How to Guide for Marketers

The marketing skills you need to be a successful Brand Leader

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marketing skillsAt Beloved Brands, we use a 360-degree approach to marketing, which can highlight the skills you need to be successful in running your brand. You must be know how to analyze the performance of your brand through a deep-dive business review. Brand Leaders have to be able to think strategically to sort through issues and make decisions on direction. You must know how to define your brand with a positioning statement and a brand idea. Marketers need to know how to write a brand plan that everyone can follow. And, marketers should learn the skills needed to inspire smart and creative marketing execution that builds a brand that consumers will love.

Let’s use this 360-degree model to highlight the skills you need for each of the five areas. Below, I have broken down each of the five areas into 4 unique marketing skills. This will leave you with 20 overall marketing skills you need to be great.

1. Analyze performance

Too few marketers take the time to dig into the data analytics. There is no value in having access to data if you are not using it to discover meaningful insights. The best brand leaders can tell strategic stories through analytics. You need to know how to create a deep-dive business review, looking at the marketplace, consumers, competitors, channels, and brand. And, you need to be able to to turn your analysis into a written report or a presentation for management. You need to know brand finance, to know every financial formula you need to run your brand.

  • Understand all the potential sources of brand data you can use to evaluate the situation. These include market share, consumption, shipment data, brand funnel, advertising tracking, market research studies, and financial statements.
  • Know how to dig deep into data, using draws comparisons and development indexes to find the data breaks. Draw out insights and conclusions that you can turn into a story to help your team debate and make decisions.
  • Able to lead a best-in-class 360-degree deep-dive business review for the brand that looks at the marketplace, consumers, channels, competitors and the brand results to give a holistic view of the brand’s performance.
  • Once you have all your findings, you need to be able to write analytical stories that include performance reports and key issues presentations. Then, you need to be able to outline the strategic implications of the brand’s current situation.

2. Think Strategically

Too many marketers are so busy that they do not even have time to think. The best brand leaders do the necessary critical strategic thinking to find ways to win in the market. Strategic thinking is an essential foundation, forcing marketers to ask big questions that challenge and focus brand decisions.

There are four ways to enhance your strategic thinking, using the brand’s core strength finder, consumer strategy, competitive strategy and situational strategy. As you frame your strategies, you should learn to think and then talk in a method that lays out the vision for your brand, focuses your limited resources on breakthrough points, takes advantage of opportunities you see in the market, finds early wins to leverage to give your brand a positional power to drive growth and profits for your brand.

  • Ask the right interrupting and challenging questions to help slow your brain down to a reflection speed. Make sure you understand the issues surrounding the brand before you reach for solutions
  • Take a 360-degree strategic view by looking at your brand’s core strength, how consumers engage, the stance your competitors are taking, and the current business situation you face
  • Able to lead a well-thought strategic debate across the organization. Ensure sales, operations, product development and senior leaders have their say.
  • Make smart strategic decisions that map out a vision, focuses the brands limited resources, takes advantage of an opportunity, gains an early win that can leveraged to drive added power or incremental profits.

3. Define the brand

Too many marketers are trying to be everything to anyone. This strategy is the usual recipe for becoming nothing to everyone. The best brand leaders target a specific motivated consumer audience and then define their brand around a brand idea that is interesting, simple, unique, motivating and ownable. 

You have to know the fundamental ways for how to write a winning brand positioning statement with four essential elements: target market, competitive set, main benefit and reason to believe (RTB). Learn how to build a brand idea that leads every touchpoint of your brand, including the brand promise, brand story, innovation, purchase moment and experience. And finally, you have to know the tools for how to write a winning brand concept and brand story. 

  • Defines your ideal consumer target. Build out consumer profiles framed with need states, consumer insights, enemies and the desired response.
  • Take a consumer-centric mindset to turn brand features (what you do) into functional benefits (what consumers get) and emotional benefits (how it makes them feel)
  • Find a winning brand positioning statement that is own-able for your brand and motivates consumers to build a tighter bond with the brand.
  • Develop a brand idea that is interesting, simple, unique, inspiring, motivating and ownable. You must be able to stretch that brand idea across every consumer touchpoint, including the brand promise, story, innovation, purchase moment and consumer experience.

4. Create Brand Plans

Too many marketers focus on a short-term to-do list, not a long-term plan. The best brand leaders write brand plans everyone in the organization can follow with ease, including senior management, sales, R&D, agencies and operational teams. You have to know how to write each element of the brand plan, including the brand vision, purpose, values, goals, key Issues, strategies, and tactics. You must be able to build execution plans including a brand communications plan, innovation plan, and in-store plan.

  • Lead the development of all elements of a smart brand plan; vision, purpose, goals, issues, strategies, tactics.
  • Know how to turn strategic thinking into smart strategic objective statements that can stand as the foundation of the brand plan
  • Able to use the brand plan presentation to convince senior management to follow the issues and strategies you lay out, and garner the necessary support across the organization.
  • Develops smart execution plans that deliver against the brand strategies, and steer each execution team to stay on strategy.

5. Inspire creative execution

Too many marketers are becoming task-masters and stepping over the line into execution. The best brand leaders need to inspire experts to produce smart and creative execution. You need tools and techniques for judging and making decisions on creative advertising from your agency.  For judging execution, I use the ABC’s tool, believing the best executions must drive Attention (A), Brand link (B), Communication (C) and Stickiness (S). I also have a checklist for you to use when judging executions. One crucial skill is being able to give direction to your agency to inspire and challenge great execution.

  • Write strategic, focused and thorough creative briefs that will inspire great work from those experts who will execute on your brand’s behalf.
  • Capable of leading all marketing projects whether they are on brand communication, innovation, selling or experience.
  • Able to inspire greatness from experts at agencies or throughout the organization to offer their greatest work on your brand.
  • Makes smart marketing execution decisions that will help tighten the bond with consumers, put the brand into a more powerful position and drive long-term success that matches up tot he strategy.

I believe you need a playbook that covers each of these skills. Here’s the skills you need to be able to bring out when needed in your role.

Marketing Skills

Taking this a step further, use our assessment tool to highlight your own marketing skill gaps. Once you identify these skill gaps, use our book or our brand training programs to close those gaps.

marketing skils

Here is a presentation that can help you manage your career in Brand Management.

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.

Beloved Brands book

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

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

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

Beloved Brands: Who are we?

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


We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

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 brand 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.

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.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.

 

 

 

How to Guide for Marketers

10 reasons why Brand Managers get fired.

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The best Brand Managers take ownership, provide the strategic direction, work the system, handle pressure and get the most of their direct report.brand managers

Most new Brand Managers mistakenly think this role is about managing others because they finally get a chance to manage a direct report. However, the bigger role is the transition from doer to owner. 

