"Ghost Email Writer.” Kind of an odd role to put on your resume, no? It’s on ours. More importantly for you, however, is the answer to this question: Which business emails that you need to send are so important that they would warrant having a pro step in to pen them? That’s what we’ll explore in this article. Touchy subjects There is a common thread when it comes to emails that we ghost-write for our clients. It’s generally what we’d call “the big ask,” which kind of goes hand-in-hand with “the humble brag.” Both of these are hard to do. They put you, as the writer, in an uncomfortable situation. Err in one direction, you look like a jerk. Err in the other, you appear too meek. And in both of those situations, you don’t end up getting what you’d wanted. Talk about a fine line. First things first: You don’t really need to hire a professional writer, like us, to write an email like this. You can really work your tail off, and polish it, run it by colleagues, and even push it through ChatGPT if you want it to sound generically-correct enough. The question is: Is that worth your time? If you’re reading this article, chances are, it’s not. (Spoiler alert: We charge a mere pittance for things like these, for our clients, especially considering the upside ROI they deliver.) But so far we’ve been dealing with generalities. Let’s dive in and give you two real-life examples. Ghost-Written Email Example 1: To a former client We recently helped a client create a series of marketing videos for their B2B consultancy. On their website, they’d had an ancient, but great, testimonial from an old client of theirs. They hadn’t spoken to this client in ages. Can you guess where this is going? Of course. A written testimonial, on a website, doesn’t do you much good when you’re creating marketing videos. Talk about a big ask: We wanted this former client to record themselves, on camera, giving a testimonial about this company that they’d worked with, a long time ago. Yikes. And so our client asked us to ghost-write the big-ask email for them. Confession: It wasn’t easy. But the finished product went something like this: It opened with a “Hello, old friend, we hope you’re doing well,” followed by “we’re so glad that our company has helped your company succeed.” We also thanked them for letting us use their written testimonial on our website. And that was the segue to the videos we were making. We’d already had the first one produced by the time we ghost-penned this email, so we included a link to it, so that the former client could watch it and see how good it was. Then we got down to the big ask: Could they simply read that same testimonial on camera, and send it to us? We even included its text in the email, like a script. We noted that, “By our estimation, this should take about, well, 15 seconds! So hopefully it’s not a huge ask.” And we closed by saying, “Just as we have helped your company, you’d be doing us a huge solid by helping ours.” The email worked. The old client was flattered by the request, and promptly obliged by recording and sharing a quick video. Bonus: Our client’s firm suddenly became top-of-mind for this former great client. Talk about a nice dollop of biz-dev! Ghost-Written Email Example 2: To “the secret handshake club” Whereas the previous example was written to be sent to one specific, known person, this next one was intended to be sent, one-to-one, to a select number of very exclusive recipients who were all total strangers to the sender. We need to be very cagey here, as this one is super sensitive. That said, it’s one of the best emails we’ve ever written, and it’s ended up netting our client millions. This client of ours had carved out a profitable B2B niche doing technical “cleanup work” for large enterprises. But they longed to broaden the business, and their client base, to include the specialists who helped those enterprises create the situations that inevitably required cleanup afterward. Those specialists were the targets of the email. We can refer to them here as “the secret handshake club,” because that’s how close-knit, clubby, and insular they are. Our pitch, which we ghost-wrote for the owner of our consultancy client, went something like this; note how it combines the Big Ask with the Humble Brag: “Hello Mr. or Ms. Secret Handshake Club Member. I would like to help you as you advise big enterprises as they embark on big initiatives. Full disclosure: I’ve never done this before. But I have helped numerous enterprises with the ‘clean-up’ that’s come from all the overlooked issues in these initiatives, which I’m uniquely qualified to spot, given my experience. Would you have time for a quick call this week?” Guess what the response was? It was awful. That’s right. It’s a secret handshake club! Most of the sends ended up with no response whatsoever. The few that did respond, had some choice suggestions for our client, which we can’t reprint here. But then one—just one— Secret Handshake Club member wrote back. “Okay,” they said. “I’ll bite. Contact my assistant to book a call with me next week.” And that was all it took. That call led to a test project. That test project turned a toe-in-the-water tester into a new client. That client effectively provided entry into the Secret Handshake Club. Fast-forward to today, and that consultancy client of ours now splits their billing, 50/50, between their classic “cleanup” projects and Secret Handshake Club assignments. And it all started with one inexpensive, yet really well-crafted, ghost-written email. Have a challenge that warrants a ghost-written email? Contact us. We’d be delighted to help.
