The six ways for Marketers to go from good to GREAT

 

GREAT Brand Leaders focus, represent the consumer, match fundamentals with instinct, inspire others, create other great leaders and leave a legacy.

1.GREAT Brand Leaders push to make focused choices.

Everyone says they are good decision makers, but very few are. If you present an either-or situation to many brand leaders, they struggle with the decision. So they try to find a way to say, “Let’s do a little of both”. A great brand leader knows decision-making starts with the choices where you have to pick one, not both. Brands only exist to drive more profit than if we just sold the product without a name on it.

Marketing has to be all about ROI (Return on Investment). For the best Brand Leaders, ROI should come naturally. It simply means you get more back, than what you put into it. Marketers always have limited resources (financial, time, people, partnerships). They apply those resources against an unlimited number of possible choices (target, positioning, strategies or tactics). The only way the equation works is when you limit the number of possible choices to match the limited resources. You can’t do everything so you have to do the most important things.Success in Marketing

Don’t tell yourself that you are good at making decisions if you come to a decision point and you always choose BOTH. Strategic thinkers never DIVIDE and conquer. They make choices to FOCUS and conquer

FOCUS, FOCUS, FOCUS!!!

Focus on a tight consumer target, to find those already highly motivated to buy what you have to sell. Get them to love you, rather than targeting everyone and get them to like you. The leading brands within each category are more loved than the pack of brands struggling to figure themselves out. It is better to be loved by a few than tolerated by everyone.

I once talked to a bank whose target was 18-65, current customers, new customers and employees. That’s not a target. How can you have an adequate ROI if you are spreading your limited resources against EVERYONE? As a brand, we always try to matter. Well, if you matter to anyone, then you have to matter to those who care the most.

To be GREAT, focus on creating a tightly defined reputation that sets your brand up to own an area.

A brand has four choices: better, different, cheaper or not around for very long. Giving the consumer too many messages about your brand will confuse them as to what makes your brand unique. Trying to be everything to everyone is the recipe for being nothing to anyone. Today, consumers receive 5,000 brand messages a day. Wow. As a consumer, how many of those 5,000 do you engage with and digest each day? Maybe a few? Then why as a Marketer, are you trying to shout 3 or 4 messages? It is really odd for you to think that the way to enter an overwhelmed crowded brain is to give more messages and not less. Slow down and keep it simple. Great Brand Leaders find a way focus on one message.

When I ask a room full of Marketers, tell me one word that defines Volvo, half the room yells “SAFETY”. Volvo has been singularly focused on the safety since the 1950s. Not just externally, but internally.  The safety positioning guides every decision. That is focus.

If I asked your team for one word that describes your brand, would I get the same word?  Why not?

Penetration versus usage frequency

I see too many brand plans have both penetration (getting new users to use) and frequency (getting current users to use more) in their plan. Do you want to get more people to eat your brand or those that already do to eat more? A Penetration Strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it.

A Usage Frequency Strategy gets someone who knows and uses your brand in the way they choose, to change their current behavior in relationship to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions. These are very different strategies. And it is a choice you must make. I see so many Brand Plans and Creative Briefs with both penetration and usage frequency strategies. Go look at your plan and see if you are really making choices. Because if you’re not, then you are not making decisions, you’re just making a very long to-do list that will exhaust your resources.

When you focus, four things happen for your brand:

  1. Better return on investment (ROI)
  2. Better return on effort (ROE)
  3. Stronger reputation
  4. More competitive
  5. More investment behind the brand

Next time you are faced with a decision, make the choice. Don’t pick both, just in case you are wrong. All you are doing is dividing your limited resources by spreading them across both choices—which turns limited resources into sparse resources. Without the right support, you won’t see the expected movement on your brand and instead of putting more resources behind the right ideas you then put even less. I always say that a strategic person would never get the “steak and eggs” but rather would choose twice the steak. When faced with choices, a GREAT brand leader picks one, never both.

2. GREAT Brand Leaders represent the consumer to the Brand.

Everything starts and ends with the consumer in mind. I always ask Brand Leaders: “Do you represent your brand to your consumer or do you represent your consumer to the brand?” It is an important question as to your mindset of how you do your job. Start thinking like your consumer and be their representative to your brand. There is only one source of revenue on your financial statements. It is not the products you sell, but it is the consumer who buys your brand.