Yes, you will get your first chance to manage someone, but many times that effort can be a distraction from your chance to continue to learn and grow. Many brand managers are disheartened to find out they are a disaster with their first direct report. Try to improve with each new direct report and then they will feel more comfortable around the fifth direct report.

I hope you love the magic of Marketing. It is easy to lose your passion and try to do what your boss wants or do things to make short-term numbers so you can get promoted. Don’t just go through the motion the job, but do it with all your passion. If you do not love the work you do, then how can you ever expect your consumer to love your brand? Leave your legacy. 

Many great Assistant Brand Managers end up being fired or pushed out the door at the Brand Manager level. So, why were they mistakenly promoted?

I don’t want to see anyone get fired, so use this list to find your blind spot and close it before others discover it. Be honest with yourself. Seek out opinions of peers or colleagues. I have advice for each potential reason, hopefully helping you pro-actively address any issues.

Top 10 reasons why Brand Managers get fired:  

1. They struggle to make decisions:

Some Assistant Brand Managers (ABMs) shine because they are the “super doer’s,” who made things happen, on time and under budget. All the subject matter experts (forecasting, production, promotions) love them. However, once promoted to the Brand Manager, they freeze. They can do, but they can’t decide. They can execute someone else’s project list with flare, but they can’t come up with their own project list. Instead of providing direction, they keep asking for help, over and over.

Advice: To overcome this problem, work on your decision-making process with tools that force the choice. If you are scared, map out your thinking, use pros, and cons or a decision tree. When faced with an A or B decision, never talk yourself into doing both A and B. A choice should focus your resources to make sure the plan works. If you do both, it divides your resources, and both options fail. 

2. Not analytical enough.

Many marketers struggle with math, and it eventually catches up with them. They might have great instincts, but they only scratch the surface on the analytics, and can’t explain what is happening in their brand. If you can’t understand the analytics, you risk solving the wrong problem.

Advice: Just because you are now a Brand Manager doesn’t mean you stop digging into the data. The analytical skills you learned as an ABM should be used at every level in your career right up to VP. Even when I was running a team of 30 marketers, I used to do my own monthly share report to ensure I was digging in and getting my hands mucky with the data.  I could tell which of my Brand Managers had dug in as well and who hadn’t even read their ABM’s monthly report yet. However, trust me, it scares your boss even more. Take the time to understand the details of your business. Dig into the data and make decisions based on the depth of analysis you do. 

3. Can’t get along with others

The Brand Managers that struggle with sales colleagues or the subject matter experts (SME’s) are at risk of failure. They are the type who speaks first, listens second, and go head-to-head to get their way instead of looking for compromise. Yes, they might be so smart they think faster than everyone, but they forget to bring everyone along with their thinking. They start to leave a trail of those they burned, and when the path gets too big, they get labeled as “tough to deal with.”

Advice:Listen more and make sure to hear them out. The collection of SME’s will likely teach you more about marketing than your boss will. If you don’t use these people to enhance your skill, you’ll eventually crash and burn.  Moreover, if they can’t work with you, they’ll also be the first to destroy your career. You aren’t the first superstar they’ve seen. Also, likely not the last. My recommendation to you is to remember that Leadership is not just about you being out front, but about you turning around and seeing people following you.  

4. Not good with ambiguity:

Some Brand Managers opt for the safety of the easy and well-known answers. They struggle with the unknown and get scared of ambiguity. Brand Managers that become too predictable for their team create work in the market that also becomes predictable and fails to drive the brand. These Brand Managers are OK–they don’t have much wrong, but they don’t have much right.

Advice: You can put them on safe, comfortable businesses, but you wouldn’t put them on the turn around or new products. Ambiguity is a type of pressure that not all of us are capable of handling, especially when they see uncertainty and time pressure work against each other. Don’t ever settle for “ok” just because of a deadline. Always push for great. You have to learn to handle ambiguity. In fact, you should revel in ambiguity. Have fun with it. Be patient with ideas. Never be afraid of an idea and never kill it quickly. As a leader, find ways to ask great questions instead of giving quick answers. Watch the signals you send that may suck the creative energy out of your team.

When you find a way to stay comfortable in the “ambiguity zone,” the ideas get better whether it’s the time pressure that forces the thinking to be simpler or whether it’s the performance pressure forces us to push for the best idea. So my recommendation to you is to hold your breath sometimes and see if the work gets better.

5. Bad people Manager

Most first-time people managers screw up a few of their first 5 direct reports. It is only natural. One of the biggest flaws for new Managers is to think “Hey, it will take me longer to explain it to you, so why don’t I just do it myself this one time and you can do it next time”.  They repeat this every month until management realizes that these Brand Managers aren’t teaching their ABM anything. They became the Manager that none of the ABMs want to work for because they never learn anything. But as management keeps watching great ABMs crashing and burning while under these Brand Managers, we start to wonder “while you might be smart, but can you actually manage people?”

Advice: To be a great Brand Manager, you have to work on being a better people leader. We expect you to develop talent.  Be more patient with your ABM. Become a teacher. Be more selfless in your approach to coaching. Take time to give them feedback that helps them, not feedback that helps you. If you don’t become a better people manager, you’ve just hit your peak in your career.

6. Poor communicators, with management or partners

You fail to warn your boss when there is a potential problem adequately. Moreover, when you leave your manager in the dark, it will upset your boss the information comes to your manager from someone else. If you don’t keep your partners aware of what’s going on, you will leave them feeling confused.

Advice: You have to become a better communicator. Make it a habit that as soon as you know something, you make sure that your boss knows as well–especially with negative news. Share the problem with your boss, discuss what you are going to do, and then make it happen.  

7. Never follow your instincts

You forget that marketing also has a “Gut Feel” to it, taking all the data, making decisions and then getting to the execution and believing it by taking a risk. Too many times people fail because “they went along with it even though they didn’t like it.”

Advice: You have to find ways to use your instincts. The problem is that sometimes your instincts are hidden away. You get confused, you feel the pressure to get things done, and you’ve got everyone telling you to go for it. You get scared because you’re worried about your career and you want to do the ‘right thing.’ However, your gut is telling you it’s just not right. My rule is simple: if you don’t love the work, how do you expect the consumer to love your brand. The worst type of marketer is someone who says “I never liked the brief” or “I never liked the ad.” At every touch point, keep reaching for your intuition and bring them out into the discussion.

8. Can’t think strategically or write strategically:

You are expected to be able to think strategically and be able to communicate strategy through your writing– whether the annual Brand Plan, creative brief to agency, monthly share report or just an email sent up to senior management.

Advice:Be organized in your thinking and map it out. I do believe that every good strategy has five essential elements: 1) set a vision of what you want 2) Invest resources in a strategic program 3) Focus on an identified opportunity 4) Leverage a breakthrough market impact and 5) Performance result that pays back. If you learn to think, speak and write using these five elements, you will show up smarter to everyone who works on your brand.

