Why do Marketers fail?

The best marketers take ownership of the brand, provide a clear vision and set of strategies, know what they want, then goes and gets what they want, can handle the pressure of Marketing and spend the effort to make their Assistant Brand Manager as good as can be. So why do marketers fail?

Here are the real ten reasons why marketers fail:Why Marketers Fail

  1. You fail to make decisions. Stop bundling everything together, do too many things, and you never prioritize. Action over brains never works for long.
  2. Unable to translate data into analytical stories. You need to learn to turn data into issues, then strategies for approval, then action.
  3. Can’t get along with Sales, Agency or subject matter experts around you. They will talk openly about you, and destroy you.
  4. Struggle to deal with ambiguity. Seek clarity at the wrong moment for the sake of comfort. As a result, you opt for the safe/comfortable/easy option, rather than dig in to find the right answer. Marketers will miss answers by being stiff.
  5. You fall for tactics off strategy. When you are mesmerized by shiny tactical toys, it is like taking a holiday from the pursuit of your brand vision.
  6. Bad people Manager. Can’t delegate, selfish, nasty, untrusting, fearful of giving feedback. The best people won’t want to work for you.
  7. Poor communicators, with the boss, or partners. Dealing with you is frustrating. Being a poor communicator creates a lack of trust.
  8. Never follow your instincts. Don’t be the doubter,  who constantly second-guess themselves. It ends up with constant spin/re-think. Slow at moving work through.
  9. You can’t write or present strategically. The reality is that smart thinking must be sold in for approval. Learn to write with a strategic mind. Learn to present your plans whether it is in the front of a room or 1-on-1 over a sheet of paper.
  10. You settle for OK, rather than push for great. Boring work will fail to break through. OK becomes contagious. If you don’t love your work, how do you ever expect your consumer to love your brand?

Five success factors for Brand Managers

1. Ownership

A great Brand Manager takes ownership of the brand. Many marketers struggle with the transition from being the helper to now being the owner. As you move into the job, you have to get away the idea that someone will hand you a project list. Not only will you make the project list, but you should also come up with the strategies that set up the need for the projects.

The best Brand Managers speak with a telling voice, rather than an asking voice. It is great to be asking questions as feelers, but you must realize that most people on the team will be looking to you for the decisions. Your people want to be heard and have their expertise recognized. They recommend, and you decide. Even when managing upwards be careful you do not ask what you should do. A great boss will want you to tell them what you want to do, and let the debate begin from there. 

2. Strategic direction

A great Brand Manager provides a clear vision and set of strategies. You should create a vision for the brand, to serve as a rallying cry for your team. Let everyone know where you want to go. The strategic choices and your brand’s execution should match up with your vision. As the brand owner, you become the steward of the strategy. You should reject everything that does not line up with your vision. Learn to think in terms of strategic pillars, to steer, control, inspire and manage the various functions and Agencies who support your brand. You have to be the one to drive a consistent delivery on your brand, despite having a wide-ranging collection of people behind the brand.

3. Working the system

A great Brand Manager knows what they want, then goes and gets what they want. Organizations are filled with functional groups, layers, external agencies, with everyone carrying a different set of goals and motivations. To an outsider, every organization appears to be a collective mess. The best Brand Managers can see much clearer. They can quickly understand and appreciate the motivations of various key stakeholders, and use that knowledge to work the system. Your greatness comes from the greatness of the subject matter experts who work on your brand. You must get them to give you their best. Tap into their motivations, to ask for their best work. One secret that took me many years to figure out; if you want someone’s best work, sometimes it is as simple as asking for their best work. The reason it works is very few Brand Managers ask. 

4. Dealing with Pressure

A great Brand Manager can handle the pressure of Marketing, including ambiguity, the push for results, dealing with relationships and managing their time. If you can manage these four pressure points effectively, then you can even begin to use them against each other.

First of all, the unknown of ambiguity and the time pressure of deadlines can work against each other. However, the best Brand Managers figure out how to work them to our advantage, as they evoke the right balance of patience with ambiguity and persistence in getting things done. At every level, there is time pressure. Be organized, disciplined and work the system, so it does not get in your way.

If you are fully aware of the timelines, better than others on your team, you can use time pressure against your people to push for better work. I have found many subject matter experts, especially creative people, will choose the best path when pushed with time pressure.

For example, with creative advertising, I have pushed right up against a known timeline, and asked, “We do not see good enough ideas yet. What else do you have?” More often than not, the next answers are their best. If you wait too long, you might miss an opportunity. However, if you move too quickly, you can choose a suboptimal path. How long are you able to deal with an unknown variable on your brand, without losing your composure? Stay relaxed. The consequence of not remaining composed is it creates a scared and stressed-out team, who might make poor decisions that lead to poor results. It is a dangerous game. But, when played well, you can get the best from your team.

Another significant pressure for Marketers is when positive results do not come in. It can be frustrating but is a reality we face. Force yourself to course correct, re-examine the underlying issues, and regroup with your team to look at other options, rather than continuing to repeat and repeat and repeat.

There is pressure in relationships that many Marketers feel, but are not able to fix. I recommend you should be pro-active in making the first move to build a relationship. Try to figure out the motivations and frustration points in those you work with before they become a problem. You have to know where someone stands before you can figure out where you can move them. Common ground is usually not that far away.

5. Managing others

A great Brand Manager spends the effort to make their Assistant Brand Manager as good as can be. Most Brand Managers struggle with their first five direct reports. The key is to keep self-evaluating and looking for ways to improve with each direct report. It can be a struggle to shift from “do-er” to coach. It is always tempting to think you can do something faster, so you may as well do it. The problem is you just become the “super ABM.” Many Brand Managers fail to share the spotlight, so it becomes hard for you to showcase your Assistant Brand Manager.

But, you must believe the work of your Assistant Brand Manager will reflect positively on how good of a manager you are. Assistant Brand Managers need feedback—both the good and bad—to improve. I see too many Brand Managers not giving enough feedback. And, so many afraid of “going negative” so the ABM is left in the dark or left believing they are doing a good job.

Great Brand Managers take the time to teach up front, give the ABM some room to try it out and then provide hands-on feedback in real time. Use weekly meetings to give both positive feedback and address gaps. And, I believe Brand Managers should do quarterly performance reviews with their ABMs. At that level, an annual review is just not enough. They will learn faster with more feedback.

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Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Graham Robertson Profile

 

 

 

 

The 10 steps of the creative advertising process

Brand leaders must be able to inspire, challenge, question, direct and decide, throughout the creative advertising process. If you knew that being a better advertising client would result in better work, would you do it? As we engage experts, the respect we show can either inspire greatness or crush their creative spirit. Being better at all elements of marketing is something you can learn through a combination of marketing training and on-the-job experience.

