How to find your brand’s ideal Consumer target profile

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As part of the positioning exercise, we recommend that you put together a complete Consumer Profile that outlines the focused definition of the target, add flavor with needs, enemies and insights and then talk about where they are now and where you’d like to move the consumer in the future.

Who is your ideal consumer target?

Everything starts and ends with the consumer in mind. We believe that spreading your limited resources across an entire population is cost-prohibitive and will provide you with a low return on investment and low return on effort, that will eventually drain your brand. While targeting everyone “just in case” might feel safe at first, it is actually less safe because you never get to see the full impact of the resources you apply. Too many Marketers seems to think that the way to make your brand bigger is to be able to appeal to a bigger, broader target. Positioning 2016 ExtractWe take a different approach believing that instead of going after who you want the most, we recommend that you should go after those consumers who are the most motivated by what you do. To get Brand Leaders to focus their target, we show three types of targets: selling target, marketing target and program target.

  • Selling Target: Of course you should sell to anyone who wants to buy. I just wouldn’t spend my money against this large of a target. You can always reactively sell to anyone who engage and show interest in your brand, regardless if they fit your ideal target. However, as every brand is constrained by limited resources, we just don’t recommend that you spend your limited marketing resources against this large of a target, especially when you have seen no signs that they will respond enough to provide an efficient pay back.
  • Marketing Target: The best marketers know exactly who is their ideal consumer. In the new world of Marketing, we can know more and more about these people. We recommend that you focus your limited resources on those consumers that are the most motivated by what your brand offers, those most likely respond to your brand story or your product offering, which then provides you with the fastest and highest return on investment and return on effort.
  • Program Target: Specific campaign target that you hope to move to think, feel or do with your specific marketing program.

A few years ago, I was working with bank who told me that their target market for a first time mortgage (home loan) was 18-65, new customers, current customers and employees. Sarcastically, I said, “You have forgotten tourists and prisoners”. As I pressed to help them narrow their consumer target, they pushed back saying that they didn’t want to alienate anyone “just in case” someone outside the usual target wanted a home loan. While the odd 64-year-old might be tired of renting for the past 40 years and wanting to finally buy their first home, they would not be offended if there was a 32 year old in the advertising. The reality is that first time home owners are usually in their late 20’s or early 30’s, and they usually spend 6-12 months looking for a house. No one buys a house on impulse. And no one ever wanted a mortgage, without buying a house. The target should be: “28-33, already considering buying a house within the next year and nervous about their debt load.” Imagine the difference that focused target market will make in the brand message and in the media choices you might make now. For instance, instead of just randomly advertising to everyone on mass media, you can focus your resources where the consumer would be most open to your message. You could advertise on real estate websites, take out billboard ads outside of the new housing developments and buy radio ads on Saturday when people are looking at new homes. The focused target market helps focus your resources on those consumers most likely to respond to your brand messages.

Realizing not everyone can like you is the first step to focusing all your attention on those that can love you. It becomes all about choices and you will be much more effective at convincing a segment of the population to choose your brand because of the assets and promise that you have that match up perfectly to what they want. The best brands don’t go after consumers, they create a desire and connection, to get consumers to go after the brand. The best way to get consumers motivated is to tap into their need states, to understand their frustration points they may have and to connect by showing that you understand them. Motivating someone to buy your brand should start with the consumer not your product. You have to understand consumers, to match your brand up to their needs, wants and desires. Done right, if you can make consumers want to buy, then you will never have to sell.

Who is your consumer’s enemies that you will fight?

While regular products solve regular problems, the most beloved brands beat down the enemies that torment consumers every day. What are your consumer’s frustration point that they feel no one is even noticing or addressing? For instance, the Disney brand fights off the consumer enemy of “growing up”, while Volvo fights off the consumer enemy of “other drivers” or Starbucks fights off the consumer enemy of a “hectic life”. Shifting from solving a rational consumer problem to beating down a consumer enemy is the starting point to reaching into the emotional state of your consumer. Positioning 2016 Extract 2

Put yourself in the shoes of your Starbucks consumer, who is a 38-year-old mom with two kids. She wakes up at 6:15 am, not only to get ready for work, but to get everyone in the house ready for their day. She drops off one kid at daycare, the other at public school and then rushes into the office for 8:30 am. She drives a van, not because she wants to but because it is a great transportation choice for carrying all the equipment needed for after-school activities, including soccer, dance, tutoring and ice hockey. It never stops. No one is really old enough to thank her, the only appreciations are random moments of celebration or a hug at the end of a long day. Just after getting both to bed, she slinks into her bed exhausted. What is her enemy? Her enemy is the hectic life that she leads. If only she had a 15-minute moment to escape from it all. She doesn’t want to run from it, because she does love her life. She just needs a nice little break. A place where there is no play land, but rather nice leather seats. There are no loud screams, just nice acoustic music. There are no happy meals, just nice pastries have a European touch. Not only does she feel appreciated, but the cool 21-year-old college student not only knows her name but knows her favorite drink. Starbucks does an amazing job in understanding and fighting off the consumer’s enemy, giving her a nice 15-minute moment of escape in the middle of her day. Yes, the Starbucks product is coffee, but the Starbucks brand is about moments. Starbucks provides a personal moment of escape from a hectic life, between work and home. If you want to show that you better understand your consumer’s pain points, think of how you would project the enemy to the consumer that you are fighting on their behalf.

