Airbnb nails the brand experience marketing better than the rest

Posted on Leave a commentPosted in Beloved Brands in the Market

bnb_billboard_01-2000x1125I have always been a traveller, more than a tourist. I would love to live everywhere in the world. I don’t need a hotel. Back in the 1990’s, I figured out that it was better to rent a place for a week, and live there, not really just visit. However, this is completely pre-technology. My first venture was in Peebles Scotland, where I found an amazing place through the classified section of the newspaper. Do you even know where Peebles is?  I didn’t until I saw the wee little classified ad in the Toronto Star. I then met the person, saw photos and hand them cash. I had an amazing time. The flat was the top half of a house, in a small village 30 minutes south of Edinburgh. Then throughout the 1990’s, I found a place in Menton, France, then Brugges Belgium, then Igls, Austria and finally, Whangarei, New Zealand. Still no technology. It was not really easy finding these gems around the world. It was like finding a needle in a haystack. But, ever so rewarding when I did find them. I’ve been so lucky to have stayed in so many great places.

Airbnb takes all the hard work I was doing and puts it right in front of the consumer. Screen Shot 2016-07-18 at 6.44.58 AMYou can sort by city, even down to the neighborhood, sort by the type of residence, specify a few needs (e.g. wifi) and then put in your price range. With most, you can see 15-20 photos to give  you an idea. You can also see reviews, but they need help in that department to ensure honesty.  (e.g. It looks like everyone hands out 4’s and 5’s). You make your choice, select the dates, provide government I.D. to ensure it is really you and then off your offer goes to the owner. Moments later, or when they wake up, the reply saying yes. There is a bit of hunting that goes on, but it is so much easier than everything I used to do. My next trip is to Australia later in the year, with a beach front condo in Bondi Beach in Sydney for a week and then we have a harbor front view booked for Cairnes. Just perfect. So much easier booking with Airbnb.

Don’t just go there. Live there.

Airbnb has nailed the creation of the big idea of “Don’t just go there. Live there.” It replaces their original big idea of “Imagine a world where you can belong anywhere”, which felt a bit dreamy and disconnected from the reality of the product they were offering. Airbnb’s own data says that 86% of the consumers who use Airbnb are  pick the platform because they want to live more like a local. Exactly the same reasoning I was looking up places in newspapers. That insight of living rather than visiting inspired the brand’s latest and largest marketing campaign, “Live There.”

At Beloved Brands, we have created a model that shows how to take your big idea down to every part of your business through 5 consumer touch-points: brand promise, brand story, innovation, purchase moment and the consumer experience.

Positioning 2016.080
Powered by Zedity

While Airbnb has created a great experience with their system, they are taking it a step further with their advertising and their smart use of partnerships around the world to express the brand’s point of difference versus hotels. The latest advertising really caught my attention as they nailed the insight that speaks to those of us who want to live there. According to Airbnb, 52 percent of these younger-minded U.S. travelers find crowds at major tourist attractions to be more stressful than doing a tax return, while 47 percent don’t like to be labeled as tourists when they go to a new place. Such an arresting spot.

 

 

In a partnership with the Art Institute of Chicago, they were able to recreate Van Gogh’s famous bedroom to be rented for $13 a night on Airbnb. While it showcases the museum, for Airbnb, it really brings their brand experience to life, saying anything is possible.

ct-van-gogh-room-airbnb-photos-20160210

 

Next, to embed the brand experience through the culture, Airbnb built their new office in Singapore around the actual homes on Airbnb to showcase the vast diversity of destinations on offer through the community-driven platform. These include an apartment in Batignolles, Andy Warhol-inspired art loft in Bangkok, a caravan in Cornwall, a villa in Kuta, amongst others.

AirbnbOffice_Singapore_Bangkok_BetonBrut

 

“Airbnb has never been a traditional workplace. At Airbnb, we want to create the sense of travel when we welcome people into our office,” said Airbnb Asia-Pacific regional director Julian Persaud. “Simply having photos of unique accommodation and far-off places are not enough, we want our employees and guests to experience the feeling you get when you travel.”

AirbnbOffice_Singapore_Auckland

 

As a sports fan, Airbnb partnered with the Air Canada Center in my hometown of Toronto to provide an amazing experience for a couple. They converted one of the executive suites at the arena into a place to stay for a couple. They saw a hockey and basketball game, then skated on the ice and shot on the court. Have a look:

 

 

What can you do to bring your brand experience to life?

To read how to create a beloved brand, read the following presentation:

Beloved Brands: Who are we?

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

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

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

GR bio Jun 2016.001

 

 

 

 

 

 

 

 

 

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.

Brand Careers 2016.032
Powered by Zedity

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.   

Brand Careers 2016.026
Powered by Zedity

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.

b2b marketing 2016.024
Powered by Zedity

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! 

b2b marketing 2016.042
Powered by Zedity

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.

b2b marketing 2016.047
Powered by Zedity

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.

b2b marketing 2016.097
Powered by Zedity

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.

b2b marketing 2016.088
Powered by Zedity

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. 

b2b marketing 2016.099
Powered by Zedity

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 4 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?”Marketing Execution 2016.018

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

 GR bio Jun 2016.001

LEGO: An amazing Customer Service letter to a seven year old boy

Posted on 1 CommentPosted in Beloved Brands in the Market

lego-secrets-brand-longevityWhen you are 7, the Lego brand is much more important to them than Starbucks or Apple is to an adult. For generations, Lego has been a beloved brand for those inventive minds who liked to create complex objects from very simple bricks. Current Lego products are a little more complex, but the idea of Lego remains the same.

