Tag Archive: Advertising

Here’s how a BIG WIDE BRIEF gets you Lousy Advertising

Great Advertising comes from a Balance of Freedom and Control.  

Slide1One of the worst part about the current state of Brand Management is that most Brand Leaders allow too much freedom on the strategy, but want to have full control over the creative execution. It seems odd because Brand Leaders should be doing the opposite.  

Brand Leaders should control the Strategy and give freedom on the Execution.  

While clients are always asking agencies to see a range of work, what I think they really mean is to see a range of “creative” options, not “strategic” options.  But when you write such a BIG WIDE BRIEF, what you get is a range of strategic options that address various parts of your BIG WIDE BRIEF.  Right away, you give up control over the strategy.  

A Good Brief Should Be Brief, Not Long!  

My simple rule of thumb is that a good briefs should have:

  • one objective
  • one desired consumer response
  • one target tightly defined
  • two consumer insights to tell the story
  • one main benefit
  • one or two main reasons to believe
  • zero creative mandatories

Look at your most current brief and take your pen and stroke things off your BIG WIDE BRIEF!  Once you make your brief smaller and tighter, you’ll see how clearer things will become.  Get rid of the “just in case” lists of things. Stop putting things your boss wants. Stop putting things global wants in your brief. While putting those things into your brief might help you sleep at night, it won’t get you better work and will eventually cause you nightmares.  Before even getting to the brief stage, make sure you do all your homework with an Advertising Strategy that answers the following questions:

  1. Who do we want to sell to?  (Who is your Target Consumer?)
  2. What are we selling?  (What is your main Benefit?) and why should they believe us?  (Reason To Believe)
  3. What do we want the Advertising to do for the brand?  (Strategic Choices)
  4. What do want people to think, feel or do?  (Desired Response)
  5. What’s the long-range feeling the brand evokes (The Big Idea)

The brief should isolate the task to coming up with creative solutions to the defined strategic problem. Never use the advertising process and what ad wins the copy test to come up with your brand strategy.  The strategy frames the execution–the execution never determine the strategy.  

Slide1

Stop the BIG WIDE BRIEF and focus your Strategy

The first flaw of a BIG WIDE BRIEF is the Advertising Objective where I’m seeing lists of 3-4 objectives instead of just one objective. Right away, the brief is headed in the wrong direction. Too many briefs have both penetration AND usage frequency listed as one objective. That’s two separate strategies that leads to two targets, two messages and possibly two different media options. Here’s how different these two strategies really are:

  • Penetration ads get someone with very little experience with your brand to consider dropping their current brand to try you once and see if they like you.
  • Usage Frequency ads get someone who knows your brand already, motivating them to change their current behavior so they can fit your brand into more parts of their life.

I see this all the time. Your agency will come back with one ad that does penetration and one that drives frequency and call that a creative range. You just gave up control over the strategy and now the best ad execution decides your brand strategy.

The next flaw of the BIG WIDE BRIEF is an unfocused Target Market. I once worked with a Brand who had their target listed as:  18-65, current customers, new potential customers and employees. My first response was “why did you leave out prisoners and tourists?”.  They were worried about alienating some consumers. Isn’t alienating a synonym of Targeting?  Good advertising should alienate. I expect Beats by Dre advertising to target 17-year-old urban kid with his hat on backwards. I still want those damn headphones. I don’t feel alienated. At Beloved Brands, we recommend a maximum 5-year age gap (e.g. 35-40) in your target definition to ensure that your Ads are focused.  Many briefs have a 20-year age gap (e.g. 30-50) and that is too wide—your agency will give you one ad for 30 year olds and one for 50 year olds—and you just gave up control over the strategy one more time. When thinking of your target, you have to matter most to those who care the most about what you’re selling. It will be easier to move them towards your brand by making them feel special.  Trying to matter to everyone will just confuse the most motivated and leave them feeling like they don’t matter any more than those who don’t even care.Slide1

The third flaw of the BIG WIDE BRIEF is the Desired Consumer Response. Great advertising can only move one body part at a time: the head, the heart, the feet or the soul. Pick one. As more brands are trying to move to “emotive” advertising, you still have to remember that your brand strategy is dependent on where your brand stands now, before you can use Advertising to try to move your brand to a new place.  At Beloved Brands, we use a hypothetical Brand Love Curve to map out where the brand is now, as brands move from Indifferent to Like It to Love It and finally to the Beloved stage.  If you’re a NEW brand or at the INDIFFERENT stage, you should be focused on the HEAD, so that you can get Consumers to THINK differently about your brand.  It is rare that a brand can move so quickly to the love it stage (Beats by Dre might be one exception).  Put it this way, while everyone in life wants to hear the words “I love you”, it’s kinda creepy and meaningless if you hear it on the first date. If your brand is at the LIKE IT stage, focus on moving the FEET so you can drive ACTION to get consumers to buy and create a following.  If you are at the LOVE IT stage you can focus on the HEART and get current Loyal users to connect emotionally and LOVE you even more. Advertising alone cannot make a consumer love your brand–they have to love you before you tell them to love you. If you are at the BELOVED stage, focus on the SOUL and get those who love your brand to FEEL a part of the Brand. If you don’t decide what body part your ad should focus on, the agency will likely show you a range of emotional and rational ads, and once you pick the safe rational choices you’ve always picked, you’ll only be demoralizing your creative team.

Slide1

The final flaw of BIG WIDE BRIEFS is too many Messages. The current generation of Brand Leaders try to say as much as possible. I’m not always sure why, but you need to stop believing that “if we tell them more than they’ll retain more”.  No, the 100 years of marketing says that if you say too much, there is a risk that they’ll hear nothing. What if I told you that in today’s crowded world of advertising, the consumer now sees about 6000 brand messages per day?  Would you still want to give them 5 messages?  I hope not.  Narrow down your message to say ONE THING only.  When list of messages, the agency will likely give you one of those crappy “marriage of benefits” ads just to make you happy.  Or the agency will pick out ONE of the benefits and put the rest into some list that gets read within the ad. Now you’ll be happy with the list, but really you’ve just given up control of what the ONE thing is you want to say.  The only other possible solution is they just get the Voice Over talent to read the script at an even faster pace than normal.  When I was a month into my job as an ABM, at a voice edit the agency told me that our voice over talent made about $500k a year.  I said “what makes him so good?” and the account executive said “he has this unique talent to be able to speak twice as fast as other voice overs and still remain clear, so he’s in very high demand”.  That’s not a good sign for our industry, is it?  Slide1

On the flip side, the current generation of Brand Leaders are trying to control the Creative with a long list of Mandatories.  A well-written brief should have ZERO mandatories. Mandatories feel like a cover up for the insecurity of a badly written brief. The best Brand Leaders give freedom on the creative execution. At the first creative meeting, you should be surprised by the Creative work, but like it as soon as you see it.  You shouldn’t have a clue what the ad will look like. Stop the long list of Mandatories, that makes it so prescriptive the agency ends up backed into a creative corner. Why bother having an agency then?  

