Let’s start by debunking the common lie: “Ads must work immediately!”

In the fast-paced world of business, understanding the dynamics of consumer behavior is critical to success.

A staggering 95 percent of potential buyers are not actively searching for products or services at any given time. This revelation forms the basis of Rule 95-5, which has profound implications for advertising strategies in today’s competitive scenario.

If you thought that advertising was the magic tool to allow your strategy to make immediate conversions, this article is perhaps not for you.

The hard truth is that 95 percent of your B2B customers are not “in-market” ones. Any self-respecting strategy starts with an in-depth analysis of the target audience and, of course, focuses all its efforts on reaching them.

But have we ever thought about the 95 percent of potential customers who are not interested in our product/service?

This apparently simple reasoning actually has a huge impact on advertising. In fact, our ads mainly reach B2B buyers who won’t be buying any time soon: so what could be the trick to reach the audience furthest from our ad?

We are going to tell you the precious answer: building relevant and memorable links for our brand.

If our brand is able to build valuable messages over time that allow users to remember us, our product / service will certainly become more competitive: the chances that our adverts will come back to the consumer’s mind over time are very high and, hopefully, profitable.

Rule 95-5 defies conventional wisdom by suggesting that most advertising efforts are aimed at business-to-business (B2B) buyers who are not currently in the market. However, behind this counterintuitive concept lies a principle crucial to brand success: the power of memorized bonds.

Advertising serves as a tool to establish and strengthen memorized bonds with potential buyers. These bonds are dormant until buyers enter the market, at which time they stimulate consideration of the brands they have been exposed to over time. Picture a scenario where a company invests heavily in advertising, ensuring that its brand remains prominent in the minds of consumers. When these consumers finally decide to make a purchase, the memorized bonds cultivated through effective advertising come to life, directing their attention towards the advertised brand.

However, it is definitely not a simple activity, we are talking about the insidious B2B market after all: how do we break the very long purchasing cycle?

Let’s take an example: have you recently purchased something significant for your company? Perhaps a new phone system, payroll software, Salesforce IT support, or simply new office carpet?

If the answer is yes, you’ll know that you won’t be searching for these same items again for a while.

The purchasing time in the B2B market is long (very long): as a rule, we change our service providers, as happens to major banks or law firms, on average every five years.

But unfortunately only 20 percent of buyers are “in-market” over the course of a year: 95 percent are not in the market. Our ad must therefore be able to build messages that are relevant to the brand in the long term.

To capitalize on the 95-5 rule, businesses must therefore create advertising campaigns that effectively create and reinforce relevant brand memories.

Here are some key strategies to improve advertising results:

1. Consistency and repetition. Sharing a consistent brand message across various advertising channels to ensure repeat exposure is key. Consistency fosters familiarity and trust, making the brand more attractive when buyers are ready to make a purchase.
2. Emotional appeal. Emotional connections serve as powerful memory triggers, increasing the likelihood of remembering the brand when the need arises.
3. Differentiation. Highlight unique selling points and competitive advantages to differentiate the brand from competitors: highlighting distinctive features or benefits helps create stronger memorized bonds and increases consideration of the brand during the purchase decision.
4. Multi-channel approach. Using a variety of advertising platforms, including social media, print, television and digital marketing, to reach potential buyers across various touchpoints allows for consistent exposure across multiple channels, improving memory formation and recall.

By embracing these strategies, businesses can navigate the complexities of Rule 95-5, positioning themselves as prime choices when buyers are ready to make a purchase. Understanding the importance of memorized connections in shaping consumer behavior allows brands to design advertising campaigns that leave a lasting impression, ultimately driving growth and success in the marketplace.

So is the 95-5 rule a rule or a deception?

Neither of them. The truth is that most companies, for many of the products/services offered, are simply not present on the market (in certain periods, more or less long).

Our ads therefore should not push immediate purchases, but build valuable bonds over time, linked to our brand.

The aim of the ad must therefore be to attract the consumer’s mind (gradually, step by step), so that the message can be remembered permanently.