Here are the ten steps you need for managing the creative process: 

Creative advertising process

1. Strategy pre-work

The brand positioning and brand plan homework make it easier to write a great creative brief. Go deep on finding the consumer insights and consumer enemy, understand the brand positioning, and brand idea. In your brand plan, make sure you write a tightly focused brand communications plan. Only after you have done your homework should you take a pen to the creative brief.

2. Focused creative brief

Sit with your agency and turn your homework into a creative brief. Debate every point. Keep it focused. Think of the brief like creating a strategic box the ad must play within. The brief must have one objective, a tightly defined target market with rich consumer insights, one crystal clear desired consumer response of whether you want consumers to see, think, feel or do, and one main message you know will motivate the consumer target to respond positively. For added confidence, lay out your brand positioning into a brand concept you can test and validate with consumers.

3. Creative expectations

Just after signing off on the brief, request an informal meeting with the creative team to help convey your vision, passion, strategy, and needs. An informal meeting is your first chance to inspire the team and begin the push for great work. It always surprises me that the first time most marketers meet their creative team is at the first creative meeting, which is usually three weeks after the creative team has started to work on your brand. That is crazy. It seems like an old-school way for the account team to control both the client and creative team, keeping them at arm’s length. I believe the best advertising comes from a highly personal relationship with your creative team.

4. Tissue session

When you have an entirely new campaign or you’re working on a high-risk campaign, you should ask to hold an informal tissue session where the creative team presents roughed out conceptual ideas, usually with hand-drawn visuals, with a simple headline and description of a story. This meeting is an excellent chance to get your hands dirty, understand where the team wants to go, either encouraging them to further explore some ideas or talk about how some ideas might not fit. You get to see behind the creative curtain. Do not abuse this privilege by adding your own ideas to the mix. Focus on big ideas and use the meeting to inspire and push for better.

5. Creative meeting

How you show up at the first creative meeting is crucial to the entire project. You are now on the “hot seat,” and you should feel the pressure. You are being judged as much as you think you are there to judge the work. Think of the first creative meeting like a first date. I have seen the relationship fizzle within seconds. Be on your best behavior. Stay positive and focus on big-picture decisions. Give direction and make decisions. Stop thinking that your job is to fix or change the ads you see. Do not get too wrapped up in small details, as there remains plenty of time to keep working on those details. Use your feedback to inspire the team.

6. Feedback memo

Work it out with the agency ahead of time that you will give a feedback memo 48 hours after the creative meeting. This memo is your chance to gather your thoughts, balancing your creative instincts with your strategic thinking. The memo should clarify details you did not have a chance to talk about in the creative meeting. Where you are stuck, frame it as a problem, but avoid giving your specific solutions. Use the memo as a chance to create a new box for the creative team, an evolution from the box you created with the creative brief. Give them your problems, not your solutions.

7. Advertising testing

The use of ad testing depends on timing, budget, or degree of risk. Where you have a new major campaign, test the ideas you feel have the best chance to express your brand positioning, communicate the main benefit, break through the clutter, and motivate consumers to purchase. You can use qualitative focus group feedback to help confirm your instincts, or quantitative testing to replicate and predict how it may do in the market. I am a big believer that you should only use ad testing to confirm your pick, never to make your decision. Choose in your mind, what you think is the best ad. In case the results are close, go with your gut and select the one you chose before the test.

8. Gain approval

It is essential to keep your boss aware at every stage. Use your first meeting with your boss to state your vision for the project. Through each update meeting, keep your boss aligned with every decision. However, you always need to sell-in the ad! With every great ad I ever made, there were many resistors. However, with every possible bad ad on the table, I seemed to be the only resistor, who was trying not to make it. Own your vision, own your favorite ad, and find a way to make it happen.

9. Production

The production process can be a very complicated element of the project. Remember, you have zero expertise in any production area. Do not even pretend you do. Your main role is to deliver as close to the original script that was approved while managing the tone to ensure it fits your brand. During the shoot, try to get more options than you need, just in case, as it may look different in the final edit room.

10. Post-production

As you move to the post-production stage, you become even less of an expert. Many clients decide to stay close to their agency account person. I believe you should talk directly with every expert (editors) you work with. A personal approach will enable you to get the most out of each of the experts. Your greatness happens through their greatness.

The biggest challenge for most brand leaders is to stay focused on your overall vision at every stage, and then inspire and challenge to move towards that vision.

 

At Beloved Brands, we run workshops to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To see a WORKSHOP ON MARKETING EXECUTION, click on the Powerpoint presentation below:

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Graham Robertson Profile

 

How to use the five elements of smart strategic thinking on your brand

Everyone says they are a strategic thinker, yet few are. Early in my career, I confess that I was more of an instinctual marketer. To be a strategic thinker, we need to learn to slow down and organize our thoughts. You need to a set a vision, invest your limited resources against an identified opportunity. And, then you need to create a market impact that can be leveraged into a performance result.

Strategic Thinking

1. Set a vision of what you want for your brand

A vision sets aspirational stretch goals for the future, linked to a clear result or purpose. Write a vision statement in a way that scares you a little and excites you a lot. It should steer everyone who works on the brand to focus on finding ways to create a bond with your consumers. This will lead to power and profit beyond what the product alone could achieve. As Yogi Berra famously said, “If you do not know where you are going, how will you know if you get there?”

To be a visionary, you must be able to visualize the future. Imagine it is five or 10 years from now and you wake up in the most fantastic mood. Visualize a perfect future and write down the most critical milestones you need to achieve. Even think about words that will inspire, lead and steer your team towards your vision.

As strategic thinking starts with asking questions, a smart strategy must ask interruptive questions that frame the issues in terms of what you want to achieve. By raising those issues early on, you can focus the team on the significant problems that need to be solved to get you on the path to your vision.

2. Invest resources in a strategic program

Think through the options of where you should invest to move your brand into a more powerful and profitable position. The programs you choose should solidify the brand’s core strength, build a brand idea that tightens the consumer bond, battle competitors on positioning, or address the situational challenges and opportunities.

3. Focus on an identified opportunity

Focus your limited resources on a distinct opportunity you have identified based on a potential change in the market, including changes to consumers, competitive situation, technology or sales channels.

In today’s data-driven world, everyone has access to the equivalent information and in turn, can see the same opportunities. You must use speed to seize the opportunity before others can take action, and then that opportunity is gone.