When you think like your consumer, you will notice the work gets better, you will see clearer paths to growth and you will start to create a brand that the consumer loves rather than just likes. Marketing is about creating a tight connection with your consumer. The more love you generate for your brand, the more powerful position it occupies in the marketplace and the more profit it can generate from that source of power.

You have to get in the consumer’s shoes, observe, listen and understand their favorite parts of the day. You have to know their fears, motivations, frustrations and desires. Learn their secrets, that only they know, even if they can’t explain. Learn to use their voice. Build that little secret into your message, using their language, so they’ll know you are talking to them. We call this little secret the consumer insight. When portrayed with the brand’s message, whether on packaging, an advertisement or at the purchase moment, the consumer insight is the first thing that consumers connect with.

When consumers see the insight portrayed, we make them think: “That’s exactly how I feel. I thought I was the only one who felt like that.” This is what engages consumers and triggers their motivation and desire to purchase. The consumers think we must be talking to them, even if it looks like we are talking to millions.

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

It is not easy to explain a secret to a person who doesn’t even know how to explain their own secret. Try it with a friend and you will fail miserably. Imagine how hard it is to find that secret and portray it back to an entire group of consumers. Safe to say, consumer insights are hard to find. The dictionary definition of the word Insight is “seeing below the surface”. To get deeper, when you come across a data point, you have to keep looking, listening asking yourself “so what does that mean for the consumer” until you have an “AHA moment”.

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

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.

3. GREAT Brand Leaders are fundamentally sound, even when using their instincts.

I am a huge believer that marketing fundamentals matter. In fact, we train Brand Leaders on all the fundamentals of marketing including strategic thinking to writing brand plans and creative briefs. But that’s a starting point to which you grow from. If you don’t use fundamentals in how you do your job, you will and should be fired.

Great Brand Leaders know when to be a strategic thinker and when to be an action thinker. Strategic thinkers see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out. They take time to reflect and plan before acting, helping you move in a focused efficient fashion. They think slowly, logically, always needing options, but if go too slow, you will miss the opportunity window.

Action thinkers see answers before even knowing the right questions, using instincts and impulse. Any delays will frustrate them, believing that doing something is better than nothing at all. This “make it happen” mode gets things done, but if you go too fast, your great actions will be solving the wrong problem. Always find the right balance by thinking slowly with strategy and thinking quickly with your instincts.

A good Brand Leader does a good job of bringing fundamentals into how they do their job. They know how to back up the fundamentals by gathering the right facts to support their arguments. GREAT Brand Leaders are able to take it to the next level and bring those same fundamentals and match them against their instincts. They have a gut feel for decisions they can reach into and bring out at the boardroom table based on the core fundamentals, the experience they bring from past successes and failures as well as this instinctual judgement.

It’s not that great marketers have better instincts. It is that great marketers are able to believe in their instincts and bring instincts into their decision making. They use their head, their gut and their heart to decide the pathway on finding greatness in Marketing.

4. GREAT Brand Leaders find their greatness in the greatness of others.

I think what made me really good at my job is that I did nothing. Absolutely nothing. Over my 20 years of Brand Management, whenever I walked into a meeting, I used to whisper to myself: “You are the least knowledgeable person in the room. Use that to your advantage.” The power was in the ability to ask clarification questions.

When I was in with the scientists, following my C+ in 10th grade Chemistry, I was about as smart as my consumer that I represent. I needed to make sure all the science was easy to explain. With my ad agencies, I finally figured out that I never had to solve problems. I just gave them my problems to solve. It became like therapy. Plus, with six years of business school without one art class, what do I know about art. I was smart enough to know that I needed to make the most out of the experts I was paying.

Get comfortable with the idea that you don’t do anything

While we don’t make the product, we don’t sell the product or create the Ads, we do touch everything that goes into the marketplace and we make every decision. All of our work is done through other people. Our greatness as a Brand Leader has to come from the experts we engage, so they will be inspired to reach for their own greatness and apply it on our brand. Brand Management has been built on a hub-and-spoke system, with a team of experts surrounding the generalist Brand Leader. When I see Brand Managers of today doing stuff, I feel sorry for them. They are lost. Brand Leaders are not designed to be experts in marketing communications, experts in product innovation and experts in selling the product. You are trained to be a generalist, knowing enough to make decisions, but not enough to actually do the work.