This customer story involves a 7-year old boy who lost his Lego when he took it on a family trip to the mall. Kids lose a toy all the time. But he was so upset that he wrote a letter to Lego, telling them the story and asking for a replacement. He lost just one figure in his Lego kit (Jay ZX) but to him it’s the most important thing in his life.

Hello, my name is Luka. With all my money I got for Christmas I bought the Ninjago kid of the Ultrasonic Raider. The number is 9449. It is really good. My daddy just took me to Sainburys and tole me to leave the people at home, but I took them and lost Jay ZX at the shop as it fell out of my coat. I am really upset I have lost him. Daddy said to send you an email to see if you will send me another one. I promise I won’t take him to the shop again if you can.

Thank you.  Luka

Someone at Lego, made the brilliant decision to send the boy some replacement product and send the following letter. While strategy is important, it is the many little things of a brand can really make a difference in exhibiting the passion of the company.

Screen Shot 2016-06-18 at 9.28.32 AM
Powered by Zedity

For Lego, in the world of social media, this type of story does wonders for continuing the magic of their brand. And it’s a great example of going above and beyond. What I like in the letter is how they please the boy, but also give a solid wink to the parent who is likely the bigger target of this letter. The dad ended up tweeting about the story, lots of viral hits and then picked up in the mainstream media including TV and newspapers in the UK, US and Canada. And now millions are reading about this story (including you right now.)

Screen Shot 2016-06-18 at 9.41.53 AM

When you reach the beloved brand stage, the strategies become all about continuing the magic of the brand. That might mean attacking yourself on product innovation or finding new ways to surprise and delight your consumer base. There are legendary customer service stories that come from Nordstrom’s, the high-end retailer that add to the mystique of the Nordstrom brand. One story involved a Nordstrom employee who found luggage and a plane ticket for a flight that was taking off soon. Figuring the customer was on their way to the airport, the employee got in his car and drove to airport to meet the customer. The second story involves a customer in Alaska returning tires that he bought at the store that was the prior tenant to the Nordstrom store. After much debate, they decided to take the tires back, even though it’s not a product they carry.

To read how to create a beloved brand, read the following presentation:

Beloved Brands: Who are we?

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

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

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

GR bio Jun 2016.001

 

A casual and cool Prime Minister Justin Trudeau sells a new type of Canada

Posted on Leave a commentPosted in Beloved Brands Explained

CgpID6RUgAE5OKIAs a Canadian, I am used to Canada being very low-key on the world stage. However, all that seems to be changing with the election of Prime Minister Justin Trudeau. For me, it started the morning after we elected Trudeau back in the fall of 2015, when one of my friends texted me “I hear you have a hot new Prime Minister”.

Trudeau is young (44), good-looking with modern liberal views, outspoken on his support for women, native Canadians and newly minted Syrian refugees. Imagine a politician in these times not only pushing for Syrian refugees, but he showed up at the airport to welcome them to Canada. Trudeau’s trip to Washington made the news, with a similar impact as how Prince William or Harry might generate. He had a tremendous impact on President Obama who referred to him as the most popular Canadian ever. Trudeau is making most of the top 100 most influential lists.

Here’s the type of Prime Minister we have here in Canada, as he welcomes Syrian refugees at the airport.

 

 

 

And now Trudeau is literally selling Canada.

Tourism Canada has caught on to Trudeau being one of their bigger assets to re-positioning Canada as modern, hip, cosmopolitan and accepting, hoping to attract tourists from around the world. Especially those Americans feeling disenfranchised by the current political climate in the US Presidential race. Recently, the Canadian visa website has been flooded with download requests.CO-Truedeau04.JPG

Research shows that tourism is up 8.5% for Canada, and about 1 in 10 Americans have considered a vacation to Canada, although they have expressed concerns about potential cold weather and the perceived lack of urban sophistication. Both of these are misguided stereotypes. Just so everyone knows, Vancouver weather is identical to Seattle (both rarely ever get snow) and Toronto is just like Chicago or Boston (a mix of snow in winter and heat in the summer). As for urban sophistication, Canada has a very urban population (80% of Canadians live in urban areas), and Toronto is the 4th largest metropolitan area in North America. Those who visit talk about how clean Canada is, how safe they feel and how friendly the people are. Many of the Canadian cities are consistently rated as some of the best cities in the world. We have some of the greatest natural beauties in the world, with the Rockies of the West or Newfoundland of the East.

Below is a new Canadian tourism video, prominently featuring Trudeau, that was just released by Destination Canada. He nails some all the key talking points, showing our culinary sophistication, talking about the diversity of Canadians and just showing a very casual coolness that feels different than a politician would normally project themselves. He even talks about a consumer insight that I’ve always been fond of: “Canada has such a beautiful diversity, that it is one the only places where you can’t tell who is local and who is a tourist”. Have a look, and see if this guy is more casual and at ease with people than Obama or Bill Clinton or Tony Blair.

