Catch and Release Marketing

The world doesn’t require another marketing metaphor, and that is the exact reason why I created The Catch and Release Marketing Framework, because it’s unnecessary. We shouldn’t be forced into changed perspectives, we should choose them.

A few points before we get started:

1 – Easy to find, easy to buy, and easily thought worth it. The marketing mantra behind Catch and Release Marketing. All of the following advice flows through this mantra. It is unassailable advice and applicable to every vertical and industry, so please feel free to ground your strategic focus in this faithful bit of evergreen marketing advice.

2 – Another fundamental principle behind Catch and Release Marketing are the 6 Ethical Principles of Marketing by George Brenkert, which are:

  • Autonomy
  • Freedom
  • Justice
  • Trust
  • Truth
  • Well-Being

Marketing is an anxious profession because “best practices,” even ethics, are seemingly in a state of perpetual flux.

There is typically no standard for marketing activities beyond maximizing value and diminishing costs, which is why the Brenkert principles are more than just ethical woo-woo; when strategically applied, they alleviate marketer anxiety, respect consumers and eco-systems, guide planning, and direct resources and budgets to the tactics that sustainably expand opportunity, awareness, and distinction in your marketplace.

3 – Most marketing and business advice, while trying to be helpful, makes marketers and biz owners feel like shit. Too much marketing advice today is about passion, loyalty, and fanaticism, and the examples extolled are usually from the top 1% mega-brands. For the 99% majority of garden-variety marketers working across every vertical and market-size imaginable, this toxic advice cannot and never will apply to our nuances, niches, and network effects.

It’s my hope that this framework, while giving reliable and well-researched business advice, gives grace to marketers and takes pressure off the business owners that feel “less-than” because of all the highlight reel hustletology that surrounds us about brand loyalty and purposeful passion.

Marketers shouldn’t be made to feel bad if they fail to start a revolution with their brand. Simply selling something well, is good enough. The less puff, bluff, and guff around this stuff, the better for all of us.

“People don’t need gas-burning vehicles, they need transportation. They don’t need a watch, they need the time. The items that create wants & desires come and go, but the wants and desires never go away.”

– George Brenkert

“It took millions of years for man’s instincts to develop. It will take millions more for them to even vary. It is fashionable to talk about changing man. A communicator must be concerned with unchanging man. With his obsessive drive to survive, to be admired, to succeed, to love, to take care of his own.”

– Bill Bernbach

Step 1 – The Marketer and The Brain

The first step to the Catch and Release Marketing Framework, is to appreciate how the human brain actually functions in regards to stimulus, learning, and memory. If you know how information is imprinted and stored in a brain, you’ll create better marketing and messaging.

BRAIN FACT ONE: Your brain does not switch between active and passive, learning and non-learning; it’s recording everything. All the time.

Because your brain is an alarm system as well as a university, your limbic system is tracking your surroundings, even while your conscious brain is not. In case something leaps out, or a twig snaps, you have to be able to respond quickly. Why is this important?

Most marketers believe the only purpose of advertising is to drive direct response, but there are other important functions for advertising, like price elasticity and maintaining market share or share of voice. There are several ways an ad might directly, or indirectly, impact an audience, outlined in this brilliant graphic from Stephen King (not that one.)

Since a human’s brain is constantly recording, effective advertising does not have to be directly responded to, necessarily. Research on the mere exposure effect, that encountering something makes you familiar with it, and that familiarity makes you like it more than you did before you encountered it, has shown how advertising can have a latent and low-level impact. 

Consistent, low engagement, well-branded advertising that is passively experienced can be impactful, particularly if there is an emotionally triggering component that tags/associates the experience with memory. Notice I didn’t say compelling facts, research, call to action or unique selling proposition, concepts that are believed to trigger interest and rationality. That’s because…

BRAIN FACT TWO: Your brain does not separate rationality from emotionality, in fact, instinctive emotional responses shape our rational behaviors. 

