8 necessary leadership behaviors to being a great Brand Leader

No matter what stage you are in your marketing career, here are eight behaviours that may challenge you to be a great marketer.  Whether you’re in a junior or senior role, my challenge for you is to find more balances within your leadership style.  Avoid getting stuck into a rut by saying “this is how I do it, like me or hate me, but I can’t really change who I am”.   You have to be constantly changing and evolving.   Find your balance of strategy and execution, being analytical versus being creative.  Try to be both.  Bring in your instincts to your well thought plans and don’t always opt for the usual answers but sometimes choose the path that may feel a bit of riskier move.  Revel in ambiguity for a bit longer and see the answer comes to you.  Putting the consumer first allows you to meet their needs and find ways to create a tighter bond with them which will set you up to win in the market.  Listen first, talk second.  Leadership implies follower-ship and if you’re always talking first, I’d challenge you to look behind and see if anyone is following you.

The 8 Behaviors of a Great Brand Leader

  1. Be Consumer Focused:  Everything Starts and Ends With the Consumer in Mind.  Put yourself in the shoes of the consumer and think like them.  Steve Jobs said he never needed research, but he must have been amazing at listening, observing and anticipating how the consumer would react.  I’d still recommend you do research, but go beyond the statistics of the research and learn how your consumer thinks.  Whenever I go to focus groups, I watch their faces.  And when the research results come back you always have to ask “so now what do we do”.  The research helps you, but never gives you the exact answer.  Match up the needs of the consumer to your brand assets to figure out your ideal brand positioning.  The best marketers represent the consumer to the brand, NOT the brand to the consumer.  I always believe that consumers are selfish and deservedly so because they have money to spend.  As a consumer, I don’t care what you do until you care about what I need.  Focus on them, not on you.
  2. Follow Your Instincts:  Gut Feel of Marketing:  Listen to your inner thoughts, they are in there.   Too many times people fail because “they went along with it even though they didn’t like it”.  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 getting promoted and want to do the ‘right thing’.  But 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”.  If you blame your agency or team after the fact, I have a word for people like you:  “useless”.
  3. Revel in Ambiguity:  Be Patient with Ideas.  Never be afraid of an idea and never kill it quickly.  Watch the signals you send that may suck the creativity out of your team.   If you become too predictable to your team, then your work in the market will also become predictable.  Ambiguity and time pressure usually work against each other.  Don’t ever settle for “ok” just because of a deadline.  Always push for great.  What I have found is the longer I can stay comfortable in the “ambiguity zone” the better the ideas get whether it’s the time pressure that forces our thinking to be simpler or whether it’s the performance pressure forces us to push for our best idea, I always say, the longer I can hold my breath, the better the work gets.
  4. Be Organized:  You Run the Brand, Don’t Let the Brand Run You: Be thoroughly organized, well planned and know the pulse of your business.  Every six months, I would find a quiet time to answer five key questions that would help me stay aware: 1) Where are we? 2) Why are we here? 3) Where could we be?  4) How can we get there? and 5) What do we have to do to get started?   In an odd way, the more planning you do, the more agile you’ll be, because you’ll know when it’s ok to “go off plan”  Stay in Control:  Hit the Deadlines, don’t give the appearance that you’re not in control. We have enough to do, that things will just stockpile on each other.  Know Your Business and don’t get caught off-guard.  Make sure you are asking the questions and carrying forward the knowledge.  Enjoy doing the monthly report because it makes you the most knowledgeable about the brand.   Stay conceptual; avoid getting stuck in the pennies or decimals.Process should enable us, not hinder us:  A good process can force your thinking towards a solution.  If it restricts your thinking, it’s not a good process.  But if it means, you free up your time for strategic thinking, instead of format thinking, we’ll move much faster.
  5. Manage your Boss:  Be the Brand Leader not the Follower The more you keep your boss informed the more rope they may give you.   If they don’t know what you’re doing, they may clamp down and micro-manage you. . Ensure a policy of open communication with no surprises:  Make sure you keep your team informed and involved.  Keep senior management informed.  You must be the champion of the brand.  The best ideas are those that erupt out from the brand team–not from a top down perspective.  You have to be a self-starter that pushes your idea through the system, in the face of resistance or doubt.  And you will meet resistance from so many people in the system.  All the best work I ever did met a large degree of resistance.  You have to anticipate this and work through it.  One subtlety to ownership is your tone. When you don’t know something, speak in an “asking way” and openly seek out the wisdom and advice of your agency, your manager or your peers.  Put your ego aside and listen.  But equally, when you do know the answer, speak in a “telling way” that gets others to follow you, including senior management.
  6. Speed, Simplicity and Self Confidence:  a) Speed:  We don’t do things fast for the sake of it; we do things fast so we can take advantage of opportunities that have a window.  If you recognize an opportunity, realize that others are also recognizing the same opportunity.  So speed to market can enable you to win before they get there.  Also, doing things fast does not mean sloppy.  b) Simplicity: I’ve always said, “If you have a complex answer to something, odds are you are wrong”.  Keep it simple enough to explain, and so that the people who need to execute our ideas can really execute them.  c) Self Confidence:  As the brand leader, speak your mind.  After all, we are all just walking opinions.  Find a way within your leadership style to engage your team, agency or your boss in a debate to get to better answers.
  7. Actively Listen: As a brand leader, you should be constantly listening, not trying to be the smartest person in the room.  When you tell an agency or employee what to do, there is only one answer you’ll hear:  YES and the conversation is over.  But when you ask an agency or employee, you might hear YES, NO or MAYBE and the conversation is just beginning.   You’ll also find that by listening, you can learn from all the other disciplines–finance, sales, production, R&D and HR.
  8. Focus on the People and the Results will come: The formula is simple:  the better the people, the better the work and in turn the better the results.  You should have a regular review of the talent with your directors.  I’d encourage you to ensure there’s a systemic way to get feedback to everyone on the team, preferably on a quarterly basis.  Waiting for the annual review is way too late and almost negligent as a leader.  Your people have the potential to grow with feedback.   But without feedback, they’ll be confused and even frustrated.  You should invest in training and development.  Marketing Training is not just on the job, but also in the classroom to challenge their thinking and give them added skills to be better in their jobs.  Marketing fundamentals matter.  And the classic fundamentals are falling, whether it is strategic thinking, writing a brand plan, writing a creative brief or judging great advertising.  People are NOT getting the same development they did in prior generations.  Investing in training, not only makes them better, but it is also motivating for them to know that you are investing in them.  And that helps drive retention and commitment into producing great work and driving results.  Use every moment as a potential teaching moment for helping your team get better.

