How to Win Your Major Marketing Campaign

 

In major marketing campaigns – in business or politics – there’s nothing more frustrating than losing. But a lack of funds or a small war chest is not the salient reason for defeat. It isn’t necessarily how much you spend.

There are many reasons for marketing failure of a campaign.

Here are 14 of the more important reasons:

1. Inadequate analysis of strengths, weaknesses, opportunities and threats
2. Drawing incorrect conclusions from the analysis (leading to ineffective overall strategic planning)
3. Unrealistic budgeting
4. Ineffective testing of ideas and messaging
5. Arrogance – over confidence
6. Poor coordination with centers of influence
7. Not developing effective teamwork and communication among stakeholders
8. Targeting the wrong market
9. Lack of job descriptions – who will do what and when?
10. Wrong people in many key positions
11. Poor positioning in attributes and benefit statements
12. Ineffective allocation of promotional funds – wrong mediums preventing top-of-mind awareness in customers, or voters
13. Unproductive evaluation of the campaign and return on investment
14. Unsuccessful responses to negative surprises and failure to capitalize on opportunities

Two basic rules include: “Know thyself” and “Know thy audience.”

Not to over-simplify, in essence, the key is to properly plan but only after you perform a strategic analysis.

Identify your centers of influence and strategic partners, quantify your goals, make a budget, identify your target audience, test your messaging, implement your plan, create a positive image, create a call for action, continually evaluate your progress, and respond to challenges and create opportunities.

No detail is too small: In collateral, from colors to font choices, or in developing centers of influence for the multiplier effect. But don’t get paralysis from analysis.

Plan your campaign to reach each person in your target audience with a positive message for a minimum of five times. That’s the magic number for optimal results. And be consistent to develop trust.

Remember the difference between marketing and advertising, and developing the right message.  Broadcast advertising is all about frequency, reach and cost per thousand. Internet advertising is concerned about cpm, pay-per-click, pay-per-lead, and cost-per-action. Yes, despite what you’ve heard about social media, TV, especially, TV news remains the most powerful of mediums. Radio is still strong. But marketing is not simply creating a radio, TV or Internet advertisement or harnessing social networking tools. Advertising is merely one component of marketing.

Marketing pertains to the big picture. Marketing is the understanding of your target audience for the cost-effective process of selling the right product or service at the right time and at the right price. It’s a systematic development, coordination and implementation of a myriad of initiatives – proactive events to establish a dialogue – not just a bunch of advertisements.

Social media

Make certain to orchestrate and synergize your advertising with public relations, videos, word-of-mouth and social media. Thanks to the new Digital Age, consumers are in charge. Set up a dialogue, not a monologue.

For example, if you’re targeting young adults or teenagers, it’s sad to say, but they are getting their “news” from their social media.

Your communication plan should contain timelines. Press kits are helpful, but in this green age, they are not necessary. Regarding relationships with journalists, here’s a hint: Reporters like to deal with experts. So portray yourself as one.

Choose wisely. Insert and distribute effective videos and provide the right motives for people to share. The right content has to be presented in right place.

Follow the trends to see how to get the most attention. For example, Digg.com can be helpful but remember it’s mostly a young audience – big on tech and off-the-wall stories.

Just like reporters, every generation likes experts and stories. Storytelling holds great power for you. So tell a good story, write a good headline, deliver on your promises, and cite outside participants for proof in your claims.

Value perceptions

In marketing, whether its products or political candidates, people base their buying-decisions on emotion.

To keep things simple, the following explanations refer to business but are applicable or transferrable to politics.

About 18 percent of people – blue-collar and professionals, alike – will only buy your products and services at the cheapest cost in the marketplace.

The most-valued prospects are the people who are affected by their five value perceptions – motivating them to positively respond to your call-for-action.

The five perceptions and their percentage of importance in decision-making:

Employees, Spokespersons – 52 percent. The key characteristics are integrity, judgment, friendliness and knowledge.

Remember, about 70 percent of your customers will buy elsewhere because they feel they’re being taken for granted. And customers normally will not tell you why they switched to your competitor.

Image of the organization – 15 percent. They are concerned about the image of your company in the community. Cause-related marketing is a big plus in forging a positive image. So is cleanliness and good organization.

Quality of Product or Service Utility – 13 percent. The customer is asking the question – “What will this do for me?”

