10 things that good Advertising should do

Marketing Execution 2016.006People always ask me “So what is it that makes a Brand Leader good at advertising?”

I used to think they must be more creative.  Or they are more in touch with creative people.   Or better yet, they are a visionary.

I never really thought these answers satisfied me.  Advertising is so much more than that.

In fact there are many things around advertising that have nothing to do with the creative.  There needs to be a great Brand Plan, the Creative Brief should be tight yet rich with insight. Brand Leaders have to manage the process and stay on strategy and they should have an ability to select the right media.  They should take risks. They have to be able to handle the stress of ambiguity against deadlines, and the pressure to make the numbers in the face of art. Advertising is half art, half science. They have to be able to give some freedom on execution, yet maintain a tight control on the strategy.

Brand Leaders must be good at giving good feedback, maybe even a bit fussy on details. Be nice though.  They have to love the work and bring that emotion to the table. What about motivating the team?  Not just motivating the creatives, but the planners, the account people, the editors and even the directors. Someone who is great at Advertising has to make decisions. They have to be able to walk in the shoes of the consumer, yet still live at the desk of the brand. They must have the ability to gain alignment with their own team and yet gain approval from the senior management of the company. They have to be able to sell the work.  At all stages. The list goes on and on.

There are just so many things that are required to get good advertising. Being creative is a great start. But it is more.

So after thinking about this question for a few years, I finally nailed it:  

A Brand Leader that is good at advertising is able to consistently get good advertising on the air, and keep bad advertising off the air.

Marketing Execution 2016.019It’s such a simple yet complicated answer. Almost as simple and complicated as David Ogilvy’s line “Clients get the work they deserve”. I know that is true, in every way that it is meant. I always ask Brand Leaders, “if you knew that how you showed up actually impacts the advertising, do you think you might show up differently?” I hope the answer is yes. But I’m not sure they do. Those great at advertising get it.

Sadly, there is an equally long list of things that make Brand Leaders bad at advertising. These days, there is so much learning on the job that people end up as the decision-maker in the room, sitting there trying to lead the advertising when they haven’t even properly trained on how to do it. Malcolm Gladwell says you’re an expert when you’ve had 10,000 hours.  And yet, there are Brand Leaders are thrust into leading an Ad Campaign with 20, 30 or maybe 100 hours. And no training. Even those who are supposed to teach you haven’t been trained.  So you are both learning. How can you consistently get good advertising on the air,  managing such a complicated process when you’re still learning. On the job.

The 10 things good advertising should do

Here’s a starting point for you when you’re judging creative.

  1. Set yourself apart. Beloved Brands must be different, better, cheaper. Or they are not around for very long.   The story telling of the brand’s promise should help to separate the brand from the clutter of other brands that are stuck in our minds. And that starts with creative that feels different and of course makes the brand seem different.
  2. Focused! A focused target, a focused message, a focused strategy against a focused communication idea, a focused media.  The whole discipline of marketing is founded on focus, and yet Brand Leaders struggle most in this area.  They always want that “just in case” option.  Marketing Execution 2016.031
  3. Keep the idea and communication very simple. Communication is not what is said, but what is heard. Too many people try to shout as many messages as they can in one ad. What does the consumer hear? A confusing mess. By throwing multiple messages you are just making the consumer do the work of deciding the most important message, because you couldn’t figure it out. My challenge to you is to stand up on a chair and yell your main message as though you are standing on top of a mountain.  If you can’t YELL it out in one breath, then your idea is too complex. Or just too long. The Volvo Brand Manager gets to yell “Safety” in one clean simple breath. Can you do that?
  4. Have a good selling idea. While Big Ideas break through, they also help you to be consistent, because you have to align your thinking to the Big Idea. You’ll see consistency over time, across mediums–paid, earned, social and search–and you’ll see it throughout the entire brand line up of sub brands. Consumers will start to connect to the big idea and they’ll begin to relate your brand with that big idea. Look at your ad:  does it have a big idea?
  5. Drive engagement: Too many Brand Leaders forget to engage the consumer. They get so fixated on saying their 7 messages that they figure the ability to capture attention is just advertising fluff. But it all starts with attention. The consumer sees 5,000 ads a day and will likely only engage in a handful.   If you don’t capture their attention, no one will remember the brand name, your main message or any other reason to believe you might have.
  6. Let the Visuals do the talking. With so many ads, you need to have a key visual that can capture the attention, link to your brand and communicate your message. The ‘see-say’ of advertising helps the consumers brain to engage, follow along and remember. As kids, we always love the pictures. We still do.
  7. Sell the solution, not the product. Consumers use brands to solve problems in their lives.  Your brand will be more powerful if it solves the problems of life. Figure out the consumers’ enemy and conquer it on their behalf. Consumers don’t care about what you do, until you care about what they need. No one has ever wanted a quarter-inch drill, they just need a quarter-inch hole.
  8. Be Relevant with the Consumer. A beloved brand finds a way to matter to those who really care.  It’s not only the right brand promise that matters, but the right communication of that promise. You can’t sell carpet cleaning to someone who only has hard wood floors. And you can’t sell a golf ball that goes 20 yards farther to someone who despises golf.
  9. Make ads that are based on a consumer insight. Insights are not facts about your brand. That’s just you talking AT the consumer. Insights are something the consumer already knows but they didn’t realize that everyone felt that way. Insights enable consumers to see themselves in the situation and once you do that, the consumers might then figure the brand must be for them. Insights allow you to connect and turn the ad into a conversation.
  10. Tell the story behind the brand. There should be richness in your brand’s purpose. Why did you start this brand? How does your brand help people? Why do you get up in the morning? Remember:  people don’t buy what you do as much as they buy why you do it.

 

Marketing Execution 2016.055

 

The ABC’S of Advertising

Another way to rephrase this list is through the ABC’S: Attention Branding Communication and Stickiness.  

  • Attention: You have to get noticed in a crowded world of advertising. Consumers see 6000 ads per day, and will likely only engage in a few. If your brand doesn’t draw attention naturally, then you’ll have to force it into the limelight.
  • Branding: Ads that tell the story of the relationship between the consumer and the brand will link best. Even more powerful are ads that are from the consumers view of the brand. It’s not how much branding there is, but how close the brand fits to the climax of the ad.
  • Communication: Tapping into the truths of the consumer and the brand, helps you to tell the brand’s life story. Keep your story easy to understand. Communication is not just about what you say, but how you say it—because that says just as much.
  • Stickiness: Sticky ads help to build a consistent brand/consumer experience over time. In the end, brands are really about “consistency” of the promise you want to own. Brands have exist in the minds of the consumer.