Use the Brief to control the Strategy and give freedom on the Execution

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO GET BETTER ADVERTISING, click on the Powerpoint presentation below:

We make Brands better.

We make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911Slide1

Continue Reading

Vote: Which Derek Jeter retirement Ad is better? Nike or Gatorade

wptv jeter video_1405433712805_6833582_ver1-1.0_640_480Amidst all these problems with athletes in the news, Derek Jeter stands out as the Joe Dimaggio of our generation. Even non-Yankee fans recognize him as a first class player.  Everyone respects him. Thirty years from now, he’ll still command a standing ovation wherever he shows up.     

Two of the major sports brands have made tribute TV ads–both taking a slightly different stance.  For Nike, it seems only true fans will get all the subtleties while the Gatorade ad is for masses–it’s almost more of an Ad about New York than baseball.  

Both are great.  Watch below and then cast your vote.  

 

Nike “RE2PECT”

Gatorade “Made in New York”

 

Vote Below: 

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO GET BETTER ADVERTISING, click on the Powerpoint presentation below:

We make Brands better.

We make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

Slide1

Continue Reading

Case Study: The Starbucks Come Back story: Losing their focus, only to regain it!!!

ray_charles_starbucks.03In 2003, Starbucks was on their first peak of their climb. It’s very likely that the corporate ego was also peaking.  “We can do anything”. But, just as they hit that peak, somehow their corporate arrogance got the best of them and they decided they are bigger than “just coffee”, so they created their own recording company, which successfully won 8 Grammy’s 2 years later. In 2006, Starbucks launched their first movie, then started partnership with William Morris to scout for music, books, films and finally Starbucks opened their own “entertainment” office in LA.  I remember when, a few agency folks marvelling and trying to convince me to follow the Starbucks lead.  The whole idea was that Starbucks had the potential to be the “third place” in people’s lives:  Home, Office and Starbucks.  The music and movies were all part of bringing that to life for Starbucks. Marketing academics were writing about it and gushing over it. That’s ok as an idea in theory, but in terms of managing a culture, Starbucks had a very hard time staying focused on what they did best:  make a great cup of coffee.  

By 2008, the lack of focus caught up with them. The most loyal consumers of Starbucks were seeing cracks in the service and quality and began choosing local establishments, who were solely focused on making a great cup of coffee.  Starbucks cut 18,000 jobs, closed 977 stores and same store sales were down 7%. Stock price falls to $7.83, down from $39.63 in 2008.  Yikes.

sbux_fallenThe Starbucks brand was in complete free fall. I remember doing a speech, right at the height of the Starbucks collapse and very few people considered it a beloved brand.  I was almost in shock.  And, about half the room figured it wouldn’t be around in 10 years. People were seriously starting to wonder “is this the next Benetton?”  (the brand that drank and believed in their own Kool Aid)

In 2009, Starbucks re-focused on what they do best: COFFEE.  They had no choice.  Every turnaround story has to start with “so what do we do best?” and then eliminate everything else. They closed every store for a day of re-training the barista. A brilliant move to tell most loyal consumers: “we know we messed up, but we’re going to get it back”.  But more importantly, it told the culture of Starbucks that the most important thing we do is make a great cup of coffee.  That barista is essential to our brand. It all starts with that. Starbucks began to innovate, but again it was focused going deeper around their COFFEE, with broader line of coffee, pastries, accessories sandwiches. No more movies or music.  All of a sudden, they were focused.  27sbux.600

Following the comeback story, by 2014, Starbucks sales are up 58% versus 2009, five-year 10% CAGR. Gross Margins are back up to healthy 55% range from a low of 28%. The current Starbucks stock price at $75, a $10K investment back in 08 would get you $95,800 today. The crucial lesson for Starbucks is the lack of focus cost them dearly in providing what it was that made them famous:  a great cup of coffee.  Yes, they can be that third place in people’s lives….as long as the coffee is good. 

Slide1

Focus is essential to Strategy 

The only way to win in strategy is when your gains exceed your effort—you to get more, than you put in. That starts with focus.  Every Brand has limited resources (financial, time, effort and alliances) against endless opportunistic choices to make (target, message, strategy and activities). Strategy starts with making a choice, where you will apply your limited resources, against the pressure points you know you can win and breakthrough, so that you can gain something bigger than the point itself.

Focus makes you matter most to those who care the most. Don’t blindly target consumers:  target the most motivated.  Focusing your limited resources on those consumers with the highest motivation and  propensity to buy what you are selling will deliver the highest return on investment.  In a competitive category, no one brand can do it all: brands must be better, different or cheaper to survive. Giving the consumer too many messages will confuse them as to what makes your brand unique. Trying to be everything to everyone is the recipe for being nothing. Return on Effort (ROE) is a great tool for focusing your activity.  Doing a laundry list of activity spreads your resources so thin that everything you do is “ok” and nothing is “great”. And in a crowded and fast economy, “ok” never breaks through enough to get the early win and find that tipping point to open up the gateway to even bigger success. 

When you focus, 5 things happen to your Brand.

  1. Better Return on Investment (ROI): With all the resources against one strategy, one target, one message, you’ll be able to move consumers enough to drive sales or push other key performance indicators in the right direction.  
  2. Better Return on Effort (ROE): It’s about getting more back than you put into the effort. Working smart helps make the most out of your people resources.
  3. Stronger Reputation: When you only do one thing, you naturally start to become associated with that one thing—externally and even internally.  Reputation is a power you can push to find deeper wins.
  4. More Competitive: As your reputation grows, you begin to own that one thing and you can better defend that positioning territory. You can expose the weakness of your competitors, attract new consumers as well as push internally (R&D, service, sales) to rally behind the newly created reputation. 
  5. Bigger and Better P&L: As the focused effort drives results, it opens up the P&L with higher sales and profits. People with money invest where they see return. 

Focus starts with knowing what you do best and stick with it 

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO THINK STRATEGICALLY, click on the Powerpoint presentation below:

We make Brands better.

We make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

 Slide1

Continue Reading

The biggest factor in getting to great advertising….is the client.

If you are a Brand Leader who struggles with advertising, you know how hard it is. I’m asked all the time, what is it that makes one Brand Leader good at advertising and another not so good? 

Simply put, great Brand Leaders are able to consistently get great advertising that drives towards their objective into the market, and equally able to keep bad advertising that does nothing for them off the air.

Some Brand Leaders blame themselves, almost surrendering to the idea of: “I’m more strategic type of marketer, and not that good at advertising”.  But I hope you don’t quit on yourself, because being good at Advertising takes experience, practice, leadership, feedback and a willingness to adjust. You can get better, if you really want to.  Slide1Some Brand Leaders blame their agency, and even fire their agency. But from my view, an OK agency can do great work on a great client. But a great agency can fail miserably with a bad client. Most clients fail to realize that the role of the Brand Leader is the most important factor in getting great ads. 