 

 

Now whether this type of low-key casual spot is enough to drive tourism sales in Canada, we likely can expect Trudeau’s next 5 years as Prime Minister will continue to drive intrigue and knowledge of the new emerging Canada. Below is a YouTube clip of Trudeau (a former teacher) explaining Quantum computing–and my guess is that most views are not to learn more about computers.

 

 

 

Would you consider traveling to Canada?

 

To read more about brand positioning, here’s a workshop we run:

 

Beloved Brands: Who are we?

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

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

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

Positioning 2016.112

 

10 reasons why Brand Managers get fired

Posted on Leave a commentPosted in How to Guide for Marketers

Brand Careers 2016.051There have been a lot of great Assistant Brand Managers, who end up being fired or pushed out the door at the Brand Manager level. So that would beg the question:  why were they mistakenly promoted? Just like in sports where they are fooled by size, we sometimes get fooled by Charisma. They seem impressive to us–whether it is how they speak in the hallways or answer questions in a planning meeting. We think Charisma is a great starting ground for a leader, so we hope they can learn to be analytical, strategic, creative and organized. We hope that charismatic leader can get stuff done, stay on track, hand in their budgets on time, know how to turn a brand around, be able to write great brand plans, work with agencies and motivate the sales team etc…etc… But then we find out that they can’t do all that stuff. And after 18 months as a Brand Manager, we see they really are “just charismatic” and we remind ourselves of what we already knew: Being a Brand Manager really is hard.

Brand Managers don’t really get fired because they can’t deliver the results. That might happen at Director or VP level. But at the Brand Manager level, we’d look for other Blind Spots that might be leading to the poor results. We would evaluate whether the Brand Manager appears capable of closing their blind spots.

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

Top 10 reasons why Brand Managers get fired:  