 

Marketing Execution 2016.054

 

Be a Better Client

If how you show up to the agency will produce better advertising work  Then show up right.  

Agencies should be treated like trusted partners, not suppliers. Engage them early asking for advice, not just telling them what to do and when. If you tell an agency what to do, there will only be one answer “YES”. But if you ask them what to do, there are three answers:  yes, no or maybe. Seek their advice beyond advertising.   Build a relationship directly with the creative teams. Be more than “just another client”.

Getting great advertising is a balance of freedom and control. Most Marketers allow too much FREEDOM on the strategy but want to exhibit CONTROL on the creative. It should be the reverse, you should control the strategy and give freedom on creative.  Don’t go into a creative meeting with a pre-conceived notion as to what the ad should look like. Creative people are “in the box” problem solvers. What they don’t want a) blank canvas b) unclear problem and c) your solutions to the problem.  Let them be in the box and find the solution for you. That’s what motivates them the most.

Advertising must do something for your brand. It must make the consumer think, feel or act differently than before they saw the ad.

 

To see the Beloved Brands workshop training presentation on getting Marketing Execution click no 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. 

Brand Careers 2016.107

How to be a great Brand Leader: Do absolutely nothing

To inspire greatness from your experts, give them your problems to solve. Never your solutions.

Article that we wrote for Advertising Age.

Very early on in my brand management career, I was at a dinner party with my in-laws, who began to grill me on what I did for a living. Brand management has never been easy to explain to those outside the industry. “So, are you the guy who comes up with the funny ads? No. Ad-AgeAre you the guy who designs the cool new products? No.” After about 10 failed questions, they finally said, “So what do you do?” And I said “Nothing. I don’t really do anything. But I’m good at it.” They laughed, but they were likely scared that their daughter was marrying someone doomed to fail.

Remember when George from Seinfeld said, “Jerry, this show is about nothing.” That’s how I felt as a brand manager. Like George, I think what made me really good at my job is that I did nothing. Absolutely nothing. Over my 20 years of brand management, whenever I walked into a meeting, I used to whisper to myself, “You are the least knowledgeable person in the room. Use that to your advantage.”

The power was in the ability to ask clarification questions. When I was in with the scientists — following my C+ in tenth-grade chemistry — I was about as smart as the consumers I represented. I needed to make sure all the science was easy to explain. With my ad agencies, I finally figured out that I never had to solve problems. I just gave them my problems to solve. It became like therapy. Plus, with six years of business school — without one art class — what do I know about art? I was smart enough to know that I needed to make the most out of the experts I was paying.

While we don’t make the product, we don’t sell the product or create the ads, we do touch everything that goes into the marketplace and we make every decision. All of our work is done through other people. Our greatness as a brand leader has to come from the experts we engage, so they will be inspired to reach for their own greatness and apply it to our brand. Brand management has been built on a hub-and-spoke system, with a team of experts surrounding the generalist brand leader.

BBI Creds Deck 2016.002When I see brand managers of today doing stuff, I feel sorry for them. They are lost. I just saw that the CEO of Uber designed his own logo. Doesn’t he have better things to do? Brand leaders are not designed to be experts in marketing communications, experts in product innovation, or experts in selling the product. They are trained to be generalists — knowing enough to make decisions, but not enough to actually do the work.

Fifteen years ago, ad agencies broke apart the creative and the media departments into separate agencies, forcing the brand leader to step in and be the referee on key decisions. Right after that, the explosion of new digital media options that mainstream agencies were not ready to handle forced the brand leader to take another step in.

With the increasing speed of social media, brand leaders have taken one more step in. Three steps in, and brand leaders can’t find a way to step back again. Some brand leaders love stepping in too far so they can control the outcome of the creative process. However, if you are now doing all the work, then who is critiquing the work to make sure it fits the strategy? Pretty hard to think and do at the same time.

Brand leaders need to take a step back and let the creativity of execution unfold. I always say that it is okay to know exactly what you want, but you should never know until the moment you see it. As the client, I like to think of marketing execution as the perfect gift that you never thought to buy yourself. How we engage our experts can either inspire greatness or crush the spirit of creativity. From my experience, experts would prefer to be pushed than held back. The last thing experts want is to be asked for their expertise, and then told exactly what to do. There is a fine line between rolling up your sleeves to work alongside the experts and pushing the experts out of the way.

It is time to step back and assume your true role as a brand leader. Trust me, it is a unique skill to be able to inspire, challenge, question, direct and decide, without any expertise at all.

After all, I am an expert in doing nothing.

To read the original article that we wrote for Advertising Age, click on this link

Ad Age Article: How to Be a Great Brand Leader: Do Absolutely Nothing

At Beloved Brands, we lead workshops on everything connected to Brand Management, including 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

 

Brand Careers 2016.107

How to be successful in the Brand Manager role

Brand Careers 2016.031Most new brand managers mistakenly think this role is about managing because they finally get a chance to manage a direct report. However, the bigger part of this role is the transition you need to make as you move from do-er to owner. Yes, you’ll get your first change to manage a direct report, but many times that effort can be a distraction from your chance to continue to learn and grow. Many brand managers are disheartened to find out they are a disaster with their first direct report, but I always remind them that they’ll finally get better by the fifth direct report.

Here are the five success factors for Brand Managers:

1. Ownership

A great Brand Manager takes ownership of the brand. Many BMs struggle with the transition from being the helper to being the owner. As you move into the job, you have to get away the idea of having someone hand you a project list. Not only should you have to make the project list, you should come up with the strategies from which the projects fall out of. Brand Careers 2016.049A great Brand Manager talks in ideas in a telling sense, rather then an asking sense. It is great to be asking questions as feelers, but realize that most people are going to be looking to you for decisions. They will be recommending you will be deciding. When managing upwards be careful of asking questions—try to stick to solutions. You just gave up your ownership. Your director wants you to tell them what to do, and debate from there.

2. Strategic direction

A great Brand Manager provides a vision & strategies to match up to. Bring a vision to the brand. Push yourself to a well-articulated 5-10 year brand vision great. But a vision can be as simple as a rallying cry for the team. But you have to let everyone know where you want to go. The strategy that matches up to the vision becomes the road map for how to get there. As the brand owner, you become the steward of the vision and strategy. Everything that is off strategy has to be rejected. Communication of strategy is a key skill. Learn to think in terms of strategic pillars, with 3 different areas to help achieve your overall strategy. Having pillars constantly grounds you strategically, and is an easy way for communicating with the various functions. Each function may only have 1 strategic pillar but seeing how it all fits in is motivating.

