Over the past few months I have thought more about marketing as a discipline than at any other time in my many years in the profession - I spend a lot of time talking to clients and reading up on the subject.  And I've identified a few common beliefs or mis-beliefs that I've started to label ‘myths of marketing'.  Of course I'm not claiming to be the first to coin this phrase, but this is my own personal take on the subject!

Over the next few weeks of the 'Off the Edge' blog I'm going to tackle each one in turn to see if I can do my bit to dispel the myth and help improve marketing practice among my readers at least.  So far I have identified 7 myths on my hit list - but as I warm to my theme I may well uncover a few more and I reserve the right to add new myths as I go along!  Today my top 7 myths of marketing, in no particular order, are:

1. Advertising and marketing are the same thing.
2. Customers don't like being contacted too often.
3. You have to have the best product to be number one.
4. In a big enough market you can't fail.
5. Marketing is expensive - except on the internet.
6. Doing anything is better than doing nothing.
7. The lowest price will always win.

Hopefully you recognise some of these too - or maybe you know of others.  When the pressure is on we can all slip into this way of thinking, but over the coming weeks I'll do my best to pull them apart and dispel the myths.  Please feel free to add your own myths or comments to the blog as we go along!

Guest blogger: Neil Edwards, The Marketing Eye (www.themarketingeye.com)

There is a famous marketing saying: ‘Half of my advertising is wasted; the trouble is, I don't know which half'.

The internet has brought great improvements in the measurability of certain types of marketing activity, but that doesn't mean to say that anything which isn't online or that can't be measured in terms of short-term sales should be abandoned.

The goal of marketing is to build relationships, whether that is with existing customers or prospects. Frequent communications - newsletters, alerts, articles of interest, anything that ensures constant contact - are vital, as of course is the content and quality of those communications. Customers don't want glossy brochures boasting of capabilities and achievements, they want something that adds value and provides an opinion. This might be substantive updates on issues that are important or the sharing of ideas and best practice. Whatever it is, by communicating often and communicating well, we are keeping in touch and reminding our customers that they are important to us.

And we shouldn't only communicate when there is work on. Maintaining contact during the quiet periods is key to keeping the relationship alive. Ideas include:

• Keeping in touch with regular emails, publications and phone calls
• Sending articles and clippings - ‘I saw this and thought of you'
• Dropping in to see the customer on occasions (not so scary really)
• Suggesting networking opportunities and potential introductions that might benefit the customer
• Using entertainment and hospitality.

The measurability of these pursuits is sometimes difficult to gauge, but only doing what we can measure will lead to many valuable activities being abandoned. Staying close to customers by increasing the level of contact now will stand every business in good stead when the economic conditions improve.

See original blog here: http://themarketingeye.blogspot.com/2009/03/if-you-cant-measure-it-should-you-do-it.html

Last week I attended Kent's flagship business exhibition, 2020 Vision, organised by Business Link.  The day got off to a great start with a talk from travel writer Simon Calder, forecasting great things for Kent as we prepare to welcome families staying for holidays in the UK and visitors from overseas flocking to spend their cheap pounds.   I then did my stint on the Chartered Institute of Marketing stand, but as I wandered around through the course of the day I was struck by the really positive buzz from everyone there.  No signs of doom and gloom - it seems that Kent businesses are rising to the challenge with gusto!

I really hope that everyone who invested the time and effort to attend got great results (and if you were there and want to let us know you can leave a comment on the blog on the highs and lows), but I did also wonder how some people would judge their success.  And how many of them had set clear objectives for their presence and investment on the day.

The simple answer of course is that they wanted more business/sales of whatever they were offering.  But a business exhibition is not generally about direct sales.  Many of the stands were overwhelming with the number of messages they were trying to deliver - with the likely result that potential customers were scared away rather than attracted to make an enquiry.

And why so many sweets?  Who decided it is mandatory to have sweets on your stand and that they will attract the right punters? I suspect they are really there to keep the exhibitors blood sugar up during what is certainly a very long day.  I am also puzzled about how well the universal champagne prize draws work.  Once you have a random bunch of business cards what are you going to do with them?  There is no easy way to tell if they are really in your target market.  Once again, leave a comment and let us know if this worked for you!

The time and cost of exhibitions can be great so it is important not to forget the fundamentals of marketing in the excitement of a live event!  Set clear and specific objectives up front.  These might be around branding, visibility and awareness, market research or sales leads, but the clearer the focus on a particular segment of the audience with a strong and direct message then the greater the chance of success, and that you will know how well you have done.  

One great example of enterprise was the group of businesses from Tunbridge Wells who banded together to take a large, well-positioned stand under the billing of the West Kent Partnership.  The nine complementary businesses had a more spacious, flexible and cost-effective presence than they could have achieved separately, particularly as they were able to support each other in directing enquirers to a colleague who could also help!

All in all I found 2020 Vision an uplifting experience and I'm already looking forward to next year, which can only be better as we hit the promised economic recovery in 2010!

Don't get me wrong - I do realise that some people are going to suffer considerably in the economic downturn.  But my sympathy or pity will not change that for them one jot.  They say don't waste energy on things you cannot control, and for many of us the recession will be a much needed wake up call, a chance to re-evaluate what we're doing and why, and emerge in much better shape.  The downside of the good times is that you don't have to try too hard and can become lazy and inefficient - particularly in marketing. 

Now I'm not about to suggest that the only way is to spend yourself out of a recession, marketing is not just about spending on promotions, and there is no point chucking good money after bad.  But I am saying this is a good time to get back to basics.  If the downturn is giving you time on your hands, and this can be true of all businesses large and small, then what better time to review and update your marketing/business strategy and plan to ensure your limited resources are directed at the best returns.

I was reading another blog the other day (I have become quite a fan of the genre) and came across this quote which I have confirmed is from Peter Drucker:

"Because its purpose is to create a customer, your business has two purposes and two purposes only: marketing and innovation.  Marketing and innovation make you money, generate sales, produce profit.  Everything else is an expense .."

So what could be more important than putting in the effort to getting your marketing right?  Here are some simple first steps to getting your marketing act together:

1. What market are you in?  Take a good hard look at the customers you are targeting.  How has it changed recently?  Is it growing?  Shrinking?  Is it still right for you? 
2. Revisit the products you offer into this market.  Are you meeting real needs and offering good value?  Remember we don't always go for the cheapest price.
3. Look after your existing customer first as they are your best and most reliable source of business.  Understand how they are being affected and what you can do to help them solve their problems.
4. Update your marketing plan in line with what you have learned in steps 1-3.  You may spot new opportunities and may realise you can stop things that are not working for you.

 In times of crisis the strong survive - make sure you are one of them!