If you knew that being a better client would get you better Advertising, could you actually show up better?

Posted on Leave a commentPosted in How to Guide for Marketers

 

Clients get the advertising they deserve.

While that’s a very famous tongue-in-cheek quote from David Ogilvy, it should be a kick in the butt to clients. It suggests that if you suck as a client, you will get advertising that sucks. It’s likely true. As I’m coaching clients on advertising, I like to ask aSlide1 very difficult question: If you knew that being a better client got you better advertising, would you actually be able to show up better? When it comes to advertising, the role of the Brand Leader is to consistently get good advertising on the air, and equally consistently keep bad advertising off the air. Baseball pitcher David Price has a sign above his locker:  “If you don’t like it, pitch better”. The same thing should hold true for Brand Leaders: If you don’t like your Advertising, then show up better. So what is it that makes some brand leaders good at advertising?

Before we figure what makes someone good at advertising, let’s figure out what makes someone suck

Theory #1: you blame yourself

  • You never find your comfort zone: You are convinced you’re not good at advertising. No experience, feel awkward or had a bad experience. You think you’re strategic, not tactical. You are skeptical, uptight, too tough and too easily annoyed.
  • You don’t know if it’s really your place to say something: You figure the ad agency is the expert—that’s why we pay them—so you give them a free reign (aka no direction). Or worse, you give them the chance to mess up, and blame them later.
  • You settle for something you hate, because of time pressure, or you don’t know why: You don’t really love it, but it seems ok for now. The agency says if we don’t go for it now, we’ll miss our air date and have to give up our media to another brand.
  • You can’t sell it in to management: you need to make sure if it’s the right thing to do, you are able to sell the idea in. Tell them how it works for your brand—and how it delivers the strategy.

Being a good client takes experience, practice, leadership and a willingness to adjust. Don’t write yourself off so quickly. Learn how to be a good client.

Theory #2: You Blame your Agency

  • You hate the brief: Agency writes a brief you don’t like—or you box them into a strategy. If either of you force a strategy on the other, then you’re off to a bad start.
  • Creative team over sells you: you get hood-winked with the “we are so excited” speech: You’re not sure what you want, so you settle for an OK ad in front of you—the best of what you saw. Ask yourself what’s missing before you buy an ad.
  • You lose connection with the agency: Keep your agency motivated so that you become the client they want to make great work on, rather than have to work on.
  • You lose traction through the production and edit: Talent, lighting, directors and edits—if the tone changes from the board to edit, then so does your ad.

An OK agency can do great work on a great client. But a great agency will fail with a bad client. Next time you want to fire your agency, maybe focus on yourself for improvement, because you’ll bring the same flaws to the next agency.

Theory #3: You Blame your Brand

  • The “I work on a boring Brand” argument. You think only cool brands like Nike, Apple, Ikea etc. are so much easier to work on. However, think again, because your boring brand has so much room to maneuver, it should be even easier.
  • You are too careful and think we can’t swing too far: Good ads either go left or right, not in the middle of the road. Consumers might not notice your “big shift”.
  • Advertising roulette: Where brand managers haven’t done the depth of thinking or testing, briefing is like a game of chance. Brands go round and round for years.
  • Your strategy Sucks: You figure if we don’t have a great strategy, a good ad might help. A great strategy makes an ad, but an Ad will never make a great strategy.

It’s one thing to be a “fan” of advertising in general, but we need to see you be a “fan” of YOUR advertising.

Show up as a better client and watch the Advertising work get better

Here are eight ways to challenge yourself to show up better at every stage of the advertising process

  1. Do you develop a testable Brand Concept with rational and emotional benefits, plus support points that you know are actually motivating?
  2. How tight is your brief? Do you narrow the target and add engaging insights? Do you focus on the desired consumer response before deciding what your brand should say? Do you focus on one benefit and one message?
  3. Do you meet creative team before the first creative meeting to connect, align them with your vision and inspire them to push for great work?
  4. Do you hold tissue sessions to narrow solutions before going to scripts?
  5. At creative meetings, do you stay big picture, avoid getting into details? When giving direction, do you avoid giving your own solutions and but rather try to create a “new box” for the creative team to figure out the solutions?
  6. Do you take creative risks, and are you willing to be different to stand out?
  7. Do you manage your boss at every stage? Do you sell them, on your vision what you want?   Are you willing to fight for great work?
  8. Are you one of your agency’s favorite clients? Do they “want to” or do they “have to” work on your business? If they love you, they’ll work harder for you and do better work. They are only human. They will never tell you this, but I’m a former client so I will: if you want better work–it’s pretty simple–show up better. 

 

Slide1

 

Be better at every stage 

  • When doing the strategy pre-work, dig in deep and do the work on insights, create a Big Idea and lay out the brand Concept. Even consider testing the concept to know that it motivates consumers. Never use the advertising process to figure out the brand strategy. 
  • Create a focused creative brief to create the box for the creative team, that has one objective, two insights, the desired response, one main benefit, two support points. 
  • Hold a creative expectations meeting to give a first impression on your vision, passion. Inspire and focus creative team. Do not take a hands off approach and avoid meeting the creative team, assuming your account team has conveyed EVERYTHING. 
  • Use a tissue session to explore ideas. Use this when you don’t have a campaign. Be open to new ways of looking at your brand. Focus on Big Ideas, without getting into the weeds. Be willing to push for better ideas if you don’t see them at the tissue session.
  • When in the creative meeting, be a positive minded client, focus only on big picture, give direction, make decisions. Avoid giving your solutions. No Details. Ask yourself: are you inspiring?
  • Use a feedback memo that is 24-48 hours after the creative meeting for more detailed challenges but without giving specific solutions. Use this to create a new box. Do not use this memo to say new thoughts that were not in the creative meeting or in the management meetings you had. If it is a new thought, pick up the phone and talk about it with your account person first. 
  • If you use ad testing, you can use either quantitative or qualitative depending on time and budget. I always recommend that you use it to confirm your pick, not make your decision.
  • When gaining approval internally, sell it in!!!  That’s part of your role is to fight for the work you love. Be ready to fight resisters to make it happen. My rule of thumb is to bring the senior account person when that person has a good relationship with my boss and even use them to help sell it in (since they are better trained at selling) and then bring the most senior creative person when the creative work needs selling. 
  • Through the production stages, your role is to manage the tone to fit the brand. Think of this like managing the kitchen of your house–you have to live in it, so you have to live with every decision. Always, get more than you need so you can use it later. 
  • With post production, talk directly with and leverage every expert you come in contact with. The more you connect and empower them, the harder they’ll fight for what you need. 

Be a better client and get the advertising you deserve

To read more on Marketing Execution, here is a workshop we run. Click on the Powerpoint presentation below:

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911.You can also find us on Twitter @belovedbrands. 

 

Positioning 2016.112

Would you ever pay more for a bottle of water than you would for beer?

Posted on 2 CommentsPosted in How to Guide for Marketers

This past week, I was in Shanghai, China and found the price of a bottle of Evian and Fiji water about ten times the prices of local bottled water (Nestle). And when I went into the Beer section, the water was still twice the price of a Budweiser beer (produced locally). You can also buy Coke or Gatorade much cheaper.

price.001
Powered by Zedity

The prices above  are in Chinese Yuan (1 CYN = 0.15 USD), with the US Dollar equivalent being just under $2.00 US for the Evian or Fuji water, and then only 21 cents US for the Nestle water. The Budweiser is only $1 USD and the Coke is about 50 cents US. Given any worries about “don’t drink the water”, you might easily be willing to pay for the Evian. Or just grab a few Budweiser’s and not worry so much about the water.

China is in a state of dramatic change

The economy of China has been going through vast changes and you see it live on the streets of Shanghai. The contrast of the modern sky scrappers of downtown Shanghai, with the small street neighborhoods with laundry hung out on the phone lines. The increasing number of Mercedes driving past old school three wheel bikes carrying layer upon layer of boxes for delivery. High end restaurants contrasting against live chickens being killed and bagged for dinner that night. The small boutique 100 square foot stores and the 80,000 square foot Carrefour Super Markets.

While China has benefited from global trade, making Apple computers and Nike shoes to be sold around the world, the government uses protectionist practices to ensure high transfer pricing to ensure local goods benefit.

A brand like Evian, with water from the French Alps can not maintain that positioning if they begin producing in a factory just outside Shanghai. In the Carrefour, they have three specific aisles for “Imported” goods, all recognizable Western brands, but all with dramatic price premiums to the local products. This aisle might appeal to the high number of expats living in China as well as the growing Chinese upper middle class. The rest of the grocery store has 10-20% global brands interwoven among the shelves of local goods. This sets up two specific strategies, produce locally (for instance Nestle) and compete directly with the local goods, or stay in the “Imported” and use the super-premium pricing as a strategy to set yourself apart.

I remember being in France in the early 1990s, where I found myself walking all over Paris for about 4-5 hours on a 35 Celsius day. I finally came across a store selling Diet Coke and it was the equivalent of $6. I was in shock, but my thirst overcame my Scottish blood and I guzzled down the most expensive Diet Coke of my life. Later on, my wife ordered a glass of wine for $3. One more reminder that if you eat and drink like the locals, you will be much better off.

Global Pricing Management Systems

Global pricing models get very complicated. With a desire to do well in every local market, you must consider regional and global pricing to ensure you avoid any grey-market activity. Most of the big global brands are using pricing corridors by region to ensure local pricing stays local. Here are five things when considering your pricing as you enter new markets.