3. Managing others
A great Brand Manager spends the effort to make their ABM as good as can be. Most BMs struggle with their first five direct reports. The key is to keep self evaluating and looking for ways to improve with each report. Most BMs struggle to shift from “do-er” to “coach. They think they can do it faster, so they may as well do it. They just become the “super ABM”. Many BMs fail to share the spot light, so it becomes hard to showcase the ABM. But the work of your ABM reflects 100% of how good of a manager you are. ABMs need feedback to get better—both the good and bad. I see to many BMs not giving enough feedback. And so many afraid of “going negative” so the ABM is left in the dark or left thinking they are doing a good job. Great BMs take the time to teach up front, give the ABM some room to try it out and then give hands-on feedback in real time. BBI Creds Deck 2016.002Use weekly meetings to give both positive feedback and address gaps. Brand Mangers should do QUARTERLY sit down performance reviews with their ABMs, who have the capacity to learn faster than annual reviews allows for.

4. Working the system
A great Brand Manager gets what they want and need. The organization is filled with groups, layers, external agencies, with everyone carrying a different set of goals and motivations. You can see how the organization works and appreciating what are are the motivations of various key stakeholders. You then use that knowledge to begin to work the system.You are starting to see key subject matter experts giving you their best. You understand their personal motivations and find a way to tap into those motivations as a way to ask people for their best. It might be an odd step, but from my experience a really motivating step. Very few people ask for “your best”.

5. Dealing with Pressure
A great Brand Manager can handle pressure: ambiguity, results, relationship time. Ambiguity is one of the hardest pressures. As a leader, patience and composure help you sort through the issues. The consequences of not remaining composed are a scared team and choosing quick decisions with bad results. Another big pressure is when the results don’t come in, it can be frustrating. BBI ads for 2015.010Reach for your logic as you re-group. Force yourself to course correct, rather then continuing to repeat and repeat and repeat. Challenge team to “this is when we are needed” You will see pressure in relationships. Be pro-active in making the first move to build a relationship. Try to figure out what motivates and what annoys the person. Understand and reach for common ground, which most times is not that far away. At every level there is time pressure. It is similar to the ambiguity. Be organized, disciplined and work the system so it doesn’t get in your way. Be calm, so you continue to make the right decisions. Use time to your advantage.

The ten reasons that Brand Managers fail:

  1. Struggle to make decisions
  2. Not analytical enough
  3. Can’t get along
  4. Not good with ambiguity
  5. Too slow and stiff
  6. Bad people Manager
  7. Poor communicators, with manager, senior management or partners
  8. Never follow their Instincts
  9. Can’t think strategically or write strategically
  10. They don’t run the brand, they let the brand run them.

The reality is everyone will have 1 or 2 of these potential points, just naturally. You have to use your time as a Brand Manager to work on closing them.  Especially if they come up in your performance review. At the Brand Manager stage, I hope you love the magic of marketing. Let it breathe and let it come to life. It is easy to lose your passion and try to do what your boss wants or do things to make short term numbers so you can get promoted. Those don not really work long term. My advice is do not just do the job, do it with all your passion. If you don’t love the work you do, then what consumer would ever love your brand.

Brand Manager role should be an amazing experience for you. Make the most of it.

At Beloved Brands, we lead workshops on everything connected to Brand Management, including 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

Brand Careers 2016.107

Write focused Brand Plans that everyone can follow

A Brand Plan gets everyone on the same page.

Have you ever notice that those people who say “we need to get everyone on the same page” rarely have ONE page?  People who use the term “few bigger bets” always seem to be fans of those small little projects that deplete resources. And, the person who says they are “good at decision-making” usually struggle when facing a decision and then try to justify both options. 

A well-written Brand Plan makes choices in how to allocate your brand’s limited resources to drive the biggest return. The plan gains approval from senior management around spending, strategies, tactics, goals and projects. The plan aligns, steers and inspires all functional areas of  the organization including marketing, sales, finance, supply chain, product development, human resources and any outside agencies. And lastly, the Brand Plan even helps the Brand Manager who wrote it, to stay focused on delivering on what they said they would deliver.

An effective Brand Plan answers where are we, why are we here, where could we be, how can we get there and what do we need to do.  Once you answer these 5 strategic questions, you will see that you have your analysis, key issues, vision, goals strategies, execution and measurement. 

Brand Plans 2016.010

 

While there is a lot of work with our planning process, you will end up with a Brand Plan on ONE PAGE. 

Brand Plans 2016.011

 

Before you start in on working on the Brand Plan, we recommend that you write 2-3 bullet points for each of the 5 strategic questions. This provides an outline to ensure the overall flow of the plan. Below is our recommended strategic worksheet:

Brand Plans 2016.012

 

Elements of the Brand Plan

Following our Brand Plan we recommend building your plan around the following elements of the plan:

  1. Situation Analysis
  2. Key Issues
  3. Vision/Purpose/Goals
  4. Strategies
  5. Execute
  6. Measure

 

Situational Analysis

Start the planning process with a deep-dive business review that answers “where are we”, by looking  at everything connected to the business including the category, consumer, competitors, channels and the brand.  Here’s a link to our story on How to lead a deep-dive business review:

How to lead a deep-dive business review

From the deep-dive business review, summarize what is driving the business, what’s holding it back and then lay out the risks and untapped opportunities. Try to focus on the top 3-4 points for each box below:

Brand Plans 2016.026

 

The simplicity of this analysis sets up a starting point of the Key Issues as the issues as you will want to continue/enhance the growth drivers, minimize or reverse the inhibitors, avoid the risks and take advantage of the opportunities.

Brand Plans 2016.028

 

Brand Vision

When I see brand teams struggling, they usually lack a vision.  As Yogi Berra once said “if you don’t know where you’re going, you might not get there”. The vision answers “where could we be” and becomes a beacon for everyone working on the brand. It is the one that defines your success. If you achieved it, everyone would feel proud.

We like to ask brand leaders: “if you woke up ten years from now and you were in a great mood because of what was happening on your business, what are the 2-3 things you would have achieved”.  This gives you a straw dog vision, framed as a very large goal. We then provide some examples of the best-in-class vision statements to see if sparks some creativity in writing a final vision statement.

Brand Plans 2016.036

 

A good vision should scare you a little, but excite you a lot. It should be motivating and enticing to stretch your mind, while getting everyone focused. Ideally it is Qualitative (yet grounded in something) and quantitative (measurable). It is perfectly fine to embed a financial ($x) or share position (#1) element into it as long as it is important for framing the vision. The vision should easy for everyone to understand and rally around. It should stand at least 5-10 years or more. It should be a balance of aspiration (stretch) and reality (achievement)

A brand vision is not a positioning statement or strategic statement. These both come later in the plan. Try to be single-minded in the statement. You do not need to include everything. Make sure you haven’t achieved it already.