Everyone has a gap against one or more of these leadership areas.  No one is perfect.  The real question is what are you willing to do to counter that gap.  

To read more about how you can manage your career, follow the story below (which can be downloaded and printed)

 

Positioning 2016.112

 

Nike set to ambush the Olympics

 

I am not the biggest fan of sponsoring the Olympics. When I was at Johnson and Johnson, we paid $100 Million to sponsor the 2008 Olympics in Beijing, just for the right to pay double the price of TV ads.  You get some good slots, but many bad slots as well. I get the idea of Super Bowl ads, with the hype and excitement and even now consumers look for the ads. But the Olympics has great viewer fatigue. We will all find ourselves watching Poland versus Brazil in Fencing at some point around day 9, with our eyes in a slight fog, before we ask ourselves “What am I doing?”. At J&J, I had Band Aid and Listerine. Trying to link those to the games or athletes always felt like a real stretch.  Good luck to P&G now. I kept thinking:  unless you are a sponsor closely connected to the sporting events, is it really worth the price? 

It should make sense for Adidas, right? What Nike did in 2008 was brilliant.  Instead of paying the huge fees to the Olympics and the insane extra cost of TV ads, they decided to ambush the Olympics. With soaring heat, they knew that consumers would seek shelter in air-conditioned malls, where Nike dominated with massive signage and murals. Adidas was nowhere to be found. Nike also sponsored Liu Xiang, one of China’s most popular Olympic athletes. Respondents said that they wanted to buy Nike because they associated Liu’s success with the type of athletic gear he uses and they want to be like him.  Sounds like the impact of Air Jordan’s in America. The ambush was so successful that in a survey of who the main sponsor for sports equipment, 50% named Adidas and 40% named Nike. On top of that, the Olympics created a rule change for Vancouver that no one but Olympic sponsors could have any ads within 150 miles of Vancouver.

This Nike TV ad, which never mentions the Olympics, sure walks that fine line of feeling like an Olympic sponsorship ad.

So fast forward to 2012 and Nike has a new plan to ambush the London Games via Twitter.  When the Team USA men’s basketball team is playing, Nike’s Jordan brand will include spontaneous real-time comments about the game in its promoted tweets. These Twitter ads will also contain pre-planned brand content and links. Twitter use is extremely popular during sporting events. Check out the feed during any big game and you will see a continuous string of comments about what has been happening, plus many comments from various fans offering their opinion about their team, their favorite players and plays that occurred during the game. Nike is hoping this trend continues during the upcoming Summer Olympics in London with the Nike brand front and centre. “When people who are simultaneously watching sports and tweeting, see a promoted tweet about the real-time game or score, then it’s not an ad anymore, but an information tool. To identify our target, we focus on what accounts people follow on Twitter, rather than what they post. That’s because a lot more people read content on Twitter than post content.”

It will be interesting to see whether Nike will have success with this program. Or is there just such advertising clutter and confusion over sponsors that Nike would be granted relative sponsorship status without doing anything. What’s your view?

Beloved Brands: Who are we?

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

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

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

Positioning 2016.112

How to run a brand with the Brand Leader front and center


People outside of marketing tend to think marketing is rather easy.
It’s just a bunch of TV ads, sell sheets, twitter accounts, new products and spending endless money without any ROI or responsibility.  People debate the value of marketing. During a downturn, it is the first thing that gets cut. Some companies have even begun separating product from brand–what a mistake. The two have to be one, not two. Other companies are sales led, selling what they have, with marketing following what sales needs.  And there’s even recent debate going on that the CEO should drive the brand. The CEO should focus on being the CEO. Why hire talented, high-priced marketers if you’re just going to over-rule them and micro-manage the brand. Shouldn’t the CEO stick to doing their own job, driving the results for the shareholders and inspiring greatness for everyone in the company.

Instead of driving marketing down, it is time to build Brand Management back up and placing them front and centre within your organization. Everything in the company should feed off the Brand DNA.  The Brand DNA (some call it the Brand Essence) is the most succinct definition of the Brand.  For Volvo, it’s Safety, while BMW might be Performance and Mercedes is Luxury. The tool I use to determine a Brand’s DNA revolves around the Brand’s personality, the products and services the brand provides, the internal beacons that people internally rally around when thinking about the brand and consumer views of the Brand. What we normally do is brainstorm 3-4 words in each section and then looking collectively begin to frame the Brand’s DNA with a few words or a phrase to which the brand can stand behind.

Slide1

The Brand DNA should help frame 1) Brand Plan that drives the business for the upcoming year or the next 5 years 2) Brand Positioning that connects to the consumer through marketing communications 3) Customer Value Proposition that links the consumer needs to the benefits of the brand 4) Go-To-Market strategy that frames the distribution and the selling process 5) Cultural Beacons that help define the brand internally through values, inspiration and challenge and finally 6) Business Results, with each brand offering a unique way that it makes money. Each of these six needs feed off the Brand DNA, look to the definition as a guideline for how to align to the brand.  

When you begin to blow this out one step further, you can start to see where the complexity comes into play with each of the six areas have their own needs that should still feed off that Brand DNA.