  1. Define your Pricing Strategy in alignment with your business strategy and business objectives and based on a deep understanding of your own competitive position, customer insight and cost-to-serve. When starting to look at your pricing, here is what you should be considering.
    • Market Price: If you are confused, pricing studies that look at various options to identify the price elasticity. In general, the more loved a brand, a combination of interesting or important are more price inelastic. One water scare and Evian could charge $5 per bottle, without seeing a change in the volume would make it an inelastic price.
    • Value Price: A brand has good value if the price is deemed “fair”. For a marketer, the mid point hits when the perceived price and perceived value match up. If the price is too high, there is a risk of losing customers/volume. If the price is too low, there is a risk of not realizing the full profitability on the brand.
    • Strategic Price: the pricing strategy can actually impact the positioning as much as it just reflects the positioning. A super premium brand like Evian can make the consumer believe it must be a super premium if it really can command that value.
    • Short vs. Long-term Revenue Pricing: Marketers can get caught up in the addiction to pricing promotions. Once you get up to 30-50% sold on deal, the actual price begins to have little meaning for the consumer.
    • Portfolio Pricing (Price Points): One option for a brand entering a local market who wants to maintain the price of their global brand would be to create a specific local brand with a local price. This would allow you to own both the super-premium and the value priced brands, with the consumer never knowing you own them both.
  2. Operationalize Pricing Strategy in marketing activities and generate all required input for Price Execution.  Here are the factors you should be considering when you operationalize your pricing into the new markets.
    • Competitor Responses
    • Not-in-Kind (NIK) Replacements
    • Reduce/Increase attractiveness of business
    • Keep out competition
    • Setting Visible Market prices
    • Customer Reaction Product Pricing Cannibalization
  3. Implement Pricing Strategy and Price Determination framework into daily sales activities and transactional processing. As you evaluate the impact of your pricing in the market, here are the factors you should be looking at.
    • Buying Power
    • Supplier Power
    • Place in the Value Chain
    • Price Elasticity
    • Global vs. Local Supply and Demand
    • Capacity
    • Substitute products
  4. Define pricing capabilities and skill sets, establish pricing organization and assure consideration of legal requirements
  5. Enable pricing capability by monitoring and provision of tools, systems and processes related to pricing in an integrated manner

Pricing Waterfall

It is good discipline for brands to map out and manage their pricing waterfall. This provides a good control tool as you can track the waterfall over time and identify problems you are encountering. Here’s an example of the dimension involved in a pricing waterfall, helping move you from a desired price to a profitable price.

Analytics 2016 Extract.001
Powered by Zedity

So would you pay a 90% price premium for the Evian? I did. 

Here’s a presentation we use for the deep dive analytical thinking that can help you determine your pricing.

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911.You can also find us on Twitter @belovedbrands. 

Positioning 2016.112

How to write a Brand Concept that will help you win

Posted on Leave a commentPosted in How to Guide for Marketers

A well written concept statement should replicate what you intend to put into the market. And when I say that, it starts with what can realistically fit into a Marketing Execution, either in an ad or a package. Too many Marketers try to jam everything possible into the concept to ensure that it wins. I have seen some put 10 reasons to believe support points. If you are still at the confused stage, do a benefit or claims sort to narrow your list. But never use a concept test to throw every possible thing you could ever say to the consumer.

It starts with doing the Brand Positioning homework

As we dig in on doing our homework on the brand, here are the 4 questions that a winning Brand Positioning Statement must address:

  1. Who is in the consumer target?
    • Who is the most motivated to buy what you do?
  2. Where do you play?
    • Definition of the market that you compete in
  3. What are we are selling?
    • What is your main benefit (rational/emotional)?
  4. Why should they believe us?
    • What support points to back up the main benefit?
Positioning 2016.047
Powered by Zedity

If we look below, the winning zone has to be better, different, cheaper or else not around for very long. You want to avoid competing in the Losing Zone, going head to head with a competitor that can deliver the consumer wants better than you can. The area with the yellow arrow is a the Risky Zone, which is a relative tie. The way to win this zone is by being first, being more innovative and creative or finding the right emotional connection that makes the rational tie less relevant to the consumer decisions. At all costs, avoid the Dumb Zone, where you wage a competitive battle in a space that the consumer does not care about. When you find yourself competing in this space, you will find yourself eventually talking to yourself.

Positioning 2016.011
Powered by Zedity

Who is your target?

Everything starts and ends with the Consumer in mind. Spreading your limited resources across an entire population is cost-prohibitive with low return on investment and low return on effort. While targeting everyone “just in case” might feel safe at first, it’s actually less safe because you never get to see the full impact.Realizing not everyone can like you is the first step to focusing all your attention on those that can love you. It becomes all about choices and you will be much more effective at convincing a segment of the population to choose your brand because of the assets and promise that you have that match up perfectly to what they want. Great brands don’t go after consumers, great brands get consumers to go after the brand. The best way to get consumers motivated is to tap into their need states, by understanding what frustration points they may have. We call these consumer enemies. While products solve regular problems, beloved brands beat down the enemies that torment us every day. What are your consumer’s frustration point that they feel no one is even addressing? To paint the picture of our consumer target, you should use Consumer Insights to help to crystallize and bring to life the consumer you are targeting. The dictionary definition of the word Insight is “seeing below the surface”.Positioning 2016.020 Too many people think data, trends and facts are insights. Facts are merely on the surface—so they miss out on the depth–you need to bring those facts to life by going below the surface and transforming the facts into insights. Insight is something that everyone already knows and comes to life when it’s told in such a captivating way that makes consumers stop and say “hmm, I thought I was the only who felt like that”. That’s why we laugh when we see insight projected with humor, why we get goose bumps when insight is projected with inspiration and why we cry when the insight comes alive through real-life drama. When Consumer Insights are done right, we get in the shoes of the consumer by starting the insight with the word “I” and we use the voice of the consumer by putting the insight in quotes.

As part of the positioning exercise, we recommend that you put together a complete Consumer Profile that outlines the focused definition of the target, add flavor with needs, enemies and insights and then talk about where they are now and where you’d like to move the consumer in the future.

Positioning 2016.025
Powered by Zedity

What’s the Benefit?

The next decision is the main benefit you want to focus on. Doing a Consumer Benefits Ladder helps to organize your thinking as a great tool for bringing the benefits to life.

Positioning 2016.033
Powered by Zedity

The best way to work the Consumer Benefits Ladder is to hold a brainstorming session with everyone who works on the brand so you can:

  • Leverage all the available research to brief the team, helping define the consumer target and get all the consumer insights and need states out.
  • List out all the features that your brand offers, and the brand assets it brings to the table. Make sure that these features are competitive advantages.
  • Find the rational benefit by putting yourself in the shoes of the consumer and seeing the brand features from their eyes: start asking yourself over and over “so if I’m the consumer, what do I get from that?”. Ask up to 5 times and push the answers into a richer zone.
  • Then find the emotional benefit by asking “so how does that make me feel?” As you did above, keep asking, and you’ll begin to see a deeper emotional space you can play in and own.

Put all the information of the group brainstorm into a Consumer Benefits Ladder Worksheet.

Creative Brief 2016.049
Powered by Zedity

Emotional Benefits

From my experience, Marketers are better at the rational benefits than they are at the emotional benefits. I swear every brand out there thinks their brand should be the trusted, reliable and yet like-able brand. As a brand, you want to own the emotional space in the consumer’s heart as much as you own the rational space in the consumer’s mind. It seems that not only do consumers have a hard time expressing their emotions about a brand, but so do Brand Managers. Companies like Hotspex have mapped out all the emotional zones for consumers. I’m not a researcher, but if you’re interested in this methodology contact Hotspex at http://www.hotspex.biz We have taken this research method and created an Emotional Cheat Sheet for Brand Leaders. This lists out the 8 major emotional consumer zones, optimism, freedom, being noticed, being liked, comfort, be myself, be in control and knowledge.

Positioning 2016.035
Powered by Zedity

To own a space in the consumer’s heart, you want to own and dominate one of zones, always thinking relation to what your competitor may own. Do not choose a list of emotions from all over the map, or you will just confuse your consumer as much as trying to own a long list of rational benefits. Once you narrow the major emotional zone you can own, you can use the supporting words of the Emotional Cheat Sheet to add flavor. Benefits sell and features tell. Stop telling consumers what you do and start telling them what they get and how it will make them feel.

Reasons to Believe (RTB’s)

If we borrow from a classic logic technique below, they teach you to one conclusion and two premise. I took one logic class at University and sat there for 13 straight weeks of premise-premise conclusion. Easy class, but the lesson has stuck with me:

  • All fish live in water (premise)
  • Tuna are fish (premise)
  • Therefore, tuna live in the water (conclusion)

In a positioning statement, the brand benefit would be the conclusion. And the Reason to Believe (RTB) would be the supporting premise. I say this for a few reasons. First, the RTB should never be the conclusion. The consumer doesn’t care about what you do, until they get something from it. The benefit has to come from the consumers’ shoes. Second, if pure logic teaches two premises are enough to draw any conclusion, then you really only need two RTBs. Brands with a laundry list of RTBs are not doing their job in making a decision on what the best support points are. You either force the ad agency to decide what are the most important or the consumer to decide. By deferring, you’re weakening your argument.

Claims can be an effective tool in helping to support your Reason to believe. We look at four types of claims: process, product, third person and behavioral.

Process

  • Detail how your product works differently
  • Showcase your point of difference in the production process.
  • What do you do differently within the production process
  • What added service/details do you provide in the value chain

Product

  • Usage of an ingredient that makes you bette
  • Process or ingredient that makes you safer

Third person

  • Experts in the field who can speak on the brand’s behalf.
  • Past users/clients with proof support of their stories.

