Disruptive Marketing is Disappearing --- or is it?

In his excellent Direct Creative Blog, Dean Rieck recently posted an insightful article entitled "Reports of the death of advertising as we know it are greatly exaggerated."  In the following paragraph, he responds strongly to the now popular idea that disruptive advertising, or advertising that is not controlled by the consumer, is fading away in the Internet age.

“My prediction? People love and respond to advertising far more than they’ll ever admit. And the interruption-disruption model may be tinkered with and modified, but it will never die. Ever. Because no matter what you call it, selling means pushing products. And if you aren’t pushing, you aren’t selling. And if you aren’t selling, you’re out of business.”


Here is my comment to Dean about the unchanging nature of what I choose to call “disruptive marketing.”

About Disruption Dying Out ---

Disruption is fundamental to all communications, not just selling. Every time we ask a question or talk to someone, we are disrupting his thought process or something he is doing.

Think of how the world turns --- the mall-intercept interview, the dog that wants to be petted, the sick child, the gardener knocking on the door for his check, the e-mail asking the recipient to complete a questionnaire and so on. Some interruptions are not pleasant, others are.

That's the way it is with selling products. Some we like and don't mind the interruption and others we don't.

And as you say, this activity is as old as man himself. It will never go away.

If companies ceased disrupting and interrupting, then they would cease selling. But no one ever should think that these disruptive activities are always distasteful.

It is true that some distasteful interruptions are dying out such as door-to-door selling and unwelcome phone calls. These were indeed out of control. But other means of communication like mail and online (except for email) are easily controlled by the customer.

New, distasteful disruptions have come with the growth of new media. Nine out of every ten emails bombard the inboxes with spam and the problem continues to grow in size and complexity. And the Internet has enabled identity theft to grow to epidemic proportions.

So things are changing, but consumers are hardly getting more control over every aspect of their new age lives.

Ted Grigg

Ted Grigg is a direct response strategist who helps growth-focused companies reduce risk by identifying weak assumptions before they become costly mistakes.

Over the course of his career, Ted has evaluated several hundred million dollars in direct response testing across direct mail, digital, print, television, telephone, and other channels. His work combines direct response strategy, acquisition economics, customer analysis, creative evaluation, offer development, and disciplined testing.

Ted has worked on both the client and agency sides of the business. That experience gives him a practical understanding of the pressures facing executives, marketing teams, agencies, and service providers—and of the problems that arise when activity, media volume, or creative preference replaces a clear economic objective.

His consulting work helps organizations examine such questions as:

  • Are acquisition goals economically realistic?

  • Is the allowable Cost Per Sale supported by customer value?

  • Are targeting, offers, creative, media, and response paths working together?

  • Are tests structured to produce reliable business decisions?

  • Are unproven assumptions being treated as facts?

  • Is the organization measuring sales outcomes rather than convenient proxies?

Ted’s experience includes the development of direct mail and multichannel acquisition programs for insurance, healthcare, financial services, technology, nonprofit, manufacturing, retail, transportation, communications, government, and business-to-business organizations.

For a national direct-to-consumer insurance company, he developed a direct mail format that defeated established controls and helped expand the productive use of compiled prospect lists from less than 10 percent to more than 30 percent of total direct mail circulation within one year. He also planned Medicare lead-generation programs for more than 60 regional and national HMO and PPO organizations, with some programs exceeding sales projections by as much as 60 percent.

Ted founded Wyse Direct, a direct marketing division of Wyse Advertising in Cleveland, where he developed acquisition programs and helped launch a new technology product for Seiko Instruments by generating a predictable flow of qualified sales leads for its national sales organization. As vice president of new business development for the Grizzard Agency, he helped broaden the agency’s strategic capabilities and pursue new commercial and fundraising opportunities.

He is the author of The HMO/PPO Marketing Plan—A Step-by-Step Guide, published by Executive Enterprises, and has written numerous articles and conducted webinars on direct response strategy, testing, creative development, and marketing economics.

Ted earned a Bachelor of Arts degree from Abilene Christian University and completed two years of graduate study at Texas Tech University. He is the founder of DMCG, LLC.

http://www.dmcgresults.com
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