 

Key Issues

One tool we recommend with finding the key issues is to ask 4 questions that determine “why are you here”:

  1. What is your current COMPETITIVE position?
  2. What is the CORE STRENGTH your brand can win on?
  3. How tightly CONNECTED is your consumer to your brand?
  4. What is the current business SITUATION your brand faces?

Combine the deep dive analysis with the answers to these 4 questions and you will have a good start on your competitive, brand, consumer and situational issues.

Brand Plans 2016.031

 

Take the vision statement and ask “what are all the things getting in the way of achieving the vision?” Brainstorm every possible answer and then narrow down the list to the top 3-5 key issues. Once you have your top issues, write the key issues as questions, that sets up options for the strategy as the possible answers.

 

Strategies

Strategy is always about the “how to get there”. At the strategic level, you have to make choices. When Marketers come to a decision point that requires focus, too many try to justify a way to do both. You have to decide. The best strategic marketers never divide and conquer. They make the choices that help to focus and conquer. Marketers always face limited resources in terms of dollars, time, people and partnerships. They have to apply those limited resources against unlimited choices in target market, brand positioning, strategic options and activities. The best Marketers are able to limit the options through decision-making helps to match up to the limited resources.

The Brand Love Curve guides your strategy. We have created a hypothetical “Brand Love Curve” to assess how tightly connected brands are with their consumers. Brands move along the curve from Indifferent to Like It to Love It and finally becoming a Beloved with consumers becoming outspoken fans, where demand becomes desire, needs become cravings and thinking is replaced with feelings. Brands use their connection with consumers to become more powerful against the very consumers who love them, against the channels who carry them and against the competitors trying to beat them. With that added power, brands gain more profit through price, cost, share and market size.

Brand Plans 2016.053

 

Where you sit on the Brand Love Curve influences your next major strategic move. For a brand at the Indifferent stage, where consumers have no opinion of your brand, focus on establishing your brand in the consumers mind. You have to create an opinion. At the Like It stage, where consumers see you as a rational choice, there needs to be strategic work to separate your brand from the pack to generate a following. At the Love It stage, the focus should be on tugging at the heart-strings of your consumers to drive a deeper connection with those who love you. At the Beloved stage, the strategy has to continue the magic of the brand and get your loyalists to speak on the brand’s behalf. Mobilize the brand fans as advocates.

Use the Brand Love Curve to focus your strategy. While you will come up with your own unique strategies, we have used the Brand Love Curve to map out 16 core brand strategies to begin playing with.

Brand Plans 2016.054

 

The biggest strategic flaw of most brand plans is trying to drive penetration and usage frequency at the same time. This is a classic case of trying to get away with doing two things instead of picking just one. Look at how different these two options really are and you will see the drain on the resources you will experience by trying to do both. A penetration strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it. A usage frequency strategy gets someone who knows your brand to change their behavior in relationship to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions. By doing both, you will be targeting two types of consumers at the same time, you will have two main messages and you will divide your resources against two groups of activities that have very little synergy. If you are really strategic, pick one, not two.

As we wrote our key issues in question format, then the strategy becomes the answer. Look how they match up.

Brand Plans 2016.058

 

Tactics and Marketing Execution

“What do we need to do to get there” matches up marketing execution activity to the brand strategy, looking at communicating the brand story, managing the consumer towards the purchase moment, launching new product innovation and delivering the brand experience. We use our Big Idea to drive each of these key areas of the brand. To read more, click on this link:

How to use Big Ideas to gain entry into the consumers mind and heart

Marketing Execution has to make your brand stronger. It has to create a bond with consumers who connect with the soul of the brand, it establishes your brand’s reputation based on a distinct positioning and it influences consumers to alter their behavior to think, feel or act, making the brand more powerfully connected, eventually leading to higher sales, share and profit.

Start with a Consumer Buying System that can match your brand’s Marketing execution to where your consumer stands with your brand.

Brand Plans 2016.067

Focus your marketing activities by prioritizing on return on investment and effort (ROI and ROE). For each strategy, you want to find the “Big Easy”. Start by putting all your ideas on to post it notes, then map each idea onto the grid as to whether they will have a BIG versus SMALL impact on the business, and whether they are EASY versus DIFFICULT. The top ideas will be in the BIG EASY top right corner. The goal of this activity is to narrow your focus to the best 3 activities.

Brand Plans 2016.062

 

A good marketing execution plan should have:

  • Brand budget
  • Goals
  • Calendar of activity
  • Project work plans

A plan is not complete without project plans that include the project owner, project budget, goals, milestones and hurdles.

Brand Plans 2016.070

 

Bringing the Plan together

The power of 3’sAs we said earlier, the plan is about making decisions. We recommend that you narrow your effort down to 3 strategies and then 3 tactics for each strategy. That means 9 core projects for each brand to focus their resources on during the year. Compare the subtle difference that 5 strategies with 5 tactics for each strategy explodes into 25 projects that might cripple your brand’s resources. By doing less number, you will be focusing your limited resources on making each project has a big impact. When your team lacks time to do everything with full passion, they run the risk of turning out OK work that fails to connect with your consumers.

Brand Plans 2016.088

 

Full Brand Plan

While we love the Plan on a Page, we have also created a 20-page brand plan format that lays out everything a plan should include.

 

Key Terms

  • 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.
  • 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.

BBI ads for 2015.010

At Beloved Brands, we lead workshops to help teams build their Brand Plan, helping the team analyze the business and then work to define their vision, goals, issues, strategies and tactics. 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

BBI Creds Training 2016 red.019

Case study: How Apple builds everything around simplicity

Apple Case StudyIn 1996, the Apple brand bordered on bankruptcy. It was just another computer company without any real point of difference. Years of overlooked opportunities, flip-flop strategies, and a mind-boggling disregard for market realities caught up with the company. The Windows 95 launch by Microsoft had severely eroded Mac’s technology edge. Apple was rapidly becoming a minor player in the computer business with shrinking market shares, price cuts, and declining profits.

Apple looked like it would not survive, as it was a poorly run organization through the early 1990s. Executives made terrible decisions with inconsistent strategies and, most importantly, there was no brand idea for what they should be. After Steve Jobs came to Apple in 1997, he shifted the focus to rebuilding around the  brand idea of “Apple makes technology so simple that everyone can be part of the future.” He took a consumer-first approach in a market dominated by an obsession with gadgets, bits, and bytes.

Here’s how the five elements of smart strategic thinking show how Apple completed its turnaround plan:

1. Set a vision of what you want

Apple’s vision was to make it easy to get everyone to be part of technology in the future. The main issue was how to create brand fans then mobilize them to spread the word to the masses.