Let’s remember: advertising must be seen and, above all, remembered, in the long term. Companies that manage to build “mental availability” enjoy a lasting advantage that is difficult for competitors to overcome.

The invitation is therefore to break the mold: to grow our B2B brand on LinkedIn, we break the mold of traditional thinking, investing for the future and building a history relevant for users and the brand.

Let’s imagine driving an Aston Martin purchased thanks to an advert seen at the age of 13. Amazing, right? But… Aston Martin hasn’t advertised for at least 10 years!

So what is the trick? Memorability.

The ads that last the longest are the ones that have the power to influence our purchasing decisions… years and years later.

The post The magic formula of 95-5: how to promote your brand in the B2B market? first appeared on Square Marketing.

But what makes this transformation process so fascinating and engaging? Gamification is the answer: a playful approach that has reached a prominent place inside innovative marketing strategies.

Gamification is not just a passing trend, but rather an exciting journey towards involving the public, making them protagonists, increasing brand loyalty and broadening their awareness.

In the digital era, marketing has transformed into a sophisticated art that goes beyond traditional advertising. One of the most fascinating and engaging tactics that is revolutionizing the world of marketing is gamification. This innovative strategy uses playful elements and game dynamics to engage audiences in a deeper and more exciting way.

Gamification is not just about entertainment, it is a powerful lever for involving the audience, making it an integral part of the brand’s history. By incorporating elements such as goals, rewards and playful interactions, companies are transforming the consumer experience into an immersive adventure.

Gamification has transformed users from simple spectators to real protagonists, immersed in a world of challenges, rewards and competitions that motivate them to actively interact with the brand. This approach not only creates a deeper connection between the audience and the brand, but also allows you to achieve specific marketing objectives, such as loyalty and increased brand awareness.

Gamification strategies use different tactics to engage the audience. From the use of QR codes to virtual reality to quiz-style questions, each strategy is designed to add fun and interactivity to marketing campaigns. The ultimate goal, however, is not just engaging, but rather increasing sales, brand loyalty and creating stronger relationships with customers.

Many companies have successfully embraced gamification. Some examples:

• Sainsbury’s: the supermarket chain has launched a challenge focused on fruit and vegetables to raise consumer awareness on the importance of a healthy diet. Result? Over 580 thousand customers engaged and a significant increase in sales.
• Tinder: using dynamics similar to video games, it has made online meetings more engaging and fun, with advantages for those wishing to invest in the service.
• PS5: Sony has created an immersive treasure hunt experience for the launch of its latest console, engaging fans with puzzles and online challenges.

Gamification is therefore here to stay: it is an evolution in the marketing approach that has proven to be effective in engaging the audience in new and creative ways. Companies that make the most out of this strategy are able to create stronger connections with their audiences, achieving tangible and lasting results.

Can we therefore consider gamification as a driver of the future?

The post Gamification: the art of engaging. first appeared on Square Marketing.

This name change is much more than a simple modification: it is a metamorphosis that encompasses a universe of brands, values and identities.

It was a process guided by the will and voice of the employees themselves, who actively participated in choosing the new name. The transition from Calzedonia to Oniverse is a tangible sign of continuous evolution. A giant that is not limited to clothing, but expands into different sectors such as nautical, food & wine and other brands such as Intimissimi, Tezenis, and Falconeri.

It is a new chapter that opens in a success story, with the company having established itself both nationally and internationally. The change is a tribute to its original identity and, at the same time, a bold leap towards the future. The choice of Oniverse as the new name reflects the vastness of a universe of distinct brands, as well as a tribute to the founder Sandro Veronesi and to a broad, free and autonomous vision.

“Growth has characterized our recent years, also driven by various acquisitions. Today, the group is home to a wide range of brands, each with its own unique identity. It is for this reason that we chose a name that could shine independently from our brands,” explains Sandro Veronesi, founder of the group.

Oniverse, as the entrepreneur points out, not only is the anagram of his surname, but also welcomes recognized brands such as Intimissimi, Tezenis, Falconeri, Atelier Emé and the prestigious Italian wine chain Signorvino. Among the most recent additions are the renowned fashion house Antonio Marras and the renowned luxury yacht manufacturer, Cantiere del Pardo.