If you knew that how you showed up as a Client would get you better advertising, do you think you would actually show up differently? 

At creative meetings, do you stay big picture, avoid getting into details? When giving direction, do you avoid giving your own solutions?  When you gave your agency a brief, you put them in a box.  Now you should use your feedback as a way to put them in a new box ,a modified version of the box you created with the brief you gave them. Agencies don’t want your solutions, they just want your problems. The best agencies are problem solvers who are in the box thinkers.  As a great Brand Leader, your role is always to give them a box they can solve.

The best advertising comes from a very tight Brand strategy.  How tight is your brief?  

Do you stay focused on ONE target, ONE strategy, ONE benefit behind ONE big idea? Avoid the “just in case list” where you sneak “one more thing” onto the brief.  Narrow the Target market and tell their story with engaging insights.  Start with the desired consumer response before deciding what your brand should say.  Develop a testable Brand Concept before the brief so you know the strategy works with consumers, isolating the creative as the only thing you need to figure out.  Slide1

Are you one of the FAVORITE clients of your agency? 

As a Brand Leader, your role is inspire everyone to WANT to work on your brand, never treat them like they HAVE to work on your business. I know you pay the agency, so you might think that motivates them right away.  Not quite.  Do you meet the creative team before the first creative meeting to connect, align them with your vision and inspire them to push for great work? My guess is you don’t. You wait till that first creative meeting, and get introduced to the people who have been secretly working on your brand for the past few weeks. Are you the type of client to take creative risks, and be willing to be different to stand out?  Great advertising is a balance of control and freedom.  You should control the strategy and give freedom on the creative, but somehow the reverse happens.  Uncertain Brand Leaders give freedom on the strategy, yet they come into the advertising process with a pre-determined look and feel.   

If you meet resistance to GREAT advertising, even from your boss, are you the Brand Leader that is willing to fight anyone in the way? 

Every great ad I’ve worked on, there was almost a breaking point.  Whenever I fondly think of my old ads, I always smile when I think of that “near breaking point” that we got past.  As the Brand Leader you have to be the one to fight for great work and maneuver through that near breaking point. Your agency will take notice that you are that type of leader and they’ll want to work on your brand, willing to give you their best work. Do you resist approving Advertising that is “just OK” and “safe”?   What signal do you think it sends everyone involved? I believe that you have to LOVE your advertising, and never settle for OK.  Somewhere along the line, if you don’t love it, you’ll likely just give in. And then everything fails.  And you start again.  

If you knew that how you showed up as a Client was the biggest factor in getting better advertising, do you think you would actually show up differently?

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO GET BETTER ADVERTISING, click on the Powerpoint presentation below:

We make Brands better.

We make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

Slide1

Continue Reading

Is it time we admit that the Apple BRAND is better than the Apple PRODUCT?

Slide1

Apple is clearly the brand of our generation. In our house, we have an iMac desktop, 2 iPads, 3 iPhones, and two MacBooks.  I love Apple. But this past spring, as my phone contract expired, I started to wonder if I get the iPhone 5S or wait for the iPhone 6.  I was a free agent, and started to look around. I looked at the Android, but like many “Apple fans”, I viewed them as the competition, like a NY Yankee fan might view the Boston Red Sox. The more I dug in, the more I realized the Android phone was quite better than the iPhone: bigger screen, faster processor, better camera.  So I bought a Samsung Galaxy Note 3. Whaaaat? That’s right. A Samsung. I felt like a cult member who snuck out of the compound one night and drooled when I saw the Samsung phone. I could see the Galaxy was light years ahead of my iPhone.  Now that I see the iPhone 6, I’m glad I bought the Samsung instead of waiting.  

Yes, the Apple iPhone 6 news kinda fizzled, but does that matter anymore?

I’m no tech expert, but the iPhone 6 feels a very incremental technology. I’m sure it does a few things I’m not aware of or could appreciate. Financial analysts were so bored by the launch, many downgraded the stock. Yes, the Apple stock price is extremely high, but maybe it’s time for the stock to stop living and dying based on the next great launch.  And maybe, it’s time for us to realize that Apple has shifted from a product driven brand to an idea driven brand.  The real reason people buy Apple is the BIG IDEA that “We make technology so SIMPLE, everyone can be part of the future”. With Apple, it has become less about how we think about the product and more how we feel about the brand. While Samsung has a better product than they do a brand, Apple now has a better brand than they do a product.  Samsung can’t get past talking features instead of benefits, offering almost zero emotional connection beyond the product.  Apple has created such an intensely tight bond with their consumers, they are more powerful than your average monopoly. Apple uses that power with the very consumers who love them, against competitors who try to imitate them and through every type of media or potential key influencer in the market. Below we have mapped out the Brand Strategy Road Map for the the Apple brand.  

Slide1
Apple isn’t really a technology leader, and likely never was. Yes, Apple had an amazing decade of new products from 2001-2011 that gave us the iPod, iTunes, Macbook Air, iPhone and iPad, but Apple is 
a quick follower who figure out the mistakes the technology leaders make and then cleans them up for the mass market. Apple exploits the fact that the first to market technologies are so badly launched (mp3 players, on-line music and tablets) the average consumer never really sees them, leaving the perception that Apple is the innovator. Apple’s product strategy is: “We bring technology that is simple and consumer friendly across a broad array of electronics products. Products have simple stylish designs, user-friendly functionality, convenience and speed.”  Apple’s brand story, told through great advertising like “Mac vs PC” is: “Technology shouldn’t be intimidating or frustrating. We make it simple enough so you can be engaged right away, do more and get more, with every Apple product you are use.”   As an example below, the  beautiful ads over the past year are less about the product features and more about how the brand makes you feel.  

 

The most Beautiful Apple Product Apple is now their P&L statement

Maybe we just need to relax on these Apple launches and admire Apple’s Profit and Loss statements.  Apple is going to sell about 80 million iPhone 6’s and I bet the iPhone 6 will be under many Christmas trees this year. Stores continue to be packed–it’s tough to even get an appointment.  The Apple retail stores have the highest sales per square foot, almost twice the #2 store, which is Tiffany’s selling diamond rings.  

Apple is now a huge mass market corporate brand, with a market capitalization of $600 billion, 3 times the value of companies like Coke, Procter & Gamble, Pfizer and IBM.  Apple has moved from the challenger type brand to the “king of the castle” brand. Back in the 1980s, IBM was the “drive the BMW, wear a blue suit with polished shoes” type brand, while Apple was “comfortable in your VW Bug, tee-shirt and sandals” brand. Apple was the alternative, anti-corporate, artist. But that’s changed. As much as Apple fought off and won against the corporate arrogant brands like IBM, Microsoft and Sony, they’ve now become that very type of corporate brand.

