By Lisa Salazar (@Lihsa)

A UK study, Elastic Generation: The Female Edit, offers some refreshing insight into a woman’s perspective on advertising.

Conducted by J Walter Thompson Intelligence, 248 UK women aged 53-72 were surveyed. For comparison,  276 UK men were surveyed, as well.

When women push back on patronizing and stereotypes in marketing and advertising

Marketing to women

Identifying this group of females as the “elastic generation”, the report comes to this pivotal conclusion:

The two words women choose to describe advertising aimed at them? ‘Patronising’ and ‘stereotyped’. As a result, 72% say they pay no heed to advertising. Nine out of ten say they would just like to be treated as a person, not a stereotype. Elastic Generation, p. 3.

I would surmise that this general feeling floats all the way across the pond.

Continue Reading When women push back on stereotypes in marketing and advertising

There are two standard answers to questions asked in a law firm setting.

  1. Well… it depends.
  2. You have to understand, we’re unique.

Both of them drive us nuts, but we get used to them and adjust or responses over time to limit the eye-roll and shaking of the head to a minimum.

When it comes to where a law firm library falls in the structure of law firm administration, both answers tend to get applied. If you were to look at the AmLaw200 firms, you will find that the law library function falls under many different types of leaders.

  1. Library Directors who report to:
    – COO
    – CMO
    – CIO
    – CKO (non-librarian)
    – (I’ll group these as CxO from this point)
    – Managing Partner
  2. Library Managers who report to:
    – KM Directors
    – CxO
  3. CKO (librarian C-Level) who report to:
    – COO
    – Managing Partner
By my count, there are approximately 7 CKO where they are Librarians in the AmLaw 200. (Or some variation, like me, where I am a Chief Knowledge Services Officer) As you might think, I have a bias toward this style of management. I’ve stressed the ability for law librarians to direct their own fates for nearly the entire decade I’ve written this blog, and will continue to do so as I take on a President role in the American Association of Law Libraries in July, and well beyond that. 

I mentioned in a post last year that if Law Librarians don’t find themselves a seat at the table, they will find themselves on the menu. When I tell other law librarians this, they agree, but then they look at me and say, “Greg, you have to understand, we’re unique at my firm.” What this typically means is that their firm doesn’t want to challenge the status quo, and likes things to stay as they are. There are firms with Library Directors that are much more progressive and forward thinking than me, yet there is no path to a C-Level for them at their firm. That’s a shame. The Law Library and its functions of compiling, analyzing, filtering, and producing legal and other information is one of the most important administrative functions that a law firm has. It keeps attorneys practice ready and up to speed on the very functions that drive the legal industry. We do the due diligence necessary to keep our attorneys informed and prepared. In the Information Age, we are the Information Professionals.

BloombergBNA President, Scott Mozarsky, penned a recent Above the Law article where he stressed the importance of what law firm libraries and librarians do to drive business in the door at law firms. He mentions that law librarians and legal marketers are teaming up and becoming a powerhouse within the firm to help drive business development and client awareness of the firm’s abilities. He mentions that this is a great collaboration, and that he is seeing more firms adopt the Researcher/Marketer team approach. I’ve seen this exact scenario going on in law firms for nearly two decades, and I’m sure it preceded my entry into the market. Mozarsky is correct in that this makes perfect sense to team up the analytical skills of the law library researcher, and the business and marketing skills of the law firm marketer. It’s a perfect match of strategy put into action.

The one area that I have to alternate from the path with Mozarsky suggests, is that this means that it makes perfect sense to place the library under the CMO. To that, I would have to answer, well… it depends.

In my personal experience, and from the anecdotes I’ve heard from my peers over the past twenty years, it was the librarians that have been pushing for the teaming up of marketing and research, and the CMOs have been very reluctant to adopt this strategy. I know… I know… ever firm is unique, so this may not apply to you. However, I would go out on a limb here and say that most firms that have this type of collaboration, the idea was pitched by the library staff and the marketing department had to be won over to try it out. That’s not to say that CMOs are anti-library, but it does say that librarians tend to be very good and leveraging the existing tools, resources, and people to augment the overall strategy of the firm. We understand that driving new business, or expanding existing business is a strategy that all firms have, and we know that we can contribute to that goal. Because we sometimes lack the seat at the table, the idea of leveraging this wealth of resources already at the disposal of the firm may have been overlooked.