2. Invest resources in a strategic program

Apple invested and aligned everything behind a brand idea defined as “Apple makes technology so simple; everyone can be part of the future.” The company uses this brand idea at every touchpoint, including the brand positioning, communication, innovation, purchase moment and experience.

3. Focus on an identified opportunity

For decades, Apple consistently focused on empathizing with—and taking advantage of—the consumer’s frustration with technology. In the 1980s, Apple attacked IBM personal computers as being too complicated. In 2005, they used “I’m a Mac, and I’m a PC” advertising to attack Microsoft. Each time, Apple used its “consumer-first” mentality to transform leading-edge technology into accessible consumer technology.

4. Leverage a breakthrough market impact

Apple takes a fast-follower stance that takes current technology and makes it simple to use. Every platform, including desktops, laptops, phones, watches, tablets, and music streaming delivers the brand idea of “simplicity.” And, Apple deploys high profile launch hype to use vocal Apple advocates to spread the word to their friends.

5. Performance result that pays back

Apple created a consumer bond with their brand fans to enter new categories. On top of that, Apple is now the most beloved consumer-driven brand, with premium prices, stronger market share, sales, and profits. They used brand love to help drive a remarkable 40x revenue growth over 10 years, skyrocketing from $5.7 billion in 2005 to $240 billion in 2015. This rapid growth helps cover the high costs of advertising and R&D, giving them very healthy operating margins, up over 35%. All this strategic effort has increased their market capitalization approaches $1 trillion.

 

The Apple Brand Plan

If you took the strategic thinking model and began to outline a brand plan for Apple brand, these would be the  core elements:

Vision: Apple wants everyone in the world to be part of the future.

Goals: Continue aggressive sales growth, geographic expansion into China, launch a major new consumer-friendly technology each year.

Key issues: 1) How do we convey Mac’s superior user experience versus the traditional PC?  2) How do we enter the music industry and increase the availability of online music to support our iPod?

Strategies: 1) Apple will launch a full communications assault to challenge the PC/Microsoft Windows dominant position by finding flaws in the PC to contrast with Mac computers’ simplicity to steal significant market share by enticing frustrated PC consumers to buy a Mac.  2) Apple will launch a full assault against the entire music industry with a disruptive innovator stance to show how iTunes provides higher quality digital music on your iPod much cheaper, faster and smarter than CDs to gain an entry point into the music industry.

Tactics: TV advertising to highlight new features and challenge competitors. Launch innovation each year including phones, tablets, online music, watches and personal computers. Laugh specific products for China. Increase retail space around the world. Build out the e-commerce program.

How Apple builds everything behind the “simplicity” brand idea

The brand idea for Apple is “making technology so simple that everyone can be part of the future.”  They take a consumer-first mentality, as they transform leading technology advancements into “consumer-accessible” technology, helping fuel the perception among the mass audience that Apple is an innovative leader. 

Apple has done a great job in taking that brand idea and stretching it across their brand story through advertising, and their innovation plan (as they have entered many new technology categories). They have also used their brand idea to guide how they manage the purchase moment (to make sure their retail outlets are easy for consumers), and how they create happy experiences for consumers. And when they don’t nail the ideal consumer experience, they go out of their way to help out. They also have the genius bar and on-site lessons, which help increase the knowledge of consumers.

Apple’s advertising has delivered “simplicity” since the 1970s

Apple’s advertising has been relatively consistent for over 40 years and incredibly connected with consumers. The early print ads of the 1970s talked about how we designed the computer, so you don’t have to worry about the details.

The “1984” TV ads for the Mackintosh launch spoke about the freedom from machines. Although the message was a little ahead of its time, it fit with simplicity.

The brilliance of the side-by-side “Mac versus PC” TV ads epitomized the brand idea by making the PC seem overly complicated and frustrating while setting up the Mac as the simple alternative.

Apple builds product innovation around simplicity

Apple has taken many failed technology ideas like online music, tablets, or mp3 players, and turned them into consumer-friendly platforms such as iTunes, iPads, and iPods. With each new product, Apple uses launch hype to generate excitement to spark the enthusiasm of the early adopters who spread the word. Also, Apple has successfully taken its cherished brand fans into new categories. 

Purchasing Apple products is very simple, including its own retail store experience 

Apple uses simplicity to manage the purchase moment through its retail stores, making sure the experience is simple and straightforward. All staff carry a credit card machine and complete the transaction very quickly. No lines or cash registers. Simplicity shines through the store layout, with the genius bar for one-on-one tech questions and support and the training area to teach classes. The brand also puts every Apple product on display to allow consumers to take them for a test drive. 

Even when Apple products are in other stores, the brand has used its power with that retailer to create a distinct store-within-a-store concept, which replicates a similar look and experience from Apple’s own retail locations.   

Apple obsesses about the consumer experience

As Steve Jobs famously said, “You have to start with the customer experience and work backward to the technology.” Apple even believes opening your Apple products should be like unwrapping a gift.

The brand wants the consumer to be able to use any Apple product right away rather than spending hours loading software or setting up your machine. Regarding product integration, Apple products work together, and they work the same way, which makes it very simple for consumers when they move from one Apple product to another.

Brand Love leads to power

As Apple has achieved an extremely tight bond with a loyal mass of followers, they use the tight consumer bond to generate brand power that they quietly wield in the market. Apple’s retail network of stores generates twice the sales per square foot of any retailer in the world, yet it is a very soft-sell environment. I was recently on a double-decker bus tour of New York City, and when the bus went past the 5th Avenue Apple flagship store, half the bus stood up to take a photo. And, Apple has such a power over the supplier network with an array of engineers following extremely tight procedures. Also, they have a power over the media, generating over $2 billion worth of free media each year. Moreover, Apple fans want to work at Apple, many times giving up lucrative jobs just to be part of the brand.

Apple Case Study Big Idea Simplicity

Brand Love leads to Profit

Apple extrapolates the power they generate into profit, with their incredible financial performance over the last 15 years. And, they generate significant price premiums, relatively lower cost of goods and moderate marketing spend ratios. This holds their margins at healthy levels for a technology firm. Furthermore, Apple has entered many new categories over the past 15 years, each time their army of loyal fans has followed, moving into laptops, phones, tablets and the music business. In each segment, Apple continues to gain share to drive volumes. Finally, the higher margins and higher volumes make for a beautiful profit statement.

Apple Case study big idea simplicity

 

Even though Apple gives the perception of an extremely friendly brand who is on the side of the consumer, they are now a huge mass market corporate brand, with a market capitalization of $500-600 billion, which 2-3 times the value of companies like Coke, Procter & Gamble, Pfizer, and IBM. So, if you invested a mere $10,000 in 2005, you would have $240,000 a decade later.