Convenience –12 percent. Customers like easy accessibility to do business with you. That includes your Web site, telephoning you, and the convenience of patronizing your business. 

Price – 8 percent. Price is important, but it’s the least concern among the five value-motivating perceptions.

Seven marketing elements

Once you understand what motivates the customer to buy, there are seven steps you must take for creating a happy buying environment. Fear is a great motivator. But Americans are tired of negativity. Yes, the marketing process goes a lot easier if you can make buying fun.

For marketing in a downturn or not, every PR or advertising message should – as much as possible –contain these seven elements:

1. FEE. This is an acronym for establishing a common ground for a foundation using the principles of event and empathy. Every purchase is an event in the life of a customer – no matter how big or small.  It also helps to show concern about the welfare of the customer.
2. Research/focus groups on attitudes. Use tools to get the prospect to open up.
3. Agreement on Need. Get the prospects to agree on their need to buy a product or service.
4. Generic Value Proposition or Benefit Statement. Here’s where you explain your value proposition. Remember the difference between features vs. benefits to answer the basic marketing questions, such as the acronym, WIIFM , “What’s in it for me?” or “So What?”)
5. Fill Prospect’s Need. Depending on your audience, use more specific benefit statements.
6. Commitment – Ask for the order using a non-threatening, closed-ended question.
7. Seal the Deal. This final step has three components –

• Use the magic words:  “Thank you.”
• Prevent buyer’s remorse – remind the customer of benefits they’re receiving
• Look for an opportunity to provide the person with unexpected, perceived added value without hurting your bottom line.

How to overcome objections: If you’re at a meeting and encounter an objection, be careful with your response. Always empathize. Your first statement should be a note of empathy even if you disagree.

If you don’t know how to answer the person, explain you need more information and will get back to them later ASAP: “How about if I call you at 4?”

If you do know how to respond and in order to overcome an objection, it’s still important to use empathy.

Here are the three steps to overcoming objections:

1. Get the prospect to restate his/her concern. Then repeat the person’s words:  “If I understand you correctly, you feel…?”
2. Empathize:  “I can see how you feel that way”…or “You know, someone said the same thing last week.”
3. Overcome the objection with facts.  (Then recap the seven steps.)

After you’ve won, best-practices also call for follow-up and laying a foundation for an infrastructure that promotes long-term success.

From the Coach’s Corner, do you want a fun look back at the top 100 advertising campaigns of all time?

Here are the top 100 campaigns: http://adage.com/century/campaigns.html

How to Create Luck – Fly High with Profits

 

Despite higher costs and a weak economy, some businesses are lucky in increasing profits. Often, it’s a result of success from competing in a zero sum marketplace. Companies survive and gain market share when their competitors fail. But that’s often because successful firms know how to create luck.

Fear is a factor when companies underperform. That includes fears about a continued tight credit, predatory practices in credit cards, mortgage delinquencies, gas prices, weak technology and equipment spending, high unemployment, and the trade imbalance.

But fear is also an acronym: Frantic effort to avoid responsibility. Fear is often the reason companies fail to perform.

Consider these typical situations:

• Do you let fear lead to paralysis from too much analysis?
• Do you give away your power when you encounter rude customers?
• Do you allow rejection in sales presentations to get you down?
• Do you idly sit as public officials create policies that harm your economic and political freedoms?

To create profits with strategic planning in a competitive marketplace and business adversity, here’s business advice to eliminate fear and create luck:

Create balance with an analysis and strategic plan. Don’t go overboard in planning, but look at your role in capitalizing on your strengths and weaknesses and identify opportunities and threats. Your best plans can go awry but you can minimize any challenges with the right amount of reflection for the performance of both you and your business, and execute with courage.

Invest in your education. Learn from others how they deal with uncertainty in business. I’ve had literally thousands of telephone conversations with great mentors. That’s right, just a few personal meetings and countless telephone calls.

I love the business philosophy of “Rich Dad, Poor Dad” author Robert Kiyosaki. Perhaps he’s been justly criticized for some of his investment approaches, but his anecdotal lessons are inspirational. For example, his ideas on networking are insightful and he’s got an unusual take on the Golden Rule: “He who has the gold makes the rules.”

Another great author: Dr. Thomas Stanley, who wrote “The Millionaire Mind,” is unassailable. The best-selling book has watertight insights on financial success.

