It takes a strategic mind to figure out how to manage brand love

Share this story with other MarketersShare on LinkedIn
Linkedin
Share on Facebook
Facebook
Share on Google+
Google+
Tweet about this on Twitter
Twitter
Email this to someone
email
Print this page
Print

[sg_popup id=”9″ event=”onload”][/sg_popup]I created the brand love curve, to show the differences in how consumers feel about a brand as they move through five stages. It defines their feelings as unknown, indifferent, like it, love it and onto the beloved brand status.

How consumer strategies match up to the brand love curve

  • For unknown brands, the strategic focus should be to stand out so consumers will notice the brand within a crowded brand world, where they see an estimated 5,000 brand messages per day.
  • For indifferent brands, the strategy must establish the brand in the consumer’s mind so they can see a clear point of difference over their current brand choice.
  • At the like it stage, the strategy is to separate the brand from the pack, creating happy experiences that build a trusted following over time. Only after they trust the brand, they begin to open up.
  • At the love it stage, the focus shifts tightening the bond with the most loyal brand fans.
  • At the beloved stage, the strategic challenge is to create outspoken, loyal fans who are willing to whisper to their friends on the brand’s behalf.

The 20 strategies that line up to the Brand Love Curve

The brand love curve should guide strategic and tactical decisions that go into the writing of your annual brand plan. Here are 20 potential brand strategies that match up to where your brand sits on the curve and how to move your brand to the next stage.

The game plan for unknown brands

All brands start at the unknown stage. Many new brands struggle to break through to reach consumers or build the distribution with doubting retailers. They face leadership team conflicts, confusion around the value proposition, inconsistent messages to consumers, and everyone in the organization seems to move in different directions. The risk is you will be seen as a product—not yet a brand idea.

Too often, companies at this early stage fixate more on selling with desperation to anyone who wants to buy. Sure, the cash flow helps. However, when the consumer sees the brand as a commodity, the product has no real differentiation from competitors. This strategy will make it hard to command a price premium or gain any efficiency. Substantial investment is needed to establish both brand awareness and broad distribution. The unknown brands need to stand out in the crowd.

Three-point game plan for unknown brands: 

  1. Create a brand idea that expresses your consumer benefit and build everything around that idea, both internally and externally
  2. Focus your limited resources against a focused target, positioning, strategies, and activities.
  3. Passionately express your brand purpose as a rallying point, both internally and externally.

Strategic options for unknown brands:

  • Brand set-up: Establish production, brand promise, advertising, public relations, consumer experience, distribution, and manage the purchase moments.
  • Launch event: Build hype and desire to gain attention and awareness with consumers to help hit minimum desired sales levels with channels.
  • Build a core message: Amplify brand idea and niche consumer benefit to a core audience to establish a consumer reputation.
  • Find early lovers: Find a small base of early adopters to drive trial among those who are already motivated by what you do. Use their energy to turn them into brand fans who can influence others.

The game plan for indifferent brands 

Indifferent brands act like commodities. They are usually too product-focused and not yet able to find a way to separate the brand from competitors. These brands suffer from very skinny brand funnels with low awareness at the top of the brand funnel, with low purchase rates, low repeat scores, and low brand loyalty scores.

These brands struggle to gain new users or drive frequency. Without a brand idea or unique positioning, the advertising suffers from poor tracking scores, and the innovation shows little payback. Lower payback makes it hard to justify marketing investment in advertising, innovation, or in-store.

Indifferent brands rely on price promotions to drive volume, resulting in a margin squeeze. They struggle to achieve the economies of scale needed to drive down the variable cost of goods. They have no power with retailers, so they are unable to get their fair share of shelf space, display, or price promotions. Private label brands threaten their sales levels. The indifferent brands need to establish the brand positioning and, in turn, the reputation in a consumer’s mind.

Three-point game plan for indifferent brands: 

  1. Focus your brand’s limited resources on proving your brand has a point of difference in the consumer’s mind.
  2. Create a brand idea to establish your brand’s uniqueness to stand out in the cluttered market.
  3. Put more passion, emotion, and risk into your work.