  • The planning area should help to frame the Brand Plan which is a combination of a one year Brand Plan and a 3-5 year strategic plan. The Vision and Mission provide the future direction, objectives align to the Business needs and Brand Funnel objectives and Strategies and Tactics help to drive towards those objectives.  Included as well should be a Calendar and Budgets. For a tutorial on how to write a Brand Plan, click on the following link:  How to Write a Brand Plan
  • From the DNA, map out a positioning statement that can help frame the Marketing Communications plan. That includes the creative big idea, the media mix, earned media (PR, Events) social media, key influencers (e.g. Doctors or Contractors or Bloggers).  As well, the positioning frames the identity which could include logo, language, look and feel and brand book. My hope is that you don’t change this very often. Looking at the complexity of the Brand Management system outlined here, it baffles me that Brands facing tough times reach for changing their logo so quickly when so many other factors could be driving the issues. For a tutorial on writing Creative Briefs, click on:  How to Write an Effective Creative Brief
  • The Go-To-Market plan should also feed off the Brand DNA and come out of the Brand Plan. The Distribution strategy and needs should match up to the needs of the brand, including decisions around Key Account focus, pricing, sku mix, promotion and the possible role of new products. In a fast-moving category like cereal or gum, or a high technology driving category like computers, phones or TVs, both share a high need for product innovation. For brands that require in store selling, you should also include the In-store experience which could be demonstration, signage or trial as well as possible selling messages for sales people on the floor of the distribution channel. These messages should feed directly from the brand messages.
  • The Customer Value Proposition outlines the relationship of the consumer needs to the Benefits offered by the Brand. First, map out the 2-3 consumer insights that epitomize the needs of your consumer target. When you list out the main features that you can offer, you’ll start to begin to match up these features into a zone where you see benefits. With each feature, put yourself in the shoes of your consumer and say “so what do I get” and push yourself until the benefits come alive.  Remember, your consumer doesn’t care what you do until you begin caring what they need.  Try to find a balance of rational (thinking) and emotional (feeling) benefits and provide those to everyone that might touch the brand. Within this area, you should track insights, target segments, use a brand review to find the changes within the consumer. The brand funnel provides a great tool for measuring brand health with Awareness, Consideration, Trial, Purchase, Repeat and Loyalty. To me, it’s like keeping track of your internal health such as Blood Pressure or Cholesterol scores.
  • The R&D plan should feed off the Brand DNA and develop products that match the brand.  Too many times, R&D is in their own world, trying to invent things that have nothing to do with where the brand sits.  They expect marketing to be able to sell their inventions.  Even in a technology driven business, Apple is driven first by the consumer.  Steve Jobs really understood that you don’t just sell what you have.
  • Brand also drives the Culture and the DNA should provide a beacon for the People to follow.  The brand story told within the company is even more important than what you might tell the market through your advertising.    Talent management means hiring the right people and providing the right training.   Too many companies are cutting back on training.   Remember that better people produce better work that drives better results.   Keep investing in your people and the business results will come.  Empower your people to get the most from their ideas.  Leverage values, inspirational touch points and processes to inspire and challenge them on achieving greatness.
  • Brand drives the Business Results.  Slide1 The more loved a brand, the more tightly the connection it has with their consumers.  This connection becomes a source of power that the brand can wield in the market to drive higher growth rate and profitability.   The Brand Leader is responsible for driving the P&L, driving sales and share, managing the forecast and costs for an efficiently run brand.  The Brand Leader must figure out the levers of the P&L it can use to drive more profits.  For a tutorial on driving profits through your brand, click on:  How to Drive Profits through Your Brand

Putting the Brand Leader front and centre will allow you to leverage the Brand DNA into each of the areas of your business, whether that’s marketing, sales, R&D, finance or human resources.  Brand should be at the centre of this hub, with each area looking to the Brand DNA as a beacon of how they can do their job most effectively in helping the brand drive long-term growth and profitability.

To read more on this subject, read the following presentation:

Beloved Brands: Who are we?

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

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

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

Positioning 2016.112

 

Why does Microsoft keep copying Apple?

 

Within the last 48 hours, I’ve now heard that Microsoft has launched a tablet and will open their first store outside the US, right here in Toronto. To me, both are direct and desperate copies of Apple.  And both are mistakes that won’t really help the brand garner any consumer love, but rather keeping it stuck at the “Like It” stage.

“It’s a nice reader, but there’s nothing on the iPad I look at and say, ‘Oh, I wish Microsoft had done it.’  “

Bill Gates, 26 months ago.

To put all my potential biases on the table, I have an iPhone, iPad and a Mac desk top, but I also have a PC, both desktop and an ultra book. So,I’d say I’m fairly balanced between Apple and PC.   But there are two major differences in how I feel about each:

  1. My PC is functionally efficient. It’s smart, easy, just makes sense. When I get emails from people using a PC, there’s no risk of conversion difficulties. I prefer word to pages etc. But, while I like my PC, I absolutely LOVE my i-stuff and get excited every time I use them. I can’t wait for what’s next.
  2. In no way do I connect my PC to the Microsoft brand. My PC is a Toshiba.  Microsoft might think they are the PC, and tried to convince us with those “I’m a PC” ads, but that did nothing for me.  The only moment I thought about Microsoft was the 12 minutes it took me to load Office and the 23 seconds it took me to file away the box.

Brand success comes when you find what the consumer wants, and then match it up against something different that you do better than anyone else. What does this new tablet that is so different from what’s already in the market?  

For any brand, copying just makes you seem desperate, weak and uncertain of who you really are as a brand. Here are the three ways that Microsoft has tried to copy Apple.

Copycat Mistake #1:  Getting into the Tablet Business Feels like Zune

Getting into hardware is a big gamble and not something that fits with Microsoft’s strengths. To be a success, you either have to be better, different or cheaper and this feels like none of those. Just like the Zune, it feels as though they are late and aren’t really offering anything that’s a game-changer to the category. Like most categories at the stage where tablets are, until someone really shakes it up, the next few years are likely all about constant small innovation, new news each year with Apple leading the way on the high-end and Samsung’s cost innovation will likely squeeze Microsoft right out of the category. The analysts are so excited by the launch that the MSFT stock price is down 1.3%.