  1. Struggle to make decisions: When these Brand Managers were Assistant Brand Managers (ABMs) they shined because they are the “super doer’s”, who can work the system, get things done on time and under budget. All the subject matter experts (forecasting, production, promotions) loved them. But then, after we promote them into the Brand Manager seat and they freeze. Brand Careers 2016.029They can do, but they can’t decide. They can easily execute someone else’s project list with flare, but they can’t come up with a project list of their own. Advice: To overcome this problem, you have to work better on your decision-making process. You have to find methods for narrowing down the options to help you make decisions. When you are new to decisions, take the time to map out your thinking whether it is a  pros and cons or a decision tree. It will eventually get faster for you to train your mind to make decisions.
  2. Not analytical enough: The Brand Managers that can’t do the deep dive analytical thinking will fail. They might have great instincts, but they only scratch the surface on the analytics. It will eventually catches up with them when they make a poor decision and can’t explain why they went against the obvious data points. The real reason is that the Brand Manager never saw the data points. When a senior leader questions a Brand Manager, they can usually tell if they have struggled enough with a problem to get to the rich solution or whether they just did the adequate thinking to get to an “ok” solution. Advice: Just because you are now a Brand Manager doesn’t mean you stop digging into the data. The analytical skills you learned as an ABM should be used at every level in your career right up to VP. As I moved up, I felt out of touch with the data so at every level up to VP, I used to do my own monthly share report just to ensure I was digging in and getting my hands mucky with the data. Because I had dug around in the data, I knew which of my Brand Managers had dug in as well and which Brand Managers hadn’t even read their ABM’s monthly report yet. Take the time to know the details of your business. Dig into the data and make decisions based on the depth of analysis you do. Analytics 2016.009
  3. Can’t get along: Conflicts, teamwork issues, communication. The Brand Managers that struggle with sales colleagues or the subject matter experts (SME’s) are at risk of failure. They might be the type who speaks first, listens second. They go head-to-head to get their own way instead of looking for compromise. Yes, they might be so smart they think faster than everyone, but they forget to bring everyone along with their thinking. They start to leave a trail of those they burned and when the trail gets too big they get labelled as “tough to deal with”. Advice: Listen more–hear them out. The collection of SME’s will likely teach you more about marketing than your boss will. If you don’t use these people to enhance your skill, you’ll eventually crash and burn.  And if they can’t work with you, they’ll also be the first to destroy your career. You aren’t the first superstar they’ve seen. And likely not the last. My recommendation to you is to remember that Leadership is not just about you being out front, but about you turning around and actually seeing people following you. In fact, it should be called “Follower-ship”.
  4. Not good with Ambiguity: Some Brand Managers opt for the safety of the easy and well-known answers. They struggle with the unknown and get scared of ambiguity. Brand Managers that become too predictable to their team create work in the market that also becomes predictable and fails to drive the brand. These Brand Managers are OK–they don’t really have a lot of wrong, but they don’t have a lot of right. Advice: You can put them on safe easy businesses, but you wouldn’t put them on the turn around or new products. Ambiguity is a type of pressure that not all of us are capable of handling easily, especially when they see Ambiguity and Time Pressure working against each other. Don’t ever settle for “ok” just because of a deadline. Always push for great. You have to learn to handle ambiguity. In fact revel in ambiguity. Have fun with it. Be Patient with Ideas. Never be afraid of an idea and never kill it quickly. As a leader, find ways to ask great questions instead of giving quick answers. Watch the signals you send that may suck the creativity energy out of your team. When you find a way to stay comfortable in the “ambiguity zone”, the ideas get better whether it’s the time pressure that forces the thinking to be simpler or whether it’s the performance pressure forces us to push for the best idea. So my recommendation to you is to just hold your breath sometimes and see if the work gets better.
  5. Too slow and stiff: The type of Brand Manager that is methodical to the extreme and they think everything through to the point of “Analysis Paralysis”. They never use instincts–and have the counter analytical answer to every “gut feel” solution that gets recommended. They have every reason why something won’t work but no answers for what will work. I have to admit that this type frustrates me to no end, because nothing ever gets done. They struggle to make it happen: they are indecisive, not productive, disorganized or can’t work through others. They are frustratingly slow for others to deal with. They keep missing opportunities or small milestones that causes the team to look slow and miss the deadlines. Advice: You have to start to show more flexibility in your approach. Borrow some of the thinking from dealing with ambiguity and making decisions. Realize there are options for every solution, no one perfect answer.      
  6. Bad people Manager: Most first-time people managers screw up a few of their first 5 direct reports. It is only natural. One of the biggest flaws for new Managers is to think “Hey, it will take me longer to explain it to you, so why don’t I just do it myself this one time and you can do it next time”.  They repeat this every month until management realizes that these Brand Managers aren’t teaching their ABM anything. They became the Manager that none of the ABMs want to work for because they never learn anything. But as management keeps watching great ABMs crashing and burning while under these Brand Managers, we start to wonder “while you might be smart, but can you actually manage people?” Advice: To be a great Brand Manager, you have to work on being a better people leader. We expect you to develop talent.  Be more patient with your ABM. Become a teacher. Be more selfless in your approach to coaching. Take time to give them feedback that helps them, not feedback that helps you. If you don’t become a better people manager, you’ve just hit your peak in your career.
  7. Poor communicators, with manager, senior management or partners: They fail to adequately warn there boss when there is a  potential problem. They leave their manager in the dark and the information comes to their manager from someone else. They confuse partners because they don’t keep them aware of what’s going on. Advice: You have to become a better communicator. Make it a habit that as soon as you know something, you make sure that your boss knows as well–especially with negative news. It’s normal that we get fixated on solving the problem at hand that we forget to tell people. But that opens you up to risk–share the problem, discuss what you are going to do, and then go make it happen.  Brand Careers 2016.028
  8. Never follow their intuition: They forget that marketing also has a “Gut Feel” to it, taking all the data, making decisions and then getting to the execution and believing it by taking a risk. Too many times people fail because “they went along with it even though they didn’t like it”. Advice: You have to find ways to use your instincts. The problem is that sometimes your instincts are hidden away. You get confused, you feel the pressure to get things done and you’ve got everyone telling you to go for it. You get scared because you’re worried about your career and you want to do the ‘right thing’. But your gut is telling you it’s just not right. My rule is simple: if you don’t love the work, how do you expect the consumer to love your brand. The worst type of marketer is someone who says “I never liked the brief” or “I never liked the ad”. At every touch point, keep reaching for your intuition and bring them out into the discussion.
  9. Can’t think strategically or write strategically: As Brand Managers move up, we expect them to be able to think conceptually, strategically and in an organized fashion. We also expect that to come through in their writing–whether that is the annual Brand Plan, monthly share report or just an email sent up to senior management. Advice: Be organized in your thinking and map it out. I do believe that every good strategy has four key elements: 1) Focus in either target or messaging 2) an Early win where you can see results 3) a Leverage point where you can take that early win and achieve a position power for your brand and finally 4) a Gateway to something even bigger for the brand. Every six months, find a quiet time to answer five key questions that would help me stay aware: 1) Where are we? 2) Why are we here? 3) Where could we be?  4) How can we get there? and 5) What do we have to do to get started?   In an odd way, the more planning you do, the more agile you will be, and you can layer in your intuition, because you will know when it is ok to “go off plan” 
  10. They don’t run the brand, they let the brand run them. Some Brand Managers end up in the spin zone where they are disorganized, frantic and not in touch with their business. They miss deadlines, look out of control and things just stockpile on one another. They may take pride in how long they work or how many things they are getting done on their to-do list. But they are out of control and the business is absolutely killing them. They just don’t know it yet. Advice: Stay in Control so you hit the deadlines and stay on budget. Dig in and know your business so you don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge. Instil processes that organize and enable you and your team, so that it frees you up your time to push projects through and for doing the needed strategic thinking. Stay conceptual–avoid getting stuck in the pennies or decimals–so you can continue to drive the strategy of your brand.  

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

The big question is what do you do about it.

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

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

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

To read more about having a successful Marketing Career, click on the slide 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. 

Positioning 2016.112

If you knew that being a better client would get you better Advertising, could you actually show up better?

Posted on Leave a commentPosted in How to Guide for Marketers

 

Clients get the advertising they deserve.