Consumer Insights

We think of Consumer Insights as secrets that we have discovered and then use to our brand’s advantage. To paint the picture of our consumer target, you should use Consumer Insights to help to crystallize secrets, thoughts and stories that bring the consumer to life. The dictionary definition of the word Insight is “seeing below the surface”. Too many people think data, trends and facts are insights. I always do this little test asking if this is an insight: “Consumers in Brazil brush their teeth 4x a day compared with only 1.8 times per day for Americans”. All we know is one piece of data and if we don’t find out more, we might make a mistake. It might be that Brazilians stand closer to each other, or they eat spicier foods or they have a lack fluoride in their water system, or Brazilians believe they are the most beautiful people on the planet.

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The dictionary definition of the word Insight is “seeing below the surface”. To get deeper, when you come across a data point, you have to keep looking, listening, and asking yourself “so what does that mean for the consumer” until you have an “AHA moment”. You have to understand beneath the surface to turn the data point into knowledge and even wisdom about the consumer.

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

Get in the consumer’s shoes, then observe, listen and understand how they think, act, feel and behave. You have to know their fears, motivations, frustrations and desires. Learn their secrets, that only they know, even if they can’t explain. Learn to use their voice. Build that little secret into your message, using their language, so they’ll know you are talking to them. We call this little secret the consumer insight. Good insights get in the SHOES of your consumer and use their VOICE. We force every insight to be written starting with the word “I” to get the Marketer into the shoes of the consumer and force them to put the insight in quotes to use their voice.Creative Brief 2016.035

When portrayed with the brand’s message, whether on packaging, an advertisement or at the purchase moment, the consumer insight is the first thing that consumers connect with. When consumers see the insight portrayed, we make them think: “That’s exactly how I feel. I thought I was the only one who felt like that.” This is what engages consumers and triggers their motivation and desire to purchase. The consumers think we must be talking to them, even if it looks like we are talking to millions. If we want consumers to believe the brand is for them, then the insight is the first signal that says “we get you, you should listen to us”. It is not easy to explain a secret to a person who doesn’t even know how to explain their own secret. Try it with a friend and you will fail miserably. Imagine how hard it is to find that secret and portray it back to an entire group of consumers. Safe to say, consumer insights are hard to find.

Knowing the secrets of your consumers is a very powerful asset. An insight should ONLY connect with the audience you are talking to. I hate when people say, “We don’t want to alienate others”. The best brand communication should be like whispering an inside-joke that only you and your friend get. Yes, when we target, we actually do want to alienate others. That’s the only way we will truly connect. Your ability to harness those secrets into creating insights that are arresting or intriguing, fuels the creative spirit as you tell your brand’s story, launch new innovation and move the consumer through to the purchase moment. After all, there is one source of revenue, not the product you sell, but the consumers who buy. In a tough competitive market, your ability to harness the secrets of your consumers that only you know, is a huge potential competitive advantage.

How do you define your consumer?

At Beloved Brands, we lead workshops to help teams build their Brand Positioning Statement, helping the team find the target, main benefits, reason to believe.  Click on the Powerpoint file below to view:

 

Beloved Brands: Who are we?

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

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

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

 

GR bio Jun 2016.001

How to find the ideal Consumer Benefit for your brand

Posted on Leave a commentPosted in How to Guide for Marketers

What is the right consumer benefit?

The 4 elements of a winning Brand Positioning statement include who you will serve, where you play, where you will win then why the consumer should they believe us. Simply put, that’s the target, category, main benefit and support points.

Before you just write out a random brand positioning statement, we recommend that you dig deeper on doing the homework that helps uncover options and then focuses you on the best possible space to own. Positioning has a sense of ambiguity and uncertainty, which means randomness is only an intuitive guess on your part. Having a process that grounds your thinking will ensure you are owning the best space. I always think the positioning statement takes everything you know about the brand and narrows the focus to only those things that matter. The homework helps to lay out everything you know, and then your decision making helps to focus on the elements that matter.

  1. Who is in the consumer target? What slice of the population will be the most motivated to buy what you do? The first thing to decide is the consumer target, which should be your first point of focus, so that you can find the slice of the population that will be the most motivated by what you do. The mistake for many Marketers is they think about who you want, and they forget to ask who wants you. Who is the most motivated to buy what you do?
  2. Where do you play? What is the frame of reference that helps to define the space in the marketplace that you compete in? We then frame the positioning by determining the category you play in, defining the competitors you will position yourself against. No one really operates in a blue ocean space, as positioning is always relative to some other choice the consumer can make.
  3. Where do you win? We then need to determine the main promise you will make to the consumer target, in the sense of a benefit for the consumer, both the rational and emotional. Think about what does the customer get, and how does it make them feel?
  4. Why should they believe us? Finally, we will look to understand what support points are needed to back up the main promise you are making. These support points have to support the main benefit, not just random claims or features that you want to jam into your brand message.
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The homework is hard, but the output provides clarity when you begin writing a brand positioning statement that will help focus you on what is unique, own-able, and motivating to consumers. One of the biggest mistakes brands make is speaking at the consumer with features (what you do) and not benefits (what they get). The old saying is, “features tell, but benefits sell”. Stop telling consumers what you do and start telling them what they get and how it will make them feel.

