Tag Archive: Marketing

The biggest factor in getting to great advertising….is the client.

If you are a Brand Leader who struggles with advertising, you know how hard it is. I’m asked all the time, what is it that makes one Brand Leader good at advertising and another not so good? 

Simply put, great Brand Leaders are able to consistently get great advertising that drives towards their objective into the market, and equally able to keep bad advertising that does nothing for them off the air.

Some Brand Leaders blame themselves, almost surrendering to the idea of: “I’m more strategic type of marketer, and not that good at advertising”.  But I hope you don’t quit on yourself, because being good at Advertising takes experience, practice, leadership, feedback and a willingness to adjust. You can get better, if you really want to.  Slide1Some Brand Leaders blame their agency, and even fire their agency. But from my view, an OK agency can do great work on a great client. But a great agency can fail miserably with a bad client. Most clients fail to realize that the role of the Brand Leader is the most important factor in getting great ads. 

If you knew that how you showed up as a Client would get you better advertising, do you think you would actually show up differently? 

At creative meetings, do you stay big picture, avoid getting into details? When giving direction, do you avoid giving your own solutions?  When you gave your agency a brief, you put them in a box.  Now you should use your feedback as a way to put them in a new box ,a modified version of the box you created with the brief you gave them. Agencies don’t want your solutions, they just want your problems. The best agencies are problem solvers who are in the box thinkers.  As a great Brand Leader, your role is always to give them a box they can solve.

The best advertising comes from a very tight Brand strategy.  How tight is your brief?  

Do you stay focused on ONE target, ONE strategy, ONE benefit behind ONE big idea? Avoid the “just in case list” where you sneak “one more thing” onto the brief.  Narrow the Target market and tell their story with engaging insights.  Start with the desired consumer response before deciding what your brand should say.  Develop a testable Brand Concept before the brief so you know the strategy works with consumers, isolating the creative as the only thing you need to figure out.  Slide1

Are you one of the FAVORITE clients of your agency? 

As a Brand Leader, your role is inspire everyone to WANT to work on your brand, never treat them like they HAVE to work on your business. I know you pay the agency, so you might think that motivates them right away.  Not quite.  Do you meet the creative team before the first creative meeting to connect, align them with your vision and inspire them to push for great work? My guess is you don’t. You wait till that first creative meeting, and get introduced to the people who have been secretly working on your brand for the past few weeks. Are you the type of client to take creative risks, and be willing to be different to stand out?  Great advertising is a balance of control and freedom.  You should control the strategy and give freedom on the creative, but somehow the reverse happens.  Uncertain Brand Leaders give freedom on the strategy, yet they come into the advertising process with a pre-determined look and feel.   

If you meet resistance to GREAT advertising, even from your boss, are you the Brand Leader that is willing to fight anyone in the way? 

Every great ad I’ve worked on, there was almost a breaking point.  Whenever I fondly think of my old ads, I always smile when I think of that “near breaking point” that we got past.  As the Brand Leader you have to be the one to fight for great work and maneuver through that near breaking point. Your agency will take notice that you are that type of leader and they’ll want to work on your brand, willing to give you their best work. Do you resist approving Advertising that is “just OK” and “safe”?   What signal do you think it sends everyone involved? I believe that you have to LOVE your advertising, and never settle for OK.  Somewhere along the line, if you don’t love it, you’ll likely just give in. And then everything fails.  And you start again.  

If you knew that how you showed up as a Client was the biggest factor in getting better advertising, do you think you would actually show up differently?

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

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

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Is it time we admit that the Apple BRAND is better than the Apple PRODUCT?

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Apple is clearly the brand of our generation. In our house, we have an iMac desktop, 2 iPads, 3 iPhones, and two MacBooks.  I love Apple. But this past spring, as my phone contract expired, I started to wonder if I get the iPhone 5S or wait for the iPhone 6.  I was a free agent, and started to look around. I looked at the Android, but like many “Apple fans”, I viewed them as the competition, like a NY Yankee fan might view the Boston Red Sox. The more I dug in, the more I realized the Android phone was quite better than the iPhone: bigger screen, faster processor, better camera.  So I bought a Samsung Galaxy Note 3. Whaaaat? That’s right. A Samsung. I felt like a cult member who snuck out of the compound one night and drooled when I saw the Samsung phone. I could see the Galaxy was light years ahead of my iPhone.  Now that I see the iPhone 6, I’m glad I bought the Samsung instead of waiting.  

Yes, the Apple iPhone 6 news kinda fizzled, but does that matter anymore?

I’m no tech expert, but the iPhone 6 feels a very incremental technology. I’m sure it does a few things I’m not aware of or could appreciate. Financial analysts were so bored by the launch, many downgraded the stock. Yes, the Apple stock price is extremely high, but maybe it’s time for the stock to stop living and dying based on the next great launch.  And maybe, it’s time for us to realize that Apple has shifted from a product driven brand to an idea driven brand.  The real reason people buy Apple is the BIG IDEA that “We make technology so SIMPLE, everyone can be part of the future”. With Apple, it has become less about how we think about the product and more how we feel about the brand. While Samsung has a better product than they do a brand, Apple now has a better brand than they do a product.  Samsung can’t get past talking features instead of benefits, offering almost zero emotional connection beyond the product.  Apple has created such an intensely tight bond with their consumers, they are more powerful than your average monopoly. Apple uses that power with the very consumers who love them, against competitors who try to imitate them and through every type of media or potential key influencer in the market. Below we have mapped out the Brand Strategy Road Map for the the Apple brand.  

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Apple isn’t really a technology leader, and likely never was. Yes, Apple had an amazing decade of new products from 2001-2011 that gave us the iPod, iTunes, Macbook Air, iPhone and iPad, but Apple is 
a quick follower who figure out the mistakes the technology leaders make and then cleans them up for the mass market. Apple exploits the fact that the first to market technologies are so badly launched (mp3 players, on-line music and tablets) the average consumer never really sees them, leaving the perception that Apple is the innovator. Apple’s product strategy is: “We bring technology that is simple and consumer friendly across a broad array of electronics products. Products have simple stylish designs, user-friendly functionality, convenience and speed.”  Apple’s brand story, told through great advertising like “Mac vs PC” is: “Technology shouldn’t be intimidating or frustrating. We make it simple enough so you can be engaged right away, do more and get more, with every Apple product you are use.”   As an example below, the  beautiful ads over the past year are less about the product features and more about how the brand makes you feel.  

 

The most Beautiful Apple Product Apple is now their P&L statement

Maybe we just need to relax on these Apple launches and admire Apple’s Profit and Loss statements.  Apple is going to sell about 80 million iPhone 6’s and I bet the iPhone 6 will be under many Christmas trees this year. Stores continue to be packed–it’s tough to even get an appointment.  The Apple retail stores have the highest sales per square foot, almost twice the #2 store, which is Tiffany’s selling diamond rings.  

Apple is now a huge mass market corporate brand, with a market capitalization of $600 billion, 3 times the value of companies like Coke, Procter & Gamble, Pfizer and IBM.  Apple has moved from the challenger type brand to the “king of the castle” brand. Back in the 1980s, IBM was the “drive the BMW, wear a blue suit with polished shoes” type brand, while Apple was “comfortable in your VW Bug, tee-shirt and sandals” brand. Apple was the alternative, anti-corporate, artist. But that’s changed. As much as Apple fought off and won against the corporate arrogant brands like IBM, Microsoft and Sony, they’ve now become that very type of corporate brand.