Fifteen years ago, Ad Agencies broke apart the creative and the media departments into separate agencies. This forced Brand Leaders to step in and be the referee on key decisions. Right after that, the explosion of new digital media options that mainstream agencies were not ready to handle forced the Brand Leader to take another step in. With the increasing speed of social media, Brand Leaders have taken one more step in. Three steps in and Brand Leaders can’t find a way to step back again. Some Brand Leaders love stepping in too far so they can control the outcome of the creative process. However, if you are now doing all the work, then who is critiquing the work to make sure it fits the strategy? Pretty hard to think and do at the same time.

Brand Leaders need to take a step back and let the creativity of execution to unfold. I always say that is okay to know exactly what you want, but you should never know until the moment you see it. As the client, I like to think of marketing execution like the perfect gift that you never thought to buy yourself. How we engage our experts can either inspire greatness or crush the spirit of creativity. From my experience, experts would prefer to be pushed than held back. The last thing experts want is to be asked for their expertise and then told exactly what to do. There is a fine line between rolling up the sleeves to work alongside the experts and pushing the experts out of the way.

It is time to step back and assume your true role as the Brand Leader. Trust me, it is a unique skill to be able to inspire, challenge, question, direct and decide, without any expertise at all. After all, I am an expert in doing nothing.

5. GREAT Brand Leaders create other GREAT Brand Leaders on their team.

Great Brand Leaders focus on their people first, believing that is the best way to drive results. The formula is simple: the smarter the people, the better the work they will produce and in turn the stronger the results will be. Invest in training and development. Marketing Training is not just on the job, but also in the classroom to find ways to challenge their thinking and give them added skills to be better in their jobs.

Great Brand Leaders know that marketing fundamentals still matter. There is a lot of evidence in the market that the classic fundamentals are falling, whether it is strategic thinking, writing a brand plan, writing a creative brief or judging great advertising. As things move faster, Marketers seem more willing to let go of the fundamentals.

However, as the speed increases that should be even more of a reason o reach for your fundamentals. People are NOT getting the same learning and development they did in prior generations of Marketing. Investing in training, not only makes your people smarter, but it is motivating for them to know that you are investing in them.

Great Brand Leaders find ways put the spotlight on their people. It is time to let them own it and let them Shine. Make it about them, not you. Great Brand Leaders find ways to challenge your team and yet recognize when the work.

6. GREAT Brand Leaders have a desire to leave a legacy.

I am always asked so what does it take to be great at marketing, and I’ll always jokingly say, “Well, they aren’t all good qualities”. The best marketers I have seen have an ego that fuels them. The best Marketers are like thorough-bred race horse. Use your ego in the right way, so that it shows up as confidence and a belief in yourself. I can tell you that out of the ten great projects I worked on throughout my career, each met major resistance at some point. It was my confidence that helped me over-come roadblocks whether they cam from peers or bosses.

I always challenge Brand Leaders to think of the next person who will be in their chair, and what you want to leave them. When you create a Brand Vision, you should think 10 years from now, advertising campaigns should last at least 5 years and the strategic choices you make should gain share and drive the brand to a new level. Yet, the reality is you will be in the job for 2-4 years. When you write a Brand Plan, you should think of the many audiences like senior leaders, ad agencies and those that work on your brand, but you also should think about the next Brand Leader.

What will you do, to leave the brand in a better position than when you took it on?

What will be your legacy on your brand?

Great Brand Leaders always push for greatness and never settle for OK

Here’s a free copy of our e-book on “How to achieve success in Marketing”.

https://www.slideshare.net/GrahamRobertson/free-e-book-how-to-achieve-success-in-marketing

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Graham Robertson Beloved Brands

 

How Marketers can be better strategic thinkers

I always joke that strategic people share similar traits to those we might consider lazy, cheap or conniving. Rather than just dive into work, strategic people will spend an extraordinary amount of time thinking of all the possible ways for them to get more out of something, while you exert the least possible effort or waste their own money. After thinking of every possible option, strategic people have this unique talent to make a firm decision on the best way forward. They are great at debate because it appears they already know the other options you might raise, and they already know why that option will not work as well. And, the thing about strategic people, is they get away with it.

How to use smart strategic thinking in Marketing

 

Smart strategic thinkers see the right questions before they look for answers, while instinctual thinkers see answers before they even know the right question.