While that’s a very famous tongue-in-cheek quote from David Ogilvy, it should be a kick in the butt to clients. It suggests that if you suck as a client, you will get advertising that sucks. It’s likely true. As I’m coaching clients on advertising, I like to ask aSlide1 very difficult question: If you knew that being a better client got you better advertising, would you actually be able to show up better? When it comes to advertising, the role of the Brand Leader is to consistently get good advertising on the air, and equally consistently keep bad advertising off the air. Baseball pitcher David Price has a sign above his locker:  “If you don’t like it, pitch better”. The same thing should hold true for Brand Leaders: If you don’t like your Advertising, then show up better. So what is it that makes some brand leaders good at advertising?

Before we figure what makes someone good at advertising, let’s figure out what makes someone suck

Theory #1: you blame yourself

  • You never find your comfort zone: You are convinced you’re not good at advertising. No experience, feel awkward or had a bad experience. You think you’re strategic, not tactical. You are skeptical, uptight, too tough and too easily annoyed.
  • You don’t know if it’s really your place to say something: You figure the ad agency is the expert—that’s why we pay them—so you give them a free reign (aka no direction). Or worse, you give them the chance to mess up, and blame them later.
  • You settle for something you hate, because of time pressure, or you don’t know why: You don’t really love it, but it seems ok for now. The agency says if we don’t go for it now, we’ll miss our air date and have to give up our media to another brand.
  • You can’t sell it in to management: you need to make sure if it’s the right thing to do, you are able to sell the idea in. Tell them how it works for your brand—and how it delivers the strategy.

Being a good client takes experience, practice, leadership and a willingness to adjust. Don’t write yourself off so quickly. Learn how to be a good client.

Theory #2: You Blame your Agency

  • You hate the brief: Agency writes a brief you don’t like—or you box them into a strategy. If either of you force a strategy on the other, then you’re off to a bad start.
  • Creative team over sells you: you get hood-winked with the “we are so excited” speech: You’re not sure what you want, so you settle for an OK ad in front of you—the best of what you saw. Ask yourself what’s missing before you buy an ad.
  • You lose connection with the agency: Keep your agency motivated so that you become the client they want to make great work on, rather than have to work on.
  • You lose traction through the production and edit: Talent, lighting, directors and edits—if the tone changes from the board to edit, then so does your ad.

An OK agency can do great work on a great client. But a great agency will fail with a bad client. Next time you want to fire your agency, maybe focus on yourself for improvement, because you’ll bring the same flaws to the next agency.

Theory #3: You Blame your Brand

  • The “I work on a boring Brand” argument. You think only cool brands like Nike, Apple, Ikea etc. are so much easier to work on. However, think again, because your boring brand has so much room to maneuver, it should be even easier.
  • You are too careful and think we can’t swing too far: Good ads either go left or right, not in the middle of the road. Consumers might not notice your “big shift”.
  • Advertising roulette: Where brand managers haven’t done the depth of thinking or testing, briefing is like a game of chance. Brands go round and round for years.
  • Your strategy Sucks: You figure if we don’t have a great strategy, a good ad might help. A great strategy makes an ad, but an Ad will never make a great strategy.

It’s one thing to be a “fan” of advertising in general, but we need to see you be a “fan” of YOUR advertising.

Show up as a better client and watch the Advertising work get better

Here are eight ways to challenge yourself to show up better at every stage of the advertising process

  1. Do you develop a testable Brand Concept with rational and emotional benefits, plus support points that you know are actually motivating?
  2. How tight is your brief? Do you narrow the target and add engaging insights? Do you focus on the desired consumer response before deciding what your brand should say? Do you focus on one benefit and one message?
  3. Do you meet creative team before the first creative meeting to connect, align them with your vision and inspire them to push for great work?
  4. Do you hold tissue sessions to narrow solutions before going to scripts?
  5. At creative meetings, do you stay big picture, avoid getting into details? When giving direction, do you avoid giving your own solutions and but rather try to create a “new box” for the creative team to figure out the solutions?
  6. Do you take creative risks, and are you willing to be different to stand out?
  7. Do you manage your boss at every stage? Do you sell them, on your vision what you want?   Are you willing to fight for great work?
  8. Are you one of your agency’s favorite clients? Do they “want to” or do they “have to” work on your business? If they love you, they’ll work harder for you and do better work. They are only human. They will never tell you this, but I’m a former client so I will: if you want better work–it’s pretty simple–show up better. 

 

Slide1

 

