64 analytical questions to help you understand your brand’s performance

[sg_popup id=”9″ event=”onload”][/sg_popup]You should do a deep-dive business review at least once a year on your brand. Otherwise, you are negligent of the brand, where you are investing all your resources. Dig in on the five specific sections—marketplace, consumers, channels, competitors and the brand—to draw out analytical conclusions to help set up your brand’s key issues, which you answer in the brand plan.    

brand analytics  

Deep-dive review

  1. Marketplace: Start by looking at the overall category performance to gain a macro view of all significant issues. Dig in on the factors impacting category growth, including economic indicators, consumer behavior, technology changes, shopper trends, and political regulations. Also look at what is happening in related categories, which could impact your category or replicate what you may see next.
  2. Consumers: Analyze your consumer target to better understand the consumer’s underlying beliefs, buying habits, growth trends, and critical insights. Use the brand funnel analysis and leaky bucket analysis to uncover how they shop and how they make purchase decisions. You should understand what they think when they buy or reject your brand at every stage of the consumer’s purchase journey. Uncover consumer perceptions through tracking data, the voice of the consumer, and market research.
  3. Channels: Assess the performance of all potential distribution channels and the performance of every major retail customer. Understand their strategies, and how well your brand is using their available tools and programs. Your brand must align with your retail customer strategies.
  4. Competitors: Dissect your closest competitors by looking at their performance indicators, brand positioning, innovation pipeline, pricing strategies, distribution and the consumer’s perceptions of these brands. To go even deeper, you can map out a strategic brand plan for significant competitors to predict what they might do next. Use that knowledge within your own brand plan.
  5. Brand: Analyze your own brand through the lens of consumers, customers, competitors, and employees. Use brand funnel data, market research, marketing program tracking results, pricing analysis, distribution gaps, and financial analysis. You should be managing your brand’s health and wealth.

To kickstart your review of the marketplace, here are 10 probing questions:

  1. How is the category doing relative to the economy?
  2. Look at the last five years and explain each of the ups and downs in the category.
  3. What is driving category growth? What is holding the category back?What are the significant open opportunities you can use to your advantage? What are the risks to the categories in the next few years?
  4. What category segments are growing, declining or emerging?
  5. What are the macro trends influencing or changing this category?
  6. What is the role of innovation? How fast does it change? Which innovations are transforming the category?
  7. Which regional or geographic trends do you see?
  8. Who holds the balance of power in the category: brands, suppliers, channels, or consumers?
  9. Look at other issues: Operations, inventory, mergers, technology, innovation, investments, global trade.
  10. What is the overall value of the category? Any price changes? Major cost changes?

To kick-start your review of the consumers, here are 10 probing questions:

  1. Who are your possible target consumer segments? Are they growing? How do you measure them?
  2. Who are the consumers most motivated 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 KEY segments? Share, sales, panel or funnel data, tracking scores?  What about by channel or geography?
  5. What drives consumer choice? What are the primary need states? How do these consumer needs line up to your brand assets? Where can you win with consumers?
  6. Map out the path to purchase and use brand funnels to 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 them? Where would your competitors win? 
  8. What are the consumer’s ideal brand experiences and unmet needs we can address?
  9. What are the consumer’s emotional and functional need states? How does the brand perform against them? How are you doing in tracking studies to meet these benefits?
  10. What is the consumer’s perceptions of your brand and your competitors? Voice of the consumer. 

10 probing questions to kick-start your channels review

  1. How are each the channels performing? Are there regional differences by channel? Channel shifts?
  2. Are there new and emerging channels? Are there channels on the horizon, not yet developed?
  3. What are the strengths and weaknesses of each channel?
  4. Do you understand the strategies of your retail customers?
  5. Do you have the competencies to service your customers? 
  6. Who are the top 5 customers? What are their main strategies? How does our brand fit into that plan?
  7. Who are your primary and secondary customers?  Have you segmented and prioritized for growth versus opportunity? How large are they? What are their growth rates?
  8. How is each customer performing? How profitable is that customer for your brand?
  9. How is your brand doing within each customer? What are your brand’s strength and weaknesses?
  10. How is the relationship with the customer?  Who is the category captain of your key accounts and why?

Here are 10 questions to kickstart your competitor review:

  1. Who are your main competitors? How do they position themselves?
  2. What are your competitor’s use of communication, new products, and go-to-market strategy? How are they executing against each? 
  3. Describe your competitor’s operating model, culture, and organization structure. 
  4. What are your competitor’s strengths, weaknesses, opportunities, threats?
  5. How is your competitor doing regarding market share, customer market shares, investment, margins, innovation, culture, share of voice, or any regulatory advantage?    
  6. Map out the competitor’s brand plan: vision, goals, key issues, strategies, and tactics.
  7. What is the culture at your competitor and what is the role culture plays in their brand?
  8. What is the investment stance and expected growth trajectory of your competitor’s brand? How much and where do they invest? What are the marketing and commercial focus? What is their ROI?
  9. What are your competitor’s brand strengths, brand assets, and reputation? 
  10. Are there any public materials about the competitor, including strategy and financial results? 

10 probing questions to assess your brand’s performance:

  1. What consumer benefit can you win with, which is ownable, unique, and motivating for consumers?
  2. What is your biggest gain versus prior periods? What is your biggest gap?
  3. What is your market share? Regionally? By channel? Where is your strength? Where is your gap?   
  4. How are you performing on key brand tracking data? Penetration? Frequency? Sales per buyer or per trip? 
  5. What are your brand’s scores on the brand funnel?    
  6. How is your program tracking data doing? Where could you improve?
  7. How far can you “stretch” your brand into other opportunities? 
  8. What is your current operating model?    
  9. What is your culture? Do you have alignment with the brand story and your employees?
  10. What is the innovation process and capability of the organization?