Behavioral

  • Clinical tests
  • In market usage study
  • Before and after studies

This is what it looks like when you put them into this format:

For more information on Brand Positioning statements, follow this step by step process in this link: How to Write a Brand Positioning Statement

 

Turning the work into a Brand Concept

Creating the Big Idea: To ensure we have an idea that is big enough to guide every part of the organization, we start by describing the brand as to the products and services that we sell and matches that up to the external brand reputation among consumers. We describe what internal beacons are within the brand that would help guide the entire internal brand culture and organization that supports the brand as well as the brand character as it touches consumers. We would also describe the role of the brand, about how it connects the brand with consumers, the link between the internal soul and the external reputation.

The Big Idea Blueprint below shows everything that must be considered for creating the Big Idea.

Positioning 2016.065
Powered by Zedity

Looking at the example below, taking the information from the concept from above using Gray’s Cookies, here’s how to map it into a concept.

Positioning 2016.075
Powered by Zedity
  • Main headline should capture the big idea of your brand.  Obviously the headline is the first thing they see, so it should contain the big idea that you want your brand to stand behind.
  • Use the opening to connect quickly with your target consumers by starting with their enemy or insight. I love using the enemy because it can be a very arresting way to really make the consumer say “That’s me”.
  • Bring the main benefit to life in a compelling promise statement. I prefer it to have an emotional/rational balance in the promise. At the very least, the emotion modifies the rational. The promise statement then forces us to bring in the two reasons to believe to help back that up.
  • I like to add a motivating call to action at the end to help prompt purchase intent. The concept test will hang on how well the purchase intent score is, so a strong concept almost has to ask for it.
Positioning 2016.076
Powered by Zedity

Anything more than this, you are just cheating yourself. Yes, you might have a better score, but you might not be able to execute it in the market. If you haven’t narrowed down your claims or RTB’s, maybe you need a claim sorting research before you get into the concept testing.

While this helps with HOW to write a concept, ask Beloved Brands how we can help really bring the concepts to life with a workshop with your team as well as writing of the final concept options.  We promise to bring magic to the concept which will help get you into the right positioning.

For a presentation on how to write a Positioning Statement, follow:

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands. 

Positioning 2016.111
Powered by Zedity

The best media decisions should focus on where your consumer is, not where the media is

Posted on 1 CommentPosted in How to Guide for Marketers

At Beloved Brands, we believe that Marketers must think of Media as an investment that connects with consumers at the point they are most willing to engage in your brand story, getting them to think, feel or act differently enough to generate higher sales, share and profits beyond the media investment. There is no free media in this world, you are either investing with dollars or investing with effort. Both cost money. With all the changes to media in the last 10-15 years, we must challenge ourselves to think differently.

I went to a big huge “Digital Media Conference” in Chicago last year, hoping to challenge myself. And by the 15th presentation, there was this odd feeling I couldn’t figure it out. And then it hit me. I had not once heard the word “consumer” in any of the presentations. Everything was about MEDIA. It was gadget after gadget. How to move up with key words, the 9 types of digital display shaped ads and cool little videos that went viral. Over and over again.

The best media decisions should focus on where your consumer is, not where the media is.

Everything in Marketing has to start and end with the consumer in mind. You have to be more consumer obsessed than you are media obsessed. Yes, media is fun, with cool new stuff happening everyday. But if you are running a brand, consumers are your only source of revenue that you will ever have. Lead with the consumer and you will make better media choices. I one saw a gravel pit on a country road with a sign out front that said “Like us on Facebook”. That’s crazy. I heard about the President of chemical companies that told their brand team to get on Instagram, because their daughter was on it. That’s crazy too. And I know an industrial company who put “Facebook Likes” as one of the major goals for each brand. More craziness. These are media led decision, nowhere near consumer led decisions. As the media world has changed, brand marketers are really struggling with how to approach media decisions. Always keep in mind that the only reason you should ever choose a certain media is if you believe that it matches to where your consumer will be receptive to your brand message, and influence them to change their behavior in a way that favors your brand.

Media 2016 .012

 

We will show you three different models to challenge your brain to think about your media with a consumer first mentality. We start with how consumers use media, then show how the degree of consumer connectivity with your brand  impacts your media strategy and then finally, we look at fitting your brand message into the part of the life of your consumer where they will be most receptive to your message.

1. The 8 ways consumers use Media

Media 2016 .041
Powered by Zedity

Taking a step into the shoes of consumers, we have mapped out 8 ways that consumer engage with media.

  • When consumers want to be smarter, the obvious option is Google for searching whatever comes to your mind. But consumers can also reach for Wikipedia for basic information on complex subjects. Blogs are also an amazing tool for getting smarter (hopefully why you are reading here). In terms of traditional media, consumers still use subject-matter expert type magazines, informative TV stations (Home and Garden) or news/documentary programming.
  • Consumers use media to stay aware of what’s going on. Consumers might look to TV or Newspapers for news, sports or entertainment networks. A lot of on-line news sites (Huffington Post or Forbes.com) are providing regular interval stories that get delivered through social media feeds. For business, LinkedIn is becoming the best site to stay aware of though leadership in your industry, new job openings or what is happening job-wise to your peers/friends.
  • For decades consumers have used media to escape from reality, turning on the TV after a hard day at work. The best dramas in the modern world are by non-traditional stations such as AMC, TNT or most recently Netflix. The network TV is becoming like “fast food” entertainment. Many younger consumers are using YouTube for shorter term videos. And magazines continue to provide a nice escape for consumers.
  • The social media options over the last 5-10 years have provided a real chance for us to express ourselves.  We have become obsessed with telling the world what is on our minds through Twitter, Instagram, Pinterest and Tumblr. Selfies and kid pics. Political opinions. Sports commentary. Facebook has begun to serve this purpose shifting from what are we doing to what are we thinking.
  • Social media allows consumers to stay connected with our friends, with Facebook being the dominant vehicle. SnapChat is doing a great job targeting teenagers and WhatsApp has become popular all over the world (outside North America).
  • Now, e-commerce has become commonplace. So when we want to do things, buy things or go places, we are more likely to reach for our laptops or mobile. than go out to browse the shopping malls. We have some amazing options at our fingertips including Amazon, TicketMaster, Trip  Advisor and Airbnb.

Knowing the 8 ways for how consumers use media should help to match up your brand to the right media choice. As we started to play with these 8 ways that consumers use media, it struck us how closely it links with our Emotional Cheat Sheet we created that maps out the 8 emotional consumer moods that consumers go through each day. These 8 zones include optimism, freedom, being noticed, being liked, comfort, be myself, be in control and knowledge. For more information on this cheat sheet, contact Hotspex at http://www.hotspex.biz  These emotional zones can impact your brand’s emotional benefit in a positioning statement as well as the tone of the delivery of your message.

Positioning 2016.035
Powered by Zedity

Below, we show see how closely the consumer emotional need states match up to the consumer media needs. Use this to ensure the media choice you use matches up to the emotional tone of the message you deliver.

Media 2016 .040
Powered by Zedity

2. The depth of consumer connection matters

We created the Brand Love Curve to define the strength of the bond that brands have generated with their consumers. At the beginning of the Brand Love Curve, the brands act like a commodity with no connection and we refer to those brands as “Indifferent”. Brands at the Indifferent stage has to focus on the consumer’s head, trying to get consumers to think differently about their brand. Brands move to the “Like It” stage as they separate themselves in the mind of consumers, a rational separation with limited emotional connection.Brands at the Like It stage need to drive action to get consumers to buy and create a bigger following. As the bond becomes tighter, consumers may develop an emotional connection, we refer to those brands as “Love It”. Brands at the Love It stage has to focus on the consumer’s heart, to get current loyal users to connect on a deeper level. And finally, the best brands in the world have the tightest bond with consumers, almost a cult-like following equal to a sports team. We refer to these as the “Beloved” stage. Brands at the Beloved stage have to get those who love the brand to feel part and become outspoken advocates that will influence their network.

Media 2016 .037
Powered by Zedity

We then find the Media Strategy options by matching the brand strategies we created with the brand love curve up to a consumer buying system that tracks how consumers shop, moving from awareness to purchase to experience and onto being loyal. Below, we can see that brands at the Indifferent stage should focus on the early parts of the consumer buying system with your investment into awareness, consideration and search to influence consumers to move to purchase. For those brands at the Like It stage,  we recommend you focus on the purchase moment in order to close deals and develop a bigger following. Brands at the Love It stage should put their investment into turning satisfied consumers into repeating and then becoming loyal brand fans. At the Beloved stage, your effort should be taking those consumers who love you and mobilizing them to become and outspoken army that generates awareness on their own.

Media 2016 .038
Powered by Zedity

3. Marketing to the “many moments of me” during the day.

This is a simple but an essential tool that helps match up your media choice to the moment in your consumer’s day where/when they are most likely to engage. Yes, it’s very tactical, but with all the media possibilities, time of day will help ensure you have the right message. The consumer’s mindset changes during the course of the day, based on where they are or what they are doing. If you are selling a house, people might google search during their lunch hours or go visit on the weekends.

The consumer’s mindset also changes during the course of the week, as they are in a different mood on a Monday vs. Thursday, or vs. Saturday. If you are selling healthcare products, try to own Sunday night when consumers are in a thinking mood, whereas you can avoid Thursday and Friday when  they are just planning out the entertainment for their weekend.