Strategic options for indifferent brands:

  • Mind shift: Drive a new brand positioning or reinforce current positioning to change your reputation.
  • Mindshare: Draw more attention than competitors by being better or different.
  • New news: Launch breakthrough innovation to enter the consumer’s mind.
  • Turnaround: Focus energy on gaps or leaks in your brand’s execution. Use the fix to shift minds.

The game plan for “like it” brands 

Brands at the like it stage have established a degree of success in the market, and they have created a rational brand positioning with consumers. However, they lack the emotional connection to build a bond with consumers. They make gains during heavy marketing support periods but fall back down during the non-support periods. These brands appear content to hold onto their share and grow at the rate of the category.

These brands have awareness but lose to competitors as the consumer moves to the purchase stage. As a result, they usually require a higher promotional trade spend to close the sale, which cuts into profit margins. A vital consumer tracking score to watch is “made the brand seem different,” which will help separate your brand from the pack. The brand needs to begin to layer in the emotional benefits and focus on creating a stronger following with each happy purchase.

Three-point game plan for brands at the like it stage:

  1. Focus resources to build a more significant following with happy purchases.
  2. Leverage the brand idea to start making an emotional connection to build a following.
  3. Increase consumer engagement by adding more passion to your brand execution.

Strategic options for brands at the like it stage:

  • Drive penetration: Persuade new consumers to try the brand.
  • Drive usage: Get happy consumers to use more or use it differently.
  • Build routine: Get happy consumers to build a routine around the brand.
  • Cross-sell: Get happy consumers to use your brand’s other products or services.

The game plan for “love it” brands

Brands at the love it stage start to see a higher emotional connection with a base of brand fans. These brands also start to gain a stronger usage frequency, as the brand becomes a more significant part of the consumer’s life routines. With strong consumer tracking results, the brand can leverage more efficient marketing spend. You will notice loyal consumers are highly responsive to advertising and innovation. This thinking makes the  marketing spend much more efficient, opening up a pathway to higher profits.

These brands should be able to leverage their power with retailers and influencers. Even in a competitive market, these brands should be able to gain share and widen their leadership stance. With high net promoter scores, they should be able to leverage word-of-mouth or social media recommendations, and positive online brand reviews (Yelp or Trip Advisor) to influence new users. Brands at the love it stage must look for unique ways to reward consumers and further tighten their bond with their most loyal brand lovers.

Three-point game plan for brands at the love it stage: 

  1. Tug at the heartstrings to help build a community of brand fans.
  2. Shift to the creation of consumer experiences that turn purchases into routines and rituals.
  3. Turn the love for your work into a bit of magic for the consumer.

Strategic options for brands at the love it stage:

  • Build memories: Create consumer experiences that link the brand with life moments.
  • Maintain love: Reinforce the brand strengths with your core base of brand fans.
  • Deeper love: Match the passion of your consumers to drive consolidation and get these consumers to use your brand across a broader degree of uses.
  • Reasons to love: Reinforce brand messages to your most loyal users.

The game plan for beloved brands

Brands at the beloved stage are the iconic leaders in their category. These brands have an extremely healthy and robust brand funnel with likely near-perfect brand awareness (over 95%), high conversion to purchase, strong repeat and very high loyalty scores. These brands have achieved good penetration and purchase frequency scores.

Tracking results show an immediate reaction to new marketing programs with high brand link scores on advertising and high trial on innovation. They have a dominant share position at least within a specific segment.

They have the power to take a dominant stance in the marketplace, to squeeze out smaller brands, and to reduce the influence of other competitors. These brands have strong net promoter scores and have cultivated a community of outspoken brand fans. They can use their power with retailers to gain preferential shelf space and drive traffic. The company should manage the brand as an asset. These brands should work to create magical experiences that will inspire brand fans to talk about them and influence others.