Be better at every stage 

  • When doing the strategy pre-work, dig in deep and do the work on insights, create a Big Idea and lay out the brand Concept. Even consider testing the concept to know that it motivates consumers. Never use the advertising process to figure out the brand strategy. 
  • Create a focused creative brief to create the box for the creative team, that has one objective, two insights, the desired response, one main benefit, two support points. 
  • Hold a creative expectations meeting to give a first impression on your vision, passion. Inspire and focus creative team. Do not take a hands off approach and avoid meeting the creative team, assuming your account team has conveyed EVERYTHING. 
  • Use a tissue session to explore ideas. Use this when you don’t have a campaign. Be open to new ways of looking at your brand. Focus on Big Ideas, without getting into the weeds. Be willing to push for better ideas if you don’t see them at the tissue session.
  • When in the creative meeting, be a positive minded client, focus only on big picture, give direction, make decisions. Avoid giving your solutions. No Details. Ask yourself: are you inspiring?
  • Use a feedback memo that is 24-48 hours after the creative meeting for more detailed challenges but without giving specific solutions. Use this to create a new box. Do not use this memo to say new thoughts that were not in the creative meeting or in the management meetings you had. If it is a new thought, pick up the phone and talk about it with your account person first. 
  • If you use ad testing, you can use either quantitative or qualitative depending on time and budget. I always recommend that you use it to confirm your pick, not make your decision.
  • When gaining approval internally, sell it in!!!  That’s part of your role is to fight for the work you love. Be ready to fight resisters to make it happen. My rule of thumb is to bring the senior account person when that person has a good relationship with my boss and even use them to help sell it in (since they are better trained at selling) and then bring the most senior creative person when the creative work needs selling. 
  • Through the production stages, your role is to manage the tone to fit the brand. Think of this like managing the kitchen of your house–you have to live in it, so you have to live with every decision. Always, get more than you need so you can use it later. 
  • With post production, talk directly with and leverage every expert you come in contact with. The more you connect and empower them, the harder they’ll fight for what you need. 

Be a better client and get the advertising you deserve

To read more on Marketing Execution, here is a workshop we run. 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. 

 

Positioning 2016.112

Would you ever pay more for a bottle of water than you would for beer?

Posted on 2 CommentsPosted in How to Guide for Marketers

This past week, I was in Shanghai, China and found the price of a bottle of Evian and Fiji water about ten times the prices of local bottled water (Nestle). And when I went into the Beer section, the water was still twice the price of a Budweiser beer (produced locally). You can also buy Coke or Gatorade much cheaper.

price.001
Powered by Zedity

The prices above  are in Chinese Yuan (1 CYN = 0.15 USD), with the US Dollar equivalent being just under $2.00 US for the Evian or Fuji water, and then only 21 cents US for the Nestle water. The Budweiser is only $1 USD and the Coke is about 50 cents US. Given any worries about “don’t drink the water”, you might easily be willing to pay for the Evian. Or just grab a few Budweiser’s and not worry so much about the water.

China is in a state of dramatic change

The economy of China has been going through vast changes and you see it live on the streets of Shanghai. The contrast of the modern sky scrappers of downtown Shanghai, with the small street neighborhoods with laundry hung out on the phone lines. The increasing number of Mercedes driving past old school three wheel bikes carrying layer upon layer of boxes for delivery. High end restaurants contrasting against live chickens being killed and bagged for dinner that night. The small boutique 100 square foot stores and the 80,000 square foot Carrefour Super Markets.

While China has benefited from global trade, making Apple computers and Nike shoes to be sold around the world, the government uses protectionist practices to ensure high transfer pricing to ensure local goods benefit.

A brand like Evian, with water from the French Alps can not maintain that positioning if they begin producing in a factory just outside Shanghai. In the Carrefour, they have three specific aisles for “Imported” goods, all recognizable Western brands, but all with dramatic price premiums to the local products. This aisle might appeal to the high number of expats living in China as well as the growing Chinese upper middle class. The rest of the grocery store has 10-20% global brands interwoven among the shelves of local goods. This sets up two specific strategies, produce locally (for instance Nestle) and compete directly with the local goods, or stay in the “Imported” and use the super-premium pricing as a strategy to set yourself apart.

I remember being in France in the early 1990s, where I found myself walking all over Paris for about 4-5 hours on a 35 Celsius day. I finally came across a store selling Diet Coke and it was the equivalent of $6. I was in shock, but my thirst overcame my Scottish blood and I guzzled down the most expensive Diet Coke of my life. Later on, my wife ordered a glass of wine for $3. One more reminder that if you eat and drink like the locals, you will be much better off.

Global Pricing Management Systems

Global pricing models get very complicated. With a desire to do well in every local market, you must consider regional and global pricing to ensure you avoid any grey-market activity. Most of the big global brands are using pricing corridors by region to ensure local pricing stays local. Here are five things when considering your pricing as you enter new markets.

  1. Define your Pricing Strategy in alignment with your business strategy and business objectives and based on a deep understanding of your own competitive position, customer insight and cost-to-serve. When starting to look at your pricing, here is what you should be considering.
    • Market Price: If you are confused, pricing studies that look at various options to identify the price elasticity. In general, the more loved a brand, a combination of interesting or important are more price inelastic. One water scare and Evian could charge $5 per bottle, without seeing a change in the volume would make it an inelastic price.
    • Value Price: A brand has good value if the price is deemed “fair”. For a marketer, the mid point hits when the perceived price and perceived value match up. If the price is too high, there is a risk of losing customers/volume. If the price is too low, there is a risk of not realizing the full profitability on the brand.
    • Strategic Price: the pricing strategy can actually impact the positioning as much as it just reflects the positioning. A super premium brand like Evian can make the consumer believe it must be a super premium if it really can command that value.
    • Short vs. Long-term Revenue Pricing: Marketers can get caught up in the addiction to pricing promotions. Once you get up to 30-50% sold on deal, the actual price begins to have little meaning for the consumer.
    • Portfolio Pricing (Price Points): One option for a brand entering a local market who wants to maintain the price of their global brand would be to create a specific local brand with a local price. This would allow you to own both the super-premium and the value priced brands, with the consumer never knowing you own them both.
  2. Operationalize Pricing Strategy in marketing activities and generate all required input for Price Execution.  Here are the factors you should be considering when you operationalize your pricing into the new markets.
    • Competitor Responses
    • Not-in-Kind (NIK) Replacements
    • Reduce/Increase attractiveness of business
    • Keep out competition
    • Setting Visible Market prices
    • Customer Reaction Product Pricing Cannibalization
  3. Implement Pricing Strategy and Price Determination framework into daily sales activities and transactional processing. As you evaluate the impact of your pricing in the market, here are the factors you should be looking at.
    • Buying Power
    • Supplier Power
    • Place in the Value Chain
    • Price Elasticity
    • Global vs. Local Supply and Demand
    • Capacity
    • Substitute products
  4. Define pricing capabilities and skill sets, establish pricing organization and assure consideration of legal requirements
  5. Enable pricing capability by monitoring and provision of tools, systems and processes related to pricing in an integrated manner