So hang out with the right crowd to learn from them.

Focus on marketing and sales simultaneously. Marketing is vital in creating a brand image. That might include public relations, a Web site, online prominence or trade shows. Sales includes prospect and customer contact.

If time and budget issues are taxing and you don’t have the right staff, consider alternatives:

To make a productive sales call, good marketing materials are an asset. And marketing results are stronger if your salespeople are effective. But sales and marketing usually requires two different skill sets. So consider a part-time independent contractor for marketing and commission pay for results-oriented salespeople.

Remember sales require an “inside job.” If you’re selling value, and speaking and acting with conviction, you’re destined to attract the right customers.

Create opportunities with partnerships and centers of influence. Develop relationships with influential people or groups and ask them for referrals. Look for ways to reciprocate. Rotary Clubs and chambers of commerce are good places to look for people who can be instrumental. They’ll help when you need it the most. I got my first two consulting gigs after being laid-off as a newscaster, and started meeting businesspeople over coffee.

Create great PR. My favorite PR example is my second client, the Utah State Fair, which was part of state government. After leaving the airwaves as a newscaster, I was hired in a 1988 Utah recession to get a $2 million state appropriation for repairing deteriorated historic buildings. At the time, asking for $2 million would be like asking for $65 million today adjusted for inflation. Legislators had been ignoring the fair and even rescinded funds they appropriated the prior year.

Effective marketing is both public and private. Following the lead of every dignitary who visits Salt Lake City, I advised my client to make a call on Mormon Church officials. Officially, the church didn’t influence public policy, but as a relative newcomer to Utah, I realized the head of the church was Ezra Taft Benson, who had been Secretary of Agriculture under President Eisenhower. Soon, a Mormon-owned newspaper published the headline: “Our Crumbling Fairgrounds.”

We scheduled events nearly every day, for example:

We took horse-drawn carriages to the state capitol “to take lawmakers for a ride.” Every newspaper published pictures with the caption, “Utah State Fair takes lawmakers for a ride.” (Actually, the veteran lawmakers ignored our invitations but the rookie lawmakers eagerly climbed into the carriages. But after the old-timers saw extensive pictures of the rookies, they eagerly cooperated on other PR efforts.) We hand-delivered bouquets of flowers donated by a grower to the morning DJs at the top 10 radio stations on Valentine’s Day to entice them to “Love a Fair.” During lunch that day, we delivered bouquets and messages to every state legislator and capitol employee.

The result: $2 million. (The following year lawmakers appropriated another $1 million without even being asked.)

We got the money. As a thank-you to legislators and to prevent buyers’ remorse, we worked with the state’s musicians’ union to get federal government arts funding to stage free public music concerts under the stars. We promptly issued a press release detailing how the appropriation was efficiently being invested so lawmakers wouldn’t change their minds again.

Cost-effective Internet options. Advantages in online marketing include: 1. Low overhead. 2. An opportunity to offer a mega selection. 3. The Web is a great equalizer. 4. International trade keeps getting bigger – remember you have the ability to sell outside the Northwest.

A good barometer for advertising trends is national politics and how political candidates influence voters. Broadcast yourself. Check out YouTube. You’ll see an endless potpourri of video sales pitches.

Blog, publish or use online E-newsletters as options. Create effective press releases for your local media and don’t forget inserting them on the Internet.

There are numerous local e-marketing opportunities from Yahoo local listings to Craigslist. But if you want to reach prospects who are good citizens with positive cash flow, my preference is a good local media Web site.

Face adversity with courage and detachment. Many great strategies will trigger vindictive opposition. The competition in Utah for legislative funding was intense. We were victims of dirty tricks by other special interest groups. But we had fun and ran the race without ever looking over our shoulders. During that legislative session, I even gave a surreptitious sales pitch for my client when I served as the master of ceremonies at a sarcastic roast for a retiring lawmaker.

Stay focused like Ichiro. Practicing good habits makes for good performance. Respect your opponents. Be defensive — like a championship football or baseball team – with your prospects and customers – do not take them for granted. When businesses lose customers, my research shows 70 percent of the time it’s because their customers feel taken for granted.

Good luck with your strategies for creating luck to fly high with profits!

From the Coach’s Corner, don’t ignore your employees as opportunities for growth.