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We recently had a client dump a whole bunch of input on us, as part of a larger marketing project we were helping them with. This data dump, incidentally, was incomplete. They gave us links to videos, and slide decks, and web pages, and Word docs… yet when we cross-checked the lists of stuff we were supposed to receive vs. the stuff we actually received, we found gaps. Plus there was stuff—input—that we flat-out didn’t understand. Was it even relevant? Were we missing something? Clearly, a big team meeting was needed. But our preliminary order of business was simply wrangling all of the input—and making sure that the checklists indeed teed up with requirements of the final deliverable. This was not easy. So. Where are we going with this? And how does this help answer the perennial question of “How will this help me make more money?” Seeing the bigger picture Sure, we’d needed to book, organize, and run, a meeting. And the clock was ticking. This, incidentally, gets to the answer to the italicized question we’d posed above. Time is money. And when you multiply the number of people in the room by what they’re worth, on an hourly basis, the stakes go up real high, real fast. So this is about more than just booking a meeting. There are bigger takeaways than that. This is about bringing different people together in service of a larger—and more profitable—goal. And it’s, frankly, about sweating a ton of details in advance. Chop, chop Know what we ended up creating from all this mess? A “next steps” email to the team we were working with. Think about that. How many times have you had to compose a “next steps” email? It’s hard. We had to lay out:
We still have the email we’d sent to our client. It’s just 397 words long. And yet it took us an hour to write. Yup. We can’t share it here—it’s confidential—but we’ll bet you could read the thing in under two minutes. And that was the intention. And that was why it was so hard to compose. Important point: Every recipient and cc on this email is very busy. We had to make our case, be ultra clear, and close with a specific call-to-action (“Shall we send you slots for a meeting?”). This email took us an hour to write because the initial draft was about double the length of the final one. We sweated the details. We moved paragraphs. We moved sentences within paragraphs. And we cut, cut, cut, as much as we could. Speed reading Honestly: Do you think that any of our client-recipients of this email would have guessed that it took us an hour to write this two-minute read? Of course not. They never gave it a thought. We didn’t want them to give it a thought. But we needed to get stuff done, quickly, succinctly, and efficiently, and this much-sweated-over email was the best way to do it. And think of this: What kinds of replies did this email elicit? Were they equally-well-thought-out, carefully-considered-and-organized responses? Of course not! They were more like “Good idea; how’s Wednesday?” Were we upset by this? Did we feel slighted or unappreciated? Nope. We beamed. Mission accomplished. Because when you fast-forward this story, 1) all of the missing input magically appeared, prior to the meeting, 2) all of the related gaps were filled, and 3) the meeting itself went swimmingly—a full-court press in which seemingly impossible goals were surmounted in a shockingly short timeframe. And, frankly, none of it would have happened without the “next steps” email. Now do you see the broader lesson here? People routinely dash off emails with nary a thought. But sometimes, when the situation calls for it, you’ve got to hunker down and really figure out the tactics of where you’re headed, and do the hard work of putting that into something that can be read at 10x the speed it took to write. Need help getting all of these “tactical marketing ducks” in a row, whether via email or not? Contact us. We’d be delighted to help. It’s funny how some things in business are cyclical. Way back in the day, we toiled over printed outreach, a.k.a. “direct response” a.k.a. “mailers” a.k.a. “junk mail” a.k.a. “printed spam.” Of course, all that went out the window when things went electronic. Spam postal mail was superseded by spam email. Ah, progress! Yeah, we can afford to be a little snarky here. Stay tuned. Because the very recent tale we’re about to spin holds profit potential for your business, and your outreach. Dialing up the numbers game First things first: You invest in direct response to drum up new business. It’s like cold-calling. (We could—and may—write another article on that topic, speaking of business cycles and swinging pendulums.) Direct response is a numbers game. If you send out to 100 people, your odds of getting a response aren’t very