The first thing you want to do is to know up your brand’s core strength.

There are four options for what Core Strength your brand can win on: product, promise, experience or price. Many brand leaders have their marketing strategy wrong, when it comes to aligning everything behind the right strength. Which core strength can really impact your brand positioning. Product and experience brands have to be better, promise brands have to be different, price brands have to be cheaper.

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Here’s a simple little game that we play with executive teams. We provide them with 4 chips against the 4 choices of product, promise, experience or price. They have to put one at the highest competitive importance, two at the mid level and then force one to be at the low level. Try it and you will be surprised that your team struggles to agree. You may also find that you are at one strength now and figure it is time to shift your brand marketing to become focused on something else.

  • Product: your main strategy should focus on being better. You have to invest in Innovation to stay ahead of competitors, remaining the superior choice in the category.
  • Promise: your strategy should focus on being different. To tell that story, you need to invest in emotional brand communication. You want to connect consumers on a deep emotional level with the concept.
  • Experience: your strategy and organization should focus on linking culture very closely to your brand. After all, your people are your product. As you go to market, invest in influencer and social media that can help support and spread the word of your experience.
  • Price: focus on efficiency and drive low-cost into the products you sell and high turns and high volume. You have to be better at the fundamentals around production and sourcing.
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Just like any decision, it’s hard to just pick one. But if you start to think about it more and more, you will see how different each of these four choices really are.

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The next decision is the main benefit you want to focus on. Doing a Consumer Benefits Ladder helps to organize your thinking as a great tool for bringing the benefits to life. The best way to work the Consumer Benefits Ladder is to hold a brainstorming session with everyone who works on the brand so you can:

  • Leverage all the available research to brief the team, helping define the consumer target and get all the consumer insights and need states out.
  • List out all the features that your brand offers, and the brand assets it brings to the table. Make sure that these features are competitive advantages.
  • Find the rational benefit by putting yourself in the shoes of the consumer and seeing the brand features from their eyes: start asking yourself over and over “so if I’m the consumer, what do I get from that?”. Ask up to 5 times and push the answers into a richer zone.
  • Then find the emotional benefit by asking “so how does that make me feel?” As you did above, keep asking, and you’ll begin to see a deeper emotional space you can play in and own.
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Put all the information of the group brainstorm into a Consumer Benefits Ladder Worksheet. You can put more on this list than you can use, either using market research to help narrow your focus or making tough decisions on what you where you want to go.

What are the emotional benefits?

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

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To own a space in the consumer’s heart, you want to own and dominate one of zones, always thinking relation to what your competitor may own. Do not choose a list of emotions from all over the map, or you will just confuse your consumer as much as trying to own a long list of rational benefits. Once you narrow the major emotional zone you can own, you can use the supporting words of the Emotional Cheat Sheet to add flavor.

We always recommend that you speak with consumers in terms of benefits, not features. They don’t care what you do, until you care about what they get. Put yourself in their shoes and start asking “so what do I get?” to help frame the rational benefit and “how does I feel?” to find the emotional benefit. You will become a much more powerfully connected brand.

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At Beloved Brands, we lead workshops to help teams build their Brand Positioning Statement, helping the team find the target, main benefits, reason to believe.  Click on the Powerpoint file below to view:

Beloved Brands: Who are we?

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

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

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

GR bio Jun 2016.001

 

Who is your consumer’s enemies that you will fight on their behalf?

Posted on Leave a commentPosted in Beloved Brands Explained

While regular products solve regular problems, the most beloved brands beat down the enemies that torment consumers every day. Positioning-2016.027What are your consumer’s frustration point that they feel no one is even noticing or addressing? For instance, the Disney brand fights off the consumer enemy of “growing up”, while Volvo fights off the consumer enemy of “other drivers” or Starbucks fights off the consumer enemy of a “hectic life”. Shifting from solving a rational consumer problem to beating down a consumer enemy is the starting point to reaching into the emotional state of your consumer.

Starbucks fights off the enemy of the hectic life

Put yourself in the shoes of your Starbucks consumer, who is a 38-year-old mom with two kids. She wakes up at 6:15 am, not only to get ready for work, but to get everyone in the house ready for their day. She drops off one kid at daycare, the other at public school and then rushes into the office for 8:30 am. She drives a van, not because she wants to but because it is a great transportation choice for carrying all the equipment needed for after-school activities, including soccer, dance, tutoring and ice hockey. It never stops. No one is really old enough to thank her, the only appreciations are random moments of celebration or a hug at the end of a long day. Just after getting both to bed, she slinks into her bed exhausted. What is her enemy? a03e0da8-fac7-11e3-acc6-12313b090d61-medium-1Her enemy is the hectic life that she leads. If only she had a 15-minute moment to escape from it all. She doesn’t want to run from it, because she does love her life. She just needs a nice little break. A place where there is no play land, but rather nice leather seats. There are no loud screams, just nice acoustic music. There are no happy meals, just nice pastries have a European touch. Not only does she feel appreciated, but the cool 21-year-old college student not only knows her name but knows her favorite drink. Starbucks does an amazing job in understanding and fighting off the consumer’s enemy, giving her a nice 15-minute moment of escape in the middle of her day.