Media 2016 .042
Powered by Zedity

Always think like your consumer and you will make better media choices

 

To read more about Media Planning for brand leaders, read the following presentation:

 

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands

Positioning 2016.112

10 things that Advertising must do for your brand

Posted on Leave a commentPosted in How to Guide for Marketers

Marketing Execution 2016.019

Advertising must do something in order to warrant the investment you are going to make. Please don’t tell me “drive awareness”. In brand terms, we don’t make any money from awareness–we only begin to make money as we are able to move our consumer through the consideration-search-purchase stage. So, let’s save the word “Awareness” for the lazy brains. It must have an engage and have impact on consumers and influence action, either getting them to think, feel or act differently than before they saw the advertising.

The 10 things that great advertising must do

Here’s a starting point for you when you’re judging creative.

  1. Sets your  brand apart. For brands to survive in the longer term, they must be different, better, cheaper. Or else they will not be around for very long. The story telling of the brand’s promise should help to separate the brand from the clutter of other brands that are stuck in our minds. And that starts with creative that feels different and makes the brand seem different to consumers.
  2. Focuses your brand! Any advertising has to have a focused target, a focused message, a focused strategy against a focused communication idea, a focused media. The whole discipline of marketing is founded on focus, and yet Brand Leaders struggle most in this area. They always want that “just in case” option. My hope is that your focus, drives the advertising. If not, once you try to squeeze all your messages into one ad targeted to everyone, I hope the failure then gets you to focus.
  3. Keep the communication very simple. Communication is not what is said, but what is heard. Too many brand leaders try to shout as many messages as they can in one ad. They engage in their ads as brand managers, not as consumers. When you shout many messages at the consumer, what does the consumer hear? A confusing mess. By throwing multiple messages you are just making the consumer do the work of deciding the most important message, because you couldn’t figure it out. My challenge to you is to stand up on a chair and yell your main message as though you are standing on top of a mountain. That’s how many messages your ad should have
  4. Have a good selling idea. While big ideas break through the clutter, they also help you project a consistent message over time over time and across mediums–paid, earned, social and search–and you’ll see it throughout the entire brand line up of sub brands. Consumers will start to connect to the big idea and they’ll begin to relate your brand with that big idea. And you’ll have a reputation in the marketplace. Look at your ad:  does it have a big idea?
  5. Drive engagement with consumers: Too many brand leaders forget to engage the consumer. They get so fixated on saying their 7 messages that they figure the ability capture attention is just advertising fluff. But everything in advertising has to starts with attention. The consumer sees 7,000 ads a day and will likely only engage in a handful. If you don’t capture their attention, no one will remember the brand name, your main message or any other reason to believe you might have jammed into your ad.
  6. Let the visuals do the talking. With so many ads, you need to have a key visual that can capture the attention, link to your brand and communicate your message. The ‘see-say’ of advertising helps the consumers brain to quickly engage, follow along and remember. As kids, we always love the pictures in the books. We still do.
  7. Sell the solution, not the problem or the product. Consumers use brands to solve problems in their lives. Your brand will be more powerful if it beats down a consumer enemy that torments them every day. Consumers don’t care about what you do, until you care about what they need. No one has ever wanted a quarter-inch drill, they just need a quarter-inch hole to hang paintings and photos of their children.
  8. Matter to those who care the most. I always believe that our target should not be those who do not care, but those who care the most about what we have to offer. You can’t sell carpet cleaning to someone who only has hard wood floors. And you can’t sell a golf ball that goes 50 yards farther to someone who despises golf.
  9. Make ads that connect with consumers based on an insight. Consumer Insights are secrets that we discover and use to our brand’s advantage. Creative Brief 2016.035You have to get in the consumer’s shoes, observe, listen and understand their favorite parts of the day. You have to know their fears, motivations, frustrations and desires. Learn their secrets, that only they know, even if they can’t explain. Learn to use their voice. Build that little secret into your message, using their language, so they’ll know you are talking to them. We call this little secret the consumer insight. When portrayed with the brand’s message, whether on packaging, an advertisement or at the purchase moment, the consumer insight is the first thing that consumers connect with. When consumers see the insight portrayed, we make them think: “That’s exactly how I feel. I thought I was the only one who felt like that.” This is what engages consumers and triggers their motivation and desire to purchase. The consumers think we must be talking to them, even if it looks like we are talking to millions.
  10. Tell the story behind the brand. There should be richness in the story behind your brand’s purpose. There is great opportunity to bring your brand purpose into your story telling. Why did you start this brand? How does your brand help people? What is your brand’s motivation that gets you up in the morning?

 

The ABC’S of Advertising

Another way to rephrase this list is through the ABC’S: Attention Branding Communication and Stickiness.  

  • Attention: You have to get noticed in a crowded world of advertising. Consumers see 6000 ads per day, and will likely only engage in a few. If your brand doesn’t draw attention naturally, then you’ll have to force it into the limelight.
  • Branding: Ads that tell the story of the relationship between the consumer and the brand will link best. Even more powerful are ads that are from the consumers view of the brand. It’s not how much branding there is, but how close the brand fits to the climax of the ad.
  • Communication: Tapping into the truths of the consumer and the brand, helps you to tell the brand’s life story. Keep your story easy to understand. Communication is not just about what you say, but how you say it—because that says just as much.
  • Stickiness:  Sticky ads help to build a consistent brand/consumer experience over time. In the end, brands are really about “consistency” of the promise you want to own.  Brands have exist in the minds of the consumer.

Marketing Execution 2016.054

Be a Better Client

If how you show up to the agency will produce better advertising work  Then show up right.  

Marketing Execution 2016.017

Agencies should be treated like trusted partners, not suppliers. Engage them early asking for advice, not just telling them what to do and when. If you tell an agency what to do, there will only be one answer “YES”. But if you ask them what to do, there are three answers:  yes, no or maybe. Seek their advice beyond advertising.   Build a relationship directly with the creative teams. Be more than “just another client”.

Getting great advertising is a balance of freedom and control. Most Marketers allow too much FREEDOM on the strategy but want to exhibit CONTROL on the creative. It should be the reverse, you should control the strategy and give freedom on creative.  Don’t go into a creative meeting with a pre-conceived notion as to what the ad should look like. Creative people are “in the box” problem solvers. What they don’t want a) blank canvas b) unclear problem and c) your solutions to the problem.  Let them be in the box and find the solution for you. That’s what motivates them the most.

Marketing Execution 2016.025

 

To see the Beloved Brands workshop training presentation on getting Marketing Execution click no the link below: 

 

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands. 

Brand Careers 2016.107

 

How to analyze your Consumers

Posted on Leave a commentPosted in How to Guide for Marketers

When leading a dive deep on the consumer, start by figuring out where you are playing, defining who you are serving and who you aren’t serving. Define segments, look at buying habits, growth trends, key insights for each segment. Gain knowledge by mapping out the buying system analysis, leaky bucket, consumer perceptions through tracking data and research. We recommend that you either use some type of panel/scan data if it is available or compile your own data through tracking research. This helps determine what’s going on with consumer behavior beneath the surface. Our preference is the brand funnel tracking tools as it maps out how well your brand is doing at each stage of the consumer buying system.

Analytics 2016.034
Powered by Zedity

How to use consumer tracking data 

From the tracking or household panel data (Nielsen or IRI), you have to understand how your brand is doing on both penetration and the buying rate, in order to fill in the simple equation of  “Sales = (Total Population x Penetration rate) x Buying Rate”.

Analytics 2016.046
Powered by Zedity
  • Penetration Percentage: The percent of households who purchased a product, shopped in a certain channel or retailer at least once during a measured period.
  • Buying rate or sales per buyer: Total amount of product purchased by the average buying household over an entire analysis period, expressed in dollars, units or equivalent volume.
  • Purchase frequency or trips per buyer: Number of times the average buying household purchases your product over a time period (usually a year). Purchase Frequency remains the same regardless of which sales measure is used (dollars, units or Equivalent volume)
  • Purchase size or sales per trip: Average amount of product purchased on a single shopping trip by your average buyer. Like the buying rate, purchase size can be calculated in terms of dollars, units or Equivalent volume.

How to analyze your brand using Brand Funnels

Every brand should understand the details of their Brand Funnel, knowing what’s causing any strength, weakness, changes versus last year or gaps versus competitors. A classic brand funnel should measure awareness, familiar, consider, purchase, repeat and loyal. At the very least, you should be measuring awareness, purchase and loyalty. It’s not just about driving particular numbers on the funnel, but about moving them from one stage to the next.

Analytics 2016.051
Powered by Zedity

The first thing to do (see chart above) is look at the Absolute brand funnel scores (A), comparing them to last year, to competitors or versus category norms. Then look at the brand funnel ratios (B), finding the percent conversion from one stage to the next. To create the ratios, divide the absolute number by the number above it on the funnel. For instance in the example below, take the familiar score of 87% and divide it by the awareness score of 93% to determine the ratio conversion of 91%. That means 91% of those who are aware become familiar.

Analytics 2016.052
Powered by Zedity

The data becomes even more powerful when you start looking at the ratios of your brand in comparison (C) to the ratios of your nearest competitor. In this second part of the analysis, the ratio becomes the focus. Compare the ratios, finding the gap (D) between the two brands at each of the stages. You will start to see where your ratio will either be stronger or weaker than the comparison brand. Analyzing the difference (E) between the 2 brands finds the biggest gaps and tells a strategic story that explains the gap. Looking at the example, we see “Your Brand” and “Brand X” are relatively similar at the top part of the funnel, but your brand starts to show real weakness as it moves to repeat and loyalty. This creates a gap you need to fix through the Brand Plan.