Pricing Waterfall

It is good discipline for brands to map out and manage their pricing waterfall. This provides a good control tool as you can track the waterfall over time and identify problems you are encountering. Here’s an example of the dimension involved in a pricing waterfall, helping move you from a desired price to a profitable price.

Analytics 2016 Extract.001
Powered by Zedity

So would you pay a 90% price premium for the Evian? I did. 

Here’s a presentation we use for the deep dive analytical thinking that can help you determine your pricing.

Beloved Brands: Who are we?

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

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

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

Positioning 2016.112

How to write a Brand Concept that will help you win

Posted on Leave a commentPosted in How to Guide for Marketers

A well written concept statement should replicate what you intend to put into the market. And when I say that, it starts with what can realistically fit into a Marketing Execution, either in an ad or a package. Too many Marketers try to jam everything possible into the concept to ensure that it wins. I have seen some put 10 reasons to believe support points. If you are still at the confused stage, do a benefit or claims sort to narrow your list. But never use a concept test to throw every possible thing you could ever say to the consumer.

It starts with doing the Brand Positioning homework

As we dig in on doing our homework on the brand, here are the 4 questions that a winning Brand Positioning Statement must address:

  1. Who is in the consumer target?
    • Who is the most motivated to buy what you do?
  2. Where do you play?
    • Definition of the market that you compete in
  3. What are we are selling?
    • What is your main benefit (rational/emotional)?
  4. Why should they believe us?
    • What support points to back up the main benefit?
Positioning 2016.047
Powered by Zedity

If we look below, the winning zone has to be better, different, cheaper or else not around for very long. You want to avoid competing in the Losing Zone, going head to head with a competitor that can deliver the consumer wants better than you can. The area with the yellow arrow is a the Risky Zone, which is a relative tie. The way to win this zone is by being first, being more innovative and creative or finding the right emotional connection that makes the rational tie less relevant to the consumer decisions. At all costs, avoid the Dumb Zone, where you wage a competitive battle in a space that the consumer does not care about. When you find yourself competing in this space, you will find yourself eventually talking to yourself.

Positioning 2016.011
Powered by Zedity

Who is your target?

Everything starts and ends with the Consumer in mind. Spreading your limited resources across an entire population is cost-prohibitive with low return on investment and low return on effort. While targeting everyone “just in case” might feel safe at first, it’s actually less safe because you never get to see the full impact.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. Great brands don’t go after consumers, great brands get consumers to go after the brand. The best way to get consumers motivated is to tap into their need states, by understanding what frustration points they may have. We call these consumer enemies. While products solve regular problems, beloved brands beat down the enemies that torment us every day. What are your consumer’s frustration point that they feel no one is even addressing? To paint the picture of our consumer target, you should use Consumer Insights to help to crystallize and bring to life the consumer you are targeting. The dictionary definition of the word Insight is “seeing below the surface”.Positioning 2016.020 Too many people think data, trends and facts are insights. Facts are merely on the surface—so they miss out on the depth–you need to bring those facts to life by going below the surface and transforming the facts into insights. Insight is something that everyone already knows and comes to life when it’s told in such a captivating way that makes consumers stop and say “hmm, I thought I was the only who felt like that”. That’s why we laugh when we see insight projected with humor, why we get goose bumps when insight is projected with inspiration and why we cry when the insight comes alive through real-life drama. When Consumer Insights are done right, we get in the shoes of the consumer by starting the insight with the word “I” and we use the voice of the consumer by putting the insight in quotes.

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.

Positioning 2016.025
Powered by Zedity

What’s the Benefit?

The next decision is the main benefit you want to focus on. Doing a Consumer Benefits Ladder helps to organize your thinking as a great tool for bringing the benefits to life.

Positioning 2016.033
Powered by Zedity

The best way to work the Consumer Benefits Ladder is to hold a brainstorming session with everyone who works on the brand so you can:

  • Leverage all the available research to brief the team, helping define the consumer target and get all the consumer insights and need states out.
  • List out all the features that your brand offers, and the brand assets it brings to the table. Make sure that these features are competitive advantages.
  • Find the rational benefit by putting yourself in the shoes of the consumer and seeing the brand features from their eyes: start asking yourself over and over “so if I’m the consumer, what do I get from that?”. Ask up to 5 times and push the answers into a richer zone.
  • Then find the emotional benefit by asking “so how does that make me feel?” As you did above, keep asking, and you’ll begin to see a deeper emotional space you can play in and own.