Copycat Mistake #2:  Microsoft Stores Don’t Have the Drawing Power

Microsoft is launching a new store in Toronto, which will be their 12th store.  Everything in the Microsoft stores feel like a direct copy of the Apple store format. Open concept and instead of a genius bar, they have technician helpers. But the products in stores aren’t all Microsoft, but rather other PC brands like Toshiba, Dell or HP. Doesn’t that really just make it another Best Buy? For these stores succeed, they’ll have to come up with something different or they just won’t have the drawing power to generate enough sales to justify the store.  About five times this year, I’ve walked past an Apple store just before it was about to open and it had a line of about 10-15 people already waiting to get in. Any time of the day, they draw a crowd. That’s brand power. On the other hand, Microsoft has had to resort to free concert tickets to generate a line up for opening day.

Copycat #3:  I’m a PC was an Advertising Disaster

Some of the best advertising of the last decade was “I’m a Mac…and I’m a PC”  capturing our imagination with hundreds of clever spots. At the early stages of that campaign, I was in a crowded bar with that constant hum of noise that a bar produces. All of a sudden the place went silent.  All the patrons looked up at the TV for 29 seconds of an “I’m a Mac” and we all laughed and then carried on, back to the constant hum of bar noise. That’s a powerful brand.  But Microsoft’s “I’m a PC” response was a disaster.  It felt desperate, contrived and just awkward.  Almost embarrassing.  These are just bad.

For all the power and the efforts over the last 30 years, Microsoft still feels like it’s stuck at the Liked stage, never achieving any real love. At their height, they had a positional power of the early 1990s with a dominant Windows presence. They destroyed every competitor in sight. Poor Word Perfect and Lotus 1-2-3. Even then, there was very little emotion between the brand and the consumer.  Instead, they exerted their monopolistic power, doing nothing for the consumer.

Beloved Brands would have died for what Microsoft had back in the 1990s. They would have begun to listen to what consumers wanted and started to build their brand around the life of the consumer, being at the forefront of what the consumer wanted, giving it to them before they even knew they wanted it.  They would have found ways over the years to surprise and delight their consumer base with true innovation, style and design.  They would have shifted their focus towards creating a brand image with perceived quality that tugs at the heart instead of just relying on real quality that feeds the mind.  They would have put all their focus on the entire experience of the consumer, not just standing behind their better mousetrap and the monopoly of Intellectual Property.  Wait a second, this is starting to sound a lot like Apple. If only Microsoft had copied the Apple strategy beneath the surface, instead of just trying to do the same tactics as Apple (a tablet, a store and a TV ad) then maybe they would have turned their positional power of the 1990s into a Beloved Brand.

For those who want to laugh, here’s the best of the “I’m a Mac” ads.

 

Beloved Brands: Who are we?

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

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

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

When your Brand is liked but not loved

Don’t feel bad about being at the Like It stage, because that’s where most brands are.

You have been able to successfully carve out a niche and be a chosen brand against a proliferation of brands in the category.And you have good share results, moderate profits and most brand indicators are reasonably healthy.  It’s just that no one loves you.

Does it really matter? Brands move from Indifferent to Like It to Love It to Beloved Brand for Life. But isn’t being Liked Enough? If you could move to a Loved brand, you would have a very tight connection with consumers.  That connection becomes a source of power that you can harness, and then use to drive higher growth and profits. How can you harness the power Love in the market?  If you are loved, you’ll have power over retailers generating preferential treatment, because they know their consumers will switch stores before they switch brands. You can push suppliers for lower costs because they’ll want to tell others they supply you. You can generate free press, because your brand is now all of a sudden newsworthy. You’ll have cheaper real estate because malls will want your brand to anchor the new mall. Employees will sacrifice wages just to have your brand on their resume. And loved brands can even use that power on the very consumers that love you already: new products will generate early awareness and trial.   All this power, derived from the connectivity to consumers, can be harnessed to generate higher growth rates and added profits. Ask Apple, who is the most loved and the most profitable. They understand the formula: Beloved = Power = Growth = Profit.

Many times I find it hard to convince logical brand managers that being more loved matters. They stick to the safe logic of claims over benefits, stick to the rational of side-by-side demonstrations and they settle for likeable execution instead of pushing for loveable work.  They worry going emotional feels risky. Unsafe.   I’m a logical profit driven marketer. I believe in proof. Emotional is silly agency talk. You might be right because the only advantages a Loved Brand offers is higher growth rates, higher margins, lower costs to serve and overall higher profitability. So stick to being liked and your modest results.

How the consumer sees your Brand at the Liked Stage:  

Consumers see your brand as a functional and rational choice they make. They tried it and it makes sense so they buy it, use it and they do enjoy it.  It meets a basic need they have. They likely prefer it versus another brand, but they think it is better, cheaper or easier to use.  Or your mom told you to use it.  But, consumers don’t have much of an emotional connection or feeling about the brand. Where Indifferent is really bad, you’re ordinary, which is just a little bit better.  Overall, consumers see you brand in the “it will do” space.

Why is your brand stuck at the Like It stage?