The best brand leaders never divide and conquer. They force themselves to focus and win. The smartest brand leaders use the word “or” more often than they use the word “and.” If you come to a decision point, and you try to rationalize doing a little of both, you are not strategic. Force yourself to make choices.

Many marketers struggle to focus.

Myth 1: The most prominent myth of marketing is to believe that your brand will get bigger if you have a broader target market. 


Reality: Too many marketers target anyone. I will always argue it is better to be loved by a few than tolerated by many. You have to create a tight bond with a core base of brand fans, and then use that fan support to expand your following.

Myth 2: The second myth to becoming a more prominent brand is to believe a brand stands for everything. Some brands try to say everything possible with the hope the consumer hears anything.

Reality: Hope is never a strategy. To be loved by consumers, a brand must stand for something with a backbone and conviction. Trying to be everything to anyone just ends up becoming nothing to everyone.

Myth 3: Your brand will be bigger if you try to be everywhere, whether in every sales channel or on every possible media option.

Reality: If you went to Las Vegas and put a chip on every square, you would be bankrupt before midnight. The worst marketers lack focus because they fear missing out on someone or something. By trying to be everywhere, the brand will drain itself and eventually end up being nowhere.

Limited resourcesStrategic Thinking

Every brand has limited resources, whether they’re financial, time, people, or partnerships. Marketers always face the temptation of an unlimited array of choices. Focus the possible target market, brand messages, strategies, or tactics. The smartest brand leaders limit their choices to match up to their limited resources, to focus on those that will deliver the highest return.

When you focus, five amazing things happen to your brand:

  1. Stronger return on investment (ROI): When you focus your dollars on the distinct breakthrough point or against a program that you know will work, you will see the most positive and efficient response in the marketplace.
  2. Better return on effort (ROE): You must make the most efficient use of your limited people and resources. Find the Big Easy! Focus on the ideas with the most significant impact that is the easiest to execute. Avoid those ideas that are small and difficult to implement. While you may not always have the data to calculate your ROI, you should have the instincts to figure out your ROE.
  3. Stronger reputation: When you limit your audience and brand message, you will have a better chance to own that reputation among that core target audience.
  4. More competitive: When you focus your message to a specific target audience, your brand will start to create a space in the market you can defend against others from entering that space.
  5. More investment behind the brand: When you focus and deliver business results, your management team will ask you to do that again. They will give you more money and more people resources. Even with increased resources, you must take the same focused approach.

4. Leverage the breakthrough market impact

A smart strategy turns an early breakthrough win into a shift in momentum, positional power or tipping point where you begin to achieve more in the marketplace than the resources you put in.

Many underestimate the need for an early win. I see this as a crucial breakthrough point where you start to look at a small shift in momentum towards your vision. While there will always be doubters to every strategy, the results of the early win provide compelling proof to show everyone the plan will work. You can change the minds of the doubters—or at least keep them quiet—so everyone can stay focused on the breakthrough point.

The magic of strategy happens through leverage, where you can use the early win as an opening or a tipping point where you start to see a transformational power that allows you to make an impact and achieve results in the marketplace. A smart strategy should trigger the consumer to move along the bug journey from awareness to buy and onto loyalty, or it can help tighten the consumer’s bond with the brand.

Strategic Thinking

5. Performance result that pays back

The shift in positional power in the marketplace moves your brand toward your vision and creates a future pathway to building a consumer bond, brand power, and brand profitability.

A brand can become powerful compared to the consumers they serve, the competitors they battle, the channels they sell through, the suppliers who make the products or ingredients, the influencers in the market, any media choices and the employees who work for the brand. We explored these eight sources of power in the opening chapter.

You can drive profit through premium pricing, trading consumers up on price, finding a lower cost of goods, using lower sales and marketing costs, stealing competitive users, getting loyal users to use more, entering new markets or finding new uses for the brand. We explored these eight ways a brand can add to their profitability in the opening chapter.

For a strategy to work, what pays off in the marketplace must pay off in brand power or business results.

Strategic Thinking

 

At Beloved Brands, we run workshops to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To see a Workshop on Strategic Thinking, click on the Powerpoint presentation below:

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Graham Robertson Profile

Best Super Bowl ads of 2018, based on whether I would spent the money

Best super bowl AdsHere are the Best Super Bowl Ads. As a former client side Brand Leader, I only ever judge an Ad based on whether I would have spent the money to make it. Super Bowl Ads are high-profile, and a big financial investment. While none of this year’s Ads will make my All time Top 10 list, there were a handful I would have invested in.

 

Is the Super Bowl a good media choice for your brand?

When it comes to your media, your strategy should determine how much you can invest. Have you discovered a new brand message that you know will motivate consumers to buy your brand? Have you Identified change in the consumer needs, motivations or behaviors that will benefit your brand.Has there been a shift in the competitive dynamic, with an opportunity to make gains or a necessity to defend? Are you continuing to fuel brand growth, with a window to drive brand profits? Is there a new distribution channel you can use to move consumers through, before competitors do? Have you launched a breakthrough product innovation that offers a competitive advantage to your brand? While the Super Bowl is a huge investment, if done right, it can actually be a more efficient brand spend than paying for a 30-second spot on Big Bang Theory on your average Tuesday. It all depends on the creative. During a Super Bowl game, we tend to see some of the best…..and my god, some of the worst Ads of all time.

 

Does your Ad have branded breakthrough and a motivating message?

The Brand Leaders who are good at advertising can get great Ads on the air, and keep bad Ads off the air. You need to make decisions to find the sweet spot where your brand’s Advertising is both different and smart.

To be different, you need to achieve branded breakthrough, using creativity to capture consumers, not only gaining their attention within the clutter of the market, but linking your brand closely to the story. To be smart, you need a motivating message to make sure you communicate the main message to connect with consumers in a memorable way, and make sure the ad stick enough to move consumers to see, think, feel or act differently than before they saw the Ad.

I always use the principles for achieving Attention, Brand Link, Communication and Stickiness—the model I call the ABC’S.

Here are the 5 Ads I would have paid for:

Tide:

Tide stole the evening. While Tide has a dominant share, I have zero emotional feelings for Tide. The brand is so stoically cold, I have never seen any Tide Ad in the past 40 years I have liked. Till last night. I actually found myself wanting to see the next Tide Ad. And a few times, I said “this is a Tide Ad” and I was wrong. But still laughing my ass off.

And then there was this one, using their sister brand, “Old Spice”. When this came on, I said “oh good, finally a new Old Spice Ad”.  Nope, a Tide Ad.