At Beloved Brands, we believe the more loved a brand is by it’s consumers, the more powerful and profitable that brand can be.  The best example of this model is the Apple brand. 

Slide1

In researching the Apple brand, and as a true brand geek like me, when I opened up their P&L statement I almost gushed:  I drooled over the compound annual growth rate, stared at the margin % and was in awe of how their fixed marketing spend stayed constant as the sales went through the roof.  It’s the P&L that every Brand Leader wants to leave for the next guy.  

Apple Brand > Apple Product

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on the programs we offer, click on the Powerpoint presentation below:

We make Brands better. We make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

Slide1

Continue Reading

The best advertising comes when Brand Leaders control the strategy and give freedom on the execution.

Control the Strategy with a Tight Brief

Brand Leaders take pride in being strategic thinkers. Yet, why when it comes to Advertising, do they throw strategic thinking out the window and become masters of execution? To get great advertising, Brand Leaders should control the strategy and give freedom on the execution. Yet I see them giving up control over the strategy all the time. A good tight brief has one problem, one objective, one target and one main message.  As soon as you write a broad brief that goes beyond that, you’ve just given up control over the strategy.

  • If your brief has a broad target market, some ads will naturally fit younger and some will fit older. But it’s unlikely one ad will fit both targets. A good brief should have no more than a 5 year age gap on the target. 
  • If your brief has two benefits, the agency will come back with one ad for the first benefit and another ad for the second benefit. I hope that’s not what you wanted when you picked two benefits. Or worse yet, you’ll get the “marriage of both benefits” type ads and those are usually very lame. A good brief should have only one benefit!!!!
  • If your brief has two objectives, it will fail at both. So many briefs I see advertising objective say: “get new users and get current users to use more” (penetration and frequency).  That’s impossible in one ad. Getting new users is getting competitive users to THINK differently about your brand so they cast aside their current brand to try you just once. Yet, driving usage frequency is a message to those familiar with your brand and trying to get them to FEEL differently enough to change their behavior. I would argue it’s impossible to achieve these two things with one ad. If I’m wrong, send me an ad that does both. If you can’t find that ad, then go to your brief now, and if you have both objectives, strike out one and your brief will get better. 

Your broad brief, which might help you sleep at night, just squandered your control over the strategy. And soon you’ll be having nightmares. The role of the brief is to create a nice tight “box” that defines the problem, objective, target and main message. Since the best agency talent are “in the box” thinkers who solve problems, the best brief gives them a “box” to solve. Briefs with multiple objectives or many main benefits send the signal to agencies that you aren’t quite sure and want the agency to pick the strategy. Briefs with a long list of mandatories sends the signal that even though we don’t know the strategy, we do think we know what we want the execution should look like. A great brief is tight enough that it doesn’t even need mandatories.  

Slide1

Give freedom on execution to your Agency

Being a Brand Leader is a very odd job: you don’t do anything and you don’t really know anything. You don’t make the product, don’t sell the product and don’t make the ads. You just make decisions. However, marketing seems to attract know-it-all types that love to tell everyone what to do. I was once one of those know-it-all Brand Managers so I know that type well. And yet, only when I figured out that not knowing anything, and not doing anything put me in a more powerful position to make better decisions did I master the art of Brand Management. If the agency is a problem solver, then you are a problem giver. Think of it like great therapy. You just spill your problems and others come up with solutions and you decide on which solution works best. The only thing you have to do well, is make decisions. What a great job.  

At every stage of advertising, Brand Leaders really have 3 options: 1) approve the work 2) reject the work or 3) change the work.Slide1

From what I see, Brand Leaders rarely approve the work outright. Even though the agency would love it, it is almost unrealistic to think they could perfect the ad without any challenge from the marketer. I’ve been lucky enough to have a few ads in my career that required very little feedback. It likely means we nailed the brief. The reality is that great work is usually made collaboratively with both agency and client.  

On the flip side, Brand Leaders are sometimes too uncertain to reject the work completely. They tend to keep things alive too long. I remember on my first ad, I kept being so passive on this one idea that I hated. I never rejected it fully and the agency kept coming up with new ways to fix that ad. Here’s my advice: if you don’t love the ad, you’re not doing anyone a favor by keeping it alive. Great advertising takes a fight internally, and many times if you don’t love the work, then you won’t fight for it. Explain why you hate it and if that creates a new problem for the agency, you might be surprised at a new solution they come up with.  

It seems that most times, Brand Leaders choose the option to change the work. Do you think that’s your role in the process?  I see too many Brand Leader showing up ready to pounce on the work with a list of changes, rather than digesting it and making decisions on how to make the work better.  They’ll say: “make the lead a woman instead of a man, move the pack shot earlier, get rid of that line and change this line.” What I don’t understand is that If you didn’t feel talented enough to come up with an ad in the first place, why are you now talented enough to do something even harder: to change the work.  I’d challenge brand leaders to stop coming up with solutions and rather start finding ways to frame their problems, so they keep the agency engaged and challenged.

Being the Brand Leader on the hot seat is not easy.  

Until you gain experience in the hot seat, it is highly stressful, scary and uncertain. It can feel like your brain is spinning,so many thoughts are going around in your head and you feel pressure to say the right thing. 

Slide1Try to stop spinning by asking yourself four key questions:

  1. Do I love it? How passionate are you? If you don’t love it, how do you expect your consumer to love it? If you “sorta like” it, then it will be “sorta ok” in the end. But if you love it, you’ll go the extra mile and make it amazing. Would you be proud of this as your legacy?
  2. What is my gut reaction? What’s your immediate reaction when you reach for your instincts? Relax, slow yourself down enough to soak it in, right in the meeting. It’s easier to quickly reject out of fear than find what your gut really says. Many times, instincts get hidden away because of the job.
  3. Is it on strategy? Is the Ad an expression of what you wrote in your strategy documents? Use a process to help frame things in your mind, so you can evaluate it past how you feel. The tool I recommend is the ABC’s (attention, branding, communication, stickiness) which helps to give you something to ground yourself. Take your time with this thinking.
  4. Does the ad have long-term potential? Is it BIG IDEA, you can see lasting for 5-10 years, going across various mediums (mass, on-line, in store), capable of speaking of the entire product line up, Think about leaving a legacy beyond your time in the role, which forces you to think of campaign-ability.

When you slow it down, you’ll start to see ideas and not executions.You’ll be able to sort through what’s working and not working for your brand. Next time, instead of providing solutions to your agency with a “list of changes we want” I’d challenge you to give the agency a problem with a “list of challenges to the work”. In essence, if the original brief created a “box” for the creative team to figure out “in the box” solutions, then use  your feedback to create a “modified box” for the agency to solve, not a check list of changes you want on the ad. Never be afraid to slow it down, think it through, see where it is going or where it could go. Sometimes when we slow down our thinking, then the actions actually go faster. Great Brand Leaders think with strategy, and act with instincts.