The law library at most firms contain the most credentialed staff in that firm. The fact that the most credentialed staff in the firm doesn’t have a Chief voice speaking directly for them is a lost opportunity for those firms who ignore them. I am quite proud to talk with others and tell them that they need to understand, my firm’s unique. We have a voice at the table, and we are heard.

All too often in law firms when we talk about marketing failures or look for new marketing successes, we look to see how “other industries” are doing it. We look at the marketing spend of consumer goods companies which make our budgets look like a small child’s allowance.  We bemoan not having enough money to really make a difference or we lament the time and energy spent on directory submissions for minimal tangible ROI, yet we still participate in these things marketing activities since we are bound by the street rules of the legal marketing game.  When we think about legal marketing, I think we would all agree, that despite the smaller budgets that our B2C counter parts, we have evolved beyond pricey tickets to sporting events, and are focused on content or account marketing. Yet, despite the laser  focus on true client development we still struggle.

We struggle to make the impact on our firms that we believe marketing is having in other industries.  Lately, I can’t help but think the answer (or part of it anyway, but this is a blog, so let me think big and unrealistic), lies not on the marketing communications side of the equation, not even in the traditional business development side either, but in the CRM or sales cycle part. The part with the dirty word (sales) and the acronym most people still struggle to really understand outside of “invite list” or “mailing list”.  I have written before about how I think CI is really or should really be about CRM+. More and more, I am starting to see how these two functions, that are often behind the scenes – the introverts next to their extrovert MarCom buddies, the strong silent types that comb through data, deserve more attention in the client conversion or retention conversation.  

Regardless of what CRM system a firm is using or even more to the point where there is no formal CRM system in place, there is often resistance to having contacts and related activities shared within a firm. Whether owing  to the law firm as hotel-for-lawyers mentality, privacy issues, fear that others will ruin the relationship, lack of trust among partners or some other reason lawyers generally don’t want to share their contacts and firm’s have yet to find a good way to change that behaviour en masse.  There are always exceptions to the rules, but if you talk to your friends at sales organizations, the CRM system if the life blood of the organization and those that don’t share are the exception.  Not only are contacts shared but client touches are also shared – who has had dinner with whom, who sent pricing information and when, responses to pitches are recorded and client lessons are shared on the go through the CRM system. Occasionally, I am a the target of these sales pitches and for a moment I am always surprised that a new, or new-to-me sales person knows so much about me and my relationship to the organization.  Then I remember I am but a record in the company’s CRM system and a smart sales person will look me up before making contact and will therefore intimately know my history of engagement, how I feel about a product or service, who my account reps is and so forth before even picking up a phone. They may even know some personal details about me to help break the ice. Combine this knowledge with sales training or soft skills around appropriate communication so as not to come off creepy or stalker-like and imagine what you can do.  What if you had the ability to call a client on any given day, and say something like “Hi, I see you are subscribed to our X Practice newsletter and received our most recent update on issue  Y, I know you had lunch with Partner W last week, but I still wanted to follow up to see if you had any questions and to invite you to an event we are hosting on related topic Z. I believe partner W and some of his clients you might want to meet will also be there ”  There is real value in that for clients, instead of waiting for the phone to ring with a retainer, lawyers can be proactive in providing client service that is tailored, builds the firm’s and the lawyer’s relationship, engenders trust and requires very little effort other than consistent recording and reporting on the part of the lawyers and the CRM professionals.  All you need to know who is subscribed to what, who is reading what and who is taking whom for lunch or to a golf tournament. Being able to connect those internal dots, along with knowing is what happening in the client’s organization or industry so you can help your clients avoid surprises or capitalize on market activity – including your firm’s own bespoke networking events, is client service euphoria. 
Data is driving insights across all kinds of disciplines from healthcare to retail, data is also driving revenue for all kinds of B2C companies, culture is the only thing standing in the way of making data driven client service a reality for law firms as well. Its a simple methodology that does take some data clean up and data strategy, along with a workflow assessment, but with the right people in place and a culture that supports client service above all else it can happen.  CRM and CI might not have all of the glitz and glamour you associate with legal marketing, branding and social media buzz, but I do believe that partnered together and used effectively as in the example above, these two strong silent types can effect real and tangible change for firms. 

