Non-Marketing people really need to stop defining what marketing people do.

Posted on Leave a commentPosted in Beloved Brands Explained

I suppose that everyone who has a TV and can critique Super Bowl ads or those with a Twitter account thinks they can now say they are a marketer expert. Sadly, we have let far too many people use the word “MarketingMarketing”or “Brand” in their title. The commentary that I see coming from non marketers is borderline cringe-worthy or hilarious. I have to tell you that the comments are silly.

  • When I read, “Marketers need to think more about the consumer” I think you’ve never met a real marketer. The best marketers starting doing that around 1915. I guess somehow this is now popular among non-marketers.
  • When I hear,  “Marketers should analyze data”, again, I’m thinking what incompetent marketers have you been hanging around with. That’s been a major part of the job since 1950. Sure, big data. But I have been working any data from share report data to Ipsos tracking data to weekly Walmart sales tracking data.
  • When I read, “The CEO should be in charge of the brand”, I think “Well then the CEO should be in charge of the IT system”. Sure, in charge, but they should be smart enough to delegate to the experts who will make their brand stronger. From my experience, the best marketing led organizations have bottom up recommendations, empowering the brand manager to tell their directors what they want to do, who then support them in moving that up to the VP and President. The worst organizations are when the CEO walks down the hall and asks “Why are we not on Instagram? My 15-year-old daughter was just showing me how cool it is this weekend”. This is likely the reason why the average tenure of a CMO is under 24 months at this point. They are likely sports coaches, hired to be fired, by the impatience of getting results.
  • When I hear, “Marketing needs to be more than just advertising” once again, you just don’t understand the job….typically advertising is 10-15% of the job.The best marketers determine the strategy, figure out the brand promise, brand communication, product innovation, purchase moment and consumer experience…they touch all, decide all, but they let their experts run each of those touch points.

Marketers don’t just “do marketing”.

I am glad so many want to be in Marketing. But you really should have to earn your way into it. Go interview for a job, get rejected a few times, push to really get in there and then learn like ton for a few years. I spent 20 years in marketing. I could not believe how much I learned  in my first five years, then even more in the next five, then way more in the following five and absolute insane amount in those last five years. I’ve now been a consultant for over five years and I swear I know twice as much as I learned in the first 20.

Marketing is not just an activity. The best marketers have to think, define, plan, execute and analyze, using all parts of your brain, your energy and your creativity.

OK, my rant is over.

 

To learn more, here’s a presentation on how to create a beloved brand:

Beloved Brands: Who are we?

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

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

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

Graham Robertson Bio Brand Training Coach Consultant

Six questions to ask before you start your brand’s Media Plan">Media Plans

Six questions to ask before you start your brand’s Media Plan

Posted on Leave a commentPosted in How to Guide for Marketers

Media is a business investment that showcases the creative execution of your brand story to help connect your brand with consumers at the most impactful where consumers are willing to engage in your brand story. Balance your media choices by looking at efficiency, quality, impact and fit with the brand. The efficiency of the media math starts with reach and frequency. Reach is the number or percent of different household or persons the ad will be exposed to at least once, over a specific period of time, while frequency is the number of times that household or person is exposed to the ad within a specific period of time. Be careful relying on efficiency alone, balancing the efficiency with the quality of the media choices. Set aside a portion of your media budget and used on driving impact to drive early attention to a new campaign.

Media Plans
Media Planning Questions

  1. What is the size of your budget? Budget is always the starting point to your media planning. The size of your media budget will really depend on your brand’s current profit situation, the projected potential return on investment (ROI) behind your creative execution, the future opportunities to invest behind and the degree of competitiveness you need to defend against. Assess the media ROI by linking your business results directly to the brand funnel results. You can use test markets with various media spend levels to gain the data you need to prove the media investment story. One major factor with media investment is the balance of the fixed overhead costs of producing creative assets versus the variable media costs of reaching consumers. The same thinking would go into the fixed overhead people costs related to content development or social media management. Focus on fewer media choices will ensure the cost of creative resources do not inhibit your ability to reach consumers. Trying to be everywhere drains your resources and just means you will have a low impact everywhere.
  2. What is brand’s core strength? The decision on whether your brand will be story-led, product-led, experience-led or price-led really impacts your brand message and in turn the media choices that will amplify that message. Product-led brands must show why you are better, with a superiority message and media choices that enable you to demonstrate what makes your brand superior. Story-led brands must tell the back-story on what makes your brand different, whether that is an idea, purpose, core belief or a stance, and the media must be able to amplify your story to those consumers will connect with the story. For experience-led brands, you must be able to prove how your people create an experience that is better. This is usually a slower build, in managing influencers, review sites, social media and word-of-mouth to really amplify your brand message that connects to an amazing experience. The price-led brands need to leverage media that can help drive call-to-action brand messaging that fuels the foot traffic needed to push fast-moving items that offset the lower margins.
  3. Where will your consumers engage? Who is your target consumer? Are you looking at a broad mass target or a tight specific target around type of consumer or specific product usage? What are the possible adjacent or related products and services that you can leverage? What part of the consumer’s life will they will watch, listen, learn, engage, decide and act? Your media choices should align with potential related life moment, whether those are parts of the day, week, year or even life moments. Consumers use media for certain reasons, whether to be smarter, stay aware, escape, express themselves, connect with others, go places, buy things or do things. Your brand should align with the brain moods of how your consumer use media, so you match up to where and when they will be most receptive to your brand message.
  4. How tightly connected is your brand with your consumer? As we outlined in the strategic chapter, where your brand sits on the brand love curve should influence your strategic choices, because the more love you can create should drive more power and profit for your brand. I also believe the brand love curve can influence your execution, as unknown brands need media choices to help the brand be seen by the right consumers, indifferent brands need a media choice that will help consumers think about the brand, liked brands should drive happy purchases, brands at the love it stage should use media that helps the consumer feel differently about the brand and brands at the beloved stage should mobilize their brand lovers to influence others within their network.
  5. Where on brand funnel will you exert impact? A brand funnel should match up to how consumers evolve with your brand, moving through awareness, consideration, search, buy, satisfy, repeat, loyal or fans. Knowing what stage of the funnel you wish to impact should drive both the creative message and the media choice. For an unknown/indifferent brand, the focus will be on the early parts of the funnel to drive awareness and move them to consider and buy. At the like it stage, the message and media choices should be driving purchase and repeat purchase. At the love it stage, it becomes about turning repeat purchases into routines and rituals so the consumers become loyal. At the beloved stage, it becomes about turning your fans into influencers that drive awareness for other consumers. The brand funnel is not really a funnel anymore, but a big circle as brand fans do as much to drive awareness among new users as the brand does.
  6. What is the best media option that delivers the creative execution? You really should make media decisions together with your creative. I have found that not all creative ideas work against all media choices, just because the media numbers say they will. This is the reason you should ask to see each creative idea in a TV ad format, long copy print format and billboard. It allows you to see where the creative idea has the biggest potential, and then begin matching those up to the right media choice. Before decide on media, ask to see what the creative ad would look like. Make the decision together.