The role of the client might be the most important factor in getting great ads. An OK agency can do great work on a great client. But a great agency will fail with a bad client. So be the best client you can be.

If you knew that being a better client got you better advertising, would you actually be able to show up better? 

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO GET BETTER ADVERTISING, click on the Powerpoint presentation below:

We make Brands better. We make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

Slide1

Continue Reading

10 Things GREAT ADVERTISING should do for your Brand

Slide1

Advertising is very hard. In fact, it’s likely the most complex part of marketing, because it’s where everything comes together–your consumer, you brand strategy, your positioning and every opinion in your entire company.  It’s hard for a Brand Leader to manage at times and it can be hard to find that missing ad you’ve been looking for.  If you want to see a company struggling on Advertising, look at Wendy’s and the lack of consistency they’ve had since Dave Thomas.

Here is a tongue-in-cheek look at why Advertising can be difficult. Slide1

What makes some Brand Leaders GOOD at Advertising?   I love asking this question and I never really get great answers.  Usually people think “they are creative people” or “they listen well” or “they have lots of advertising experience in their background”.  All a little true, but my simple answer might be a little complex:  Simple put, they are able to consistently get good advertising on the air, and keep bad advertising off the air.  But this is actually a very complicated answer.  From my experience, I’ve rarely met an easy process for getting to great work. All the great ads ad had a long list of doubters, detractors and obstacles to maneuver or overcome. There is always a near breaking point. You should almost be scared when it goes too easily. Must mean it’s too safe.

But from what I see, the biggest reason in getting great Advertising starts with how good the Brand Leader is.  An OK agency can do great work on a great client. But a great agency will fail with a bad client.  Being good at Advertising takes time, practice, feedback and a willingness to adjust. 

slide15The Real Question to be Asking yourself: If you knew that being a better client got you better advertising, would you actually be able to show up better?  The presentation below outlines how to be better at advertising, looking at the skills, behaviors and experiences Brand Leaders need.  As a starting point here are the 10 elements you need to achieve better advertising:  

The 10 things GREAT ADVERTISING should do 

  1. Set Yourself Apart. Beloved Brands must be different, better, cheaper or not around very long. The story telling of the brand’s promise should help to separate the brand from the clutter of our minds. That starts with creative that feels different and makes the brand seem different. 
  2. Focused! A focused target, a focused message, a focused strategy against a focused communication idea and a focused media. 
  3. Keep the Idea and Communication very simple. Communication is not what is said, but what is heard. Too many people try to shout as many messages as they can in one ad. What the consumer hears: a confusing mess or nothing really. 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. If you can’t YELL it out in one breath, then your idea is too complex. The Volvo Brand Manager gets to yell “Safety” in one clean simple breath. Can you do that? 
  4. Have a Good Selling Idea. While big ideas break through, they also help you to be consistent, because you have to align your thinking to the Big Idea. You’ll see consistency over time, across mediums–paid, earned, social and search, throughout the entire brand line up of sub brands. Consumers will start to connect to the big idea
  5. Drive Engagement:  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 it all starts with Attention. The consumer sees 5,000 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.
  6. Let the Visuals do the talking. With so many ads, you need to have some visual that can capture the attention, link to your brand and communicate your message. The ‘see-say’ of advertising helps the consumers brain to engage, follow along and remember. As kids, we always love the pictures. We still do. 
  7. Sell the solution, not the product. People use brands to solve problems in their lives. They’d prefer not to have that problem than have to buy your brand. No one has ever wanted a quarter-inch drill, they just need a quarter-inch hole. 
  8. Be Relevant with the Consumer. A beloved brand finds a way to matter to those who really care. Not only in the right brand promise but in the right communication of that promise. You can’t sell carpet cleaning to someone who just has hard wood floors. 
  9. Have the Ads based on a consumer Insight. Insights are not facts about your brand. That’s just you talking AT the consumer. Insights allow you to connect and turn the ad into a conversation. Insights are something the consumer already knows but they didn’t realize that everyone felt that way. Insights enable consumers to see themselves in the situation and once you do that, the consumers might then figure the brand must be for them. 
  10. Tell the story behind the brand. Talk about your brand’s purpose. Why did you start this brand? What do you hope that the brand really does to help people? Why do you get up in the morning. Remember: people don’t buy what you do, they buy why you do it.

Think of Advertising as the Creative expression of your brand strategy.

While it needs to accomplish a strategic task, it also projects an image of what your brand is about. Good advertising starts with a big idea—big enough to stand over time, giving the consumer a consistent touch point with the brand. The idea may need to have room for an array of support messages that build the one constant vision and positioning for the brand.

Always remember there is truth in advertising! Slide1 In fact, un-true advertising is rejected by consumers—because the consumer sees no consistency with their perception of the brand. Usually the truth is the obvious—we just don’t see it or want to deny it (e.g. Listerine is strong). Good advertising is a balance between the rational truth (task benefit oriented) and emotional truth (connection/solution focus). Un-True is not just about the facts, but positioning, tone and emotions.

People remember stories that connect with them. Whether you`re showcasing the brand`s benefits, the purpose behind the brand or the story of the brand, the best way is to frame it within a creative story.

Brand Leaders need a tool to go on How to Judge Creative.  

A very simple process is the ABCS of Advertising: Attention, Branding, Communication and Stickiness. This ABC’S method will work across any medium whether it’s TV, PR, digital or social.   

  • Attention:  You have to get noticed in a crowded world of advertising. Consumers see 6000 ads per day, in every part of their lives. 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.  
  • 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.

Brand Leaders need to be strong at every stage along the way in the Advertising Process

Slide1

As you go through this process here are 10 challenges you might not always do, but if you’re struggling with your advertising, I think you should. 

  1. Do you develop a testable Brand Concept with 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 with engaging insights? Do you focus on the desired consumer response before deciding what your brand should say? Do you focus on One Benefit and OneMessage?
  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 create a “new box” for the creative team to figure out the solutions?
  6. Do you take creative risks, and 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?

Great Advertising starts with a Great Brand Leader with a Great Strategy and a willingness to take risks

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on HOW TO BE BETTER AT ADVERTISING, click on the powerpoint presentation below:

 

At Beloved Brands, we make Brands better and we make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

Slide1

Continue Reading

Could you ever imagine a Bank ad that might make you cry? Here’s one.

In general, bank ads suck.