Three-point game plan for brands at the beloved stage:

  1. Focus on maintaining the love the brand has created with core brand fans.
  2. Consistently challenge and perfect the consumer experience.
  3. Broaden the offering and selectively broaden your audience. Be careful.

Strategic options for brands at the beloved stage:

  • Create magic: Continue to surprise and delight your brand lovers.
  • Leverage power: Drive growth and profit from your brand’s source of power.
  • Attack yourself: Continue to assess and close leaks to improve before competitors attack.
  • Use loyalists: Leverage brand lovers to whisper with influence with their network.

To learn more about this type of thinking, you should explore my new book, Beloved Brands.

With Beloved Brands, you will learn everything you need to know so you can build a brand that your consumers will love.

You will learn how to think strategically, define your brand with a positioning statement and a brand idea, write a brand plan everyone can follow, inspire smart and creative marketing execution and analyze the performance of your brand through a deep-dive business review.

To order the e-book version or the paperback version from Amazon, click on this link: https://lnkd.in/eF-mYPe

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

And if you are in India, you can use this link to order: https://lnkd.in/gDA5Aiw

Beloved Brands: Who are we?

At Beloved Brands, our purpose is to help brands find a new pathway to growth. We believe that the more love your brand can generate with your most cherished consumers, the more power, growth, and profitability you will realize in the future.

The best solutions are likely inside you already, but struggle to come out. Our unique engagement tools are the backbone of our strategy workshops. These tools will force you to think differently so you can freely generate many new ideas. At Beloved Brands, we bring our challenging voice to help you make decisions and refine every potential idea.

We help brands find growth

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a big idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand. Finally, the big idea must influence employees to personally deliver an outstanding consumer experience, to help move consumers along the journey to loving your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources. We work with your team to build out project plans, creative briefs and provide advice on marketing execution.

To learn more about our coaching, click on this link: Beloved Brands Strategic Coaching

We make Brand Leaders smarter

We believe that investing in your marketing people will pay off. With smarter people behind your brands will drive higher revenue growth and profits. With our brand management training program, you will see smarter strategic thinking, more focused brand plans, brand positioning, better creative briefs that steer your agencies, improved decision-making on marketing execution, smarter analytical skills to assess your brand’s performance and a better management of the profitability of the brand.

To learn more about our training programs, click on this link: Beloved Brands Training

If you need our help, email me at graham@beloved-brands.com or call me at 416 885 3911

Share this story with other MarketersShare on LinkedIn
Linkedin
Share on Facebook
Facebook
Share on Google+
Google+
Tweet about this on Twitter
Twitter
Email this to someone
email
Print this page
Print

Published by

Graham Robertson

Graham Robertson is one of the voices of today's brand leaders. As the founder of Beloved Brands, he has been a brand advisor to the NFL Players Association, Shell, Reebok, Acura, Jack Links and Pfizer. He's helped train some of the best marketing teams on strategy, brand positioning, brand plans and advertising. Graham's purpose is to use is marketing experience and provocative style to get marketers to think differently about their brands, and to explore new ways to grow. Graham spent 20 years leading some of the world's most beloved brands at Johnson and Johnson, Coke, General Mills and Pfizer, rising up to VP Marketing. Graham played a significant role in helping win Marketing Magazine's "Marketer of the Year" award. He has won numerous advertising and innovation awards including Businessweek’s best new product award. As a keynote speaker, Graham shares his passion for brands to challenge and inspire marketing minds around the world, whether speaking at Advertising Week, or at the NBA Summer League, or to a room full of marketers in Bangkok Thailand or an agency in New York. He's been a guest writer for Ad Age, and his weekly blog stories have reached millions of marketers, who are trying to improve their skills. His new book, Beloved Brands, has launched with rave reviews. Many brand leaders are using this book as a playbook to help build the brand they work on. And, it serves as a brand management textbook for business schools in the US, Canada and the UK. Graham’s personal promise is to help you solve your brand building challenges, to give you new thinking, so you can unlock future growth for your brand.

Comments: have your say