10 probing financial questions to help assess your brand’s worth:

  1. What is your brand’s compound annual growth rate (CAGR)? Explain the ups and downs over the past five years.
  2. What are your gross margins and contribution margins over last five years? Can you break it out by product line? Is there more pressure from price or the cost of goods?
  3. What is your brand’s marketing budget breakout? Variable direct costs versus indirect fixed dollars? What is the break between media and creative production? Consumer spend versus trade spend?   
  4. Have you completed any pricing elasticity studies? What did you learn about your brand? If you did increase your price, what did you see in the marketplace?
  5. How is your brand’s overall strategy impacting your brand’s profits? How do your decisions on your brand’s core strength, consumer connection, competitive pressures, and situation impact your financials?
  6. How are your current brand/business performance metrics, brand’s market goals, and financials linked?
  7. Over the past five years, what are the programs that drive the highest and lowest ROI?
  8. How does your business model impact your overall profit? What are you focusing on right now?
  9. What are your forecasting error rates? Is there a seasonality impact? How do economic factors impact your brand’s financials? How reasonable are your inventory levels?   
  10. What financial pressures do you face on an annual or quarterly basis?   

4 more questions that summarize the analysis to tackle in your brand plan

  1. What is driving growth? Focus on the top factors of strength, positional power or market inertia that has a proven link to driving your brand’s growth. Your plan must continue to fuel these drivers.
  2. What is inhibiting growth? Focus on the top factors of weakness, unaddressed gaps or market friction that can be proven to be holding back your brand’s growth. Your plan should focus on reducing or reversing these inhibitors to growth.
  3. What are the opportunities for growth? Specific untapped areas in the market that could fuel your brand’s future growth, based on unfulfilled consumer needs, new technologies on the horizon, potential regulation changes, new distribution channels or the removal of trade barriers. Your plan should take advantage of these opportunities in the future.
  4. What are the potential threats to future growth? Changing circumstances including consumer needs, new technologies, competitive activity, distribution changes or potential barriers that create potential risks to your brand’s growth. Within your plan, look for ways to minimize the impact of these risks.

To read more about conducting a deep-dive Business Review, here is our training workshop we use to help Brand Leaders get better in this area

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

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

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

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

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

 

The 8 principles of smart analytical thinking in a big data world

 

Principles of Analytical Thinking

For Brand Leaders to keep moving up, you need to be good at all parts of marketing–skills, behaviors and experiences. As you manage your career, try to close gaps in each. The key skills you include brand analytics, strategic thinking, brand planning, decision-making and execution. One of the biggest skill gaps I see is the ability to do deep dive analytics and turn it into an analytical story that can set up decisions. From what I see, most people either don’t know how to dig in or when they dig in, they struggle to tell the story from the mounds of data they have gathered.

Analytics 2016 Extract.001

 

Principle #1: Use facts to support opinions or else what you say comes across as an empty opinion that leaves a room divided.

One tool that I use is the “5 Questions tool” where you start with your hypothesis and then ask “so what does that mean” 5 times, each time helping analysis move from unsubstantiated opinion to action-able insight.

The benefit of this type of tool is it helps avoiding getting caught off guard when your senior management starts asking questions. Once you do that, I like to organize my thinking, like a newspaper (if those still exist) with a Headline, Opinion and 2-3 data points.

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Principle #2: Absolute numbers by themselves are useless. Always find comparisons.

Only when given a relative nature to something important do you find the data break that tells a story. Is 50 degrees Fahrenheit warm or cold? If it’s Ottawa Canada and it’s December 24th it HOT and it is front page news. If it’s Los Angeles on June 5th, it is COLD and front page news.

Only when given a relative nature to something important do you find the data break that tells a story. You have to ground the data with a comparison, whether that’s versus prior periods, competitors, norms or the category. Every time you talk about a number, you have to talk about in relative terms—comparing it to something that is grounded: vs last year, vs last month, vs another brand, vs norm or vs England’s share. Is it up down, or flat? Never give a number without a relative nature—or your listener will not have a clue.Analytics 2016 Extract.003

 

Principle #3: The analytical story comes to life when you see a significant break in the data.

Comparative indexes and cross tabulations can really bring out the data breaks and gaps that can really tell a story. Use the “so what” technique to dig around and twist the data in unique ways until you find the point in which the data actually breaks and clear meaningful differences start to show. This is where the trend is exposed and you can draw a conclusion.

Principle #4: Draw the hypothesis that answer “Where are we” and “Why are we here”

Before you start your planning process, take a few hours to sit down at your desk and outline a few points for each point. You will start to see how the overall brand plan flows. These 5 questions start to map out your overall analysis, the key issues, the vision, strategy and tactics. One of the best analytical tools we use is 5 simple questions that will make you think:

  1. Where could we be?
  2. Where are we?
  3. Why are we here?
  4. How can we get there?
  5. What do we need to do to get there?

Another set of strategic questions that can get you thinking:

  1. What is your current competitive position?
  2. What is the core strength your brand can win on?
  3. How tightly connected is your consumer to the brand?
  4. What is the current business situation your brand faces?

Principle #5: Gathering the right data allows you to know where you will look for more information to fill in the gaps

Deep analysis requires slower thinking time so you don’t misjudge situation. The best Brand Leaders know when to be a strategic thinker and when to be an action thinker. Strategic thinkers see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out. They take time to reflect and plan before acting, helping you move in a focused efficient fashion. They think slowly, logically, always needing options, but if go too slow, you will miss the opportunity window. A good tool to get you thinking in terms of questions:

  • What do we know? This should be fact based and you know it for sure.
  • What do we assume? Your educated/knowledge based conclusion that helps us bridge between fact, and speculation.
  • What we think? Based on facts, and assumptions, you should be able to say what we think will happen.
  • What do we need to find out? There could be unknowns still.
  • What are we going to do? It’s the action that comes out of this thinking.

Principle #6: Like an old school reporter, you should be looking for two source of data help frame the story.

Avoid taking one piece of data and making it the basis of your entire brand strategy. Make sure it’s a real trend. Dig around until you can find a convergence of data that leads to an answer. Look to find 2-3 facts that start to tell a story, and allows you to draw a conclusion. The good pure logic in a philosophical argument they teach you is “premise, premise conclusion” so if you see one trend line, look for a second before drawing a conclusion.

Principle #7: Use tools that can help organize and force deep dive thinking in key areas.

A Force Field analysis is best served for those brands in a sustaining position where marketing plays the role of driving innovation and creativity within a box. Always keep in mind that Drivers and Inhibitors are happening now. You can see the impact in the current year. Anything in the future gets moved down to Opportunities and Threats which are not happening but could happen. Invariably, people mix this up and things that could happen move up when they really shouldn’t. The best thing about the force field is you can easily take it into an action plan, because you want to keep the drivers going and overcome the inhibitors Then take advantage of the opportunities and minimize or eliminate any serious threats. It’s a great simple management tool.