Banks are just too predictable and safe to be truly innovative. That makes sense, because the only chance a bank takes is with someone else’s money. Yes, there are some good ads from the non-traditional challenger banks, but any of the traditional Banks that we think of as great brands, don’t really have great advertising. They usually lead with a great experience that connects emotionally and creates loyalty with consumers.  

td_logoIn the last decade, TD Bank has been one of those bank brands that leads with the experience. While other banks push products, TD has built an idea of comfort around personalized and convenient customer service that makes you feel special. TD works around your life, instead of forcing you to work around their life.  TD has been smart enough to borrow great ideas from Banks they acquired–Canada Trust and Commerce Bank. They have used those ideas to create a unique culture around “comfortable service” and have operationalized comfort into everything they do. TD is consistently rated by consumers as the best service in the industry, winning the JD Powers award year after year.  

td-corporateresponsibility-crr2010-crreport-employees-slides-employees-01

Yet, TD has struggled to create advertising that truly captures their comfort idea. The green chair ads are ok, but not great. Too boring, too stiff and too un-emotional. This week TD created a remarkable “thank you” video, that has gone viral to millions. While the marketing team at TD might think of this as just a tactical video, what they should be asking themselves is: “did we just create an advertising idea that finally articulates the TD brand?”  

Have a look at the video and see how emotional a Bank can be:  

 

There is a good lesson here.  For brands that struggle telling their story–you might be finding the 30 second TV ad format inhibiting–and makes you even more stiff than you need to be. The freedom of new media options, like viral videos, might allow you to tell your brand’s story and positioning in a more authentic way that will connect with consumers.  TD seems to have learned that lesson.

Bank brands need to open up emotionally and connect with consumers  

Slide1

How loved is your brand?

We believe a brand’s source of power is the emotional feelings it generates. With that power comes added profitability.

In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans. It’s this connection that helps drive power for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with. The farther along the curve, the more power for the brand. It’s important that you understand where your brand sits on the Love Curve and begin figuring out how to move it along towards becoming a Beloved Brand. With the power of connection, the brand can leverage that power into increased growth and profits.

To read more, follow this presentation.

  

Continue Reading

How to create and tell the story of your Brand

Sometimes, Brand Leaders write their strategic documents in such a boring way, others have a hard time following.  If you as the Brand Leader are the only one who understands your brand, then you’re in trouble. The Brand story should distill everything you know about your brand (the vision, purpose, values, objectives, strategies, tactics, target market, insights, rational and emotional benefits, reason to believe) and organize it into something that is digest-able for everyone who might touch the brand–whether that’s consumers, advocates, influencers, employees, agencies, retailers or the media. 

So what makes a good story?

Before getting into your Brand story, think of all of the great Super Hero stories of Batman, Spiderman or Wonder Woman and you see some commonality in what makes a good story in general.  For this purpose, let’s use the fundamentals of a good Super Hero story and try to match up all the brand strategic inputs you may have to help tell the story. 

The basis of the Super Hero story usually starts with a conflict of Good versus Evil. There needs to be an Enemy and a Hero.  

Most brands started as products or services that handled some functional problem in the market, but as they matured and became more closely connected to their consumers, they evolved into a Big Idea, that fulfills consumers’ emotional needs. brand idea evolutionAnother way to say it, most great PRODUCTS were invented to solve a rational PROBLEM in your consumers’ daily life. Most great BRANDS solve an emotional ENEMY in your ongoing consumers’ life. The question you likely never ask is: who is the Enemy of your consumer? The conflict and resolution sets up the Big Idea of the story.  If you are the Apple brand, then you fight off the enemy of FRUSTRATION on behalf of your consumer. Unless you work in IT, you likely find computers extremely frustrating. We have all sat at our computer wanting to pull our hair out. Spending 38 minutes to figure out how print, getting Error 6303 message that says close all files open and reboot or buying a new computer and you need to load up 13 disks and 3 manuals to read before you can even email your friend to tell them how amazing your computer is. Apple has recognized the FRUSTRATION consumers go through and realized it was in the way of many consumers experiencing the potential of communications through computers. 

There is a substantial back story to explain what makes up the Super Hero.

There is a clear vision for a better future, a purpose to explain why the hero does what they do, and a set of values to explain what is right and wrong.  A brand should also be able to articulate their Vision for the next 10 years, The most successful brands start with a purpose driven vision (why) and match the strategies (how) and the execution (what) to the vision.  Start with the Question of WHY do you do what you do? If you are Apple, the answer would be “At Apple, we believe in challenging the status quo, we believe in thinking differently. We challenge ourselves to make a dent in the universe.”  What do you get for your brand, when you answer the question of “why are you in this business?”.

A good Super Hero story saves someone. A good brand should as well.  Each story also has a distinct cry for help.  

As Steve Jobs said: “You’ve got to start with the customer experience and work backwards to the technology. You can’t start with the technology and then try to figure out where you’re going to sell it”  It’s important to tightly define who you will save and it starts with those who are the most motivated by what you do.  Pick a focused target market. Realizing not everyone can like you is the first step to focus on those that can love you. Too many times, Brand Leaders blindly pick an idealized target market based on size and wealth of the target, figuring that will offer the highest return. However, going after the biggest potential target can sometimes lead to failure because they are already being courted by everyone else.  And that large target when they might not like your product is just a recipe for failure. I like to challenge Brand Leaders to focus on figuring out who are the consumers that are already motivated by what you do. That’s the perfect match up to your brand.  You have to matter the most to those who really care.  Just as the super hero always responds to a cry for help, the Brand must listen to the what they are saying. The best way to frame a consumer insight is to get in the shoes of the consumer and use their voice. Insight 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 one who felt like that”.  Insight is about  “seeing below the surface”. To get deeper, keep asking yourself “so what does that mean for the consumer” until you have an “AHA moment”. What are the beliefs, attitudes or behaviors that help explain how they think, feel or act in relationship to your brand or category.  What I recommend to Brands is that they frame insights in quotes and use the word I, forcing you to be in their shoes and using their voice. For a Bank with long hours, the insight would be: “I am so busy driving my kids around, I can never get to the bank during banking hours. I wish there was a bank that worked around my life, rather than me working around the banks’ life”.

A Super Hero is different than everyone else.  

For a Brand in a competitive world, you have to realize that no one brand can do it all. You have to decide on what you want to be from four choices: better, different, cheaper or else not around for very long. usp-2-0-2Giving the consumer too many messages about your brand will confuse them as to what makes your brand unique. Trying to be everything is the recipe for being nothing. Trying to do everything to everyone makes you nothing to no one. It just spreads your resources and your message so that everything you do is “ok” and nothing is “great”. With a long to-do list, you’ll never do a great job at anything. And in a crowded and fast economy, “ok” never breaks through so you’ll never get the early win to gain that tipping point that opens up the gateway to even bigger success

There is some super power that makes them even better, without being vain. 

Just like the Super Hero knows they can help, the Brand also has to be able to tell the story of how they help out. Doing a Customer Value Proposition (CVP) helps to organize your thinking as a great tool for bringing the benefits to life.  slide1-4

  • Get all of the consumer insights and need states out. 
  • Match them up against the list of the best features the brand offers. 
  • 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 again “so if I’m the consumer, what do I get from that?”. Ask it five times and you’ll see the answers will get richer and richer each time you ask. 
  • Then find the emotional benefit by asking “so how does that make me feel?” Ask that five times as well, and you’ll begin to see a deeper emotional space you can play in and own. 