high. If you sent out to 10,000 people, your odds go up accordingly. Direct response is also often described as a three-legged stool. The list is one of those legs, and its quantity is just as important as its quality. You don’t want to send to people whose addresses (physical or electronic) have changed, not to mention their title… or even their company. The second leg is the quality of the offer. You’ve got to have something that’s really targeted and worth their time, ideally solving a problem they needed solved yesterday. The third leg is the outreach piece itself. That is, the email, or the letter, or the catalog or brochure or whatever. That’s the crux of this article. A matter of cost Print is expensive. Postage is expensive. There’s a carbon-footprint consideration to it, too. So the whole marketing community breathed a collective sigh of relief when things went from postal to email, decades ago. And for a long time, it worked. Correction: It still does… to an extent. But things have definitely changed. You’ll cringe when we mention it, but a big disruptor here is ChatGPT. When it hit the scene, it made it easy for anyone to instantly generate a well-enough-worded email, which they could then blast out to whomever. And boy did they ever. It practically broke the internet. No, that’s an exaggeration. To put a finer point on it: it practically broke every ISP’s spam filter. We have clients now who can’t even send emails to their own, known clients without their getting trapped in spam filters. It started with ChatGPT: The clients’ clients’ spam filters have been closed down so much, to deal with so much incoming junk, that even their own trusted vendors sometimes get locked out. Some of those longtime trusted vendors happen to be clients of ours. And they’ve been switching back to postal outreach. And it’s been working. Where have all the emails gone? One of these clients of ours recently sent out a catalog. Well, not really a catalog. Call it more of a thought-leadership piece that was really a very handy resource for C-level executives to have on their bookshelf. (We’re purposely being cagey here; we can’t reveal too much.) Now this “catalog” isn’t any good unless it gets opened. In other words, tucked inside the envelope with it was--gasp—a cover letter. Yep. We worked on that one. Short, but vital. It teased what was in the “catalog.” It teased the benefits of working with the company that created it. And it invited the reader to book an all-important demo to learn more. Guess what? Envelopes were opened. And demos were booked. By the exact same execs whose spam filters had blocked every other form of recent outreach to them—including electronic versions of the exact same catalog. Email isn’t dead. But boy is this pendulum ever swinging toward print right now. Need help with thorny issues like these? Contact us. We’d be happy to help! Here at Copel Communications, we get tasked with lots of different writing assignments. There are video scripts. Blogs. Case studies. Email campaigns. Sales decks. Landing pages. Social posts. You name it. Thing is, a lot of these overlap. And therein lies an opportunity—for you—to approach your marketing outreach more effectively and cost-efficiently. Learn from our experience and evolved best practice. It’s actually pretty simple, but it requires both foresight and discipline. Signed, sealed deliverables Our clients will typically want to promote something (a product, a service, an announcement) to as many people/prospects as possible. Which requires leveraging various media, such as web pages, YouTube, email, and so on. And here’s where the “package” concept originated. We realized, early on, that all of these deliverables-centered-around-the-same-story were basically all parts of the same, bigger thing. Thus we coined the phrase “content package”; you might not see it described that way elsewhere. The idea of “packaging” these, however, is powerful. First of all, it’s hugely efficient. If you’re going to create one of these things, create all of them… at the same time. Note that we said “create.” Not, say, “post” or “publish.” That might be staggered, depending on your media plan. But you do want to create them all at once. It’s going to be easier and more efficient for your writing resource, since they’ll need to align their proverbial ducks just once. That will translate to more consistent content across the package’s discrete elements—and lower costs, too. Here’s another advantage of packaging these assignments together: It’s effectively a marketing checklist. By green-lighting a package, you eliminate the possibility of later discovering that you’d inadvertently left one element out. What’s the core asset? The components of any content package will be dissimilar, not in terms of facts or messaging, but rather in terms of sheer size. The package might include, say, an 800-word blog, along with a 280-character tweet (or X-chirp, or whatever it’s called nowadays). The point is, if you’re going to create all this stuff, know that it’s always easier to cut than to add. That matters, whether you’re creating the materials yourself or assigning them to someone else. In other words, you don’t