (placing ad in front of people – ad mailers, direct mail, print ads, online ads, radio, TV, etc.)
  3. Measurement & Analysis (who, where, and why of ad response)

I am developing a marketing performance system that focuses on how people interact with and connect to your advertisement (#3).

 

If there was some sort of criteria or profile the shop will follow, that would work. As you already know, it cannot be a cookie cutter approach. it must be targeted.

 

You are correct that cookie cutter approach does not work if you want to differentiate your business (and have effective advertising). But my mother used to say “You can't have your cake, and eat it too”. Too many shop owners want the economy and lack of effort that comes with “cookie cutter” marketing, but want the better results of personalized (custom) advertisements. Sorry. Just doesn't work that way.

 

And shops should be glad advertising is not easy. Huh? If it was everyone would do it and there would be no advantage for businesses who do make the effort.

 

So what can shops do? They need to clearly differentiate themselves by telling the story of who and what they are – basically what makes them special. Humans are story tellers. It is a deep emotional need. We use stories to judge and make decisions. This is one of the reasons why online reviews are so powerful. They are little stories that fit together and build a picture of who you are, what you do, how you act, and, most importantly, how you will likely act in the future. That is trust building in action.

 

There is no way good marketing can be produced without intimate knowledge of how a business operates. Either the management is actively involved in the creative process of marketing, or they have to pay someone to learn about your company (a slow, very expensive process) and then do the necessary ad creative work. And any marketing company that says they can create marketing materials with just a 15 minute phone conversation is just using boiler plate advertising where they simply change the name, address, and phone number. And the results speak for themselves...

 

What separates you from the shop down the block is your story (differentiate). Only the shop owner/manager can tell that story in a way that NEW customers will believe. And trust is the number one deciding factor in whether or not a prospect becomes a paying customer. Ads drive people to your website, you tell your story on your website, and your story is supported and verified by other people's stories in online reviews about you. At that point they will pick up the phone and call you with a much greater confidence in your shop (trust in what you say you will do).

 

I also think that many shop owners shy away from advertising simply because it becomes an EXPENSE, a drain on the business, rather that a revenue generator.

Your correct again. Advertising IS an expense IF it doesn't work. Marketing must attract PROFITABLE customers or it is an outright waste that sucks up your profit. There is an old joke that only 50% of advertising works. The trouble is you don't know which half to quit doing...

 

Getting advertising to work is not easy. The number of variables of what and where to do it are huge and unique to every business. There is no set fool-proof criteria any business can use or else “everyone” would just do it and there would be no advantage. This comes full circle back to the marketing performance information gap that shop owners suffer from (and paralysis them from doing any advertising) and I intend to help with. If you don't know the who, where, and why for your advertising results you will not have the confidence in spending on advertising.

 

The real problem is WHICH advertising is not working for YOU, and not advertising as a whole. There is a very good reason billions of dollars are spent on advertising every year – get it to work and you have a profitable business. Unless you are very lucky, shotgun advertising without good feedback and evaluation it won't provide adequate ROI to make it worth the effort. Continuing to spend blindly on advertising will only result in eventual business failure.

 

Can you give more details? Perhaps a scenario?

 

I'll answer this in another reply thread... after I make another cup of coffee...

Edited by RobMax

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  • Have you checked out Joe's Latest Blog?

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      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.
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