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

  1. Protective Brand Leaders means Caution: While many of these brands at the Like It are very successful brands, they get stuck because of overly conservative and fearful Brand Managers, who pick middle of the road strategies and execute “ok” ideas. On top of this, Brand Managers who convince themselves that “we stay conservative because it’s a low-interest category” should be removed. Low interest category means you need even more to captivate the consumer.
  2. We are rational thinking Marketers: Those marketers that believe they are strictly rational are inhibiting their brands. The brand managers get all jazzed on claims, comparatives, product demonstration and doctor recommended that they forget about the emotional side of the purchase decision. Claims need to be twisted into benefits—both rational and emotional benefits.   Consumers don’t care about you do until you care about what they need.  Great marketers find that balance of the science and art of the brand.   Ordinary marketers get stuck with the rational only.
  3. New Brand with Momentum: Stage 2 of a new brand innovation is ready to expand from the early adopters to the masses. The new brand begins to differentiate itself in a logical way to separate themselves from the proliferation of copycat competitors. Consumers start to go separate ways as well.  Retailers might even back one brand over another.  Throughout the battle, the brand carves out a base of consumers.
  4. There’s a Major Leak: If you look at the brand buying system, you’ll start to see a major leak at some point where you keep losing customers. Most brands have some natural flaw—whether it’s the concept, the product, taste profile ease of use or customer service. Without analyzing and addressing the leak, the brand gets stuck.  People like it, but refuse to love it.
  5. Brand changes their Mind every year: Brands really exist because of the consistency of the promise. When the promise and the delivery of the promise changes every year it’s hard to really connect with what the brand is all about. A brand like Wendy’s has changed their advertising message every year over the past 10 years. The only consumers remaining are those who like their burgers, not the brand.
  6. Positional Power–who needs Love: there are brands that have captured a strong positional power, whether it`s a unique technology or distribution channel or even value pricing advantage. Brands like Microsoft or Wal-Mart or even many of the pharmaceuticals products don`t see value in the idea of being loved. The problem is when you lose the positional power, you lose your customer base completely.
  7. Brands who capture Love, but no Life Ritual: There are brands that quickly capture the imagination but somehow fail to capture a routine embedded in the consumers’ life, usually due to some flaw. Whether it’s Krispy Kreme, Pringles or even Cold Stone, there’s something inherent in the brand’s format or weakness that holds it back and it stays stuck at Loved but just not often enough.  So, you forget you love them.
There are lots of reasons your brand is stuck at Like It, mainly because so many of brands are at the Like It stage. There’s nothing shameful in it, but just know you could get more from your brand.

Indicators that your Brand is stuck at the Like It stage

  • Low Conversion to Sales. While the brand looks healthy in terms of awareness and equity scores, the brand is successful in becoming part of the consumer’s consideration set, but it keeps losing out to the competition as the consumer goes to the purchase stage. It usually requires a higher trade spend to close that sale which cuts price and margins.
  • Brand Doesn’t Feel Different: A great advertising tracking score to watch is “made the brand seem different” which helps to separate itself from the pack, many times speaking to the emotional part of the messaging.
  • Stagnant Shares: Your brand team is happy when they hold onto their share, content to grow with the category.
  • High Private Label Sales: If you only focus on the ingredients and the rational features of the product, the consumer will start to figure out they get the same thing with the private label and the share starts to creep up to 20% and higher.

How to get past the Like It stage and move towards the Love It stage

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

Brands at the Like It stage get complacent.  You need to drive the love into the work, and find the balance between rational and emotional benefits. 

 

Beloved Brands: Who are we?

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

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

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

Positioning 2016.112

How to differentiate your brand through product innovation

“Everything that can be invented has been invented.”

Charles H. Duell, Commissioner, US Patent Office,  1899

The quote above may have missed out on the airplane, radio, TV, microwave, car, computer, internet, nearly every cpg product and of course my beloved iPhone. Maybe the sentiment of the quote was just about 100 years too early. In the last decade, most of the great innovation has been relegated to social media and electronics. I hope this century brings us much more than just Facebook, BBM and Twitter. In the consumer goods area, we must be on the 197th version of “new” cherry flavoured bubble gum since 1955, we’ve now seen hundreds of “new” peach yoghurt and I hope I never see another “new” laundry soap telling us that their little blue beads get their clothes really clean.  

New products that truly solve a consumer problem in a unique way are rare. This is the generation of marketing incrementalism. On most brand plans I see “launch innovative new products”  sits comfortably in the #3, 4 or 5 slot on the plan, while #1 is fix the advertising and #2 is get more distribution.  

There are four key stages to innovation:  1) Invention 2) Differentiation 3) Experience and 4) Perception.  And the marketing is different at each phase.

Stage 1: Invention of the Core Product: The challenge of a truly new product is to finding something that is truly different: a new technology, delivery, format or process.   Rarely, do we get to work on a game changing “invention”.  
Stage 1 of a new product usually focuses all of their efforts on launching and explaining why it is needed.  The product at this stage is usually just the core product, not yet perfected, higher costs and limited sales with no profits. The advertising is about awareness and the message is simple:  you have this problem, we solve that problem.   There’s an effort to the distribution, because many customers are risk averse and afraid of new products.   Consumers are willing to pay a little more to solve the problem, they overlook all the flaws and limitations, and they think “why didn’t I think of this”. While some consumers love the new product already, most consumers still sit at the skeptical and indifferent stage.  

Stage 2: Product Proliferation means Differentiation: With a little bit of success in the market comes copy cats. With more consumers buying, there becomes room for some differentiation, but mostly limited to product still: new features and added services on top of the core product.  They might have found a way to make things cheaper, easier to use or better tasting. Prices come down and brands offer more variety.  Distribution becomes a battle ground and getting full distribution becomes the goal. Customers try to line up behind certain brands–looking for preferential treatment. The advertising is about consideration and purchase, trying to stake out certain spaces, shifting from product to brand and separating your brand from others. Brands now sell the solution, not just the product.  And consumers start to choose, one brand over another.  While some consumers prefer one brand over another, most consumers are at the like it stage.

Stage 3: It’s all about the Experience: In order to establish leadership or challenge for leadership, brands begin to talk about the experience consumers will have with their product. It becomes no longer about the brand or product but about the consumer and how your brand fits into their life. Brands look to use positioning strategies to separate themselves, focusing on key targets, with unique benefits–a balance of emotional and rational benefits. Advertising brings the consumer front and centre, trying to establish a routine with your brand in it. Brands try to move to the love it stage, some do, but most will be stuck still at the like it stage. Those that get stuck are forced into value and focusing on price, promotions or value. The brands that reach the love it stage can command a premium, drive share  and establish leadership in the category.