9. You don’t run the brand; you let the brand run you.

Some Brand Managers end up in the spin zone where they are disorganized, frantic and not in touch with their business. Some even take pride in how long they work or how many things they are getting done on their to-do list. They miss deadlines, look out of control and let things just stockpile on one another. The brand is killing them.

Advice:Stay in control, so you hit the deadlines and stay on budget. Dig in and know your business, so you don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge. Use processes that organize and enable you and your team, so that it frees you up your time to push projects through and for doing the needed strategic thinking. Stay conceptual–avoid getting stuck in pennies or decimals–so you can continue to drive the strategy of your brand.  

10. Sloppy with budgets and timelines

Having someone on the team who is sloppy with budgets and timelines is like living with a messy roommate or the friend who always shows up late. Not only will you look out of control, you will put an added stress on everyone around you. And, like that messy roommate, you won’t know people are talking about you until someone finally loses it on you. When you miss budgets, you mess up the finance team.  The bigger the variance to expectation, the bigger the frustration. The worst thing you want is a reputation for someone who is sloppy. That means you can’t be trusted. When you miss a deadline, you likely mess up someone else’s deadline.

Advice: Get your business in order. You are running a live business. You have to be a good project manager, as it only gets more complex as you move up and take on bigger brands or more brands. 

marketing careers

 

Now let’s be honest: You likely won’t be fired for just one of these. You probably will see 3 or 4 of these come together and begin to showcase that you’re just not up for being a Brand Manager. However, even 1 or 2 will keep you stuck at the Brand Manager level, and you’ll notice your bosses are hesitant to put you on the most significant brands or the toughest assignments.

The big question is what do you do about it.

I hope that you can use the list as a way to course correct on something you might already be doing. We each have a few of these de-railers, some that you can quickly overcome but others that will take a few years to fix. Those who seek out feedback, welcome it and act on it will be the successful ones. I hope that your company has a process of giving feedback or that you get lucky to have a manager that cares about your career and is willing to provide you with the robust feedback. However, if not, seek it. Be honest with yourself and try to fix one of these per quarter.

I hope you can figure out the blind spots before your manager does.

Close your gaps to ensure you will be a successful Brand Manager

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.

Beloved Brands book

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

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

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

Beloved Brands: Who are we?

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


We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

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 brand 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.

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.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.

 

 

How to Guide for Marketers

Five simple questions to kickstart your Brand Plan

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brand plansA brand plan is an opportunity to make decisions on how to allocate your brand’s limited resources. A smart brand plan has a vision, analysis, key issues, strategies and execution plans. Focus on the smartest ideas that will drive the highest return. Think of the plan as a decision-making tool to align your team. Make the best financial investment choices and the best decisions on how to deploy your people. The plan should then align and focus everyone who works on the brand, including the leader who writes the plan. 

When you start your brand plan, the worst thing you can do is open up a PowerPoint document and begin to type away on a blank page. You will get writer’s block, or you will assemble a complete mess. Remember back to when you wrote a term paper in college. The essay was always easier to write and a much better end product when you took the time to write out a rough draft outline before you started the final document.

Annual Plan on a Page

The annual brand plan has three distinct sections: analysis, issues and strategies, and execution plans.

  • The analysis section lays out the summary from the deep-dive business review with an overview of the top three points, which envelop what is driving your brand’s growth, what is inhibiting your brand’s growth, which threats could hurt your brand and what opportunities your brand faces.  
  • The key issues and strategies section focuses on the top three issues getting in the way of achieving your vision. You should put the issues in question format. And the strategic solutions are the answers that match up to each of those questions. Set goals to measure your brand’s performance against each strategy. 
  • The execution section maps out the specific plans for each of the chosen execution areas that line up to most essential consumer touchpoints.  

I first came up with this “brand plan-on a page” format when I led a team with 15 brands. It helped me see the big picture quickly, rather than having to hunt through a big thick binder. Also, the sales team appreciated the ability to see the entire plan on one page quickly. Most salespeople also had 15 brands to manage with each of their customers. Everyone who works on the brand should receive the one-page plan. And then, keep it close by to steer their day-to-day decisions.

Five Questions worksheet

While it is easy to get writer’s block, it can be worse when you sit at your computer staring at a blank screen with the word “Vision” staring back at you.

Here are five simple questions to help you kickstart your first thoughts about your brand plan and decide on the big picture elements of your plan before fine-tuning and perfecting the writing.

  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?

Your written answers will start to reveal a rough draft outline of your brand vision, analysis, key issues, strategies, and some thinking on your execution and measurement, which form the entirety of your brand plan.

To start your rough outline, force yourself to write out three bullet points for each of the five simple questions. Make it challenging to narrow down your list to the top three points, as the extra effort now will help focus your mind on the most significant points.

It is very easy to get lost in the planning process. Many brand leaders will spend a few weeks writing a plan. As you solicit conflicting input from across the organization, it will add a layer of confusion to the plan you must sort through. It is easy to get lost in a mess.

I recommend you start with the five questions then keep coming back to this document a few times throughout the process to make sure you stay on track. These five questions keep you grounded and focused throughout the planning process.

For more on How to write a Brand Plan, click on this link: http://beloved-brands.com/2012/06/24/brand-plan/

 

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.

Beloved Brands book

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

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

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

Beloved Brands: Who are we?

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


We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

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 brand 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.

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.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.

 

How to Guide for Marketers

The non-negotiable behaviors that will destroy a Marketer’s career

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[sg_popup id=”9″ event=”onload”][/sg_popup]I like to talk about the skills, behaviors, and experiences you need to succeed in Marketing. However, this list in today’s article is not about growth, but about what could destroy you. To succeed in your Marketing career, you must hit deadlines, know your business, be open with communication, take control of your brand, be able to use feedback, and then listen to the experts around you, before you decide.  

Trust me when I say this: if you do not nail these six behaviors, you will eventually annoy someone enough to get rid of you. You’ve likely heard of CLM’s, also known as “career-limiting-moves.” These six behaviors are non-negotiable CLM’s, and if you miss them continuously, you will be gone. Fix these.

For many Marketers, these could be a blind spot. You could be amazing in all other aspects of your job. And when one of these brings you down, you will be left wondering what happened.  

1. You must hit deadlines.

Never look out of control or sloppy. Marketers have enough to do, so if you begin to miss deadlines, things will just stockpile on each other. Do not be the one who is seen trying to negotiate extensions constantly. That might work with a University essay. But in the real world of Marketing, there are no real extensions. Just missed opportunities. If you miss one, two or three, your behavior will be viewed as a pattern. I went to school with someone who always asked the prof for a deadline on everything. The professor always said yes. And she thrived in school. Yet, never made it in Marketing. In 20 years in Marketing. I never asked for an extension. 