Put all the information of the group brainstorm into a Consumer Benefits Ladder Worksheet.

Creative Brief 2016.049
Powered by Zedity

Emotional Benefits

From my experience, Marketers are better at the rational benefits than they are at the emotional benefits. I swear every brand out there thinks their brand should be the trusted, reliable and yet like-able brand. As a brand, you want to own the emotional space in the consumer’s heart as much as you own the rational space in the consumer’s mind. It seems that not only do consumers have a hard time expressing their emotions about a brand, but so do Brand Managers. Companies like Hotspex have mapped out all the emotional zones for consumers. I’m not a researcher, but if you’re interested in this methodology contact Hotspex at http://www.hotspex.biz We have taken this research method and created an Emotional Cheat Sheet for Brand Leaders. This lists out the 8 major emotional consumer zones, optimism, freedom, being noticed, being liked, comfort, be myself, be in control and knowledge.

Positioning 2016.035
Powered by Zedity

To own a space in the consumer’s heart, you want to own and dominate one of zones, always thinking relation to what your competitor may own. Do not choose a list of emotions from all over the map, or you will just confuse your consumer as much as trying to own a long list of rational benefits. Once you narrow the major emotional zone you can own, you can use the supporting words of the Emotional Cheat Sheet to add flavor. Benefits sell and features tell. Stop telling consumers what you do and start telling them what they get and how it will make them feel.

Reasons to Believe (RTB’s)

If we borrow from a classic logic technique below, they teach you to one conclusion and two premise. I took one logic class at University and sat there for 13 straight weeks of premise-premise conclusion. Easy class, but the lesson has stuck with me:

  • All fish live in water (premise)
  • Tuna are fish (premise)
  • Therefore, tuna live in the water (conclusion)

In a positioning statement, the brand benefit would be the conclusion. And the Reason to Believe (RTB) would be the supporting premise. I say this for a few reasons. First, the RTB should never be the conclusion. The consumer doesn’t care about what you do, until they get something from it. The benefit has to come from the consumers’ shoes. Second, if pure logic teaches two premises are enough to draw any conclusion, then you really only need two RTBs. Brands with a laundry list of RTBs are not doing their job in making a decision on what the best support points are. You either force the ad agency to decide what are the most important or the consumer to decide. By deferring, you’re weakening your argument.

Claims can be an effective tool in helping to support your Reason to believe. We look at four types of claims: process, product, third person and behavioral.

Process

  • Detail how your product works differently
  • Showcase your point of difference in the production process.
  • What do you do differently within the production process
  • What added service/details do you provide in the value chain

Product

  • Usage of an ingredient that makes you bette
  • Process or ingredient that makes you safer

Third person

  • Experts in the field who can speak on the brand’s behalf.
  • Past users/clients with proof support of their stories.

Behavioral

  • Clinical tests
  • In market usage study
  • Before and after studies

This is what it looks like when you put them into this format:

For more information on Brand Positioning statements, follow this step by step process in this link: How to Write a Brand Positioning Statement

 

Turning the work into a Brand Concept

Creating the Big Idea: To ensure we have an idea that is big enough to guide every part of the organization, we start by describing the brand as to the products and services that we sell and matches that up to the external brand reputation among consumers. We describe what internal beacons are within the brand that would help guide the entire internal brand culture and organization that supports the brand as well as the brand character as it touches consumers. We would also describe the role of the brand, about how it connects the brand with consumers, the link between the internal soul and the external reputation.

The Big Idea Blueprint below shows everything that must be considered for creating the Big Idea.

Positioning 2016.065
Powered by Zedity

Looking at the example below, taking the information from the concept from above using Gray’s Cookies, here’s how to map it into a concept.

Positioning 2016.075
Powered by Zedity
  • Main headline should capture the big idea of your brand.  Obviously the headline is the first thing they see, so it should contain the big idea that you want your brand to stand behind.
  • Use the opening to connect quickly with your target consumers by starting with their enemy or insight. I love using the enemy because it can be a very arresting way to really make the consumer say “That’s me”.
  • Bring the main benefit to life in a compelling promise statement. I prefer it to have an emotional/rational balance in the promise. At the very least, the emotion modifies the rational. The promise statement then forces us to bring in the two reasons to believe to help back that up.
  • I like to add a motivating call to action at the end to help prompt purchase intent. The concept test will hang on how well the purchase intent score is, so a strong concept almost has to ask for it.
Positioning 2016.076
Powered by Zedity

Anything more than this, you are just cheating yourself. Yes, you might have a better score, but you might not be able to execute it in the market. If you haven’t narrowed down your claims or RTB’s, maybe you need a claim sorting research before you get into the concept testing.

While this helps with HOW to write a concept, ask Beloved Brands how we can help really bring the concepts to life with a workshop with your team as well as writing of the final concept options.  We promise to bring magic to the concept which will help get you into the right positioning.

For a presentation on how to write a Positioning Statement, follow:

Beloved Brands: Who are we?

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

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

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

Positioning 2016.111
Powered by Zedity