How to inspire great marketing execution 

We lead workshops to train marketing teams on all types of marketing topics. Here’s the workshop we run on Marketing Execution.  Click on the Powerpoint file below to 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.

 

Graham Robertson Bio Brand Training Coach Consultant

Can Whole Foods survive? I hope so. But, unless they change, I doubt it. ">Whole Foods

Can Whole Foods survive? I hope so. But, unless they change, I doubt it. 

Posted on Leave a commentPosted in How to Guide for Marketers

Would you invest in Whole Foods right now?

I remember 20 years ago, someone told me that Blockbuster would go bankrupt once on-line movies would take off. My immediate response was “No way!!!” I had just spent 45 minutes lined up at my local Blockbuster to rent “Usual Suspects” for the third time. How could a brand with so much demand completely fall off the face of the earth?

Now I am starting to wonder if Whole Foods will be around in 20 years? Strategic Thinking Whole Foods I sure hope so. I am a big fan of their brand and all the work they have done. Whole Foods has been the dominant player in ‘organic’ grocery stores the past 20-30 years. They have done everything right. They brought a clear brand positioning, a big idea, a fantastic culture that oozes off the walls of their stores and exhibited through every employee you engage with in the stores. They nail branding as well as Apple, Tesla or Nike. They built an army of outspoken brand fans and they are a beloved brand.

Would you invest in Whole Foods right now? Their market capitalization has fallen from $24 Billion to $9 Billion the last 2 years. None of their moves have re-assured investors that their future is bright.

Is Whole Foods a victim of their own success? 

For the past 70 years, the average grocery stores have served the local community within a 10 minutes drive, with 20,000 skus across 10 aisle grocery stores. The business model of traditional stores pumped out ridiculously high volumes at ridiculously low margins. At the retailer’s head office, the buyers had to beat down manufacturers like P&G, J&J, Coke, Kellogg’s and Kraft. They pushed high listing fees and high trade spend to get any displays or flyer ads. Even after all this work, Grocery stores traditionally make only 20-25% gross margins and then make only 2-4% operating profits. Over the last 10 years Kroger has averaged 22% gross margins and 2.7% operating margins. These are very typical numbers for a grocery retailer.

Whole Foods started as a rebellious disruptor to the grocery category.

Strategic Thinking Whole Foods Rebel BrandWhole Foods came along and figured out they could sell organic raspberries at $5.99  instead of $2.99 for normal raspberries and they could sell organic bacon for $9.99 instead of 3.99. They knew that not everyone would pay, but enough would. Instead of high volume, low margin, they went for modest volume with a much higher margin. Whole Foods averages 35% gross margins (+13% higher than Kroger) and 5.3% operating profit (double that of Kroger).

Up until the year 2000, Whole Foods only had 100 locations, capable enough to own a niche position as a rebel brand, yet small enough to fly under the radar of the bigger grocery players. If you notice the Venn diagram to the right, rebel brands own a niche that is far enough away from the mainstream players, to avoid being seen as a direct competitor. For these rebel brands, they believe it is better to be loved by a few than tolerated by many. These brands take all that passion of their consumers and build around it. At this point, Whole Foods owned organic, and the traditional grocery stores were fine to let Whole Foods own the ‘yoga enthusiasts’.

Most brands start as a rebel brands. They win over the trend influencers, satisfying those consumers who do not want what the mainstream brands offer. The rebel brand takes the aggressive stance against the mainstream, finding flaw in the way they do business.  They stand out as a completely different and a better choice to a core group of trend influencers who are frustrated with all the competitors in the marketplace. This consumer group becomes the most motivated consumers to buy into your new idea. Rebel brands must bring these on board and use their influence on others, as the brand begins their journey from rebel brands to island brands to challenger brands and then onto the Power Player brand. Below is a chart that outlines that evolution, and you can see how to use the different consumer types from the trend influencers and early adopters at the beginning and then finding the mass audience as the brand gets bigger and more powerful.

Brand Innovation

After 2000, the move to organic foods hit a tipping point of acceptance within the mainstream audience. Whole Foods took advantage of this shift and invested in rapid expansion across North America. Whole Foods moved to the next stage of what I call the “Island Brand” stage, where you are so different you are on your own. For the health-conscience consumers, Whole Foods success left the traditional grocery stores in a position where they disconnected from what these consumers want. During this time, Whole Foods expanded from 100 to 430 stores, with forecasts of up to 1,200 stores. Whole Foods had gone from a niche player that traditional grocery brands were willing to ignore to a major threat that pushed the traditional brands to make a counter move.

Strategic Thinking Whole FoodsAs organic moved to the mainstream the traditional grocery store responded by bringing in organic foods into their stores. Most traditional grocery chains report that 25-35% of their fresh food has become organic. These grocery stores are charging 15-25% lower prices than Whole Foods, yet still loving the added margins it gives them.

Simply marketing lesson, no one will ever travel farther and pay more, for something they can get close by at a cheaper price.

As a result, Whole Foods has lost customers to the traditional players. According to Barclays analysts, “Whole Foods has lost about 14 million of its customers over the last 18 months. The magnitude of the traffic declines … is staggering. As most retailers know — once traffic has been lost, those patterns rarely reverse”. Did Whole Foods move to the mainstream too quickly, trying to use the groundswell towards organic among mass consumers to move to a challenger position?

Whole Foods next move was a dumb one.

The history of warfare can be characterized by Generals who over-reacted and under-reacted. Both would lose. Whole Foods made the poor decision to launch a lower price, lower service, and lower margin version of itself called “365”.  I always find it frustrating to watch brands who face an attack and then try to act more like the competitor attacking them, rather than backing up a bit and being themselves. When in a competitive battle, especially against those who own the traditional space who you have attacked, never act like your competitor. Instead of staying themselves, the move to “365” acts more like their competitors.

I do not believe these 365 stores can win. They are a hybrid store which is confusing. They will not attract the mainstream consumer who want their organic foods at lower prices, but still wants to buy Diet Coke and Frosted Flakes. They will not win with the core health trend influencer audience who want more, not less.

How will the 365 stores make money?  Low volume and lower margins is a recipe for bankruptcy.

If they can’t win the mass audience, do they still have the health trend influencers? 