Principle #8: Turn the analysis into a story to trigger alignment and management decisions.

When building your presentation for your management team, we recommend you use each of the 5 sections we have gone through here: Category, Consumers, Channels, Competitors and Brand. Building the analytical stories is an iterative process where you build your story based on instincts and facts, so that we can turn our instinct opinions into fact based stories.

Analytics 2016 Extract.007

 

Good analytics get you to the point of “so what do you think?” to help you be a better decision-maker.

To read more about Analytical Thinking, here is the workshop that we run for Brand Leaders.

 

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.

Beloved Brands Training program

At Beloved Brands, we promise to make your team of BRAND LEADERS smarter, so they produce smarter work that drives stronger brand results.

  • How to think strategically: Strategic thinkers see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out.
  • Write smarter Brand Plans: A good Brand Plan provides a road map for everyone in the organization to follow: sales, R&D, agencies, senior leaders, even the Brand Leader who writes the plan.
  • Create winning Brand Positioning Statements: The brand positioning statement sets up the brand’s promise to the consumer, impacting both external communication (advertising, PR or in-store) as well as internally with employees who deliver that promise.
  • Write smarter Creative Briefs: The brief helps focus the strategy so that all agencies can take key elements of the brand plan positioning to and express the brand promise through communication.
  • Be smarter at Brand Analytics: Before you dive into strategy, you have to dive into the brand’s performance metrics and look at every part of the business—category, consumers, competitors, channels and brand.
  • Get better Marketing Execution: Brand Leaders rely on agencies to execute. They need to know how to judge the work effectively to ensure they are making the best decisions on how to tell the story of the brand and express the brand’s promise.
  • How to build Media Plans: Workshop for brand leaders to help them make strategic decisions on media. We look at media as an investment, media as a strategy and the various media options—both traditional and on-line.
  • Winning the Purchase Moment: Brand Leaders need to know how to move consumers on the path to purchase, by gaining entry into their consumers mind, help them test and decide and then experience so they buy again and become a brand fan.

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

GR bio Jun 2016.001

 

In advertising, what comes first: the MEDIA choice or the CREATIVE idea?

Of course the consumer always comes first. However, as you begin the advertising process, Brand Leaders need to figure out whether the creative determines the media choice you make or the media choice helps frame the creative. When I started in marketing, way back in the mid 90s, life was a little simpler because the media and the creative were both under one agency roof. The meetings were simple: you’d see your various TV script options, give some feedback and then the room would go silent and the account person would say “now let’s look at the media plan” and the media person would take you through a 15 page presentation on where else the idea of your TV script could go. You would see some magazine, OOH and even some sampling idea. Back then, there was no internet advertising yet.

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Then one day, our media folks from our agency were spun off, had a new name, moved offices and had a new President. It now just meant we had two presentations and the Brand Leader now had to make sense of things and try to piece it together. About a year into that new relationship, I was sitting there confused and asked the question: “So what comes first, the media choice or the creative idea?” The room went silent for about 5 minutes. Then of course both sides talked over each other, both saying it was them that came first.  

All Marketing Execution has to do something to the brand–getting the consumer to think, act or feel differently about your brand. Media is an investment against your strategy and creative is an expression of your strategy. Both media and creative are only useful if they connect with consumers. Great advertising must connect through very insightful creative that expresses the brand’s positioning and told in a way that matters to those who care the most. Great advertising must be placed within the consumers’ life where it will capture their attention and motivate them in the expressed desired way to meet the strategy. So really, the consumer comes first and strategy comes second. Media and creative need to work to jointly capture the consumer and deliver the strategy.  

With separate agencies, the problem now rests with Brand Leaders to figure it out. While one could theoretically argue that if the Creative Idea of the advertising is so big, it should work in every medium. That’s just not always true in reality. Some ideas just work better in certain mediums. Yet the media people could also theoretically argue that if you go for the most efficient and effective media option, the media will do the work for you. That’s also not true. The best overall advertising should work focus on what has the most impact and what has the highest efficiency.  

Here’s a solution for Brand Leaders 

The three questions you always need to keep in your head at all times: 1) where is your consumer 2) where is your brand and 3) how does the creative idea work? 

1.  Where is your consumer?

You should really understand who your consumer is, and who they are not. You need to make sure you understand the insights about them, because it’s those insights within your creative that allow you to connect with them. They’ll say “they get me”. You should always be mapping out a day in the life of your consumer. Get in their shoes and say “what does my consumer’s day look like and how will my message fit or interrupt their life?” Take a “be where they are approach” to your media. 

2.  Where is the Brand?

First thing you have to do is consider where your brand is on the Brand Love Curve where brands go from Indifferent to Like It to Love It and all the way to Beloved. At INDIFFERENT, it’s about announcement style such as mass media, LIKE IT becomes about separating yourself from the competition while LOVE IT and BELOVED you’ll start to see the growing importance of event marketing to core users or social media as a badge of honor to share with others.

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3.  How does the Creative work? (The ABC’S)

The best advertising should draw ATTENTION, be about the BRAND, COMMUNICATE the main message and STICK in the consumers head long beyond the ad.

  • Attention: You have to get noticed in a crowded world of advertising. Consumers see 7,000 brand messages 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. 
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In the reality of advertising, not every ad execution will be able to do all four of the ABC’S.  When I’m in the creative room, I try to think about which of the two ABC’S are the most critical to my strategy. If it is a new product, I want all four, but I have to have: Attention and Communication. If the brand is in a competitive battle I have to have Brand and Communication.  If the brand is a leader and beloved, I need to make sure the advertising is about the Brand and that it Sticks.   

What I recommend you do:

In a sense, you have to work the creative and media together. But that’s impossible. So what I do is hold off on making any media decisions until you see the creative idea and how it is expressed in a few media options. With all the potential media options now available, I ask for 3 executions for each creative option:

        1. Video version
        2. Billboard 
        3. Long Copy Print

Sounds simple, but here’s the logic. With those 3, I can now imagine how the advertising might work across all possible media options. 

  • The “Video” allows me to imagine how the creative would work for traditional 30-second TV ad, a 60-second movie theatre ad, 2 or 3 minute viral video for sharing or even a video you could put on a website.
  • The “Billboard” allows me to imagine how it would work with traditional media options such as out-of-home billboard, bus shelter, in-store poster, packaging copy and the back cover of a magazine.  Or if we want to look at digital, it could be a digital billboard, Facebook photo, website cover.
  • The “Long Print” allows me to imagine what how it might work with a print ad, side panel of packaging, brochures, public relations story-line,  social media feed or even a blog on your website.  

