About two weeks ago, I read Rohit Bhargava’s post “How Hanes & Dyson Are Winning By Naming The Problems They Solve” and it really resonated with me. The post highlights two brands that are doing an exceptionally good job of explaining (through naming) the problems that their products solve. Bhargava comments that this practice helps these brands with their “getability” – or how easy it is for their consumers to understand the problems they solve without a lot of explanation. Bhargava explains, “When your marketing has getability, it means that it is simple, clear, and memorable.”
I personally began to understand the importance of getability over the course of this past year when I started my strategic brand and marketing consultancy. It took some time for me to determine how I could simply and clearly explain what it is that I do and the problems that I solve (brand strategy isn’t an easy concept to explain). For me, part of my challenge in achieving getability was my message, but most of it was identifying and understanding who I really needed to “get” me. For me, achieving getability relied on focusing on two very specific target customer segments (mid-sized companies with existing marketing departments or creative agencies offering brand strategy services).
Currently, I am working with two clients who are also experiencing challenges with the getability of their marketing. In both cases, these clients have been able to build their businesses over time, but they realized that they had the untapped potential to grow so much more. Through my analysis of their marketing and their customers, it became apparent that their biggest barrier to unlocking their growth potential has been the poor getability of their marketing messages. For several years, both companies have been touting very technical, complicated benefits that the majority of their target customers simply did not understand and therefore could not value. Neither of these companies effectively articulated the problems that they solved in a language that was simple and clear for their target customers to understand. Their confusing marketing messages were significantly limiting their growth potential.
Because both of these companies had experienced some success, they did not realize that their marketing getability was an issue. Their limited success masked a significant marketing message problem. It was only when each company started talking with their current and potential customers about their experiences with the brand and their interpretation of the marketing messages that the lack of getability was uncovered.
Since the getability of their marketing was not an obvious challenge to either of these companies for so long, I thought it would be worth posing some questions to the rest of us as marketers:
- Does your marketing have getability? How do you know if it does or not?
- Have you recently conducted research (or just asked your customers some pointed questions) to assess your message?
- Have you conversed with trusted customers and partners to ensure you are explaining the problems that you solve in a meaningful and easy to understand way?
- How do your customers describe the problems that you solve? Are you using their language to communicate what you do to solve their problems?
It doesn’t require a lengthy research project to answer these questions. A series of informal interviews can quickly uncover the answers, which may be very surprising, as it was for my two clients.
As we all strive to grow our businesses and improve our marketing, I challenge each of us to really focus on the getability of our marketing messages. Ensuring that our marketing is getable should drive powerful results.
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