Here are some HR tips:

Recruit employees on the four A’s of Hiring: Attitude, appearance, ability and angle.

What the A’s mean:

1. Look for positive attitude. Will they go the extra mile and create opportunities to blog about your company on the Internet?
2. Make certain they inspire confidence with a professional appearance.
3. Make sure they have ability but be willing to hire someone with an aptitude and receptivity to training.
4. Research their empathy skills – will they understand your customers’ angle or point-of-view? Do they know how to say thank you to customers – instead of the boring phrase, “have a nice day.” Do they how to prevent buyer’s remorse?

Pay your employees well. Be as generous as possible. Recognize them publicly. Employees are often more productive when they have a life – or job flexibility.

Treat your productive workers like you would a good customer, such as baseball or football tickets, nice dinners or their birthday off with pay.

Enhance organizational moral by making certain employees are best-suited for their responsibilities.

Look for opportunities to create a culture of personal growth. You’ll inspire loyalty and minimize turnover, which is a profit-destroyer.

Boeing, Airbus Rivalry – Lessons in Strategic Planning

 

Updated June 30, 2010

A major ruling against Airbus by the World Trade Organization (WTO) adds new intrigue to the Boeing-Airbus competition.  The WTO ruled that Airbus has received illegal subsidies for four decades. Litigation has been ongoing for six years.

But Airbus vows to fight the ruling as it tries to land even more government funding from the European Union for its new A350 jet, which will compete against Boeing’s 777 and 787. Airbus also predicts Boeing will receive a similar adverse ruling from the WTO this summer.

So the plot in the rivalry continues to thicken. Businesses can learn valuable lessons from the Boeing-Airbus competition. In terms of strategic planning, it has been quite a roller-coaster ride with no end in sight.

Have both sides done enough strategic homework? Should major manufacturers rely on government funding?

Here’s some more history to consider:

In July, 2006, I recall writing a column suggesting that Boeing should not break out the champagne to celebrate even though Airbus was faltering. My sense was that investors would have been impressed if Boeing employees continued to act with poise and assurance – as though they expected to win sales orders – unlike many of the flamboyant Airbus stakeholders. Their behavior was reminiscent of immature athletes taunting opponents on a football field.

Airbus sales had dropped by more than 50 percent during the first six months of 2006 compared to 2007. The company was behind schedule in landing more than 250 sales, which were needed to capitalize on its $13 billion design and production investment.

Airbus was reeling from a buyers’ strike for several reasons:

• Delivery delays in the A-380, a super jumbo jet
• A class-action lawsuit and the threat of more litigation accusing management of hiding problems
• Astronomical fuel costs
• In-fighting by French and German executives at the parent company, EADS
• A management shakeup at Airbus

All these developments occurred before the deadly Airbus A-310 accident in Russia that killed the crew and scores of passengers. Yes, Airbus appeared rather vulnerable.

Since the 2006 column, the cost of jet fuel and the worldwide recession took a toll on air travel and cargo services, which adversely affected both airline manufacturers.

For example, Dubai-based Emirates airline stopped its using its Airbus 380s on flights to New York and replaced them with the smaller Boeing 777.

Meanwhile, Boeing lost its sales throne in suffering from fewer orders while still pinning its hopes on its new 787. But the Dreamliner’s production has been postponed five times. The first delivery is now forecast for Q4 in 2010 – at best, a two-year delay for the aircraft. In other words, it is the most-expensive and delayed aircraft in Boeing’s rich history.

Other Boeing challenges:

• The estimated $35 billion Air Force tanker-bid process after initially losing to Airbus
• Allegations of illegal subsidies on both sides before the World Trade Organization
• Whether to locate a second 787 assembly line outside of Washington state
• Progress of the 747-8 jumbo jet
• Production cuts because airlines are postponing jet deliveries, cutting back on new purchases and canceling orders

On the other hand, Boeing originally strategized that its highly efficient 787 Dreamliner would prove to be popular with airlines. Airbus apparently didn’t factor whether airports worldwide would want to construct longer runways for landings and takeoffs to accommodate its huge A-380. Not to mention the increasing costs for jet fuel.

