It’s no secret that the Sept. 11, 2001, attacks on this country made companies and the providers of products and services take a serious look at how they should respond in terms of their continued need to market their businesses.

Issues of sensitivity to the loss, shock and grief suffered by so many were at the forefront, but so were such considerations as treading carefully around the strong potential for appearing to play on those emotions for corporate gain. 

Advertising and public relations firms everywhere consulted closely with their clients about appropriate approaches. It was an extreme example of how marketing decisions, if they are to succeed, must be continually weighed against a myriad of internal and external dynamics.

Talk to enough local business people and you learn quickly about the lingering economic impact of 9/11. I hear daily from people whose industries have not recovered economically from that traumatic event.

• Overcoming product parity

But it’s not only current social and economic strictures that are contributing to the challenges of making astute marketing decisions today. There is also an overwhelming presence of product parity in the general marketplace. The combination requires firms to use excruciating wisdom regarding the manner in which they position themselves for success.

In today’s market that means placing ever greater focus on grooming customer loyalty. It also means diligently working to understand your customers so that you may stay abreast of their changing needs.

Marketing investments that result in improved customer loyalty are far less costly than those required to continually chase after new customers. In anticipating and meeting your customers’ changing expectations profile, you also will be evolving in a manner that keeps your products and services continually re-invented–a vital asset in prolonging your business’s life cycle.

Of course, you want that lifecycle to be as long as possible. Some firms last 100 years and more (Proctor & Gamble) while others fade away into oblivion (telegraph systems, ice wagons, buggy whips, even the Oldsmobile). BF Goodrich is representative of a company that went from dominance in the manufacture of tires to thriving in the manufacture of chemicals and plastics. 

• First, best or different

But beware of trying to be all things to all people. It’s a recipe for failure. You must be clear about how you stand out from the crowd as you tell your story to your potential customer. Differentiation is critical. You must be first, best or different–with one clear advantage usually being sufficient. 

Then you must understand how to most effectively and efficiently communicate that advantage. Work with professionals in the business of identifying and persuading your particular market. Their skills can improve the impact of your message while precisely narrowing your needs for message reach and frequency.

Also remember that a competitor’s larger budget can overwhelm a superior product or service over the short or long haul. Always allocate sufficient dollars to undertake a sustained, long-term effort. 

• Protect your brand

Brand development and image protection are another set of challenges. Fed Ex and UPS have each developed and protected their brands. The U.S. automobile manufacturers for too long allowed poor quality to negatively impact their brands’ images.

That’s a costly marketing mistake. And, just like any other business expense in this economy, marketing decisions should only be made in light of a well-mapped company vision. You should know where you want to be 10 years down the road and base your investments on a sound strategic plan that will get you there. No strategy means having no future. Effective strategy is key to long-term growth.

These aren’t particularly new thoughts. But there is a new consciousness in this country that is reflected in a distaste and skepticism for the slick and the trite and an increased appreciation for the value of what’s real.

The successful marketer in this new era will pay attention to those dynamics. 

Michael Bolchalk is president and chief executive officer of Michael Bolchalk Marketing, Advertising & Public Relations. He started his career in New York City and has been in the marketing and advertising business in Tucson since 1974. His company has won more than 350 national and local awards for creative excellence for a variety of blue chip clients.