There is a common misconception that there are two different types of brains inside us, the rational brain and the emotional brain. Descartes famously separated the two, but Gestalt research and neuromarketing science have proven that rational complex thought is formed out of emotion. There are also more dendrites flowing from the limbic system to the frontal lobe, than vice-versa – meaning, on a physical level, emotions and base feelings flow to rational/complex thought.

Our thinking around how to build memorable experiences in marketing is stuck. We’re stuck in ‘brands transmit/people receive rational messages’ mode, when we need to be thinking about deeper ways to communicate and connect to the human brain through associations and passivity.

Humans tend to remember emotions and forget facts. And the stronger the emotion, the stronger the memory. Is it your hope to be rationalized, or remembered by your audience? Remember the mantra; easy to buy, easy to find, easily thought worth it.  

Marketers would be shocked to find out how hard consumer brains work to ignore EVERYTHING. But if marketers paid attention to the way THEY walk through a store or search for solutions, they’d recognize a huge portion of their potential options are cognitively blinded, perforce.

Imagine the psychological benefit to marketers and brands if they operated from the perspective that most people do not want to see marketing and advertising at all, in fact they actively ignore and disregard it?

MARKETING FACT – The goal of advertising/marketing is to first get noticed and then build and refresh memory structures through relevant associations, not convince an emotional and distracted audience of the rational/unique merits of a product. 

BUT JAKE!? I’m in B2B marketing! It’s different! 

Look, I hear you. You think because your product or service is complicated, and the target decision making audience you need to reach is isolated in an ivory tower, and impenetrably logical, that this all can’t apply to you. 

In a very real way there are differences in B2B, because unlike choosing the wrong granola bar, employment can be endangered by poor, uncalculated, or unvetted decisions in B2B. However, since we’re attempting to be logical, we should recognize what recent research from Ehernberg-Bass tells us about the total addressable market ground reality for B2B marketers;

Add in the statistic of the average lifespan of a tech start-up, which is 8.5 years, and the prioritization of marketing will become clearer; In order to grow, you have to stimulate future demand at the same time you capture existing demand.

The only way brand marketing can ever take off is by building a proper runway for memorability. Walk backwards from “The Close”….people won’t buy your brand unless they’re convinced, they aren’t convinced because they have no brand preference, they don’t know if they like you or not because they aren’t even aware you exist.

So along with short term campaigns that educate the audience and activate sales, long term campaigns that create affinity, preference, and mental salience help generate broad category awareness to help close sales faster, more often.

Wiemer Snijders has written brilliantly about the “differences” between B2C and B2B marketing, and how creatively approaching branding is a distinct advantage, as well as a scientific imperative, for B2Brands. This next fantastic passage perfectly summarizes the Catch and Release Marketing framework;

“It’s all about people buying and people don’t change much. We are still working with Homo Sapiens version 1.0; a cognitive miser, emotionally dominated though rationally capable (in short bursts) and forgetful. This crowded mind needs reminding, steadily, whether it’s about your industrial ducting, electricity supply or chocolate bars. The easier it is to get a place in that memory, the more chance you have of growing, one light buyer at a time, a few of whom will become a bit more loyal, but only for a while, but that’s another story.” 

Step 2 – The Marketer Gets Consumption

The second step in CNR marketing, is to accept consumerism and the mathematically proven power laws of loyalty and influence. Thanks to industrialized consumerism, we are surrounded by more stuff than people.

Look around you. How much of these items are you loyal to? You have loose affiliations and passing relationships to these objects, they signal certain things about you, but loyalty to objects doesn’t define you. Does it?

 

Marketers will gladly flatten their fellow humans into consumer behavior categories and branded loyalty silos; but if someone told us brands and consumption patterns define our lives, we’d reject them outright as dismissing our complex nature.

If a marketer is in consumer-mode, you’ll say loyalty is a very small part of your life. If the CEO is near, you’ll make up some shit about brand intimacy and how consumerism is central to identity. In a way, we’re right about loyalty and consumerism – but we’re not being realistic.