Add to the competitive mix – Aviation Industry Corp. of China (AVIC) – a competitor for Airbus and Boeing. AVIC is restructuring again as a single company. It will be listed on the Hong Kong stock exchange with about $22 billion in assets. As China’s largest aircraft manufacturer, it also has one-fifth of Comac, Commercial Aircraft Corp. of China. In 2016, Comac plans a 150-seat jet for the marketplace.

So, it would be intriguing to peek at the strategic plans of Boeing and Airbus to see if they did a thorough forecast of all these developments. The positive and negative events illustrate how important it is to thoroughly explore all contingencies. That includes funding. The controversy over government funding has unnecessarily cost both sides valuable resources.

And how can a smaller business capitalize on the Boeing-Airbus case study, and maximize performance with strategic planning?

Strategic planning starts with a SWOT analysis: Analyzing your internal strengths, weaknesses along with your external opportunities and threats.

The basic categories to be evaluated in your internal operation should include:

1. Management
2. Product/Services
3. Customer Service
4. Human Resources (including likelihood of employee strikes)
5. Marketing
6. Operations
7. Technology
8. Security
9. Financial
10. Viewpoints of your customers

Externally, you’ll want to assess these factors:

Socio-cultural – including demographic movements, the aging baby-boomer demographic, consumer tastes, population shifts, and the trend toward healthy lifestyles.

Economic developments – consider interest rates, inflation, fluctuations in currencies, and stock market trends.

Technology – including information technology, privacy concerns, production and the Internet.

Politics – issues such as federal, state and local levels in both taxes and regulatory issues.

Industry competition – obviously, you’ll need to develop a strong awareness about your competitors.

Customer profiles – analyze your target customers’ changing characteristics, wants, and needs. Determine what you want to target in average age, income, gender, and marital status. Evaluate their buying preferences and how they feel about your industry.

Once the SWOT analysis has been completed, you can develop and implement your strategic plan.

However, many small business owners and managers fail to properly budget time for strategic planning and they fail to capitalize on the expertise of their employees. After all, employees deal with customers every day.

Involving your employees will improve their character and morale. It will also promote teamwork, which will motivate employees to higher performance. So don’t overlook their experiences and instincts, and be sure to obtain their support.

In fact, every stakeholder – from employees to customers – should be part of the comment process to help develop and implement your action plan. Identify the leaders and best thinkers in your company to help you. It will enable you to plan using your vision with goals for entering new markets and introducing new services or products, and to obtain efficiencies by developing strategies for quality.

Consider other “dos and don’ts” of strategic planning.

Dos:

• Assign a strong personality to administer the process
• Develop benchmarks for performance and results
• Anticipate how the strategic planning changes will affect your employees, processes, and culture
• Publicize the strategic plan early on and regularly
• Monitor the plan’s progress and make changes when necessary
• Reward the positive behavior of supportive employees and take appropriate action against those who fail to participate productively in the process

 Don’ts:

• Don’t permit a lackadaisical attitude and employees’ resistance to change
• Don’t allow poor follow-through on initiatives

Finally, do not obsess about looking over your shoulder. Consider the teachings of author/consultant Seena Sharp on competitive intelligence, “Competitive Intelligence Advantage: How to Minimize Risk, Avoid Surprises, and Grow Your Business in a Changing World,” (Wiley and Sons).

She recommends not focusing heavily on your competition. Here’s a link to my column: Hottest Tactics to Beat Your Competitors.

From the Coach’s Corner, for an analysis on the lessons from UAL’s six strategic-planning woes, see: Losses Show Why United Airlines Needs Strategic Plan

Sports Offers Lessons on Strategic Management and Planning

 

Lessons from sports – strategies by legendary Yankee manager Casey Stengel and outstanding football coach Bill Walsh – serve as great metaphors for business success via innovation and strategic management.

Stengel was quite the innovator and taught us wonderful lessons about human resources, especially the tactic known as platooning in baseball when he managed the Yankees for three decades starting in the 1940s. He is the only Major League manager to win five consecutive World Series and he won seven championships from1949 to 1958. Stengel and his influence were as well-known as his legendary players, including slugger Mickey Mantle.

Stengel said it best: “Finding good players is easy. Getting them to play as a team is another story.”

Stengel, perhaps unknowingly, provided another insight about management strategy: “If we’re going to win the pennant, we’ve got to start thinking we’re not as good as we think we are.”

Innovation is also a lesson from Walsh, the visionary Hall of Fame football coach, who guided the San Francisco 49ers to three Super Bowl titles.