Then I saw a Clydesdale horse, ready to cry. Nope, it’s a Tide Ad. Damn.

Tide is a dominant Power Player brand. They have the financial resources to do this type of Ad once a year. High on attention, strong branding, still tells cleaning message and sticks in the consumer’s mind. I’m sure the overnight recall for “A Tide Ad” is 90%. I’d buy it.

Amazon Alexa

It was a weak evening for technology. But Amazon Alexa was great. With a new product innovation, it naturally generates Attention, and used a highly creative demo to communicate the benefits of the brand. Nice use of a few celebs who fit their role. Very funny, to create some good talk value. I’d buy it.

 

Jeep

This Ad spoke to those consumers who love the Jeep Wrangler. It was a 30-second one take product demonstration. I bet if you ask Jeep lovers, this Ad perfectly epitomizes their view of the brand. While the masses might not remember by this ad today. I am guessing at every water cooler or Facebook page, the Jeep owners are quietly saying “I like the Jeep Ad”. Maybe lose half the copy of the voice over. Let the quietness of the Ad speak for itself. Plus, that voice over seemed to be talking to the Ad industry, not Joe Average Jeep owner. But,  I’d buy it.

Ram 

One of my top 10 all time favorite ads was the Dodge “And god created a farmer” ad with the voice of Paul Harvey from 2012. It was such a captivatingly quiet Ad. So last night, I could tell the MLK ad was Ram’s, but the music was annoying me. Last I checked, Dr. King doesn’t need background music. I’d buy it, but I’d ask for the music to be gone.

Compare that ad with the Dodge Ram ad from the 2012. See what I mean by the lack of sound is what captures you. Now watch the MLK ad and imagine without the music.

Doritos and Mountain Dew

I feel for the Doritos team for having to come up with a hit every Super Bowl Ad. Maybe not way out there, but a solid 8/10. Highly entertaining rap to launch a product innovation, followed by Morgan Freeman with Mountain Dew. While I love Morgan Freeman rapping and dancing, the brand link and message was not as clear. I’d buy the Doritos and think twice about the Mountain Dew. Maybe I’d use the Morgan Freeman script on a salt and vinegar Doritos.

That’s my shopping list done. There were a ton of Ads. Lots of crap last night. I will remember Tide, maybe not in my top 10 Super Bowl ads of all time, but maybe in my top 25.

At Beloved Brands, we run workshops to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To see a WORKSHOP ON MARKETING EXECUTION, click on the Powerpoint presentation below:

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson

 

 

 

 

 

 

 

 

 

 

What do you think of the new Diet Coke logo and packaging?

diet cokeThe new Diet Coke package design is certainly colorful but the strategy behind the package seems confusing. The simplest test that I always do with logo design or even print ads. Take a step back and ask “What’s the first thing you see?”  I see the word “Coke”. I see it on the traditional Coke red background.

What’s the second thing you see?  I see multiple colors. And I think, aren’t a few of those formerly failed flavors from the past few decades?

What’s the third thing you see?  I see weird little drawings along the bottom of the can, that I’m not sure what those are?  If you force me to look, maybe I will. Why is the cherry flavor in purple, and not red? You have to look at your execution as though you are a consumer.

What I haven’t seen yet, is the word “Diet”. Hmmm. Oh, there it is, very small, sideways and in a script that’s hard to read. Why are you hiding the word Diet, when your brand name is DIET COKE?

Is Diet Coke a brand itself, or is it part of a master brand?

diet cokeI know a few years ago, Coke tried to make all the packaging look the same, so that it looked like one big family, with most of the can using the big Coca Cola red logo. It was done in a test market and failed miserably. But it showed you the strategic mindset.

Coke needs to face that carbonated beverages are in sharp decline

diet cokeThis decline has to change your strategy. While Coke and Pepsi have been in a share dog fight for the last 50 years, that fight is now a fight for survival. With both Coke and Pepsi stretched across legacy success stories of the original, diet and zero/max sub-brands, and stretched across legacy success flavors, the reality is that the consumer mind space and retailer shelf space will eventually collapse.

The only remaining strategy is to beat each other.

It reminds me of that great mythology story about two hunters bedded down at their campfire and were about to fall asleep when a giant bear loomed in front of them. One hunter rushed to put on his sneakers. The other said, “What good will that do? You will never outrun that bear.” The first one said, “I am not worried about outrunning the bear. All I have to do is outrun you!”

That’s where the Coke brand is right now. All they have to do for the decade is outrun Pepsi. Don’t over think some of the things you are currently over-thinking.

  • Diet Coke is a brand, not a sub brand. Launched in 1981, it was treated as though it were its own brand from day one. Why try to change that now, especially as you face a declining category? Use the separate Diet Coke brand to your advantage to squeeze out Pepsi.
  • I know the word “diet” might not fit our modern day “organic” and “low carb” words. But “Diet Coke” means more to consumers than the word diet. Maybe you should have called it Coke Light like Europe does. But it is what it is. Don’t over think it.
  • Those look like cute flavor choices, but launching four new flavors at once is crazy. Your retailers will likely take one or two. Also, launching four at once just spreads your sales across the four flavors so that none of them will generate high enough sales to hit a threshold of success.

So I guess I don’t like the strategy, the naming or the design. What do you think?

To learn more about how to judge advertising that works, here is our Marketing Execution workshop we run to help train Brand Leaders:

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson 

 

 

 

 

 

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20 thought starters for Marketers to kick off the new year

Here are twenty good precepts to provoke your thinking as we head into the new year.