Among all of the objects surrounding you, it may be true that there are a few brands you are “loyal” to, but the mathematical reality that there can only be a few favorites needs to be perennially at the forefront of thought. 

There will always be fewer loyalists than generalists, and loyalty can shift; what looks like favoritism might be a fluke response curve to a fad, loyalty could be laziness or inertia, habits can appear like devotion.

Is loyalty something marketers should depend on? 

Loyal Flush

Loyalty is an abstraction of a complex set of behaviors. Loyalty is not as dependable for growth as acquisition. The laws of Buyer Moderation and non-binomial Direrchlict have proven that loyalty can only ever mathematically exist in small, precious amounts, and research from MIT has proven that loyalty metrics, such as NPS, have no bearing on anything other than the direct questions posed; recommendation means recommendation, not an indication of future purchasing power or lifetime value.

Even more importantly, recent research from Ehernberg-Bass has shown that changes in customer satisfaction scores have no association with changes in business revenue! 

Cram this simple truth about NPS into your brain: Recommendation intention does not predict loyalty, and NPS does not predict growth.

Loyalty is a wonderful thing, but it’s a mathematical anomaly. Buyer moderation and the concept of NBD is succinctly phrased by Wiemer Snijders as, “a few buy a lot, and a lot buy a little.”

 

This is another pan-industry, well-researched, irrefutable marketing science fact that can gird your strategic loins. Catch onto the idea of light buyers, and release your grip on loyalty.

You want loyalty from people? No, you don’t – you want more money/yield/gross. One of these perceptions makes you feel like shit, one makes you feel like a cult leader; it’s no wonder where we put our hopes, and no wonder why we’re treated like dopes when the loyalists fail to multiply in droves.

THE HOOK – Marketers hoping to expand their market share must be mentally and physically available and attractive to ultra-light category buyers, and cannot depend on growing through customer loyalty, which is a welcome but arithmetical anomalous abstraction, not a strategic action item.

A note about consumer income level and loyalty: I would be remiss if I didn’t mention that there is research that finds consumer income levels appear to have some impact on preferences and behaviors. The study roughly showed that:

  • Lower income consumers were more likely to be Loyalists and that they value low price, fair treatment and caring staff.
  • Middle-class consumers value a convenient shopping experience as well as VIP benefits.
  • More affluent households tend to be Roamers and look for unique products, status, incentives and VIP benefits.

Also worth noting that ‘lowest price’ ‘good value for money’ and ‘quality of product’ were far and away the top factors driving loyalty at all income levels. 

Understanding how income affects the factors that drive consumer loyalty and engagement can help guide your customer retention strategies. But it also helps if we remove our heads from our Brand Bibles, and recognize the fact that most people simply want a good deal on stuff that doesn’t suck, more than they value a trusted, purposeful, blah blah blah. 

QUALITATIVE RESEARCH NOTE – It is critical to understand your clients & customers as much as possible before you try to apply any persona or growth framework. The single best way to understand your clients and customers is to have telephone conversations with them, ask open questions and actively listen to answers.

Humans generate reality through exchanging ideas, not examining patterns in a vacuum.

 

Step 3 – The Marketer and The Fish

A lot of marketing advice aims to establish autocratic relationships with consumers and the marketplace, not autonomous ones. 

The Catch-and-Release Marketer believes consumers want autonomy and don’t live to consummate a relationship with brands.

Consumers can be reeled in with hooks, they can be captured, measured, and monetized, but they belong to, and will ultimately return to, the river.

The Catch-and-Release marketer genuinely believes that there are always more fish in the sea, because, there really are. No matter your market size, industry, or vertical, this graphic applies to you. 

Planning Fact – There will always be more clients who don’t know you and you’ve failed to reach & catch, than “loyal” ones you’ve engaged & held onto. 

While it’s good to retain “loyal” customers, it’s more important, and more impactful to the bottom line overtime, to operate from a catch & release mentality and prioritize new acquisition and reach, over loyalty yield and retention. 