start with the tweet. Identify the biggest, most detailed, and labor-intensive element in the package, and create that one first. Once it’s nicely honed, you can use it as a feeder for all of the others. It’s not quite as simple as doing a “Save as…” and then chopping down, because there are other constraints and style and audience factors to take into consideration. But still, all the heavy lifting should be done for the “core” asset. Example: We have a client who publishes case studies in a tightly-defined three-tab format (“Client,” “Team,” “Solution”). But they’ll also push out a more narrative-style blog about the same story—and the blog always has more detail, captioned illustrations, and little behind-the-scenes anecdotes baked into it. So we always do the blog first. Then the case study. Then the three-touch email campaign. Then the social teasers for the blog and the case study… you get the idea. Packaged goods As we’d mentioned earlier, creating content packages requires foresight and discipline. Foresight, in that you must often delay gratification, knowing that one element of the package may well roll out at some time in the future. And discipline, in that you must remember to employ the content-package approach, and stick to it. But, like any best practice, once you get used to doing this, you’ll find it becomes second nature… to the vast advantage of your marketing outreach, and your production budget. Need help “packaging” up any content, or creating the elements thereof? Contact us. We’d be delighted to help. Here we go again! Another year has zipped past… and presented us the opportunity to present you with a compendium of our top articles for consultants from this past year. If you missed any, here’s your chance to catch up. And if you have already seen, and liked, any of these, here’s your opportunity to revisit and brush up. Enjoy!
Have any topics you’d like to see us address next year? Contact us. We’d be delighted to hear from you! Collaboration is the hot buzzword these days, when it comes to creating documents. Put your doc in the cloud! Let everyone offer input, in real time! The latest technology makes it possible! Isn’t that great? Not so fast. In this article, we’re going to weigh in on what you might not have considered a contentious topic. It’s not just “Word vs. Google Docs,” as the title of this article has implied. It’s more about “synchronous vs. asynchronous.” More importantly, it’s about creativity vs. chaos. Back in the old days We feel impelled to set up this story properly. Not very long ago, if you wanted to write something, you fired up Microsoft Word, and you wrote. When you were done, you had a document—a .doc, or later, a .docx—that contained your efforts, and was easy to share. It wasn’t just Word. There are a zillion other word processors out there, whose features are largely similar. You open them. You use them to write. You end up with a little document file when you’re done. We’ll lump all of these other apps together with Word—the 800-pound gorilla here—since they all operate in basically the same way. Working in this old-school manner, and knowing, in the business world, that documents are subject to input and revisions, it has always been incumbent on you to handle version control. That is, you wouldn’t take the doc you’d labored over, and then, while on the phone with your client, simply make all the changes that they suggest, into that original doc. Of course not. What would you do instead? Before taking down any of the client feedback, you’d do a “Save as...” and create a copy of your document, likely ending its filename with “v2” or something like that. We’re not losing you on any of this, are we? This certainly isn’t rocket science. But we’re describing this in detail to set up a point we’re going to make. Fast forward Google Docs is also like Word, in that, nowadays, there are lots of online/cloud-based word processors that act just like Google Docs. But like Word, Google Docs is the 800-pound gorilla in this space, so we’ll use it as our example here, representing all apps of its ilk. At first blush, Google Docs is identical to Word. It’s an app (web-based, vs. on-your-computer-based). You open it. You create a new document. And you save it to your Google Drive. So far, virtually no difference. But then things change. Since not only Google Docs but the documents you create with it are hosted in the cloud, it’s technically very simple to make documents share-able. Heck, you don’t even have to email them anymore. (Way too much work!) All you need to do is to grant someone else permission to edit your doc, and they can launch their Google Docs, open up your document, and make changes. So your client can type notes to you right in your doc. Or make their suggested changes, right in your doc. This can even happen while you’re working on it. In other words, you can actually have several people making changes to the same document, at the exact same time. And now, this is nothing like opening Word on your computer and sitting at your screen like a writer. It’s more like sitting in a committee meeting. Or maybe it’s more like a kids’ soccer game, with all the kids, of both teams, crowded