Two of Walsh’s keys to success:

1. Daily, he relentlessly assessed his team and personal-coaching performances.
2. He knew talent and he was close with his players, but he was clinically objective. Walsh knew when his players were through in their careers. For the overall good of the 49ers, he’d rather see a player retire too early instead of waiting too long to hang up the uniform.

There was a motivational benefit to his innovative approach: His players were aware of his philosophy and played more efficiently to keep their jobs.

Innovation in Business

Such sports examples in innovation and strategic management compare unfavorably with study results by the Boston Consulting Group, www.bcg.com. The study is entitled, “Innovation 2007.”

Even though the 2,500 responding business executives considered innovation to be a key to success, only 46 percent were happy with their returns on innovation spending.

Stengel and Walsh would have been dissatisfied, too, with the study’s results, which also revealed these obstacles to success:

• Thirty-eight percent of respondents cited their risk-averse culture.
• One-third identified problems in selecting the right ideas.
• Twenty-six percent admitted they did not know the desires of their customers.
• Twenty-two percent acknowledged their inability to measure performance and 19 percent failed to connect compensation with innovation results.
• Nineteen percent concluded they were lacking in management support and leadership.
• Eighteen percent admitted they had unsatisfactory marketing and communications.
• Seventeen percent said they didn’t have enough good ideas.

To solve these quandaries, a business needs to change its risk-averse culture, develop a more efficient HR program, implement strategies to get-to-know their customers, establish benchmarks and tie them to salesperson/sales management performance, develop a leadership program, hire better communicators and innovators.

That means hiring a Casey Stengel or a Bill Walsh for strategic thinking, a state-of-the-art human resources program, and strong marketing focus.

Textbook on Strategic Management

Such executives might also want to read a college textbook, “Strategic Management: An Integrated Approach,” by University of Washington’s Dr. Charles W. L. Hill and Texas A&M University’s Dr. Gareth R. Jones.

Just as consumers like one-stop shopping at Costco or Fred Meyer, the book is a good source for learning a host of business solutions.

Its 647-pages are chock full of case studies of well-known businesses on customer satisfaction, efficiency, innovation and quality. In fact, dozens of authors have cited the book for solutions. They range from developing trends in performance and competitive advantage to business strategy and technology.

For example, the authors wrote:

“The major components of the strategic management process are defining the mission and major goals of the organization; analyzing the external and internal environments of the organization; choosing a business model and strategies that align or fit an organization’s strengths and weaknesses with external environmental opportunities and threats; and adopting organizational structures and control systems to implement the organization’s chosen strategy.”

Do you capitalize on your organizational wisdom where your proverbial tires meet the road? If not, talk with your customers and lower-level workers.

“A revision of the concept suggests that strategy can emerge from deep within an organization in the absence of formal plans as lower-level managers respond to unpredicted situations,” wrote the authors.

“Strategic planning often fails because executives do not plan for uncertainty and because ivory tower planners lose touch with operating realities,” they pointed out.

My sense is that strategic management often fails because companies fail to successfully answer this nagging question: Are the right managers in place?

Many organizations fail to reach their potential because they’re guilty of ignoring The Peter Principle. That’s the theory first introduced by Lawrence Peter, who received his doctorate from Washington State University in 1963.

In 1968, Dr. Peter wrote his book, “The Peter Principle,” in which he theorizes: “In a hierarchy every employee tends to rise to his level of incompetence.”

Consider your own career: How many times have you worked for incompetent bosses?

Just because an employee is adequate in one capacity, does not mean the person is competent at a higher level. Often, companies will promote salespeople into management without adequate education or training.

In essence, violation of The Peter Principle leads to the downfall of organizations.

As Biz Coach, I regularly hear complaints about poor management. As a business-performance consultant, I’ve seen it many times in both the private and public sector.

The temporary solution in medium to large organizations is what Peter calls “lateral arabesque.” That means moving the incompetent employee laterally to another position to prevent further damage to the organization.

The long-term solution is two-fold: Hire the right people and conduct tactical performance reviews to lay a foundation for up-to-date strategic management.

Stengel and Walsh would be impressed.

From the Coach’s Corner, from my bookshelf, you might wish to consider reading “Perspectives on Strategy.” It’s also from the Boston Consulting Group. It has many terrific insights.