Yes, the Starbucks product is coffee, but the Starbucks brand is about moments. Starbucks provides a personal moment of escape from a hectic life, between work and home. They fight off the consumer enemy of the hectic life.

Apple fights off the enemy of frustration

Unless you work in IT, you likely find computers extremely frustrating. We have all sat at our computer wanting to pull our hair out. computer-frustrationExamples of computer frustration includes spending 38 minutes to figure out how print, getting error message 6303 that says “close all files open and reboot” or if you have ever bought a new computer and you need to load up 13 disks and 3 manuals to read before you can even email your friend to tell them how amazing your computer is. Apple has recognized the frustration that consumers go through and capitalized on the enemy of frustration with PCs with the famous TV campaign of “Hi I’m a Mac,….and I’m a PC”, helping to demonstrate the many issues around computer set up, viruses and trying to make the most of your computer.  As soon as you open the box you can use the new computer, Macs are intuitive, aligned to how consumers think, not how IT people think. You can even take classes to learn.

Yes, the Apple product is about computers tablets and phones, but the Apple brand makes technology so simple that everyone can be part of the future. They fight off the consumer enemy of frustration with technology.

If you want to show that you better understand your consumers, how would you project the enemy that you are fighting on their behalf.

 

Understanding the consumer is the first step in writing a winning brand positioning statement. To read more on brand positioning, here’s our workshop we run for brand teams:

Beloved Brands: Who are we?

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

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

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

GR bio Jun 2016.001

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

Posted on 2 CommentsPosted in How to Guide for Marketers

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

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

China is in a state of dramatic change

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

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

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

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

Global Pricing Management Systems

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

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

Pricing Waterfall

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

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

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

Beloved Brands: Who are we?

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

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

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

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How to write a Brand Concept that will help you win

Posted on Leave a commentPosted in How to Guide for Marketers

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

It starts with doing the Brand Positioning homework

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

  1. Who is in the consumer target?
    • Who is the most motivated to buy what you do?
  2. Where do you play?
    • Definition of the market that you compete in
  3. What are we are selling?
    • What is your main benefit (rational/emotional)?
  4. Why should they believe us?
    • What support points to back up the main benefit?
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If we look below, the winning zone has to be better, different, cheaper or else not around for very long. You want to avoid competing in the Losing Zone, going head to head with a competitor that can deliver the consumer wants better than you can. The area with the yellow arrow is a the Risky Zone, which is a relative tie. The way to win this zone is by being first, being more innovative and creative or finding the right emotional connection that makes the rational tie less relevant to the consumer decisions. At all costs, avoid the Dumb Zone, where you wage a competitive battle in a space that the consumer does not care about. When you find yourself competing in this space, you will find yourself eventually talking to yourself.

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Who is your target?

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

As part of the positioning exercise, we recommend that you put together a complete Consumer Profile that outlines the focused definition of the target, add flavor with needs, enemies and insights and then talk about where they are now and where you’d like to move the consumer in the future.

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What’s the Benefit?

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

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

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

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

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Emotional Benefits

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

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

Reasons to Believe (RTB’s)

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

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

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

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

Process

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

Product

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

Third person

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

Behavioral

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

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

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

 

Turning the work into a Brand Concept

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

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

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

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  • Main headline should capture the big idea of your brand.  Obviously the headline is the first thing they see, so it should contain the big idea that you want your brand to stand behind.
  • Use the opening to connect quickly with your target consumers by starting with their enemy or insight. I love using the enemy because it can be a very arresting way to really make the consumer say “That’s me”.
  • Bring the main benefit to life in a compelling promise statement. I prefer it to have an emotional/rational balance in the promise. At the very least, the emotion modifies the rational. The promise statement then forces us to bring in the two reasons to believe to help back that up.
  • I like to add a motivating call to action at the end to help prompt purchase intent. The concept test will hang on how well the purchase intent score is, so a strong concept almost has to ask for it.
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Anything more than this, you are just cheating yourself. Yes, you might have a better score, but you might not be able to execute it in the market. If you haven’t narrowed down your claims or RTB’s, maybe you need a claim sorting research before you get into the concept testing.

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

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

Beloved Brands: Who are we?

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

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

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

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Ritz-Carlton: Meeting the “unexpressed” needs of guests

Posted on 2 CommentsPosted in Beloved Brands in the Market

 

 

Impeccable service separates Ritz-Carlton

Ritz-Carlton does a lot of things right to earn the high prices they are able to charge–the best locations, beautiful rooms, nice beds and great meals. But in reality, every luxury hotel has to deliver against these or they’ll be quickly out of business. Recognizing that any great brand has to be better, different or cheaper to win, Ritz-Carlton focuses their attention on impeccable service standards to separate themselves from other Hotels. What Ritz-Carlton has done so well is operationalize it so that culture and brand are one.RitzCarlton.svg

I was lucky enough to be able to attend the Ritz-Carlton Training session, and as a Brand Leader, the thing that struck me was the idea of meeting the “unexpressed” needs of guests. As highly paid Marketers, even with mounds of research, we still struggle to figure out what our consumers want, yet Ritz-Carlton has created a culture where bartenders, bellhops and front desk clerks instinctively meet these “unexpressed needs”. Employees carry around note pads and record the expressed and unexpressed needs of every guest and then they use their instincts to try to surprise and delight these guests.