At Beloved Brands, we believe the more loved a brand is by it’s consumers, the more powerful and profitable that brand can be.  The best example of this model is the Apple brand. 

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In researching the Apple brand, and as a true brand geek like me, when I opened up their P&L statement I almost gushed:  I drooled over the compound annual growth rate, stared at the margin % and was in awe of how their fixed marketing spend stayed constant as the sales went through the roof.  It’s the P&L that every Brand Leader wants to leave for the next guy.  

Apple Brand > Apple Product

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

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

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The best advertising comes when Brand Leaders control the strategy and give freedom on the execution.

Control the Strategy with a Tight Brief

Brand Leaders take pride in being strategic thinkers. Yet, why when it comes to Advertising, do they throw strategic thinking out the window and become masters of execution? To get great advertising, Brand Leaders should control the strategy and give freedom on the execution. Yet I see them giving up control over the strategy all the time. A good tight brief has one problem, one objective, one target and one main message.  As soon as you write a broad brief that goes beyond that, you’ve just given up control over the strategy.

  • If your brief has a broad target market, some ads will naturally fit younger and some will fit older. But it’s unlikely one ad will fit both targets. A good brief should have no more than a 5 year age gap on the target. 
  • If your brief has two benefits, the agency will come back with one ad for the first benefit and another ad for the second benefit. I hope that’s not what you wanted when you picked two benefits. Or worse yet, you’ll get the “marriage of both benefits” type ads and those are usually very lame. A good brief should have only one benefit!!!!
  • If your brief has two objectives, it will fail at both. So many briefs I see advertising objective say: “get new users and get current users to use more” (penetration and frequency).  That’s impossible in one ad. Getting new users is getting competitive users to THINK differently about your brand so they cast aside their current brand to try you just once. Yet, driving usage frequency is a message to those familiar with your brand and trying to get them to FEEL differently enough to change their behavior. I would argue it’s impossible to achieve these two things with one ad. If I’m wrong, send me an ad that does both. If you can’t find that ad, then go to your brief now, and if you have both objectives, strike out one and your brief will get better. 

Your broad brief, which might help you sleep at night, just squandered your control over the strategy. And soon you’ll be having nightmares. The role of the brief is to create a nice tight “box” that defines the problem, objective, target and main message. Since the best agency talent are “in the box” thinkers who solve problems, the best brief gives them a “box” to solve. Briefs with multiple objectives or many main benefits send the signal to agencies that you aren’t quite sure and want the agency to pick the strategy. Briefs with a long list of mandatories sends the signal that even though we don’t know the strategy, we do think we know what we want the execution should look like. A great brief is tight enough that it doesn’t even need mandatories.  

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Give freedom on execution to your Agency

Being a Brand Leader is a very odd job: you don’t do anything and you don’t really know anything. You don’t make the product, don’t sell the product and don’t make the ads. You just make decisions. However, marketing seems to attract know-it-all types that love to tell everyone what to do. I was once one of those know-it-all Brand Managers so I know that type well. And yet, only when I figured out that not knowing anything, and not doing anything put me in a more powerful position to make better decisions did I master the art of Brand Management. If the agency is a problem solver, then you are a problem giver. Think of it like great therapy. You just spill your problems and others come up with solutions and you decide on which solution works best. The only thing you have to do well, is make decisions. What a great job.  

At every stage of advertising, Brand Leaders really have 3 options: 1) approve the work 2) reject the work or 3) change the work.Slide1

From what I see, Brand Leaders rarely approve the work outright. Even though the agency would love it, it is almost unrealistic to think they could perfect the ad without any challenge from the marketer. I’ve been lucky enough to have a few ads in my career that required very little feedback. It likely means we nailed the brief. The reality is that great work is usually made collaboratively with both agency and client.  

On the flip side, Brand Leaders are sometimes too uncertain to reject the work completely. They tend to keep things alive too long. I remember on my first ad, I kept being so passive on this one idea that I hated. I never rejected it fully and the agency kept coming up with new ways to fix that ad. Here’s my advice: if you don’t love the ad, you’re not doing anyone a favor by keeping it alive. Great advertising takes a fight internally, and many times if you don’t love the work, then you won’t fight for it. Explain why you hate it and if that creates a new problem for the agency, you might be surprised at a new solution they come up with.  

It seems that most times, Brand Leaders choose the option to change the work. Do you think that’s your role in the process?  I see too many Brand Leader showing up ready to pounce on the work with a list of changes, rather than digesting it and making decisions on how to make the work better.  They’ll say: “make the lead a woman instead of a man, move the pack shot earlier, get rid of that line and change this line.” What I don’t understand is that If you didn’t feel talented enough to come up with an ad in the first place, why are you now talented enough to do something even harder: to change the work.  I’d challenge brand leaders to stop coming up with solutions and rather start finding ways to frame their problems, so they keep the agency engaged and challenged.

Being the Brand Leader on the hot seat is not easy.  

Until you gain experience in the hot seat, it is highly stressful, scary and uncertain. It can feel like your brain is spinning,so many thoughts are going around in your head and you feel pressure to say the right thing. 

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  1. Do I love it? How passionate are you? If you don’t love it, how do you expect your consumer to love it? If you “sorta like” it, then it will be “sorta ok” in the end. But if you love it, you’ll go the extra mile and make it amazing. Would you be proud of this as your legacy?
  2. What is my gut reaction? What’s your immediate reaction when you reach for your instincts? Relax, slow yourself down enough to soak it in, right in the meeting. It’s easier to quickly reject out of fear than find what your gut really says. Many times, instincts get hidden away because of the job.
  3. Is it on strategy? Is the Ad an expression of what you wrote in your strategy documents? Use a process to help frame things in your mind, so you can evaluate it past how you feel. The tool I recommend is the ABC’s (attention, branding, communication, stickiness) which helps to give you something to ground yourself. Take your time with this thinking.
  4. Does the ad have long-term potential? Is it BIG IDEA, you can see lasting for 5-10 years, going across various mediums (mass, on-line, in store), capable of speaking of the entire product line up, Think about leaving a legacy beyond your time in the role, which forces you to think of campaign-ability.

When you slow it down, you’ll start to see ideas and not executions.You’ll be able to sort through what’s working and not working for your brand. Next time, instead of providing solutions to your agency with a “list of changes we want” I’d challenge you to give the agency a problem with a “list of challenges to the work”. In essence, if the original brief created a “box” for the creative team to figure out “in the box” solutions, then use  your feedback to create a “modified box” for the agency to solve, not a check list of changes you want on the ad. Never be afraid to slow it down, think it through, see where it is going or where it could go. Sometimes when we slow down our thinking, then the actions actually go faster. Great Brand Leaders think with strategy, and act with instincts.

The role of the client might be the most important factor in getting great ads. An OK agency can do great work on a great client. But a great agency will fail with a bad client. So be the best client you can be.

If you knew that being a better client got you better advertising, would you actually be able to show up better? 