I recently participated in the LMA/ Bloomberg Law Survey (you can participate here before March 7th) on trends in legal marketing, business development, pricing, competitive intelligence and knowledge management.  I know, quite the range of topics. MarkGediman and I blogged a fair bit last year about the Bloomberg Law survey results, and I don’t doubt that the same will happen this year too.  In fact, I am already blogging about it.  The survey questions lead the participant through a series of questions with ranges on how much has changed within marketing and BD departments in the last three years.  Items like competitive intelligence, knowledge management, pricing and process improvement are lumped into the same survey as more traditional marketing efforts such as content marketing (rebranded client updates if you will), and public relations.  Are all of those things being delivered by Marketing and Business Development Departments?  Does that make sense?  Perhaps we should make kitchen sinks while we are at, or be both the umpires and the hotdog vendors…For many years, I have suggested that a key to a firm’s competitive advantage is better collaboration amongst its administrative teams, from BD to Marketing, KM to CI and Accounting, all of whom seem to play a role in this year’s Bloomberg Law Survey. Perhaps the silos are breaking themselves down as market forces are creating the imperative to share while the technology keeps getting better, making it easier to share and work towards a common goal of increased efficiency and smarter client service. 

The survey also attempts to determine changes in headcount and budgets for Marketing and Business Development Departments over the past 24 and coming 24 months, as individual line items and as part of the firm collective headcounts and budgets. Very interesting. I would like to think and will post eventually about the CI’s role (and others) in shifting from a cost centre to lead generator and sales pipeline for firms.  I am hopeful that the survey results will reflect this position as well.  The results will be shared at this year’s annual LMA conference April 11-13th 2026, in Austin TX.

Stay tuned, I expect there will be much more here to blog about soon! 
Image [cc] Elvin

Let me start off this post by reminding everyone that I am not in Marketing, but I do consider myself aligned with the overall marketing strategies within law firms. Because of this alignment, I attend a number of marketing related conferences and workshops so that I can stay on top of the current issues and trends, and build relationships with the key players in the industry. Over the past few meetings that I’ve attended, there are some common themes that I am hearing, and am finding a bit disturbing. In a very oversimplified (and amplified) fashion, here’s what I’ve been hearing:

  • Marketers: We’ve been telling our attorneys this for the past seven… eight… ten years, and they simply don’t listen. But, here’s what you should keep telling them, because they eventually will have to listen to you.
  • Consultants: By simply getting your attorneys to change the way they conduct their day-to-day activities through (insert buzzword for efficiency, communications, client interaction, etc.), they will become more productive, profitable, and clients will sing their praises.
  • Clients: OMG, I hate my outside counsel because they never listen to me; they never talk to me (other than sending me a bill); they don’t understand my work/industry/pressures. We hate the billable hour and want something that’s better/predictable/less-costly. We want attorneys to ask us how we think they are doing and get our feedback throughout the matter. 
  • Law Firm Partners: Not present. (probably back in the office, billing their time.)
I am not alone in seeing the problem. Usually, some speaker mid-way through the meeting will even say that we are in an echo chamber, or that we are preaching to the choir. I really don’t fault the Marketers or even the Consultants. They will at least go back and keep trying to implement change, and give an honest effort toward hammering the message that clients are not happy and that lawyers need to understand that they can get ahead of the curve and change, or can be left behind. 
The troubling message that I’m hearing is from the client-side. They are mad. Actually, they are disgusted by the arrogance of their outside law firm attorneys. So much so, that I’d say it borders on hate. They hate the law firm lawyers they work with. If you’ve never watched a General Counsel at a Fortune 500 speak at a marketing/client development conference, you should… it’s kind of fascinating to see the obvious dislike that they have for law firm attorneys. 
The biggest missing piece of this puzzle, of course, is the law firm attorney. I know that a marketing conference or workshop is not something that lawyers would or should attend. I’m just not sure that hearing this message second-hand is all that productive either. Somehow, the Marketers need to put these two adversaries in the same room, and have them conduct an honest conversation of what the client needs and wants from their outside counsel, and have the law firm attorneys relay what they are willing to do to meet those needs. Otherwise, we’ll all come back to the next conference (Marketers, consultants, and clients) and repeat the message once again. Law firm attorneys… keep on billing, we’ll just fill you in later.
One of my favorite sayings is that all problems are communications problems. If one side of the conversation is absent from the conversation, then it really doesn’t matter how loud or long you scream. 

Okay… it’s Friday. It’s snowing in Dallas, and it’s a bit slow around the office. But, when I saw that Reed Elsevier was going to change its name to RELX, I thought maybe it was a joke to draw attention away from the black/blue vs. gold/white dress discussion. Apparently not.