I see a big difference between strategic thinking and intuitive leaders. Strategic thinkers see ‘what-if’ type questions before they look for potential solutions. Have you ever been a meeting and heard someone say, “That’s a good question”? This is usually a sign someone has asked an interrupting question designed to slow everyone’s brain down, so they take the time to reflect and plan before they act, to force them to move in a focused and efficient way. Strategy is the thinking side of marketing, both logical and imaginative. Strategic people are able to map out a range of decision trees that intersect, to imagine how events will play out in the future. The risk is that if they think too long, they just spiral around, unable to decide. They miss the opportunity window.

How to use smart strategic thinking in Marketing

On the other hand, instinctual leaders just jump in quickly to find answers before they even know the right question. Their brains move fast, they use emotional impulse and intuitive gut feel. These people want action now and get easily frustrated by delays. They believe it is better to do something than sit and wait around. They see strategic people as stuck running around in circles, as they try to figure out the right question. Instead, they choose emotion over logic. This “make it happen” attitude gets things done, but if they go too fast, their great actions may solve the wrong problem. Without proper thinking and focus, an action-first approach might just spread the brand’s limited resources randomly across too many projects. Intuitive leaders can be a creative mess and find themselves with a long to-do list, unable to prioritize or focus.

How to use smart strategic thinking in Marketing

Brand leaders must learn how to change brain speeds.

They must move slowly when faced with difficult strategy and quickly with their best instincts on execution. A brand leader’s brain should operate like a racecar driver, slow in the difficult corners and go fast on the straightaway. You must slow down to think strategically. Did you ever think that the job might get in the way of thinking about how to do your job better? With wall-to-wall meetings, constant deadlines and sales pushes, you have to create your own thinking time.

Find your thinking time

You should block off a few hours each week, put your feet up on the desk, and force yourself to ask really difficult questions. Pick one problem topic for each meeting you book, and even invite a peer to set up a potential debate. The goal is not to brainstorm a solution, but to come up with the best possible question that will challenge the team. Even go for walks at lunch or a drive somewhere just to get away from it all. My best thinking never came at my desk in front of my computer. Too many marketers have their head down in the numbers they miss the obvious opportunities and threats that are right on the horizon. Strategic thinkers should assess, question and consider every element that can impact your business. Here is a simple 4-step process to run a strategic thinking meeting:

  1. Vision: Every brand and even every project should start with a longer-term vision that maps out the ideal state of where you want to go. Push yourself beyond the normal expectations. Always focus on ways to create a bond with your consumers to build a group of brand lovers.
  2. Situation: Brand leaders must know the immediate situation of the brand, so they can constantly analyze and assess the potential changes could happen with consumers, competitors, and channels that could impact the health and wealth of your brand. Without the deep and rich strategic thinking discipline, you risk moving too quickly on brand strategy, unable to see the insights that may be hidden beneath the surface. You solve the wrong problem. It is crucial to use the analysis to know how tight the bond you have created with consumers, to know where your brand sits on the brand love curve.
  3. Key Issues: Brand leaders must understand the issues in the way of the stated vision. This includes the drivers, inhibitors, risks and opportunities. Think of both immediate and longer-term issues. As stated, strategic thinkers see questions before they see solutions. In this process, frame the key issues as an interrupting and challenge question.
  4. Strategic direction: Strategies are answers to the questions that your situational analysis and key issues raised. They are never randomly selected. All this strategic thinking is wasted if you cannot make a decision. You should be an intellectual philosopher not a business leader. Do not tell yourself you are a good decision-maker if you come to a decision point and always choose both. The best brand leaders force themselves to focus. They use the word “or” more than they use the word “and”. Strategic thinkers never divide and conquer out of fear. They force themselves to make choices to focus and conquer.

Learn to change your brain speeds. Go slow with strategy and fast with execution.

To read more on How Marketers can be better strategic thinkers, click on this powerpoint presentation that forms one of our workshops. My hope is that it challenges you to think differently about your own brand situation:

Beloved Brands: We make brands stronger and brand leaders smarter.

We will unleash the full potential of your brand. We will lead a 360-degree assessment of your business, help you define your Brand Positioning, create a Big Idea that will transform your brand’s soul into a winning brand reputation and help you build a strategic Brand Plan everyone who works on the brand can follow.