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

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

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Beautiful “Like a Girl” ad by P&G that re-defines stereotypes, will definitely move you

d7291c2d01784756_Always_Run_Like_a_Girl.xxxlargeMost days I can safely say “we are just marketers” but every once in a while, I see that we can actually have a cultural impact. We can use our platform to stand up for consumers, in this case teenage girls, and in fact, all women will be moved by this video. A new 3 minute video by the ALWAYS team at P&G is making its way around the internet this weekend with millions of views already.  My hope is that it gives you goosebumps, tears or gets you think differently.  

The insight that P&G’s team found was that somewhere in the adolescence stage, girls self-confidence plummets.  In the video, they ask both men and women over the age of 15 to depict what “like a girl” looks like, and both sexes show a stereotype and a negative association with WEAK.  And then, they ask 8-10 year old girls to “run like a girl” and they just show how they would NORMALLY run.  The insight is that somewhere between 10 and 15, girls start to see “like a girl” as an insult.  The Always brand challenges us to re-define “like a girl”.  Here’s a look:  

 

It’s one more example of where Procter and Gamble is moving, to emotionally connect with consumers.  Click on this article to see how P&G is making this change:  P&G has become really good at Emotional Advertising

I’m a dad of a 16-year-old girl, and I can see this insight.  I remember playing football in the backyard when my daughter was around 10 and she picked up the football and threw a perfect spiral about 20 yards.dove1 I just stood in awe. She’s an amazing athlete, a Dennis Rodman type basketball player who leaves nothing on the court. In 6th and 7th grade she was the regional shot put champion. And then in 8th grade, she didn’t even go out for her school team.  She was fighting those stereotypes at a very hard age to “be a girl”.  The Dove Outdoor campaign from last year really hit home with girls quitting sports in their teens because of confidence.  In today’s world of Instagram and Twitter, from what I see everyday, it’s harder than ever to get to 20 feeling good about yourself. 

Getting on the side of your consumer makes your consumer say “this brand is for me” and “this brand gets me”.  Unilever was the first CPG brands to get on the side of consumers with the Dove “real beauty” campaign–still a gold standard that many of us aspire to.

 

But in reality, CPG brands should still look beyond CPG to push themselves.  Watching Nike’s “if you let me play” ad from 1995, you can see the inspiration of this work.   This is for all the women who kick ass in sports, including my daughter.

 

Doing this type of advertising takes guts. At this point, the video is viral and gaining momentum.  This type of work comes straight out of insights gathered by the team. Insight is not something that consumers never knew before. That would be knowledge or news, but not insight. It’s not data or fact about your brand that you want to tell. Real insight goes a layer or two deeper to help with the cause and effect. Oddly enough, Insight is something that everyone already knows. Here is my definition: Insight 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”.  This Always ad strikes that chord of women and connects with women.  

Many of us wish we could do this type of work. But how does it happen?  I don’t work at P&G but here are my guesses.  They spent more money on GATHERING insights than they did on TESTING the work.  Put it this way:  while testing your Ads might make you sleep better at night, gathering insights will make you dream more.  The brief did not say “I want a 30 and 15 second ad, plus give me a print ad I can use in-store”.  There were no claims or demo requests, and they didn’t jam in a claim at 2 minutes and 23 seconds into the video. There was no debate over pack shots, of which sku to use.  My guess is that not everyone at P&G bought into this and the work had to be sold in, to various levels by someone that believed in it.  Every great ad I was ever part of met major resistance, even doubt and rejection. That doesn’t mean you give up.  You should be more afraid of the ads where EVERYONE in your company likes the ad you want to make.    

 

If you watch this video and as a Brand Leader you say I wish I could do that, ask yourself what’s getting in your way?   The answer might be YOU!!!  

 

 

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8 Interview Questions I used to ask potential Marketing Hires

facebook adOn average, you’ll need 4-5 interviews to land the job–likely one with HR, a couple at the manager level and a couple at the director level.  If it’s part of the formal recruiting process, then you need to realize you are being judged at every moment, from the on-campus event to the potential dinner/lunch during the interviews and even how you act between interviews.  If they give you a mentor to help you, that person will also have influence.  In our debrief about candidates, there were just as many comments about things beyond the interviews as there was the interviews themselves.

Many interviews are moving to behavioural style where they might say: “tell me a time when you had a conflict…”  This means you need to translate all your strengths and weaknesses into stories that show you have experience in the given area.  Write down your answers in the form of Situation Action and Result. Learn how to tell the stories so that it answers the question and showcases your strengths.  Even if people don’t ask you the “tell me a time…” questions, it can be powerful for you to answer in that method.

You will still get asked “what’s your weakness?”.  It’s such a cliche question now, but it still gets asked.  I once had a candidate tell me they hated ambiguity, which was pretty much the death-nail.  Avoid the BS style “I’m too hard on myself” or “I work too hard”.  You just sound annoying.  The safest option I would recommend is “I’m not very good at negotiating” which is a skill that’s not really that important for marketing.

Here are the Interview Questions that I used to Ask:

  1. Tell me a time you used numbers to sell an idea? Most marketers suck at finance and it will eventually limit your career. At some level in marketing, you have to be good at running the P&L, so I’d rather find out now. You better have your story tight because your answer will be questioned one or two more levels to see if you really know your stuff.  Great Marketers can tell stories with analysis.  I’m going to challenge every aspect of your story.  
  2. What’s the most creative thing you’ve ever done?  It really doesn’t matter what it was, but how far did you push yourself out of your comfort zone to find the creative solution.Your passion for your idea should come through.    
  3. What’s the thing you’re most proud of?  When I read a resume, I want to see big accomplishments beyond your work experience or school.  Football, chess, travelling the world or charity work etc.  I want to hear your story and your pride come through. Great Marketers accomplish things, and I want to know that you have a history of accomplishments.  Don’t tell just what you did, tell me what you ACCOMPLISHED!  
  4. Tell me a time when you’ve convinced your boss of something they thought wouldn’t work. I want to see if you can make it happen.  This will show your leadership, selling skills, and willingness to push.  A great Marketer can get what they want.. 
  5. If you were the agent of Miley Cyrus, how would you maximize her value over the next 10 years?  I always took something in the pop culture news and asked how you would handle it. I was looking to see how curious you are and how you could take something with very little subject matter expertise and put together a plan. A great Marketer has a curiosity and can form opinions quickly. This lets me see your thinking.  Pop culture is a great area that goes beyond books.   
  6. If you were on a team that solved a serious healthcare problem for Society, what factors would you use to price it on the global level?   This is a very thick question with many issues, especially adding in the global issue. I want to see you think through those issues and layer those issues into your answer. How do you handle the differences between North America and the Third World? How important is profitability vs R&D vs compassion?   How would you leverage government, key influencers and where would that fit into your answer. Great marketers can handle ambiguity and there is a lot within this case.  
  7. From your previous Interview with our company, what’s the biggest mistake you made and how would you now change that? Great marketers are constantly pushing themselves to improve.  That starts with your own personal assessment. I want to see that you have thought about it and now see a better solution. It also puts you under a bit of unexpected pressure to see how you handle that.  
  8. What questions do you have for me? To me this is one of the most important sections. It demonstrates how engaged you are in the process. The quality of your questions will help to separate you. Have five great questions done ahead of time, ask about 2-3 each interview. Ask deep questions, not surface questions.Turn each answer into a conversation starter. 