I’m sure there was a big Think-Tank of Marketing Gurus involved in this decision, but on the surface it looks like it was a room of Gen Y’s that had never heard of the band Frankie Goes to Hollywood… otherwise, they would have seen snarky posts like this one… or this one… or this one, coming.

Not sure what CEO Erik Engstrom is trying to pull off here, but I think for the next few weeks, he’s going to catch a bit of ribbing for this decision.

Does R E L X stand for:

R: Reed
E: Elsevier
LX: LexisNexis??

If so, then maybe those of us in the legal industry can RELX… I mean, relax. The RELX Group, plc became official on February 26th, with the official, and final move to the name coming on July 1st this year. The relxgroup.com website is already active. Quite Frankie… I mean, frankly, it’s a bit confusing.

As we find out more behind the decision to change the name to a four-letter acronym, let me leave you with some great lyrics to a great song, and see if Mr. Engstrom is up to make making it his intention, and keep scheming those schemes.

But shoot it in the right direction
Make making it your intention-ooh yeah
Live those dreams
Scheme those schemes
Got to hit me
Hit me
Hit me with those laser beams
 
 
Good luck getting rid of that earworm.


I recently returned from the 29th annual Strategic and Competitive Intelligence Professionals (SCIP) Conference in sunny and warm Orlando.  The conference was a terrific networking event as per usual. I am constantly impressed, and inspired by the professionals who work in CI across a variety of industries every day.  But I am also intrigued by the questions and concerns that underlie so many of the sessions and the hallway talk afterwards. It seems regardless of the industry, CI professionals share common issues, even if the language or descriptions of the challenges are nuanced.  As a known entity within the CI community, I am often asked for my advice on helping to solve practitioner challenges and rather than answer them one at a time, I thought some 3 Geeks readers might also benefit from the answers and/or be able to contribute and add further suggestions.  To that end, below are five of the more interesting questions that were bantered about throughout the conference and my attempt to answer them.  The questions are in no particular order and my answers are a combination of my own thoughts as well as some of what I heard while at the conference.

1 – Where in an organization should CI sit?

Everyone has an opinion here. Some believe that CI should always and only report to Marketing, others to the CEO, others to finance.  Research &Development was another reporting option, and I even heard one practitioner suggest that sales was the only appropriate place for CI to report.  Since law firms don’t have sales departments I think we can safely rule sales out. But lawyers, specifically partners who interface with clients on a regular basis are similar to sales people in many respects. As CI practitioners in firms, its important to always maintain a good rapport, even develop close relationship with partners to keep the lines of communication open.  It will aid with HUMINT collection, but it will also provide a window into the issues facing lawyers and clients in the course of daily business.  But CI in a law firms can’t report into the partnership at large, so the function does need a home.  Some law firm CI practitioners report to Marketing, others to the Library, KM or some hybrid of the above just as our colleagues in other industries.  The bottom line is:  it doesn’t matter much where you report, so long as you are providing excellent service in meeting intelligence needs in anticipating surprises for your firm and its clients.  In ideal world, a law firm CI function is so highly collaborative between the various administrative groups the reporting becomes only a formality for booking vacation (what is that?).

2 – Do hiring managers prefer CI practitioners with CI certification, or industry knowledge?

This one’s a bit trickier. I heard Directors of CI two Fortune 500 companies say the opposite where this issue is concerned. Its seems the response is both culturally and hiring manager specific.  But one element of the hiring process was clear:  soft skills are as important as the hard skills.  For those of you looking to transition into a CI role, or increase your responsibilities in a current one, brush up on your networking skills, practice your elicitation, develop your analytical fitness and never stop being curious or creative.  These are the essential qualities to a perfect CI practitioner – certified or otherwise.

3 – How do I merge a competitive intelligence practice with a Library function? Or a KM function?

See the note above about collaboration. In the three short days of the conference alone, I saw the “C” of CI referred to as Collaborative, Cooperative, Collective, and I am sure if I attended a few more sessions, I am certain I would have seen a few other permutations.  CI is at its root an information-based vocation. Information needs people. People need a great many things, you can look to Maslow’s hierarchy or the more recent 10 Demandments from Kelly Mooney to understand people what people need and getting various information brokers together – whether from the intelligence community, the KM community, the Library, Marketing or anywhere else requires a nurturing of those same needs.  Get people engaged and interested by gaining their trust, but giving them the space to control how they contribute at the same time. It’s a fine balance but if you can manage to work to individual strengths in both the hard and soft skills of CI (which ever “C” you choose) the end result will be better than the sum of the parts.  After all, intelligence comes from the interpretation and analysis of information and what better way to analyze a situation than with multiple perspectives, educational backgrounds and strengths attacking the business problem.   