Stage 4:  Managing the Perception:  As the market matures, any share point movements become difficult gain any traction on real quality so the shift moves to perceived quality.  Strategy shifts to brand personality where tone and manner in the execution are paramount so that Consumers connect with the brand and begin to see themselves in the brand. Brands push to become a Beloved Brand, where demand becomes desire, needs become cravings, thinking is replaced with feelings and Consumers become outspoken fans.  The brand becomes powerful, with power over distribution because consumers would switch stores before they switch brands and power over competitors who are stuck trying to establish their own point of difference. Profits are at their highest–revenue, margins are both strong and spending is focused and efficient on maintaining the relationship.  While at the top of the mountain, with firm leadership in the category, the brand is always at risk of losing that leadership. Challenge yourself continuously the stay at the top. Avoid becoming complacent.

Ask Gap Clothing, Cadillac, IBM computers, Levis, Sony or Kodak who have each reached the Beloved Stage only to be replaced by new products and brands and moved back down the love curve towards Indifferent. Most recently, Blackberry.  Only 18 months ago, people jokingly used the term “crackberry” to describe their addictions.  No longer.

The four stages can easily be matched up to the Brand Love Curve and help establish strategic focus for the brand.  At the Invention stage, consumers remain indifferent until you build awareness and explain how your product solves a problem in my life. At the Differentiation stage, some like it, but you are now facing proliferation and attack forcing your brand to stake out a claim. At the experience stage, you need to become part of your consumers life and balance the emotional and rational benefits that can move you to the love it stage. And finally, you have to tightly manage the Perceptions to become that Beloved Brand for Life stage, it’s about connecting with consumers so they see themselves through your brand.  You need to establish your personality and begin to wield the power of being a Beloved Brand.

But be careful: very few brands remain at the top for very long.

  

Beloved Brands: Who are we?

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

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

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

Positioning 2016.112

What is a Beloved Brand?

Being a Beloved Brand gives a brand a tighter connection with their consumer.  That connection becomes a source of power and a source of brand value. 

Beloved = Connection = Power = Profitability

Follow the presentation below:

Executive Summary

  • Everything starts and ends with the consumer in mind.  Consumers move along the “LOVE CURVE” going from Indifferent to Like It to Love It, and then they’ll make it their Brand For Life.  The farther along the curve, the more connected consumers are to the brand.
  • As a brand, you need to know who your consumer is, how they live and what’s important to them. Understand who is not your consumer, realizing you don’t need to be liked by all, but loved by those that really matter.
  • Love the work you do and consumers will love you back.  If you don’t love the work, then how do you expect your consumer to fall in love with your brand? Reject all work that is “just ok”.
  • The Connection and Love  that Consumers have for a Brand becomes a Source of Power for a brand, helping to change the dynamic the brand can have with suppliers, customers, competitors and even with the consumers themselves.
  • The “Love Curve” can be linked to the Brand Funnel which becomes the underlying scoreboard of the brand.  You can use the funnel to map out the buying process for the consumer, identifying both strategy and tactics to move them along the funnel towards being more loved.
  • Used properly, the Power of the Brand can help drive the P&L with four important levers:  driving increased price, lowering costs, increasing share, creating new markets.
  • A powerful connected brand is much more efficient.  And that efficiency can leverage the P&L to invest back in the brand’s connectivity and driveProfitand in turn create Value for the Brand.

About Graham Robertson:  I’m a marketer at heart, who loves everything about brands. I love great TV ads, I love going into grocery stores on holidays and I love seeing marketers do things I wish I came up with. I’m always eager to talk with marketers about what they want to do.   My background includes CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke.  I do executive training of executives and brand managers, helping on strategy, brand planning, advertising and profitability. If you have interest for your team, email me and we can customize a program to your needs.  For Powerpoint versions of Building a Career in Beloved Brands as well as other team learning presentations, visit Slide Share Learning Presentations

Keys to being a successful Marketing Director

Most people are promoted up to Brand Manager because they are really smart and have a knack for getting things done. From my experience, they get stuck at the Brand Manager level mainly because they are bad at managing people, or can’t get along with the sales force. Promoting them up to Marketing Director just becomes too risky to the organization–they can’t afford to lose key talent, and they can’t afford to lose touch with the sales team. And most Marketing Directors fail because they can’t stop acting like a Brand Manager: too hands on, makes all the decisions, smothers the team and never lets them have their day in the sun. One rule is at every level you have to adjust to the new role. Brand Managers fail when they keep acting like ABMs and Directors fail when they keep acting like Brand Managers.

On a classic barnd management team, there are four key levels:

  1. Assistant Brand Manager
  2. Brand Manager
  3. Marketing Director or Group Marketing Director
  4. VP Marketing or CMO.

In simple terms, the Assistant Brand Manager role is about doing, analyzing and sending signals you have leadership skills for the future.At the Brand Manager level, it becomes about ownership and strategic thinking within your brand plan. Most Brand Managers are honestly a disaster with their first direct report, and get better around the fifth report. When you get to the Marketing Director role, it’s becomes more about managing and leading than it does about thinking and doing. To be great, you need to motivate the greatness from your team and let your best players to do their absolute best.

The five success factors for Marketing Directors:

The Marketing Director role becomes less marketing and more leading. Your role is to set the consistent standard for your team and then hold everyone to that standard. To be great, you need to motivate the greatness from your team and let your best players to do their absolute best. Sometimes you’ll need to teach, guide and challenge. Sometimes, you’ll have to put your foot down to stay fundamentally sound and other times you’ll have to follow creative ideas you might not be so sure will win. Let your best people shine, grow and push you. It’s their time.

1. Set a consistently high standard

Hold your team to a consistently high standard of work. Rather than being the leader by example, I would rather see you establish a high standard and hold everyone and yourself to that standard. Shift your style to a more process orientation so you can organize the team to stay focused, hit deadlines, keep things moving and produce consistent output. Consistent quality of brand plans, execution and interactions with everyone. It is about how to balance the freedom you give with the standard you demand. Delegate so you motivate your stars, but never abdicate ownership of how your overall team shows up. 

