Tuesday, December 29, 2015
What Does "Emotion" In Print Marketing Actually Mean?
To boil it down to its essentials, invoking an emotional response from a person who views a print marketing material means that you've gotten them to think more than just "I understand what this product does" at the end of a piece. You don't necessarily want to leave a person with the idea of "This particular product will help solve my problem" per say - you want to leave them with a sense of "Not only will this product help solve my problem, but it will also make me happier at the same time." You want them to long for the emotion every bit as much as they do for the product, which is where the real success of this technique rests.
Nostalgia is the Key to the Emotional Response
One of the single best ways to inject emotion into your print marketing is through good, old-fashioned nostalgia. Even if your message is framed in a way as simple of "Things used to be great, but now you have a problem. With X product or service, they can be great again," you're going a long way towards tying your particular product or service to emotional past experiences that the customer has had. This lets them both acknowledge that they long for the days where things were much simpler and gets them to realize that with what you're offering, they may just get there again.
In the AMC television show "Mad Men," set against the backdrop of the 1950s print advertising industry, Don Draper at one point early on creates an astounding pitch for the Carousel from Kodak. For those unfamiliar, the Carousel was a slide projector that made it easier than ever to enjoy all of the wonderful photographs that you've taken over the years on a much larger scale than ever before.
Don didn't just zero in on this functionality, however - in an impassioned speech to the Kodak board, he talked about how the Carousel was much more than just a slide projector - it was a time machine. It was a doorway into the past, allowing someone to relieve those wonderful Christmas mornings when their kids were still small, or that family trip that they took to the Grand Canyon that they're still thinking about - all in the type of stunning detail that customers wouldn't be able to find anywhere else.
What made Don's pitch so successful is that he tied the product to a noble emotional response - something that people are actively looking for in what they consume, be it their favorite movie or the products they buy and everything in between.
It is inside that emotional response where most of your success in print marketing will reside. If you can tie a positive (and hopefully intense) emotional response to your product or service through marketing, you'll create a loyal army of customers who can't wait to buy what you're selling because what you have to offer is so much more powerful than any one product or service: you're offering them their own emotions.
Saturday, December 26, 2015
Starting a business is a bold step, not one for the timid. The list of excuses used to avoid the dangers of launching a business are many and varied, but they all resonate with the same timidity. Fear of failure is probably the most common thread among all of the excuses holding us back. It takes courage to take the plunge, and a prospective entrepreneur must be willing to take some chances or they will definitely getting in their own way.
Excuses, Excuses, Excuses
You are familiar with these. We have heard them all before: I don't know enough about running a business. I don't have the skills. I don't have sufficient contacts with the right people to get started on the right foot. I can't afford it right now. The economy won't support a new business just yet. It's just not the right time.
Each of these may be a valid concern, but the bottom line is that they are nothing more than excuses holding you back from exploring your dream. THEY are not what is holding you back. YOU are what is holding you back.
There are many ways to overcome the fear of failure. One of the most common is simply out of necessity. People lose their long-held jobs and have to pay the rent. Being "forced" into business has been the best thing ever to happen to a lot of people. But whether you are forced, following your dream, or simply fall into it by chance, the opportunities are there for you to succeed. Pat Flynn's success is a good example.
Pat Flynn was laid off by an architectural firm in 2008. He set a goal of passing an architecture-related exam and created a website to gather information on the test and how to pass it. Many others were also interested in this objective and the site started generating thousands of hits daily. His internal light bulb went on and Flynn wrote an ebook study guide on how to pass that test, selling it for $19.99. Within a month, he had generated sales in excess of $7,000. He never looked back, and today is the brain trust behind SmartPassiveIncome.com, as well as numerous other revenue-generating websites. Pat Flynn got out of his own way.
Founder of Facebook Mark Zuckerberg is an extremely successful entrepreneur. He didnât start the wave that has become social media, but his brainchild is today clearly the most popular vehicle in the genre. On his profound success, Zuckerberg said, âThe biggest risk is not taking any riskâ¦ In a world thatâs changing really quickly, the only strategy that is guaranteed to fail is not taking risks.â
You must get past that little voice in your head that says, "You can't," and find the other one in there that says, "Yes, you can." That voice is in there. You just have to find it and listen, for a change. The boldness to take the plunge depends on it. As Henry Ford once said, "Whether you think you can, or you think you can't, you're right."