4 – How do I market the CI services within my organizations?

First of all, this is a great question, posed the right way.  Its not asking “do I need to market my service”, or “why do I need to market”, but rather “how”. The question assumes that the person/people asking already understand the need for Marketing, and so the battle is at least half won. 

The easiest and best way to market the CI services within your organization is to do great work, amazing work and then get repeat clients.   I remember an old boss of mine suggesting that I need not hang out a shingle and wait for people to come, because once I started to provide value, it would be a bouncer I needed not a shingle. Three other easy and quick ways to market the function are to:

  1. Tell people about it. Sounds simple enough, but it means that the CI team needs to be visible and participate in organized activities like product launches, social events and just get out of their offices/cubes/ or libraries and walk around to meet the people they are serving.
  2. Prepare and practice your elevator speech so when you get asked what you are up to in the elevator or waiting at the coffee machine, you have a 30 second sound bite ready to roll.  You can talk about a project or the impact you are making and thereby selling your services.  Remind potential clients within your organization that CI is an active for both tracking future engagements and helping to set strategy or plan for the future.
  3. Be consistent with deliverables.  This need not mean a template approach, but make sure that what you deliver to all clients, at any level of the organization is polished, proofed and perfect.  Consistent work product will go a long away to promoting the function and helping it appear as professional and needed service. Once you have a key process for proofing and polishing down among your CI team, you can start to explore the notion of marketing your function with a brand and series of on going reports. But that’s a blog posting for another time.

5 – How can I evolving a competitive intelligence practice to become even more relevant, useful and perhaps add some measurable ROI-type “returns”.

Measureable returns can be hard to define.  Especially if the CI function is removed from the decision making process and your reports/suggestions are taken but results are never returned.  First and foremost, where you can, establish open lines of communications with Partners so that you can ask the difficult questions around whether or not a new file was opened or a new client retained. Then, track the client matter number as it goes through your firm.  While you may not be able to directly attribute that new client directly to the CI that was provided, you can indicate that CI had a role, perhaps a 5% or 20% role in helping to secure that new client.  Use this information as an ROI for the service you provide.  Other forms of measurable ROI come not from new engagements, but from time saved or efficiency increased. Start to think about the CI function in terms of how having a CI team or individual contributor of CI added to the bottom line by taking research and analysis off of someone else’s plate and/or provided a service that wasn’t there before that allows for better use of time, smarter client engagements and a well turned out organization.  It may not be measurable in the truest sense, but certainly it add to the relevance of the function and of the firm in the eyes of its client.  Client surveys time and time again suggest that firms are chosing outside counsel based not on fees or expertise alone, but that clients want to work with firms who understand their buniess, their risks and their challenges. Who better to keep your lawyers and other practitioners informed than a CI?  Relevancy is CI currency.
 
So that’s my five question, answer and response from the 29th annual SCIP conference & trade show. I encourage anyone else out there who wants to take a stab at answering to please leave a comment.  As I gear up for the Special Libraries Association 2014 Annual Conference & INFO-EXPO June 8-10th in Vancouver, I can’t wait to see what the questions around CI and its role in and with the Library might be. I suspect many of the same themes will be repeated and I welcome the discussion.

While the east coast is buried in another snowstorm, I am in sunny Naples, Florida today to speak at the Marketing Partner Forum. Full disclosure: It was a bit chilly, so I had to stop and buy a light jacket to handle the temps that fell into the 50’s and will dip into the 40’s tonight, so I won’t be surfing these waves.

All kidding aside, I enjoy coming to these conferences mainly because it exposes me to people, ideas, and practices that are outside of my normal routine. In return, I expose the attendees and fellow presenters with ideas and practices that are outside of their normal routine. So it is a mutual benefit (at least I think so.)

Today I am speaking on the concepts of data found inside and outside of firms that help develop Business Development/Business Intelligence/Competitive Intelligence programs. It’s something that I’ve been talking about for nearly ten years, and you’d think that I’d run out of things to say or learn. However, it is usually quite the opposite. In crowds like I’ll face this afternoon, there will be folks that will seriously question my ideas. There will be people that have failed where others have succeeded, and there will be people that succeeded where everyone else has failed. It is a somewhat cathartic process for both the speakers and the audience.