We are seeing local healthy grocery stores pop up around North America ready to offer the health trend influencers more. Due to “costs” Whole Foods has made some moves that will irritate this audience.  They got rid of their freshly prepared market and now use pre-prepared foods. There are now swirling questions about whether their food choices are 100% organic. Whole Foods uses their own standards of judging good/bad food options. Whole FoodsAlso, Whole Foods uses national distribution on most items, not through local farmers. On top of that, Whole Foods carries fairly mainstream brand choices such as Cliff Bars with 28% sugar or Kellogg’s Special K. This confuses or frustrates the health trend setter segment who do not want to see those types of brands in their grocery store.

This leaves Whole Foods potentially without a positioning to stand behind and without a core audience to build around. When you try to be everything to anyone, you end up nothing to everyone. Whole Foods have lost who they are. They could take the advice of Oscar Wilde who once said: “Be yourself, everyone else is taken”.

The problem I see for Whole Foods is they have been spiraling downward with losing sales base, yet they seem unable or unwilling to make the right changes. I would not invest, would you?  While brands start as rebel brands, no matter what stage your brand reaches, when the world around you collapses, I recommend the best thing a brand can do is return back to the rebel status and re-start their brand. Instead of going mainstream with lower price/lower service options like the launch of their “365 store”, Whole Foods should go back to their rebellious roots and go even healthier, go even more local, add high end services back. Make it a full experience the health trend influencers want. Instead of trying to drive high volume from their current audience, they should add higher margin services. Be more like who they were 20 years ago.

When you lose your way, return to the rebel position and kick-start your brand again.

 

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

Beloved Brands: Who are we?

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

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

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

Beloved Brands Graham Robertson

 

 

 

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!">Nail your next next job interview with your 7-second & 30-minute personal brand pitch!

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!

Posted on Leave a commentPosted in How to Guide for Marketers

A typical marketing job interview starts with you waiting in the lobby longer than you wanted. Then the big introduction, the handshake, that awkward small-talk on the way to the tiny little room where all you can think to talk about is the weather or you finding a great parking spot. Then you sit down, and out comes that dreaded question, “So, tell me about yourself”. Oh god well all hate that question. “Ummmm, let me see, I like basketball, walks in the park and I think I’m rather funny, or at least my wife does”. Wow, bad start. Then you get about 8-10 questions that ask “tell me a time when…”. And finally, they end the interview with, “Anything else to add?” Then there is that awkward walk back to the reception desk, where you talk about your plans for the weekend. Then you drive home, and realize that you forgot to mention your 3 biggest career accomplishments.

The problem is you didn’t know how to answer “so, tell me about yourself” because you never know a great way. Well I will show you how. Then you waited defensively on the 8-10 “Tell me a time when….” type behavioral questions everyone is using. You sat there like a game show contestant hoping that examples will miraculously pop into your head at the last minute. Well, I am going to show you how to organize the 10 best things you ever did so that never happens again. And, you were so relieved at the end of the interview, that when they said “Anything to add?” you mistakenly let out a big sigh and said: “No, I think we are good!” That’s no way to end it. This is like the end of the TV ad, where you forget your tagline. Instead, I am going to force you to go for the close with your 7 second pitch again!

Having interviewed about 1,000 marketers over my 20 year career, I can tell you that many of the best marketers in the world kinda suck in job interviews. They forget that when they are looking for their next role….that THEY are now the brand they must be able to market. The same rules apply.

Marketing 101 would suggest that you have to map out your strengths to what they are looking for. Your winning zone is to find that clear difference that matters to employers. Avoid the losing zone where your peers are better than you and the dumb zone where no one cares. Where it is a tie, the risky zone, you can win that through your experience or bringing your values into the mix. But you need to fin your winning zone.

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!

So tell me about yourself: Deliver your 7-second pitch

“As a brand leader, I find growth where others couldn’t, and I create a motivated brand team that delivers great work to drive results”.

Think of this like your 7 second personal brand pitch, where you give a summation of your personal brand’s big idea. Here is a simple tool I have created to help you answer:

  • What is the shortest way that you define yourself.
  • What is the primary benefit you will provide your next employer?
  • What is the secondary benefit you will provide.
  • Then wrap it up with an expected result.

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!

Look at your resume and then start off by brainstorm as many options for each of the 4 areas as you can. This is a great way to assess yourself based on what you have done over the last few years. Make sure your definitions are more forward looking with an aspiration for what you want to be, not what you have been.

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!

Once you get that done, you can then begin to piece it all together and see what your own 7-second pitch might start to look like. Keep tightening that pitch until it flows. In my 20 years of CPG marketing, I became the turnaround guy, so “I could find growth where others couldn’t” became my little hook. What is yours?

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!

Expand your 7 second pitch up to a 30-minute pitch

Once you feel comfortable with your 7 second pitch, take each of those 4 statement areas and try to come up with 2-3 examples and stories from your past that can prove and demonstrate. These examples help define your 30-minute pitch:

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!
Now you have 10 stories you can use to bring into your interview to answer any of the “so tell me a time when…” questions. If these are your best 10, then you should refer to these to help demonstrate your big idea. This is also a great page that you can be looking at when you are sitting in the reception area, just prior to your interview.

So here’s how the interview should go:

  • “So tell me about yourself”: Deliver your 7-second pitch.
  • The 8-10 interview questions: Deliver any of the 10 examples from your 30-minute pitch.
  • “Anything to add?”: Repeat your 7 second pitch as your closing line.

Nail your next next job interview with your 7-second & 30-minute personal brand pitch!

This way, you are now controlling up front how you want to define yourself. All 8-10 examples will help add to that definition. And as you get to the end, you wan to use a 7-second close to re-affirm your big idea.

Later on, as the various interviewers re-group to discuss each person, you hope your big idea sticks in their head. “I really like Bob, because he could turn this brand around. He has done it before. He gets results”.

You can use this 7-second pitch that top of your resume, your descriptor for your LinkedIn profile, your handshake introduction at networking meetings, or within the body of any emails that you send looking for jobs. The more you use it, the more you begin to make this your reputation.

One last tip. If you are in Marketing and can’t think of a safe “what’s your weakness”, I can tell you mine. “I’m not very good at negotiations.” The reason it is safe, is that most marketing jobs don’t really require any negotiations. If you’re reading this and you’re not a Marketer…then I guess your safe answer might be: “I’m not really good at marketing”.

Good luck to you. I hope you get what you are looking for.

At Beloved Brands, we can’t really help you get a job. But once you do land that dream job in Marketing, we can certainly help you succeed. What we do best, is we make 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.

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.

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. And please feel free to add me on LinkedIn.