Act like you want the job. Show a bit of spunk and energy through the interviews. Marketing jobs are a bit different.  Take a Red Bull before the interview.  Be leaning forward, make eye contact, be comfortable and dynamic in your personality. Marketing jobs require a bit of charm, a big push, and a willingness to get things done no matter what. I want to see all those things in the interview. 

If you bomb a few interviews, keep going for it.  There are more people who want to be an Assistant Brand Manager than there are jobs. And that’s continuing to tighten in the tough economy as many places are going without. So how bad do you really want this job?   Do you want it more than everyone else? And will you do what it takes to get that job.  I remember interviewing so many times and not getting the job–I must have gone through 100 interviews before I finally landed the right job.  I remember one time, after 3 minutes the hiring manager looked at my resume and said “you have zero marketing experience, this won’t work”.  That one still stings after twenty years, but made me want it even more.  Persistence has to be the key. If you are only half trying, then I have very little sympathy. If you are completely immersed in the effort, trust me, you will eventually break through.

Best of luck to you, and go for it.  

 

Here’s a presentation on Successful Marketing Careers:  

 

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The day Apple’s Arrogance cost themselves a very loyal customer

applelogoI love Apple.  I own a MacBook Air, an iMac, iPad mini and an iPhone 4S. My kids both have iPhones and MacBook Pros.  But yesterday, I bought a Samsung Galaxy Note 3.  Whaaaat?   Yes, that’s right.  A Samsung.  

I still feel weird about it.  But I’ll recover. I know this article will bring out the Apple lovers.  Don’t worry, I’m one of you.  But with my new phone, I feel like a cult member who snuck out of the compound one night and drooled when I saw the Samsung phone.  I could see it was light years ahead of my phone. I feel the same way I felt back in 2010 when I escaped my Blackberry cult and bought my iPhone.  

Two hard realities for most people in the Apple army to realize.

  1. Apple is a big mass corporate brand. It’s no longer an artistic challenger brand.  That will be some tough medicine for the most loyal of Apple users who first bought into the brand in the 1980s.  
  2. Apple’s post Steve Jobs innovation has been incremental and not leap frog.  The reality is that R&D pipelines are long lead cycle times, so this is really still Jobs’ pipeline.  But it’s relatively dry compared to the previous decade of riches.  

Apple has changed:  They’ve moved from the challenger brand to the “king of the castle” brand.   Apple used to be the alternative, anti-corporate, artistic, “we try harder” type brand.  IBM was the BMW, blue suit and polished shoes brand, while Apple was VW Bug, tee shirt and sandals brand.  But as much as Apple fought off the arrogant brands like IBM, Microsoft and Sony, they’ve now become that brand. And with that shift, we now see an attitude change–we are seeing a certain Apple arrogance that almost says “come on, where else are you going to go?”  That’s human nature to feel that way as most who now work at Apple are now cult members who joined Apple because they loved the brand.  But that arrogance has a danger to it of thinking you can do no wrong and feel no real competition. Confidence is healthy, arrogance is not. 

Apple has slowed down:  Sales are still strong but thats as the laggard type mass market now enjoys the lead generation products of a few years ago. Next time you’re in an Apple store, look at the table where they are teaching classes and you’ll see a few Senior Citizens. Sales and margins are seeing record highs the past year, but since the middle of 2012, the stock price has floated up and down around $600. If you held stock for the past 24 months, you’re at a break even position.  The high sales are how of how Apple is  doing now, but the stock price is an indication the market is still confused by Apple’s future. If the big play for Apple is China, there’s a good likelihood North America won’t see any leap frog advances for a few years.

I write about Brands all the time.  Samsung has a better product than they do a brand. The reality is the Samsung phone is a better product. It is faster, bigger, and has so many more features than the iPhone. 

Yesterday, I went into my Apple store to upgrade my Iphone 4S to a 5S.  And I asked the strange question:  “so, I’m a current iPhone user and Apple lover, and wondering what price discount that gets me”.  I guess I was using my opening line from when I last bought a car.  It seems like buying a car, so why not. Plus my Scottish blood makes me always eager to save a few bucks.  The guy in the blue shirt looked at me strangely and said “the price of the new iPhone 5S would be $299 with a two year plan.”  So I said, “so there’s no real benefit for me, being an owner of so many Apple products to staying with the Apple brand?”  And he got a bit huffy and said “other than owning a beautiful phone…no”. The guy got up and walked away on me, almost mad that I would even ask.  I felt snubbed.  I wasn’t really expecting a big discount or anything.  But nothing. Here I am in club. And I would get the same deal as a customer walking in off the street. I’m loyal to Apple, but is Apple loyal back to me?  Nope. 

And I smiled like that cult member who could now see a bit of freedom.

So, I went and bought a Samsung Galaxy Note 3.

The most Beloved Brands have to attack themselves before being attacked by competitors.  There’s a reason why Starbucks closed every store for one day to retrain their baristas.  They attacked themselves before competitors could.  And there’s a reason why Sony has lost market leadership in every category they play in.  Arrogance.  I’m afraid Apple’s arrogance has them blindly marching forward, feeling invincible knowing the passion of their cult will follow.  I’m only one customer.  No big deal. But once you’re done fulfilling all the orders of the laggards, then what?  The biggest point of being a beloved brand is to love the consumer.  

I guess like many relationships, I hit my breaking point.  And the guy in the blue shirt basically said “it’s not you, it’s me”.   Now, let me figure out how to send an email on my new phone.  

 

As Oscar Wilde said: “Never love anyone who treats you like you are ordinary”

To go deeper on the Apple, here’s an article  I wrote 18 months ago, outlining how Apple is not delivering on their brand promise:   Apple: What Goes Up, Might Come Down  Not much has changed since.  

 

How loved is your brand?

We believe a brand’s source of power is the emotional feelings it generates. With that power comes added profitability.

In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans. It’s this connection that helps drive power for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with. The farther along the curve, the more power for the brand. It’s important that you understand where your brand sits on the Love Curve and begin figuring out how to move it along towards becoming a Beloved Brand. With the power of connection, the brand can leverage that power into increased growth and profits. To read more, follow this presentation.

 

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How to match up the internal and external connections of your brand.

There are too many Brands where what gets said inside the corporate office is completely different than what gets said in the marketplace.  Moreover, there are brands who only view “messaging” as something Brand does in TV ads or through logos.  At its most simple state, if you say “simple” on TV ads, then consumers should experience simplicity right away, your R&D people better be looking into new simple technologies, your technical service department should speak in simple common language, your payment check out better be simple and everyone in your entire company should be working towards simple.  This is why Apple is such a great brand.  

It starts with the Big Idea of your Brand

I’ve always heard how Brand is the hub of the organization and everything should revolve around the Brand. While it makes sense, it’s just talk unless you are managing your business based on your brand’s Big Idea throughout every inch of your organization. Everyone connected to the brand, should fully understand the brand’s Big Idea. And when I say “everyone”, I’m talking about everyone in the entire organization, including Sales, Finance, Production, R&D, HR and Marketing, as well as everyone outside the organization that’s agencies or employees at your retailers.