  1. Consumer Insight comes to life when it’s told in such a captivating way that makes people stop and say “hmm, I thought I was the only one who felt like that.:20 thought starters
  2. Can you explain your brand (or your personal brand) in 7 seconds, 2 minutes and 30 minutes? You should be able to organize your thinking.
  3. Strategic Thinkers see “what if” questions before they see solutions. They map out a range of decision trees that intersect and connect by imagining how events will play out. They reflect and plan before they act. They are thinkers and planning who can see connections. Non Strategic Thinkers see answers before questions. They get to answers quickly, and get frustrated in delays. They believe doing something is better than doing nothing at all. They opt for action over thinking. They are impulsive and doers who see tasks. They get frustrated by strategic thinkers.
  4. Learn to change your brain speeds, knowing when to go slow and when to go fast. Think slowly with strategy. Think quickly with instincts.
  5. The role of BRAND is to create a bond, power, and profit, beyond what the product itself could achieve. In fact, we only have brands, if we think we can make more money from the brand than just the product alone. The really is no other reason.
  6. The more loved a brand is by consumers, the more, the more powerful and profitable that brand can be.
  7. Halfway between the exactness of Science and the unknown of Art lies the power of an IDEA that can bring them together”
  8. The best brands are either different, better or cheaper. Or else, not around for very long. Do you know what your brand is?
  9. Consumers don’t care what you do until you care what they want. Instead of just yelling what you do, put yourself in the consumers’ shoes and ask yourself  “so what do get?” and then ask “so how does that make me feel?” This turns product features into consumer benefits, both functional and emotional. 
  10. The power of three helps provide focus. If your brand only has 3 strategies and each strategy only has 3 tactics, then you should be able to do an amazing job on all 9. Much better than 5 strategies times 5 tactics and 25 things. I would bet that my 9 would beat your 25 any day.
  11. The better your people, the better the work, the better the business results. So then, are you doing enough to make your people better? Invest in training your people.
  12. Ask your people at every stage “Do you love it?” and watch their eyes to see if they tell the truth. Because, if you don’t love the work, how do you expect your consumer to love your brand?
  13. A beloved brand uses the love consumers have for the brand to replicate the positional power of a Monopoly. And from that power, the Beloved Brand drives stronger growth and higher profits.
  14. Smart media plans start with understanding where the customer is, not where the media is.
  15. Analytical stories get decision-makers to “what do you think” stage Analysis turns fact into insight and data breaks form the story that sets up strategic choices.
  16. If you knew that being a better client would get you better advertising, do you think you’d be able to show up better?
  17. If you aren’t talented enough to come up with an ad in the first place, then why are you now talented enough to do something even harder: change the ad. Instead of telling the creative team your changes, I’d rather you give the creative team your problem with the ad, and let them figure out it rather than your solution for the ad and let them feel demoralized.
  18. Creative advertising people are problem solvers, not blue sky thinkers. So give them a problem, not a blank page. They are “in the box” thinkers not “out of the” box thinkers. Use your brief to put them in a box and your creative direction to put them in a new box.
  19. The classic flaw of Brand Plans is having both penetration and Usage frequency. Penetration Strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it. Usage Frequency Strategy gets someone who knows your brand to change their behavior in relation to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions. Trying to do both at the same time will destroy your plan.
  20. We control more than we think we do. But just like in sports, the most competitive weapon we have is the creation of time and space. The most competitive brands act quickly, before others do and create a space around themselves that they own, through reputation, and are free from attack.

Here’s to a great 2018!

 

 

 

 

 

 

 

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson

 

My favorite Christmas Ad of 2017 is an old-fashioned romantic story

I am happy to report that 2017 will end with a great series of Ads from Vodafone in the UK. This six-part old fashioned, love story does a great job portraying the awkwardness of the early stages of dating. Anyone who knows the lines to “It’s a Wonderful Life” is good in my books.The rehearsing of that first phone call.The awkwardness of the family probing about them. All very cute. I just finished watching “Love Actually” for the 10th time, almost an annual event with my family.

Sure, these ads weave in a few phone messages. Almost in a cute way. But, they certainly draw the viewer in naturally with the hope of seeing what’s next in the story. Even after six ads, I still hoped for more. Here are all six of the ads. Tell me if you wonder what’s next.

Enjoy

 

As Brand Leaders, I know we can do better in 2018

The world of branding has become far too transactional in 2017. Too many marketers spent the year trying to hack through algorithms to get a few more views of something rather meaningless. I keep hearing about story-telling, but I’m just not seeing enough of it. Brands have become so data-driven, they want the sale now. The super bowl ads were weak, the Christmas ads even weaker. Don’t even get me started on how boring the John Lewis ad is this year. I think of advertising like the little “add a penny, take a penny” plate or jar you see beside the cash register. Building up your brand to create a desire among consumers is “adding a penny” while telling the consumer to buy is the “taking a penny”.

If you are always taking a penny, there won’t be any pennies left in the penny jar.

 

As we look to end the business year of 2017, I think we can do better. I want to see great work in 2018. Not just average. Remember, OK is the enemy of great. I want you to ask yourself “Do I love it?”.  If you do not love the work you do, then how can you ever expect the consumer to love your brand. That’s my challenge to everyone reading. If you make some, send it my way. Seeing great work will feel like my reward.

Here’s to seeing greatness in 2018,

 

 

 

How marketers should deploy the right leadership style for the right brand situation

Situational leadership in marketing means identifying the right situation for when to be a strategic thinker, an instinctual thinker ora task master. The challenge is we each bring a natural style and have to learn the other two with experience. It is all about situational leadership.

situational leadership

 

Strategic Thinkers

Strategic leaders see ‘what-if’ type questions before they look for potential solutions. They are able to map out a range of decision trees that intersect, by imagining how events will play out in the future. They think of every option before taking action.

The trick to being strategic is to think slowly with strategy. If you move too quickly on brand strategy, you will be unable to see the insights beneath the surface, and you risk solving the wrong problem.

5 ways to slow your brain down to think strategically

The risk to just deploying the one leadership style is if strategic thinkers just think too long, they spiral around, unable to decide, and miss the opportunity window.

  1. Find your own thinking time. Walks at lunch or a drive somewhere to get away from it all. Block hour-long “thinking meetings” with yourself.
  2. Organize your week to fit your thinking pace. Talk “big ideas” on a Friday morning so you can take the weekend to think. Schedule quick updates on Monday afternoon that clears your mind for the week.
  3. Do the deep thinking before the decision time comes. Always be digging deep into the analytics to stay aware, prepare yourself, no matter your level.
  4. Next time in a meeting, ask the best questions. Too many leaders try to impress everyone with the best answers. Next time, try to stump the room with the best questions that slow down your team and force them to think.
  5. Proactively meet your partner teams. Get to know the needs of your sales teams or agency account leaders, and not wait for a problem or conflict. Come to them proactively with possible solutions so you both win.

Instinctual Thinkers

Instinctual leaders jump right in because their gut already sees the right answer solution. They move fast, using emotional, impulse and intuitive gut feel. They choose emotion over logic. This “gut feel” fosters high creativity.

The trick to be instinctual, you must think quickly on execution. Without intuitive freedom, you will move too slowly, overthink and second-guess yourself. You risk destroying the creativity of the right solution.