chaotically around the ball. What’s better? (Or worse?) “Granting permission” is not some technological breakthrough. It’s been around for as long as there have been computer files. But the notion of making this available for a document that can be revised by multiple people in real time (“synchronous” editing) is relatively new: it coincides with the rise of cloud computing and storage. You can make a lot of arguments for how great this new technology is. You could say that it eliminates the laborious emailing of documents. It ensures a “single source of truth,” since the very latest version of the document is all that anyone sees. It makes sure that no one is working on an outdated version. And plus it creates unprecedented transparency: Everyone can see what everyone else is doing, in real time. Surely you’ve seen this: A little circle with someone else’s initials in it, showing them selecting text, or adding new verbiage, or whatever, like a multi-player online game. Now the big question: Does this make the document better? Follow-on question: Is this process better? We’d argue that the answer to both of these questions is “No.” Writing a document is not a democratic exercise. You’ll hear about a document’s “voice”—not its “crowd.” A good document has structure and logic. If various people are all tinkering with different parts of it at once, the final product will collapse like a house of cards. And what about all those worthless outdated versions that are now history? Well surprise: They’re not worthless. More often than not, you want to look at Version 2 when you’re working on Version 4, to see what was there before it changed: Not all movement is forward, and not all change is progress. Yes, there is a degree of “version tracking” baked into these web-based word processors. But it doesn’t offer the control or granularity of the iconic “Save as...” command. And not to sound too pretentious, but how many hands does it take to hold a paintbrush? We’d prefer to get client feedback on a doc, interpret it to the needs of the doc, and then implement it carefully, rather than seeing an anonymously-named editor (“Wombat,” anyone?) arbitrarily adding and cutting. What are your thoughts on this topic? Do you agree with us? Want to try and convince us otherwise? Contact us. We’d love to hear from you. Oooh. Now there’s an intriguing title, isn’t it? Especially if it’s posted by Copel Communications, where we specialize in writing. How can you say organized without reading? Think about it. Everything you employ to stay organized—such as calendars, emails, and files—all require reading. Is there some secret trick? Why it’s hard There are countless articles out there about getting your business organized. And lots of them are self-serving: They’re basically promoting Slack, or Asana, or Evernote, or Things, or Monday, or Trello, or OmniFocus, or Habitica, or Notion, or Todoist, blah, blah, blah. You get the idea. So we’ll go you one better. Not only will we show you how to get better organized without reading, we’ll also show you how to do it without purchasing any new apps. Take that, Slack! Or Asana. Or Evernote. Or.... well, you get the idea. What don’t you read? There are basic sensory inputs that you can use, and respond to, which don’t require reading. There are, we suppose, scents. Or even tastes. But we’re not going to suggest lemon-flavored sticky notes. (Do those even exist?) Stay with us on this. (If you’re not ahead of us already.) There are sounds. Come to think of it, you already rely on a ton of these all the time. There are alerts for every time you get a text message. Or an email. And of course when your phone rings. There are even little sound effects embedded within LinkedIn: when you successfully make a post or reach out to a connection, you'll hear a little click or warble. Conceivably, you could use sounds to help you get organized; you could create your own, and link them to certain events, and spend you day, Pavlov-like, waiting for the next ding. Naaah. That ain’t it. There are also tactile cues. If you have low vision, you may already rely on a Braille reader. Your phone likely has haptic feedback: When you type or select an icon, you can feel a little click or buzz to help reinforce the action. That’s good. It’s out there. But it’s not something you’ll create yourself. Which leaves one more choice. The universal language The Big Element here is color. It’s so simple. Yet so astonishingly under-used for productivity purposes. We learned about this trick decades ago, in which someone we respected used different-colored index cards to create a project. All the things relating to Topic A would be yellow, and all the things relating to Topic B would be blue. When this person put the deck in order, they could easily see, simply by looking at the stack of cards, how evenly divided the project was between Topics A and B. Brilliant. Picture that: A little deck of cards, sitting atop a desk. You look at the stack, and if there’s a big cluster of blue in there, you’d know the project needed adjusting. And you'd never read a word. Even though each index card was covered with words. Now fast-forward from the age of index