 

Beloved Brands Graham Robertson

 

 

How good is your marketing team? Find their score.">How good is your marketing team?

How good is your marketing team? Find their score.

Posted on Leave a commentPosted in How to Guide for Marketers

While there are a lot of marketing specialists these days, the best brand leaders should be a generalist, who are strong on analytics, strategic thinking, defining the brand, leading the brand plan and inspiring smart execution. I see it as a continuous cycle, where you analyze, think, define, plan and execute, each time making adjustments based on the marketplace. These are the 5 major elements you need to run a brand.

How good is your marketing team?

 

How good is your marketing team?

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

How good is your marketing team?

 

I would encourage you to do a evaluation using our scorecard to see how your team stacks up against your own expectations. This may help you to identify any of the potential gaps on your team, that are lingering in the back of your mind. For each element, try to score your team from 1 to 5, where a score of 5 means they are exceptional at that element, then a 4 means they are very strong, a score of 3 says they are solid performers, a 2 would mean they fall below your own expectations and a 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?

How to make your team smarter

Smarter thinking starts with the analytics and strategy choices, that will lead into a smarter definition of your brand and the brand plan  that everyone will follow. Smarter people on your team will lead to better marketing execution that will have a direct impact on your brand’s performance.

How to do brand analytics 

Brand Leaders must be able to turn data into analytical stories that leads to better strategy choices. We show how to build a deep-dive business review on the brand, looking at the category, consumers, competitors, channels and brand.

  • We start with 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 brand, looking at the category, consumer, competitors, channels and brand.
  • We show key formulas you need to know for financial analysis.
  • We teach how to turn your analysis into a presentation for management, showing the ideal presentation slide format. We provide a full mock business review, with a framework and examples of every type of analysis, for you to use on your own brand.
  • We show you how to turn your analytical thinking into making projections by extrapolating data into the future.

 

How to think strategically

Brand Leaders must be able to slow down their brains to ask questions before they go looking for solutions. Strategic Thinking is an essential foundation to ask big questions that challenge and focus their decisions.

  • We teach Brand Leaders how to think strategically, to ask 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.
  • We take Brand Leaders 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 teach the value of asking good questions, using five interruptive questions to help frame your brand’s strategy. 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.
  • We show how to build strategic statements to set up a smart strategic brand plan.

 

How to define your brand

Brand Leaders must be able to find a winning brand positioning statement that sets up the brand’s external communication and all the work internally with employees who deliver that promise.

  • We show how to write a classic Brand Positioning statement with four key elements: target market, competitive set, main benefit and reason to believe (RTBs).
  • We introduce the Consumer Benefit ladder, that starts with the consumer target, with insights and enemies. We layer in the brand features. Then, get in the consumers 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.
  • We introduce a unique tool that provide the top 50 potential functional and top 40 emotional benefits to help Marketers stretch their minds yet narrow in on those that are most motivating and own-able for the brand.
  • We then show how to build an Organizing Big Idea that leads every aspect of your brand, including promise, story, innovation, purchase moment and experience.

 

How to write a Brand Plan everyone can follow

A good Brand Plan helps make decisions to deploy the resources and provides a road map for everyone who works on the brand

  • We demonstrate how to write each component of the Brand Plan, looking at brand vision, purpose, values, goals, key Issues, strategies and tactics. We provide definitions and examples to inspire Marketers on how to write each component. We provide a full mock brand plan, with a framework for you to use on your own brand.
  • We offer a workshop that allows Marketers to try out the concept on their own brand with hands on coaching with feedback to challenge them. At each step, we provide the ideal format presentation to management. We offer unique formats for a Plan on a Page and long-range Strategic Road Maps.
  • 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.

 

How to inspire Marketing Execution

We show Brand Leaders how to judge and decide on execution options that break through to consumers and motivates them to take action.

  • The hands-on Creative Brief workshop explores best in class methods for writing the brief’s objective, target market, consumer insights, main message stimulus and the desired consumer response. Brand Leaders walk away from the session with a ready-to-execute Creative Brief.
  • We provide Brand Leaders 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.
  • 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)
  • We teach how to provide copy direction that inspires and challenges the agency to deliver great execution. We also talk about how to be a better client so you can motivate and inspire your agency.

 

Time to step up and invest in training your team

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.

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.

The Training Program can executed to meet your needs whether that’s in:

  • Classroom format or small team training
  • Coaching, either in 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

 

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.

Beloved Brands Graham Robertson

 

New John Lewis 2016 Christmas ad finally released and it falls a little flat

Posted on Leave a commentPosted in Beloved Brands in the Market

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I feel like a little kid who races downstairs only to be disappointed by my gift. And then I feel bad about it. I am one of those who love the John Lewis Christmas ads and starts to think about it around early October.

And yet, this year, I just feel “blah”.

Once a year, brand fans await the latest installment of the John Lewis Christmas ad. So much attention, that it creates media hysteria trying to predict when it will be launched. John Lewis took advantage of that hype to use three little 10-second teasers with #BounceBounce to build up the anticipation.

The ad is OK, but not great.

It’s cute, but not brilliant.

It falls a little flat, compared to previous John Lewis ads.

Here is the ad, and before I lose you I have put all the John Lewis Christmas ads below for you to compare with.

 

Pretty simple story. Kid likes to bounce on things. Dad builds a trampoline. Animals come out and bounce on it. Dog sees them and is jealous. Dog bounces on the trampoline before the kid gets to it. Kid disappointed?  Mom and Dad disappointed? No one seems happy.

 

How do you feel about it? Is it just me?

The people at John Lewis felt that last year’s spot was “too sad” and they didn’t want to do “sad-vertising” anymore. Personally, I loved last year’s spot. It did bring a tear to my eye, but in a good way. John Lewis has also said they are trying to tap into the insight that 2016 has been a tough year, with Brexit and the US elections. Wouldn’t a more elaborate story be a better escape for consumers?

 

John Lewis has created a legacy around Christmas that is tough to live up to

I have worked on campaigns that lasted 10 years and 5 years. The hardest thing for a Marketer is to stay on track, yet try to beat last year’s spot. It is very hard to be creatively different, yet stay in line with the campaign. marketing-execution-2017-extract-9-001Those fight against each other. Since 2009, John Lewis has wiggled a little each year. But what they have not done yet, is sold out to the pressure. Each year, the ads have been highly creative, the ads that created the magic simply through the eyes of the children in the ads. The emphasis has always been on giving. You will see there is not a lot John Lewis branding in any of these ads, but there is a certain degree of ownership.

 

Rachel Swift, head of brand marketing at John Lewis, says “It is has become part of our handwriting as a brand. It’s about storytelling through music and emotion. The sentiment behind that hasn’t changed – and that is quite intentional. The strategy behind our campaigns is always about thoughtful gifting.”