5 ways to speed up your brain to think instinctually

  1. Have fun, and be in the moment: Relax, smile, have fun, stay positive. If you get too tense, stiff, too serious, it can impact the team negatively.
  2. Focus on first impressions. Don’t let the strategy get in your way of seeing what you think of the creativity. This allows you to see it how your consumer might see it. You still have time to think strategically about it after your instincts.
  3. Put yourself in the shoes of the consumer. You have to represent your consumer to the brand. Try to react and think as they might. Learn to observe and draw insights.
  4. Do not make up concerns that are not there. While you need to be smart, don’t cast every possible doubt that can destroy creativity. Too many brand leaders destroy creativity one complaint at a time.
  5. Let it simmer for a while, before rejecting. You always have the option to reject an idea. Why not let it breathe a little, see it you can make it even better. If it gets better, you win. If not, you can still reject it, without any risk.

Task Masters

Task masters stay in control to get things done, keep things on time and on budget. They are always in full control, organized and on time. They never lose sight of the end goal, efficiently knock down roadblocks, to keep everyone else on track with time and budgets.

To be a successful task master,  it is to realize there is a business to run. Without staying focused on the end goal, strategic thinking and creative instincts are wasted, resulting in missed opportunities.

You can overly rely on the task master, the risk is you end up with hollow thinking, OK creativity and OK business results.

5 ways to be more of a task master

  1. Set high standards for you and the team: Hold the team to consistently high standards of work in analytics, strategic thinking, planning and execution in the market (advertising, innovation, purchase moment and brand experience)
  2. People leadership: Provide a team vision, consistently motivate others, be genuinely and actively interested in helping your team manage their careers.
  3. Lead the process: Organize, challenge and manage the processes so your team can focus on thinking, planning and executing. Guide the team to get things done on time. on budget and on forecast.
  4. 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.
  5. Know your business: Don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge.

Finding that balance

As a leader, it is crucial for you to deploy the right leadership style in the moment, to be able to maneuver. Your brain should operate like a race car driver, slow in the corners and fast on the straight away. Change brain speeds, think slowly when faced with difficult strategy and think quickly with your best instincts on execution.

When you are in a team situation, try to recognize the natural styles of each of your team members. Make sure the team is well balanced, to ensure someone is the thinker, someone has the intuition to break through the clutter and then someone is the task master. Appreciate what each person brings to the table, leverage their natural strengths and ensure you be honest about your own style.

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson

 

 

How to use the Creative Brief as the bridge from planning to execution

The tighter the creative brief, the better the advertising will be. The brief narrows down the focus of your advertising to a strategic objective, target, consumer insight, main message and support points.  All the information for the brief are found in the brand plan and positioning work.

Every client I have ever met wants options back from their agency. Yet, every Agency person hates giving options. As you not an advertising expert, it is natural to have some uncertainty around what type of creative we want. However, Brand Leaders want creative options, not strategic options. And, before writing a brief, you better have just spent all your effort on developing a winning strategy. You do not want to mess it up at the briefing stage.

Creative Brief

Brand Leaders should control the strategy, but give freedom on execution to the experts who will execute on your behalf.

Too many marketers have this backwards, preferring to give freedom on strategy with a big wide brief, with various possible strategic options unknowingly layered within the Creative Brief. When you write a big-wide creative brief with layers of options within the brief, the agency just peels the brief apart into separate layers of the brief and gives you strategic options. If you ever choose your strategy based on what creative you like, then you just gave up control over the strategy to your art director and copywriter.

For instance, if you put a big wide target market of 18-65 years old, your agency will assume you are struggling to decide on a target. They believe it would be impossible to deliver creative that connects with 3 different generations. So they present three separate ads, one ad for 18-25 years old, another for 25-40 years old and a final spot for 40-55 years old. What happens if you like the creative to the younger audience because it was full of optimism and energy, but the smartest strategic target should have been the older target? Well, you just picked your target consumer based on which ad you liked best.

Make sure you focus

When you fail to decide on one main message, your agency will struggle with message priority. They will show you a few different spots, with different lead messages. When you pick the ad based on a cute dog in the spot, then you just chose your brand’s main message based on which ad you liked best. Keep in mind that the consumer sees 5,000 brand messages a day. When you overwhelm the consumer’s brain with multiple messages, their brain will just shut down and move on to the other 4,999 messages. Brand Leaders have to stop believing Advertising is like a bulletin board, where they can just tag on one more message onto the ad.

Finally, there is the case where you put multiple objectives into the brief. You want to drive awareness, trial and increase usage frequency. Those three objectives bring three different targets, three distinct main messages and likely three unique media choices. Your agency will present separate ads for each objective. When you pick the ad you like based on a cool song, you just chose your strategic objective based on which ad you liked best.

If you think you are doing your agency a favor by providing them a big wide brief, you are not.

The agency will see you as confused, and believe they are helping you out by showing you options of which element of your strategy would look like. They think that each new creative option will serve to make decisions on the brief that should have made before you wrote the brief.

Think this is hyperbole? Trust me, I have seen briefs with 8 objectives, plenty of targets that inferred ‘everyone’ and bullet point lists of potential main messages. I have seen some of the world’s best agencies accept those briefs. I encourage you to go through your own briefs and tear them apart. Stroke out 30% of the crap on your brief, and your brief will get better. You will be shocked how clear the task is for your agency becomes. Your job at the creative meeting just got easier. It is an enlightening experience to take your pen and stroke things off your brief.

The true role of a creative brief is to make decisions to narrow the focus, whether it is the target market, strategic objectives, main message and media. The Creative Brief sits between planning and marketing execution to force decision-making. Make the tough decisions to narrow the brief down to:

  • One strategic objective
  • One tightly defined consumer target
  • One desired consumer response
  • One main message
  • Up to two main reasons to believe

The Creative brief defines “the strategic box” for the creative to play within

Here are four things a good creative person does not want from you:

  1. A Blank canvas: Creative people would prefer a business problem to solve, not a wide-open request for advertising options. They hate spinning around in never-ending circles. They hate not pleasing their client. With no direction, they fear the next 10 meetings where you say, “Nope, I’m not feeling that one”.
  2. An unclear problem: Creative people want a tightly defined and focused problem to generate great work that solves your problems and meets your needs. Most creative people are multi-tasking projects, and will likely gravitate to the work that has a clear objective. You run the risk of not getting the best energy from the creative mind you are engaging.
  3. Long list of mandatories: Do not create a tangled web of mandatories that almost write the ad itself. This is one of those dirty little secrets I want to expose, so you don’t repeat the same mistake. Some Brand Leaders have an idea of the creative outcome they want, but even more important, they know the type of creative they don’t want. The long checklists of mandatories traps the creative team into taking various elements in the mandatory list and build a Frankenstein type ad.
  4. Your Creative Solutions: Creative people find it demotivating to be asked for their expertise (solving problems) and then not be fully utilized (given your answer). I remember early on in my career when I stepped over the line and tried to control the creative. When I saw the work at the next meeting, I said, “Yeah, that sure is crappy isn’t it”. I have learned to think of the best creative like someone getting you the perfect gift you never thought to get for yourself. Don’t buy yourself the gift. You might hate it.