2. You must know your business.

Avoid getting caught off-guard with questions that you cannot answer, such as profit (sales, growth, margins, spend) market share (latest 52, 12, 4 weeks for your brand all significant competitors) and your sales forecasts. Make sure you are asking the questions and carrying forward the knowledge. I was lucky in that I grew up a baseball stat geek, so I could easily remember every number on my business. I was never the type of manager who openly tested people for the sake of it. But, when I had 15 brands and you had one brand: how do you think if I felt when I knew your numbers better than you did? It is your job to know your business and your numbers.

3. You must be open with your communication.

There should be no surprises, especially with your boss. Keep everyone aware of what’s going on. If something could go wrong, make sure everyone knows. When you communicate upwards, always have the situation, implications, options and then quickly followed by an action plan of what to do with it. And when something does go wrong, have a plan ready in place, action items laid out, before your boss says “Oh man, we need a plan.”

4. You must be able to take control of your destiny.

Act like the owner. Tthe best Marketers run the brands; they never let the brands run us. Always be slightly ahead of the game, not constantly chasing your work to completion. Once you are chasing, you can never catch up. Instead, you should always be proactively looking for an opportunity in the market, and work quickly to take advantage. Watch your tone. When you don’t know something, it is perfectly acceptable speak in an “asking way,” but do so with a limit on how many times you show up begging for help. When you are in charge of a brand, and when you know the answer, you have to teach yourself to speak in a “telling way” even to the CEO.

Once you are given the reigns of a brand, it is expected that you tell everyone what to do. As your boss, I would rather that I have to step in and push back on something, rather than to have to encourage you to voice your thoughts. 

5. You must be able to use regular feedback for growth.

Always seek out and accept feedback, good or bad, as a lesson for you. Do not think of it as a personal attack or setback. Identify gaps you can close, never think of them as weaknesses that hold you back. You should always be striving to get better. It is true, the best marketers are ambitious. They want to get better. It is perfectly acceptable to not enjoy getting negative feedback. I would never judge someone’s reaction at that moment.

I have worked with many amazing marketers, who looked devastated and ready to quit, in the heat of the feedback. I’ve seen that look 100 times. That’s perfectly fine. However, I also know, those same great people came in the next morning, ready to make a change and ready to demonstrate it to everyone who was watching. Marketing is an iterative career. Honestly, we repeat the same 20 key skills over and over again, at junior, mid and senior levels. The best get better each time. The worst don’t. 

6. You must listen first; then decide.

There is a somewhat bizarre relationship Marketers have with subject matter experts. We don’t really do anything. We don’t make the product, sell the product, make the ads, buy the media or make the event happen. But as the ultimate generalist, we do decide everything.  Very early in your career, you must figure out the magic in using your subject matter experts to teach you everything you need to know about your job, while still leading them, even if they are 10 or 20 years older than you. These subject matter experts have seen hundreds of marketers come through the door, and if you do it right, they will quietly teach you more than your boss ever will.

As you hit the director or VP level, you must figure out how to use these same subject matter experts as an advisor or sounding board to the toughest of issues or what you think are great ideas. Subject matter experts don’t want to make decisions. They want you to do that. Subject matter experts don’t want to be a leader. They want you to lead them. At these senior levels, you have to learn to listen to them and make sure you really hear them out. You can question and challenge them. And, then it is expected that you will give the direction that pushes them towards the end goal. While you make every decision, if you don’t manage this unique relationship well, they will influence the decision to get rid of you. 

I am excited to announce the release of 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

How to Guide for Marketers

A tool for CMOs to use in evaluating their marketing team

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The best brand leaders are strong on analytics, strategic thinking, positioning,  brand plans and marketing execution. As a CMO, where do you think your team has a gap? If you want better performance results, then invest in making your team stronger.

 

How good is your marketing team?

For each of 5 major elements, I have broken down each into 4 key skills a marketer must have. And, that provides a total of 20 overall skills. I have provided definitions for you to think about when assessing your own team.

How good is your marketing team?

For the CMO, I would encourage you to do an evaluation using our scorecard. See how your team stacks up against your own expectations. Use this tool to identify any of the potential gaps on your team.

For each element, score each individual from 1 to 5.

  • 5 means they are exceptional in that element.
  • 4 means they are very strong.
  • 3 says they are solid performers.
  • 2 would mean they fall below your own expectations.
  • 1 means they are unable to perform that skill.

Once you have completed the evaluation, you can provide an overall score to identify how well you are doing. Unless they score in the 80 or 90% zone they likely need help. Not only that, their performance is likely holding back the performance of your brand.

How good is your marketing team?

The role of the CMO is to make your team smarter

Focus on your people, and the results will come. Smart people produce great work and in turn outstanding results. You should have a regular review of the talent with your directors. Build a system to provide feedback to everyone on the team, preferably on a quarterly basis. 

CMOs should invest in marketing training and development. Marketing Training is not just on the job. Balance with workshop training to give your people the skills. Marketing fundamentals matter. Right now, marketers need more marketing skills training. Your people need to know how to strategic thinking, define their brand’s positioning statement, write a Brand Plan, write a Creative Brief and judge advertising. People are NOT getting the same development they did in prior generations. Investing in marketing training, not only makes them better, but it also motivates them to know that you are investing in them.  

1. Brand analytics 

Can your people turn data into analytical storytelling?

  • You will learn how to build a deep-dive business review on the brand, looking at the market, consumers, competitors, channels, and brand.
  • To start, you will learn the smart analytical principles that will challenge your thinking and help you gain more support by telling analytical stories through data.
  • We teach you the steps to complete a deep-dive Business Review that will help assess the health and wealth of the business, looking at the category, consumer, competitors, channels, and brand. We show key formulas you need to know for financial analysis.
  • Marketers will learn how to turn your analysis into a presentation for management, showing the ideal presentation slide format. We provide a full example of a business review, with a framework for every type of analysis, to use on your own brand.
  • You will learn how to turn your analytical thinking into making projections by extrapolating data into the future.

2. Strategic Thinking

Do your people focus on the right elements of your business?

Strategic Thinking is an essential foundation for Marketers, to inspire them to ask big questions that challenge and focus their decisions.

  • You will learn how to think strategically, by asking the right questions before reaching for solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out.
  • To start, we take you through the 8 elements of good strategy: vision, opportunity, focus, speed, early win, leverage, and gateway. We introduce a forced choice to help Marketers make focused decisions.
  • We emphasize the value of asking good questions, using five interruptive questions to help frame your brand’s strategy. And, this helps to look at the brand’s core strength, consumer involvement, competitive position, the brand’s connectivity with the consumers and the internal situation the brand faces.
  • As a result, you will learn how to build strategic statements to set up a smart strategic brand plan.


3. Brand Positioning

Can your people define your brand?