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

To contact me, call me at 416 885 3911 or email me at graham@beloved-brands.com

Beloved Brands Graham Robertson

 

The six habits of great Brand Leaders

AAEAAQAAAAAAAAbaAAAAJDZlYWIyYjg4LTE0YTgtNDlkZi04M2M5LWE3Y2I4YThhNDRhMQHaving spent 20 years in the CPG world of marketing, I’ve seen almost a thousand Brand Leaders over the years. On the way up, I tried to emulate what I thought were the best traits and avoid what I saw as weaknesses. And at the senior level of marketing, I hired tons of Brand Leaders, promoted many and even had to fire a few along the way. I’ve been a Brand Coach the past few years, working closely with Brand Leaders. And I consistently see these six habits at any level, that separate those that are GREAT from those that are just GOOD.

Habit #1: GREAT Brand Leaders push for focused choices, using the word “or” and rarely using the word “and”.

Everyone says they are good decision makers, but very few are. If you present an either-or situation to most EastLink Analytics Extract.002brand leaders, they struggle with the decision, so they say “let’s do a little of both”. But in reality, what separates out a great brand leader from the pack, is great brand leaders know that decision-making starts with the choices where you have to pick one, not both. At the core of business, Brands only exist to drive more profit than if we just sold the product itself. It’s all about ROI (Return on Investment). Forget the mathematical equation, ROI just means you get more out of it than you put into it. Every brand is constrained by money, people, speed and ideas. It becomes all about focus, leverage and finding that gateway point where you realize more from what you do, it than what you put into it.

FOCUS, FOCUS, FOCUS!!!

  1. To be GREAT, you need to focus on a tight consumer target to make sure you can get them to do what you hope and love you for it. A new way to think is to find those consumers that are already highly motivated to buy what you have to sell and get them to love you, rather than targeting everyone and get them to like you. Look at how marketing testing is set up: we test among the mass market and see how many we can persuade to use your product. The reality is that leading brands within each category are more loved than the pack of brands struggling to figure themselves out. It’s better to be loved by a few than tolerated by everyone. I once talked to a bank whose target was 18-65, current customers, new customers and employees. That’s not a target. How can you have a ROI if you’re spreading your limited resources against EVERYONE? The only thing missing from that target is tourists and prisoners. You have to matter to those who care the most.EastLink Analytics Extract.004
  2. To be GREAT you need to focus on creating a tightly defined reputation that sets your brand up to own an area. You really only have four choices: better, different, cheaper or not around for very long. Giving the consumer too many messages about your brand will confuse them as to what makes your brand unique. Trying to be everything to everyone is the recipe for being nothing to no one. Today they estimate that consumers receive 7,000 brand messages a day. Wow. How many of those 7,000 do you engage with and digest each day? Maybe 5. And yet, in your creative brief you think 3 or 4 messages is the way to go. You have to focus on one message. When you ask a room full of Brand Leaders, tell me one word that defines the Volvo brand: half the room yells out SAFETY. Volvo has been singularly focused on the safety positioning since the 1950s not just externally but internally the safety positioning guides every decision. That’s focus.
  3. You need to focus on very few strategies. The most simple strategies center around Penetration (getting new users) or frequency (getting current users to use more). Do you want to get more people to eat your brand or those that already do to eat more? That’s a choice you must make, yet I see so many Brand Plans with both. Even worse is when I see creative briefs with both. These are two different unrelated strategies. When you look for new users, you have to convince someone who already knows about your brand and get them to change their minds away from their current brand. When you try to get more usage, you have to convince someone who has already decided how to use your brand, to use it differently, changing their habits or rituals. Brands need to understand where they sit before picking strategies. Go look at your plan and see if you are making choices. Because if you’re not, then you’re not making decisions.

When you focus, four things happen for your brand: better Return on Investment (ROI); better Return on Effort (ROE); stronger reputation; more competitive and an aligned organization that helps create an experience that delivers your reputation. So next time you are faced with a decision, make the choice. Don’t pick both, just in case you are wrong. All you are doing is depleting your resources by spreading them across both choices. And you’ll never see any movement on your brand so you’ll never find out if you were right or wrong. Make the choice.