The brand funnel data helps tell where your brand sits on the Brand Love Curve. Indifferent brands have skinny funnels throughout. Consumers treat these brands like commodities. Your Brand Plan need to fuel awareness and consideration to kick-start the funnel. The next stage we call Like It brands, which have funnels that narrow at purchase. These brands need a plan to close leaks by getting their brand message closer to the purchase moment. The Love It type brands have a more robust funnel, but may have a smaller leak at loyal. The plan should continue to feed the love and build strength among loyalists. The most beloved brands have ideal funnels, but you should track and build a plan that will attack any weakness before it is seen or exploited by others.

Market Research Studies

Market Research studies can really help uncover issues on your brand. Some brands keep looking back at a study from 5 years ago, and miss out on the major changes that have happened in the marketplace since. Market Research should provide a view of the who, what, when, where and how behind the overall consumer dynamics of your category or market. They can help you understand how consumer behavior and usage changes by brand, helping explain why consumers buy specific brands and what it is that makes those brands distinctive, outlining the rational and emotional benefits. They help identify any perceived gaps in the consumers mind between the brand promise, consumer expectation and the overall brand performance. And, a good market research study can provide an overall vantage of various consumer segments, looking at lifestyle and demographic dimensions, how they consume media, overall attitudes on key drivers or brand benefits.

Consumer Buying System

When we do our brand planning and marketing execution, we manage the executional tactics using a consumer buying system that starts with the consumer and then maps out how they shop, closely resembling the brand funnel. This tool can really helps focus your activities to where your brand needs the most help, either to continue fueling or closing a gap.

Creating Beloved Brands 2016.091
Powered by Zedity

 

Here are 10 probing questions to kick-start your consumer review

  1. Who are your possible target market consumer segments? Are they growing? How are you measuring them?
  2. Who are the most motivated consumers by what you have to offer?
  3. Who is your current target? How have you determined demographics, behavioral or psychographic, geographic and usage occasion? Generational trends?
  4. How is your brand performing against the target segment? Share, sales, panel data, funnel data, tracking scores? By channel or geography?
  5. What drives consumer choice? What are the main need states? How so these needs line up to your brand assets?
  6. Map out the buying system and assess your brand’s performance in moving through each stage. Are consumers changing at stages? Are you failing at stages?
  7. What are the emerging consumer trends? How does your brand match up, to potentially exploit? Where would your competitors win?
  8. What is the ideal brand experience and unmet needs we can attach the brand to?
  9. What are the emotional and functional benefits? How is the brand performing against them? How are you doing in tracking studies to meet these benefits?
  10. What are consumers’ perceptions of your brand and your competitors?

 

Here’s our latest newsletter on How to lead a deep-dive business review.  Feel free to download it.

 

 

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands.

Positioning 2016.112

How the most beloved brands fall from grace

Posted on Leave a commentPosted in How to Guide for Marketers

 

 

Very few beloved brands stay on top for long. 

The reason I created the Brand Love Curve is that I wanted to find a unique way to talk about the emotional bond I was seeing between brands and consumers.

I first came up with the idea when I was in charge of a Marketing department that had 20 different brands all operating at various levels of success. Honestly, it was hard for me to keep track of where each brand was and I did not want to apply one-size-fits-all type strategies to brands that had different needs. Sure I could have used some of the traditional tools such as Boston Consulting Group matrix with market share versus category growth rates, or I could have looked at various other dimensions related to revenue size, margin rates, competitive advantage or various other metrics.

The beauty of the Brand Love Curve is that it starts with the most important part of the brand: THE CONSUMER. Everything in Marketing has to start and end with the consumer in mind. It assesses the brand’s performance solely on how tightly connected consumers are with your brand. The more connected the brand, the easier it was to Market. It commanded more power and generated more profit.

Creating Beloved Brands 2016.016
Powered by Zedity

When I looked at my own portfolio of brands, I started to noticed that the biggest difference was how tightly connected some brands were with their consumer. I started to refer to the poor performing brands as “indifferent” where consumers did not really care about the brand and then I called the best brands “beloved” because consumers were emotionally engaged. I started to see the difference. I could clearly see that brands with a stronger bond had it easier and that almost everything on those brands was better. Launches of new products were easier because consumers were more accepting. Retailers gave these brands preferential treatment because they knew their consumers wanted them. My own people were more excited to work on these brands, thinking it was a career advancement to get the chance to be part of the beloved brand.  I could see that beloved brands had better share results, better consumer tracking scores and in many cases better margins. It was easier to get price increases through. It seemed that everyone in the organization cared about these beloved brands. My agencies bragged about the work they did on these beloved brands. As I kept exploring this idea, the idea of the Brand Love Curve came to me and I started to map where each our 20 brands sat on this hypothetical curve. As the consumer start with a new brand, they were indifferent, then they started to like it, then loved it, and finally it would become a beloved brand. The goal becomes to move along the curve towards the beloved status.

As I worked with the Brand Love Curve,  I started to see the link between where the brand sat on the curve and our strategy choices available, we started to see there was a difference in the balance of rational and emotional benefits, which impacted our advertising and media planning. I could start to see how the Brand Love Curve could really drive every part of how we manage the brand. The goal became how do we move the brand along the curve because as we discussed in the previous section, if brand love helps your brand become more powerful and profitable, then any degree of added love was a good thing.

At the beloved stage, the brand becomes iconic that is famous and highly regarded with consumers.

Consumers become equal to fans, similar to fans of sports teams or celebrities. They become outspoken, possessive and will defend the brand at any point. The brand becomes a self expression of the consumers, a ritual or favorite part of the day. People have conversations about these brands, whether on social media or at the lunch table. The emotional connection becomes so strong, that consumers feel more and think less. Demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become blind to pure logic and deaf to rational product based competitors. These brands have strength on every part of the robust brand funnel, near perfect awareness levels, high purchase intentions, high repeat and high loyalty. Voice of the customer is very strong, and the brand listens to ensure they are attacking any weakness before it can be exploited. The brand has a big idea, with every consumer touch point easily tying back and re-enforcing the big idea. The brand has a sense of power and uses it quietly against all stakeholders from consumers to competitors and retailers, while leveraging it with key influencers and media. The brand is driving every lever of their profit statements to continue strong sales growth and healthy margins, driving price premiums, lower costs, higher market shares and leveraging the core base of brand fans to enter new categories.

The most beloved brands we have tracked includes Apple, Starbucks, Nike, Google and Mercedes. In a sense, these brands are flawless in their strategy and execution—fully respected, desired and cherished, while wielding the power in the marketplace to create extremely profitable and valuable brands. Some of the world’s newest challengers for beloved brands status includes Uber, Whole Foods, Netflix, Beats by Dre and Tesla. Impressed by how fast they have risen in the market, but not yet flawless, only time will tell if they can survive near the top.

Staying at the top is just as hard as getting there. Just ask former beloved brands that have fallen from grace, including Blackberry, Gap Clothing, Kodak, Cadillac or Benneton.

 