The Catch-and-Release marketer understands the consumer is autonomous and is not sad when clients move on, indeed Catch-and-Release marketers anticipate it from the beginning because that’s what consumers do; consume and move on.

If you are lucky to be in business long enough, the amount of clients you’ll have had and lost will be greater than the ones you’ve held onto since the beginning; that is natural and good.

The Catch and Release Marketer does not pine for love from the wild creatures called consumers. They create an environment which welcomes them, respects and treats them kindly like the important asset they are, with an open-exit mentality, not a zero churn policy.

Catching new fish may seem more expensive and costly, but what is the cost of recreating and maintaining an aquarium or a faux-natural ecosystem that’s designed to capture and hold “loyal” fish indefinitely and for your own maximization, not their benefit? 

The cost of failing to run a closed-off loyalty aquarium for your customers has to be significantly higher than maintaining an adjacent-eddy of value they can swim through, give a little and gain a little, and be on their way, right? When it comes to loyalty programs, why are consumers signing up? It’s not to deepen their relationship with the brand and content – it’s to snag deals, today or later.

Worst of all, if you don’t run the loyalty program as a growth center, which remember it contains wild, emotional creatures, then it’s YOUR FAULT. The arbitrary acceptance of marketing is an externality that is absorbed by marketers, not the indifferent marketplace. If they didn’t loyally love it (indeed, most consumers are not looking to fall in love with a brand, and remember NBD), it’s our fault. 

This quest for personalized, loyalty-inspiring marketing is a recipe for mental imbalance/anguish. Why?

Quick tangent on Mimetic Theory…

The Marketer and Mimesis

“Man is the creature who does not know what to desire, and he turns to others in order to make up his mind. We desire what others desire because we imitate their desires.”

– Rene Girard

Originating from the French historian and philosopher of social science, Rene Girard, the mimetic theory of desire is an explanation of culture and human behavior and it’s one of the more groundbreaking social insights of the 20th century. 

The name of the theory is derived from the philosophical concept mimesis, which carries a wide range of meanings. In mimetic theory, mimesis refers to human desire, which Girard thought was not linear but the product of a mimetic process in which people imitate models who endow objects with value. Girard called this phenomenon mimetic desire.

Mimesis makes the goal of marketing much more simple – In order for your product or service to become popular, people need to see *other people* using your product or service. 

Another point; if mimesis is a factor, marketers have to recognize that personalized advertising and hyper-targeted marketing is counterproductive at the strategic level, resource-draining at an operational level, and potentially psychologically damaging at the personal level. 

MIMETIC MARKETING TIP – Obsess about being seen, not how you can create obsession from behind the scene.

Another reason mimesis is important, is that it undercuts another big premise in modern marketing; that people want personalized ads. 

On top of this, studies from Dentsu Aegis and Sephora have demonstrated that contextual ads outperform ads based on behavioral targeting.

It’s silly to dismiss the related digital advertising concepts based on personalized data, like retargeting, as useless – indeed these can be powerful branding tools. We should seek to improve the manner in which we perceive the effectiveness and measure the use-cases for personalized vs broad messaging, and always err on the side of autonomy. 

The Marketer and The Empathy Gap – I would be remiss in my duties if I failed to acknowledge that there is a massive gap in what marketers and advertisers perceive to be mainstream values, and what the actual mainstream values are.

Look at the imbalances between adland ‘s perception of mainstream values, and mainstream values!? Advertisers are underestimating the value mainstream society places on things like Universalism, Tradition, and Benevolence and drastically overestimating the emphasis of Achievement, Power, and Hedonism. 

This gap in understanding has drastic effects on the impact of marketing and advertising.

If marketers are pushing a cognitively dissonant framework on customers, there is a significant chance that such messaging might cause a loss in market share, simply because the schism between purported value systems is so unnecessarily exaggerated by marketers. 