Habit #2: GOOD Brand Leaders represent the Brand to the Consumer, but GREAT Brand Leaders represent the consumer to the Brand

Everything starts and ends with the consumer in mind. I always like to ask Brand Leaders: “Do you represent your brand to your consumer or do you represent your consumer to the brand?” Yes, I get stunned looks of confusion when I ask that. But it’s an important question as to your mindset of how you do your job. My challenge to you is to start thinking like your consumer and be their representative to your brand. You’ll notice the work gets better, you’ll see clearer paths to growth and you’ll start to create a brand that the consumer loves rather than just likes. When this happens, sales go up and the P&L spits out higher profitability. Because the more loved the brand, the more powerful position it occupies and the more profit it can generate from that source of power.

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Able to walk in their shoes and speak in their voice? Get in the shoes of those Consumers and you’ll quickly realize that consumers do not care about what you do, until you care about what they want.You should be thinking about your consumer every day, all day. Yes, you need to hit your sales and share goals. But your consumers are your only source of revenue and you have to know them intimately.Live and breathe insights about your consumers.

Habit #3: GOOD Brand Leaders are fundamentally sound with their facts, but GREAT Brand Leaders are fundamentally sound with their instincts.

EastLink Analytics Extract.001I am a huge believer that marketing fundamentals matter–in fact I train Brand Leaders on everything from strategic thinking to writing brand plans and creative briefs. But that’s a starting point to which you grow from. If you don’t use fundamentals in how you do your job, you will and should be fired. So Good Brand Leaders do a good job of bringing fundamentals into how they do their job. They know how to back up the fundamentals by gathering the right facts to support their arguments. But GREAT Brand Leaders are able to take it to the next level and bring those same fundamentals and match them against their instincts. They have a gut feel for decisions they can reach into and bring out at the boardroom table based on the core fundamentals, the experience they bring from past successes and failures as well as this instinctual judgement. It’s not that great marketers have better instincts, it’s that great marketers are able to believe in their instincts and not shut them down because of what the facts might say.

Habit #4: GOOD Brand Leaders try to do it all themselves. GREAT Brand Leaders don’t do anything by themselves but they inspire others to do great work

I was one of those Brand Leaders that spent the first part of my career trying to do everything, and the second half of my career trying to do nothing. I wasn’t slacking off but I finally figured out that the secret was to inspire others. I fully admit that I was much more successful when I learned to do nothing, but do it really well. Instead of giving people answers to follow, give them the problems that requires their expertise in solving.

As Brand Leaders, we don’t really know much about anything. We know a little about this and that. But purposefully, we are generalists. And then if we surround ourselves with experts, we owe it to ourselves to ask for their help. Put another way: when you tell people what to do, there is one simple answer: YES. When you ask people what they would do, you open yourself to hundreds of solutions you might not even have imagined.

The next time you have a problem, instead of giving the best answer to the experts, try to come up with the best question and then listen.

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Habit #5: The GREAT Brand Leaders create GREAT Brand Leaders on their team.

While you might think that having a great product, the right strategy and a winning TV ad will drive your brand, the long-term success of your brand is dependent is how good your people are. If you have great Brand Leaders, they will be on top of your business, they will make the necessary strategic course corrections, they will create better executions that connect with consumers and drive profitable growth for your brand. One of the best ways to drive long-term business results from your brands is to make sure you have a strong marketing team in place. GREAT Brand Leaders understand the very simple equation: better people means better work and that means better results.

Habit #6: GREAT Brand Leaders have a desire to leave a legacy

I’m always asked so what does it take to be great at marketing, and I’ll always jokingly say “well, they aren’t all good qualities”. The best marketers I have seen have an ego that fuels them. That’s not a bad thing, as long as you can manage it and the ego doesn’t get out of control. I always challenge Brand Leaders to think of the next person who will be in their chair, and what you want to leave them.

When you create a Brand Vision, you should think 10 years from now, advertising campaigns should last at least 5 years and the strategic choices you make should gain share and drive the brand to a new level. Yet, the reality is you will be in the job for 2-4 years. When you write a Brand Plan, you should think of the many audiences like senior leaders, ad agencies and those that work on your brand, but you also should think about the next Brand Leader. What will you do, to leave the brand in a better position than when you took it on? What will be your legacy on your brand?

Always push for great and never settle for OK

No matter your level, have a read more through our 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.

Beloved Brands Training program

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

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

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

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

GR bio Jun 2016.001