Cannonballs and email – really, what could they possibly have in common?
A couple of things – I found myself involved with both last week and one of them applies to the other. You see “cannonballs” is a metaphor and email, for this purpose, is a marketing tool.
Other marketing tools are direct mail, adverts (on-line or traditional), newsletters and any other printed or electronic promotional piece.
And cannonballs apply to them too – and other things……
I’m reading Jim Collins book “Great By Choice”. In it, as you may know, he contrasts pairs of companies in 7 different industries. His goal is to find the reason(s) why one of the pair did incredibly well in uncertainty, even chaos, while the other company very definitely did not.
Collins and his team wanted to determine the role of innovation in the relative performance of the companies.
They found that, contrary to their expectations, the better companies did not always “out-innovate” their less successful competitors. In fact, the opposite was often true.
What the better companies did do was to combine innovation with discipline. Collins introduced the cannonball metaphor to illustrate the point.
Imagine a company has to fight a battle (with its competitors). It has both bullets and cannonballs (products/services) but a limited supply of gunpowder (resources) to fire them with.
Should the company fine tune range and direction to the target? If so how?
Bullets are the obvious choice because they use least gunpowder. Get the range and bearing right and then use cannonballs to put a dent in the competitor.
Last week I was talking to a client who was considering lead generation ideas.
He had a proposal recommending email campaigns and some other things. Our client said he didn’t have much faith in these campaigns because the results had always been poor in the past.
I asked him which of the variables – the layout and content of the piece, the quality of his list or both, timing of the drop – had been to blame. He didn’t really know.
We hear this all the time.
So I suggested he get 2 or 3 alternative layouts for a campaign. Each should have different graphics and copy than the others.
I told him to take them to 6 to 12 customers who he trusted to tell him what they thought. Then show the alternatives, one at a time, and ask the customer what the piece told him. Saying nothing, he should record the comments word for word.
This would give him quality control for the most difficult variable – layout and copy. When he heard that a layout was communicating the message he wanted, he could email or mail it to everyone.
There are variations on this approach. He could mail different layouts to larger parts of his list (say 10 % of the list for each layout) and compare the responses. He could also email or mail the pieces at different times on different days.
But whichever variation he chose, he would be firing bullets. Only when he found the layout which got the response he wanted should he fire a cannonball – emailing it to everyone.
Finally, anything else………..
The metaphor has wide application.
Why launch a new product before testing it with a portion of the market first? Why move into a new region, Province or country before firing bullets at part of it first?
And yes, why adopt a change in strategy before testing that first too.
This approach may take a little longer but it will dramatically reduce the risks and conserve valuable resources.
If you enjoyed this post you’ll like Why Strategy Is Still Worth A Business Owner’s Time
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