Founded in 1986 in Verona, the company achieved a turnover of 3 billion euros in 2022, with over 5,300 single-brand stores in 56 countries. Current president and majority shareholder, Veronesi has brought the group to first place in the fashion industry among the companies listed in the prestigious 2023 Pambianco ranking, even surpassing Armani and Golden Goose.

This change is therefore not just about the naming: it is a declaration of intent, an evolution that embraces the past, present and future of a huge fashion industry that continues to redefine itself.

The post Oniverse: a momentous (and strategic) rebranding. first appeared on Square Marketing.

Threads finally sets foot in Europe, sparking a flurry of anticipation and discussion.

After launching in other parts of the world in July, it is finally our turn to dive into this new messaging platform. Rumors were in the air, but the official announcement by Meta, accompanied by Mark Zuckerberg’s post, confirmed the imminent arrival.

However, the EU’s Digital Markets Act casts a shadow of a reflection on how Threads will integrate with Instagram for European users; the dilemma is clear: users will be able to choose to link their Instagram profile to Threads to access all features or opt for a more limited experience without a profile.

Sort of like deciding whether to enter a wild party or watch it from a window.

Accessible directly from one’s Instagram account, Threads allows for posts with a 500-character limit and 5-minute videos, as well as the publication of images, gifs, audios and polls, similar to the Instagram environment.

There are # hashtags, @ mentions, you can repost and repost by quoting, and you can follow other profiles (like on X, but with more characters, in short.) And again: you can choose between the For You feed, with content selected by the algorithm, and the Following feed, with threads of people followed in chronological order.

There is no native camera: this means that photos and videos have to be uploaded from the phone’s gallery. Audios (which for the time being seem to be the most interesting element for users), on the other hand, are to be recorded directly from the app.

Zuck tries to tickle X users with the coveted ability to edit their post, within 5 minutes of publication: (to do this on the former bluebird you have to be a subscriber, on Threads it’s free).

Expectations for Threads’ European-wide success are high: if the app has been downloaded 30 million times in just a few hours, shortly after its announcement last July, to reach about 100 million monthly active users, in Europe the app could gain about 40 million users by 2024.

Many familiar faces, from Fiorello to Chiara Ferragni, have already stormed the platform; this anticipation has generated excitement and questions about how this new platform will shape our digital experience.

In the meantime, we have one certainty: it is new territory to explore, full of potential and challenges.

But how long will our interest in this new social be sustained?

The post Threads lands in Europe: but did we need it? first appeared on Square Marketing.

Semrush presents the “State of Research 2023”.

One year can make a difference, especially in the vast universe of online search. With its “State of Search 2023,” Semrush reveals the ins and outs of search traffic, showing us the trends and changes that have occurred over the past year.

1. Web traffic analysis.

Let’s start with an overview: search traffic, a pivotal element for those leveraging digital, declined slightly globally during 2023. Online activities have therefore been normalizing (sign that the world is returning to its new post-pandemic normalcy).

2. Popular categories and those in decline

What do users search for on search engines?

Leading categories in searches include electronics, media, restaurants, food delivery and beauty & cosmetics. Those in these industries can still enjoy fertile ground to grow their visibility through a targeted SEO strategy.

In contrast, searches on fashion and apparel saw a decline during 2022, while a smaller decrease was seen for online education, travel, care & technology. This indicates increased competition and the need for different and integrated strategies to emerge in these areas.

3. Keywords and SEO strategy

The focus on keywords was evident: 29% of users navigate from one keyword to another before clicking on a result. The challenge? Positioning for a range of keywords, a key weapon for any business seeking online visibility.

4. Emerging trends: More visual SERPs and mobile first

Google’s SERPs are becoming increasingly visual: a 42% increase in desktop carousels and a notable increase in video on mobile devices. Visual navigation is increasingly predominant, an indispensable aspect in defining an effective SEO strategy.

5. Google’s commercial breakthrough

And let’s not forget the change in SERPs toward a more commercial orientation. Shopping-related keywords are gaining ground, a clear sign of an ongoing transformation in users’ search intentions.