Let’s use that summary to see how well the 2016 spot lives up to the John Lewis ads of the past?

  • There is not much of a story.
  • It is not very emotional at all.
  • It is not really about thoughtful gifting.
  • No one in the ad even seems happy.

In my view, 2016 ad falls flat and now I have to turn my attention to other retailers to see what they do. My hope is someone does something extra special. Right now John Lewis is the gold standard for Christmas ads and this latest puts them at risk that another retailer easily outshines them.

 

 

The history of John Lewis Ads

Here is last year’s spot, that might have gone overboard on sad. But I truly loved it.

Yes, the man on the moon is a metaphor (sorry, there really isn’t a man on the moon) for reaching out and giving someone a gift. For me, this ad quickly reminds me of when my own kids are on the phone or FaceTime with my mom. There is a certain magic in the innocence and simplicity when the very young talk with older people. They both seem to get it, maybe sometimes more than the in-between ages where the innocence of Christmas is lost within their busy schedules.

 

Here are the John Lewis spots from the last few years and you can tell me which one you like the best.

2014:  Monty the Penguin:

 

Here is the one from 2011, about the boy who couldn’t wait for Christmas. You will notice this year’s Man on the Moon feels very similar.

 

This is also a great one from 2010

 

And you can see the one from 2009.

 

In 2012, the “snowman” ad felt bit too dark for me with the tone feeling like a slight miss for John Lewis. I felt they were trying too hard.  Maybe feeling the pressure to keep the campaign alive by being different when really the consumer just wants the fast-becoming-familiar-John-Lewis-magic each year.

 

I also found the 2013 ad a bit of a departure, going to animation and utilizing on-line and in-store media. This campaign seems trying too hard to capitalize on their success. Doesn’t feel like a fit.

 

I guess I’ll have to wait for the 2017 John Lewis Christmas ad!  🙁

 

Christmas is 8 weeks away. Expect to see this spot a lot on your social media feed. But, also expect the other UK retailers to compete as they did last year. Here is a link to the 7 best Holiday ads for last year:

Our 7 favorite Holiday ads of 2015. Have your say.

 

Passion in Marketing Execution Matters. If you don’t love it, how do you expect your consumer to love it? If you “sorta like” it, then it will be “sorta ok” in the end. But if you love it, you’ll go the extra mile and make it amazing. To read more about how to drive your Marketing Execution, here is our workshop that shows everything you need to know, to have the smarts of strategy, the discipline of leadership and the passion of creativity to generate brand love in today’s modern world.

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. 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 use workshop sessions to help your team create a winning brand positioning that separates your brand in the market, write focused brand plans that everyone can follow and we help you find advertising that drives growth for your brand. We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. Our Beloved Brands training center offers 10 training workshops to get your team of brand leaders ready for success in brand management–including strategic and analytical thinking, writing brand plans, positioning statements and creative brief, making decisions on creative advertising and media plans.

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

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How to be a great Assistant Brand Manager…and of course, get Promoted

Posted on Leave a commentPosted in How to Guide for Marketers

In my 20 years of CPG marketing, I must have interviewed 1,000 potential Assistant Brand Managers. I was lucky to have hired some of the best, who have gone on to have very strong marketing careers. I became notorious for asking for some of the toughest questions, some even bizarre. I always asked an analytical question to see if they could piece together lots of data and tell a story that made sense. I’d ask a creative question to see if they had a certain flare and pride in the output. I’d ask a problem solving question, some very hard, no real right answer, but I wanted to see how they actually think. And finally, I wanted to know that they had done something at a very high level–it didn’t matter what–but I wanted to know they could make it happen, whatever it was in. Getting that first ABM job is NOT EASY!  I had many failed interviews over the years that I began to wonder if it would ever happen. I remember one interview ended after about 8 minutes when she found out I didn’t have any experience. Thank god, I stuck with it.

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But even after gruelling interviews, only about 50% of Assistant Brand Managers get promoted to Brand Manager. So what separates the ok ABM from the great ABM that gets promoted?  There are two factors that I have seen in a consistent manner:  #1:  They get what they need and #2:  What they need is the right thing to do.  Very simply put, great ABMs get both.   The rest either fail on #1 or #2.    

Keep in mind there are some core marketing values you want to adopt over the years as an ABM that will serve you well in your career.

  • Hit deadlines: Never look out of control or sloppy. Marketers have enough to do, that things will just stockpile on each other. In Marketing, there are no extensions, just missed opportunities.
  • Know your business: Don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge.
  • Open communication: No surprises. Keep everyone aware of what’s going on. Present upwards with an action plan of what to do with it.
  • Listen and decide: It is crucial that we seek to understand and equally important that we give direction or push towards the end path.
  • We must get better: When we don’t know something, speak in an “asking way”, but when we know, speak in a “telling way”.
  • We control our destiny: We run the brands, they do not run us. Be slightly ahead of the game, not chasing your work to completion. Proactively look for opportunity in the market, and work quickly to take advantage.
  • Regular feedback for growth: Always seek out and accept feedback, good or bad, as a lesson for you. Not a personal attack or setback.

The Five Factors that Separate Ok ABMs from the Great ABMs are:

  1. A great ABM is able to tell stories, where others just see data: There is tons of data all over—share results, tracking, test scores, etc. One of the most critical skill an ABM can work on is developing stories with the data. It’s one thing to have the data point, but another to have thought it through and know what it means, and what action you will take on this data. Look for patterns or data breaks, ask questions, start putting together stories and challenge the stories. Use stories backed up by data to sell your recommendations. Never give a data point without a story or action. You risk letting someone else take your data and run with it or tell a story different from yours.
  2. A great ABM takes action and moves before being asked: Most of the projects for ABMs are already set by your manager. When you are new, it’s comfortable to wait for your projects. But don’t get in the habit of waiting for someone to create your project list. But a great ABM starts to push ideas into the system and create their own project list. Some of the best ideas come with a fresh set of eyes and we need a continual influx of new ideas. We also start to see the ABM making good decisions, on their own, and communicating to their boss. Not asking permission but telling what they want to do and look for the head nod. Know what’s in your scope and align with your manager.
  3. A great ABM can get what they want: Instead of just functionally managing the steps of the project, great ABM’s “make it happen”: faster, bigger and better. Faster means you understand what are the important milestones that need to be hit. Manage the bottle necks: the task that have the longest completion time, that impact the entire project. Sometimes you need to push with an inflexible but motivating fist to get it done.
    Bigger means you want to do more than is required. You find that magic to make it even have a bigger impact. Creative solutions or motivating others to do more. Better means you have to take the same people and get them to give their best ideas or their best effort or their best work. Guaranteed you will meet many points of resistance. Every project will. Solving these and still getting the most you can, is what separates the great ABMs from the rest.
  4. A great ABM puts their strategic thoughts forward. You need to be a strategic thinker—asking the right questions to ensure you are focused on the right area, where you can gain a positional power that leads to higher growth and profit for your brand. Ensure you are staying strategic and not just falling in love with some execution not aligned to your brand’s strategy. It’s so easy to be lost in your own “cool” projects. At the ABM level, showing that you can keep things aligned to the strategic is just as important as being strategic. Speak up and represent your strategic thinking. Standing up for your thoughts shows that you are in the game, that you are thinking, and that you believe in your strategic thoughts. Silent ABMs never last.
  5. A great ABM is accountable in the ownership of their work: Accountability is the stepping stone to ownership. And the ownership of the brand is a sign you can be a Brand Manager. We need to see that before giving you your own brand.
    Great ABMs motivate but don’t delegate. If you have to step in, then jump in. You cannot let things slip or miss. You have to stay on top of the timelines and lead those on your project teams. You have to be action oriented, and solution focused. You can never allow your team to get stuck. Be the hub of communication to all team members, and to key stakeholders, including upwards to your manager.

If you can do those better than your peers, then you’ll get promoted. Conversely, if you’re missing any one of these, you might not get there. I hope your boss gives you a quarterly review because I believe ABMs can grow so fast that you need those regular check-ins. If you just get an annual review, you won’t go as fast. Ask for feedback, cherish it, and use the next 90 days to build on a strength or eliminate a gap.

One thing to keep in mind is the Idiot Curve. The basic rule is: You get dumber before you get smarter.   

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When you first land the ABM job, there’s just so much to learn, it’s like drinking from a fire hose. I find it takes 3 months to get back to being just as smart as you were on the first day. It’s over-whelming at first, and yet you see all these other ABMs doing it so that’s even more intimidating. But the idiot curve is inevitable. It just shows up differently for each person. No matter how hard you fight it, you have to ride the curve. (But, please fight through the curve, you have to for your survival) The idiot curve normally lasts up to 3 months, and then things just start to click. And you’ll experience it in a new and exciting way you can’t even predict.  

ABM roles are hard, but all the work you do now will pay off the rest of your career.  

Here’s a presentation on how to have a successful Marketing Career.

 

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.

GR bio Jun 2016.001

How to manage your B2B brand

Posted on Leave a commentPosted in How to Guide for Marketers

Too many people think that brand management matters most to a consumer brand, and they under-estimate the value of marketing for B2B brands. And many of these people are running B2B brands. They treat marketing as a support function, hiring a low-cost marketing coordinators to support their sales team, and do basic packaging for new launches and run a few basic trade magazines.

B2B marketing is not just about selling products, but about building and selling your brand’s reputation. The role of a B2B brand is to create unique idea for your brand, perceived in the minds and hearts of your customer, consistently delivered by the experience, creating a bond, power and profit beyond what the product itself could achieve. Too many B2B companies believe they just SELL PRODUCTS. However, you should be building and managing your reputation of your brand. Whereas basic products and services solve small problems, I like to think that a brand beats down the enemy that your customer faces every day. For instance, FedEx fights the enemy of “business moving too slowly” while IBM fights “unsolvable problems” for their customers. What is your customer’s enemy that you can solve for them?

The more loved a brand is by its customers, the more powerful and profitable that brand will be. With a connected brand, it helps to warm up sales leads–many times they’ll already know your reputation before you call. A brand can connect with customers so that pure pricing becomes less of a factor. If the customer is satisfied and connected on one piece of business, they’ll look to you to solve other problems for them.

Start with a Big Idea

The best brands use a Big Idea to help explain themselves in 7 seconds, and use that Big Idea to help extrapolate that same brand story into 60 seconds or even 30 minutes, depending on the situation. In a crowded branded marketplace, Big Ideas help simplify your brand message so it’s easily understood and remembered, own-able in the customers’ mind and heart and motivating enough to change consumer beliefs and behavior. That big idea should transform your brand message into a brand reputation.

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Below is the tool we use to figure out a brand’s Big Idea which revolves around five areas that help define the brand: 1) Brand’s character 2) Products and Services the brand provides 3) Internal Beacons that people internally rally around when thinking about the brand and 4) Consumer reputation of the Brand and 5) the role of the brand in connecting with consumers. How we use this tool is we normally brainstorm 3-4 words in each of the four distinct sections and turn create sentences for each. Then looking collectively, we begin to frame the brand’s Big Idea with a few words or a phrase to which the brand can stand behind. The tool works! 

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Once you have your Big Idea, you should then use it to frame the 5 different connectors needed to set up a very strong bond between your brand and your customers.

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Build your brand around a big idea that’s simple to understand and big enough to create a lasting impression with consumers. Create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper. Use your brand story to motivate customers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers. You need a fundamentally sound product, with innovation that keeps your brand at the forefront of trends and using technology to deliver on your brand promise. The purchase  moment is where customers move through the purchase cycle and use channels, messaging, processes to make the final decision. Turn the usage of your product into an experience that becomes a ritual and favorite part of their work life so that your customers always turn to you first.

Whereas B2B brands currently treat marketing as a support function, once you have your big idea you can see how for a B2B brand, that the idea should drive every part of your organization and that your brand’s experience will be supported by the culture, people and operations which then transforms that idea into a brand reputation. Below you can see how that Big Idea should be a beacon for your top-to-top leadership, your sales team, the problem solvers, customer service team and the experience delivery team.

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Everyone in your organization must be saying the same message. For a B2B brand, marketing’s role is to make sure that the external and internal story are given equal importance so that everyone in your organization must be communicating and delivering the same big idea to customers that they see in trade magazines, at trade shows or in the sales materials.

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Like any brand, there are really only four choices: you can be better, different, cheaper or else not around for very long. For B2B, when your product is a commodity, you have to find a way to use service levels as a way to find your point of difference. When you start to treat your own brand like a commodity or believe that you are, that’s when you’re in trouble. What you want to do is use that Big Idea to create an internal culture and use that culture to build your brand’s reputation as the way to help separate you in the marketplace. As you build your culture, you’ll see that you can begin to use culture as a way to stand out and then you’ll evolve to where you see culture becomes the backbone that delivers the brand experience. At the ideal stage where you become a beloved brand you see that culture and brand become one as your own people become the most outspoken fans of the brand. 

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Your brand is your reputation and it can never be a commodity

Click below on the Powerpoint version of the B2B Brand Workshop we run for clients.

We make Brands better.

We make Brand Leaders better.™

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

GR bio Jun 2016.001

 

A client’s view on what makes a great Advertising agency

Posted on 3 CommentsPosted in How to Guide for Marketers

It seems that clients are firing ad agencies very quickly these days.  

I’m half way old enough that I’m straddling the fence on whether agencies are as good as the old days. But it seems that there are pitches going on constantly, and yet no one is really wanting to look themselves the mirror and say “Am I part of the problem?”

I’ve been brought in a few times to look at the situation. The first thing I normally tell the Brand Leader is “you have to fire yourself first” and then see if the agency is still bad. The best clients respect the process, the agency and their own judgment. And yet, most Brand Leaders under-estimate the role the client plays in getting to great creative. As a Brand Leader, if you knew that showing up better would get you better advertising, do you think you could?  If there are 100 steps in every advertising development stage and you show up OK at each step, how are you possibly thinking you’ll end up with a GREAT ad at the end?  

What makes for a great Advertising Agency?

I come at this from the vantage of a client, having spent 20 years working as a Brand Leader.  I’m not an Ad Agency guy,but I’ve seen some great agencies and some not so good.  Here is my list of what makes a great Agency:

  1. They work for you, not your boss. While your boss pays them and has the final say, the best agencies still know you are the client. Nothing worse than a client service person constantly trying to go above your head. The best way for an agency to earn your trust is to consistently demonstrate that they work for you. That trust will earn them a seat, along side you, at the table of your boss. You will know they have your back and will support your recommendation, not cave at the whim of your boss.    
  2. They understand your goals, your issues and your strategies. They write briefs that are on your brand strategy and deliver work that expresses your brand strategy. Yes, the modern agency struggles to write advertising strategies that align to the Brand’s strategy. Just as though clients are not trained enough in the areas of strategy and planning, I see the same thing on the Agency side. As margins are squeezed, the first casualty is strategic planning. Yet, that might be one of the most important. I’d prefer to have a great strategic planner on the brand than have 5 client services people each show up taking notes at meetings.  
  3. They make work that drives demand and sells more widgets, not work that just win awards. Awards are part of the agency world–helping to motivate creative people and establishing the agency reputation in the market. I once had an agency person say: “we can’t write that strategy because it will make for boring work”. The balance of winning awards and selling more widgets always has to side with selling more widgets. I’m really tired of agencies starting off creative meetings with the “we are so excited” line. You want an agency that comes into a room and says “we have an ad for you that will sell more of your product”.  
  4. They give options. And they don’t always 100% agree. Come on agencies. We are in year 100 of making ads and you haven’t figured out yet that the clients like options. Each option has to deliver the strategy. Nothing worse than agencies who tear apart the brief and deliver options for each part of the brief. (e.g. here’s one for the younger audience, here’s one that does fast really well and here’s one that does long-lasting) That’s not creative options, that’s now strategic options.Marketing Execution 2016.025 We collectively decide on the strategy before the creative process begins, not meander the strategy during the creative process. As clients, options give us comfort. But even more importantly, options treat us with respect that we can still make the right decision.  
  5. Agencies are not territorial. They are transparent allowing you open and free access to their planners and creative people. It’s really the account people here. Good account people allow you to communicate directly with the creative team. Most great creative teams that I have worked with want direct access to the client, rather than have it be filtered through a series of contact reports.  
  6. They adjust and easily take feedback. Agencies serve at the pleasure of the client. Every client is unique and the best agencies adjust to that style. Not only the company but even the individual. I used to sit with my Account leader every quarter and go through how we can each get better. Some clients aren’t even doing annual agency performance reviews.  
  7. They are positive and already motivated to work on your brand. While I do encourage clients to motivate their agencies, it’s much easier to motivate someone who is already motivated.  When I see a 25-year old account person openly complaining, I see that as a problem with the culture of the agency, not a problem for the client to have to figure out. I’m now on the service side as a consultant, and we can never openly complain.  
  8. They teach. When I was a new Brand Manager, my client services person (Leslie Boscheratto) taught me more about advertising than any client should have to learn. In fact, I’m still embarrassed at how little I knew, yet thrilled at how much I learned from that team at Bates back in the mid 90s.  
  9. They act like you are their only client. And you feel important to them, no matter what share your budget is of the overall agency. Why sign you up as a client and then keep reminding you that they have Coke, Budweiser or Dove. When you are with me, treat me as though I’m the most important client in the world.  
  10. Trusted Advisor: They are a trusted advisor who will give you real advice, not just on advertising but on your performance and on the overall brand.  Most senior agency folks have seen plenty of clients come and go. Never be afraid to find a quiet moment with your agency person and ask two simple questions: “what can I do better” and “what do your best clients do that I could learn from”.

You’ll notice the one thing missing from my list is “They Make Great Work”.  That’s a given because that’s the only reason you hire an agency. Yes, some agencies make better work than others. But even those agencies that make great work, also make bad work. And if we were to look at why, it would likely start with the relationship, processes or interactions. So if the client can fix what they are doing wrong and the agency can show up right, then you should be able to make good work together.  

Making great advertising should be simple, but it is very hard to do. 

Here’s a presentation on How to get better Marketing Execution

Beloved Brands: Who are we?

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

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

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

Beloved Brands Graham Robertson

How to find your brand’s ideal Consumer target profile

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

Who is your ideal consumer target?

Everything starts and ends with the consumer in mind. We believe that spreading your limited resources across an entire population is cost-prohibitive and will provide you with a low return on investment and low return on effort, that will eventually drain your brand. While targeting everyone “just in case” might feel safe at first, it is actually less safe because you never get to see the full impact of the resources you apply. Too many Marketers seems to think that the way to make your brand bigger is to be able to appeal to a bigger, broader target. Positioning 2016 ExtractWe take a different approach believing that instead of going after who you want the most, we recommend that you should go after those consumers who are the most motivated by what you do. To get Brand Leaders to focus their target, we show three types of targets: selling target, marketing target and program target.

  • Selling Target: Of course you should sell to anyone who wants to buy. I just wouldn’t spend my money against this large of a target. You can always reactively sell to anyone who engage and show interest in your brand, regardless if they fit your ideal target. However, as every brand is constrained by limited resources, we just don’t recommend that you spend your limited marketing resources against this large of a target, especially when you have seen no signs that they will respond enough to provide an efficient pay back.
  • Marketing Target: The best marketers know exactly who is their ideal consumer. In the new world of Marketing, we can know more and more about these people. We recommend that you focus your limited resources on those consumers that are the most motivated by what your brand offers, those most likely respond to your brand story or your product offering, which then provides you with the fastest and highest return on investment and return on effort.
  • Program Target: Specific campaign target that you hope to move to think, feel or do with your specific marketing program.