A good story is one that touches people in an emotional way. 

People tend to get stuck when trying to figure out the emotional benefits. I swear every brand out there thinks it is trusted, reliable and yet likeable. 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 Leverage this type of research and build your story around the emotions that best fit your consumer needs. Leveraging Hotspex, I’ve mapped out 8 zones in a simplistic way below

Slide1A Good Super Hero has to make difficult choices. They can’t do everything. It’s all about choices.

Every brand is constrained by resources—dollars, people and time.Focus makes you matter most to those who care. Focusing your limited resources on those consumers with the highest propensity to buy what you are selling will deliver the greatest movement towards sales and the highest return on investment for those resources. When you focus on the right choices, you end up with:

  • Better ROI: With all the resources against one strategy, one target, one message, you’ll be find out if the strategy you’ve chose is able to actually move consumers drive sales or other key performance indicators. 
  • Better ROE: Make the most out of your people resources.
  • Strong Reputation: When you only do one thing, you naturally start to become associated with that one thing—externally and even internally. And, eventually you become very good at that one thing.
  • More Competitive: As your reputation grows, you begin to own that on thing and your are able to better defend the positioning territory
  • Bigger and Better P&L: As the focused effort drives results, it opens up the P&L with higher sales and profits. And that means more resources will be put to the effort to drive even higher growth.

Strategic Thinkers see questions before they see solutions. They map out a range of “what if” decision trees that intersect and connect by imagining how events will play out. They reflect and plan before they act. They are thinkers and planners who can see connections. They use knowledge and judgment about the long-term health and wealth of the brand. 

A good story is well-organized, has a consistent tone throughout the story and has layers that support the story.  

There is a Focus to the story: Using one motivated target market and one Unique Selling Proposition based on need states allows you to drive all your resources against strategies that will move the brand towards being more connected and loved. The story has an Early Win: Able to move a motivated target towards sales and share, plus establishing the brand’s positioning with a balance of rational and emotional benefits. The brand now has momentum and growth.There is this point in the story where you can start to Leverage those early wins into something even bigger: When you can take the emotional bond and translate it into a source of power the brand can use against all the forces in the market. And there is a Gateway to something bigger: When you are able to take the brand power and drive strong growth and profits. 

If you were to write the Starbucks, here’s how it might look;

  • Vision: Cherished meeting place for all your quick service food needs
  • Goals: Increase Same store sales, greater share of requirements from Starbucks loyalists
  • Key Issue: How do we drive significant growth of same store sales?
  • Strategy: Move Starbucks loyalists to lunch with an expanded lunch menu.
  • Tactic: Light lunch menu, increase desert offerings.

The strategic way I like to organize a brand is starting with the Big Idea for your brand and then ensuring the brand promise, brand story, strategy, freshness (innovation) and the experience (culture and operations) all match up to the Big Idea. If you are Apple, this is how you’d lay out the guts of your story.  The idea is about taking the complexity out and making it so simple that everyone can be part of the future.  And then Apple lines up the promise, strategy, story, freshness and experience behind that big idea.  So if Apple is about simplicity, then my check out experience buying an Apple product better be simple.  

Slide1No Super Hero goes alone.  They always have help.

And just like running a brand, the Brand Leader needs to be able to communicate the brand story in a way that elicits help from all the employees, the agencies.   

So how do we tell the story?

Here is a story board format that you can use to frame your story, whether telling it through a Powerpoint presentation, a video or even through a two page word document.  The story makes it easy for everyone to digest and everyone to continue telling for those they influence.  If it’s to your sales colleagues, they may have to explain it to customers, if it’s to your agency, they may have to convey it to their art director, and if it’s to advocates, they to portray it to their followers.  Here’s a simple 15 questions to be asking

Slide1And if we were to layer in where each of these answers is hidden away in your plan, you can use this as a cheat sheet.

Slide1Depending on who your audience is for your story, you may wish to only use parts of this story board.  For instance, if you’re talking to the Board of Directors you would use the the top part where you talk vision and purpose and values.  If you are setting up the external communication of the brand, you’d talk target, insights and benefits.  If you’re talking about go to market execution, you’d outline the plan, strategies and how the organization executes.  Having these 15 answers allows Brand Leaders to keep the story consistent and aligned. 

 

Story Telling is the Simplest articulation of the complexities of your Brand 

 

Slide1

 

How loved is your brand?

We believe a brand’s source of power is the emotional feelings it generates. With that power comes added profitability.

In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans. It’s this connection that helps drive power for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with. The farther along the curve, the more power for the brand. It’s important that you understand where your brand sits on the Love Curve and begin figuring out how to move it along towards becoming a Beloved Brand. With the power of connection, the brand can leverage that power into increased growth and profits. To read more, follow this presentation.

 

Continue Reading

As a brand, you must be LIKED before you can be LOVED

So while I’m desperately trying to convince Brand Leaders that being more loved will make you a more powerfully connected brand, and enable you to drive higher profits, I feel that I have to remind everyone that Love Takes time to build, and you have to be LIKED first, before you will ever be LOVED.  To relate it with human behavior:  Yes, hearing the words “I love you” is something we all dream of, but hearing them on the first date is a bit creepy, don’t you think.  Just like in our personal relationships, we need to get to learn the brand, be able to trust and rely on the brand, and quite honestly we use our brains to figure out if it is THE ONE for us.  Then we let ourselves fall in love. 

I have created a hypothetical curve I call “The Brand Love Curve”.  In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans.love-curve-detailed4

It’s this connection that helps drive power for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with. The farther along the curve, the more power for the brand. It’s important that you understand where your brand sits on the Love Curve and begin figuring out how to move it along towards becoming a Beloved Brand.  With each stage of the Brand Love Curve, the consumer will see your brand differently. The worst case is when consumers have “no opinion” of your brand. They just don’t care. It’s like those restaurants you stop at in the middle of no-where that are called “restaurant”. In those cases, there is no other choice so you may as well just name it restaurant. But in highly competitive markets, you survive by being liked, but you thrive by being loved. Be honest with yourself as to what stage you are at, and try to figure out how to be more loved, with a vision of getting to the Beloved Brand stage.

Most brands that are truly beloved brands have taken decades if not a century to achieve such status.  It took Apple 30 years to truly break through to the masses. Yes it was loved by a few early on, but not by the many.  Those brands that quickly get to LOVE IT sometimes don’t last there, because when we poke holes in the brand we find little substance. Examples where brands quickly got to the love stage might include Cold Stone Ice Cream, Crocs, Benneton and maybe even the pop band “DEVO”.  (sorry Devo fans)

Before getting all emotional, ask yourself:  Why is your brand Stuck at the Like It stage?

