(Marketing Strategy)

How to Improve Your Marketing For Free(ish)

One of the things you can do right now is making sure that your customers are having a good experience with your business.

Johnny Molson
Johnny Molson
March 23, 2021
How to Improve Your Marketing For Free(ish)

Johnny Molson: All too often when we talk about marketing, we are talking about advertising. And while advertising is part of marketing, it’s actually only a sliver of the stuff that needs to be considered. And one of the things you can do right now that’s within your control, and more or less doesn’t cost you any money, is making sure that your customers are having a good experience with your business. To talk about that today we’ll go to Halifax, Nova Scotia, where Ryan Chute is going to remind us that if your salespeople are being measured by the sales and the dollars they bring in, that may actually be working against your company. Tom Wanek is in the Cleveland area and he’s going to talk about three things that you measure right now to make sure that your employees are treating your customers right. And when you do that, sales will come in. Let’s start in Canada, though, with Ryan Chute and businesses are coming back online. Customers are coming back into stores. So what are businesses doing right now?

Ryan Chute: I think a lot of folks are trying to make sure that they’re within compliance to what their state or provincial laws are dictating, as far as reopening and things like that go. They’re trying to do what’s right. And ultimately that’s valid and important. But it’s also important to make sure that we’re doing what’s right for our employees when it comes to time off and being flexible. And those intentions will pass along through to the customer. There’s going to be all kinds of things like Plexiglas barriers and limited office interaction, spacing issues that you have to deal with. But really what it comes down to is being a company that’s compassionate. That’s helping their employees as much as their customers achieve success and results, whatever those positive things are. Being trustworthy. And frankly, being grateful.

Johnny Molson: Tom, you have said in the past that customer experience isn’t just an idea “we should treat our customers right”. But really, it’s more of a discipline and something you’ve got to deliberately do. Expand on that. I mean, tell me a little more about what you mean by that. Tom

Wanek: Yes, one of my biggest pet peeves is thinking that you could shoot from the hip pocket and just have a great customer experience. That you could just print out these “I love my customer” mugs and t shirts and, you know, say “let’s just delight the customer”. It just doesn’t work like that because what delights you and what delights Ryan is vastly different than what might delight me as a customer. And so we have to take that into account. I have a client that is a jeweler and they’ve preached to all the sales staff, “Delight the customer. Delight the customer.” And so that was left to the individual’s interpretation. And it created a sales disaster. Sales declined because what the business owner found is we had these long lines of customers waiting. Because we were taking an abundant amount of time serving beverages and food and chatting up the customer, when all they really wanted was to get in and out of the store. And so they were losing sales because of “delighting the customer” and they didn’t define that for the sales staff.

Johnny Molson: And these two things, which you’re both saying, tie in together so nicely with each other. Because people are sort of tiptoeing around the corner and saying, “Is it safe to come back in now?” You’ve got to be very deliberate in how you tell them that it is safe to come back in now. I know we’re past the hump of freaking everybody out and saying, “My God, isn’t it scary out there?”


“But after leaving our 450-degree ovens, the only hands that touch them are yours.”