cards, to the days of mobile devices and computers. Some of this you may be doing already. But there are opportunities to expand on this. Your calendar program—whatever it is—lets you create categories, and assign colors to them. So if, say, your “Personal” category is blue, and your “Work” category is green, you can see your work-life balance when you simply zoom out to the week, month, or year view. You'd never read a single word. And you can add categories that are similarly color-coded. We know a guy (admittedly an old-fashioned one) who sets his daughter’s category in pink, and his son’s in blue. (His wife? Purple. Stuff he hates doing? Brown.) Read without reading Here’s another. In Word (or any word processor, for that matter), you can set text in different colors. You’ve surely used red to call out important stuff. But we’ll also use colors like gray to denote work-in-progress passages that likely will get deleted later, or simply pastes of source material, to set them apart from the passages we’re actively working on. Again, like a calendar, you can zoom out—to the point where the text is too small to read. Which is what you want! Like our old friend with the deck of index cards, you can see how a Word doc is stacking up, in terms of its content balance. Mac-specific tricks Here at Copel Communications, we use Macs. So here are some tricks you can employ if you use them, too. (There are likely Windows analogs for everything we’re about to suggest here.)
These are just a few tricks. Do you have others to share? Contact us. We’d love to learn them! Let’s dive right into this. It’s based on a disheartening episode we recently experienced with a client. Here’s the story: We’d been working, for months, with this client, to develop their new brand persona, by taking a meticulous customer-back approach to their business. And by “customer-back,” we mean, “starting with the customer—who they are, what they need—and then working back into all of the messaging and, indeed, offerings.” Done right, this is a powerful process. With this client, we did it right. We were developing some killer insights that would position our client head-and-shoulders above all their competitors. This positioning, then, informed the structure and content of the new website we were creating for them. (“Disheartening”? Stay with us.) So. We did the deep-dive customer-discovery work with them. We developed the new brand persona. We developed the strategy, and then the wireframe (“outline”) for the website. All of these were approved by the client. Then, using the approved wireframe, we wrote all the pages of the website for them. These, too, were heartily approved by the client. Everything was going swimmingly. Cart? Horse? Huh? Then, one day, the client surprised us by sending us a brochure to review. This was certainly a surprise: “brochure” hadn’t been discussed before. But that’s fine. We’re not parochial. We can go with the flow. If clients want to take the initiative and bolster their marketing, we’re all for it. Until we saw this brochure. Mind you, it was finished. Outlined, written, and laid out. The client told us they wanted to send it out, en masse, and wanted our quick review/sign-off before it went. Holy @#$#@$. Our first reaction was Who is this brochure for?? Yep, it was that far off of everything that had been previously, and laboriously, developed... and then approved. Yikes. There was not a sentence, not an image, not a pixel in this thing that was on-brand or on-message. It told a different, and confusing story. The imagery would have been off-putting to the specific target audiences we had worked so hard to define. The structure was confusing. The layout was amateurish: like a mediocre student project. There was no call-to-action. It was, in short, a train wreck. Tough love Now, we’ve seen lots of mediocre, and downright bad, marketing materials in our time. So along that continuum, this one was hardly a shocker or a standout. But what did make it so extraordinary was the way in which it simply disregarded all of the painstaking, groundbreaking work that had preceded it. Not only would it turn off the very people it was supposed to turn on, it—most importantly—squandered all of the effort that went into the main branding and site-building. We don’t enjoy giving tough love here at Copel Communications, but we also don’t shy away from it when it’s required. Here, it was required. It was not fun to tell this client that, while we appreciated all of the effort that clearly went into this thing, it would do more harm than good, and should simply be shelved. Ouch. So now you know the “disheartening” part of this article. But what about the “Steal from yourself” headline? Play it on the cheap You probably figured it out for yourself already. Between the prior branding, and especially the website and its already-written pages, this client already had everything they needed to quickly create a killer brochure, practically for free. It was the same messaging. In just a slightly different format. Indeed, it’s even easier: You don’t know how a visitor is going to poke around the different pages of your website. But they’ll start reading that brochure