The 5 ways that Beloved Brands fall from grace

  1. Beloved Brands forget who they are and what it was that made them famous. Benetton is great example of a brand who forgot what made them famous. In 1990, Benetton could do no wrong. Business schools wrote case studies of their success and Ad Agencies held them up as the brand of envy for all clients to learn from.benetton-ad-1991 They had shock-value advertising campaigns that people talked about at the lunch table and there was a Benetton store in every mall. Their colorful and stylish fashion was the desire of the core teenage crowd. Benetton’s brand promise was providing European fashions at an affordable price. But the arrogance of the “can do no wrong” brand quickly faded. While they were so busy creating shock-value advertising and arrogantly talking of their brand as it were art itself they forgot about the fashion part of the business. Benetton started to look like a hollow promise of cool ads with not-so-cool clothing. Also, Benetton expanded so broadly and so fast, they opted for franchises instead of maintaining ownership over the distribution. The managing of the large franchise network became a drain on the company and there’s a belief that not being close to the consumers in the stores hurt their ability to listen to what teenagers were saying and wearing. With a fickle teenage target, Benetton quickly went from a must-have to a has-been brand.
  2. Brands that struggle to keep up with the times. The Beloved Brands of General Motors–Cadillac, Oldsmobile and Corvette–not only peaked in the 1970’s, but found themselves stuck their as well. The 70’s were one of those decades with such a distinct look with Disco, perms, gold chains and the 3-piece suit, that most things connected to the 70’s were completely rejected in the 1980’s. Not-Your-Fathers-OldsmobileA brand like Cadillac was the ultimate luxury brand, so revered that people would describe the best brand of any category as “it’s the Cadillac of….” but that has since been replaced by “it’s the Mercedes of…..” Cadillac’s unit sales peaked in 1973 just as gas prices began to rise and the look of those huge gas-guzzlers. It no longer fit the desires of the Yuppies of the 1980’s who were now opting for sleeker luxury with Mercedes and BMW. The Corvette brand had done a nice job transitioning from the 50’s of James Dean through the 60’s and 70’s, always remaining as an icon of sophisticated American cool. But Corvette failed to update their 1970’s brand look until 1984, which was too late to escape the stigma and giggles of those who looked at the drivers as having a “mid-life crisis”. Consumers of the 80’s were now driving smaller and sleeker sports cars like the RX7, 280Z and later on the Miata. And finally, the Oldsmobile was a classic American family car who sales soared through the 1970’s. By the mid-80’s, in an effort to try to capture a new generation, they used the infamous tagline of “Not your father’s Oldsmobile” which only re-enforced that it WAS your father’s Oldsmobile. I believe that the near-bankruptcy of General Motors can be traced back to the 1970’s when the brands peaked and yet felt stuck in a time-warp forever. GM failed to keep up in design, and failed to change as gas prices rose dramatically. They found themselves attacked on the lower end from the Japanese cars like Toyota and Honda and at the higher end from German brands like Mercedes, Porsche, Audi and BMW.
  3. They make the wrong strategic choices because they think of themselves before the consumer. Gap Clothing got greedy and forgot what made them great: trendy American fashion for a stylish generation at a reasonable price. And who is the spokesperson for fashion: the coolest people on earth: TEENAGERS of course. Every generation of Teens believes they are the most important people on earth and they want products that speak for their generation. It’s all about them.gap They influence Music, Movies, TV Shows and Clothing and believe each has to speak directly to them and for them. Imagine being 15 in the late 90’s, you’re walking in your favorite mall, trying to be as cool as can be, heading for your favorite clothing store. All of a sudden, you look up and your favorite clothing brand is now flanked by BABY GAP on one side and GAP MATERNITY on the other side. How could this brand speak for the teen generation, when your 2-year-old nephews are wearing a mini-version of what you’re wearing or your pregnant Aunt is wearing the stretchy version? GAP made the mistake of putting their name on all their line extensions, which most fans of Master Brands thinks strengthens the brand but it actually runs the risk of actually weakening the brand. GAP also forgot about feeding that desire for leading edge, trendy clothing–the whole reason for that “8 seasons” rotation of inventory. Go into a GAP store this year, and you’ll realize how boring and drab the products have become. No teenager today loves GAP or even thinks much about GAP. They are totally indifferent. Fast forward to 2011, GAP Clothing sales are down 19% this year and down over 25% since the peak of 2005. They have just announced the closing of 200 stores–which will continue the downward spiral.
  4. If you are Afraid to attack yourself, expect an attack from someone else. Kodak was such a revered brand for so long, but their refusal to attack themselves opened up so many windows of attack from others. The first attack came in the traditional film business from low-priced Fuji film. Kodak did nothing to stop Fuji for fear of eroding their margin, letting Fuji gain a 17% share of the film market.Untitled-2 The second attack came from new entrants into the digital camera market before Kodak was ready to enter. Even though Kodak had the first digital camera as early as 1975, the product was dropped internally for fear it would threaten Kodak’s photographic film business. In 1990 Kodak finally laid out a plan to enter the digital camera market but took another decade to enter the market. The world was changing, yet Kodak executives still could not fathom a world without traditional film which gave them little incentive to deviate into the digital camera space. The third attack came once Kodak entered the digital camera space.  Kodak entered at the high-end of the market and for a brief moment was the #1 digital camera. But Kodak failed to recognize how quickly the digital camera market would become commoditized. They did cut their prices, but couldn’t lower their cost of goods fast enough to keep up with the Japanese manufacturers. Kodak was losing $60 for every camera sold at the same time as their traditional film business was dying. The result: Bankruptcy. Interestingly enough, at the time of their bankruptcy, Kodak released 1000’s of patents for sale. It’s not a question of innovation that killed Kodak, it’s a refusal to act on the right innovation in a timely fashion. They failed to attack themselves only to let others attack and ultimately destroy them.
  5. Lose focus and let the experience slide. A recent case study in a brand experience not living up to expectations is the Blackberry. It’s a classic case where they grabbed early share as the category innovator and then forgot to keep making improvements to the overall experience. maxresdefault-1The list of problems for blackberry is long: major service outages, keyboard that sticks, small screen size, bad cameras, poor quality speaker-phone, slow internet browser and when the screen freezes you have to take the battery out and re-boot. In my last few months as an angry blackberry user, I was taking the battery out 5x a day. The leaders at RIM believed they were invincible almost laughing when Apple launched the iPhone. These guys would next launch a tablet without any Apps on it. Oh man! What I think Blackberry’s biggest failure is not mapping out the customer experience and attacking every possible weakness. It’s a classic case of technology first and then thrust it into the marketplace and hope it sells. The blackberry experience has just not kept pace with Android and Apple. As a result, the RIM share price is down 95% since its peak of 2008.

Maintaining beloved brand status

  1. Focus on maintaining the magic and love the brand has created with the core brand fans. Focus most of your attention on those who love you the most. Treat them special. Listen to your consumer, giving them a voice at the table, with the brand being responsive as it can. Market the Big Idea, sell the innovation and the experience. Continue to invest in product innovation and brand experience. Leverage both into telling the overall brand story, using the big idea to push the marketing effort in two separate layers: tell the master brand story about the big idea and the related experience, tell the specific product innovation stories linking how they support and build on the brand’s big idea.
  2. Perfect the experience: For those who love the brand, it is no longer just about the product, it becomes about the experience. Build a culture and organization around the brand that will keep finding new ways to surprise and delight consumers. Perfect every possible touchpoint with the consumer. Attack the brand before it can be attacked by others: The biggest competitor for these brands is the brand itself. The constant goal has to be about getting better. Any degree of complacency will set the brand up for future attacks. Never become complacent or these brands will be replaced by challenger brands wanting to achieve the beloved status.
    Brand Plans 2016.058
    Powered by Zedity
  3. Broaden the offering and broaden the audience: Take advantage of your brand’s loyal following to launch peripheral products that build on the routine. Capture more share of wallet of your most loyal consumers.To ensure you are a brand that goes beyond the current generation of consumers, begin thinking about how to spread your brand to other age groups. A lot of fashion brands and restaurant brands have been trapped into the current generation and lose the status as styles change.

The most beloved brands must keep the love alive, attack yourself, and use your fans as spokespeople. 

 

Here’s a presentation on what makes a Beloved Brand:

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands. 

Positioning 2016.112

 

 

How to write a Monthly Report for your brand

Posted on Leave a commentPosted in How to Guide for Marketers

“You run the brand. Don’t Let the Brand Run You”

Every brand should have a monthly report to track how the brand is doing through the course of the year. In fact, if you are investing in a brand, it’s almost negligent not to do one. While these reports can feel tedious to write, the 3-4 hours it takes to dig in is a good investment in discipline, knowledge as well as maintaining that touch-feel of managing of the brand.

The monthly report serves as a guide for all those across the company to stay on track with the annual plan everyone is committed to delivering. It gives senior management awareness of the grass-root issues, it enables course correction decisions at the senior levels, it exposes weakness and risk. It should carry action statements within the document that serve as a mini-version of the brand plan. We break it into two sections, to show both the consumption performance (market share) and the shipment performance (sales). And finally, it gives everyone a sense that the brand team has full control of what’s happening on delivering the plan.

Your monthly report should answer the following CONSUMPTION questions:

  1. What’s the one-line story that captures what’s happening on the brand? This is your elevator speech for the CEO.
  2. What’s the dollar, tonnage or unit share, on a 4 week, 12 week and YTD basis? Focus on the share that the company uses–it can vary. Having all 3 time breaks allows people to see the trends.
  3. How’s the brand doing vs year ago, prior periods, vs the category or vs plan for the year? Speak in terms of both % and share point changes. Theory of relativity allows you to tell the story better.
  4. What’s the competition doing? Trends in the consumption, tracking results related to their brand funnel or potential action that’s rumoured in the marketplace.
  5. What are the top 3 drivers of the brand for the month or year? It can be a combination of consumption trends (sku, regions, channel, account, flavour etc), beneath the surface Brand Funnel scores, program results that are contributing to share, competitive moves. Explain how you’re going to continue these going forward.
  6. What are the 3 inhibitors and what are you doing about it? These are things that are holding back the brand. Expose weaknesses you’re seeing in the programs, potential distribution gaps, competitive moves that are beating you, changes in consumer behaviour etc. Explain what you plan to do about it, giving the assurance that you are running the brand.
Analytics 2016.104
Powered by Zedity

Your monthly report should answer the following SHIPMENT questions:

  1. What’s the one-line story that captures what’s happening on the brand? This might be the story that you know you could back up, when confronted by the VP of sales in the same elevator. If it’s bad news, they will have to answer to the CEO.
  2. What’s the overall sales for the month, the quarter and how will it impact the year-end call? Senior management might adjust their own forecast or may change their short-term investment stance based on that performance.
  3. How are the sales by key account, by skus or by regions? Track on both the month and on a YTD basis. This highlights strength and exposes weakness.
  4. What are the top 3 drivers of the brand for the month or year? You want to highlight the accounts, skus or regions that are showing the most growth, explain why and tell what you’re going to do to keep these going.
  5. What are the 3 inhibitors and what are you doing about it? These are things that are holding back the brand. While the sales numbers are in the chart, start to explain the top line of what’s happening. Connect with the Account lead, ensuring they buy in to the statement you’re about to put. This gives you a chance to stay connected to what’s happening on each account. If your account people aren’t great at getting back to you, saying “I’m about to write a monthly report for the President and I want to know what’s going on at your account”. They’ll get back to you. Also, you need answers in the report to show that you are trying to get as much out of the brand as you can. Both short and long-term.
Analytics 2016.106
Powered by Zedity

Digging In

As you are analyzing the mounds of data in front of you, you want to dig in everywhere that you can.