So what does this mean for marketers and those who want to stand out online? It means that the research scenario is constantly changing, and adapting to these transformations is the key to digital success. It is time to think mobile-first, to diversify strategies, and to embrace an increasingly visual approach.

Semrush has mapped out the search territory for 2023, but the journey continues.

Adapt and innovate are the key: the digital world never sleeps.

The post What did we look for this year? Semrush presents the “State of Research 2023” first appeared on Square Marketing.

Keep it simple: the simple approach is the ace in the hole. Sometimes, the most obvious solution is also the best: this is especially true for competitive strategies.

Clearl and effective communication is crucial and avoids uncertainty. For example, Southwest Airlines has adopted a simple message for its campaigns, “Low fares. Nothing to hide”; a direct and understandable concept.

To achieve this goal it is crucial to focus on what is essential. Within a strategy, “cleaning up” means stripping all ancillary activities and focusing only on the core actions that lead to results. Apple is definitely an example of focusing on the essentials, with recognizable products and distinct functionality.

In an ever-changing world, agility is key.

A simple strategy adapts easily to market challenges; think of Google: which started as a search engine, it has expanded its reach in surprising ways while keeping its flexibility intact over time.

A clear strategy also makes the dialogue among a company’s employees smoother and more profitable: when the strategy is clear, every team member can feel involved, and when the team is involved they are also more motivated to take the strategy to the next level. Netflix, for example, has made this concept concrete by offering employees the freedom to make decisions without consulting their superiors. This dynamic led to the creation of an authentic and dedicated team.

Complexity often breeds indecision, and the opposite of indecision is a clear choice: Amazon, for example, initially decided to focus only on online books. The choice was bold but decisive, and over time it allowed the giant to establish a direct path, enabling it to safely expand in several directions, from product sales to streaming services.

Choosing simplicity can, therefore, prove to be a win: decoding competitive strategy not only provides an advantage, but also enables one to navigate the business world with clarity and confidence.

Simplicity is not only an elegant idea, but often proves to be the key to lasting success in the ever-changing business landscape.

The post Decoding competitive strategy: the power of a simple approach first appeared on Square Marketing.

However, the flywheel is not just a model; it is a representation of a new ecosystem vision of business growth, born within two clear trends:

1. budgets and energies invested in an uncoordinated manner, resulting in the generation of stress (rather than results);
   
2. increasingly sophisticated customer buying habits; marketing promotions become promises to be fulfilled throughout the purchase journey; and never before has the 1-in-8 ratio of negative word-of-mouth been revised downward.

The second time we invent the wheel.

Imagine you have a wheel spinning at high speed, the more the wheel spins the more energy it creates.

This energy is especially useful when thinking about how customers can help you grow your business.

Other models consider customers only as an outcome: all the energy spent to acquire that customer is wasted, and you are back to square one.

HubSpot’s Flywheel is represented in the center by the word “Growth” and surrounded by three phases that feed into each other: “Attract” which feeds “Engage” which feeds “Delight” which feeds “Attract” again, and so on. An outer ring shows how “Unknowns” become “Prospects,” then “Customers,” and finally “Promoters” who attract new “Unknowns.”

Comparison with funnel

The major differences with the classic funnel relate to scope: the funnel (whichever you decide to use) lends itself to telling the story of a customer’s buying process up to the ACT or conversion stage, in which marketing usually exhausted by the upper 3/4 levels stops and leaves the ball to operations.

The other key concept is the different importance given to customers: depending on the industry they can become positive word-of-mouth, case studies, referrals, reviews or even brand ambassadors.

Forces and frictions

The concepts that we believe are most effective to put into practice right away are those of force and friction (or friction): forces are all that accelerate the energy of the flywheel, frictions all that slow down this momentum.

Examples

1. FORCE: Any activity that brings in new people or accelerates the process of attraction is considered a force.
   
2. CLUTCH: Not all friction or friction is “harmful”; for example, in skiing or motoring people brake to have more control, and as Pirelli said in a famous TV commercial in the 1990s, “power is nothing without control.”
   