There are seven possible reasons why you are at the Like It Stage:

  1. Protective Brand Leaders means Caution: While many of these brands at the Like It are very successful brands, they get stuck because of overly conservative and fearful Brand Managers, who pick middle of the road strategies and execute “ok” ideas. On top of this, Brand Managers who convince themselves that “we stay conservative because it’s a low-interest category” should be removed. Low interest category means you need even more to captivate the consumer.
  2. We are rational thinking Marketers: Those marketers that believe they are strictly rational are inhibiting their brands. The brand managers get all jazzed on claims, comparatives, product demonstration and doctor recommended that they forget about the emotional side of the purchase decision. Claims need to be twisted into benefits—both rational and emotional benefits. Consumers don’t care about you do until you care about what they need. Great marketers find that balance of the science and art of the brand. Ordinary marketers get stuck with the rational only.
  3. New Brand with Momentum: Stage 2 of a new brand innovation is ready to expand from the early adopters to the masses. The new brand begins to differentiate itself in a logical way to separate themselves from the proliferation of copycat competitors. Consumers start to go separate ways as well. Retailers might even back one brand over another. Throughout the battle, the brand carves out a base of consumers.
  4. There’s a Major Leak: If you look at the brand buying system, you’ll start to see a major leak at some point where you keep losing customers. Most brands have some natural flaw—whether it’s the concept, the product, taste profile ease of use or customer service. Without analyzing and addressing the leak, the brand gets stuck. People like it, but refuse to love it.
  5. Brand changes their Mind every year: Brands really exist because of the consistency of the promise. When the promise and the delivery of the promise changes every year it’s hard to really connect with what the brand is all about. A brand like Wendy’s has changed their advertising message every year over the past 10 years. The only consumers remaining are those who like their burgers, not the brand.
  6. Positional Power–who needs Love: there are brands that have captured a strong positional power, whether it`s a unique technology or distribution channel or even value pricing advantage. Brands like Microsoft or Wal-Mart or even many of the pharmaceuticals products don`t see value in the idea of being loved. The problem is when you lose the positional power, you lose your customer base completely.
  7. Brands who capture Love, but no Life Ritual: There are brands that quickly capture the imagination but somehow fail to capture a routine embedded in the consumers’ life, usually due to some flaw. Whether it’s Krispy Kreme, Pringles or even Cold Stone, there’s something inherent in the brand’s format or weakness that holds it back and it stays stuck at Loved but just not often enough. So, you forget you love them.

You have to answer those questions and figure out your brand before you just go to your ad agency and say “let’s be more emotional this year”.  Communication can help, but if you’re at the LIKE IT or INDIFFERENT stage, you need to begin crafting an idea that will help separate your brand from the pack. 

Here’s some thoughts for how to get to the LOVE IT stage.

  • Focus on action and drive Consideration and Purchase: stake out certain spaces in the market creating a brand story that separates your brand from the clutter. Begin to sell the solution, not just the product. Build a Bigger Following: Invest in building a brand story that helps to drive for increased popularity and get new consumers to use the brand.
  • Begin to Leverage those that already Love: Focus on the most loyal consumers and drive a deeper connection by driving the routine which should increase usage frequency. On top of that, begin cross selling to capture a broader type of usage.
  • Love the Work: It is time to dial-up the passion that goes into the marketing execution. Beloved Brands have a certain magic to them. But “Like It’ brands tend to settle for ok, rather than push for great. With better work, you’ll be able to better captivate and delight the consumers. If you don’t love the work, how do you expect the consumer to love your brand.
  • Fix the Leak: Brands that are stuck have something embedded in the brand or the experience that is holding back the brand. It frustrates consumers and restricts them from fully committing to making the brand a favourite. Be proactive and get the company focused on fixing this leak.
  • Build a Big Idea: Consumers want consistency from the brand—constant changes to the advertising, packaging or delivery can be frustrating. Leverage a Brand Story and a Big Idea that balances rational and emotional benefits helps to establish a consistency for the brand and help build a much tighter relationship.

The big lesson here is advertising alone can’t make you more loved. You have to have everything lined up behind the brand promise to create an experience that lines up to the story you want to tell.  McDonald’s might have great coffee, but they’ll never be a Cafe, if I have to sit in plastic chairs, beside a screaming 4-year-old who is throwing his french fries at his mom, or 8 teenagers hanging out behind me.  

I don’t think you can be rational and emotional at the same time

Yes, I am starting to see many Brand Leaders taking on the emotional areas of Brand Marketing, and I’m happy for it. But what I’m concerned at are creative briefs asking agencies to create ads that are big on emotions, but then heavy on facts about your brand. Before you even get to the communications stage with your agency, you have to understand where you sit on the love curve and why you are there. As most brands sit at the LIKE IT stage, they need to understand why they are there, before they can try to just be loved randomly. Just like in dating, you might have a blind spot that has nothing to do with advertising, so trying to create an ad that says “LOVE ME” might be like a jerk asking a girl to marry him.  A good piece of communication can only move one body part at a time: the head, the heart or the feet. Challenge yourself: do you want to target the HEAD so you can get consumers to think differently about you, the HEART to try to connect emotionally or the FEET where you try to drive action.

Slide15

If you think you can create an Ad that does all three, you are the worlds greatest advertiser in history. And if you can’t you should then focus on one at time. That’s where the Anthem will help reposition the brand (head) or connect emotionally (heart) and the Innovation spots should drive action (feet). The choice on where to focus should come from your brand’s strategy. At Beloved Brands, we use the Brand Love Curve to help determine where your Brand currently sits with consumers. If you’re at the Indifferent stage, you need to drive Trial (feet) or change their minds to see you differently. As you move along the curve, it becomes a balance of mind and heart, but driving towards Beloved, you need to connect emotionally. (The Heart) of consumers.

slide16The pathway to LOVE for a brand starts with an idea.  

Align everything on your brand behind that idea:  the promise, the strategy, the story, the innovation and the experience.  And it’s the idea that helps to create a strong bond with your consumers. That bond becomes a source of power for your brand, whether that power is with the very consumers who love your brand, versus retailers, suppliers, competitors, influencers, employees or even versus the media.  Once you’re able to generate power for your brand, you can then turn that into profit, whether driving price, cost control, market share or increasing the market size.

slide11

 

The more love you create for your brand means more power and profit. 

 

Slide1

 

How loved is your brand?

We believe a brand’s source of power is the emotional feelings it generates. With that power comes added profitability.

In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans. It’s this connection that helps drive power for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with. The farther along the curve, the more power for the brand. It’s important that you understand where your brand sits on the Love Curve and begin figuring out how to move it along towards becoming a Beloved Brand. With the power of connection, the brand can leverage that power into increased growth and profits. To read more, follow this presentation.

Continue Reading