Tag Archive: Media

How to lead a motivating Year End Review for Brand Leaders

BBI Learning LogoThe better the people, the better the work and in the end the better the results. 

As we come up on the year-end, it’s that time of year when we nervously sit down with our bosses and find out how the year went.  For most of us, it’s one of the most dreaded parts of the job, for both those delivering and receiving the news.  But helping to grow our people is one of the most essential parts of the Leader.  No matter how good your strategy or product is, without the greatness of your people you’ll never achieve the results you want.  We all have gaps and we should all be working on closing those gaps.  Performance Feedback is an essential role in the growth of our people.  But without pointing those gaps out and coming up with a plan, then the person will never really improve.

A challenge to you: if there are any surprises during the meeting, then you as a leader are not doing your job.  As the VP of Marketing at Johnson and Johnson, I had one-on-one quarterly performance check ins with all my direct reports.  And when I realized that my directs weren’t following my lead, I made the Quarterly Review process mandatory for everyone on the marketing team.  It’s my belief that marketers can grow faster than we think–but they can only grow with timely feedback.  Those quarterly meetings were honest and informal discussions–which made the year-end review very easy.  I also emailed out the written review document 48 hours ahead of time, giving people the chance to digest all the thoughts and to come prepared ready to discuss each point.

As a Marketing Leadership Team, we spent our greatest efforts around managing the people. We talked people performance in every one of our weekly meetings.  The directors were encouraged to bring up people examples of those who were shining and those who were struggling.  If one of the other leaders were not familiar with those that were shining, we’d set up a process or special project where they could become more aware.  We ranked everyone on the team once a year plus a mid-year check in on the rankings.  You have to be diligent in managing your team.

Skills, Behaviours and Experiences

Marketing Skills: Brand Leaders should be measured on the Core Marketing Skills.  Below, I’ve outlined a Checklist of 30 Core Skills for a Brand Leader that can be used to highlight potential gaps that some of our Brand Leaders may have.  These 30 core skills fall under the areas of:

  • Analytics
  • Brand Planning
  • Briefs
  • Advertising
  • New Products & Claims
  • Go-To-Market
  • Leadership
  • Management

You can use this checklist in a few different ways:  1) to see if someone is meeting the needs of the current job–it could be used to set someone up for a performance improvement plan or as a motivation to push themselves 2) for someone who is close to ready for promotion, but you want to close on a few specific areas before the promotion or 3) for your personal assessment to see what you want to work on.

The rating should compare against their peers.  It helps to highlight skill gaps where people should focus their attention.  Any scores in the 1 or 2 are concerning and need an action plan.  The gap could arise because it’s outside of their natural skills or it could just be because it’s been outside of their experience they’ve had.  It’s tough to be good at advertising until  you’ve worked on a brand with advertising.

Leadership Skills:  Below, I’ve outlined a Checklist of 12 Leader Behaviours of Brand Leaders that can be used to highlight potential gaps that some of our Brand Leaders may have.  These 12 leader behaviours fall under the areas of:

  • Accountability to Results
  • People Leadership
  • Strategic Thinker
  • Broad Influence
  • Authentic Style

In the Leader Behaviour space, we all have blind sides that we just can’t see.  This is where the 360 degree feedback can help people to see how they are showing up.  I know that as a Director, I was a Driver-Driver that caused me to have behaviour gaps around Influence and Style.  I had the attitude of “it’s my way or the highway” and I wasn’t getting what I needed from the strategy and accountability I was hoping for.  Once I was able to identify it and work on it, I was able to see a big improvement in my performance and the results started to pay off as well.   Without closing that gap when I was a director, I would not have been promoted and would have honestly been unable to lead the entire marketing team.

Experience:  Many of our gaps as Brand Leaders comes from not having the experience.  When managing others, expect quite a few mistakes in the first few and you might not get fully there until your 5th direct report. When sitting in the hot seat of advertising, you’ll start to realize just how complex it can be–you’ve got to stay on brief, keep the creative team motivated, make judgement calls at every stage of the process and keep your own management on side.  And at every level, you’ll start to notice that the pressure gets higher–whether it’s push for results, the ambiguity or meeting deadlines through your team.  Each of these takes experience.

With  your best people, make sure you identify the experience gaps they have and be fair to them with the next assignment.  It’s far too easy to keep relying on a person’s strengths but it’s more important that you round out that person’s experience.  If they advance too far without covering off those gaps, they may find themselves struggling later in the job.  I’ve known newly promoted directors who had very little advertising experience coming up that all of a sudden found themselves on a desk with lots of advertising.  Their team even had more experience than they did.  Regular people reviews can really help identify the experience gaps that people might have. 

 

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 do training on all skill levels of marketing, and we provide coaching for leaders wanting to improve.  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. 

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  gr bbi picWe believe the thinking that got you here, will not get you where you want to go.  Our President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham.robertson@beloved-brands.com or follow on Twitter @grayrobertson1

At Beloved Brands, we love to see Brand Leaders reach their full potential.  Here are the most popular article “How to” articles.  We can offer specific training programs dedicated to each topic.  Click on any of these most read articles:

Ask Beloved Brands to help train you to be a better brand leader.
Continue Reading

How will Brand Leaders Win with Media in the Future?

Brand LeadershipI’m not a media expert at all.  So there will be no answers here, just questions about where I might be confused about the future or where I might see an impact to my media thinking.  I come at everything through the lens of the Brand Leader.  My questions are more about the impact on consumer behaviour and how the brand can win through media in the future.  If you’re a media expert, feel free to add solutions.  At this point, like most Brand Leaders, I’m a bit confused and I just have questions, not really solutions!

1. Will people watch even more TV in the future? 

I love asking this question because it usually confuses people, because of the expected downward trend of TV viewership over the last 10 years.  At first, this question might sound crazy, but with more tablets and instant internet access everywhere, we should expect a shift to watching more TV, not less.  This year, books are up 13% due to increased readership via tablets.  Will we see that impact to TV?   More access means more use.  If you’re on the subway, an airplane, waiting to pick up your kids or on your lunch hour, wouldn’t it be great just to catch an episode of Modern Family?  Now you can.  And while this is at the early stages with early adopters, we’ll quickly see it going mass over the next few years.  But the TV model will have to change.  Consumers won’t want to be watching 8 minutes of TV ads.  It seems people see their computer as their personal space and they find intrusive advertising even more annoying on their computer than they do their TV.   We need a new model for TV advertising–I haven’t seen it yet.

As a Brand Leader, I recommend that you don’t give up on TV just yet.  Maybe it will be on a tablet or a phone.  Just be a bit more creative.  Maybe you need to make your spots more interesting to take advantage of viral shares.  Make sure your spots are more engaging so people want to watch rather than just tolerate.  Be open to integrating your brand right into the shows, or maybe go back to the past when  brand sponsorship kicked off every 1950s TV show.

2. How can Advertisers Capture the Internet Babies (12-22 years old) as they move into adulthood?

As someone said, this segment never “goes on-line” because they are “always on-line”.   They are never “off-line”.  Last year, my 14-year-old daughter had 3 friends over and when teens visit, you have to expect a bit of excess noise.  All of a sudden, there was silence for 20 minutes.  I thought they must have left but then I see four teenagers all sitting at the kitchen table texting away, not a word being said.  Complete silence.  This generation lives on-line and put their lives on-line.  It remains confusing as to their true view of privacy–do they want more or do they just figure their lives are an open book.

This group has their priorities shaped by the age of instant access. They want everything now–sports scores, rumours, or videos of what they just saw on TV.  They are multi-tasking so much it’s arguable they never give anything complete focus.  When they watch TV, they have the laptop up, their cell phone in hand–navigating Facebook, twitter, texting, instagram and Skype all at once.  No wonder ADD is growing.  They choose Apps over software, expecting an App solution for any problem they have.  They see advertising as completely ubiquitous and are more open to brands than other generations.  But how they consume media is completely different.  E-Commerce is an expectation, as they buy songs, games and movies or a new phone case at a whim.

As a Brand Leader, we need help to figure out how to win with this group when they turn 25?  I know as a parent of this age group, I have no wisdom I can pass on.  Maybe someone in this age group can help us out, because I’m utterly confused.

3. Can Newspapers even Survive? 

So far, newspapers haven’t figured out the profit model between the traditional broadsheet and the on-line versions.  Making it free was likely a mistake, and makes it hard to turn back.  If your newspaper has been free on-line since 1997, I’ll be pissed off if you now expect me to pay for it.  If I’m interested in the topic, I’ll just Google the same headline and find a free version.  As long as newspaper publishers see a direct link between the actual broadsheet and the newspaper they run the risk of extinction.  If you think a newspaper is a collection of amazing journalists, you’re off to a good start.  But if you think it has to be a broadsheet, then you’re completely lost. 

News now is instant, ubiquitous and more casual/social.  The tweeting that went on during the US presidential debate (e.g. Big Bird) is evidence of how social media drives the story.  I don’t need to read a journalists take on it.  I already know.  By the time the broadsheet version of the newspaper is ready, this story is now old news and even has had 12-18 more hours to evolve into a completely new story line. The broadsheet can’t keep up.  I love the business model for the Huffington Post.  What started as on-line political opinion is becoming a source for broader news–entertainment, sports and lifestyle stories.  With more publishers going without a printed version (e.g. Newsweek just announced they’re cancelling their printed version), this has to be the future.    

As a Brand Leader, I’d recommend moving your Newspaper spend on-line or even choose other mainstream media options.  You’ve put up with the bad production quality for 100 years–is there really anyone under 50 still reading.

4. Can Advertisers Figure Out how to Win in the New World?  

The Commodity Brands that have funded mainstream media remain completely confused. 

Traditional media has always been funded by advertisers whether that means TV ads for 8-12 minutes per hour, newspapers and magazines with 25-40% of the space for ads and radio with ads every second song.   Traditional Media has been free as long as you were willing to put up with advertising interrupting your usage of the media.  That ability to interrupt consumers allowed the Commodity Brands (dish soap, diapers, toothpaste, razor blades and batteries) to break through to consumers, as they sat captive and watching their favourite TV show.

But New Media is free, unbridled and fairly commercial free.  In general, a lot of the advertising still just sits there along the sidelines where we don’t click.  While the high interest and high involvement brands have started to figure out how to use the New Media, the Commodities remain in a state of confusion.  If you want to see what confusion looks like, go see Head and Shoulder’s twitter page with 320 followers or Bounce’s Facebook page “where they talk about fresh laundry” (their words, not mine)

These Commodity brands need to either get people more involved, which Dove is the best in class brand, or they need dial-up the potential importance for a core target which Tide has done a good job.  As we see many of the new media companies (Facebook) struggling to figure out how to make more money from Advertisers, there needs to be a step up in creativity to find new solutions.  Banner ads that just sit along the side aren’t going to do much for the advertiser or the media owner.  If social media sites want to win over these commodity brands, they need find that right balance of interrupting consumers without annoying their membership.

5.  Are there too many Social Media Options?

I know there are still new social media options every month, but most of these feel fairly niche.  In the mainstream social media sites, we are seeing that winners have emerged and they are turning into leaders as Google, Facebook, YouTube, Twitter, Linked In and Wikipedia all now dominant in their given area.  It looks impossible for a new entrant to really challenge them.  If a new entrant were to try for leap-frog strategy, these leaders would just duplicate the innovation and kill the challenger.  Every industry has gone through a similar pattern:  early innovation, divergence of brand options, then a few power brands emerge, and then a power play where the strong squeeze out the weak through mergers and acquisitions until there are a handful of brand owners remaining.

As these Social Media sites look to turn their power into wealth, we will see a shift from fighting for members to fighting for advertiser dollars.  This will likely force a convergence of social media options where the strongest brands try to squeeze out the smaller sites.  There are already small signs in Google’s strategy they are thinking this way–trying to be the one stop shop.  Mergers are always tend to surprise us, almost the unimaginable.  Can you imagine Facebook buying LinkedIn?    Who knows, maybe we’ll even see a merger between social media brands and mainstream networks. AOL already tried it with Time-Warner.  But can you imagine Google buying CNN, Facebook buying MTV or NBC buying the Huffington Post?   If you’re an Advertiser, expect some uncertainty in the next few years and expect a few mergers.

6.  Will New Media people ever be able to Convince Brand Leaders of what they Should do?

Marketers love what they know.  It feels safe.  The people who spend 100% of their lives living and breathing new media know what Brand Leaders don’t know.  The problem is there is no bridge between the Brand Leader and New Media.  New Media don’t really get the marketers, don’t understand their motivations and how they think.  So they just keep barking and no one is listening.  Here are some tips:  Start with the consumer and map out how they interact.  Don’t start with the media.  Demonstrate to me that you understand my brand:  who is my target, how do they shop, what is my main benefit, the key issues I face, strategic options available and how my brand makes money.   Show me things other brands in my predicament have done and the results.  Be fundamental in the way you talk with me.  Look at how I was trained, strategy first, tactics second, execution third.  Go in that order so I can follow along.  Don’t show me what Bud did on the Super Bowl.  Teach me as much as you can, because if I have more knowledge I’ll be more comfortable.  And help me to sell it in, because everyone above me is even more confused than I am.  Right now, we are a little scared and we’re doing this because we know we should, not because we know what we’re doing.  Help us.  

When It Comes to New Media, Brand Leaders still need to be Fundamentally Sound

 

For a Media Overview that can help Brand Leaders get better media plans by learning more about both traditional and digital options, read the following presentation:

Other Stories You Might Like
  1. How to Write a Creative Brief.  The creative brief really comes out of two sources, the brand positioning statement and the advertising strategy that should come from the brand plan.  To read how to write a Creative Brief, click on this hyperlink:  How to Write a Creative Brief
  2. How to Write a Brand Plan:  The positioning statement helps frame what the brand is all about.  However, the brand plan starts to make choices on how you’re going to make the most of that promise.  Follow this hyperlink to read more on writing a Brand Plan:  How to Write a Brand Plan
  3. Consumer Insights:  To get richer depth on the consumer, read the following story by clicking on the hyper link:  Everything Starts and Ends with the Consumer in Mind

 

Brand LeadershipI run the Brand Leader Learning Center,  with programs on a variety of topics that are all designed to make better Brand Leaders.  To read more on how the Learning Center can help you as a Brand Leader click here:   Brand Leadership Learning Center

 

Pick your Social Media vehicle and follow us by clicking on the icon below

 linkedin-groups-large             images-1              facebook-logo

To reach out directly, email me at graham.robertson@beloved-brands.com

About Graham Robertson: The reason why I started Beloved Brands Inc. is to help brands realize their full potential value by generating more love for the brand.   I only do two things:  1) Make Brands Better or 2) Make Brand Leaders Better.  I have a reputation as someone who can find growth where others can’t, whether that’s on a turnaround, re-positioning, new launch or a sustaining high growth.  And I love to make Brand Leaders better by sharing my knowledge.  Im a marketer at heart, who loves everything about brands.  My background includes 20 years of CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke.  My promise to you is that I will get your brand and your team in a better position for future growth. Add me on LinkedIn at http://www.linkedin.com/in/grahamrobertson1 so we can stay connected.

Continue Reading

How to Lead a Performance Review for Brand Leaders

The better the people, the better the work and in the end the better the results. 

As we come up on the year-end, it’s that time of year when we nervously sit down with our bosses and find out how the year went.  For most of us, it’s one of the most dreaded parts of the job, for both those delivering and receiving the news.  But helping to grow our people is one of the most essential parts of the Leader.  No matter how good your strategy or product is, without the greatness of your people you’ll never achieve the results you want.  We all have gaps and we should all be working on closing those gaps.  Performance Feedback is an essential role in the growth of our people.  But without pointing those gaps out and coming up with a plan, then the person will never really improve.

A challenge to you: if there are any surprises during the meeting, then you as a leader are not doing your job.  As the head of Marketing at Johnson and Johnson, I had one-on-one quarterly performance check ins with all my direct reports.  And when I realized that my directs weren’t following my lead, I made the Quarterly Review process mandatory for everyone on the marketing team.  It’s my belief that marketers can grow faster than we think–but they can only grow with timely feedback.  Those quarterly meetings were honest and informal discussions–which made the year-end review very easy.  I also emailed out the written review document 48 hours ahead of time, giving people the chance to digest all the thoughts and to come prepared ready to discuss each point.

As a Marketing Leadership Team, we spent our greatest efforts around managing the people. We talked people performance in every one of our weekly meetings.  The directors were encouraged to bring up people examples of those who were shining and those who were struggling.  If one of the other leaders were not familiar with those that were shining, we’d set up a process or special project where they could become more aware.  We ranked everyone on the team once a year plus a mid-year check in on the rankings.  You have to be diligent in managing your team.

Skills, Behaviours and Experiences

Marketing Skills: Brand Leaders should be measured on the Core Marketing Skills.  Below, I’ve outlined a Checklist of 30 Core Skills for a Brand Leader that can be used to highlight potential gaps that some of our Brand Leaders may have.  These 30 core skills fall under the areas of:

  • Analytics
  • Brand Planning
  • Briefs
  • Advertising
  • New Products & Claims
  • Go-To-Market
  • Leadership
  • Management

You can use this checklist in a few different ways:  1) to see if someone is meeting the needs of the current job–it could be used to set someone up for a performance improvement plan or as a motivation to push themselves 2) for someone who is close to ready for promotion, but you want to close on a few specific areas before the promotion or 3) for your personal assessment to see what you want to work on.

The rating should compare against their peers.  It helps to highlight skill gaps where people should focus their attention.  Any scores in the 1 or 2 are concerning and need an action plan.  The gap could arise because it’s outside of their natural skills or it could just be because it’s been outside of their experience they’ve had.  It’s tough to be good at advertising until  you’ve worked on a brand with advertising.

Leadership Skills:  Below, I’ve outlined a Checklist of 12 Leader Behaviours of Brand Leaders that can be used to highlight potential gaps that some of our Brand Leaders may have.  These 12 leader behaviours fall under the areas of:

  • Accountability to Results
  • People Leadership
  • Strategic Thinker
  • Broad Influence
  • Authentic Style

In the Leader Behaviour space, we all have blind sides that we just can’t see.  This is where the 360 degree feedback can help people to see how they are showing up.  I know that as a Director, I was a Driver-Driver that caused me to have behaviour gaps around Influence and Style.  I had the attitude of “it’s my way or the highway” and I wasn’t getting what I needed from the strategy and accountability I was hoping for.  Once I was able to identify it and work on it, I was able to see a big improvement in my performance and the results started to pay off as well.   Without closing that gap when I was a director, I would not have been promoted and would have honestly been unable to lead the entire marketing team.

Experience:  Many of our gaps as Brand Leaders comes from not having the experience.  When managing others, expect quite a few mistakes in the first few and you might not get fully there until your 5th direct report. When sitting in the hot seat of advertising, you’ll start to realize just how complex it can be–you’ve got to stay on brief, keep the creative team motivated, make judgement calls at every stage of the process and keep your own management on side.  And at every level, you’ll start to notice that the pressure gets higher–whether it’s push for results, the ambiguity or meeting deadlines through your team.  Each of these takes experience.

With  your best people, make sure you identify the experience gaps they have and be fair to them with the next assignment.  It’s far too easy to keep relying on a person’s strengths but it’s more important that you round out that person’s experience.  If they advance too far without covering off those gaps, they may find themselves struggling later in the job.  I’ve known newly promoted directors who had very little advertising experience coming up that all of a sudden found themselves on a desk with lots of advertising.  Their team even had more experience than they did.  Regular people reviews can really help identify the experience gaps that people might have. 

To read about the four levels of the Marketing Team, read the following document that can help you manage your people’s careers based on where they are:

And for any learnings for your teams on specific skills, I’ve created 14 Learning Sessions for Brand Leaders that can help your team to get better.  Most of these sessions can be done in full day sessions with people applying the skills immediately on their businesses.  It’s worth the investment and will be a highly motivating experience for your teams.  To read about all the marketing roles:  1) Assistant Brand Manager 2) Brand Manager 3)  Marketing Director and 4) VP Marketing

About Graham Robertson: I’m a marketer at heart, who loves everything about brands.  My background includes 20 years of CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke. The reason why I started Beloved Brands Inc. is to help brands realize their full potential value by generating more love for the brand.   I only do two things:  1) Make Brands Better or 2) Make Brand Leaders Better.  I have a reputation as someone who can find growth where others can’t, whether that’s on a turnaround, re-positioning, new launch or a sustaining high growth.  And I love to make Brand Leaders better by sharing my knowledge. My promise to you is that I will get your brand and your team in a better position for future growth.  To read more about Beloved Brands Inc., visit http://beloved-brands.com/inc/   or visit my Slideshare site at http://www.slideshare.net/GrahamRobertson/presentations where you can find numerous presentations on How to be a Great Brand Leader.  Feel free to add me on Linked In at http://www.linkedin.com/in/grahamrobertson1  or on follow me on Twitter at @GrayRobertson1

Continue Reading

REJECT OK, because OK is the enemy of Greatness

Do you remember how you felt when you first landed your first marketing role?  You likely went into marketing because you loved the strategy and the creativity that you saw the great marketers had done.  Beloved Brands like Apple, Nike, Dove, Disney and Starbucks likely  inspired you to get into this role.  Unlike other occupations, you were drawn to it, and you wanted to bring an energy level to make a difference.  It likely was hard to get that first marketing job–so many people wanted to get in.  And you were so excited on that first day when you walked into the office and found your cubicle.

Your first few months on the job had you crashing and banging into everything.  Every day, you heard “you can’t do that” or “we don’t do that here” which started to suck the life and energy out of you.  And once you stopped doing those things, you noticed that your performance reviews went so much better.  Then you got promoted and made it to a Brand Leader role.  Congratulations.  But now you have to make a choice: do you cave to corporate world and become the boring marketer that does OK work?  Or do you try to reach back to those feelings you had when you entered marketing and find the way to bring it back into the mix with the more sophisticated knowledgeable marketer that you’ve now become?

Explaining what a Marketer does to non-Marketers is odd because we don’t really do anything.  We don’t make the product, we don’t make the ads or public relations and we don’t even sell it.  Yet the Brand Leader is held responsible for sales, share and profits.  And they should be.  While we don’t do anything, we do have a say in everything that goes on about the brand and we sit in the seat that can inspire everyone around you, or it can be the one that inhibits creativity and suck the life out of everyone around you.  As you sit in the Brand Leader role, the worst thing you can ever do is say “Yes” to OK ideas.  If you’ve ever said “Yes” to an OK idea, you know that you lost a bit of who you wanted to be.

My challenge to you is to REJECT OK, because OK is the enemy of greatness.

Saying “Yes” to OK is even more demoralizing than saying “we don’t do that here”.

Brands move along a Brand Love Curve, moving from Indifferent to Like It to Love It and onto becoming a Beloved Brand.  Most brands find themselves stuck at the Like It stage–where they deliver adequate sales and share.  Marketers of Like It brands fear losing those sales, so they opt for the status quo filled with OK ideas.  The problem with status quo in today’s competitive environment is that you are likely falling back to Indifferent and you just don’t realize it.  But it should make sense, because if you’re indifferent about your work, then why wouldn’t your brand end up there.

If you don’t love the work you do, then how do you expect the consumer to love your brand?

Rejecting OK work is not easy, especially if you have a reputation for playing it safe and approving OK.   It is always tempting to look at all the work that’s been presented to you and figure out which one is the best.  So you pick the 6 out of 10, and make some recommendations that might it up to a 6.5.

Because you don’t really do any of the work, not only do you need to REJECT OK, but you have to inspire the greatness to come from others.

Execution does matter.  While we want great execution against great strategy, I’d say that great execution against an OK strategy is better off than OK execution against a great strategy.  In today’s crowded marketing world, where consumers see 6,000 ads a day, standing out is more important than it ever has been.

If you are up for the change, you should start at the beginning of the process.  Sit with your lead account person and lay out your deepest thoughts on how you want your passion for the work to come shining through.  Find the language that translates your passion accurately at the outset and then be consistent to that passion throughout.  Here’s what I have said in the past:  “I know we need an Ad that delivers the strategy, sells more product and drives share.  But I also need an Ad that I love, that I’m proud of and something I can hold up and say I DID THIS”.   I always felt “I have to love it” is the highest bar you can set.  It also gives you the out by saying “I just don’t love it”.  Tell your account person, you are building in extra time in the process just so we can see if we can really push to get to great.

But saying is one thing, doing is another.  Be consistent at every stage because people follow how you say it as much as what you say.  Write an inspiring brief that is open on creativity, and isn’t filled with support points or mandatory requirements.  Ask to meet the creative people before the first creative meeting so you can talk about your expectations that you want to create work we all love.  At the creative meeting, you need to stay open, positive and push for different because that is usually where greatness lays.  Follow your instincts first. Absorb the work in the same way your consumer might.   Reach for words that describe your instincts and how you feel about the work.  Stay open and inspiring.  Do not get into all the details or the changes you want–save those for a post meeting email.    Talk only about the work you love–don’t even talk about the ones you don’t like.  You want your positive energy to come through.

It’s one thing to inspire but it’s another thing to actually go for it.    I find it strange that Brand Leaders always push for a strategic point of difference no matter how small–but when it comes to execution many of us fear sticking our neck out and looking different.  When it comes down to making the choice, you need to show everyone how serious you are by taking a chance on greatness and not just picking the safe options.  You have to be wiling to fight for it, because you can imagine that there will be push back.  This is your opportunity to shine, your opportunity to inspire everyone on your team and your opportunity to push for true greatness for your brand.   And you’ll bring back those feelings of excitement that you had the day you decided to get into marketing.

You can only Reject OK, if you are willing to inspire greatness.

To read about how to Create Beloved Brands, read this:

 

Brand Leadership

I run the Brand Leader Learning Center,  with programs on a variety of topics that are all designed to make better Brand Leaders.  To read more on how the Learning Center can help you as a Brand Leader click here:  Brand Leadership Learning Center

 

 

 

To read other stories on Brand Leadership, click on any of the topics below:

There is a Facebook page called “Brand Leadership Learning Center” at 

 

like us2

If you or team has any interest in a learning program, please contact me at graham.robertson@beloved-brands.com

About Graham Robertson: I’m a marketer at heart, who loves everything about brands.  My background includes 20 years of CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke. The reason why I started Beloved Brands Inc. is to help brands realize their full potential value by generating more love for the brand.   I only do two things:  1) Make Brands Better or 2) Make Brand Leaders Better.  I have a reputation as someone who can find growth where others can’t, whether that’s on a turnaround, re-positioning, new launch or a sustaining high growth.  And I love to make Brand Leaders better by sharing my knowledge. My promise to you is that I will get your brand and your team in a better position for future growth.  To read more about Beloved Brands Inc., visit http://beloved-brands.com/inc/   or visit my Slideshare site at http://www.slideshare.net/GrahamRobertson/presentations where you can find numerous presentations on How to be a Great Brand Leader.  Feel free to add me on LinkedIn at http://www.linkedin.com/in/grahamrobertson1  or on follow me on Twitter at @GrayRobertson1 or join us on Facebook at http://www.facebook.com/BrandLeadership

Continue Reading

Finding Your Love in the Art of Being Different.

I found this year’s Super Bowl ads were “pretty good”.   While the Farmers ad stood out as amazing, the Budweiser ad was nice.  But the rest of it while well executed feels like something we see on CNN all the time.  Nothing was different.

Given the current economy, shouldn’t we be taking more risks to stand out rather than playing it safe right down the middle of the road?   Let’s hope someone has the strength to do something different.

The classic launch formula: do the basic product concept testing, hope for a moderate pass.   Then meet with sales and explain how this is almost identical to the launch we did last year, and builds on the same thing we just saw our competitor do.  Re-enforce that the buyer hinted that if we did this, we’d get on the shelves pretty easily.  Go to your ad agency, with a long list of mandatories and an equally long list of benefits they can put in the ad.   Tell the agency you’re excited.   They’ll tell you they’re excited as well.  Ask for lots of options, as a pre-caution because time is tight and we’re not sure what we want.  Just hope the agency clearly understood the 7-page brief.  Test all the ads, even a few different endings, and then let the research decide who wins.  That way, no one can blame you.  Do up a safe media plan with mostly TV, some small but safe irrelevant secondary media choice.  Throw in a web site to explain the 19 reasons why we launched.   Maybe even a game on the website.

Ah, we have our launch. 

This is a guaranteed formula for success, because it follows last year’s launch to a tee and will be done hundreds of brands this year.   Convince yourself, you had to play it safe because sales are down, margins are tight and you will do something riskier next year once this launch is done.   What looks like a guaranteed success will likely get off to a pretty good start and then flat-line until it will be discontinued three brand managers from now.

At some point, to break through in a cluttered market, you’ve got to do something different to stand out:  now, more than ever.   It might feel like a risky move, but it’s almost riskier not to take that chance.

Push yourself to be different.  The most Beloved Brands are different, better or cheaper.  Or not around for very long.  

There are four types of launches:

good-vs-different

Good But Not Different (our launch above) 

These do very well in tests mainly because consumers have seen it before and check the right boxes in research.   In market, it gets off to a pretty good start—since it still seems so familiar.   However, once challenged in the market by a competitor, it falters because people start to realize it is no different at all.  So they go back to their usual brand and your launch starts to go flat.  This option offers limited potential.

Good But Different:

These don’t always test well:  consumers don’t really know what to make of it.   Even after launched, it takes time to gain momentum, having to explain the story with potential investment and effort to really make the difference come to life.  But once consumers start to see the differences and how it meets their needs, they equate different with “good”.   It begins to gain share and generates profits for the brand.   This option offers long-term sustainability.

Not Good and Not Different:

These are the safest of safe.  Go back into the R&D lab and pick the best one you have–even if it’s not very good.   The tallest of midgets.  They do pretty well in test because of the familiarity.   In market, it gets off to a pretty good start, because it looks the same as what’s already in the market.  But pretty soon, consumers realize that it’s the same but even worse, so it fails dramatically.   What appears safe is actually highly risky.  You should have followed your instincts and not launched.  This option is a boring failure.

Different but Not that Good

Sometimes we get focused on the product first:  it offers superior technology, but not really meeting an unmet need.  So we launch what is different for the sake of being different.  It does poorly in testing.  Everyone along the way wonders why we are launching.   But in the end, consumers don’t really care about your point of difference.  And it fails.  The better mousetrap that no one cares about.

It will be up to you to figure out how to separate good from bad.   One caution is letting market research over-ride your own instincts.  As Steve Jobs said:  “it’s hard for consumers to tell you what they want when they’ve never seen anything remotely like it.   Yet now that people see it, they say OH MY GOD THAT’S GREAT”

We always tracked many numbers (awareness, brand link, persuasion etc), but the one I always wanted to know was “made the brand seem different”.  Whether it is new products, a new advertising campaign or media options push yourself to do something that stands out.   Don’t just settle for ok.  Always push for great.  If you don’t love the work, how do you expect your consumer to love your brand?  The opposite of different, is indifferent and who wants to be indifferent.      

In case you need any added incentive:  Albino fruit flies mate at twice the rate of normal fruit flies.   Just because they are different!   And the place where most ground hogs are run over is right in the middle of the road.  