With 3 simple asks against each creative idea, it covers off most of the traditional media options, even covering the digital media. So now as the Brand Leader goes to their Media Agency, they will know how the creative idea would work against any of their recommendations. 

Obviously, we always recommend that you focus. So we’ll likely recommend a lead traditional media and a lead digital and lead social option. You need to make the most out of your limited resources of dollars, time, people and partnerships. However, if we want a creative idea to last 5 years, seeing it work across this many media options gives me a comfort that should I need that option, I know the creative idea will work.

The media math from a client’s view

While the media agency owns the media math that blows your mind, here is some simple client side media math. As clients, we have to make the most of our budgets. 

  • Your production budget should be around 5-10% of your overall advertising plan. If you have small budgets, that may creep up to 20%, but that’s it. Every time you do a new piece of creative, the production dollars go up and the media dollars go down. I’d recommend you focus on one main traditional media and have only one secondary option. This keeps your spend focused. 
  • When it comes to social media, keep in mind there is no free media options. Instead of financial capital, you are now exhausting people capital. Just like the traditional options, I would recommend one lead social media and one secondary focus. Do not try to be all things to all people.  
  • The other reason to focus is to ensure you do great executions and not just “ok”.  Pick the media that maximizes the power of the creative. Don’t exhaust the team by spreading them against too many activities.   
  • Allow 80 to 90% of your media spend be on the highly effective highly efficient media plan. That means 10-20% of your media spend can now go against high IMPACT creative ideas that you know will break through.  

Work with both the creative and media at the same time, figuring out what gives the highest return on your investment

 

To see a training presentation on getting Better Marketing Execution: 

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.

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Consumer Insights are secrets that we discover and use to our brand’s advantage

There is a difference in selling to someone and motivating someone to buy.

When you just sell, you start with the product and you don’t really care who you sell to. Whoever comes through the door, you start talking to them about the features of the product and look to close the deal.
Motivating someone to buy starts with the consumer not the product. Instead of selling to anyone, you have to target those consumers who are already motivated by what you do. You have to matter the most to those who already care the most. You have to understand them, to match your brand up to their needs, wants and desires.

You 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.Strategic Thinking 2016.062

Consumer Insights are secrets that we discover and use to our brand’s advantage

It is not easy to explain a secret to a person who doesn’t even know how to explain their own secret. Try it with a friend and you will fail miserably. Imagine how hard it is to find that secret and portray it back to an entire group of consumers. Safe to say, consumer insights are hard to find.

The dictionary definition of the word Insight is “seeing below the surface”. To get deeper, when you come across a data point, you have to keep looking, listening asking yourself “so what does that mean for the consumer” until you have an “AHA moment”. You can start with the observations, trends, market facts and research data, but only when you start asking the right questions do you get closer to where you can summarize the insight. Look and listen for the consumer’s beliefs, attitudes and behaviors that help explain how they think, feel or act in relationship to your brand or category. Because the facts are merely on the surface, you have to dig, or you will miss out on the depth of the explanation of the underlying feelings within the consumers that caused the data. Think beyond the specific category insights and think about life insights or even societal trends that could impact changing behaviour.

Good insights get in the SHOES of your consumer and use their VOICE. We force every insight to be written starting with the word “I” to get the Marketer into the shoes of the consumer and force them to put the insight in quotes to use their voice.

Here are two examples of how using Consumer Insights drove business results.

  • Working in the quit smoking business, our starting point was: “Studies show that people try to quit cold turkey 7x before reaching for a smoking aid to help them quit.” That’s not insightful. That’s just a lack of deep thinking. Only when we watched, listened and dug deeper could we feel the consumers pain. When you hold a 2 hour focus group with smokers and tell them “you can’t smoke for 2 hours and we’re going to talk about smoking the entire time” you can see them getting crankier and crankier in the second hour. What we learned is smokers are actually scared to quit, because they knew they’d either fail or lose friends. The new insight we came up with was: “I know I should quit. I’ve tried to quit so many times, it’s ridiculous. I’m not myself, I’m grouchy, irritable and feel out of control. Quitting Smoking Sucks.” When we share this secret with a smoker and they say “yup, that’s exactly how I feel”. The ad they made was a Flight Attendant losing her mind trying to quit smoking, and was the highest tested ad in the company’s history.
  • Working with a bank who was trying to gain a competitive advantage by staying open late, our starting point was this fact: “Recent research shows if a Bank were to open till 8pm, that customers would use the bank 3.4x more each month and with added transactions that would mean $26 more for each customer, and nearly $32 Million in revenue overall.” That’s not insightful. That’s just a lack of deep thinking. Consumers would resent a bank if they knew they were only opening late so they can make more money from them. When we started to think like the consumer, we landed on this insight: “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.” When we share this secret with a busy mom, she says “that’s exactly how I feel”. The ad they made with this insight had a woman doing a head stand on a yoga pillow with the caption “I do my banking between yoga and taking my kids to soccer practice”. The ad was the highest performing ad in the bank’s history.

Knowing the secrets of your consumers is a very powerful asset. An insight should ONLY connect with the audience you are talking to. I hate when people say “we don’t want to alienate others”. The best brand communication should be like whispering an inside-joke that only you and your friend get. Yes, when we target, we actually do want to alienate others. That’s the only way we will truly connect. Your ability to harness those secrets into creating insights that are arresting or intriguing, fuels the creative spirit as you tell your brand’s story, launch new innovation and move the consumer through to the purchase moment.
After all, there is one source of revenue, not the product you sell, but the consumers who buy. In a tough competitive market, your ability to harness the secrets of your consumers that only you know, is a huge potential competitive advantage.

Done right, if you can make consumers want to buy, you will never have to sell.

Here is the Nicoderm ad based on the consumer insight:

 

We run brand training workshops on everything connected to marketing. Here’s our workshop on Brand Positioning:  

 

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. To learn more about Marketing, continue to visit beloved-brands.com where you will have access to stories on everything connected to brand management. 

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Barbie is trying to inspire girls to believe that “you can be anything”

Barbie faced major declines

Barbie has been heavily criticized over the last few decades for projecting an unrealistic image for girls. Launched in 1959, Barbie was the blonde all-American dream, but a complete fiction that many believe to be doing more damage of the self confidence of girls. The modern Moms didn’t want their daughters playing with Barbie anymore. All of a sudden, Barbie sales declined 20% in 2012 to 2014. The brand needed to make a dramatic change.

Barbie took a dramatic step forward–even if just to catch up to where they should be–by launching new possibilities with realistic options for body type (curvy, tall and petite) and various ethnicities (seven skin tones) They needed to create a Barbie that Moms would think acceptable for their girls to play with. These moms wanted a good symbol for their daughters, not something unrealistic and unattainable. The new Barbie is a good first step.

 

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Next, the supporting Advertising for Barbie has gone viral with over 20 Million views. The ad starts by showing a young girls in situation as a College Professor, a Museum curator, a Veterinarian or a Soccer coach.  The supporting copy: “When a girl plays with Barbie, she imagines everything she can become.” with a bold tag-line:  YOU CAN BE ANYTHING. This is a great ad with a new message that should fit with the modern moms.

 

Barbie sales are up 8% this past holiday period, a good start to the turnaround. 

Here are five lessons for Brand Turnarounds

  1. Ensure the right people in place: Before even creating the plan, you need to get the right leadership talent in place. Talent, motivation, alignment. Mattel brought in new CEO last spring who reshuffled a lot of the executives in an effort to turn the business around.
  2. Look to close leaks on the Brand: Use brand funnel to assess, using leaky bucket tool to close leaks. Find out where the specific problems are coming from. Barbie has done a nice job in listening to their consumers, the moms who were rejecting the brand due to stereotypes.
  3. Cut the fat, re-invest: go through every investment decision, invest only in programs that give you an early break through win. Even faced with Sales declines, Mattel made a smart move to cut costs by 10% to drive profits back into the business. It is hard to do a turnaround while the profit keeps falling.
  4. 3-stage plan: In stage 1, find early/obvious win, halts slide, helps motivation. In stage 2, invest behind new positioning/new plan, focused decisions, take risks. In stage 3, make adjustments to plan, build innovation behind new ideas that fit plan. Barbie started talking about the plan a year ago, listening to consumers and preparing for the big launch. So far, they’ve stemmed the decline, but now they need to build a plan for the next 3-5 years that grows this business.
  5. Motivating a demotivated team: Losing can be contagious to a culture/team. Recognize wins to fuel performance driven culture. People on the team needed new leadership and needed room to take chances with this iconic brand.

We run workshops on Strategic Thinking that looks at brand strategy including competitive war games, focusing on your core strength, building connectivity with consumers and situational strategy.

 

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.

custom_business_card_pile_15837We 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. 

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5 key success factors at the CMO level

CMO slides.001At the Chief Marketing Officer (CMO) level, success comes from your leadership, vision and ability to get the most from your people. If you are great at your job, you might not even need to do any marketing, other than challenge and guide your people to do their best work. Steer on principles, values and strategy. But let your people equally challenge you from the bottom up. Especially with the shift to media that did not even exist when you started your career. Your greatness comes from the greatness of your people. Once you figure out the magical leadership equation that better people create better work, you’ll be able to deliver better results. Invest in training your people as a way to motivate your team and keep them engaged. At the end of meetings, use teaching and mentoring moments to share your wisdom. Equally, you represent Marketing to the rest of the organization. You must challenge the other functions, challenging your sales peers on ensuring the channel strategies deliver the purchase moment, challenging HR peers to ensure that the organization can deliver the expected brand experience, challenging R&D to ensure the innovation pipeline is strong and challenging your Finance peers to ensure the strategy has adequate resources to deliver the results. You also have to challenge your CEO to push for the right brand strategies and highly creative executions. You have to stay fresh, on top of trends with consumers, channels, competitors, media and in most cases the economic conditions of various geographies around the world.

Quintessentially, rule #1 is you have to make the numbers. 

As the CMO, your main role is to create demand for your brands. You are paid to gain share and drive sales growth to help drive profit for the company? The results come from making the right strategic choices, executing at a level beyond the competitors and motivating your team to do great work. But how you do it, and the balances you place in key areas are choices you need to make.  Making the numbers gives you more freedom on how you wish to run things. Without the numbers, the rest might not matter.

Five success factors for CMO roles:

1. People come first

Focus on the People and the Results will come: The formula is simple: the smarter the people, the better the work and in turn the stronger the results will be. You should have a regular review  of the talent with your directors. CMO slides.002I would encourage you to ensure there’s a systemic way to get feedback to everyone on the team, preferably on a quarterly basis. Invest in training and development. Marketing Training is not just on the job, but also in the classroom to challenge the thinking of your people and give them added skills to be better in their jobs. Marketing fundamentals matter. The classic fundamentals are falling, whether it is strategic thinking, writing a brand plan, writing a creative brief or judging great advertising. People are NOT getting the same development they did in prior generations. Investing in training, not only makes them better, but it is also motivating for them to know that you are investing in them.  

2. Be the visionary

You are the Mayor of Marketing: Bring a vision to the role. Look at what needs fixing on your team, and create your own vision statements that are relevant to your situation. Bring a human side to the role. Get up, walk around and engage with everyone on your team. It will make someone’s day. Your role is to motivate and encourage them to do great work. Influence behind the scenes to help clear roadblocks. Know when you need to back them up, whether it’s an internal struggle, selling the work into your boss or with a conflict with an agency. Do they love it? When they put their great work up for approval, and it’s fundamentally sound, approve it. Don’t do the constant spin of pushing for better, because then you look indecisive. 

3. Put the spotlight on your people

Let them own it and let them Shine: It has to be about them, not you. Do not be the super-duper Brand Manager. It is not easy to balance giving them to freedom to lead you and yet knowing when to step in and make a decision. By making all the decisions, you bring yourself down a level or two and you take over their job. Instead of telling, you need to start asking. Ask good questions to challenge or push your team into a certain direction without them knowing you’re pushing them is more enlightening than coming up with statements of direction. Challenge your team and recognize the great work. It might be my own thing, but I never said: “thank you” because I never thought they were doing it for me. Instead I said: “you should be proud” because I knew they were doing it for themselves.  

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4. Be a consistent, authentic, approachable leader

People have to know how to act around you. You have to set up an avenue where they are comfortable enough to approach you, and be able to communicate the good and bad. A scary leader discourages people from sharing bad results, leaving you in the dark. Open dialogue keeps you more knowledgeable. If you push your ideas too far, you could be pushing ideas from a generation too late. Get them to challenge you. Inconsistent behavior by a leader does not “keep them on their toes”. It inhibits creativity and creates tension. Be consistent in how you think, how you act in meetings and how you approve. Leadership assumes “follower-ship”. Creating a good atmosphere on the team will make people want to go the extra mile for you. Knowledge makes you a great leader, and it starts with listening. You will be surprised how honest they will be, how much they will tell you.

5. Run the process and the system

While your people run the brands and the execution, you should run the P&L and essentially run all the marketing processes. You have to run the P&L and make investment choices. Bring an ROI and ROE (Return on Investment and Effort) mind set to those decisions. These choices will be one of the essentials to making the numbers and gaining more freedom in how you do the job. In terms of process, it’s always been my belief that great processes in place—brand planning, advertising, creative briefs—is not restrictive but rather provides the right freedom to your people. Get your people to drive all their creative energy into great work that gets in the marketplace, not trying to figure out what slide looks really cool in the brand plan presentation.  To read more about running the Planning process, click on this hyperlink: 

How to lead the entire Brand Planning process on your business

The head of Marketing role can be very lonely.

I remember when I first led a Marketing team, I found it surprisingly a bit lonely. Everyone in marketing tries to be “on” whenever you are around. And you don’t always experience the “real” side of the people on your team. Just be ready for it. The distance from your new peers (the head of sales, HR, operations or finance) is far greater than you are used to.Your peers expect you to run marketing and let them run their own functional area. They have their own problems to deal with, and likely see many interactions as a win-loss for resources. The specific problems you face, they might not appreciate or even understand the subtleties of the role. Your boss gives you a lot of rope (good and bad) and there’s usually less coaching than you might be used to. It is important for you to have a good mentor or even an executive coach to give you someone to talk with that understands what you’re going through.

As a CMO, you have to know that better people leads to better execution, which leads to stronger brand results

 

 

We will make your team of brand leaders smarter

While you might think that having a great product, the right strategy and a winning TV ad will drive your brand, the long-term success of your brand is dependent is how good your people are. If you have great Brand Leaders, they will be on top of your business, make the necessary strategic course corrections, create better executions that connect with consumers and drive profitable growth for your brand.

One of the best ways to drive long-term business results from your brands is to ensure you have a strong marketing team in place. At Beloved Brands, we can develop a tailored program that will work to make your team better.  Regardless of industry, the fundamentals of Brand Leadership matter. In terms of connecting with your people, Training is one of the greatest motivators for teams and individuals.  Not only do people enjoy the sessions, they see the investment you’re making as one more reason to want to stay. They are focused on their careers and want to get better.  If you can be part of that, you’ll retain your best people.

The Brand Management courses we offer:

At Beloved Brands, our training center offers 10 selected courses to get you ready to succeed in Brand Management.

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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. 

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How to lead the entire Brand Planning process on your business

4 stages of the planning process

Our  planning process starts with a deep-dive business review, lays out the brand positioning. We use the Brand Plan to get everyone on the same page, helping make decisions, resource allocations and set up the brand’s execution. We then build an execution plan that helps every stakeholder to contribute their part to the brand.

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First, you need to go deep to gain an understanding

Every situation has unique challenges. It is important to do the work to understand where your brand is today, what is holding it back from the expected growth. Whether that means doing a deep dive on the business or challenging your people with key questions that will highlight the challenges facing the brand.

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To read more on conducting a Deep Dive Business Review, here is our workshop that we run to help make brand leaders smarter:

Create a winning brand positioning statement for your brand

You need to create a brand idea and brand positioning that will help your brand win in the market. Find a winning brand positioning, that balances the rational and emotional benefits.  Work to create a Big Idea that frames the external and internal promise of your brand. We recommend that you validate a Brand Concept with your consumers to see if  you have something unique, own-able and motivating.

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To read more on developing a unique, own-able and motivating Brand Positioning Statement, here is our  workshop that we run to help make brand leaders smarter:

Write a Brand Plan that everyone can follow

The main goal of writing a focused strategic brand plans is to get everyone on the same page, so that everyone in your organization can follow. Here, you want to get your team lay out a long range strategic road map and brand plan that includes a vision, purpose, goals, strategies and tactics. Then, work with your team to create actionable project plans for each tactic with goals, milestones and budget.

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To read more on building a Brand Plan that everyone can follow, here is our workshop that we run to help make brand leaders smarter:

Build the marketing execution plan that drives growth for your brand

We use the Big Idea map to lay out a plan every consumer touch point–including the brand promise, brand story, innovation, purchase moment and brand experience. From there, we match up with the consumer buying system to focus on moving consumers from awareness to purchase to repeat and on to becoming loyal. This sets up the communication brief that frames both the creative and media, helps drive the innovation plan, sets up the culture of the organization as the backbone to the experience and manages the purchase moment through channel management and merchandising.

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To read more on getting the most from your Marketing Execution, here is our workshop that we run to help make brand leaders smarter:

 

We run workshops that help Brand teams make better decisions on the way to smarter action plans

We are big believers in the workshop process. We think it’s the best way to get the decision makers in the room, push for alignment, make decisions and drive the team towards action. The most noticeable point of difference we offer is that we will challenge you with new ideas to get your brand and your team in a better position for future growth. As the facilitator, I bring my executive experience into the room, ready to challenge the thinking and pushing for better answers. It’s like having another VP Marketing in the room.

While anyone can recommend a strategy, we recommend a realistic strategy that drives towards action. Quite frankly, I’m not big on consultants that just bring in big presentations that just sit on the shelf and never make it to the market. They cost a lot, take a long time, and in general they are written by consultants that have never run a business. Even Ad Agencies can recommend strategy, but they usually bring an agency bias and just give strategies that set up work they want to make–whether it drives growth for your business or not. I’ve run many businesses and I understand the pressure you’re facing on driving growth.

My personal promise to you is that I will get your brand in a better position for future growth

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. custom_business_card_pile_15837We 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. 

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How to lead a Business Review on your brand

2015 logo profile pic versionBefore engaging in your brand planning process, it is a good discipline to start off by doing a deep dive analysis on everything on your business. And I mean everything.  

Yes, everything!!!

When I was at J&J, we had the luxury of getting our Assistant Brand Managers (ABM) to spend 6 weeks looking at everything on the brand and then getting them to present it to the marketing leadership team. Here’s a little secret: it sounds a little cruel, but we hinted that the business review was a “bit of a test” that would impact your career trajectory. If you give an A-type personality from the best MBA programs a month to dig in and you hint that it’s a “test”, you get some of the best brand reviews ever!  These ABMs also spent a full day each month digging into the monthly consumption and sales numbers and writing up a monthly report which helped keep us on track all year. When I became a Brand Manager, I said “thank god I’m no longer have to do all that analysis, and I can now spend more time just thinking”. But as I moved up to Director level and up to the VP level, I started to lose touch with what was really happening on the brands. So, rather than just pass on the ABM’s monthly report to my boss, I would block off a morning and do up my own monthly report. I dug in on the share data, looking for breaking points in the trend line, questioning any splits I would see after breaking out the regions, channels or sizes. Many times, I’d come up with new conclusions not considered and I’d pass them back down. With that analytical training as an ABM matched up against my experience, I found I could go faster than I used to–because I knew what to look for.

The lesson I learned, is that to free yourself up to do the thinking, you need to first dig in and do the questioning. 

As Abraham Lincoln said, “Give me six hours to chop down a tree, and I will spend the first four sharpening the axe”

At Beloved Brands, we believe in digging deep and we live the six principles for good analytics: 

  1. Opinions without fact to back them up are just opinions and can leave a room divided:  you will gain more support for your analysis by telling analytical stories through data.
  2. Absolute numbers by themselves are useless: only when given a relative nature to something important do you find the data break that tells a story. Slide1
  3. The analytical story comes to life when you see a break in the data: comparative indexes and cross tabulations can really bring out the data breaks and gaps that can really tell a story. 
  4. Like an old-school reporter, two sources of data help frame the story: Avoid taking one piece of data and making it the basis of your entire brand strategy. Make sure it’s a real trend.
  5. Deep analysis requires thinking time:  Asking these 5 questions can force the deeper richer thinking: What do we know? What do we assume?  What we think? What do we need to find out? What are we going to do? 
  6. Use tools that can help organize and force deep dive thinking in key areas:  SWOTs or Force Field type tools help organize your thinking and frame the discussion for others.

Deep Dive Business Review

  1. Category: factors impacting growth, trends, economic, changes happening in demographics, behaviors, consumption. Look at related categories.
  2. Consumer: define segments, buying habits, growth trends, key insights for each segment, buying system analysis, leaky bucket, consumer perceptions through tracking data and research
  3. Channels: look at each channel’s performance, major customers, sales performance, tools for winning used in each channel
  4. Competitors: dissect competitors looking at positioning, pipeline, pricing, distribution differences, consumer perception, strategies. Complete a brand plan for each competitor.
  5. Brand: look at internal and external health and wealth of brand. Use financial analysis, brand funnel data, market research perceptions. Look at advertising results, pricing strategies, distribution gaps and do a complete leaky bucket analysis.
  6. Health and Wealth of Brand: look at factors driving the internal health and wealth and the external health and wealth of the brand.
  7. What’s driving growth: summation of the top 3 factors of strength, positional power or inertia that can be a proven link to growth.
  8. What’s inhibiting growth: summation of top 3 factors of weakness, un-addressed gaps or friction holding back the growth of the brand.
  9. Opportunities for growth: specific untapped areas that would fuel future growth, based on unfulfilled needs, new technologies, regulation changes, removal of trade barriers.
  10. Risk to future growth: changing circumstances create potential risk to your growth pattern, based on changes in consumer needs, threat of substitutes, barriers to trade, customer preference, or attacking your weaknesses

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At Beloved Brands we teach brand leaders good analytical principles about telling stories with data to gain more support for your analysis. We look at every part of the health and wealth of a brand looking at the category, consumer, channels, brand, competitors. We teach how analysis turns fact into insight and how data breaks set up strategic choices. We look at how to turn analytical thinking into projections. And then we help to build an analytical story and presentation that’s ready for management review.

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Here is the Workshop that we run to help brand leaders be better at analytical thinking and help them to create better analytical stories. You’ll see how we are able to dig into every aspect of the brand as we provide tools for assessing the overall category to dissecting the competitor, how to analyze what’s happening with consumers and channels and then how to do a complete assessment behind the data of the brand. You have all this information, you should really use it.

       

In a world of BIG DATA, it’s only BIG if you know how to use it.

At Beloved Brands, we love to see Brand Leaders reach their full potential.  Here are the most popular article “How to” articles.  We can offer specific training programs dedicated to each topic.  Click on any of these most read articles:

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 see a workshop on THE BRAND LEADERSHIP CENTER, click on the Powerpoint presentation below:

We make Brands stronger.

We make Brand Leaders smarter.™

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

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Bringing our blog to life through video

000f51eAt Beloved Brands, we have created a new video Series called BELOVED BRANDS 180. Each video will be 180 seconds (3 minutes) in length and our goal is to get Brand Leaders to do a 180 on their thinking. We want them to think different, because the thinking that got you this far, might not be enough to get to where you want to go next. Today’s video topic is “How to write a brand positioning statement”. Brand positioning statements provide the most useful function of taking everything you know about your brand, everything that could be said about the consumer and making choices to pick one target that you’ll serve and one brand promise you will stand behind.

How to analyze what’s happening on your Brand

As a senior brand leader, I have to confess a frustration when I knew the details better than my Brand Manager. And it’s not just that senior leaders micro manage, it’s really that they can just analyze situations faster. They taught themselves the fundamentals of analysis. And they know when a Brand Manager hasn’t done the deep dive thinking.  Opinions are great. Every brand leader should have one and be able to articulate their views. But it’s best when you can layer it in fact. One good rule for communicating your opinion is something I learned in my first year Logic class: Premise, Premise, Conclusion. Try it out, next time you’re engaged in debate. Just make sure the premise is backed by fact.

How to go Deeper

The best way go deep on your analysis, ask “so what does that mean” at least five times and watch the information gets richer and deeper.