The Brand’s Big Idea (some call it the Brand Essence) is the most concise and inspiring definition of the Brand. For Volvo, it’s “Safety”, while BMW might be “Performance” and Mercedes is “Luxury”. Volvo has stood for safety for almost 60 years, long before safety even registered with consumers. Here is the Tool I use to figure out a Brand’s Big Idea.  The model revolves around four quadrants that surround and yet help to define the Brand:

  1. Brand’s personality: human descriptors that express the brand’s style, tone and attitude.
  2. Products and Services: features, attributes, and functional characteristics that are embedded in what we sell.
  3. Internal Beacons: the internal views or purpose of the brand, why people believe their brand can win, what inspires, motivates and challenges.
  4. Consumer Views: honest assessment of how the consumer sees the brand, the good and bad.  

big ideaHow this tool works best with a team is that we normally brainstorm 3-4 words in each of the four quadrants and then try to form those words into a sentence for each quadrant. After all 4 quadrants are filled, we then looking collectively, we begin to frame the brand’s Big Idea with a phrase that embodies the entirety of the brand. As I facilitate sessions using this tool, it’s almost magical as we see the brand really come to life.

The Five Brand Connectors

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 consumers.

  1. The brand’s promise sets up the positioning, as you focus on a key target with one main benefit you offer.  Brands need to be better, different or cheaper. Or else not around for very long. ”Me-too” brands have a short window before being squeezed out. How relevant, simple and compelling the brand positioning is impacts the potential love for the brand.
  2. The most beloved brands create an experience that over-delivers the promise. How your culture and organization sets up can make or break that experience. Hiring the best people, creating service values that employees can deliver against and having processes that end service leakage. The culture attacks the brand’s weaknesses and fixes them before the competition can attack.  With a Beloved Brand, the culture and brand become one.
  3. Brands also make focused strategic choices that start with identifying where the brand is on the Brand Love Curve going from Indifferent to Like It to Love It and all the way to Beloved status. Marketing is not just activity, but rather focused activity–based on strategy with an ROI mindset. Where you are on the curve might help you make strategic and tactical choices such as media, innovation and service levels.
  4. The most beloved brands have a freshness of innovation, staying one-step ahead of the consumers.  The idea of the brand helps acting as an internal beacon to help frame the R&D.  Every new product has to back that idea.  At Apple, every new product must deliver simplicity and at Volvo, it must focus on safety.  
  5. Beloved brands can tell the brand story through great advertising in paid media, through earned media either in the mainstream press or through social media.  Beloved Brands use each of these media choices to connect with consumers and have a bit of magic to their work.

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Using the Brand’s Big Idea to Create a Brand Strategic Road Map

Having the brand road map on one page can help align everyone that works on a brand.   This is especially useful when managing a Branded House or Master Brand where there are various people in your organization that each run a small part of the brand.  The road map helps guide everyone and keep everyone aligned. Here’s the one I use that has all the key elements that help define the brand, at the center-point is the Big Idea and the 5 key connectors we talked about—promise, strategy, story, freshness and experience.

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Key Elements of the Brand Strategy Road Map

  • Brand Vision:   End in Mind Achievement.  What do you want the brand to become?  Think 10 years out: if you became this one thing, you would know that you are successful.  Ideally it is Qualitative (yet grounded in something) and quantitative (measurable) it should be motivating and enticing to get people focused.  
  • Purpose: Start with what’s in you:  Why do you exist?  Why do you wake up in the morning?   What’s your purpose or cause behind your brand?   Very personal and connects to your own story.  In the spirit of Simon Sinek:  “People don’t buy what you do, they buy why you do it”.
  • Brand Values How do you want your people to show up?   What type of service do you want?  How much emphasis on innovation?   What type of people do you want to hire?  What behavior should be rewarded and what behavior is offside.  Having the right Brand Values will help you answer these questions.   The Brand Values become an extension of what the Brand Leader wants the brand to stand for.
  • Goals: While the vision serves as a 10-year big goal, it’s also important to have annual goals to push and challenge everyone in the organization.  It’s a great way to ensure milestones on the pathway to the vision are being hit. Goals should be S.M.A.R.T. (specific, measurable, attainable, relevant and time-sensitive)
  • Strategies: These are potential choices you must make in HOW to get to the vision. Good strategy has focus, early win, leverage and a gateway to something even bigger. There are four main types of strategy: 1) consumer oriented 2) competitive oriented 3) operational and 4) financial. My recommendation is that Master Brands have 3-5 key strategies, but never more.  This forces you to focus.  
  • Tactics: Activities and executions that fit under the strategies. This could be advertising, media, sales, events, social media and professional influence.   I recommend focusing on 3 key tactical areas per strategy, continuing to make sure that you focus.  

The Big Idea helps Guide the Brand’s Management

 The Big Idea should help frame 

  • Brand Plan that drives the business for the upcoming year or the next 5 years 
  • Brand Positioning that connects to the consumer through marketing communications Slide1
  • Customer Value Proposition that links the consumer needs to the benefits of the brand 
  • Go-To-Market strategy that frames the distribution and the selling process 
  • Cultural Beacons that help define the brand internally through values, inspiration and challenge and finally 
  • Business Results, with each brand offering a unique way that it makes money.  

So if the brand’s Big Idea really works well to drive the organization, then if you are in finance at Volvo, you should be thinking about how to make safe cars cheaper, if you are in HR at Starbucks, you should be hiring people that deliver moments and if you are working at the Genius Bar at Apple, you have to make sure your language choices are simple and easy for every type of consumer to understand. Taking this even beyond the organization, if you are working at Dick’s sporting goods, you should know what makes Taylor Made such a great golf club. Everything should float down and throughout every inch of the organization from the brand’s Big Idea.

When you begin to blow this out one step further, you can start to see where everyone in your organization should align and understand how they can deliver the brand’s Big Idea.  Slide1

Telling the Brand’s Story Internally:

 

Use the Big Idea to set up the Culture through Brand Values

In managing your Brand’s Big Idea you must manage the Brand Story internally which helps creates the experience through the culture, innovation pathway, and service levels, and then manage the Brand Story externally establishing the brand’s positioning through advertising, logo/packaging and in-store.Slide1

Great Brand Leaders should be looking at the culture as an opportunity to win in the market place.  No matter how good your promise is, if your company is not set up to deliver that promise, everything comes crashing down.  The brand story told within the company is even more important than what you might tell the market through your advertising.

Managing organizational culture is very challenging.  The Big Idea should provide an internal beacon for all the People in the organization to follow and deliver the brand promise.  As you move along the Brand Love Curve from Indifferent to Like It to Love It and on to Beloved status, you need to make sure the culture keeps pace with where the brand is.

While the Big Idea can provide the internal beacon, it might not be enough to capture all the behaviors.  Brand Values should come from the Big Idea, and act as guideposts to ensure that the behavior of everyone in the organization is set to deliver upon the Brand’s promise.  How do you want your people to show up?   What type of service do you want?  How much emphasis on innovation?   What type of people do you want to hire?  What behavior should be rewarded and what behaviors are offside.  Having the right Brand Values will help you answer these questions. The Brand Values become an extension of what the Brand Leader wants the brand to stand for.