  • Start at the 4 week share for the brand overall, compare it to the 12-week, then the 52 week and see the major trend. This is the start of the story. Dig deeper on regions, channels and skus, figuring out the relative differences you start to see–either on the overall share basis (development index) or on the overall growth rate. Do the same with major competitors. That should give you the basis of your 4-week story and you can begin the document.
  • You next want to focus on the performance for the overall year. With both consumption and share, you want to give management a good forecast on what you think will happen. This can be in consultation with sales and your demand teams. The story has to be consistently told and shared with the senior leaders. If they sense a disconnect, it will look bad on you.
  • If you have good tracking studies, dig in on program tracking (advertising, sampling, in-store, professional recommendations etc) any brand funnel tracking (awareness, trial, repeat, U&A) that can support what’s happening on the consumption and shipments.
  • Drivers and Inhibitors are things that are happening in the market, not things that could happen. Ideally, they should match up to the Annual Brand Plan and the objectives on the brand. Think of these monthly reports like 1/12th of your brand plan–not only highlighting how the brand is doing, but what you are willing to do about it.
  • Keep it all on one page, forcing your writing style to be more direct. A senior leader should be able to digest it in 10 minutes.

When I was an Assistant Brand Manager (ABM), I dreaded doing the monthly report. It was a chore that cut into my life. I always wondered if anyone read them. I was awful at the beginning and then became a master of the report. I kept thinking if I can just get promoted to Brand Manager, I’ll no longer have to do them. But as I made it up to the VP level, I read them in detail, even sending back questions for each brand. Then, I started to do my own version of the report for the President. I dug in as I had at the ABM level and crafted the story. Not only did it project a sense of control to my boss, it also allowed me to sleep better because it gave me the sense that I knew what was going on.

Brand Dashboard

There is tremendous value in setting up a Brand Dashboard across your business.  You should be looking at brand wealth indicators such as Sales, Market Share, Margins, but you should also be looking at brand health scores such as brand funnel data (awareness, trial), program performance scores (advertising tracking) and distribution scores. Here is the example we use for most brands, but it really does matter on the key indicators for your brand.

Brand Plans 2016.074
Powered by Zedity

 

Here’s our training workshop we run on creating a Business Review for your brand:

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands. 

 

BBI Creds Training 2016 red.019

 

How to make your Creative Brief smarter

Posted on Leave a commentPosted in How to Guide for Marketers

 

The best Marketing Execution is creative, but never random. It is well-organized and lines up to the brand’s strategy. The creative brief acts as the bridge between the brand strategy and the execution in the market. The role of a brand is to create a unique idea that transforms the brand’s soul into a reputation that is perceived in the minds and hearts of the consumer, consistently delivered by the experience, creating a bond, power and profit, beyond what the product alone could achieve. Marketing Execution can play a critical role in making the brand stronger.

  • Great Marketing Execution should create a bond with consumers who connect with the soul of the brand.
  • Great Marketing Execution should establish your brand’s reputation based on a distinct positioning.
  • Great Marketing Execution should influence consumers to alter their behavior, making the brand more powerfully connected, eventually leading to higher sales, share and profit.

If you are creating Marketing Execution that doesn’t alter behavior or doesn’t help lead the brand on a pathway to higher profits, then you are wasting the hard-earned money of the brand.

 

Creating Beloved Brands 2016.077

 

Control the strategy. Give freedom on execution

Brand leaders have this backwards, giving freedom on the strategy with various options in the brief, and yet control the execution with a long list of mandatories and direction on style of advertising. In my 25 years of marketing, every great Creative Advertising person I met was a problem solving “in-the-box” type thinker, not a blue sky “out-of-the-box” thinker. Never give them a blank slate or blank canvas and ask them to come up with an ad. But never give them a solution. If they are “in the box thinkers” then the role of the Creative Brief is to create a box for them to solve.

 

A creative brief creates the box to play in.

While it hard to come up with the ideal brand strategies, sometimes it’s even harder to stay on strategy throughout the execution of the marketing activities. Many think the only intended audience of the creative brief is the creative team at your agency. Write it for yourself to keep you focused on your strategy, write it for your boss that might not be in the room when the creative work is presented, write it for other agencies to align with the main creative work and write it for the next brand leader on your desk to keep them focused on the strategy you have created.

Some think that a creative brief takes everything you know about your brand and only puts down those pieces of information relevant to the strategic choice you have made. In a way it does, but remember that it’s called a “brief” for a reason. Most brand leaders struggle to focus. It should force you to make choices in what you put in the brief. What you need the brief to do is to focus on a slice of the population (target), create something that gets them to take an action (desired response) that make the brand stronger (result). The brief lays out what to say (main message), how to talk to them to trigger that action (tone) and re-enforces why we can do it and others can’t. (positioning). As you create the box for the creative team, here are the rules of the box you create:

  • one clearly defined and narrow target
  • one benefit
  • one or two reason to believe
  • one strategic objective
  • make the consumers think, feel or do
Marketing Execution 2016.025
Powered by Zedity

 

Before you start writing a creative brief without doing your homework.

At Beloved Brands, we use six questions as a deep-dive homework to set up a Brand Communications Strategy.

  1. Who is in the consumer target?  (Who is the most motivated to buy?)
  2. What are we are selling?  (What is your main benefit?)
  3. Why should they believe us?  (Support points to back up what you say)
  4. What’s the long range feeling the brand evokes? (What is the Big Idea/Soul for the brand?)
  5. What do we want the advertising to do for the brand? (Strategic Choices)
  6. What do want people to think, feel or do? (Desired Response)
  7. Where will you deliver the message?(Media Plan)
Creative Brief 2016.049
Powered by Zedity

 

Transforming your Advertising Strategy homework into a Creative Brief

As we move from the home work you have done above into the briefing stage, here are 12 headlines you can use to help frame your creative brief:

  1. Why Are We Advertising
  2. What’s the Consumer Problem We are Addressing
  3. Who are you talking to?
  4. Consumer Insights
  5. What does our consumer think now?
  6. What do you want your consumer to think/feel/do? (Desired Response)
  7. What should we tell them? (Stimulus: benefit)
  8. Why should they believe us?
  9. Brand Positioning Statement
  10. Tone and Manner
  11. Media Options
  12. Mandatories

Once you answer the seven questions on the homework, you can use those answers to begin to populate your creative brief:

 

Creative Brief 2016.101
Powered by Zedity

 

A well written creative brief takes everything you know about the brand and strategically desire, and distils it down to 1 page. Here’s an example of a good creative brief:

Creative Brief 2016 Extract 2.001
Powered by Zedity

 

Where Brand Leaders make mistakes on the Creative Brief

Why are we Advertising?

The first area is at the top of the brief with the advertising objective.

  • An unfocused objective: Drive TRIAL of Grays Cookies AND get current users to USE MORE often.
  • A focused objective: Drive trial of Grays Cookies by positioning it as “The good tasting Healthy cookie”

I see too many briefs that have both penetration and usage frequency as one objective. Stop this, it’s TWO STRATEGIES that leads you to two targets, two objectives, two messages and possibly two different media options. Your agency will come back with one ad that does penetration and one for frequency and this gives up control of the strategy to the agency and even to you who now picks the best creative work, not the best strategy.

 

Creative Brief 2016.106

 

What’s the Consumer Problem we are addressing?

The next flaw I see is leading with a product driven brief, not a consumer driven brief.

  • A product driven Brief misses the consumer problem we are addressing: Gray’s market share is still relatively small. It is held back by low awareness and trial and the product usage is not on par with the category.
  • A consumer driven Brief lays out a clear consumer problem we are addressing. I’m always watching what I eat. And then BAM, I see a cookie and I’m done. As much as I look after myself, I still like to sneak a cookie now and then.

The best ads are rooted in consumer insights so you can connect and move the consumer in a way that benefits your brand. We recommend that you start with the consumers enemy—every product started by solving a problem, but every brand fights off an enemy in the consumers life.

Who are you talking to?

Brand Leaders tend to pick too broad of a target and as we mentioned in the homework, this just spreads your limited resources.

  • A broad target Brief: 25-55 year olds, current users and potential users. They shop mainly at Grocery and some Mass. They use 24.7 cookies a month
  • A highly targeted Brief: “Proactive Preventers”. Suburban working women, 35-40, who are willing to do whatever it takes to stay healthy. They run, workout and eat right. For many, Food can be a bit of a stress-reliever and escape even for people who watch what they eat.

Having a 30 year age gap is too wide: your agency will give you one ad for 25 year olds and one for 55 year olds. You want CREATIVE options, not STRATEGIC options. We recommend a maximum 5 year age gap to give your ad focus. Going after current and new users is an unfocused strategy that just spreads your resources.

Consumer Insights

Consumer insights adds real flavor to the target, and with great advertising is what creates that first connection that we “get the consumer”. But consumer insights are not facts and stats. You have to go a layer beneath the surface. Consumer insight is an enlightening discovery about consumer’s underlying needs and motivations. Insight is something that everyone already knows and comes to life when it’s told in such a captivating way that makes consumers stop and say “hmm, I thought I was the only who felt like that.

  • A bad “stats driven” Brief: Gray’s product taste drives high trial to purchase (50%) compared to other new launches (32%). Consumers only use Gray’s 9.8 cookies per month compared to the Category Leader at 18.3 cookies.
  • An insights driven Brief: “I have tremendous will-power. I work out 3x a week, watch what I eat and maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you”

We recommend that you frame your insight by starting with the word “I” to force yourself into their shoes and put the insight in quotes to force yourself to use their voice. Bring insights into the brief as ways to tell the story to the creative team, so they can build stories that connect with your consumer. The best ads are those where you can almost see the insight shining through the work.