Employees are fully empowered to create unique, memorable and personal experiences for our guests. Unique means doing something that helps to separate Ritz-Carlton from other hotels, memorable forces the staff to do something that truly stands out. And personal is defined as people doing things for other people. Isn’t that what marketers do? So what’s getting in our way?

They bake it right into the Ritz-Carlton culture

The phrase that Ritz-Carlton uses with their staff is “Radar is on and Antenna is Up” so that everyone can be looking for the unexpressed needs. These could be small wins that delight consumers in a big way:

  • A couple arrives at the hotel, wife is six months pregnant. Normal service would be to observe and do nothing–at best help with the bags. But at Ritz-Carlton, antenna up means they get a special pillow for sleeping and alcohol free sparkling cider instead of champagne.
  • A business guest who was staying at a hotel for 4 weeks and the staff printed up business cards with the guest name, hotel address and phone number so that he could give them out during his stay.

But like any hotel, things do go wrong. The staff is encouraged to use these moments to not only address the problem and fix it but also try to surprise and delight guests turning a problem into a potential wow moment. With everyone’s antenna’s up, when a problem does arise they quickly brainstorm and use everyone’s input.

  • A guest who had just left the hotel called to say that their son had left his stuffed giraffe in the room. The boy could not stop crying.2012-05-17-Joshiepic5 The only thing these distraught parents could think of to tell their son, is that the giraffe was staying on the vacation a little longer. So the staff, found the giraffe and overnighted it to the boy. Most luxury hotels would have done that. But that was not enough for Ritz-Carlton. Knowing what the Mom had told their son about staying on a bit longer, the staff also included a photo album of the giraffe enjoying his extra stay, including photos of the giraffe sitting by the pool, in the spa with cucumbers on his eyes, and laying out on the beach. It’s not that the album would make the boy excited, because he was excited just to have his favorite giraffe back. But imagine how the parents felt and the signal it sends to them about the Ritz-Carlton staff and how many friends they may share that story with.
  • An activity coordinator noticed that one of them had a real passion for ballet. Over the week, the activity coordinator even came in before her shift every day to give the girl a private ballet class. She wanted to do something special for the young guest, and decided to teach her a special dance for her parents. On their last day, she arranged for a performance at the Jazz Club, with special music and lighting for the performance. The couple was very grateful and could not believe how much love and passion the activity coordinator had put into making their daughter’s stay so memorable. To complete the experience, they gave the guests a CD with pictures and videos of their daughter’s performance so they could share it with family and friends on their return home

To inspire each other, everyone at Ritz-Carlton goes through a daily line up where they share wow stories, both local stories and stories from other hotels around the world. This line up keeps everyone in line, but it also keeps people fully engaged. Harvard did a study on Employee Engagement, stating that the average company had 29% of their employees who were fully engaged and they labelled this group as the Super Stars. Using the same criteria, Ritz-Carlton has 92% of their staff considered fully engaged. No wonder they are able to win so many service awards and no wonder they can create such an experience for their consumers. They’ve fully created a culture that now defines the brand.

So what can brand leaders learn from Ritz-Carlton?

  1. How can marketers challenge themselves to meet the unexpressed needs of guests? As Henry Ford said: “If I had asked people what they wanted, they would have said faster horses.” So what’s getting in your way? Are you over-thinking things? Are you too worried about the short-term results that you’re not even seeing or hearing the unexpressed needs? Are you so analytical that you need to see the data first and never really reach for your instincts which might challenge the data or even fill in the missing gaps in the data?0da472d
  2. How do you get your antenna’s up so that you and your team are always watching, listening and thinking? As you run from meeting to meeting, filling in forecasting templates and spending evenings pretty-ing up your presentation for senior leaders, how many times a week do you talk to consumers, how many times do you walk into a store or what social media tools do you monitor and listen to. Do you ever sit with customer service for an afternoon? Do you read through the complaints? And while it’s great that you do this once in a while, how do you operationalize it with your team. Can you set aside time so that you’re doing regular store visits or a quick brainstorm on observations once a week.
  3. How can Marketers push ourselves to wow the Consumer? The Ritz-Carlton staff is constantly trying to wow their guests, in either a small or big way believing that both make a difference. Are you pushing yourself to surprise your consumer? Are you trying to wow your consumer? Are you rejecting OK work to force everyone to reach for Great? Do you have a standard for the work that exceeds that of your consumer, after all if you don’t love the work then how do you expect your consumer to love your brand?

Do something this week that meets the unexpressed needs of a Customer just to see what it feels like. It might feel pretty damn powerful.

 

To read about how to create a Beloved Brand, click on the presentation below:

 

Beloved Brands: Who are we?

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

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

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

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10 Ads that will definitely leave you with goose bumps (get some tissues ready)

Posted on 2 CommentsPosted in Beloved Brands in the Market

goosebumps-101027-02When clients say they want emotional advertising, I usually say “I can’t wait to see this emotional brief you wrote”. Without understanding the emotional space you wish to own in your consumer’s heart, asking for an emotional ad, feels like a random game of chance.

Here are ten ads that do a fantastic job going into the emotional space, whether it’s a mass retailer, a utility or a shoe company. They do a nice job trying to connect the consumer tightly to the brand. While the ads do that, does the brand do what it takes to back it up when you experience that brand? In some cases, but not all.

