John McCrory

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Pump up the Volume

As a corporate marketer, I am often asked what we need to do to dramatically increase awareness of our organization. The answer is simple: turn up the volume.


More than loudness, however, I mean quantity. If you want to raise awareness, you need to to be in more places where your target audiences or customers can become aware of you.

To be loud is easy. Spend all your money on a full-page ad in the New York Times ($50,000) or a TV ad during the Superbowl. But, how much awareness in your target markets will that really buy?

It is more complicated to pump up the volume in terms of quantity. That requires a different sort of commitment. It requires that you think of yourself as a publisher. Yet being a publisher is usually not one of the things most organizations who are not media companies think of as mission critical. It may be alien to their culture.

No matter in what industry, the organizations that thrive in our knowledge economy (and every economy has been a knowledge economy, really) are the ones whose culture values sharing and communicating. Those values need to be or become essential to your organization’s mission.

What is your organization’s product or service? Chances are, if it is not media, then publishing media is not viewed as essential to the organization’s mission. How can you change that?

You need to focus on both the bottom and the top of your organization. On the one hand, you need to access to the President, CEO, Executive Director, and you need to convince that person of the importance of being a media publisher. It’s publish or perish.

On the other hand, you need to work the rest of the organization. You need to find the early adopters and opinion leaders for sharing and communicating who can (a) achieve quick successes and (b) illustrate the value for others, including the person at the top.

Finally, you have to put your marketing skills to work to constantly communicate the ethic of being a publisher and how that mindset has helped specific departments or individuals achieve goals that are important to leaders and staff throughout your organization.

When you have enough buy-in to reach the magical tipping point, you should discover a fundamental change has taken place, where people in your organization think about communicating with their constituencies on a regular basis and plan a structure and a  schedule for that communication.


Filed under: Marketing

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