Apple uses their brand’s Big Idea to turn Brand love into higher power and profits.

At Beloved Brands, here is an expanded version of the Apple Case Study, including how Apple’s Big Idea guides everything they do, how to develop Apple’s Brand Strategy Road Map and how Apple’s brand love drives power and profit. Click on the Powerpoint file below to view:

 

I am excited to announce the release of my new book, Beloved Brands.

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

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

To order the e-book version of Beloved Brands, click on this link: https://lnkd.in/eUAgDgS

And, to order the paperback version, click on this link: https://lnkd.in/eF-mYPe

Beloved Brands: Who are we?

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

 

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

 

Graham Robertson bio

How to manage every consumer touch-point through your brand’s Big Idea

As a consumer-centric Marketer, I believe that everything has to start and end with the consumer in mind. Another way to phrase that is there is only one source of revenue:  the consumer. At the core of any brand is consistency. If we go back over a hundred years ago, in a much simpler shopping experience, brands came about as a stamp that helped to separate itself from the basic commodity. Before there was Kellogg’s, you could still get cereal but from week to week or from store to store, there was no consistency. With Kellogg’s entry, it really was a statement that leaves consumers knowing that “you can expect these to always be the same”. Those early brands such as Ivory, Kellogg’s or Nestle signaled an expected consistency for the consumer. 

Positioning 2016.053Consumers first connect with a brand’s Big Idea, which should be an outer reflection of the Brand Soul. The role of the Big Idea is to help simplify brand messages that makes it easily understood and remembered. The Big Idea must be unique, own-able and motivating. It must gain a quick entry, be layered easily and have longevity over the life of the brand. The brand’s Big Idea helps to tell project consistency over the first 7 seconds as they notice, the 60 seconds they need to test the idea, the 30 minutes of time they may use to make a decision on buying and over the lifetime of the brand as they experience the brand. To read more on creating a Big Idea for your brand, click on this hyperlink: 

How to use a Big Idea to capture the consumer’s mind and heart

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.  

Positioning 2016.066

As we start mapping the idea to the five consumer touch-points, we can build the organization around the Big Idea, impacting your brand’s positioning, communication, product development, selling, the operations and the culture that back the organization. With our fictional brand “Gray’s Cookies”, we can see below our Brand Idea Map that takes Gray’s Big Idea of “the best tasting yet guilt-free pleasure” and shows how that works across all 5 of the consumer touch-points. 

Positioning 2016.067

Taking this one step further, the Big Idea should drive every part of your organization. It is my view that R&D, Finance, Planning, Marketing Communication, Sales should all be looking to the Big Idea for guidance. While the Brand Vision is what you want to achieve, the Big Idea is what you want to project.

Positioning 2016.071I was working with a client on the brand positioning and the development of a Big Idea, and the Ad Agency at the table said “let’s take this to our Creative Director and see how well it would execute in the market”. And I said “Sure, but we should also take it to the head of HR, R&D and Sales to see what they think of it”. More and more of the world’s best brands are starting to understand that brand is equally an external and internal story. The best brands are moving from just selling product under their brands to creating experiences that go far beyond the product. Are people only going to Starbucks because of the coffee? Starbucks now goes far beyond coffee. In fact, we see Starbucks as providing a personal moment of escape from a hectic life, between work and home. It’s just as much about the conversation with the barista, the nice leather chairs and the people I might meet as it as about the coffee.

Positioning 2016.070

When it comes time to the Marketing Execution, the Big Idea should guide everything you do, whether that is paid media with advertising, earned media through public relations, social media through Facebook, Twitter or conversations, search media, your home page where you might share information, influence or close the sale, experiential Marketing that brings the brand experience to life and the purchase media that helps manage the consumer towards the purchase moment.  

Positioning 2016.068

The brand’s strategic Big Idea should allow consistent delivery of the brand story with a big creative idea and media execution. Positioning 2016.069

A brand finds equilibrium when the BRAND SOUL, BIG IDEA and REPUTATION are all the same.

Positioning 2016.048

At Beloved Brands, we lead workshops to help teams find their Brand Positioning, helping the team define their target, benefits and reason to believe so they can find a space that is unique, own-able and motivating. 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.  BBI Creds Training 2016 red.019

The impact of Social Media on who wins/loses the U.S. election

How can we explain Jeb Bush spending over $100 Million and getting very little back in return. If we look deeper, we can see that he has done a very poor job in engaging with voters through social media.

The US election has always fascinated me, even as a Canadian. Heck, we even have a Canadian in the race this year. Just kidding. As crazy as the current election has become, it has almost become entertainment. I’m not here to talk about politics at all. As Marketers, we can certainly learn from how the candidates are utilizing social media.

While the 2008 election taught us that Social Media can help you win the election, the 2016 election might be teaching us that traditional media may not help you win at all.

Back in 2008, Obama’s team was ahead of the social media curve using 2.5 million Facebook supporters, 115,000 Twitter followers (a lot back then) and 50 Million views on YouTube. imgresJohn McCain was no where on social media. 

This year might be a great case study in how spending more on traditional media might not mean that much. Reportedly, Jeb Bush has already spent over $100 Million and yet has come in sixth place in Iowa (behind Rand Paul, who dropped out) and he is likely headed for a similar result in New Hampshire. Bush has done an awful job on social media, weak on both Twitter and Facebook. His lack of engagement with voters might be a better explanation as to why he is doing so poorly. Below is how the candidates fare on the two social platforms. Trump has 6 million followers on both Twitter and Facebook, while Bush has a 400,000 on each.

blog post.001

So far in the 2016 campaign, Donald Trump has spent more money on “Make America Great” hats than he has spent on Advertising. As we all know, he is the most actively engaged on-line, tweeting on an hourly basis–with 30,000 tweets, about 10x as many as the other candidates. Trump’s style of Tweets is like the car-crash that you cannot turn away from. I will regularly peak in on his just to see what he’s said now. Most days I’m in shock as to what he’s been able to get away with, but now I’m starting to expect that this is all part of the frustrated brand that he has created. 

blog post.002

As expected, Hillary Clinton’s tweets are safe and calculating. There’s no reason to follow or look at her account, unless you want the odd link to one of her policy papers. With Bernie Sanders, his account says that Tweets ending in B are from him, but the rest are from staffers.  When I eye-ball the last few hundred tweets, I did not see one signed with a B. So basically, signing up for Bernie’s Twitter means you are fully engaged with a 23-year-old intern. One of the newest social media vehicle that some of the candidates have embraced is Instagram. Look at the chart below, we can see that only 3 candidates have done anything with Instagram. Poor Jeb Bush has 4,000 followers, slightly behind Trump’s 980,000 followers.blog post.003

In terms of earned media, Trump has managed to dominate the news cycle, garnering 38% of the total media mentions. Bush has only grabbed about 4% of the earned media. The media seems to be endlessly talking about Trump, half the time confused. It seems the media has tried to anoint various candidates instead of Trump, including front-runner Scott Walker, followed by front-runner Jeb Bush, followed by new front-runner Dr Ben Carson, followed by new front-runner Ted Cruz, and followed by new surging candidate Marco Rubio.blog post.004

I can’t predict who will win the 2016 election. But I can predict that elections will never be the same. Forget politics for a minute. What can your brand learn from the use of Social Media in the 2016 US election campaign? How can you leverage the efforts of social media to counter the high cost of paid media? How can you leverage earned media to be part of the story? Does it do any good to have a social media account and not do anything with it?