Google “Paris”

For all the romantics, this is one of the best ads. They tell the complete story through google searches, with a few surprises like the airline ticket, wedding bells and of course the baby. Extremely creative.

 

Nike’s “If You Let Me Play”

Nike released this inspiration way back in 1995, outlining the benefits of having girls play sports. Brands such as Always “throw like a girl” were inspired by this type of message.

 

P&G “Thank you mom”

Back in the 2012 London Olympics, P&G was making an attempt at a Master Brand strategy. This is a beautiful ad, that is a nice salute to moms around the world, whether your child is an Olympian, or not.

 

Ram “Farmer’s”

Aired during the Super Bowl, it’s one of the best spots I have ever seen. Using Paul Harvey’s story telling hit a positive vibe with Farmers, and Americans in general. Simplicity of idea, yet story telling at it’s best.  They didn’t over-do the branding, but consumers were so engaged in the ad, they were dying to know who is it that’s telling this story. While everyone else is being loud, maybe being so quiet stands out. 

 

 Canadian Tire “Bike Ad”

This ad makes me cry every time. We can all remember our first bike and how special it is. In Canada, Canadian Tire was that store, prior to Wal-Mart entering the market. Now, Canadian Tire can’t deliver on this promise, because it now resembles Wal-Mart. No longer is it where you go for your first bike, but rather where you go buy Tide when it’s cheap.

 

Bell “Dieppe”

Wow, a utility delivering an ad that gives you goosebumps. I have been to that beach in Dieppe and it does command such intense feelings. As you can tell from the phone at the end, this was in the early days of Cell phones, trying to link the idea of connecting anywhere. While this is just an ad, I do wish that utilities would try harder to connect with consumers at every stage of the consumer’s buying journey.  

 

John Lewis “Christmas 2011”

Every Christmas, British retailer John Lewis has been releasing campaigns around Christmas.  To me, this one is the best, especially the ending. John Lewis is an employee-owned retailer, with a very unique culture that delivers on the brand.  

 

Budweiser “9/11”

Aired only once, only a few months after 9/11 the context of this ad is paramount to the emotion. An amazing salute, by the brand, to the heroes of 9/11.

 

Pfizer “More than Medication”

A nice twist. The ad appears to be a typical rebellious teenager, but he turns into an angel, with a big message for his sister.

 

Nike “Find your Greatness”:

Aired during the 2012 Olympics, this ad was very high risk, but also ran counter to all the athlete ads. There are many types of motivation, for some of us, Michael Jordan is the inspiration. But not all of us are Michael Jordan. This kid running is the average person that gets out there and makes it happen.My hope is that it inspires you do get out there and “just do it”, on your own terms.

 

To see a training presentation on getting Better Marketing Execution, click on the link below

 

Beloved Brands: Who are we?

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

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

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

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Laying out your 5-year plan with a Brand Strategy Roadmap

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What the final Brand Strategy Roadmap should look like

Having the brand road map on one page can help align everyone that works on a brand. This is especially useful when managing a Branded House or Master Brand where there are various people in your organization that each run a small part of the brand. The road map helps guide everyone and keep them aligned. Here’s the one I use that has all the key elements that help define the brand:

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The Brand Strategy Roadmap combines With our Brand Roadmap the Brand Idea Map where we take the brand’s big idea and show it lines up across the 5 consumer touch-points and the long-term Brand Plan elements.

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Big Idea Map

As we map out how consumers buy and experience brands, we have created 5 main consumer touch-points that will impact their decisions on whether to engage, buy, experience and become a fan. Our five consumer touch-points we use are:

  1. Brand Promise: Brands need to create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper.
  2. Brand Story: Use your brand story to motivate consumers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers.
  3. Innovation: Fundamentally sound product, staying at the forefront of trends and using technology to deliver on your brand promise.
  4. Purchase Moment: The moment of truth as consumers move through the purchase cycle and use channels, messaging, processes to make the final decision.
  5. Brand Experience: Turn the usage of your product into an experience that becomes a ritual and favorite part of their day. 

To ensure a consistency in how consumers view your brand, whether that is the first touch-point or the most recent, all 5 touch-points should be aligned under the brand’s Big Idea.  

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Strategic Plan Elements

  • Vision: What do you want your brand to be in the next 5-10 years? Vision gives everyone on the brand a clear direction, it should be measurable (quantitative) and motivating (qualitative). It should push you so much that it scares you a little, but excites you a lot.
  • Purpose: Why does your brand exist? Keep asking yourself why you do this, to find the personal motivation hidden in the brand. Articulating your purpose can be a very powerful way to connect with both employees and consumers, giving your brand a soul.
  • Values: core beliefs of the brand that shape the organization as to the standards, behaviors, expectations. The brand has to be able to stand up to and consistently deliver each value.
  • Goals: What do you need to achieve? Specific measures of brand health and wealth, related to consumer/customer behavioral changes, metrics of key programs, performance targets or milestones on the pathway to the vision. It’s the brand scoreboard.
  • Key Issues: What is getting the way from achieving your vision/goals? Deep analysis highlights what’s driving and holding brand back, as well as future risks and untapped opportunities. Issues are asked as a question to provide the problem to which strategies become the solution.
  • Strategies: How can we get there? Strategies are the “How” you will win the market. Choices based on market opportunities, using consumers, competitors or situational. Strategies should have a pin-pointed focus providing a breakthrough on the pathway to the brand vision.
  • Tactics: What do we need to do to execute the strategy? Framed completely by strategy, tactical choices deploy your limited resources against brand projects, the most efficient way to drive a high ROI.