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A great example of Brand Values is the Virgin Group of Companies defines what each value is, but also what it shouldn’t be.  I love that Fun means enjoyment but not incompetent and Value means simple but not cheap.

Having values is one thing, but the other component of Culture is the right people leadership.  Use the values to help people deliver upon the right behaviors, skills and experiences.  Leaders must embody the Brand’s DNA and live by the values.  Employees will be watching the Leaders to ensure they are living up to the words on the wall. Leaders need to believe that by investing in their people, the business results will come.  Better people produce better work and that drives better results. Talent management means hiring the right people and providing the right training.   Too many companies are skimping on training and development, which is equivalent to cutting back on your Research and Development department.  

Every communication to employees, whether in a speech or memo, should touch upon the Brand Values, by highlighting great examples of when employees have delivered upon a Brand Value.  Leverage values, with inspirational touch points and processes to inspire and challenge them on achieving greatness.  The culture will only change when everyone makes the decision to make the change.  

Aligning brand with culture is essential for the long-term success of the brand. Brand Leaders should look to the overall Culture as an Asset to make your Brand Experience more powerful.  

 

Telling the Brand’s Story Externally:

 

Use the Big Idea connect with consumers of the Brand

Once you have your Brand’s Big Idea, it should inspire you to seek out a Creative Idea, from which everything should come from.  The best brands use a Master Brand anthemic spot to help tell the overall story of the Brand.  But even more so, the Creative Idea should help with any specific product spots around the Innovation you’re bringing to the market.

Taking that a step further, you can use it to begin crafting your media plan, by launching with the Anthemic Spot, and layering in your specific product messages.  As you look to continue to stay connected with your consumer, you should keep coming back to regular intervals of the Anthem spot.  Too many brands, who are failing, try to do both at the same time. They try to create a lofty “Brand Spot” with their agency and just as they start to like it, they ask “can we jam in some news about our new faster widget” message in the middle, or maybe even do a 5 second tag with it.   Slide1

As you look at the Creative Advertising you want to ensure you take the Big Idea into how the Advertising delivers the rand messaging. The best ads attract ATTENTION, tell the BRAND story, COMMUNICATE the main benefit of the brand and STICK over time.  Leveraging the BIG IDEA and matching up a CREATIVE IDEA, you should make sure it’s the CREATIVE IDEA that does the hard work to a) Earn the consumers’ ATTENTION  b) Draw and hold attention on the BRAND c) tells the brand story in a way that COMMUNICATES the benefit and s)  STICKS with the consumer and builds consistency of  brand experience over time.  It’s the ABC’s of Good Advertising.

Slide1Once you align everything to the Brand’s BIG IDEA, you’ll create a strong bond with your consumers.  That bond becomes a source of power for your brand, whether that power is with the very consumers who love your brand, versus retailers, suppliers, competitors, influencers, employees or even versus the media.  

Once you’re able to generate power for your brand, you can then turn that into profit, whether driving price, cost control, market share or increasing the market size.

 Use your Brand’s Big Idea to Align internal and external dimensions of your Brand

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Do you want to be an amazing Brand Leader? We can help you.

Read more on how to utilize our Brand Leadership Learning Center where you will receive training in all aspects of marketing whether that’s strategic thinking, brand plans, creative briefs, brand positioning, analytical skills or how to judge advertising. We can customize a program that is right for you or your team. We can work in person, over the phone or through Skype. Ask us how we can help you.

 

*first exposed to the Big Idea and DNA concept at Level5 

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The 10 Reasons Brand Managers get fired


facebook adThere’s been a lot of great Assistant Brand Managers who get promoted and then are fired 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’s how they speak in the hallways or answer questions in a plans meeting. We think Charisma is a great starting ground for a leader, so hopefully they can learn to be analytical, strategic, creative and organized. Hopefully that Charismatic leader can get stuff done, stay on track, hand in their budgets on time, know how to turn a brand around, can 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.

I don’t want to see anyone get fired, so use this list to avoid it. I’ve provided advice for each reason, hopefully helping you to discuss it pro-actively.

Top 10 Reasons why Brand Managers get fired:

  1. Struggle to Make Decisions: When these Brand Managers were 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) love them. But then get them into the Brand Manager seat and they freeze. They 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. For you to succeed, you have to work better on your decision-making process. You have to find methods for narrowing down the decisions. When you’re new to decisions, take the time to map out your thinking whether it’s pros and cons or a decision tree. It will eventually get faster for you and train your mind to make decisions.
  2. Not Analytical Enough: Those that can’t do the deep dive analytical thinking. They might have great instincts, but they only scratch the surface on the analytics, and it eventually catches them when they make a poor decision and they can’t explain why they went against the obvious data points. The real reason is they never saw those data points. When a senior leader questions you, 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. 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. 
  3. Can’t Get Along: Conflicts, teamwork issues, communication. These Brand Managers struggle with sales colleagues or the subject matter experts (SME’s). 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 people 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”. 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. 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. 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’s 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 we realized they aren’t teaching their ABM anything. And they became the Manager that none of the ABMs wanted to work for because you never learn anything. But as we keep watching great ABMs crashing and burning while under them, we start to wonder “you are really smart, but can you actually manage people?”. 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 when there are potential problems. They leave their manager in the dark and the information comes their manager from someone else. They confuse partners because they don’t keep them aware of what’s going on. You have to become a better communicator. Make it a habit that as soon as you know something, your boss does 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–so cover your bases. 
  8. Never Follow Their Instincts: 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”. 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 those instincts and bring them out on the table.
  9. Can’t Think Strategically or Write Strategically: As you move up to Brand Manager, we expect you to be able to think conceptually, strategically and in an organized fashion. We also expect that to come through in your writing–whether that’s your Annual Brand Plan, monthly share report or just an email that you send. Be organized in your thinking–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, I would find a quiet time to answer five key questions that would help me stay aware: 1) Where are we? 2) Why are we here? 3) Where could we be? 4) How can we get there? and 5) What do we have to do to get started? In an odd way, the more planning you do, the more agile you’ll be, because you’ll know when it’s ok to “go off plan” 
  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. My advice to you is to 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 tough assignments.

But 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.

To read a presentation on careers:

 

Articles on the Four Levels of Marketing

  • Assistant Brand Manager: It’s about doing; analyzing and sending signals you have leadership skills for the future. It’s not an easy job and only 50% get promoted to Brand Manager. To read a story on how to be successful as an ABM, click on the following hyper link: How to be a successful ABM
  • Brand Manager: It becomes about ownership and strategic thinking within your brand plan. Most Brand Managers are honestly a disaster with their first direct report, and get better around the fifth report. The good ones let the ABM do their job; the bad ones jump in too much, frustrated and impatient rather than acting as a teacher. To read about being a successful Brand Manager, read: How to be a successful Brand Manager
  • Marketing Director: It’s more about managing and leading than it does about thinking and doing. Your role is to set the standard and then hold everyone to that standard. To be great, you need to motivate the greatness from your team and let your best players to do their absolute best. Let your best people shine, grow and push you. Follow this hyper link to read more: How to be a successful Marketing Director
  • VP Marketing or CMO: It’s about leadership, vision and getting the most from people. If you are good at it, you won’t need to do any marketing, other than challenging and guiding your people to do their best work. You have to deliver the results, and very few figure out the equation that the better the people means the better the work and in the end the better the results. Invest in training as a way to motivate your team and keep them engaged. Use teaching moments to share your wisdom. Read the following article for how to be a success: How to be a Successful VP of Marketing

 

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P&G has become really good at Emotional Advertising

6mkd49.pngIn my generation, it was usually pretty easy to spot a P&G marketer. They are the type that has “the” answer. The “P&G way” used to be: find something (almost anything) that you’re better at than your competitor and then make the most of it, by showing a side-by-side demonstration, naming the “next leading brand” and quite possibly add some blue liquid to the TV ad.  P&G managed to exploit this execution through most of the 1970s and 1980s.  Don’t get me wrong: I’ve always respected P&G for what it is. They did a good job for decades using that same trusted formula.  They just stuck to the same formula a bit too long, and it caught up to them by the mid-to-late 1990s.

 

Here’s a great example of the classic 1970s P&G advertising looked like, including the famous blue liquid.

 

But by 2000, the P&G formula seemed worn out they suddenly appeared to hit a brick wall. Growth dried up, several key brands lost their leadership of the market to rivals, and new product launches proved disappointing or even to be downright failures. Competitor products had caught up, and in some cases surpassed them. Colgate was beating Crest, Listerine was beating Scope, Finish was beating Cascade, Dove was beating Ivory and others were catching up or passing the trusted P&G brands., the stock price fell dramatically from $120 to $85 almost over night. A consumer driven brand mainly has 3 weapons: 1) new products 2) communication and 3) go-to-market execution through retailers. P&G stepped up on innovation and even acquisition to bolster the product roster.  And they have made a dramatic change in how they communicate with their consumers,. They also found that the same Advertising formula wasn’t working anymore.

Strategically, brands really have four choices:  

  • Better
  • Different
  • Cheaper
  • Not around for very long

But in the current crowded Consumer Packaged Goods (CPG) world, “Better” has become increasingly difficult. Every category is so cluttered, everyone has copied every non-patented product feature, claims are getting even harder to gain separation from competitors.  We are into the world of incremental-ization of fast acting tabs, quick dissolving strips or ultra powders.  Yawn. More and more, what is winning is different.  The brand that taught all of the CPG marketers a vital lesson is Dove, with “real beauty” demonstrating that different is a powerful way to connect.  

At the base of P&G’s communication is the strategic shift from always being “better” to now being “different”. Instead of looking at unique feature differences to build the benefits around, P&G is now looking at unique consumer insights that will help them connect with consumers. The ads have shifted from pure product demos to finding moments within the consumer’s life. Also, P&G has a new respect for the power of Advertising–even sending people to the Cannes awards.  Yes, Unilever has been doing this type of work across their brands for decades now, with the most inspiring CPG brand being the work on Dove.  

 

Here’s a few P&G spots that have really captured the emotional marketing.

I thought P&G did a very nice job at the 2012 Olympics, the one sponsor that seemed to jump out. “Thank You Moms” showed everything that moms did for their athletes, and just as Mom is an enabler, so is P&G to the Moms. I’m sure quite a few moms were shedding a few tears over this one.

 

 

The second P&G ad spoke to the idea that “they’ll always be kids” and it showed the athletes depicted as little children.

 

 

With Old Spice, it was a dead brand.  It was so old that P&G had liberty to completely re-invent the brand.  And this campaign just jumped off the screen a few years ago.  (it’s a bit worn out now)

 

To me the symbolic P&G unemotional brands that P&G has is Tide and if you watch this Ad for “stay at home dads” you would never know it’s a cold brand.

Some good lessons for other brands to learn.

  • Focus on different where you can’t win on better.
  • Instead of product features, move to consumer insights
  • Story telling and Moments connect more with your consumers than claims and demos.  

You’re doing a Great job P&G connecting with consumers. Now it’s time for your competitors to catch up.  

Here’s an article that goes a little deeper on the ABC’S: How to Judge Advertising Copy: Approve the Good. Reject the Bad.

To see a training presentation on Get Better Advertising:

 

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This is the Idiot Curve!!!

In every job I’ve ever been in, no matter what level, or what company, I rode the IDIOT CURVE.  The idiot curve lasts about 90 days, coincidental to what most companies call probation period.  The basic rule of the Idiot Curve is: You get dumber before you get smarter. 

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During the idiot curve, the first thing to go is your instincts. Your brain is only so big, that all the new facts you learn, that when pressed, you reach for one of these new facts instead of using your instincts.  The second thing to go is your ability to make decisions.  New jobs are always stressful–trying to impress your boss, trying to maintain composure with ambiguity, and trying to deliver when you aren’t sure how to do that yet.  Most of us think that stress impacts execution first.  But really it impacts decision-making–you might find yourself frozen like a dear in the headlights or you might make choices you think you are supposed to make instead of  taking the time to think things through.  The third thing to go is your natural strengths. Everyone has natural strengths and natural weaknesses. But in these early days, you spend too much time, covering up the weaknesses, that you don’t allow your strengths to fully show.  

The Idiot Curve keeps showing up whether you’re a new ABM, Brand Manager, Director or a VP.  The challenge for your is to learn as much as you can, and ensure your curve only lasts 90 days.  

New Assistant Brand Manager:

When you first land an Assistant Brand Manager (ABM) job in marketing, 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 Assistant Brand Managers doing the things you are struggling with, it’s even more intimidating.  But the idiot curve is inevitable. No matter how smart you are, how much you try to fight the idiot curve, it’s there.  It shows up differently for each person.  So my advice is instead of trying to fight it, I recommend you just ride the curve.  In the end, the ABM job is a stepping stone to Brand Manager. Many painful days, with constant bumps and bruises as you learn and as you strive for getting promoted.  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.    A great ABM is able to tell stories, where others just see data.  The great ones take action and moves before being asked. Even in a busy job as a do-er, the best ABMs find a way to put their strategic thoughts forward.  A great ABM is accountable in the ownership of their work–they have to be, because the Brand Manager has to be an owner and if we can’t see you own your work, how can we see you own your brand.  

New Brand Manager:

In the first few months as a Brand Manager, they keep doing the ABM role because that’s what they know and what they are comfortable doing. They keep recommending and acting small rather than start deciding and stepping up to the leadership role.  If they have a direct report, they will frustrate the hell out of their ABM by doing the stuff the ABM should do. Don’t tell your ABM this dirty secret, but most managers suck at their first five direct reports.  Now don’t use this as excuse, but the only way you’ll be good at #6 is if you learn from the first five.  I remember a new Brand Manager telling me this his role was to get his ABM promoted, and he would do everything to make sure that happens.  I said “what if your ABM can’t do the job, and we have to let them go?”  Yes, it’s honorable to do that, but not always realistic.  Once you start to show ownership, you’ll be able to get out of the idiot curve. You Run the Brand, Don’t Let the Brand Run You: Be thoroughly organized, well planned and know the pulse of your business.  In an odd way, the more planning you do, the more agile you’ll be, because you’ll know when it’s ok to “go off plan”Stay in Control:  Hit the Deadlines, don’t give the appearance that you’re not in control. Know Your Business and don’t get caught off-guard.  Make sure you are asking the questions and carrying forward the knowledge.  What separates many Brand Managers is the inability and even refusal of some Brand Managers to actually rely on their instincts, instead of just the textbook answer.   It’s not easy to sit there without the answer, but sometimes if you just wait a bit longer and keep pushing for an even better answer, it will come to you.  My challenge to you: Revel in ambiguity. Enjoy the uncertainty and find the answers to the unknown.  A great BM takes ownership of the brand.  The best ones provide the vision and the strategies to match up to that vision. The great BMs learn how to be a people manager and they spend the effort to make their ABM as good as can be.  The best Brand Managers learn to show composure in the face of pressure–the pressure to deliver results, hit deadlines, face ambiguity and build relationships.    