Tuesday, December 22, 2015
Are You Overloading the Reader Visually?
Graphics, interesting font choices, and more can all be great tools to help get your message across to readers - but they should be complimentary, not supplementary. Every element that you use in your materials that is not contributing to your message is only taking away from it - never forget that. If your materials have swayed decidedly in the direction of "a lot of style, very little substance" in that you're loading them up with tons of bright colors, flashy logos, images and more, there's a great chance that you could actually be accomplishing the exact opposite of what you set out to. Start designing your materials with your message in mind and then lay everything else around it. Don't design the best-looking print material you can and THEN try to cram your message in there somewhere.
Does it Take Longer than 30 Seconds to Discover Your Message?
In order to achieve a maximum level of effectiveness, your message needs to be as simple as possible. "This company is the one you can trust." "This product is the one that can solve your problems." "This service is the one you need to make your life easier." These are (admittedly simple) examples of marketing messages that can be identified and absorbed quickly and easily. If it takes longer than 30 seconds for your target audience to realize what you're trying to say, you've probably already lost them. Trust us - you don't have that kind of time.
Do You Have Enough White Space?
White space is undoubtedly the best friend that you have when it comes to the print marketing materials that you're designing. People don't want to read a wall of text to find out what you're trying to say - they want to be spoken to directly and succinctly. If brevity is the soul of wit, white space is the brevity equivalent when it comes to your marketing message. If you design a particular material and have very little white space left over at the end of the process, the chances are high that you should probably take another look. There are undoubtedly elements, whether graphics or text or something else entirely - that you can drop without harming what you're trying to say.
Anything that isn't directly contributing to your marketing message is only serving to take attention away from it, which is absolutely something that you do not want under any circumstances. People shouldn't have to work to figure out what you're trying to say - it should be immediately clear. By keeping these few, core tips in mind regardless of the type of material you're designing, you'll place yourself in a better position to establish a direct line of communication with your target audience in the exact way that you intended.
Friday, December 18, 2015
Creating Desire in Marketing
One of the single best ways to create a desire in your marketing materials is to use your target customer's own natural sense of curiosity against them. Help them visualize the many ways that your product or service can fit into their existing lives through a combination of scenarios. Highlight what makes your company a very different (and better) animal than your competition. What you absolutely should NOT do, however, is give the game away too early. If a customer thinks that they have all of the information about every last thing a product does, they may feel compelled to easily write it off without giving it a second thought.
Don't rely too heavily on trying to be clever or to "impress" your potential customer, per say. Not only is it difficult to master without wasting space, but it also isn't necessarily something you even need to do once you've piqued their curiosity in the first place.
Simplify the Next Step
Much has been written about the idea of the call to action as a way to direct the reader farther along towards the sales funnel, but many people don't realize that it can also be a great way to amplify desire in a customer.
Say you've designed a perfect, enticing ad campaign that both highlights benefits about your product and also leaves enough to the imagination where they can't help but want to know more. A great way to kill that desire before you've had a chance to use it is to make the next step far too complicated for its own good. People don't want to fill out a form to get an e-mail to download a PDF to possibly satisfy their curiosity and desire. Keep it simple: "Having this wonderful product or service in your life is only a phone call away." That one simple technique can put many potential customers over the top and turn them into sales.
These are just a few of the many reasons why the concept of desire is such an important one when it comes to marketing. If you can master the art of desire, you're almost leveraging the power of your potential customer's own brain against them. Once the seed of desire has been planted, it is one that will essentially grow and come to fruition on its own. Once a potential customer truly and deeply wants something, they will move heaven and earth to make it happen - which is absolutely something that you want to create in as many people as possible.
Tuesday, December 15, 2015
We were all children at some point, complete with the requisite innocence of childhood and before the experiences of life turned us into knowing adults. While most of us have trouble remembering the innocence of our own early lives, there is no denying that the innocence we observe in today's small children inspires in us a faint recollection and a distant longing for whatever feeling that was, way back when. Innocence is attractive to us precisely because it is something we have largely lost and cannot regain.
We really have little choice in the loss of our innocence. We value experience as a necessary part of being functional adults, so we allow our innocence to die at its hands. That makes observed innocence all that much more attractive to us.
We still see flashes of that inherent goodness in adults, but it is usually reserved for times of emergency and imminent danger. Earthquakes, hurricanes, and volcanoes have brought out the best in heroic bravery. We honored the dedication of first-responders to the 9/11 disaster. We see images and videos on Internet social media, depicting the work of individuals who rise to specific occasions helping others in need, from mining disasters to oil spill clean-ups. But for adults, this is the exception, and not the rule. Only in the innocence of children can goodness still be displayed as the norm, as the way children simply are.
We adults chuckle at innocence, but deep down inside we respect it. Few things can be more deeply inspiring than innocence as French philosopher Jean Baudrillard said, "There is no aphrodisiac like innocence."
What is it we see in the eyes of a young child? We see untainted belief in the goodness of human beings. We see the belief in the goodness of ourselves, vicariously re-lived in our young counterparts. We see a willingness to embrace the irrational and an ignorance of the concept of death. The eyes of the innocent are a deep well of remembered truths and valued feelings. What can be more inspiring than the look of a child who sees into your own soul with a clarity that you, yourself, can no longer muster? Innocence, it seems, can be far more powerful than experience.
Founder of the Hilton hotel chain Conrad Hilton once said, "Be ever watchful for the opportunity to shelter little children with the umbrella of your charity; â¦[They are] in their innocence the repositories of our hopes for the upward progress of humanity."
We never completely outlive our innocence, but as adults, we need to spend the time to view its full force in the eyes of our children.
It's About Education, Not Destination
If you're only using QR codes as a substitute for a hyperlink, you're not coming close to unlocking the benefits of this technology. Consider the example of a restaurant that uses QR codes for customer education. There's only so much information that you can fit on a "take home" menu before it starts to get unwieldy. The larger that menu is, the more likely it is to get thrown in the garbage because it's difficult to store long-term.
If you were a restaurant owner, you might include an abbreviated menu featuring just items that are available to carry-out as a print marketing material. The QR code on that same menu, however, can be used to instantly educate the user about what your restaurant looks like, what items you have available for dine-in visitors and more. The physical print information that the customer is receiving is contextually relevant, in that dine-in options aren't necessarily on their mind if they're looking to order in. However, they do have access to all of that additional data should the need arise.
The customer has everything they need to order in and stay home for the evening if they choose, but you're also using the opportunity to show them what a great time they'll have, and what a great selection they'll be exposed to when they do decide to pay you a visit. More than that, you're saving physical space on your material and are leaving contextual information in the digital realm. This is the power of a well-placed QR code at work.
Adding to an Experience
Another great way to use a QR code in your campaign has to do with adding to the experience before, during, and after the event. As previously stated, a QR code should be about delivering quality information to your customers. In the days leading up to an in-store event, for example, a QR code on the print mailer that you send out may automatically send relevant details about who is going to be there, why the customer should come, and more to that person.
After the event, however, you can update what that QR code actually does to redirect the user to photos, video and other multimedia elements that were captured while the event was going on. Did a speaker host a question and answer session during the event? Suddenly, that same QR code can be used to deliver all that content right to the user's smartphone to let them relive the experience (if they were there), or show them what they missed (if they, unfortunately, couldn't make it).
Now, you don't have to send out another print mailer with updated information because the QR code itself is inherently malleable. It can be whatever you need it to at any given moment with a few quick modifications.
A well-placed QR code can do wonders for combining the best parts of both print and digital campaigns together. More than anything, however, it gives the user a choice regarding how they want to view the information that you're trying to get across. It allows them to pick a forum for the receipt of this data, allowing them to gain exposure to your message in the format that matters most to them.
It's About Clarity
In many ways, the most important part of marketing has nothing to do with whatever new product you're touting at the time. It's about distilling everything - your products, your services, your employees and more - into a single message that lets the customer know who you are, what you're trying to do, and why you're trying to do it.
Consider the message that ends every Visa commercial you've ever seen, the message: "It's everywhere you want to be." This message isn't overly reliant on how shiny the cards are or what perks or rewards you might get for signing up. It's beautifully simple and conveys an important message: by signing up for a Visa card, you've got access to a trusted financial resource anywhere you could possibly need it. You've got a partner that you can depend on, day in and day out.
That one simple message is one of the single best examples of putting your core values on display for your audience through marketing in the modern era. It says everything that you need to know about what type of company Visa is AND what type of service they offer in six short words.
Honesty and Integrity Can Also Mean Humility, Too
If you've decided that two of the most important core values for your business are honesty and integrity, you need to accept the fact that the best way to display this to your audience will not necessarily always be positive.
Consider what happens when you make a mistake as a business owner. Maybe you released a product and said that it did one thing, while it really did another. Maybe you claimed that it did one thing really well, when in reality, it was barely functional and not ready for public consumption. These are the types of mistakes that business owners make on a regular basis - it's a fact of life.
The thing that separates the successful business owners from the ones who quickly disappear, however, is what they do next. If you've always told your customers that you value honesty and integrity, the path is clear: you own up to your mistake in your marketing. You acknowledge the problem as a learning opportunity and pledge to take the experience and use it to do better work in the future.
It's something that you see time and again. Coca-Cola introduced the stunning disaster that was New Coke in 1985. Microsoft released the Windows 8 operating system. What do these businesses have in common? They're still around, thanks to the fact that they understood that the core values of honesty and integrity sometimes mean humility, too. They admitted that they made mistakes, apologized to their customers, and pledged to do better in the future.
Far too many business owners label the core values of their business as "not for public consumption." Now, more than ever, the relationship between a business and its customers is one that is forged from a strong sense of transparency. One of the best ways to show your customers what type of business you are is to let those core values reflect outward with your marketing materials.
Three company leaders who went above and beyond the call with their courage, demonstrating the kind of direction that characterizes great leadership, are the CEOs of Bluebell Ice Cream, Canada's Maple Leaf Foods, and Southwest Airlines.
After many were taken ill, and three people died from a listeria bacteria contamination of Blue Bell ice cream products, the company voluntarily recalled some eight million gallons of their ice cream products from retail shelves. Once the severity of the situation was known, CEO Paul Kruse recalled the products and initiated a program of employee training and plant sanitization that would take four months to complete. Four facilities in three states had to be sanitized and thoroughly inspected and tested for the presence of the bacteria before production could resume. There was the distinct possibility that the company would be unable to financially survive this hiatus while 1,400 employees were laid off, and an equal number being partially furloughed. Kruse secured capital from an outside investor and saved the company.
A similar circumstance faced Maple Leaf Foods' CEO, Michael H. McCain, when numerous deaths were attributed to contaminated meat produced by his company. Meeting the obvious media interest, he stood resolutely in front of the cameras accepting responsibility for the problem. Not all leaders are cut out to handle this kind of pressure, or deliver a necessary and potentially disastrous response with this much courage. An old, Latin proverb tells us that fortune favors the bold, but abandons the timid. Maple Leaf Foods was saved because of McCain's bold resolve and dedication, which rested on the foundation of his courage.
The CEO of Southwest Airlines, James Parker, displayed a similar courage in the face of a different kind of threat. Deep in the shadow of the recent horrific events of 9/11, the trend for businesses was to cut workforces and pull back on expansion projects in the recognition that far less prosperous times may lay immediately ahead. But, while these fears gripped industries nationwide, and particularly the airline industry, one airline CEO made the brave choice to buck this trend. Only three days after 9/11, Parker announced that Southwest would not be cutting employees, and in fact, would be keeping them all, as well as initiating a new profit sharing program with them.
These CEOs are cut from a different cloth than some, such as those from some of the large Wall Street banks prior to the 2008 crash, as well as Enron and WorldCom, to name a few. These companies were unable to find the ethical internal compass to reject risky operating plans in the name of artificially elevated profit taking. The scandals that ensued in each case demonstrate a lack of courage and a lack of commitment to ethical standards in business. True courage in leadership is as valuable as any given asset for an organization, no matter how large or small.
Ernest Hemmingway said that courage is grace under pressure. The three CEOs of Maple Leaf, Blue Bell, and Southwest certainly had an element of grace under pressure, but they had more than that. Echoing what John Wayne said, author Arthur Koestler wrote, "Courage is never to let your actions be influenced by your fears." These three men did not let either notions of greed, nor the fear of failure sidetrack what they knew they needed to do. They saddled up, anyway.
Remember the End Product - Particularly Its Size
Unlike the old days, most print marketing materials today are designed on a computer. After all, it's never been easier to get the exact look that you want with just a few, quick clicks of your mouse. One of the most important things to keep in mind, however, is that the way a material looks on a crystal clear HD computer screen can be quite a bit different from the way it looks in real life if you're not careful.
More specifically, pay attention to the font size that you choose to use - particularly if your print material is something that you'll be blowing up to a much larger size later. Even small printing looks perfectly legible when you're sitting a few inches away from a 1080p computer monitor. When you print out the banner or other item that you've just designed and blow it up to its intended size, though, you may find out that the small font size you chose to fit as many words on the page as possible is suddenly impossible to read unless you move closer. You can pretty much guarantee people who are just going about their busy lives are not going to take the time to slow down and move in closer to your marketing.
Forgetting to Account for Light
Any print marketer will spend a huge amount of time making sure that their materials look and feel just right. You'll go over everything with a fine-toothed comb and may even spring for that extra glossy paper to really sell the look of professionalism you're trying to get across. If your print material is going to be hanging in a well lit area like a store window, however, you may want to skip the glossy paper for a very important reason.
Forgetting to account for the lighting in the environment where the material will be viewed is a disaster you want to avoid at all costs. At worst, the shine from something like the sun on a glossy window banner will make it difficult to read. At just the right angle, it can actually create a dangerous situation for drivers who suddenly have the full force of the sun beaming directly into their eyes. Always remember where your material will be viewed and under what conditions when designing.
These are just a few of the things that we think you need to keep in mind when designing your print marketing materials for maximum effect. Remember, it isn't just your message that is important - it is ultimately who will be viewing those materials, how they'll be exposed to them, and under what conditions this will happen that you also have to focus on for the best results.
In northern India, the roots of the banyan fig tree are used by the indigenous population to form bridges across ravines and streams. As solutions to problems, these living root bridges are quite successful. It is not known who first built these amazing structures, but the trees are known to live for more than 500 years. With that knowledge, at least as far as bridges are concerned, you don't have to worry too much about the decay of your infrastructure.
These aerial roots grow perfectly well in the air, and the young pliable roots are trained to travel through hollowed out tree trunks laid across whatever must be crossed. The process can take up to 15 years, but once the roots attach themselves to the other side, the bridge is usable and simply must mature with a hardening of the roots to become fully functional. Some of the best solutions take time, but if you have one that is going to perform for 500 years, you have a pretty good solution.
Exemplifying another kind of bridge, in 2014, the Johns Hopkins Bayview Medical Center in Baltimore, Maryland, received an award of distinction for its leadership in the areas of diversity and inclusiveness. In fact, the award presented by the Greater Baltimore Committee is actually called the Bridging the Gap Award.
Led by Dr. Richard Bennett, Bayview's Diversity Council was recognized as one of the nationâs top ten such councils. In this case, bridging the gap involved uniting business interests with community interests with the bridge of commitment toward generating summer employment for minority students pursuing health care and life sciences careers. Bayview was also recognized for its efforts to support leadership initiatives among the medical centerâs under-represented minority and female staff members.
One of the most innovative and successful business leaders to emerge in the past 50 years was Steve Jobs. One of the primary problems he routinely addressed was how to do business with a focus not on his product, but on the utility of that product, and how clients received and used that product. Steve Jobs was focused on people, not products. As a result, his energy was poured into solving the problems of people rather than solving the problems of making products.
Clearly one of his biggest success stories was the iPhone, as it performed the functions of three or four machines with one device. That solves a people problem creating a bridge between multiple needs and utility. But it didn't stop there for Jobs. He went further by creating an environment in which the iPhone was not merely an industry leader. Other companies in that industry were creating applications to use on his iPhone. In essence, he created an ecosystem in which his product sales were now being driven by other companies through their software marketed specifically for the iPhone. Steve Jobs built a bridge between multiple needs of people and the obvious solution to those many needs with a single product. And then, he widened the bridge by getting other companies to basically market his product for him.
Business has always been about solving problems. The best bridges solve problems the most effectively. Like the famous folk-rock group Simon and Garfunkel said in their Grammy-winning song, "like a bridge over troubled water, I will lay me down." Successful bridges make the journey over troubled water a much easier task.
This may be the key difference between two very different types of leaders. One is devoted to organizing procedures and processes and directing operations and the systems that make them functional. The other is primarily engaged in creativity and the positive influence of others. As such, these two types are differentiated as managers and visionaries. Some individuals are fortunate enough to have both of these capacities, but most of us, if we are leadership material at all, fall into one of these two categories more so than the other, and that is not a bad thing. The world needs both types of leadership.
Perhaps the most important difference between these two is that one of them is routinely devoted to following the rules, or at least helping to make and institute those rules. The other is largely committed to finding ways to circumvent the same rules, exploring new ground instead of restricting one's latitude to a structured set of limitations. One follows the rules; the other seeks to break them.
Looking at these two individuals we can see some very clearly defined differences. The one who seems born to be a manager is focused on technical aspects and structural adhesion. She is committed to smoothness in operation and well-practiced efficiency. Everyone usually acknowledges that she is quite good at what she does.
The other is visionary in his approach to problem solving, so his solutions are not always popular. He is, instead, a bit of a maverick. But his ideas can be so very convincing sometimes, usually due to his emotional involvement and vision. In a word, he is passionate, and his passion is contagious. He is an idea factory.
Successful entrepreneur and co-founder of Twitter Jack Dorsey said, "Everyone has an idea. But itâs really about executing the idea and attracting other people to help you work on the idea.â The idea for Twitter was amazingly simple. It was also untried. The "idea people" attracted some management types to make it happen...and the rest is history.
Successful organizations usually require both types of leadership, the idea generators and the systems people who build and pattern the formula. Successful World War II general and U.S. President Dwight D. Eisenhower said, âLeadership is the art of getting someone else to do something you want done because he wants to do it.â That, in a nutshell, is the path of the idea creator, the entrepreneurial genius, the visionary leader who starts the engine and motivates it to keep running.
The running of the engine requires the attention of those most capable of coaxing from it the power that is needed. The engine must be tuned to perfection. Systems experts keep it running and running in the right direction. Without them, the visionary's idea could easily die on the vine.
True leadership may begin with a breaking of the rules, but it can only truly succeed by virtue of learning one's real limitations and finding help in those areas of relative weakness. Break the rules to get started, but then find help covering your weaknesses from another kind of leader, and your chance of success is increased.
After all, it is the individual who supplies the needed answer, where only the question existed before. They do this by doing something in a new way, differently than it had previously been done, providing a product or service that is in some respect novel. In a way, they predict the future by inventing it. They supply something that was simply overlooked by everyone else. Albert Einstein said it this way: "If you always do what you always did, you will always get what you always got." The individualistic entrepreneur wants something more than what they have "always got," and they set in motion the mechanism to obtain it.
Apple's, Steve Jobs may have been the poster child for innovative individualism, but he is by no means alone in this capacity. Indeed, most successful entrepreneurs in Western culture adhere to the belief that their success was the product of their undaunted individualism.
For the most part, we have all heard of the bandwagon effect. It happens when an individual or group forms an opinion based, to some extent, on the stated or observed opinions of others, particularly if the others have formed a growing majority. Those who are influenced in this way are said to have "jumped on the bandwagon." According to this confirmed psychological effect, the more people who hold an opinion, regardless of how true or untrue it may be, the more additional people will have a tendency to accept that increasingly popular view as their own. The bandwagon effect, therefore, relates to how opinions are shaped by the observed behavior of other people. It is based on our innate attraction for group activity. No matter how individualistic people may be, they are still affected by this innate attraction to group behavior. We are, after all, extremely social beings.
Among other things, research into the bandwagon effect has focused on politics due to the critical nature of the effect on election results. However, the effect has been observed in many environments, explaining the growth of fads and fashion trends, as well as the popularity of Internet memes on social media, especially as they are said to "go viral."
In business, too, the bandwagon effect has a definite place. As such, it seems radically opposed to the apparent benefit of individuality, but the connection is both meaningful and useful, and should not be overlooked.
The concept of rugged individualism is the basis for the Boot Strap Theory, whereby someone of more modest means can pull himself "up by the boot straps" to a more successful position in society. Keep in mind, though, that successful business ventures must acknowledge the necessity for meeting the needs of a wide spectrum of customers or the relatively fewer "individuals" served will not provide enough of a base for financial success.
Individuality really is a good thing as long as it comes with the realization that it is not alone in some sort of exclusive importance. For most businesses to develop and prosper, owners need to realize that most people are not leaders, but followers by nature, adhering (whether they realize it or not) to the bandwagon effect. A successful business operation usually depends on the overall popularity of the business. Social media constitutes a good tool for exploiting the benefits of the bandwagon effect. However it is accomplished, though, the smart business owner will explore the benefits of increasing the popularity of her business by understanding and taking advantage of the bandwagon effect.