One of the things that I’ve been thinking about lately, and will discuss in the talk today, is the idea of telling others to stop thinking of what we do as educating the attorneys about business development, or client risk exposures, or industry trends, and start thinking of ways to instruct the attorneys to make money off of the information placed in front of him or her. I imagine that this is not a new concept to Marketing and Biz Dev folks, but I think there is room to grow in creating a process where everyone along the assembly line of BD/BI/CI understands what the end goals are of the process, and what role they play in actually creating a chance to bring in new revenue into the firm.

Too much of the time, we think of presenting the information in a way to educate the attorney. We throw out the phrase “actionable intelligence” when we present the information, but are we limiting the actual meaning of that phase to merely educating the attorney rather than directing the attorney? Have we become some type of quasi-CLE provider? Perhaps we could rename our group to Continuing Business Education, or Continuing Client Education, and be honest in what we are actually doing.

When you are discussing a business opportunity with an attorney, be prepared to answer the following question: “How do we monetize this idea?”

If that is what we are attempting to do with BD/BI/CI, then that needs to be known throughout the whole process. Every step along the way, from concept, to research, to engineering, to technology application, to analysis, to final product… how will this drive business and bring more money in the door? When you move it away from education and into revenue generation, it can help identify what is and what is not business driving concepts.

I look forward to the audience blowing holes in my ideas this afternoon. At least I can then walk away with an idea for a follow up blog post.

It was 1987 and I was in my High School Freshman English class. We were asked to pick a partner and jointly write a paper on The Legend of Sleepy Hollow,
Washington Irving’s tale of a headless horseman who terrorizes a small
New England town. The assignment was to “be descriptive”.  The teacher
wanted as many adjectives and adverbs as we could use to describe the
story, the characters, and the setting.  The kid sitting next to me scooted his desk next to mine and we started
writing. Everyone else turned in a page or two, but we wrote eight or
nine pages and still probably had fewer sentences than any other team. I
bet that was the worst and the most painstakingly descriptive paper ever written on the subject, but we got an A.

I
was reminded of that incident recently when a colleague forwarded a
vendor’s email.  The email was so full of jargon as to be comical. 

“…we are a global customized research solutions provider. Since 2003, we have worked with a number of law firms in US
and Europe – supporting decision makers tasked with responsibility for their firm’s growth – with quick and insightful research on key initiatives relating to business development, client
retention or strategy execution.
“Our offshore research model
with
350+ analysts based in India – pioneered by McKinsey and now used by
many professional services firms
– allows us to cost-effectively service both urgent or
quick turnaround research requests as well as in-depth
market or competitor intelligence assessments.
[Our company] is a knowledge partner of choice to several Fortune 1000
companies and SMBs in
the US, Canada & Europe. We have executed
research assignments in more than 80 sub-sectors entailing analysis of
market and competition dynamics in 50+ countries, using a judicious
blend of secondary data sources and primary
interviews with industry stakeholders.”

I know what all of the words mean, but…

Why
do people write this way? It’s not easy to read or understand. It
doesn’t make you or your company sound more impressive. If your
marketing materials read like my freshman English paper, I would really
hate to see what your research looks like.  Try this…
“…we are a global [ ] research [ ] provider. Since 2003, we
have worked with a number of law firms in US and Europe – supporting [people with] responsibility for their firm’s growth – with [research] relating to business development, client retention or strategy execution.
“Our [business
model,]
with 350+
analysts based in India – [DELETED Irrelevant] – allows us to [ ] service [] urgent [DELETED
Redundant]
research requests as well as [ ] market [and] competitor [ ] assessments. [Our company] is a [vendor] of choice to several Fortune 1000 companies and SMBs in
the US, Canada & Europe. We have [helped
companies]
in
more than 80 [industries] in 50+ countries, using [ ] secondary data sources and primary interviews with [people in each industry].”

Now, I’m not saying that’s the greatest copy ever written, but at least I can understand it without rereading it four times.

Luxury Daily reports that according to the latest Forrester Research, just under 10 percent of U.S. consumers trust marketers’ text messages, while 12 percent trust information on mobile applications.

Well, obviously, they haven’t met me.

I love my little Target, Walgreens, and RedBox texts. I get coupons, free movies and reminders. And AT&T sends me usage reports.

And my tailor, hair stylist and others regularly remind me of pick-ups and appointments via text.

I guess they just didn’t ask the right people.