  • Our program shows how to write a classic Brand Positioning statement with four key elements: target market, competitive set, main benefit and reason to believe (RTB).
  • We introduce our Consumer Benefit ladder tool, that starts with the consumer target, with insights and enemies. We layer in the brand features. Then, we force you to get in the consumer’s shoes and ask “what do I get” to find the functional benefits and ask “how does this make me feel” to find the emotional benefits.
  • You will have access to the unique tool that provides the top 50 potential functional and top 40 emotional benefits. This help Marketers stretch their minds yet narrow in on those that are most motivating and own-able for the brand.
  • Then, we show how to build an Organizing Big Idea that leads every aspect of your brand, including promise, story, innovation, purchase moment and experience.

4. Brand Plans

Can your people write a Brand Plan for everyone to follow?

  • We demonstrate how to write each component of the Brand Plan, looking at vision, purpose, values, goals, key Issues, strategies and tactics. And, we provide definitions and examples to inspire Marketers on how to write each component.
  • You will have a full example of a Brand Plan, with a framework to use. Marketers can try out the concepts on their own brand with hands-on coaching and feedback to challenge them.
  • We show how to build Marketing Execution plans as part of the overall brand plan, looking at a Brand Communications Plan, Innovation Plan, In-store plan and Experiential plan. This gives the strategic direction to everyone in the organization.
  • We also offer unique 1-page formats for an Annual Plan and Long-Range Strategic RoadMap.

Marketing Execution

Can  your people judge, decide and give direction to agencies?

You will learn how to judge and decide on execution options that break through to consumers and motivates them to take action.

  • We provide Marketers with tools and techniques for judging communication concepts from your agencies, as well as processes for making decisions and providing effective feedback. We talk about the crucial role of the brand leader in getting amazing marketing execution for your brand.
  • To start, we teach how to make marketing decisions with the ABC’S, so you can choose great ads and reject bad ads looking at tools such as Attention (A), Branding (B), Communication (C) and Stickiness (S)
  • You learn how to provide advertising direction that inspires and challenges the agency to deliver great execution. You will learn about how to be a better client so you can motivate and inspire your agency.

Time to step up and invest in marketing training

The smartest plan for your people is to identify the gap areas. And, then look through each of the modules to see which one would be best suited to help them. We can certainly customize any program to meet your needs. 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.

For the CMO, 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 are 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 will retain your best people.

Our brand training program can be executed to meet your needs whether that’s in:

  • Workshop format or small team training.
  • Coaching, either in a team setting or one-on-one.
  • Mentoring to high-potential managers or executives.
  • Skype video or webinar style for remote locations.
  • Lunch-and-learn style

Smarter people will lead to better work and stronger brand performance results

 

My new book, Beloved Brands, coming this spring.

How this Beloved Brands playbook can work for you. The purpose of this book is to make you a smarter brand leader so your brand can win in the market. 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 be able to analyze the performance of your brand through a deep-dive business review.


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

Graham Robertson bio

How to Guide for Marketers

How to handle yourself at the creative advertising meeting

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creative advertising meetingWhen you are in your next creative advertising meeting, you should think fast with your instincts, while trying to represent your consumer. The best brand leader plays a most crucial role in the creative advertising process. While they are not designed to be experts, they need to know enough to make advertising decisions, but never enough to do the work.

View the advertising through the eyes of your consumer. Try to see the work how they would see it. I would not even let my agency do a set-up to the ads. I said, “Just show me the work as though I see it on TV.” I felt any setup or explanation clouded my judgment and impacted my ability to use my instincts.

As you are sitting in that decision-making hot seat at a creative meeting, here are some challenging questions to ask yourself:

1. What does your gut instinct say?

The reality of a marketing job is you might be coming into the creative meeting from a 3-hour forecasting meeting or deep-dive financial review, or you just got back from working in the lab with scientists on a new ingredient. It is not easy to change speeds as you head into a creative meeting.

Relax, find your creative energy, let it soak in and find those instincts. I created a “gut instincts checklist” to help prompt you for when you need your instincts.

Creative Advertising Execution

2. Do you love it?

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 okay” in the end. But if you love it, you’ll go the extra mile and make it amazing. Ask if you would you be proud of this as your legacy.

3. Is the advertising on strategy?

Slow down, and find some thinking time after the meeting. In a quiet place alone, make sure it delivers on what you wrote in your strategy documents. Go back through the brief to make sure the advertising will deliver the desired response, and the strategic objective statement you wrote in the brand communications plan. One caution is not to use the extra time to over-think the advertising and talk yourself out of a good ad that works.

4. How big is the creative idea?

Is the creative idea big enough to last 5-10 years? Will the idea work across various mediums (paid, earned, social) across all distribution and the entire product line? Think of being so proud of leaving a legacy for your successor to help think about the longer term.

Making advertising decisions

At the decision point, you have three choices:

        • Approve
        • Reject
        • Change

From my experience, brand leaders rarely approve creative ideas outright. There also seems a reluctant or fear to reject outright. So marketers mistakenly assume their role is to change the ads. I see too many come to the creative meeting with a pen and paper and start to write feverishly all the recommended changes they have for each ad. The problem is if we marketers are not talented enough to come up with the ad in the first place, why do we think we are talented enough to change the ad? You are a generalist, surrounded by experts. Use your experts.

Creative Advertising Execution

Next time you go into a creative meeting, stop giving the creative team your solutions, and give them a new problem you are seeing and then let the creative team figure out the solutions. If the creative brief is the original “box” for the creative team to figure out the ideal solution, then use your feedback at the creative meeting to create a “new box” for the creative team figure out a new solution.

Use your feedback to challenge and create a new problem for your agency to figure out the solution.

Challenge yourself to get better at advertising 

  1. If you realized that how you show up as a client was the most significant factor in getting better advertising, do you think you would show up differently? If so, then show up right. 
  2. Are you one of your agency’s favorite clients? Bring a positive spirit that inspires everyone to want to work on your brand and never treat them like they have to work on your business.
  3. Do you stay focused on one target, one strategy, one benefit behind one brand idea? Avoid the “just in case list” where you add “one more thing.” The best advertising is like a bullhorn in a crowd. The worst advertising is like a cluttered bulletin board where you can’t read anything.
  4. When building a creative brief or providing feedback, do you resist the temptation to provide your own creative ideas or recommend changes? When you are dealing with an expert, give them your problems, not your solutions.
  5. Are you the type of brand leader who is willing to fight anyone in the way of great work? Even your boss? When you do, you will start to see everyone on the team fight for you. 
  6. Do you resist temptation in approving advertising that is “just OK” and “feels safe”? What signal do you think it sends everyone involved? You have to LOVE your advertising, and you should never settle for OK. 

To read our story “The 10 steps of the creative advertising process” click on this link below:

How to lead the creative advertising process

At Beloved Brands, we run workshops 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 MARKETING EXECUTION, click on the Powerpoint presentation below:

 

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.

Beloved Brands book

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

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

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

Beloved Brands: Who are we?

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


We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

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 brand 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.

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.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.

 

How to Guide for Marketers

Why do Marketers fail?

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The best marketers take ownership of the brand, provide a clear vision and set of strategies, know what they want, then goes and gets what they want, can handle the pressure of Marketing and spend the effort to make their Assistant Brand Manager as good as can be. So why do marketers fail?

Here are the real ten reasons why marketers fail:Why Marketers Fail

  1. You fail to make decisions. Stop bundling everything together, do too many things, and you never prioritize. Action over brains never works for long.
  2. Unable to translate data into analytical stories. You need to learn to turn data into issues, then strategies for approval, then action.
  3. Can’t get along with Sales, Agency or subject matter experts around you. They will talk openly about you, and destroy you.
  4. Struggle to deal with ambiguity. Seek clarity at the wrong moment for the sake of comfort. As a result, you opt for the safe/comfortable/easy option, rather than dig in to find the right answer. Marketers will miss answers by being stiff.
  5. You fall for tactics off strategy. When you are mesmerized by shiny tactical toys, it is like taking a holiday from the pursuit of your brand vision.
  6. Bad people Manager. Can’t delegate, selfish, nasty, untrusting, fearful of giving feedback. The best people won’t want to work for you.
  7. Poor communicators, with the boss, or partners. Dealing with you is frustrating. Being a poor communicator creates a lack of trust.
  8. Never follow your instincts. Don’t be the doubter,  who constantly second-guess themselves. It ends up with constant spin/re-think. Slow at moving work through.
  9. You can’t write or present strategically. The reality is that smart thinking must be sold in for approval. Learn to write with a strategic mind. Learn to present your plans whether it is in the front of a room or 1-on-1 over a sheet of paper.
  10. You settle for OK, rather than push for great. Boring work will fail to break through. OK becomes contagious. If you don’t love your work, how do you ever expect your consumer to love your brand?

Five success factors for Brand Managers

1. Ownership

A great Brand Manager takes ownership of the brand. Many marketers struggle with the transition from being the helper to now being the owner. As you move into the job, you have to get away the idea that someone will hand you a project list. Not only will you make the project list, but you should also come up with the strategies that set up the need for the projects.

The best Brand Managers speak with a telling voice, rather than an asking voice. It is great to be asking questions as feelers, but you must realize that most people on the team will be looking to you for the decisions. Your people want to be heard and have their expertise recognized. They recommend, and you decide. Even when managing upwards be careful you do not ask what you should do. A great boss will want you to tell them what you want to do, and let the debate begin from there. 

2. Strategic direction

A great Brand Manager provides a clear vision and set of strategies. You should create a vision for the brand, to serve as a rallying cry for your team. Let everyone know where you want to go. The strategic choices and your brand’s execution should match up with your vision. As the brand owner, you become the steward of the strategy. You should reject everything that does not line up with your vision. Learn to think in terms of strategic pillars, to steer, control, inspire and manage the various functions and Agencies who support your brand. You have to be the one to drive a consistent delivery on your brand, despite having a wide-ranging collection of people behind the brand.

3. Working the system

A great Brand Manager knows what they want, then goes and gets what they want. Organizations are filled with functional groups, layers, external agencies, with everyone carrying a different set of goals and motivations. To an outsider, every organization appears to be a collective mess. The best Brand Managers can see much clearer. They can quickly understand and appreciate the motivations of various key stakeholders, and use that knowledge to work the system. Your greatness comes from the greatness of the subject matter experts who work on your brand. You must get them to give you their best. Tap into their motivations, to ask for their best work. One secret that took me many years to figure out; if you want someone’s best work, sometimes it is as simple as asking for their best work. The reason it works is very few Brand Managers ask. 

4. Dealing with Pressure

A great Brand Manager can handle the pressure of Marketing, including ambiguity, the push for results, dealing with relationships and managing their time. If you can manage these four pressure points effectively, then you can even begin to use them against each other.

First of all, the unknown of ambiguity and the time pressure of deadlines can work against each other. However, the best Brand Managers figure out how to work them to our advantage, as they evoke the right balance of patience with ambiguity and persistence in getting things done. At every level, there is time pressure. Be organized, disciplined and work the system, so it does not get in your way.

If you are fully aware of the timelines, better than others on your team, you can use time pressure against your people to push for better work. I have found many subject matter experts, especially creative people, will choose the best path when pushed with time pressure.

For example, with creative advertising, I have pushed right up against a known timeline, and asked, “We do not see good enough ideas yet. What else do you have?” More often than not, the next answers are their best. If you wait too long, you might miss an opportunity. However, if you move too quickly, you can choose a suboptimal path. How long are you able to deal with an unknown variable on your brand, without losing your composure? Stay relaxed. The consequence of not remaining composed is it creates a scared and stressed-out team, who might make poor decisions that lead to poor results. It is a dangerous game. But, when played well, you can get the best from your team.

Another significant pressure for Marketers is when positive results do not come in. It can be frustrating but is a reality we face. Force yourself to course correct, re-examine the underlying issues, and regroup with your team to look at other options, rather than continuing to repeat and repeat and repeat.

There is pressure in relationships that many Marketers feel, but are not able to fix. I recommend you should be pro-active in making the first move to build a relationship. Try to figure out the motivations and frustration points in those you work with before they become a problem. You have to know where someone stands before you can figure out where you can move them. Common ground is usually not that far away.

5. Managing others

A great Brand Manager spends the effort to make their Assistant Brand Manager as good as can be. Most Brand Managers struggle with their first five direct reports. The key is to keep self-evaluating and looking for ways to improve with each direct report. It can be a struggle to shift from “do-er” to coach. It is always tempting to think you can do something faster, so you may as well do it. The problem is you just become the “super ABM.” Many Brand Managers fail to share the spotlight, so it becomes hard for you to showcase your Assistant Brand Manager.

But, you must believe the work of your Assistant Brand Manager will reflect positively on how good of a manager you are. Assistant Brand Managers need feedback—both the good and bad—to improve. I see too many Brand Managers not giving enough feedback. And, so many afraid of “going negative” so the ABM is left in the dark or left believing they are doing a good job.

Great Brand Managers take the time to teach up front, give the ABM some room to try it out and then provide hands-on feedback in real time. Use weekly meetings to give both positive feedback and address gaps. And, I believe Brand Managers should do quarterly performance reviews with their ABMs. At that level, an annual review is just not enough. They will learn faster with more feedback.

Free e-book on How to be successful in your Marketing career

To read more about how to succeed in Marketing, download our free e-Book on Marketing Success.

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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

Graham Robertson Profile

 

 

 

 

How to Guide for Marketers

How to use the five elements of smart strategic thinking on your brand

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Everyone says they are a strategic thinker, yet few are. Early in my career, I confess that I was more of an instinctual marketer. To be a strategic thinker, we need to learn to slow down and organize our thoughts. You need to a set a vision, invest your limited resources against an identified opportunity. And, then you need to create a market impact that can be leveraged into a performance result.

Strategic Thinking

1. Set a vision of what you want for your brand

A vision sets aspirational stretch goals for the future, linked to a clear result or purpose. Write a vision statement in a way that scares you a little and excites you a lot. It should steer everyone who works on the brand to focus on finding ways to create a bond with your consumers. This will lead to power and profit beyond what the product alone could achieve. As Yogi Berra famously said, “If you do not know where you are going, how will you know if you get there?”

To be a visionary, you must be able to visualize the future. Imagine it is five or 10 years from now and you wake up in the most fantastic mood. Visualize a perfect future and write down the most critical milestones you need to achieve. Even think about words that will inspire, lead and steer your team towards your vision.

As strategic thinking starts with asking questions, a smart strategy must ask interruptive questions that frame the issues in terms of what you want to achieve. By raising those issues early on, you can focus the team on the significant problems that need to be solved to get you on the path to your vision.

2. Invest resources in a strategic program

Think through the options of where you should invest to move your brand into a more powerful and profitable position. The programs you choose should solidify the brand’s core strength, build a brand idea that tightens the consumer bond, battle competitors on positioning, or address the situational challenges and opportunities.

3. Focus on an identified opportunity

Focus your limited resources on a distinct opportunity you have identified based on a potential change in the market, including changes to consumers, competitive situation, technology or sales channels.

In today’s data-driven world, everyone has access to the equivalent information and in turn, can see the same opportunities. You must use speed to seize the opportunity before others can take action, and then that opportunity is gone.

The best brand leaders never divide and conquer. They force themselves to focus and win. The smartest brand leaders use the word “or” more often than they use the word “and.” If you come to a decision point, and you try to rationalize doing a little of both, you are not strategic. Force yourself to make choices.

Many marketers struggle to focus.

Myth 1: The most prominent myth of marketing is to believe that your brand will get bigger if you have a broader target market. 


Reality: Too many marketers target anyone. I will always argue it is better to be loved by a few than tolerated by many. You have to create a tight bond with a core base of brand fans, and then use that fan support to expand your following.

Myth 2: The second myth to becoming a more prominent brand is to believe a brand stands for everything. Some brands try to say everything possible with the hope the consumer hears anything.

Reality: Hope is never a strategy. To be loved by consumers, a brand must stand for something with a backbone and conviction. Trying to be everything to anyone just ends up becoming nothing to everyone.

Myth 3: Your brand will be bigger if you try to be everywhere, whether in every sales channel or on every possible media option.

Reality: If you went to Las Vegas and put a chip on every square, you would be bankrupt before midnight. The worst marketers lack focus because they fear missing out on someone or something. By trying to be everywhere, the brand will drain itself and eventually end up being nowhere.

Limited resourcesStrategic Thinking

Every brand has limited resources, whether they’re financial, time, people, or partnerships. Marketers always face the temptation of an unlimited array of choices. Focus the possible target market, brand messages, strategies, or tactics. The smartest brand leaders limit their choices to match up to their limited resources, to focus on those that will deliver the highest return.

When you focus, five amazing things happen to your brand:

  1. Stronger return on investment (ROI): When you focus your dollars on the distinct breakthrough point or against a program that you know will work, you will see the most positive and efficient response in the marketplace.
  2. Better return on effort (ROE): You must make the most efficient use of your limited people and resources. Find the Big Easy! Focus on the ideas with the most significant impact that is the easiest to execute. Avoid those ideas that are small and difficult to implement. While you may not always have the data to calculate your ROI, you should have the instincts to figure out your ROE.
  3. Stronger reputation: When you limit your audience and brand message, you will have a better chance to own that reputation among that core target audience.
  4. More competitive: When you focus your message to a specific target audience, your brand will start to create a space in the market you can defend against others from entering that space.
  5. More investment behind the brand: When you focus and deliver business results, your management team will ask you to do that again. They will give you more money and more people resources. Even with increased resources, you must take the same focused approach.

4. Leverage the breakthrough market impact

A smart strategy turns an early breakthrough win into a shift in momentum, positional power or tipping point where you begin to achieve more in the marketplace than the resources you put in.

Many underestimate the need for an early win. I see this as a crucial breakthrough point where you start to look at a small shift in momentum towards your vision. While there will always be doubters to every strategy, the results of the early win provide compelling proof to show everyone the plan will work. You can change the minds of the doubters—or at least keep them quiet—so everyone can stay focused on the breakthrough point.

The magic of strategy happens through leverage, where you can use the early win as an opening or a tipping point where you start to see a transformational power that allows you to make an impact and achieve results in the marketplace. A smart strategy should trigger the consumer to move along the bug journey from awareness to buy and onto loyalty, or it can help tighten the consumer’s bond with the brand.

Strategic Thinking

5. Performance result that pays back

The shift in positional power in the marketplace moves your brand toward your vision and creates a future pathway to building a consumer bond, brand power, and brand profitability.

A brand can become powerful compared to the consumers they serve, the competitors they battle, the channels they sell through, the suppliers who make the products or ingredients, the influencers in the market, any media choices and the employees who work for the brand. We explored these eight sources of power in the opening chapter.

You can drive profit through premium pricing, trading consumers up on price, finding a lower cost of goods, using lower sales and marketing costs, stealing competitive users, getting loyal users to use more, entering new markets or finding new uses for the brand. We explored these eight ways a brand can add to their profitability in the opening chapter.

For a strategy to work, what pays off in the marketplace must pay off in brand power or business results.

Strategic Thinking

 

At Beloved Brands, we run workshops 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 Strategic Thinking, click on the Powerpoint presentation below:

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

Graham Robertson Profile

Beloved Brands in the Market

Best Super Bowl ads of 2018, based on whether I would spent the money

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Best super bowl AdsHere are the Best Super Bowl Ads. As a former client side Brand Leader, I only ever judge an Ad based on whether I would have spent the money to make it. Super Bowl Ads are high-profile, and a big financial investment. While none of this year’s Ads will make my All time Top 10 list, there were a handful I would have invested in.

 

Is the Super Bowl a good media choice for your brand?

When it comes to your media, your strategy should determine how much you can invest. Have you discovered a new brand message that you know will motivate consumers to buy your brand? Have you Identified change in the consumer needs, motivations or behaviors that will benefit your brand.Has there been a shift in the competitive dynamic, with an opportunity to make gains or a necessity to defend? Are you continuing to fuel brand growth, with a window to drive brand profits? Is there a new distribution channel you can use to move consumers through, before competitors do? Have you launched a breakthrough product innovation that offers a competitive advantage to your brand? While the Super Bowl is a huge investment, if done right, it can actually be a more efficient brand spend than paying for a 30-second spot on Big Bang Theory on your average Tuesday. It all depends on the creative. During a Super Bowl game, we tend to see some of the best…..and my god, some of the worst Ads of all time.