There’s also the psychological toll such misconceptions can place on the marketing team. If you are expecting/anticipating/messaging a target audience that values hedonism and striving for power, while in reality they value those things much less, it makes it seem like it’s YOUR FAULT for not turning customers into hedonistic power hungry super achievers. 

ON DIVERSITY – The best way in which advertisers and marketers can correct this issue, is by having more diverse staff (class, race, gender) and viewpoints in agencies and on campaigns. I wonder if a diverse advertising team that looks and thinks like the audience, might naturally lead to more effective and widely accepted work?

The Marketer and The White Whales

By now, we have established that marketers wrongly believe their growth exists in a loyalty-obsessed world where a few white whales can float the whole operation, when in reality it’s the majority of the “small” accounts that keep the lights on. Maybe it’s time we took our hands off our Moby Dicks?

We brag about netting huge accounts, but we’d be embarrassed to admit the outsized client is creating a “eggs in one basket” scenario; so why is it the “smart” strategy to get more loyal whales, when there’s way more fish? It’s a trophy hunter mentality, and it’s unsustainable. 

The Catch and Release Marketer prefers to mitigate risk, secure cash flow, manage capacity, and foster creativity and innovation. They can achieve these things by focusing less on netting whales, and more on netting weight.

A diverse and expansive customer base is stronger than one filled with loyal whales. 

A diverse customer base includes; Anchor Clients, Seasonal Clients, Opportunistic Clients, On-Going Small Accounts.

The way Buyer Moderation works, is that on-going small accounts make up the bulk of the clientbase, with a few anchor accounts bringing in big bucks. However, high customer concentration, particularly high value accounts, creates reason for concern.

With a diverse clientbase you mitigate the financial risks, secure multiple pathways towards profit, manage effectiveness and energy levels, and different clients require different innovative go-to-market strategies, a diverse client portfolio guarantees work won’t be stagnant and rote but engaging and creative.

 

Step 4 – The Marketer and The River

The River

The consumer journey is never linear. “The consumer is in control” is a marketing philosophy *not* created by consumers, nor is it one they adhere to. It’s a total scapegoat mechanism for rudderless marketers, which ends up ensnaring them in their own dreamcatchers.

The externalities of marketing strategy should be designed to be absorbed by the generally disinterested/disorganized/non-linear marketplace, not by the marketer. 

Pathways to purchase will always be non-linear, read: chaotic. One of the latest marketing metaphors to help map out the customer journey, the Hankins Hexagon, does a very good job of illustrating the non-linear pathways consumers might take. 

Rather than existing adrift in the messy middle – effective marketing strategy is all about increasing probabilities that you’ll be chosen, and keeping as many potential customers “in-play” 

“We should be thinking over lifetimes, not campaign windows or quarters.”

– Thom Binding

The Catch and Release Marketer has lures, decoys, bait, and nets in the water, maximizing their chances to catch the interest of slightly more fish at measured expanses along the river.

The marketer’s goal is more fish to catch and release, not “happier” fish in the tank. And, you think that sounds sociopathic, until you pour the hot sauce of marketing science on your plate… 

Customer Satisfaction ≠ Zero Churn

According to customer satisfaction research by Professor John Dawes from Ehernberg-Bass, dissatisfaction is NOT the principal driver of churn. What!!?

In one study, Bolton, a telecomm company, reported an annual churn rate of 30%, yet their customer satisfaction was on average 4.3 out of 5! Plainly, with such a high average score, most customers who left must have actually been satisfied, so satisfaction was not the principal driver of churn.

Think about it in your own world, for real. If you are handed a satisfaction survey, even if you decide to fill it out, how often is it 7-10 all the way down?

So then, are customer satisfaction scores worth anything? Yes, in regards to product and service, but no in regards to forecasting financial growth. 

“The effect of customer satisfaction on business revenue should therefore occur via bolstering (or at least maintaining) a customer’s likelihood of repeat-purchasing a good or service from a provider, or staying with the provider longer.”