This election year appears to get more interesting every week.

At Beloved Brands, we lead workshops to help teams plan their Marketing Execution, whether that is through communication, managing the purchase moment, innovation or creating experiences. 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 BBI Creds Training 2016 red.019

 

What type of Marketer are you? Build your career around your natural strength

It is that time of year when your mind starts to think about your career and where will you go next. You just had your performance review, salary increase or bonus check and now you’re thinking, when will I hit the big time? Here are 5 questions that you should be asking yourself at every point (at least once a year) of your career:

  1. Within your current company, how high up do you think you can realistically go
  2. Should you stay in the same industry or look at new verticals?
  3. Should you stay in pure Brand Management or venture into a subject-matter expert type roles?
  4. How long do you want to keep working?
  5. Do you stay an employee or do you take this moment to leap out on your own?

Identifying your natural strength

I have so many friends and colleagues who want to move up in their organization. I’m always up for a good career debate and probing on strengths and weakness, yet there is one question, no brand leader likes to answer: 

If I forced to pick one natural strength out of these four choices, which would you pick: Running the business, marketing execution, strategic thinking or leading people?

It should be a pretty easy question to answer, but we have trained ourselves to want to present ourselves as “generalists” and avoid the specialist label. We believe the only way to get promoted, get more money and more power is to become pretty good at all four. But that’s really a lie. I’ve met thousands of great Marketers over the years, but I’m yet to meet any that are great at all four. Everyone normally has natural strength and a natural gap. No matter how hard they work at becoming a generalist, that gap keeps showing gup. Early in my career, I was all about Marketing Execution and had some weakness at each level in leading and managing people leadership. In the back half of my career, I became more strategic, but still had that same nagging gap in leading people. 

Brand Careers 2016.011

Let’s make this a game using the board above. We will give you 4 chips, forcing you to put one at the high, two at the middle to support the strength, and let go of one at the low. You have to have a natural lead strength and be honest about your gap.

  1. Do you like running the business and managing products
  2. Do you like marketing execution and being creative, either generating ideas or executing creativity?
  3. Are you a strategic thinker, enjoying the planning side of the business?
  4. Are you a leader of leaders, with a passion for leading people?

There is this belief that generalists rise higher and make more money. That is if you stay on the client side of Marketing. You can make just as much money and feel just as powerful by moving outside the organization and finding a place that suits your true calling. Try asking yourself this question, because I’ve asked it hundreds of time and no one ever answers it the first time. Nearly every time I hear “I’m pretty good at all four”. And then I ask 5 more times till we get the real answer.

 

Core Strength: Running the business and managing brands

  • You’re naturally a business leader, who enjoys the thrill of hitting the numbers–financial or share goals. In Myers Briggs, you might be an ENTJ/INTJ (introvert/extrovert, intuition, thinking, judgment) the “field general” who brings the intuitive logic and quick judgment to make decisions quickly to capitalize on business opportunity.
  • You like product innovation side more than advertising. You are fundamentally sound in the core elements of running a business—forecasting, analytics, finance, distribution—working each functional areas to the benefit of the products. You may have gaps in creativity or people leadership, but you’re comfortable giving freedom to your agencies or team to handle the creative execution.
  • My recommendation is to stay within Product Management as long as you can. If you find roadblocks in your current industry, go into new verticals before you venture into new career choices. Consider running businesses on behalf of Private Equity firms or venture into Entrepreneurship where you take your core strength of running a business.

Career Options for those who are strongest at running brands

  • Product Management
  • Shift across industries
  • Lead Private Equity Turnarounds
  • Lead Acquisitions
  • Entrepreneurship

Core Strength: Marketing Execution

  • You are the type of Brand Leader who is highly creative and connects more to ideas and insights than strict facts and tight business decisions. You believe facts can guide you but never decide for you. You are high on perception, allowing ambiguous ideas to breathe before closing down on them. You respect the creative process and creative people. You are intuitive in deciding what is a good or bad idea. You may have gaps in the areas of organizational leadership or strategy development that hurts you from becoming a senior leader.
  • Staying in the Marketing area, you may end up limited in moving beyond an executional role. You may be frustrated in roles that would limit your creativity. Moving into a Director level role could set you up for failure. Look to grab a subject matter expert type role in an internal advertising, media, innovation role or merchandising.
  • Going forward beyond Marketing, consider switching to the Agency side or Consult on a subject-matter expertise (Innovation, Marketing Communication or Public Relations) to build on your strengths.

Career Options for those who are strongest at Marketing Execution

  • Executional Agency
  • Subject Matter Specialist
  • Ideation Brainstorm Facilitation
  • Business Development

Core Strength: Strategic Thinking

  • You enjoy the planning more than the execution. You might fall into the INTP, where you’re still using logic and intuition, stronger at the thinking that helps frame the key issues and strategies than making the business decisions. The introvert side would also suggest that your energy comes from what’s going on in your brain, than externally. An honest assessment would suggest that managing and directing the work of others is likely not be a strength.
  • If you stay within the marketing industry, you would be very strong in a Global Brand role, General Management or even a Strategic Planning role. You need to either partner with someone who is strong at Marketing Execution or build a strong team of business leaders beneath you.
  • Going outside, you would enjoy Consulting and thought leadership which could turn into either an academic or professional development type roles. Continue building your thought leadership to carve out a specific perspective or reputation where you can monetize.

Career Options who are strongest at Strategic Thinking

  • Global Marketing
  • Consulting/Coaching
  • Thought Leadership
  • Adjunct Professor
  • Business Development
  • Writing/Speaker Series

Core Strength: Leader of People

  • You find natural strength in leading other. You are skilled in getting the most from someone’s potential. You are good at conflict resolution, providing feedback, inspiring/motivation and career management of others.
  • You are a natural extrovert and get your energy from seeing others on your team succeed. As you move up, you should surround yourself with people who counter your gaps–whether that is on strategy or Marketing Execution.
    If you find yourself better at Management than Marketing, and you should pursue a General Management role where you become a leader of leaders. You would benefit from a cross functional shift into sales or operations to gain various perspectives of the business enable you to take on a general management role in the future.
  • After you hit your peak within the corporate world, consider careers such as Executive Coaching where the focus remains on guiding people.