Push Yourself to Find Your Difference

 

To read more about how the love for a brand creates more power and profits:

 

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

 
Other Stories You Might Like
  1. How to Write a Creative Brief.  The creative brief really comes out of two sources, the brand positioning statement and the advertising strategy that should come from the brand plan.  To read how to write a Creative Brief, click on this hyperlink:  How to Write a Creative Brief
  2. How to Write a Brand Plan:  The positioning statement helps frame what the brand is all about.  However, the brand plan starts to make choices on how you’re going to make the most of that promise.  Follow this hyperlink to read more on writing a Brand Plan:  How to Write a Brand Plan
  3. Turning Brand Love into Power and Profits:  The positioning statement sets up the promise that kick starts the connection between the brand and consumer.  There are four other factors that connect:  brand strategy, communication, innovation and experience.   The connectivity is a source of power that can be leveraged into deeper profitability.  To read more click on the hyper link:  Love = Power = Profits

 

Brand LeadershipI run the Brand Leader Learning Center,  with programs on a variety of topics that are all designed to make better Brand Leaders.  To read more on how the Learning Center can help you as a Brand Leader click here:   Brand Leadership Learning Center

 

Pick your Social Media vehicle and follow us by clicking on the icon below

 linkedin-groups-large             images-1              facebook-logo

To reach out directly, email me at graham.robertson@beloved-brands.com

About Graham Robertson: The reason why I started Beloved Brands Inc. is to help brands realize their full potential value by generating more love for the brand.   I only do two things:  1) Make Brands Better or 2) Make Brand Leaders Better.  I have a reputation as someone who can find growth where others can’t, whether that’s on a turnaround, re-positioning, new launch or a sustaining high growth.  And I love to make Brand Leaders better by sharing my knowledge.  Im a marketer at heart, who loves everything about brands.  My background includes 20 years of CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke.  My promise to you is that I will get your brand and your team in a better position for future growth. Add me on LinkedIn at http://www.linkedin.com/in/grahamrobertson1 so we can stay connected.

Continue Reading

People around the World are so addicted to Facebook. And now it’s a Beloved Brand Worth $100 Billion.

Facebook has just announced that it expects to reach a Value of $100 Billion by next year.   That’s incredible. 

Facebook has over 800 million users, so if it were a country, it would be the third biggest country in the world just behind China and India.   Facebook has over 70 languages and 75% of users are outside the U.S.   Facebook has gained 200 million users in 2011, a growth rate of 33%.  For those of you thinking Facebook has hit their peak, forget it.

People love Facebook and can’t get enough of it.  About 50% of those users go on every day and 40% have accessed Facebook through a mobile device.   Users spend an average of 15 hours a month on Facebook, probably more time they spend at the dinner table.   Facebook is not for kids, over 75% of users are over 18, and the fastest growing segment is 55+.   Even my mom is on it, even though she won’t want me giving her age out (I’d get a phone call saying “Did you need to say how old I was).   On average, more than 250 million photos are uploaded per day.  Facebook has truly utilized the addictive nature of us all, looking up statuses, linking in with friends from years ago and randomly clicking “Like” here and there.  We’re all guilty of it, in fact 800 million of us are.

20% of women would give up sex before giving up facebook.

A recent survey in Cosmopolitan Magazine says that 20% of women would give up sex before they’d give up their beloved Facebook.   Mind you, the same survey said 25% of college students would give up sex if they didn’t have to lug around text books, which supports that great pick up line of “Hi Can I carry your books”.

Facebook has turned this phenomena into a money making machine.   Facebook has revenues of $4.2 Billion in 2011, up 114% from last year.   Like most on-line sites, Facebook makes most of their revenue from advertising, all those ads you see down the side of the page.   While not the strongest click-through rates, the sheer girth of reaching 800 million users for 40 hours a month gives Facebook plenty of opportunity for sales.   Facebook has tinkered around with Facebook Points, not yet making it work.  But what Facebook points really are is a currency where you can buy things.   If Facebook will be the biggest “country” one day, it’s a natural step that they would have a currency.   Imagine how addicted we’d be when Black Friday has us all on Facebook trading “Facebook dollars” for a new Coach bag for my wife.

If you've already won Time Person of the Year Award at 27, what's next?

Mark Zuckerberg is still only 27.  He’s finally old enough for a low level manager role at a Fortune 500 company, but they’d still be cautious and put him on a low risk brand assignment.   Maybe that’s because he still looks about 19.   Yet he’s worth $17.5 Billion and he’s already been named Time Magazine Person of the Year.

Wow.

Continue Reading