So what are some of the shoulds and shouldn’ts, Ryan? How do I word this… I was struck by the Domino’s commercial that is now promising that they don’t touch your pizza after it comes out of the oven. That’s one of those things like “What the hell were you doing before?” Right? And so where’s that little bridge between welcoming them back in and not freaking them out?Ryan Chute: I think it’s quite reasonable at this point in time to take the time to do a touchpoint assessment. And really just look at every spot where you’re judging the customer: from the CSR, taking that phone call to book an appointment, through to people being received through a retail door as traffic. In Canada, for example, they have to actually log everyone that’s coming in and going out so that there’s X amount of people that are in the store at any given time. Some stores have mask policies. Some stores are asking for compliance when it comes to a six-foot distancing. Some aren’t. Ultimately, those are the kind of key elements of what we’re dealing with here today. But all of those things translate into “the every day". And good principles are good principles. Ultimately, if we look at the touchpoints and we see where can we make it easier, smoother, faster, more comfortable for the customer to get to the point of purchase — we’re winning. Time is a test, in my opinion. And ultimately the customer is gauging us on whether we’re being successful or not with the commitment that they’ve given us with their time. People are busy. And ultimately, if we don’t have a product that’s any different than anything else, we are the difference. The only reason they’re going to buy from us is us. You go into a car dealership, you can buy that car at every single dealership. So what makes you different? How we treat the people that we receive and our actions are going to speak much louder than our words. We can say all day long, post all kinds of great videos and all kinds of wonderful things that of demonstrate our worth. But the proof is in the pudding, frankly. Let’s get out there and do the things that are right, both socially responsible for what we’re dealing with now with pandemic issues, but just in general principles. Tom and I had a nice conversation a number of months back regarding the idea of not every touchpoint is an infinite delight factor. And just as he says with his jewelry customer, everything isn’t about being delightful. It’s about being exactly what the customer wants. And that certainly lives in the mind of the customer. But remembering that by the time we’re done with the customer, we need to find something that is going to surprise and delight them. It’s the linchpin. It’s the difference between a good review and a great review, a sincere review, a loyal customer, and all the things that matter to the company in the first place, which is to stand head and shoulders above their competition so they get repeat business.Johnny Molson: Tom, you’re nodding your head chime in there.Tom Wanek: You know, something Ryan said that was was really profound. He said that the right principles are the right principles. Good principles are good principles, whether you’re in a situation like we’re in now or just talk about normal times. You know, go back to the basics. One of the things that you should be doing no matter what is actively listening to your customers. Getting on the phones, listening to what they’re saying, the questions that they’re asking boots on the ground. Get in the showroom. Ride alongs with your technicians. Whatever it takes to listen to the customers and get their direct feedback. Oh, man. That alone could lead to such profound insights as to what to do to improve your products and services. Such a basic thing.Johnny Molson: Yeah. And I think we’re going to be surprised, if we’re not already picking up on it, of how much isn’t going to change. I mean, some of those you say — you use the word “basics”. But it’s stuff that you probably should’ve been doing anyway. And now you have the opportunity to really up your game.Tom Wanek: That’s right. I mean, these are fundamentals for a reason, right? Just what Ryan said, go back to the basics. Do the fundamentals, do the good principles that you should have been doing anyway and you’ll be light years ahead of the competition. That’s how you get through things like this. You don’t go looking for a red herring or that special little shiny object that’s going to take you to the promised land. It’s about fundamentals.Johnny Molson: To that end, and Ryan you can speak to this. What should businesses be measuring? We love throwing around the acronym KPIs. And everybody has a different definition of what that means or what that should mean. Ultimately, what does a business measure to see? Is this thing working, am I connecting with my customers?

measure what matters

Ryan Chute: That’s something that we’ve been talking a lot about with a couple of clients recently. And you know, there’s a couple of things that come out of that. One is KPI as it stands for Key Performance Indicators. And the other is metrics that matter, a book that was written a number of years ago, but still very relevant today, trying to remember who the author is but it’s evading me. Two things that it boils down to. One, a key performance indicator is an indicator, not a whipping stone. Right? So it’s not one of those things where we’re “Hahaha! We’ve caught you. You’re under par. It’s time to axe you and take you to the guillotine.” And the metrics that matter are metrics that revolve around actions and behaviors. Right?So we get really obsessed with results in most businesses. Because usually somebody above us — in the automotive world, the OEM is obsessed about the result. If it’s in furniture, it’s going to be the manufacturers. If it’s a franchisee, it’s going to obviously be the franchise offices. All of these things where we’re just fixated on the result. So we’re just trying to get to the results come hell or high water, when in reality good leadership — not management of the task, but leadership of the people — comes down to, are you doing the behaviors and actions necessary to achieve the result that you want? And by the time we’re finished, that result is a historical number. Did we achieve it above the bar or below the bar?Steve Rae, one of our partners, when he went into the radio station and started doing things the Wizard of Ad ways. One of the first things that he did was he eliminated sales quotas 100%. Because he found that it changed the disposition of the people who are on commission who typically to do whatever it took to get the sale done, not do what was right to make sure the customer won. So there’s a big difference between the two. If we just stuck to our behaviors and actions, we would see that we could maneuver off of that. We can also manage that better and we can also train off of that better when we stick to those consistent things that actually help us get over the finish line. And in some cases, a sales quota is just as bad as anything else in productivity. Daniel Pink writes about it in his book Drives. There’s a video online that speaks about the counter-intuitive strengths of what we see as incentives. But you know, I’ve seen plenty of salespeople hit their target and they go on full stop and check out for the rest of the month. So are we really gaining or are we really kind of holding ourselves back?Johnny Molson: And that point right there, I think is hugely important. This idea that the number is the result of the effort that you put in. And it’s true with anything. I mean, you want to lose weight, you focus on eating right and walking around the block a couple of times. We know that this is true. And yet we still don’t do it. Why?Tom Waynek: That’s a great question. The first thing I think about — what Ryan was saying was making sure that we’re measuring the right things and trying to achieve the result that we want to achieve. So within that, there’s this alignment issue. And Johnny, you know a lot of times we get on on the phone with clients and they talk about being customer-centric. Yet at the end of the day, when you ask them, “Well, in your team meetings, what are you measuring that points to customer-centricity?” And there's crickets, “We don’t measure anything.” Well, you can’t improve what you do not measure. There’s nothing in there tying in customer centricity, well what are you going to expect? And everything is based on sales. Like Ryan was saying, sell, sell, sell. And you just got to sit down and really look at “You know, what type of company are we? Are we customer-centric? Are we sales-centric? Operationally efficient? What are we trying to achieve? What do we need to measure?”And the other thing as Ryan was talking that made me think is, a lot of times we too like to just measure things and we like to collect data, but we don’t take action with the data. We just collect it. So if you’re going to collect data and you’re going to measure things, be sure that you’re going to take action with that feedback that you get.Johnny Molson: How does a business then measure the things that maybe don’t go on a spreadsheet? The squishier things of doing right by the customer?Tom Wanek: Well, I mean, there’s a number of ways go about it. The first thing that pops up is the ubiquitous NPS or Net Promoter Score. Which is an indicator of advocacy. It’s a Likert scale from 0 to 10. And it’s a basic single question you ask a customer, “How likely are you to refer this brand to a friend or a colleague?” And zero: not likely at all. Ten: very likely. And then there is a formula that NPS uses to separate the detractors from the passives and those who are the advocates and promoters of that brand. So that’s probably the most common way. But there are others. I mean, there’s a suite of different customer experience metrics that an organization can use to really gauge how effective they are at their experience that they provide.

Net Promoter Score

Ryan Chute: For me, it’s on the front line. I’m speaking to my managers and I’m telling them to put down the paperwork. To stand up. Go walk around the showroom to listen to people, to actually hear what they’re saying. To get that feedback and be engaged in the sales process so that you have a clear understanding of where things went sideways. There’s no question that they never talk to a guy during a sale. Now I have them talking to the guy as he’s building the deal. I have them talking to the guy if he runs into a “no chance of closing the deal today.” I have him talking to the customer before he’s basically wrapping up the call. They’re seeing an increase of closing upwards of 30 percent because they’re engaged in the sales process. Now, instead of just standing back and hoping that their guys are going to do exactly what they need them to do, you support that with some really simple word tracks that you can trust that they’re going to go out there and do the right thing. And I say word tracks, not unlike our brandable chunks. Those elements, those beliefs statements, those stances that we have that really do drive home a consistent delivery of what it is we do. So you’re going to get great results out of your staff if you teach them in a way that’s simple enough for them to understand it, in a frequency that’s high enough for them to remember, and to make sure that they’re going out there and doing the right thing every single day. And starting from the place of intent. Sales is very much about intention.Johnny Molson: So is it as simple as saying “These are the things that we believe to be true and if we treat our customers this way, sales will surely follow.” So now we’re measuring did you treat the customer this way? Is that the way you put that together?Ryan Chute: That’s a big part of your system. Now, there’s some technical elements to a sales system as well that follow along certain lines of psychology and neuroscience. But really what it boils down to is we have to program our staff to be consistent with what we believe in. And we have to demonstrate to our staff by our actions as leaders that this is actually how we believe it, and this is actually how we live it. That means that you have to treat your staff the way you want your customers treated. In a way that they’re going to win. You want to treat them with trust and integrity and dignity equally as much with gratitude.Johnny Molson: And this isn’t a guessing game. I think, Tom, the trick is you got to talk to the customers and work from their perception inward. Talk a little bit more about that because you had you mentioned customer centricity and sales centricity and operationally efficient. Go a little bit deeper on customer centricity.

Youngme Moon

Tom Wanek: Yeah. I mean, it dovetails nicely into what Ryan is saying. There’s two things that I could draw from and comment on that Ryan said beautifully. And the first thing is taking an outside perspective, which is that we’re going to go and view our organization, our product category from the outside in from the customer’s perspective inward. Most companies don’t do that. Of course, they take an inside-out perspective and they focus on building products and services and say, “OK, now who can we sell this to?” So one of the most efficient things that you can do as an organization is get your staff again doing what Ryan talked about. Listening to the customer, hearing what they have to say. You’re going to notice when you do that too, that you’ll get three or four things that develop. Maybe they’re things that you can improve or issues that you need to handle and take care of to fix your experience. But again, I am almost embarrassed to say it, but it’s such an easy thing to do. Get on the front lines or talk those frontline employees, get on the phones yourself, like I said, and get that outside-in perspective. One of the best books I read about this was from Youngme Moon, and I think the book was called Different. And she talked about that a business organization and those working within the organization are the connoisseurs of that business. And when they surveyed the horizon, they see all the subtle little nuances, the asymmetries of that product category. Where the customer is not the connoisseur, they are the novice. And when they survey the horizon, they see shades of gray because they suffer from apathy. They just don’t care like we do. And so that’s why it’s really a necessity to take that outside-in perspective and learn what the customer is really thinking and feeling when it comes to your products and services. The other thing that Ryan said I think is enlightening, is this idea to treat your employees well and they will treat your customers well. I mean, that’s something we call the law of congruent experience. It’s the thing that you could do today to best improve your customer experience is just take care of your customers. Bruce Temkin is perhaps the godfather of experience. He said my favorite quote, “Employees will do what is measured, invented, and celebrated.” Employees will do what is measured, invented, and celebrated. And if we could just do that and improve our employee engagement, as a byproduct we will improve our customer experience.

Employees will do

Johnny Molson: One last question. Would I be more credible if I was wearing a black shirt right now?Tom Wanek: One hundred percent. One hundred percent.Ryan Chute: Yes you would, yeah.Johnny Molson: I knew I goofed this up. I’m so sorry.Ryan Chute: It’s all right.Tom Wanek: It happens, man.Ryan Chute: There’s always next time, rookie.Johnny Molson: These are conversations that we’re having with our clients and conversations that we’re having with each other. The stuff normally you’d only hear if you were sitting around the Wizards roundtable. We appreciate you watching. And if you want to get in touch with me or any of the folks on the show today, here are their e-mails.

(Marketing Strategy)
Johnny Molson
Johnny Molson

I take complicated, knotted-up marketing strategies and make them clear and understandable. I want people to know what you stand for, why you're special, and never forget you.

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Who does the Wizard of Ads® for Services work with?

Wizard of Ads® for Services work with healthy and growing businesses hungry to grow by multiples, like you.

You are ready, willing, and able to grow your business. You are open to change and are seeking a distinctive angle of approach to gain the time and attention of a too-busy public.

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Traditional full service marketing agencies are designed to capture the greatest amount of revenue from a client, regardless of results. Every last item is billed and expensed to the client. Typical agency fees can represent a whopping 55% of the entire advertising budget. That means a $5 million dollar advertising budget, you would spend $2.75 million on agency fees.

Think of Wizard of Ads® for Services as the Anti-Agency.

Our income is not tied to your advertising budget. Our income is exclusively tied to your growth. Our goal is to maximize your advertising impact with the lowest reasonable spend. This allows you to spend only what is necessary or to put extra horsepower into aggressively growing in your market.

The genius of this model is that it perfectly aligns our motivations as true partners for exponential profitable growth without the pain of being unaffordable. Ultimately, we are confident in taking the risk of being underpaid in the first few years because we know the results always speak for themselves.

Next, we do not accept commissions, referral fees, kickbacks, or other compensation from any service providers we recommend or engage for production work. Most agencies do. This includes the 15% agency commission for media buying. This approach is considerably different from the compensation plan employed by most advertising agencies, as it eliminates any potential conflicts of interest and allows us to focus our entire attention on helping you grow your business profitably as a true partner. For example, a $500,000 annual media buy would involve a $75,000 commission that we would have removed directly from your media providers' invoices.

This is the perfect pricing model for services who sell goods with a long purchase cycle.

By tying ourselves to gross revenue, we only have one motivation. Your motivation. We have no motivation to convince you to spend more money on marketing than what is necessary, and since we are a variable expense to sales, we NEVER become too expensive to have us on your team.

In almost every case, we end up lowering the amount of money you spend. We will stay within your planned marketing budget, including your media spend, production, and our Annual Fee. Add on the fact that you get any and all commissions back for media buys and various services provided by outside providers, and you will actually save money having us on your team.

Don’t forget, we have the largest buying power in North America for media buying, meaning for every dollar you spend buying media, we only spend 27 cents on average. This stretches your reach, impact, and frequency in a way no other agency (or yourself) can achieve on your own, saving you hundreds of thousands of dollars, eventually millions, every single year.

Clients who heed our advice and embrace our Marketing Strategy quickly add $1 million in incremental revenue to their business, making your investment a smart bet and a bit of a no-brainer.  

There is no longer any guesswork, hope, or fear that our marketing strategies are going to work. If our client’s are able to abandon any limiting beliefs about marketing, deliver operational excellence, and play the long game, our marketing strategy will accelerate their profitable growth.

Wizard of Ads® for Services pricing model is based solely on the top line revenue of your company. It consists of an Upfront Fee and an Annual Fee. These fees are inclusive of scheduled travel, services, and all other expenditures as outlined in the Consulting Agreement.

The Upfront Fee covers the intensive Uncovery Process, the first year’s Media Buy, the Creative Process, and the Market Research while the Annual Fee goes toward implementation, ongoing creative and consulting, and next year's media buy. You get a team of 3.5 people, with direct access to a top tier Creative Lead and Media Buyer, and on-demand access to me as your Master Strategist. You will also have a full-time Account Manager keeping everything on track.

While the upfront does have an initial pinch, it is easy to amortize the investment over the many years we will be working together to grow your business. Wizard of Ads® retain clients for 10 years, on average. The sale of the business is the number one reason for termination. We actively terminate the bottom 1% of clients who are unwilling or unable to follow our strategies.

Wizard of Ads® for Services believes that all rewards should be directly correlated to the success of our clients. This means that the Wizard of Ads® for Services only receives a raise when the company achieves growth. For example, if your gross sales for the year have increased by 25%, the Annual Fee you pay us in the following year will also be increased by 25%. Likewise, if your gross sales decrease, our Annual Fee will decrease by the same percentage during the following year.

This is an exceptionally easy and fair way to track and reward success. This model was developed by Wizard of Ads® over 35 years ago and has served us well because it serves our clients well.

As a rule of thumb, we take the risk of working for considerably less than our actual value in the first few years as we help accelerate growth. This means you need to be willing to pay us exceptionally well when you start doing even better.

When should I engage The Wizard of Ads® for Services?

There are four key revenue stages for engagement with the Wizard of Ads® for Services.

  1. Under $3.6 million in revenue
  2. Between $3.6 and $10 million in revenue
  3. Between $10 and $20 million in revenue
  4. Over $20 million in revenue

Under $3.6 million in revenue is an investment in your brand. This will serve you well in establishing your brand story early on and help you with your name, logo, and truck wrap design. It's easier to create pictures from a story than it is to make a story based on pre-drawn pictures. You'll be glad you did. Everyone on a fast path to growth is.

Most clients start with Wizard of Ads® for Services between $3.6 and $10 million in revenue. They have often seen a natural ceiling with their leads for demand service and are looking for ways to push past the ceiling. This can only be done with a properly executed brand strategy, specifically in mass media with a sticky story.

Between $10 and $20 million in revenue, Wizard of Ads® for Services has some natural economies of scale. This is a sweet spot where Wizard of Ads® for Services can offer some added value in getting the ball rolling.

Over $20 million in revenue is actually the lowest cost point of entry as a percentage of revenue, but not the cheapest time to start with the Wizard of Ads® for Services. Leveraging all economies of scale aside, we have been left out of the upside along the way, so engaging when over $20 million in revenue means we have to mend a lot of fences damaged along the way. This is also where clients see significant savings in their media buys and production costs.

There are also three market sizes to consider.

  • Primary Markets are the top 50 cities in America.
  • Secondary Markets are the smaller cities in America.
  • Tertiary Markets are the more rural trade areas in America.

When considering an engagement with The Wizard of Ads® for Services, consider what size market you are in. For example, a $3.6 million company in a Primary Market will struggle to get the necessary reach needed to make a splash. You either have to be more patient than a larger company or spend more money to accelerate your reach.

Alternatively, a $5 million company in a Secondary Market will look like a pretty darn big fish in a medium-sized pond.

A $20 Million company in a Primary Market will feel like a $50 million company using our strategies to potential customers.

The key to remember is that the earlier you start with the Wizard of Ads® for Services, the lower the investment to get started. As they say, the best time to plant a tree was 20 years ago. The second best time is today.

Are production costs included in your fees?

Offline, the Wizard of Ads® for Services Creative Lead will create the ad copy, cast the voice actors, source the production house, direct the performance, pick the music bed, manage all the edits, and provide you with the completed ad for final approval before sending to air on your behalf. This is included in our fees.

You pay for the production house, actors, royalty-free music, and jingles directly to avoid any potential for markups, commissions, or management fees.

We have many friends in the industry that give our clients good deals due to the large volume of work we provide them. We will introduce you to them.

Online, the Wizard of Ads® for Services Digital Lead will either coordinate production in-house or work with your preferred digital vendors. The scope of work will be determined and fees will reflect the scope of work to be done.

How long before a brand-forward strategy starts working?

In approximately three months of activation, we’ll just be getting live on air. In six months (3 months on air), you’ll be getting anecdotal feedback from people that you are being heard, but there will be no direct line to revenue.

After 6 months on the air, you’ll think you made the biggest mistake of your life signing up for this branding nonsense. After 9 months on the air (12 months in) you’ll see the light at the end of the tunnel.

At 12 full months on the air, you’ll know why you did this branding thing. Two years from now, we'll be clinking champagne flutes as you wonder why you didn’t do this sooner.

How long before we’re live?

The general guideline is 70-120 days, depending on the level of production needed and if there is a name change to your business.

This includes an onsite visit, a deep dive into research, and getting things created, negotiated, approved, produced, and live on the air.

  • Uncovery - 15-30 days based on travel. 1-2 days onsite.
  • Research - 30-60 days based on the scope of work.
  • Creative and Media Buy Process - 45 to 60 days
  • Offline Production - 15 days for radio. 30 - 60 days for television.
  • Online Production (if switching) - 60 days

This means planning for roughly 90 to 120 days in the proper development and production of a completely unique Marketing Strategy before anything hits the airwaves.

Are you exclusive?

Creatively, yes. During the term of this Agreement, all Creative Partners assigned to your Account shall not engage, directly or indirectly, as an employee, officer, manager, partner, consultant, agent, owner, or in any other capacity, in any competition of the client, including any company engaged in marketing consulting.

For clarity, the Creative Partner is defined as the individual Wizard of Ads® Partners who is responsible for creating your creative strategy and ongoing creative copy. Competition is defined as companies that engage in the same industry and business units (e.g., Furniture, Automotive, etc.) as you. The market area is defined as the area where the marketing message naturally reaches through DMA or 60 miles from the city center of the client's service area(s).

Naturally, we exclude any potential future competition in markets where you are not currently active at the date of signing.

We do not limit Media Buyers in any market. Media Buyers get better deals for larger volumes, making it beneficial for the client to have the Media Buyer available to do as many buys as possible to secure the best deals on the client’s behalf.

Do you do digital marketing?

Wizard of Ads® for Services can provide a host of digital marketing solutions for services. Wizard of Ads® has specialized Partners that provide digital services that serve services effectively. Under no circumstances will digital marketing services be offered without Wizard of Ads® for Services core solution.

It is most likely that Wizard of Ads® for Services will work with your existing digital partners and suppliers. If you do not have a reliable digital provider, we would be happy to introduce you to a number of great providers that play nice with Wizards.

Do you do jingles?

Wizard of Ads® for Services can assist you in getting a jingle for your business. Like any other tactical element of a marketing strategy, we do not produce a jingle for the sake of a jingle.

If you do not have a story or a strategic reason to have a jingle...or an ad campaign to tie it to, do not waste your hard-earned money on a jingle. You are wasting your time and money.

When you do build a single unified marketing strategy that incorporates a jingle for a specific (often scientific) reason, we have a Jingle Wizard who has studied the art and science of jingle design.

He will score you an original, royalty-free jingle, including professional singers, musicians, and producers. He will not knock off a generic jingle from a publicly available music bed that sounds like everyone else's jingle.

Your jingle will serve a very specific reason and produce a very specific result. Have you guessed how much we love jingles yet?

Who owns the copyrights?

Wizard of Ads® for Services owns copyrights for two very specific reasons. We also provide a fair use clause in all contracts to ensure you are in no way limited to the access of your creative works, whether you are working with us or not.

The first reason we own your copyright is to ensure that we do not have to go up against our own creative works in other markets we serve. This means you are not allowed to lend, give, borrow, tweak, rent, lease, or sell your creative works to any other company at any time.

The second reason we own your copyright is that we can establish a one-time value for your creative works in the event that someone steals the content. Upon selling you the copyrights, you can go after the perpetrator for theft and make a considerable bounty in a slam dunk case.

Here is how Wizard of Ads® word the fair use of your copyright for as long as your business is in operation:

All writing and/or marketing materials we create for you are not works-for-hire. Wizard of Ads® for Services hereby irrevocably grants you, and your successors in interest, the non-exclusive, royalty-free, non-transferable, and worldwide right to use the Works in connection with the marketing of your business pursuant to the Marketing Strategy for so long as your business is operational.
How do I measure brand results?

There are a number of interesting ways to measure results. Some people like to get unique identifying telephone numbers, or create branded URLs that redirect to landing pages or the website. However, much of this is a waste of time and energy as it never tells the true story of the brand journey and how it affected the decision-making process.

Other indicators of brand effectiveness include tracking new customers, reactivated customers, or running a brand equity survey to get a sense of your share of mind. Digitally you will see direct search increase, which cannot be affected by anything digital, as well as branded keyword inquiries increase. You’ll, of course, need to get your digital people to add these to your campaigns if you hope to see an increase in conversions.

Wizard of Ads® for Services racks the simplest of indicators. Top line revenue. When your branding takes effect, and the company responds in kind from the phone call or form fill-on, top-line revenue will increase. Efficacy is plotted on a T12, and total lead volume from all sources is tracked.

12 things you should know before signing up.
  1. Quality relationships take time. Branding is a long-term strategy. That’s why most services do it wrong, or not at all. There is always a lag between the start of the new campaign and the time it takes your customers to connect the dots. You MUST BE READY, WILLING, AND ABLE to endure this lag period. In our experience, the lag is typically 6 to 9 months, depending on how competitive the marketplace is, your company’s reputation, your budget in relation to reach, and the eight uncontrollable environmental factors. During this time, we will be helping you implement a transition plan to ease the pain. The good news is that this lag only happens once.
  2. Decisions by Committee. We completely reject the notion of decisions by committee. We work with a single, courageous decision-maker. We welcome decision influencers, but we only look to the Owner for the final decision. All decision-makers and influencers must be involved in the Uncovery and Marketing Strategy Presentation if they want to offer input in the future. It is critical that we have a 100% fully approved plan that can be defended and championed by all leaders in the organization.  
  3. Proven Strategy. That means we are not the low-cost provider. With hundreds of service clients and a playbook of strategic devices, tools, and tactics, this isn’t a guessing game for us. We know what to do to make your goods and services appealing to potential buyers. If you can deliver the goods, we can  build the relationships. If you are uncomfortable with the idea that you are paying us less now so that you can pay us considerably more once revenues allow, please do not commit. We intend to be your true partners, in sickness and in health...so long as you own your business.
  4. Automatic Payments. Everything is on automatic payments. If you struggle with managing cash flow, figure that out in your business first. We accept all major credit cards and ACH payments.
  5. We Cause Problems. If you don’t have a capacity issue now, I promise you will in about 9 months. Let’s deal with recruitment out of the gate as part of your comprehensive marketing strategy.
  6. We Own the Copyrights. All writing and/or marketing materials we create for you are not works-for-hire. We irrevocably grant you, and your successors in interest, the non-exclusive, royalty-free, non-transferable, and worldwide right to use the Works in connection with the marketing of your business pursuant to the Marketing Strategy for so long as your business is operational.
  7. Brand Building. We will be steering you to limit the use of discounts, rebates, coupons, and sales to attract clients. We know this feels counterintuitive to many, and we will clarify our reasoning. Rest assured, we have considerable experience in creating similar offers that are not damaging to your profitability, your brand’s integrity, and your preferable long-term client relations.
  8. Creative Authority. We must have creative authority over the words. You can accept copy as written or reject it outright, but you cannot modify the words yourself. If you do not like something as written, we are happy to discuss it and make the necessary change to maintain the integrity and intention of the words chosen. Alternatively, we will scrap the concept and create new copy that you are happy to get behind 100%.
  9. Proprietary Algorithm. The media buy must be structured in a very specific way, including running a full 52-week schedule. It is based on brain chemistry, not P&Ls. Once we have committed to the buy, it’s important to avoid adjustments unless they are calculated additions.
  10. Knucklehead Factor. You should expect knuckleheads. For example, when you start running ads that are certain to get attention, you need the courage to continue running those ads, even when you receive complaints. We celebrate complaints. It means we’ve made people feel.
  11. Digital Weasels. In about three months from the time your advertising campaign hits the airways, your digital marketers will show you a marked increase in direct and organic traffic. Some Digital Marketers will mistakenly claim this success as their own. Done properly, you can continue to spend less and less on digital lead generation by increasing your branded keyword online presence.
  12. Annual Marketing Meetings. Travel permitting, we prefer to hold Annual Marketing Meetings (AMMs) outside your city. Years of experience have taught us that we get better results when decision-makers are outside their sphere of influence, away from the day-to-day distractions of the office.

Ready to transform your world?

(do it - you
deserve this)