Career Options who are strongest at leading people

  • General Management
  • Stay within Brand Management
  • Cross functional roles
  • Partner in Entrepreneurship
  • Personal Executive Coach

Follow your natural strength to realize your full potential

Brand Careers 2016.004At Beloved Brands, we lead workshops on Careers in Brand Management to inspire teams to find their full potential as a Brand Leader. This workshop looks at building your career around your natural strength as a Marketer, we provide a full assessment that looks at skills, behaviors and experiences, we provide tips for how to succeed at every level in Marketing. Where is your career now And then we talk about ways to help build your personal brand, around an idea and a plan. 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 @belovedbrandsBBI Creds Training 2016 red.019

 

New Axe ad campaign trying to be the “Dove” brand for young men

71hRmSv1NvL._SL1500_The Axe consumer has grown up and now Axe wants to grow up with that consumer. When my son was 13, he started using the Axe brand. One day, I was walking past him and he asked if I wanted a spray.  I said “No, I don’t want to smell like a 13-year-old”. My son is now in University now and uses “The One” by Dolce and Gabana. Even he doesn’t want to smell like a 13-year-old. And now, Axe is showing they no longer want to be the brand for 13-year-olds. They want to grow up.

Axe has released an Ad campaign that feels a bit like Dove’s “Real Beauty” campaign. (Axe and Dove are both owned by Unilever) Unilever does a fantastic job in bringing consumer insights into their work. “Masculinity today is going through seismic changes. More than ever, guys are rejecting rigid male stereotypes,” says Matthew McCarthy, senior director of Axe and men’s grooming at Unilever. “We’ve been part of guys’ lives for decades, and Axe champions real guys and the unique traits that make them attractive to the world around them. In recent years, Internet searches by men on hair tips eclipsed female in volume. Men are curious about experimenting and trying different things and are spending more time in front of the mirror. It’s much more acceptable.”

The new Axe message is “you don’t have to be perfect, just be your best self”. The ad shows various iterations of the new modern man from brainiacs to one with a big nose, from protestors to dancing in heels or dancing in a wheel chair. Whoever you are, Axe wants you to feel good about yourself and “Find your magic”. 

The challenge for Axe is that it will take time to transform. They will have to stand by their convictions should sales slip. The Axe brand did such a great job in creating that edgy, hilarious, egomaniac, sexy teenage male positioning, the reputation of Axe is deeply engrained in our minds. Here’s the type of Ad we are normally used to seeing from Axe.

This is a good start for Axe brand. It will take time to transform the brand. My hope is they they don’t give up quickly. 

At Beloved Brands, we lead workshops on Marketing Execution that can help your brand team explore their role as a leader in the process, how to write a strategic brief, how to judge and make decisions on marketing execution and then how to give feedback to the agencies. Here’s the powerpoint file:

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 at416-885-3911. You can also find us on Twitter @belovedbrandsPositioning 2016.081

Coke’s new Ad campaign has more fizzle than sizzle

coke-taste-the-feeling-1I have been impressed with Coke’s Marketing execution the past couple of years. I love the Coke Freestyle machines where you can customize your own drink from up to 100 options. And I have to admit loving the names on the bottle, even though I had my doubts in the beginning. All that great stuff, and yet the sales have been sluggish for the past 15 months. It’s not the activity that is at fault. It’s just that people want healthier options and Coke is now fighting against that major consumer movement away from Sugary or Aspartame drinks. Sugary cereals are going through the same crisis. But since Coke can’t “fix” the health trend, they may as well try to fix the activities–even if it’s not broken. 

With the earnings report showing that Coke’s revenue has fallen for the past 3 straight quarters, I can only imagine the CEO walking down the hall to find the CMO and say “we need your Advertising to sell more product”. 

At Beloved Brands, we believe that Advertising can only move one body part at a time: the head, the feet, the heart or the soul.Creative Brief 2016 Extract.001

Here’s a great example of a Coke ad idea called “Remove labels this Ramadan” that really touches the consumer’s soul. Even with 19 Million views, it likely didn’t sell a lot of Coke.

To me, an Advertising idea is like a magnet. When it gets too far away from the brand, it no longer moves the brand. The “share happiness” campaign was a huge umbrella idea, but likely so huge, the one thing it didn’t do is move product. 

Today, Coke announced two moves in rolling out their new “Taste the Feeling” advertising campaign. First, you will see in the work that they are clearly linking life moments with drinking Coke. Meaning the creative team was told: “we have to SELL MORE PRODUCT”. Or as I would say, the ads have to move feet.  Second, they announced they would have ONE Master Brand creative idea for all 3 Coke products, red Coke, Diet Coke and Coke Zero.

Here is the main spot Coke launched today, appropriately called Anthem.

I would say it’s an OK spot, not a great spot. For a 90 second spot called “Anthem” it lacks the emotional appeal you would expect, and it won’t really generate any viral share-ability. It has a lot of product shots, but not really the connectivity needed to move product. And I barely even noticed any Diet Coke or Coke Zero. 

To evaluate advertising, we use something we call the ABC’S, which stands for Attention, Branding, Communication and Stickiness. I’d say these score low on attention, moderate on branding, modest on communication and pretty low on stickiness. These type of spots that show a lot of consumer moments to a song usually end up as wallpaper that falls into the background of our multi-tasking lifestyle. There’s no real compelling story here.Marketing Execution 2016.055

Here’s another TV ad called “What is Coke for?”

Again, a bit generic. No emotional pull. Lots of Coke fizzle. And hard to find the Diet Coke or Coke Zero. 

The print does a better job in capturing emotion than the TV, showing how Coke fits in to various moments of your life. 

coke-taste-the-feeling-4

coke-taste-the-feeling-7

coke-taste-the-feeling-10

Here’s a challenge to Coke, if you are going to name your new spot “Anthem”. make sure it is as epic as this 1971 TV ad: 

Do you think this new campaign will increase Coke’s revenue?

Here’s a workshop we run on how to get better Marketing Execution. In this workshop, we go through how to come up with an Executional brief, based on both positioning and strategy, we take you through how to judge the work and how to provide motivating feedback to your agencies.

We make Brands stronger.

We make Brand Leaders smarter.™

BBI ads for 2015.011We offer brand coaching, where we promise to make your brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your brand’s full potential. For our brand leader training, we promise to make your team of brand leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911Positioning 2016.081