2. Be the consistent voice on the team

A great Marketing Director becomes the consistent voice of reason to any potential influencers, acting on behalf of the brand team. The director becomes the usual point person that the VP, sales team, agency, each turn to offering their thoughts on the brands. Yet the Director has to allow their BM to own the brand. As the team’s voice of reason, a great marketing director must continue to ground all potential influencers in the brand plan with the strategy choices, consistently communicate the brand’s direction and back up any tactical choices being made by the team. 

3. Consistent people leader

Let your people shine. Newly appointed directors have to stop acting like a “Senior-Senior Brand Manager” and let your team breathe and grow. We know you can write a brand plan, roll out a promotion super fast and make decisions on creative. But can you inspire your team to do the same? It becomes the director’s role to manage and cultivate the talent. Most Brand Managers have high ambitions–constantly wanting praise, but equally seeking out advice for how to get better. Be passionate about people’s careers–anything less they will see it as merely a duty you are fulfilling. A great Marketing Director should be meeting quarterly with each team member one on one to take them through a quarterly performance review. Waiting for year-end is just not enough. 

4. Consistently shows up to the sales team

Marketing Directors become the go to marketing person for the sales team to approach. Great sales people challenge marketers to make sure their account wins. I have seen many sales teams destroy the Marketing Director because they do not listen, and they stubbornly put forward their plan without sales input. Be the director that consistently reaches out and listens. They will be in shock, and stand behind your business. If sales people feel they’ve been heard, they are more apt to follow the directors vision and direction. A great Marketing Director should informally meet with all key senior sales leaders on a quarterly basis, to get to know them and listen to their problems. This informal forum allows problems to bubble up of problems and be heard, before they become a problem.

5. Consistently makes the numbers

A great marketing director makes the numbers. They have a knack for finding growth where others can’t. And yet when they don’t, they are the first to own the miss and put forward a recovery plan before being asked. Great Directors have an entrepreneurial spirit of ownership, create goals that: “scare you a little but excite you a lot”. They reach out for help across the organization, making those goals public and keep the results perfectly transparent. And everyone will follow you.

Consistency matters: Hopefully, you noticed the word “consistent” show up in all 5 factors for success. Stay Consistent. That is a trait I would encourage every director to take: show up with consistency in standards for your team, strategy, people management, dealings with sales and owning the numbers. With a bigger group of people that you influence, with a broader array of  interactions across the organization and with a bigger business line on the P&L, anything less than consistent will rattle your core team and rattle the system built around you. No one likes an inconsistent or unpredictable leader. They will mock your mood swings in the cafeteria. You will become famous but for the wrong reasons. The sales team will not be able to rely on your word–and to them, that’s everything. Senior Leaders will struggle with you–and will not want to put you on the big important business because it just feels risky. Your agency will be uncertain as to what mood you will be in, when you show up to meetings. With your maturity and experience, now is the time to start to craft a consistent version of what you want to be.

So if you can take all your talent, all the experience you’ve gained and find that consistency in approach and leadership, then you will be a successful Marketing Director.

To read our Beloved Brands presentation on Brand Management careers:

Beloved Brands: Who are we?

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

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

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

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Consumers are selfish and deservedly so, because they have money

Consumers are the “Most Selfish animals on the Planet” and deservedly so, because they have money and a willingness to buy. As marketers, we need to  satisfy those selfish needs better than anyone else can. We need to make them love our brand more than they love any competitors’ brand. With that tight and deep emotional connection, it will make our brand more powerful and drive value for that brand.

“By pursuing his own interest he frequently promotes that of the society more effectually than when he really intends to promote it.”

Adam Smith’s Invisible Hand

People have always ask me “why do we need to bother making sure that the consumer loves the work we do?  Isn’t it more realistic that we just get them to like it?” My answer is that “if you don’t love the work you do, how do you expect the consumer to love your brand?” Consumers are incredibly selfish and deservedly so, they are stuck on their current favorites and can’t imagine anything better, they have no time in their lives to hear your sales pitch, yet in contrast they are bored out of their minds, desperately wanting something new in their life. As marketers, selfishness is a good thing, because it just makes it more obvious the need we are trying to satisfy. So give them something they’ll love, not just something that they’ll “kinda like”.

When a consumer walks into a mall, the selfishness hits its peak. They have money and motivation and so many needs they don’t even know where to start, constrained only by how much room they have on their credit card. They are forced to make choices between needs and between brands that might satisfy those needs. They put themselves and their needs as their #1 priority. Until they find exactly what they want, they are blinded by desire, willing to be fussy and demanding. Satisfying the Consumer Selfishness starts with understanding the needs of your consumers and then matching those needs up to what your brand does best (see below for the zone marked with the green check mark). Once you find this winning zone, you need to make it seem even bigger. Most purchase decisions are 50% rational and 50% emotional, yet marketers get stuck by putting only the most boring undisputable facts into their sales pitch. That won’t be enough to satisfy the most selfish. Instead, winning brands find a way to dial it up by driving into the deeper emotional need states, so the immediate connection starts off in a deeper zone.

Losing brands try to go head to head where your competitor can satisfy that need better than you can.  (see the zone marked by the red X)  The zone where both your brand and the competitor can satisfy that consumer in an equal zone, you need to find something where you do it better–execution, attention to detail or going the extra mile to satify that selfish consumer. Here, execution matters more than anything–so you better love the work you do.

Consumers have a love of their favourite things. Whether it’s their favorite coffee they get on the way to work every day, their favourite running shoes that let them run faster or their favorite restaurant where the waiter knows what they want.  Consumers move along a Love Curve, going from Indifferent to Like It to Love It and finally Brand for Life, where it becomes fully embedded in the heart of the consumer—demand becomes desire, needs become cravings, thinking is replaced with feelings.  Consumers become outspoken fans of the brand, ready to speak on the virtues or defend it from attack. All marketers should push their brands along the love curve, leveraging that deeper connection with consumers to become a more powerful brand.