Here’s what Apple’s draft of their strategic plan looks like:

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House of Brands

When working with a house of brands, where you have multiple brand names under one corporate name (P&G, Kraft, General Mills and Johnson and Johnson) the brand plan would look different.  The big differences are the teams are smaller and the culture of each team usually follows that of the corporate name.

Here’s a good example of a Brand Plan that would fit within the House of Brands and here is the related story on How to Write a Brand Plan

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Use your Brand Strategic Roadmap to gain agreement, make focused decisions and  keep everyone aligned

 

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

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

 

Beloved Brands: Who are we?

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

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

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

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Use a Consumer Benefits Ladder to focus your brand message

Posted on Leave a commentPosted in How to Guide for Marketers

One of the biggest flaws I see Marketers making is when their brand communication talks about what their brand does instead of what the consumer gets. They mistakenly try to jam in as many brand messages as possible, with a strange belief that if we say A LOT to a busy consumer mind, they will at least hear something. Not true. When you say a lot, nothing gets through.

In a Marketing role, it is easy to get fixated on your own brand. I’ve been there. All day long, you talk about you brand. Every meeting is about your brand. You present to management about your brand. You wake up and go to bed thinking about your brand. Also, your brand pays you. Keep in mind, there is only one source of revenue, and that’s your consumer.

The best Brand Leaders are fixated on their consumer, not their brand. 

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

The Consumer Benefits Ladder

We use a Consumer Benefits Ladder that starts with the consumer, defining the target adding the consumer enemy and insights to help add flavor about your consumer. We then outline the key features of your brand (what you do), then ladder up to the rational benefits (as a consumer “what do I get?”) and then ladder up to the emotional benefits (as a consumer “how does this make me feel?”)

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The ladder forces the Brand Leader to think about consumer benefits, instead of features. The Consumer Benefits Ladder helps you brainstorm possible messages that you may test with consumers. It can help organize the possible brand messages or it can be a decision-making tool as you begin focusing on the most important, compelling brand messages. This will help set your brand up with a unique, own-able, motivating brand positioning statement.

Who is your consumer target?

What do consumers want? Everything starts and ends with the Consumer in mind. Spreading your limited resources across an entire population is cost-prohibitive with low return on investment and low return on effort. While targeting everyone “just in case” might feel safe at first, it’s actually less safe because you never get to see the full impact. Realizing not everyone can like you is the first step to focusing all your attention on those that can love you. It becomes all about choices and you will be much more effective at convincing a segment of the population to choose your brand because of the assets and promise that you have that match up perfectly to what they want. Great brands don’t go after consumers, great brands get consumers to go after the brand. The best way to get consumers motivated is to tap into their need states, by understanding what frustration points they may have. We call these consumer enemies. While products solve regular problems, beloved brands beat down the enemies that torment us every day. What are your consumer’s frustration point that they feel no one is even addressing? To paint the picture of our consumer target, you should use Consumer Insights to help to crystallize and bring to life the consumer you are targeting. The dictionary definition of the word Insight is “seeing below the surface”. Too many people think data, trends and facts are insights. Positioning 2016.026Facts are merely on the surface—so they miss out on the depth–you need to bring those facts to life by going below the surface and transforming the facts into insights. Insight is something that everyone already knows and comes to life when it’s told in such a captivating way that makes consumers stop and say “hmm, I thought I was the only who felt like that”. That’s why we laugh when we see insight projected with humor, why we get goose bumps when insight is projected with inspiration and why we cry when the insight comes alive through real-life drama. When Consumer Insights are done right, we get in the shoes of the consumer by starting the insight with the word “I” and we use the voice of the consumer by putting the insight in quotes. As part of the positioning exercise, we recommend that you put together a complete Consumer Profile that outlines the focused definition of the target, add flavor with needs, enemies and insights and then talk about where they are now and where you’d like to move the consumer in the future.

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Brand Features

What does your brand do? As you start looking at your own brand, you should look at four types of key features to see if there is a starting point for your story. Here are some questions that will help your brainstorming:

Product/Service

  • Is there something natural in your product that you can take advantage of, that makes you show up to your consumer in a way that is better or different than your competition?
  • What are the specific performance indicators that you brand is better? (e.g.  faster, longer-lasting, stronger, more consistent, easier/simpler, healthier)
  • Is there a specific ingredient (or lack of ingredient) or a specific process that would make your product better than your competition?
  • Is there an experience or service that comes from your product that makes you show up to consumers as either better or different than your competition?
  • Do you have any specific innovations and creativity that may help your product show up better or different than your competition?

Process

  • Detail how your product works differently and how that shows up to the consumer.
  • Showcase your point of difference in the production process that could make you better/different than your competition.
  • What do you do differently than your competitor within the production process?
  • What added service/details do you provide in the value chain

Third person

  • Do you have any consumer evidence (ratings, rankings, consumer satisfaction, awards) that could support a key feature?
  • Are there any stories from consumers, that  set up support for a key feature?
  • Is there any expert in the field who can speak on the brand’s behalf?