A few years ago, I was working with bank who told me that their target market for a first time mortgage (home loan) was 18-65, new customers, current customers and employees. Sarcastically, I said, “You have forgotten tourists and prisoners”. As I pressed to help them narrow their consumer target, they pushed back saying that they didn’t want to alienate anyone “just in case” someone outside the usual target wanted a home loan. While the odd 64-year-old might be tired of renting for the past 40 years and wanting to finally buy their first home, they would not be offended if there was a 32 year old in the advertising. The reality is that first time home owners are usually in their late 20’s or early 30’s, and they usually spend 6-12 months looking for a house. No one buys a house on impulse. And no one ever wanted a mortgage, without buying a house. The target should be: “28-33, already considering buying a house within the next year and nervous about their debt load.” Imagine the difference that focused target market will make in the brand message and in the media choices you might make now. For instance, instead of just randomly advertising to everyone on mass media, you can focus your resources where the consumer would be most open to your message. You could advertise on real estate websites, take out billboard ads outside of the new housing developments and buy radio ads on Saturday when people are looking at new homes. The focused target market helps focus your resources on those consumers most likely to respond to your brand messages.

Realizing not everyone can like you is the first step to focusing all your attention on those that can love you. It becomes all about choices and you will be much more effective at convincing a segment of the population to choose your brand because of the assets and promise that you have that match up perfectly to what they want. The best brands don’t go after consumers, they create a desire and connection, to get consumers to go after the brand. The best way to get consumers motivated is to tap into their need states, to understand their frustration points they may have and to connect by showing that you understand them. Motivating someone to buy your brand should start with the consumer not your product. You have to understand consumers, to match your brand up to their needs, wants and desires. Done right, if you can make consumers want to buy, then you will never have to sell.

Who is your consumer’s enemies that you will fight?

While regular products solve regular problems, the most beloved brands beat down the enemies that torment consumers every day. What are your consumer’s frustration point that they feel no one is even noticing or addressing? For instance, the Disney brand fights off the consumer enemy of “growing up”, while Volvo fights off the consumer enemy of “other drivers” or Starbucks fights off the consumer enemy of a “hectic life”. Shifting from solving a rational consumer problem to beating down a consumer enemy is the starting point to reaching into the emotional state of your consumer. Positioning 2016 Extract 2

Put yourself in the shoes of your Starbucks consumer, who is a 38-year-old mom with two kids. She wakes up at 6:15 am, not only to get ready for work, but to get everyone in the house ready for their day. She drops off one kid at daycare, the other at public school and then rushes into the office for 8:30 am. She drives a van, not because she wants to but because it is a great transportation choice for carrying all the equipment needed for after-school activities, including soccer, dance, tutoring and ice hockey. It never stops. No one is really old enough to thank her, the only appreciations are random moments of celebration or a hug at the end of a long day. Just after getting both to bed, she slinks into her bed exhausted. What is her enemy? Her enemy is the hectic life that she leads. If only she had a 15-minute moment to escape from it all. She doesn’t want to run from it, because she does love her life. She just needs a nice little break. A place where there is no play land, but rather nice leather seats. There are no loud screams, just nice acoustic music. There are no happy meals, just nice pastries have a European touch. Not only does she feel appreciated, but the cool 21-year-old college student not only knows her name but knows her favorite drink. Starbucks does an amazing job in understanding and fighting off the consumer’s enemy, giving her a nice 15-minute moment of escape in the middle of her day. Yes, the Starbucks product is coffee, but the Starbucks brand is about moments. Starbucks provides a personal moment of escape from a hectic life, between work and home. If you want to show that you better understand your consumer’s pain points, think of how you would project the enemy to the consumer that you are fighting on their behalf.

Consumer Insights

We think of Consumer Insights as secrets that we have discovered and then use to our brand’s advantage. To paint the picture of our consumer target, you should use Consumer Insights to help to crystallize secrets, thoughts and stories that bring the consumer to life. The dictionary definition of the word Insight is “seeing below the surface”. Too many people think data, trends and facts are insights. I always do this little test asking if this is an insight: “Consumers in Brazil brush their teeth 4x a day compared with only 1.8 times per day for Americans”. All we know is one piece of data and if we don’t find out more, we might make a mistake. It might be that Brazilians stand closer to each other, or they eat spicier foods or they have a lack fluoride in their water system, or Brazilians believe they are the most beautiful people on the planet.

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The dictionary definition of the word Insight is “seeing below the surface”. To get deeper, when you come across a data point, you have to keep looking, listening, and asking yourself “so what does that mean for the consumer” until you have an “AHA moment”. You have to understand beneath the surface to turn the data point into knowledge and even wisdom about the consumer.

You can start with observations, trends, market facts and research data, but only when you start asking the right questions do you get closer to where you can summarize the insight. Look and listen for the consumer’s beliefs, attitudes and behaviors that help explain how they think, feel or act in relationship to your brand or category. Because the facts are merely on the surface, you have to dig, or you will miss out on the depth of the explanation of the underlying feelings within the consumers that caused the data. Think beyond the specific category insights and think about life insights or even societal trends that could impact changing behavior.

Get in the consumer’s shoes, then observe, listen and understand how they think, act, feel and behave. You have to know their fears, motivations, frustrations and desires. Learn their secrets, that only they know, even if they can’t explain. Learn to use their voice. Build that little secret into your message, using their language, so they’ll know you are talking to them. We call this little secret the consumer insight. Good insights get in the SHOES of your consumer and use their VOICE. We force every insight to be written starting with the word “I” to get the Marketer into the shoes of the consumer and force them to put the insight in quotes to use their voice.Creative Brief 2016.035

When portrayed with the brand’s message, whether on packaging, an advertisement or at the purchase moment, the consumer insight is the first thing that consumers connect with. When consumers see the insight portrayed, we make them think: “That’s exactly how I feel. I thought I was the only one who felt like that.” This is what engages consumers and triggers their motivation and desire to purchase. The consumers think we must be talking to them, even if it looks like we are talking to millions. If we want consumers to believe the brand is for them, then the insight is the first signal that says “we get you, you should listen to us”. It is not easy to explain a secret to a person who doesn’t even know how to explain their own secret. Try it with a friend and you will fail miserably. Imagine how hard it is to find that secret and portray it back to an entire group of consumers. Safe to say, consumer insights are hard to find.

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

How do you define your consumer?

At Beloved Brands, we lead workshops to help teams build their Brand Positioning Statement, helping the team find the target, main benefits, reason to believe.  Click on the Powerpoint file below to 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.

 

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