 

Creative Brief 2016.035

 

What do we want consumers to think, feel or do? (Desired Response)

When getting into execution mode, think about the desired response before planning the stimulus. Too many Brand Leaders start with the stimulus. But, you should start with the response and let that guide what you’re going to tell them.

  • A bad Brief wants the advertising to do everything: We want them to THINK that Grays Cookies are unique. We want them to FEEL they can stay in control with Grays and it will keep them feeling successful in living their healthy lifestyle. And we want them to TRY Grays and see if they like the great taste.
  • A Better Brief is focused on accomplishing ONE thing: We want them to FEEL they can stay in control with Grays.

You should choose ONE of think, feel or act, not a combination. Good advertising can only move one body part at a time—so you have to decide, or else your agency will show you creative options for each of these strategies and the best ad will decide your brand strategy.

 

What should we tell them? (Stimulus)

As we work with brands, we try to get them focused on what the consumer gets from what you do, not just talking about yourself. The golden rule for getting someone to like you is talk about them, not you.

  • A feature oriented Brief: Grays Cookies are the perfect modern cookie, only 100 calories and less than 2g of Fat. For those looking to lose weight, the American Dietician Society recommends adding Gray’s to your diet. You can find Gray’s at all leading grocery stores.
  • A Benefit focused Brief: With Grays Cookies you can still have a great tasting cookie without the guilt.

Speak in terms of benefits, not features. Focus your stimulus on what consumers get (rational benefit) or how consumers feel (emotional). Try to narrow what you TELL consumers to ONE THING, not a laundry list of things. If you tell them too much, they’ll hear NOTHING.

 

Mandatories

The best briefs have few mandatories. I’ve seen Brand Leaders write long Mandatories lists, that makes it so prescriptive the agency ends up backed into a creative corner.

  • A Bad prescriptive attempt to control the Creative: Avoid humor, as a sarcastic tone will not work with our target market. Preference is for real customer testimonials supported by before/after with our 90 day guarantee tagged on. Ensure brand shown in first 7 seconds. Use Snookie, as our spokesperson. Ad setting in pharmacy will add credibility.
  • Good attempt to give Freedom to the Creative: The line: “best tasting yet guilt-free pleasure” is on our packaging. At least 25% of Print must carry the Whole Foods logo as part of our listing agreement. Include the Legal disclaimer on the taste test and the 12 week study.

If you think the first list is fictional, it’s not. I’ve seen every one of those mandatories in creative briefs. With the second list, you’ll notice that none of them steer the creative advertising ideas.

Creative Brief 2016.113
Powered by Zedity

Some simple rules for a good Creative Brief:

  • Target the people most motivated by what you do best. Don’t just randomly target competitive users that are most desirable to us, without knowing if we can actually win them over. Spreading your resources against a target so broad, everyone will think you message is for someone else.
  • Use what we stand for to show consumers what they get from us.  Don’t just tell what we do, so that it makes us appear the best in the category. Consumers don’t care what you do, they selfishly and rightfully so care about what they get.
  • Focus on getting consumers to do only one thing at a time: think, feel or do. Make a choice instead of  trying to get new users to buy and getting current users to use more at the same time.  Trying to drive trial and usage at the same time will leave consumers confused as to what to think, do or feel.
  • Use the creative work to tell the brand story in a way we love and believe in.  Great advertising is NOT about making sure we get all our key messages into the creative. With so many messages, people won’t know what you stand for, and you’ll never get a reputation for anything.
  • Connect with our target where they are most likely to engage with our brand story.  While efficient media is important, focusing solely on efficiency and ROI might lead us to staying beneath the consumer’s radar. Consumers hear 7000 efficiently placed messages a day, and quickly reject boring messages all day long. They likely will connect and engage with 5 messages a day. Will it be yours?

Trying to be everything to anyone, makes you nothing to everyone

To read more on Creative Briefs, follow this presentation

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands. 

Positioning 2016.112

10 reasons why people fail early on in their Marketing careers

Posted on Leave a commentPosted in How to Guide for Marketers

 

Every year, companies hire thousands of the best and brightest to become Assistant Brand Managers (ABMs). Brand Careers 2016.041It’s not easy to get a Marketing job, but you have to keep knocking on the door and believe it will happen for you. Because there are so many people who want in Marketing but only so few jobs, it’s really a buyer’s market at the junior levels. The process for screening can be intense with  5+ interviews, including senior people, sometimes a test or a presentation to a group. Yet, about 50% of these amazing newly minted Marketers won’t even make it to Brand Manager within the 2-3 years. Marketing has a tough up or out process, because there tons more wanting to get in. Most companies have a process to weed out those who won’t make it. In my time in the CPG world, here is what I saw as the reasons why some failed and others succeeded. 

Here are the top 10 reasons why people fail in Marketing:

  1. They can’t do the analytical story tell. They fail to turn monthly share reports into stories that can travel up the organization. Their deep dive analysis is either too complicated that no one can follow the story or too shallow that they only do the “surface cleaning” type analysis that never really finds the real insight, just what we already know.
  2. They struggle to deal with the ambiguity of marketing. The ambiguity boxes them in where they can’t think differently about a problem or it causes them personal stress. They come up with solutions to get out of ambiguity rather than reveling in the ambiguity to find the best solution. I once asked a candidate “how do you deal with ambiguity”. Her answer was “I try to organize it because no one likes ambiguity”. She asked me how I deal with ambiguity and I said “I revel in it. I love it. I struggle with it. I let the ambiguity eat away at me until I find that great answer, not just settling for an answer because it gets me out of the ambiguity faster.” If you can’t deal with ambiguity, you should not choose a Marketing career. Brand Careers 2016.049
  3. They are slow at moving projects through. They struggle to make it happen! Maybe they are indecisive, unproductive, disorganized or can’t work through others. Big Picture: they are frustratingly slow for others in the system. They become the bottle-neck. They keep missing the small milestones causing the team to miss the deadlines. In some cases, it’s not whether you are slow or fast, but whether you are slower than your peers?
  4. They selfishly think about themselves. This becomes the leadership de-railer. They manage their career around their ego, they overstep the boundaries of gossip, going above heads politically. They play the game, but they make it look too obvious. They think they are highly political, but others see them as not very politically astute. They are not a team player with peers or cross functional players. The system has a way of isolating these people. This raises a red flag for future leadership roles. If it is noticed at the junior level, it will become more evident at more senior roles. 
  5. They don’t work well through others. Conflicts, teamwork issues, communication. The odd thing about Marketing is you must work through a group of subject matter experts (SME’s) who know what they are doing, and you’re relying on these same people to teach you how to be a good Marketer. Your supply manager will teach you about forecasting, packaging approvals and even design tricks. Your finance manager can teach you about accounting and the key indicators management looks for. Your promo manager or trade marketers will teach you about customers, sales people etc. If you don’t use these people to enhance your skill, you’ll eventually crash and burn. The collection of SME’s will likely teach you more about marketing than your boss will. If they can’t work with you, they’ll also be the first to destroy your career. Be careful if you think it’s smart to “rat on these people” because they likely taught your boss how to be a great Marketer. 
  6. They miss answers by not being flexible. They fail to find the balance between what the head thinks, what your heart feels or even what the gut tells you. When a junior Marketer is questioned, a senior manager can tell if they have struggled enough with a problem to get to the rich solution or whether they just did the adequate thinking to get to an “ok” solution. The style of a good senior manager’s questions is not always information gathering but rather designed to poke holes in the story to see that the deep rich thinking and even the appropriate struggling has gone on. The questions are designed to give the senior leader confidence, and if you fail to answer, then they now have doubt.
  7. They fall for tactical programs that are off strategy. This becomes a tell-tale sign that they won’t make it to more senior levels, where you will own the strategy. If you deviate from the strategy to choose the coolest tactic that has nothing to do with the goals or strategy, then you will be seen as tactical and not strategic. Always remember that Marketing is a balance of strategy and execution–you must think with strategy and execute with instincts.
  8. They hold back from making contributions to the team strategy. It is ok to be a quiet Marketer, but not at the decision-making table. You must must have a voice or you will be labelled as a do-er. Those who fail don’t proactively provide a point of view on strategy. They don’t show the ownership needed to become a brand manager and people start to wonder if it’s in there or not.
  9. They settle for “good” rather than pushing for “great”. While a lot of entry level Marketing jobs are highly executional, if there becomes a noticeable pattern where the Marketer just takes the “ok” ideas, it begins to look as though they don’t care enough. If they aren’t passionate enough to push back, it raises questions as to whether they will they be able to do so later in their career.
  10. They are poor communicators, with manager, senior management or partners. They fail to adequately warn when there’s potential problems. They leave their manager in the dark. Here a tip on managing your boss in an organization: If you think you know the answer, then speak in a telling voice and let your boss challenge you. If you don’t know the answer, then speak in an asking voice and let your boss help you.

On day 1, everyone has all ten of these de-railers, some that you can easily over-come but others will take time and effort to really fix. What really separates “great” from the “ok” is what you’re willing to do with these. Those who seek out feedback, welcome it and act on it will be the successful ones. I hope that your company has a process of giving feedback or that you get lucky to have a manager that cares about your career and is willing to give you the tough feedback. But if not, seek it out. Be honest with yourself and try to fix one of these per quarter. My hope is that you are able to maximize your full potential in Marketing.

 

Avoid these 10 de-railers and I wish you the best of luck to you in Marketing career

Here’s a presentation on How to have a Successful Marketing Careers: 

 

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands. 

Positioning 2016.111
Powered by Zedity