Behavioral

  • Any clinical test results or in-market usage results that could support your brand features.
  • In-Market sales, share, growth results that would support brand strength, power or momentum.
  • Any evidence in brand funnel scores (highest loyalty) that would support brand features.
  • Before and after studies

Benefits

What do consumers get? (Rational Benefits) For each feature you list, you want to put yourself in the shoes of the consumer and ask “so what do I get?”  If your brand works faster, then consumers can get on with their day. If your brand is low calorie, then it’s easier of consumers to lose weight. The challenge here is to ensure that each benefit you stand behind makes you show up as better, different or cheaper than your competitors. Looking at the venn diagram, you have to begin finding the zone where you are meeting the consumers needs and doing it better than any competitor. You can see the two zones to avoid: the losing zone is where you try to play in the space where your competitor is better than you, and the dumb zone where your consumer just does not even care. The dumb zone can be avoided by using this consumer benefits ladder process.

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

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To own a space in the consumer’s heart, you want to own and dominate one of zones, always thinking relation to what your competitor may own. Do not choose a list of emotions from all over the map, or you will just confuse your consumer as much as trying to own a long list of rational benefits. Once you narrow the major emotional zone you can own, you can use the supporting words of the Emotional Cheat Sheet to add flavor.

Features tell. But Benefits sell.

Stop telling consumers what you do and start telling them what they get and how it will make them feel.

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Worksheet Example

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

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

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

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At Beloved Brands, we lead workshops to help teams build their Creative Brief, helping the team find the target, main benefits, reason to believe.  Click on the Powerpoint file below to view:

We run workshops that help Brand teams make better decisions on the way to smarter action plans

We are big believers in the workshop process. We think it’s the best way to get the decision makers in the room, push for alignment, make decisions and drive the team towards action. The most noticeable point of difference we offer is that we will challenge you with new ideas to get your brand and your team in a better position for future growth. As the facilitator, I bring my executive experience into the room, ready to challenge the thinking and pushing for better answers. It’s like having another VP Marketing in the room.

While anyone can recommend a strategy, we recommend a realistic strategy that drives towards action. Quite frankly, I’m not big on consultants that just bring in big presentations that just sit on the shelf and never make it to the market. They cost a lot, take a long time, and in general they are written by consultants that have never run a business. Even Ad Agencies can recommend strategy, but they usually bring an agency bias and just give strategies that set up work they want to make–whether it drives growth for your business or not. I’ve run many businesses and I understand the pressure you’re facing on driving growth.

My personal promise to you is that I will get your brand in a better position for future growth

Beloved Brands: Who are we?

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

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

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

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Is the Bose brand considered high quality or low quality?

Posted on Leave a commentPosted in Beloved Brands in the Market

 

bose-logo-vectorAmong the masses, Bose is one of the most respected, trusted and beloved brands when it comes to audio speakers and headphones.  That’s what their core target market would say. But to serious Audiophiles, with a discerning ear, Bose is total crap, with inferior technology, shabby production standards and resulting poor value. This might be the equivalent about asking a Foodie what they think of Morton’s Steakhouse or Ruth’s Chris.

Bose has a great word of mouth reputation. I remember when I first heard of Bose, it was a guy at work, who seemed to know more than I did say definitively “Bose are the best speakers you can buy”. I immediately believed this to be true and have felt that way ever since. I proudly own Bose headphones, a Bose docking station and Bose speakers in my car. I am a highly satisfied Bose fan.

I wanted Bose Speakers for my TV, having drooled over the idea for years. So I went into a Bose store, listened to a few different options and they all sounded amazing. So I looked on the Bose box, and there was no mention of Watts at all or really anything. My first thought was “wow, Bose is just such a great brand, they don’t really need to get into those tiny details like watts”. But I wanted to compare brands just to ensure I was spending good money. So I went on-line and here’s the Bose specs: still nothing.

 

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That brings us to The Bose philosophy: Unlike other audio product manufacturers, Bose does not publish specifications relating to the measured electrical and objective acoustic performance of its products. This reluctance to publish information links back to the classic Amar Bose paper presented in 1968 “On the Design, Measurement and Evaluation of Loudspeakers”. In the paper, Bose rejects these measurements in favor of “more meaningful measurement and evaluation procedures”, and considers the human experience the best measure of performance.

For Bose, sound is an experience, not a statistic. Bose spends all their effort and dollars on perfecting the in-store sound demo so they can show off Bose’s great sound quality and let consumers be the judge of their sound.  And yet it’s arguably tough for the average ear to distinguish. Bose invests a lot of money into their own retail stores as well as the store-in-store concepts. That way, it can control the experience the consumer gets with its products–ensuring the consumers hear Bose at it’s best.

Bose has figured out how to make their brand work to their advantage–the proof is in the sound you hear in the store. There’s a certain magic that happens in store when listening to the Bose stereo system. Despite what Audiophiles say, consumer feedback from the masses is definitively in favour of Bose with very high scores. And in a most recent poll, Bose is the #3 trusted brand in Consumer Electronics, so they must be doing something right. It’s tough for consumers to separate Product from Brand, even a brand like Apple has had success in this confusion where consumers think Apple has “great products”. To the masses, Bose is a great brand and has great products.

Is Bose a beloved or hated brand? You be the judge.  

 

Beloved Brands: Who are we?

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

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

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

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