New Director

At the Director role, just like they had a hard time they continue to be the Brand Manager. They get nervous where they shouldn’t, whether it’s with senior people in other functions or even within marketing. They prefer to keep doing, and in those moment there is nothing “to do”, they walk around and start doing other people’s jobs.  But this is the first role where being a leader is more important than being a do-er.  Ensure a policy of open communication with no surprises:  Make sure you keep your team informed and involved.  Keep senior management informed. You are the champion of the team.  The best ideas are those that erupt out from the brand team–not from a top down perspective.  All the best work I was part of, met a large degree of resistance.  You have to expect this and work through it. It will now be your role to make sure the great ideas happen, and that no one beyond you sees the bad ideas. Once you get past the first 90 days, you have to begin focusing on creating a consistency for your team.  You are the leader and they have to understand you. You have to hold them to a consistent hight standard of work. You need to be consistent in how you think.  You need to be consistent and even predictable in how you show up to your people.  No mood swings.  No changing your mind constantly, which just creates spin.  You need to be the decision maker on stuff, or nothing gets done.  At this level, you need to show up consistently to the sales team so they can rely on you as a partner.

New VP

First time at the executive level is difficult. At the VP level,the first few months are lonely as you no longer have peers you can bounce ideas off. Your former peers will treat you differently, almost at arms lengths.  Some may even be mad you got the job.  But most, now assume their career rests in your hands, and they will treat you as the boss. They aren’t your friends anymore.  Sorry.  Your new peers assume you can do the job, and they don`t want to hear your problems.  I remember being a new VP, and having a “people issue” on my team, and I was sitting with my sales peer.  I thought this was a great bonding opportunity to ask for help and advice from my new peer.  He said “we all have problems, good luck on that one”.   While your people run the brands and the execution, you should run the P&L and essentially run all the marketing processes.  I do have a believe that if you focus on the People and the Results will come.  You should be spending 50% of your time on people.  The counter to this believe is bad people will hold you back.  You can’t do their job, nor compensate for their weaknesses.  You either make them better or move them out.  You don’t do anything anymore. At all.  Let your people do it, let them own it and let them shine.  Not only do you not do anything, you also don’t really know anything.  You should be the dumbest person in every meeting–well, the least knowledgeable.  Not knowing the details is actually a power–because you can use your instincts more.  And instead of having your head filled with great ANSWERS, it should be filled with great QUESTIONS,  If you think you are a powerful leader because you dictate every move on the team, just wait till you shift towards the power that comes from asking questions.  

Tips to make the Idiot curve a little easier  

  1. Say “I’m new” A LOT!!!!   And let your guard down and say “I have never done this before, so if you could help me out that would be great” to as many people as you can.  It’s my experience that people are willing to help those who let their guard down a little.  Just not the same person every day, or that one person will think you are the biggest idiot ever.  In other words, spread out your stupidity with a little for everyone around you.  
  2. Respect subject matter experts.  The oddest thing about marketing is you have to get people with way more knowledge and experience to follow you.  Not an easy balance.  But realize, they see so many marketers come and go.  Marketers don’t really do anything, but they do get to make decisions on almost everything.  When a marketer tells a subject matter expert what to do, they weaken themselves.  Be realistic:  you don’t know any thing and yet you just ignored the one person that does.  Ask them what you should do.  It doesn’t take away your decision-making power.  They’ll be more motivated to help you.  
  3. Keep reaching for your instincts.  Take your time.  Even take a breath.  Think back to what you would say if you were thinking clearly, free from all that new information that is cluttering your brain. Listen to your inner thoughts, they are in there.   Too many times people fail because “they went along with it even though they didn’t like it”.  The problem is that sometimes your instincts are hidden away.  You get confused, you feel the pressure to get things done and you’ve got everyone telling you to go for it.  You get scared because you’re worried about getting promoted and want to do the ‘right thing’.  But your gut is telling you it’s just not right.  My rule is simple:  if you don’t love the work, how do you expect the consumer to love your brand.  The worst type of marketer is someone who says “I never liked the brief” or “I never liked the ad”.  If you blame your agency or team after the fact, I have a word for people like you:  “useless”.
  4. Questions are a source of power.  When you’re new to marketing, ask “how do i do this?”.  When you’re a Leader, ask your experts “what do you think we should do?”   And at the executive level, steer the team by being the one that challenges with well thought strategic questions that make your team think, push for their instincts and make good decisions.  
  5. Make sure your idiot curve ONLY lasts 90 days.  The more you push yourself to learn as much as you can in that short 90 day window, allows you to be able to do the job at the end of the 90 days.  As you look at the curve again, you have to be as smart at day 90 as you were at day 1. If you are three years into a job and saying “how do i do this?”, it won’t be pretty.  Trust me, I’ve managed some, worked along side others and even worked for a few whose idiot curve seemed to last for years. Eventually, it caught up to them.  

 

 Don’t fight the Idiot Curve. We all face it. Ride it. Learn from it. And go beyond It.  

To read a presentation on careers:

Articles on the Four Levels of Marketing
  • Assistant Brand Manager:  It’s about doing; analyzing and sending signals you have leadership skills for the future.  It’s not an easy job and only 50% get promoted to Brand Manager.  To read a story on how to be successful as an ABM, click on the following hyper link:  How to be a Successful ABM and get Promoted
  • Brand Manager:  It becomes about ownership and strategic thinking within your brand plan.  Most Brand Managers are honestly a disaster with their first direct report, and get better around the fifth report.  The good ones let the ABM do their job; the bad ones jump in too much, frustrated and impatient rather than acting as a teacher.  To read about being a successful Brand Manager, read:  How to be a Successful Brand Manager
  • Marketing Director:  It’s more about managing and leading than it does about thinking and doing.  Your role is to set the standard and then hold everyone to that standard.  To be great, you need to motivate the greatness from your team and let your best players to do their absolute best.  Let your best people shine, grow and push you.  Follow this hyper link to read more:   How to be a Successful Marketing Director
  • VP Marketing or CMO:  It’s about leadership, vision and getting the most from people.  If you are good at it, you won’t need to do any marketing, other than challenging and guiding your people to do their best work. You have to deliver the results, and very few figure out the equation that the better the people means the better the work and in the end the better the results. Invest in training as a way to motivate your team and keep them engaged.  Use teaching moments to share your wisdom. Read the following article for how to be a success:  How to be a Successful VP of Marketing
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