Looking at the Gray’s Cookie example above, intuitively, it makes sense that going after Health Food Stores could be one option put on the table. But to say you need to be better, without digging in remains an unsubstantiated opinion. As you dig deeper, you see that going after Health Food stores, who are highly independent is labor intensive and the payback is just not there. Yes, you’re way under-developed. But it’s more expensive than other options. When you bring the option of going after mass into the mix, which is head office driven, you start to see a higher return on the investment. This is just a fictional example, but look how the thinking gets richer at each stage. Force yourself to keep asking “so what does this mean” or “why” pushing the analysis harder and harder.

Analytical Tools:  SWOT, PEST, FORCE FIELD

A good analytical tool helps to separate out attributes on the brand that may contribute positively or negatively, are happening vs could happen.

A SWOT stands for Strengths, Weaknesses, Opportunities and Threats. I have found it used best for a new launch where strengths are untapped assets the brand can unleash and weaknesses are things that must be over come. Always force yourself with strengths and weaknesses to look at it through the lens of impacting revenue. So instead of “boring name”, you’d change that to “name unknown, and lacks inspiration to drive a price premium”. Always connect your analysis to the P&L.

Slide1PEST stands for Political, Environmental, Social and Technological and is best used when the brand is in a highly sensitive market or one that is filled with conflicts, controversies or at the leading edge of market trends. This can be added to either of the other two or stand on its own.

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A Force Field analysis is best served for those brands in a sustaining position where marketing plays the role of driving innovation and creativity within a box. Always keep in mind that Drivers and Inhibitors are happening now. You can see the impact in the current year. Anything in the future gets moved down to Opportunities and Threats which are not happening but could happen.  Invariably, people mix this up and things that could happen move up when they really shouldn’t.

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The best thing about the force field is you can easily take it into an action plan, because you want to keep the drivers going and overcome the inhibitors. Then take advantage of the opportunities and minimize or eliminate any serious threats. It’s a great simple management tool.

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To read more about Brand Analysis, I’d encourage you read: How to Go Deeper on Analysis

The Tools Help Frame Your Thinking but Never Replace it. 

To read more on How to analyze your brand, read the 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

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How to go deeper on the analysis of your Brand

 

Too many times, marketers come to conclusions based on pure instincts and put them forward to their management team and the set of peers who might agree or disagree. The problem with instincts is that because it’s really just an opinion, with nothing to substantiate it. And even if you are right, you’ll have a hard time convincing others, so anyone with a counter view, retains their own opinion and the team remains divided. Even if they go along with it, they remain a quiet dissenter just waiting for it to fail and waiting to say “I told you so”.

When you don’t go deep on your thinking, I call it surface thinking.  I equate “surface thinking” to “surface cleaning”.  When your mother is coming over to visit in half an hour, you “surface clean” by quickly take everything and jam into the drawers or closets where she won’t be able to see.  You never really clean up. The same thing holds with “surface thinking”. Yes, you think, but it stays at the opinion level. You don’t dig in to the data, you don’t listen to others or go do the necessary research to back up your opinion. You never really go deep enough to uncover the deep rich insightful conclusions. And everyone knows it. 

Opinions are great.  Every leader should have one and be able to articulate their views. But it’s best when you can layer it in fact.  One good rule for communicating your opinion is something I learned in my first year Logic class: Premise, Premise, Conclusion. Try it out, next time you’re engaged in debate. Just make sure the premise is backed by fact.      

So what happens when you just do “surface thinking”:

  1. The programs bomb, and because you don’t know what elements of the program really failed, you throw out the entire program—the strategy was wrong, the tactics didn’t do what you hoped, the goals weren’t set up right and even the agency did a bad job. You throw it all out, and might even fire the agency.
  2. There’s management doubt from your boss and your peers. They can clearly see you don’t go deep, so they remain unconvinced or even confused. They might confront you with their own opinion, but then we just end up with two talking heads that refuse to go deep. But, to protect themselves against a strategy they aren’t quite sure of, they subconsciously short-change you on investment or even on support from their team. 
  3. When you just operate at the surface level, when you’re debating a topic, instead of the team going deep and seeking out real and rich facts to support one side or the other, the conversation moves sideways instead of deep.  What you’ll notice is you’ll be talking about distribution at the surface level, and because no one in the room wants to  go deep, they say “well what about the new cheery flavor, I took it home and my wife didn’t like it, are we sure it’s going to work” or “this new golf shirt for the sales meeting is very cool, I want one of these puppies”. The leadership team spins, round and round, never diving deep enough to solve the issues, just casually moves on to new issues. This is how bad decisions or no decisions get made. 

How to go deeper

The best way go deep on your analysis, ask “so what does that mean” at least five times and watch the information gets richer and deeper. 

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Looking at the Gray’s Cookie example above, intuitively, it makes sense that going after Health Food Stores could be one option put on the table. But to say you need to be better, without digging in remains an unsubstantiated opinion. As you dig deeper, you see that going after Health Food stores, who are highly independent is labor intensive and the payback is just not there. Yes, you’re way under-developed.  But it’s more expensive than other options. When you bring the option of going after mass into the mix, which is head office driven, you start to see a higher return on the investment. This is just a fictional example, but look how the thinking gets richer at each stage. Force yourself to keep asking “so what does this mean” or “why” pushing the analysis harder and harder. 

Thinking time questions that will help you go deeper

The first analysis is “What do we know?” with 5 key questions to help you sort through your analysis:

  1. What do we know? This should be fact based and you know it for sure.
  2. What do we assume? Your educated/knowledge based conclusion that helps us bridge between fact, and speculation.
  3. What we think? Based on facts, and assumptions, you should be able to say what we think will happen.
  4. What do we need to find out? There may be unknowns still.
  5. What are we going to do? It’s the action that comes out of this thinking.

It forces you to start grouping your learning, forces you to start drawing conclusions and it enables your reader to separate fact (the back ground information) from opinion (where you are trying to take them)

The second type of analysis is “Where are we?” with 5 key questions to help you sort through your analysis:

  1. Where are we?
  2. Why are we  here? 
  3. Where could we be?
  4. How can we get there?
  5. What do we need to do to get there?

These questions help frame your thinking as you go into a Brand Plan.  The first question helps the analysis, the second with the key issues, the third frames the vision and objectives, the fourth gets into strategy and tactics and the fifth gets into the execution. My challenge to you: update it every 3-6 months, or every time you do something major. You’ll be surprised that doing something can actually impact “where are we?” on the analysis.  

The deeper the thinking, the smarter the leader

 

 

To read more on how to Create 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