Another amazing insight Prof. Dawes illustrates in this paper, is the omitted variable bias that can creep into customer satisfaction/loyalty research if the customer’s past behavior is not known, which is often the case.

“If past behavior is correlated with future behavior, and with current satisfaction, then not measuring it will inflate the effect of satisfaction of future behavior. Despite the intuitive appeal of attitudes as a driving force for behavior, there is considerable evidence that it could be the other way around: behavior drives or reinforces attitudes.”

That last sentence is where things start connecting; emotions drive logic, behavior drives attitudes, we mimetically move with the waves of consumer culture. This is natural. This is Catch and Release. 

SO WHAT GOOD IS NPS, ANYWAY!? – As a tool to improve services and products, NPS is a fine and useful measurement. However, NPS metrics cannot be relied on as a financial predictor of growth or loyalty.

Step 5 – The Marketer and The Lure

By now we’ve established the biological basis for how brains work, how customers and the rivers they swim through behave, and how businesses should perceive, value, and leverage their relationships, we can discuss HOW to apply this and actually catch more customers.

I share the belief that innovation and creativity are the last true advantages in business. I also believe that creativity is not considered “serious thinking” by the business world and it’s the last thing they think about applying to their serious problems, hence “The Cheap Genius Theory”

In my Marketing Metaphorest series, I write extensively and exhaustively on metaphorical approaches to marketing, and two metaphors stand out as applicable to Catch & Release; Mousetraps and Nutrition.

The mousetrap marketing metaphor relates to Catch and Release in a few ways:

  • The job of an exterminator is to catch as many mice as possible, not meet their personified needs individually. Marketers are obsessed over targeted sales personas, rather than obsessed about hitting sales targets. By widening your strategy to include consistent penetration into category audiences, you’ll ensure the supply chain.
  • Since Mimesis is a thing, mice do what other mice do, so one way to bait them with cheese effectively, is to attract them via exposure to other mice eating that piece of cheese. Mousey see, mousey do. Once again, we should obsess more about being seen, not just manipulating personalized loyalty algorithms behind the scenes.
  • And lastly, when baiting a trap, always leave room for the mouse. You never fill up the trap with just cheese. So for us marketers that means, less “WE” in the copy, more “YOU” – marketing has to be relatable, not just bull.

Nutrition, as a marketing metaphor, can help us tactically prepare for Catch and Release Marketing. Like balanced nutrition, a healthy marketing “diet” should consist of activities and practices that fulfill short-term energy demands while increasing brand longevity. Marketing strategy should be a diverse mix of brand growing fundamentals and foundations, and sales activating campaigns and quick hits.

Foundations – Solid 4p framework, great experience, good CRM, strong branded assets
Nutrients – Physical presence/availability – merchandising, search/SEO 
Fundamentals – Mental availability, funnel content, low-engagement awareness
Campaigns – Events, webinars, lead gen, ads 
Boosts – Direct response, gated content
Quick Hits – Discounts, viral videos, paywall content, buying mailing lists

Every marketer and vertical will necessarily have differing definitions for the above framework, but the main point is to metaphorically illustrate that a diverse set of tactics, with the strategic goal of balancing short term activations with long term brand growth initiatives, can keep you strategically focused.

In Summary

The main purpose behind Catch and Release Marketing is giving marketers grace by keeping it simple – be easy to buy, easy to think of, and easily thought worth it. That’s it.

Because of well-meaning but wrong-headed advice, the modern marketer (who would never tattoo a logo on their head) is stressed out because die-hard loyal customers haven’t tattooed their client’s logo onto their heads. We’re out of touch with mainstream values, we base our strategic assumptions off false premises around loyalty and growth and market penetration. We’re eager to collect the wrong kind of market research and even more eager to develop wrong forecasts and predictions off of it.

There’s got to be a better way.

Catch and Release Marketing is your ticket to creating campaigns free of cognitive dissonance, engineering strategies based on research, and implementing effective tactics that successfully operate in the real world. 