Let your creative people solve problems

Most great creative advertising people I have met are problem solvers, not inventors. I would describe them as ‘in-the-box’ creative thinkers, not blue sky “out-of-the-box” dreamers. If they want a good problem to solve, then give them your problems, but never your solutions. Never give your creative team a blank slate or blank canvas and ask them to come up with an ad. Use the Creative Brief is to create the right box for them to solve.

Advice for writing smarter Creative Briefs:

  1. Define a tight target: Do not spread your limited resources against a target so broad that leaves everyone thinking your message is for someone else. Target the people who are the most motivated by what you do best, and make your brand feel personal. The best thing a brand can do is make consumers think, “This is for me”.
  2. Drive one objective at a time: Build advertising that gets consumers to do only one thing at a time, whether you want them to see, think, do, feel or influence their friends. Force yourself to make a decision that links with the brand strategy.
  3. Drive one main message at a time: If you put so many messages into your ad, consumers will just see and hear a cluttered mess. They will not know what you stand for, and you will never build a reputation for anything.
  4. Talk benefits not features: Start a conversation that shows what the consumers get or how they will feel. Do not just yell features at the consumer. Use your brand’s Big Idea to simplify and organize the brand messaging.

Here’s our workshop on how to write a creative brief:

To learn more about this type of thinking, you should explore my new book, Beloved Brands.

With Beloved Brands, you will learn everything you need to know so you can build a brand that your consumers will love.

You will learn how to think strategically, define your brand with a positioning statement and a brand idea, write a brand plan everyone can follow, inspire smart and creative marketing execution and analyze the performance of your brand through a deep-dive business review.

Beloved Brands book

To order the e-book version or the paperback version from Amazon, click on this link: https://lnkd.in/eF-mYPe

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

And if you are in India, you can use this link to order: https://lnkd.in/gDA5Aiw

Beloved Brands: Who are we?

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

We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a brand idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.

How to win the competitive battle for your consumer’s heart

A competitive brand strategy finds a space in the marketplace that your brand can win over and own. You must decided if you will position your brand to be better, different, or cheaper. Otherwise, your brand will not be around for very long. A competitive brand position matches up what consumers want with what your brand does best, that is better than your competitors. We will look at four types of competitive brand strategy situations: power player, challenger brand, island brand or the rebel brand. Most importantly, you need to make sure you align with the right competitive situation.

Finding your space to win

To find the competitive space in which your brand can win, I introduce the Venn diagram of competitive situations. Looking below, the first circle should list out everything the consumer wants.

The second circle then lists everything your brand does best. And, finally, the third circle lists everything your competitor does best.

Competitive Strategic Thinking
To win, brands have to find the space where they are better, different, cheaper…
or else they will not around for very long.

To find your brand’s winning zone, you should match up what consumers want with what your brand does best. This provides you a distinct space that you can own and defend from attack. To maintain ownership over that space, your brand should always be able to satisfy the needs of the consumer better than anyone else can.

Your brand will not survive in the losing zone, which is the space that matches up the consumer needs with the area where your competitor does it better than your brand. It is dangerous to try to play in this space, because over the long term, your competitor will beat you.

Brands can win the risky zone

As markets mature, competitors copy each other. It becomes harder to be better with a definitive product win, and that leaves you to play in the risky zone, which is the space where you and your competitor both meet the consumer’s needs in a relative tie. The tie is important to understand, because brands can still win the tie when they make their brand seem different enough that consumers perceive their brand to be better. Perception becomes reality. The four ways to win the risky zone is to leverage your brand’s power in the market to squeeze out lesser brands, or to be the first to capture and defend the space, or to win with innovation and creativity, or find ways to build a deeper emotional connection.

Sadly, I do have to always mention the dumb zone where two competitors “battle it out” in the space where consumers do not care. One competitor says, “We are faster” and the other thinks, “We are just as fast”. A competitive war starts up, yet no one bothered to ask the consumer if they care.

Competitive situations

In brand management, we never experience pure isolation. Even in a blue ocean situation, the euphoria of being alone quickly turns to a red ocean that is cluttered with the blood from nasty battling competitors. The moment we think we are alone, a competitor is watching and believes they can do it better than we can. To win the competitive battle, you have to find a unique selling proposition for your brand that distinguishes you from others. If you ignore the competition, with a belief that only the consumer matters, you are on a naive pathway to losing. Competitors force us to sharpen our focus and tighten our language on the brand positioning we will project to the market.

In terms of marketing war games, I will use this Venn diagram to map out four types of competitive brands: power players, challenger brands, island brands, and rebel brands. The final situation, where brands have no clue where they stand competitively, I call the cluttered brands. They sit in the cluttered space, lost, disconnected with consumers and in total decline.

Power Players

Power Players lead the way, as the share leader or perceived influential leader of the category. These brands command a power over all the stakeholders, competitors, and retail partners of the category. In terms of positioning, the power player brands own what they are best at, and they leverage their power in the market to help them own the tie. This expands their presence and power across a bigger market. They leverage the love from a core group of loyal brand lovers to win the tie. These brands can also use their advanced financial situation to invest in innovation to stay ahead of the category.

Power Player brands defend their territory with an attack back at any aggressive competitor or even an attack on itself to close any potential leaks before a competitor notices. These brands require a strong culture to continually get better and stay ahead of the competitors. To stay as the power brand, you can never become complacent or you will die.

Competitive Strategic Thinking
A Power Player positioning  strategy uses what you do best to dominate the win and uses their brand power to dominate the space where they tie their competitors

Examples of Power Player brands

One of the best Power Player brands is Google, who has managed to dominate the search engine market. Their extreme focus and smart execution gained market power and squeezed out Microsoft and Yahoo. Focused on providing knowledge for consumers, they have continued to expand their services into a bundle of products with e-mail, maps, apps, docs, cloud technology, and cell phones. On the other hand, Blackberry forgot to defend their castle. In 2009, Blackberry dominated the B2B corporate smartphone market. However, they became distracted by the Apple launch and tried to be more like Apple than stay themselves. They launched a bad touch screen phone, an undifferentiated tablet, sponsored rock concerts, and launched Blackberry Messenger (BBM) for young teens. These brands never attacked themselves. They left severe product flaws that frustrated their users. Pretty soon, corporations switched to the iPhone.