from the front cover, and turn through it, page-by-page, in order, until they reach the end. So it’s very straightforward to populate the thing, especially when you have all of the content and images already on hand. They’re not only polished and powerful. They’re paid for. And thus the “steal, steal, steal” advice we have to offer here: Steal from every great marketing piece you have, to create other great marketing pieces. Fine. We’ll be polite. We can say “leverage,” if you like. Fact is, too many clients get so caught up in their own marketing materials that they feel compelled to create something new every single time, when reality dictates the exact opposite: Never flatter yourself into thinking that some prospect has not only read, but memorized your entire website, and then will be put off, or offended, when they review your brochure which includes, effectively, the exact same content. So our client’s mistake here wasn’t uncommon. This was the trap they fell into. They just fell a lot harder than most. Their biggest mistake: Opting to “surprise us” while they worked on this thing—from ideation through completion—in the background. Boy, could we ever have nipped this in the bud—and saved them a ton of headaches, aggravation, time, and most especially money—in the process. Use web content for brochures. Leverage brochures for social ads. Use print copy for radio. Sales-sheet images for case studies. Video-script voiceover text for emails. It just goes on and on. Steal, steal, steal. One other way to look at this: If you do the opposite, you diminish your brand. You’ve got all these disparate looks and messages, and no target will ever connect those dots. But when it’s all unified and coordinated—which is actually easier, and less effort—your brand appears huge, unavoidable, and inevitable. Need help with branding challenges like these? Contact us. We’d be delighted to help! This sentence is in English. You understand it perfectly. And you take all of that for granted. Stuff like this goes out the window when your client’s first language isn’t English. It certainly makes things harder for you. And for them. In this article, we’ll give you some pointers, based on our experience, for making life easier for you and your clients whose English isn't as good as yours. Bash the bias Here at Copel Communications, we’re native/first-language English speakers. We’ve had additional schooling in English. We speak, think, and dream in English. It all comes very natural. (Or would that be “naturally”?) (LOL!) The “bias” we’d mentioned above is kind of a knee-jerk reaction that you might have when you first encounter someone whose English isn’t very good. They’ll struggle with common phrases and idioms; we have one client who, when they give us input, will typically say, “Let me know how you think.” It’s cute. It’s kind of funny. And it invites a brutal bias. Because, face it, who else talks like this? Little kids. Little kids who are also struggling to learn English for the first time. So their brains aren’t entirely formed, they’re not as smart or experienced as we adults. And that’s the bias that rears its ugly head when you first hear, “Let me know how you think.” That particular client of ours is Korean (we have lots of Korean clients; more on that in a minute). Know how much Korean we speak? Try “zero.” So on the one hand, this puts us in an advantageous position for non-English-native clients who need to communicate to their prospects in flawless English; they can count on us. On the other hand, however, it obscures the fact that their English is better than our Korean, any day of the week. That’s the conundrum: Someone who sounds less intelligent than you is actually more intelligent than you, because they’re not only getting across difficult concepts, but they’re doing it in a second language. Holy mackerel! It’s humbling. So always bear that in mind in situations like this. Even when all those cute phrases keep popping up. Ways to work better with non-English-speaking clients We have clients with lots of different first languages. As we’d mentioned above, we have lots of Korean clients. But we have others whose first language is German. Japanese. Spanish. Mind you, we don’t speak any of those languages. But we have successful ongoing relationships with these clients, sometimes for decades. (This gets back to the Korean clients of ours. Once we establish a relationship at one client company, they all know us there. Then, invariably, someone from that company joins another company, and essentially brings us along. This gets so convoluted that we recently got a project for a major Korean enterprise based in Seoul, from their in-house agency in London. They told us they got our name from So-And-So at Such-And-Such Company. Thing is, we’d never even heard of So-And-So or Such-And-Such!) So how do you do it? Here are some pointers:
Get help We can offer you all of this advice because, as we’ve mentioned, we’ve toiled in these trenches for years and years, and we actually enjoy the assignments. There’s a huge degree of faith at work here: If we, say, employ wordplay or distinctly American cultural references in our work, our clients simply have to trust us to get the right message across. But they find out, soon enough, whether our deliverables score or not: they’ll get firsthand customer response. Which only helps to bolster the faith, and cement the relationship. Need help crafting messaging for a client whose English isn’t perfect? Contact us. We’d be happy to discuss your needs with you. Okay, that’s a confusing title, isn’t it? “How to promote promotion.” What on earth are we talking about? And how will this, to be blunt, help you make more money? Trust us. We’ve got the answers. This one comes from a recent story with a client of ours. It’s a “teachable moment.” So we thought we’d share it with you. Spilled ink That client of ours had had a turn of good luck. A big company—one of the nation’s largest banks—chose to feature them in an article they published. Sounds great, right? Of course it is. This bank is a household name. Their brand is worth billions. They have a powerful media presence. So just to have them say anything about our client, let alone feature them in an article, is pretty great. Why, then, are we writing about this? What’s “teachable”? Our client, understandably, wanted everyone on earth to know that Huge Bank wrote an article about them. Sure, Huge Bank did publish this article (online). But would it reach our client’s niche audience? Our client wanted to push out a press release, telling their clients and prospects about the Huge Bank article. This still seems really straightforward, doesn’t it? Well here’s where it starts to go off the rails. Our client brought in a writer to pen the release, and gave him the Huge Bank article as input. That might seem logical, but it was a mistake. Because here’s what happened: That writer scoured the Big Bank article, pulled what he thought were the most important points, and drafted a press release around them. And that release, well, sucked. Teachable moment. Mind you, we’re not blaming the writer here. He simply followed his directions, which were insufficient. And here’s why: The article from Huge Bank was all about how our client leaned on Huge Bank for a business line of credit, and how Huge Bank was able to meet their needs. Totally straightforward. Sure, it made mention of what our client does and who they serve, but the big focus—no surprise—was on Huge Bank. It was about how Huge Bank has all kinds of creative lending solutions. And how Huge Bank works extra hard to help its clients. It was a puff piece—no surprise—about Huge Bank. So guess what this press-release writer’s release read like? You guessed it: It read like a promotion for Huge Bank, and not our client. Ooops. We needed to swoop in and rewrite the release from scratch. That’s because there was a time crunch; ordinarily, we’d simply re-direct the original writer. Our new release—which the client loved and immediately approved for publication—was all about our client. In a word, Duh. It talked all about how great our client is, and the kinds of problems they solve for their clients, and that nowadays, they’re so well-known and respected, that they’ve even been featured in a new article by... wait for it... Huge Bank. How much, then, of Huge Bank’s article informed our press release? Hardly any of it. We just wanted to promote the fact that Huge Bank was talking us up. Indeed, our press release was worth more than Huge Bank’s article. Naturally, we included a link to Huge Bank’s article in the release itself, but we couldn’t have cared less if the readers actually clicked it. Tracking it down As we noted above, our client was delighted—indeed, pleasantly surprised—by the quality of the new press release we drafted on such short notice. But this gets to the bigger question, the one you’ve likely been wondering about all this time: Why did this mistake happen in the first place? Why, indeed, is this teachable? Why were we forced to “swoop in” (our own words) to fix this? Why was the original release subpar? (As we mentioned above, we don’t blame the original writer.) Most importantly, how can this be fixed—and avoided—in the future? Oh, you’re smart. You figured out most of this already. By which we mean, “Our client mis-directed the writer.” Which is absolutely true. What we didn’t tell you, however, was that our client had reached out to this writer without telling us, and only informed us after the original press release was written, i.e., a quick “Hey, could you review this before it gets published?” Had we known, from the get-go, that our client was only going to give that writer the Huge Bank article as input, we would have instantly intervened and given him proper direction. That didn’t happen, and so this situation quickly became a fire which required dousing. The go-forward solution? We had to gently admonish our client: “Don’t do that again.” We can certainly appreciate their enthusiasm and excitement at getting some “ink” from Huge Bank, but if we hadn’t intervened, and if they had actually published that original release, it would’ve been a Huge Mistake. Need help “promoting the promotion,” or any other marketing-related challenge? Contact us. We’d be happy to help. |
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