Catch and Release Marketing starts and ends with holism. Respect the way human brains operate, appreciate how humans function in society, acknowledge the empathy gap and aspiration window, understand how communities are formed and fed, and finally master an ecological conceptualization for how supply chains ethically connect producers and consumers.

Catch and Release Marketing means to catch the attention and memory of the marketplace, and release the notion of loyalty as a growth opportunity. As gingerly as we reach out to catch customers, we should just as easily release them – this is the only way we’ll be able to catch more. And there’s always more fish in the sea.

Abundance, not scarcity. Autonomy, not autocracy. Ethical actors, not edge lords. Consistency over loyalty. Strategy over tactics. Peace over passion. I hope this metaphor helps and finds you well.

Happy fishing!

The Catch and Release Marketing Takeaways

1 – Easy to find, easy to buy, and easily thought worth it.

2 – Autonomy, Freedom, Justice, Trust, Truth, Well-Being – operate with ethics, always.

3 – Don’t take marketing too seriously; selling stuff well is good enough.

4 – “A communicator must be concerned with the unchanging human.” Bill Bernbach

5 – Brain Facts! a) Your brain does not switch between active and passive, learning and non-learning; it’s recording everything. All the time. b) Your brain does not separate rationality from emotionality, in fact, instinctive emotional responses shape our rational behaviors.

6 – The goal of advertising/marketing is to first get noticed and then build and refresh memory structures through relevant associations, not convince an emotional and distracted audience of the rational/unique merits of a product. 

7 – Mimesis is powerful! Obsess about being seen, not how you can create obsession from behind the scene.

8 – Mind the Empathy Gap & The Aspiration Window – Research has proven there is a gap between what marketers perceive to be mainstream values, and what those aspirations actually are. Get to know your ACTUAL customers by ACTUALLY communicating with them, then you might make some marketing that ACTUALLY works.

9 – “a lot buy a little, a little buy a lot” – remember the laws of Buyer Moderation and NBD

10 – Marketers hoping to expand their market share must be mentally and physically available and attractive to ultra-light category buyers, and cannot depend on growing through customer loyalty, which is a welcome but arithmetical anomalous abstraction, not a strategic action item.

11 – There will always be more clients who don’t know you and you’ve failed to reach & catch, than “loyal” ones you’ve engaged & held onto. Open it up. 

12 – Focus less on netting whales, more on netting weight. 

13 – Pathways to purchase will always be non-linear, read: chaotic. Catch and Release Marketing is all about increasing probabilities that you’ll be chosen/considered/remembered, and keeping as many potential customers “in-play”

14 – Customer satisfaction does NOT mean Zero Churn, nor does it equate to WOM.

15 – NPS is BS in regards to forecasting. As a tool to improve services and products, NPS is a fine and useful measurement. However, NPS metrics cannot be relied on as a financial predictor of growth or loyalty.

16 – Focus on catching and holding attention. Release your grip on loyalty, open up to more opportunity. 

17 – THE MARKETING GOLDEN RULE: Do unto consumers, that which you would gladly do unto yourself. 

SOURCES

“Marketing Ethics” by George Brenkert 
Three Rules For More Effective B2B Marketing from Marketing Week
Ehrenberg-Bass: 95% of B2B buyers are not in the market for your products
“Descarte’s Error” by Antonio Damasio, 2005
“Consumer Society” by Jean Baudrillard, 1970
Info on Rene Girard’s Mimetic Theory
“The Advertised Mind” by Erik DuPlessis, 2008
“Eat Your Greens” by Wiemer Snijders, 2018
How Brands Grow” by Byron Sharp, 2010
Loyalty stuff from MIT
“Do Customer Satisfaction scores link to business revenue over time?” by Prof. John Dawes
Buyer Moderation
Low Engagement Model and creativity in B2B by Wiemer Snijders
“Marketers are from Mars, Consumers are from New Jersey” by Bob Hoffman
Do people really want personalized online ads? 
Hankins Hexagon on Marketing Week