3. NEGATIVE CLUTCH: Negative clutches are usually found at intersections, both team and technology. An example of negative friction between marketing and sales could occur when the lead is not worked on right away or perhaps when they are contacted without having all the information that marketing has (painstakingly) gathered. At a technological level, we have negative frictions when, for example, campaigns are not aligned, the site from mobile is not up to date or does not have a good UX, or when systems do not talk to each other and the customer has to duplicate efforts at the various touch points with the company.
   
4. POSITIVE FRICTION: A positive friction occurs when we create a limitation or block to the customer that results in helping brand positioning. For example, creating a waiting list for a product can increase its desirability and creates the expectation of a more organized service.

Why, then, is the flywheel particularly interesting?

Because it changes the approach and helps the practitioner put himself in the customer’s shoes and evaluate the effect of touch points throughout the relationship (seems to be important for companies that want to automate, digitize, or scale their business model!).

The advice is to identify the touch points between technology and team integrations, as these are the ones most at risk and with the greatest potential for improvement. Once those have been identified, it is important to start a discussion in the company about how to connect the various teams together or integrate different technologies, perhaps by getting expert support.

Now is the time to spin the wheel, rien ne va plus!

The post FLYWHEEL:
Do we need another model? first appeared on Square Marketing.

The images we frequent every day through the mass media are almost always selections of larger figures.

This use of cutting explodes in the early 20th century and is part of a larger activity, namely montage, which we can call the heart of the modernist spirit given its wide use by mass media and the digital world (just think of video editing, photo collage, etc…).

However, it is not always such a free-for-all and at will activity of graphic designers and art directors. For example, in 1947 Henri Cartier-Bresson and Robert Capa founded the Magnum agency for the purpose, among others, of preventing their shots from being distorted when they were put on the page. Indeed, it was common practice in newspaper editing for graphic designers and art directors to cut photos to fit inside the layout. Even today, work by photographers represented by Magnum cannot be trimmed, with rare exceptions agreed upon with the agency.

As Riccardo Falcinelli wrote in Figures, photo cropping is also a way to tell a story through image, carefully choosing what is shown and hidden. In this sense, photo cropping can be seen as a way to create a visual composition and give a sense of direction to the image.

When done well, cutting is a visual metaphor, a form of attention, something to focus on. A gesture that can change the content of an image or sharpen the gaze on it. Each cut ends up telling a different story.

There are several ways to do photo cropping, depending on the desired result. For example, you may choose to crop an image so as to create a panning effect, focusing on a large portion of the image and leaving out less important details. Or you can choose to do a tight crop, focusing on a small detail of the image and thus creating a more emphatic effect.

Another way to do photo cropping is to follow the guidelines of the rule of thirds, which suggests dividing the image into nine equal parts and placing the focal points on the intersecting points of the lines. This can help create a more balanced visual composition and give a sense of direction to the image.

Photo cropping can also be used to correct image imbalances, such as by cutting away a portion of the image that diverts attention from the main focal point.

The example given by Falcinelli in Figure of the photograph taken by Erwin Blumenfield for the May 1954 cover of Vogue depicting Jean Patchett and how the art director, Alexander Liberman, layouts the cover is interesting.

An “average” graphic designer would have paginated in this way, losing much of the meaning of the photo and ruining the photographer’s composition.

Instead, he chooses to layout it this way, cutting the original radically, but he does so to amplify the logic of the photo, not to mortify it: as Falcinelli says, he cuts to build something new together with Blumenfeld, not against him. The two versions become two separate images of equal dignity.

To us at Square Marketing this is interesting because in our work it is essential to have integration between professional figures who can work as a team amplifying creativity and bringing their professional know-how back to communication and marketing projects. Cutting when done judiciously is a form of mindfulness, a choice that requires the observer to focus on the detail of a larger discourse. This is why it is a delicate activity that can present ethical or moral dilemmas, not just aesthetic ones.

A gesture that can change the content of an image or sharpen the gaze on it. Each crop ends up telling a different story.

The post Cropping: each photo crop ends up telling a different story. first appeared on Square Marketing.