Challenger Brands

Challenger brands must change the playing field to attack the leader and exploit a potential weakness or build on their own strength. While you can amplify what your brand does best, it becomes just as important to reposition the power player who you want to take down. The best way is to turn their well-known strength into a perceived weakness that moves them outside of what consumers want. While your first instinct would be to attack the power player’s weakness, the smarter move is to reposition one of the power player’s strengths into a perfective weakness.

Strategic Thinking Competitive
A powerful strategy is to attack your competitor’s strength and turn into a weakness, making their strength either less important or less interesting. 

When you attack a power player brand, be careful of the leader’s potential defensive moves. Anticipate a response with full force—possibly with even greater resources than yours. Avoid battles that drain your brand’s limited resources or else you will spend a fortune only to end up with the same share after the war. Focus on consumers who are less vested in the leader’s brand to help kick-start a momentum away from the leader. As the leader tries to be everything to everyone, you should drive a narrow attack that slices off the most vulnerable part of its business before it can defend it.

Examples of challenger brands

         Apple’s “I’m a Mac” campaign defined the Mac brand as simple, confident, and cool, while re-defining the PC as old, uptight, and awkward. Apple repositioned PC’s strength as an intelligent computer and turned it into a weakness that was perceived as complicated, frustrating, and incapable. The ads layered in new ways that Mac was easier, while they highlighted all the problems with the PC that included hardware issues, software problems, and insufficient applications.

One of the best examples of a challenger brand that made significant gains is Pepsi, who launched the Pepsi Challenge in the 1970s as a direct offensive attack on Coke. Taste was one of Coke’s perceived strengths, but the ad implied that Coke’s taste was actually an acquired and memorable taste, not a sweet, superior taste. In the blind taste test, without the Coke brand name visible to consumers, they overwhelmingly picked Pepsi, preferring the sweeter taste. At the same time, Pepsi amplified their own strength as the “new generation” that set themselves up as the solution to those ready to reject the old taste of Coke.

Island Brands

       Island brands move into the blue ocean area all by themselves, where no one else competes. These brands are so different, that they appear to be relatively on their own. Most Island brands start as game-changers who have responded to an identified niche gap in the main category. They satisfy an unmet consumer need, whether that is a new target, price point, distribution channel, format, or positioning. When successful, the Island brand ends up repositioning the main category players as unattached to the consumers. While everyone wants a game-changer, to be so different brings increased risk that the concept may fail. Also, success may invite other entrants to follow the island brand, which puts the brand in a red ocean position. A red ocean is where your brand becomes the new power player brand who needs to defend your territory with full force.

Strategic Thinking Competitive
While using your disruptive approach to change the marketplace, you also want to push mass competitors away so to make them feel out of touch with consumer needs.

Example of an Island brand

Volvo is a great example of an island brand. Most car brands have traditionally focused on the horsepower and speed performance of the car, the interior luxury and comfort or the stylish designs, Volvo focused on safety. For Volvo safety is not just a claim or demo in their TV ads, but is everything they do. But the real beauty for Volvo is their obsession with safety. Volvo was long ahead of the marketplace. Volvo first started the safety angle in the 1940s and became completely obsessed in through the 1960s long before consumers cared about safety when no one was even wearing seat belts. But the market place has since caught up.

This year, Car and Driver reports safety as the #1 benefit that consumers are looking for in a new car. Most recently, Volvo has come up with a very ambitious vision statement for the brand: “No one should every die or be seriously injured in a Volvo.”

Rebel Brands

Rebel brands go against the entire category, into an area too small for the leaders to even take notice or attack back. Rebels pick a segment or target market that is small enough not be noticed that they can easily defend. They take an antagonistic approach to the rest of the category. They portray every other brand in the category as old school, flawed, corrupt, overly corporate, or even stupid. Rebel brands believe that it is better to be loved by the few than liked or tolerated by many.

Strategic Thinking Competitive
Rebel brands or craft brands want to win a small space to a highly engaged target, that is far enough away from major competitors, so they won’t feel the need to attack back.

Growth of the tail 

In today’s economy, every category has seen the growth of craft-type brands that satisfy a small segment. As consumers have taken over the buying process, they look for brands that speak directly with them. A typical store that had three to four main coffee brands now carries fifteen to twenty coffee brands. Rebel brands must speak directly with a small group of consumers and own a small enough niche away from competitors. A great strategy is to focus on a niche of consumers who are frustrated by the market leaders.

These brands lead with purpose, they create a deep emotional bond, and try to be seen as “anti-corporate”. Their intention is to be aggressive. They put all the brand’s resources against their small target to gain the perceived relative force of a major player. These brands have to be nimble and quick to seize the opportunity before others notice. They are ready to exit if consumers shift their needs or the major competitors enter. Rebel brands explore non-traditional marketing techniques such as creative names or media options that fit the niche target market.

Examples of Rebel brands

A great example of a Rebel brand is Five Guys Burgers who successfully avoided big fast food chains. While fast food feels frozen and microwaved, Five Guys has gone the opposite direction with high quality and fresh ingredients. They offer larger portions at a super premium price ($8-$10 for a burger). They promise not to start cooking your hamburger until it is ordered. Five Guys have expanded rapidly with word of mouth helping to spread their reputation as “the best burger”. Since then, Five Guys has become a global brand, McDonald’s has yet to generate an adequate competitive response.

Another great example is Dollar Shave who launched as an online subscription model for razor blades. With a $3 billion dollar shaving market dominated by two players, the price of razor blades grew out of control. With only $30 million in the first year, they were too small for Gillette to even bother with. However, without a response, Dollar Shave continued to grow year-by-year. Unilever recently purchased the Dollar Shave brand for $1 billion.

Cluttered Brands

Strategic Thinking Competitive
Cluttered brands are lost in the middle.They lack a point of difference or connectivity with consumers

A cluttered brand has no clue where they stand competitively. These brands are stuck in a cluttered mess. There is no clear target market or clear point of difference. These brands lack a loyal base of consumers and are unable to generate any positive growth or price premiums. They end up an indifferent commodity, disconnected from consumer needs. Without sales growth or profits, they struggle to invest back into their brand, which further accelerates the path of decay.

Examples of cluttered brands are General Motors, Burger King, and Sears, all of whom lack any clear brand positioning. The way to break this vicious downward spiral is to start over and follow the strategy of the rebel brand. Try to own a small niche and build around a unique brand positioning to a smaller motivated target.

Strategic Thinking Workshop

To read more on Strategic Thinking, click on the Powerpoint file below to view:

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson