By Peter DeLegge
One of the most crucial elements of successfully leveraging your
off-line communications to drive your customers and prospects to your
company’s Web site is providing them with a compelling reason to visit.
In short, don’t expect your customers or prospects to come up with a
reason to visit your Web site if you can’t come up with one yourself.
Sounds pretty simple, right? Sure, it is. But browse through the ads in
that magazine on your desk and you’ll see for yourself that this is
something few companies -- and I really mean marketers -- do well. I know, I have been involved in this area
for years, advising companies on how to get it right.
A couple of years ago I was advising a client on how to leverage their
existing marketing efforts to drive more consumers and potential consumers
to their Web site and what to do with them once online.
The client is a marketer of consumer products that are distributed at
most of the major discount retailers, like Wal-Mart and Kmart. Their
impressive distribution alone provided a good deal of potential to drive
consumers to their Web site. I was eager to show my client how they could
use their product packaging, off-line marketing collateral, television
advertising, POS, sponsorships, merchandising and other existing
communications to drive more consumers to their site and what to do once
those consumers once became Web site users.
In preparation for the meeting, I began looking at every product, ad,
brochure, television commercial, billboard, direct-mail piece, magazine,
newspaper, trade journal and ad specialty to observe and analyze how
companies were driving people to their sites – especially with regard to
consumer products (most of my time is spent in the B2B arena). I would
then go to Web addresses found in these off-line vehicles and experience
the site as any consumer driven their from the off-line vehicle would,
recording each experience. Although I ended up spending a great deal of
unbillable hours, it was still an invaluable journey.
What I found was that most companies’ off-line promotions of their
Web sites are limited to a line of text such as "visit our Web site
at www.our company.com" or a simple listing of the Web address
of their home page below their logo or at the bottom of the screen or
printed page. Companies rarely offered any benefit for visiting
their sites. Even worse, companies that told of the benefits of visiting
their sites often didn’t know what to do with the visitor once at the
site. That is, most sites did not attempt to drive visitors to any
specific action such as capturing their e-mail address or contact
information, they just seemed to let the consumer meander around without a
specific purpose. Even worse, the majority of sites didn't offer tie-ins
or visual cues that connected with the vehicle that drove the visitor to
the site in the first place -- such as an image from an ad. Apart from
having the same logo and products, the online experience often seemed
disconnected from the off-line vehicle that featured the Web address in
the first place.
Perhaps the most amusing example I found was during breakfast one
morning before an important meeting with the client. As I sat in
front of a box of raisin bran, I thought to myself, "I wonder what
they’re doing to get visitors to their site. This cereal box is a great
opportunity." Searching the cereal box for a URL, I finally found it
on the box top, where I read the words: "Look we’re on the Web at
www…" I chuckled, because I thought to myself, is that the most
compelling reason they could come up with to get people to visit their
site? I almost felt like the copy should have added, "…of course,
we don’t know what for." Or maybe the statement reflected an
insecure company culture or even pride and what they were really saying
was: "Look! We’re not luddites anymore, we're with it!"
I wondered whether the brand manager of this product was not Web savvy
and didn’t know why he might want to drive consumers to the Web site or
if he simply didn’t believe in the current Web site efforts and did not
want to drive consumers there. Perhaps there was no synergy between the
brand manager and the team responsible for handling the Web site and the
brand manager only put the Web address on the box out of obligation. In
any event, it was a lost opportunity.
When I visited the cereal brand's Web site, I was surprised to find
that it featured all sorts of recipes that included its product, coupons
and cross-selling of the company’s other products. Indeed, the site had
real value for the cereal’s consumers.
As I moved around the site, I kept thinking about how the brand manager
failed to leverage the existing opportunity with the consumer, in this
case, through product packaging. How he might have drawn the consumer into
an environment the marketer controlled where there was an opportunity to
turn a one time purchaser into a repeat purchaser, to upsell, to reinforce
that consumer's favorable perception of the brand, to survey the consumer
about the product, the packaging, the pricing or the Web site itself or to
start regular communications with the consumer via permission e-mail --
the marketer had a serious opportunity to draw consumers into a richer
relationship with the brand, but he blew it. There is no shortage of
things this marketer could have done to provide consumers a reason to
visit the Web site, but he didn’t do any of them.
Since the main consumers of bran cereal are adults, the marketer might
have focused on the health benefits of the product and further expanded
with other health and exercise related information. He could have provided
recipes that feature the product as an ingredient, to get the customer to
use more of the product. He could have introduced a loyalty program that
rewarded repeat purchase. He could have had an interesting presentation
that showed how the product is made and why their process is superior to
the ones used by competitors. They could have introduced all sorts of
Considering that cereal is a low cost consumable and that the ROI of
this site will probably never justify itself, I am not necessarily
suggesting that this company should or should not spend time and money
engaging consumers in dialogue and personalized e-mails, or even whether
they should have a Web site – I am merely addressing the issue of
promoting an existing Web site. This particular company does sell many
other products in addition to cereals and has since started to do some of
the things I have mentioned.
Unfortunately, whether it is business-to-consumer or
business-to-business, few marketers are actually offering compelling
reasons or benefits for visiting their Web sites in their off-line
communications; and with millions of Web sites on the Internet, I think
they better start thinking of some very good reasons soon.
Don't agree with me? Answer this: if you had a choice, would you rather
have a couple seconds or less with your customer or prospect or minutes to
tell her about the benefits of your brand and even potentially engage her
in regular communication with your brand? I think most of us would prefer
more time in front of and in the mind of customers and prospects -- and it
really doesn't matter what channel you use to do that. The ideal channel
is the one that first, is most effective and the Internet can be a highly
efficient channel -- but only if your target market uses it for
researching, buying and/or communicating with companies and brands that
make the types of goods or services you are selling.
Marketers should be leveraging their off-line efforts to drive visitors
to a place where there is a potential to truly engage prospects and
customers, allow them more time with the brand, (in some cases) the
opportunity to purchase, demo or receive samples, hear testimonials from
your satisfied customers and begin permission marketing relationships.
Perhaps, the most significant thing marketers need to leverage is our
own common sense.
Want to give your opinion on this topic? E-mail
Peter DeLegge your comments, name, title and company. Submissions may
be published at Marketing Today.