Consumers are busier than ever, making it harder than ever to break through. Whether it’s working late, trying to balance everything or doing too much, they have so little time. People are multi-tasking, texting while driving or on the TV while watching TV—which is up 35% this year. Traditional ways with a 30 second ad and a billboard aren’t having the same effect in today’s world. The average consumer is exposed to over 6,000 advertising message per day. The consumers’ brain sorts through the clutter until finds something that might fill their needs. Imagine your boring logical message, well thought and all, breaking through to that consumer. Even with the fast paced life, most consumers are bored with life and just want something to entice them. The simplest way to challenge boredom is to like everything you do unconditionally, but if this bored consumer meets up with a boring brand, it will be rejected very quickly.

Marketers Play It Far Too Safe to Find True Love. Brand Leaders choose the safety of logic and facts instead of getting too deep or going all emotional with their consumer. And, most brands end up liked but never end loved. My Mom Wanted Me to Be an Actuary. Apparently, an Actuary has one of the longest life expectancies, can make quite a bit of money and they live the ideal work-life balance.  Sounds like the perfect job, but I just couldn’t do it. What’s lacking in the life of an actuary is the ability to have fun at work or drive all your passion into your work to create something big. You can make a real difference. So if you’re not going to be an Actuary…then stop acting like one when you’re the Brand Leader. We can’t afford to keep doing just the usual, we can’t get stuck in logic and we can’t just satisfy needs. We need to push to go beyond greatness at every touch point with our selfish and bored consumers. We need to cultivate a deep emotional relationship with our consumer and we need to entice craving and desire.

Here’s my simple challenge for you:  If you don’t love the work you do, how do you expect the consumer to love your Brand.

 

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Google just wants to be Loved…but don’t we all?

Eight years ago Google talked about trying to do business without being evil. It was refreshing and ground-breaking in a world of excess greed. If only the Wall Street Bankers had done the same thing, maybe we wouldn’t be in this financial crisis. Yet, people criticize Google for saying they aren’t evil because of their tough way of doing business. Yes, Google has a near monopoly, but they have earned that position. Yes, they are agressive in the market and wield power over the market they compete in. I’d hate to be one of their competitors–just ask Yahoo and MSN. But don’t mix evil up with good ole smart capitalism and a high regard for empowering their beloved brand.

Recently the Larry Page, the CEO of Google took it even further towards being a beloved brand. In an open letter, he stated:

“We have always wanted Google to be a company that is deserving of great love.  We recognise this is an ambitious goal because most large companies are not well-loved, or even seemingly set up with that in mind.”

If you want to find the ways that Google has achieved love from their consumers, look in the list of “The Ten Things We Know to be True” that Google created very early on in their life. Any great brand could learn from that list–and very few brands live by these rules. In that list, Google proclamed they would “Focus on the user and all else will follow”. I wish every brand took such a consumer centric view, instead of just a product centric view. I always think that the consumer is the most selfish animal on the planet, and satisfying that consumer’s selfishness will turn you from just a usual sellling brand to a connected brand that consumers can not live without. Google also said: It’s best to do one thing really, really well. So many brands are trying to be all things to all people, that they end up diluting the meaning of their brand and the promise that leads their effort. A brand is a promise that you must be able to keep. Trying to do everything will ineviatably mean failure in breaking that promise. A beloved brand knows who their consumer is, and equally who is not their consumer. I hope Google stays true to this idea.Arguably Google has had a few little wiggles from the search focus, and wonder where they go with Google+. Wiggles are OK, diversions are not. And the other thing Google said was:  Great just isn’t good enough. Brand Leaders play it too safe too often and settle for OK. They don’t take any chances–they focus just on the logic and mind of the consumer. They fear trying to be emotional, because it feels uncertain. They end up boring and liked but they never reach the loved stage. Google on the hand states that Great is the starting point to push yourself beyond:

We see being great at something as a starting point, not an endpoint. We set ourselves goals we know we can’t reach yet, because we know that by stretching to meet them we can get further than we expected. Through innovation and iteration, we aim to take things that work well and improve upon them in unexpected ways.

Ironically, Google has produced one TV ad, and it’s one of the best in the last decade.  It’s very emotion and showcases the power that Google has in our lives.

Instead of criticizing Google for stating that they want to be loved, I’d like to see all Brand Leaders push themselves to be loved. Everything should start and end with the Consumer in mind. Beloved Brands intimately know their consumer and become a part of their life.  With most brands, Consumers move along a “LOVE CURVE” going from Indifferent to Like It to Love It, and then they’ll make their Beloved Brand into A Brand For Life.  The Love Consumers have for a Brand becomes a Source of Power, helping to change the dynamic the brand can have with suppliers, customers, competitors and even with the consumers themselves. There’s nothing wrong or evil with using that power to the advantage of the brand.

In fact, you need to find the way to leverage the power of being Beloved.  The “Love Curve” can be linked to the brand funnel which becomes the underlying scoreboard for the brand. And it helps to provide strategic focused against one key area of the funnel. Used properly, the brand power can drive the P&L with four levers:  increasing price, lowering costs, increasing share, creating new markets.  An efficient brand can leverage the P&L to invest back in the brand’s connectivity and drive profit and create value for the brand.

When it comes to execution, brand leaders play it far too safe. Too many times, they fail to do work that is good or different. They stick to the usual and sameness–resulting in boring work that fails to stand out. The zone you should be pushing for is Good But Different: It might not always test well, as it is beyond the consumer’s thinking. Consumers don’t have the imagination to always know what they want. They know their problems, just not the solutions. But once consumers start to see how the differences meets their needs, they’ll start to buy. It might feel like the highest risk but it also is the highest long-term sustainability and potential to be loved.

My challenge to you is to push yourself and your brand to find love by putting all your passion into the brand work you do. If you don’t love the work you do, how do you expect the consumer to fall in love with your brand?

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