 

Does your Ad have branded breakthrough and a motivating message?

The Brand Leaders who are good at advertising can get great Ads on the air, and keep bad Ads off the air. You need to make decisions to find the sweet spot where your brand’s Advertising is both different and smart.

To be different, you need to achieve branded breakthrough, using creativity to capture consumers, not only gaining their attention within the clutter of the market, but linking your brand closely to the story. To be smart, you need a motivating message to make sure you communicate the main message to connect with consumers in a memorable way, and make sure the ad stick enough to move consumers to see, think, feel or act differently than before they saw the Ad.

I always use the principles for achieving Attention, Brand Link, Communication and Stickiness—the model I call the ABC’S.

Here are the 5 Ads I would have paid for:

Tide:

Tide stole the evening. While Tide has a dominant share, I have zero emotional feelings for Tide. The brand is so stoically cold, I have never seen any Tide Ad in the past 40 years I have liked. Till last night. I actually found myself wanting to see the next Tide Ad. And a few times, I said “this is a Tide Ad” and I was wrong. But still laughing my ass off.

And then there was this one, using their sister brand, “Old Spice”. When this came on, I said “oh good, finally a new Old Spice Ad”.  Nope, a Tide Ad.

Then I saw a Clydesdale horse, ready to cry. Nope, it’s a Tide Ad. Damn.

Tide is a dominant Power Player brand. They have the financial resources to do this type of Ad once a year. High on attention, strong branding, still tells cleaning message and sticks in the consumer’s mind. I’m sure the overnight recall for “A Tide Ad” is 90%. I’d buy it.

Amazon Alexa

It was a weak evening for technology. But Amazon Alexa was great. With a new product innovation, it naturally generates Attention, and used a highly creative demo to communicate the benefits of the brand. Nice use of a few celebs who fit their role. Very funny, to create some good talk value. I’d buy it.

 

Jeep

This Ad spoke to those consumers who love the Jeep Wrangler. It was a 30-second one take product demonstration. I bet if you ask Jeep lovers, this Ad perfectly epitomizes their view of the brand. While the masses might not remember by this ad today. I am guessing at every water cooler or Facebook page, the Jeep owners are quietly saying “I like the Jeep Ad”. Maybe lose half the copy of the voice over. Let the quietness of the Ad speak for itself. Plus, that voice over seemed to be talking to the Ad industry, not Joe Average Jeep owner. But,  I’d buy it.

Ram 

One of my top 10 all time favorite ads was the Dodge “And god created a farmer” ad with the voice of Paul Harvey from 2012. It was such a captivatingly quiet Ad. So last night, I could tell the MLK ad was Ram’s, but the music was annoying me. Last I checked, Dr. King doesn’t need background music. I’d buy it, but I’d ask for the music to be gone.

Compare that ad with the Dodge Ram ad from the 2012. See what I mean by the lack of sound is what captures you. Now watch the MLK ad and imagine without the music.

Doritos and Mountain Dew

I feel for the Doritos team for having to come up with a hit every Super Bowl Ad. Maybe not way out there, but a solid 8/10. Highly entertaining rap to launch a product innovation, followed by Morgan Freeman with Mountain Dew. While I love Morgan Freeman rapping and dancing, the brand link and message was not as clear. I’d buy the Doritos and think twice about the Mountain Dew. Maybe I’d use the Morgan Freeman script on a salt and vinegar Doritos.

That’s my shopping list done. There were a ton of Ads. Lots of crap last night. I will remember Tide, maybe not in my top 10 Super Bowl ads of all time, but maybe in my top 25.

At Beloved Brands, we run workshops 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 MARKETING EXECUTION, click on the Powerpoint presentation below:

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

Beloved Brands Graham Robertson

 

 

 

 

 

 

 

 

 

 

Beloved Brands in the Market

What do you think of the new Diet Coke logo and packaging?

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diet cokeThe new Diet Coke package design is certainly colorful but the strategy behind the package seems confusing. The simplest test that I always do with logo design or even print ads. Take a step back and ask “What’s the first thing you see?”  I see the word “Coke”. I see it on the traditional Coke red background.

What’s the second thing you see?  I see multiple colors. And I think, aren’t a few of those formerly failed flavors from the past few decades?

What’s the third thing you see?  I see weird little drawings along the bottom of the can, that I’m not sure what those are?  If you force me to look, maybe I will. Why is the cherry flavor in purple, and not red? You have to look at your execution as though you are a consumer.

What I haven’t seen yet, is the word “Diet”. Hmmm. Oh, there it is, very small, sideways and in a script that’s hard to read. Why are you hiding the word Diet, when your brand name is DIET COKE?

Is Diet Coke a brand itself, or is it part of a master brand?

diet cokeI know a few years ago, Coke tried to make all the packaging look the same, so that it looked like one big family, with most of the can using the big Coca Cola red logo. It was done in a test market and failed miserably. But it showed you the strategic mindset.

Coke needs to face that carbonated beverages are in sharp decline

diet cokeThis decline has to change your strategy. While Coke and Pepsi have been in a share dog fight for the last 50 years, that fight is now a fight for survival. With both Coke and Pepsi stretched across legacy success stories of the original, diet and zero/max sub-brands, and stretched across legacy success flavors, the reality is that the consumer mind space and retailer shelf space will eventually collapse.

The only remaining strategy is to beat each other.

It reminds me of that great mythology story about two hunters bedded down at their campfire and were about to fall asleep when a giant bear loomed in front of them. One hunter rushed to put on his sneakers. The other said, “What good will that do? You will never outrun that bear.” The first one said, “I am not worried about outrunning the bear. All I have to do is outrun you!”

That’s where the Coke brand is right now. All they have to do for the decade is outrun Pepsi. Don’t over think some of the things you are currently over-thinking.

  • Diet Coke is a brand, not a sub brand. Launched in 1981, it was treated as though it were its own brand from day one. Why try to change that now, especially as you face a declining category? Use the separate Diet Coke brand to your advantage to squeeze out Pepsi.
  • I know the word “diet” might not fit our modern day “organic” and “low carb” words. But “Diet Coke” means more to consumers than the word diet. Maybe you should have called it Coke Light like Europe does. But it is what it is. Don’t over think it.
  • Those look like cute flavor choices, but launching four new flavors at once is crazy. Your retailers will likely take one or two. Also, launching four at once just spreads your sales across the four flavors so that none of them will generate high enough sales to hit a threshold of success.

So I guess I don’t like the strategy, the naming or the design. What do you think?

To learn more about how to judge advertising that works, here is our Marketing Execution workshop we run to help train Brand Leaders:

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

Beloved Brands Graham Robertson 

 

 

 

 

 

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