How to manage your B2B brand

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Too many people think that brand management matters most to a consumer brand, and they under-estimate the value of marketing for B2B brands. And many of these people are running B2B brands. They treat marketing as a support function, hiring a low-cost marketing coordinators to support their sales team, and do basic packaging for new launches and run a few basic trade magazines.

B2B marketing is not just about selling products, but about building and selling your brand’s reputation. The role of a B2B brand is to create unique idea for your brand, perceived in the minds and hearts of your customer, consistently delivered by the experience, creating a bond, power and profit beyond what the product itself could achieve. Too many B2B companies believe they just SELL PRODUCTS. However, you should be building and managing your reputation of your brand. Whereas basic products and services solve small problems, I like to think that a brand beats down the enemy that your customer faces every day. For instance, FedEx fights the enemy of “business moving too slowly” while IBM fights “unsolvable problems” for their customers. What is your customer’s enemy that you can solve for them?

The more loved a brand is by its customers, the more powerful and profitable that brand will be. With a connected brand, it helps to warm up sales leads–many times they’ll already know your reputation before you call. A brand can connect with customers so that pure pricing becomes less of a factor. If the customer is satisfied and connected on one piece of business, they’ll look to you to solve other problems for them.

Start with a Big Idea

The best brands use a Big Idea to help explain themselves in 7 seconds, and use that Big Idea to help extrapolate that same brand story into 60 seconds or even 30 minutes, depending on the situation. In a crowded branded marketplace, Big Ideas help simplify your brand message so it’s easily understood and remembered, own-able in the customers’ mind and heart and motivating enough to change consumer beliefs and behavior. That big idea should transform your brand message into a brand reputation.

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Below is the tool we use to figure out a brand’s Big Idea which revolves around five areas that help define the brand: 1) Brand’s character 2) Products and Services the brand provides 3) Internal Beacons that people internally rally around when thinking about the brand and 4) Consumer reputation of the Brand and 5) the role of the brand in connecting with consumers. How we use this tool is we normally brainstorm 3-4 words in each of the four distinct sections and turn create sentences for each. Then looking collectively, we begin to frame the brand’s Big Idea with a few words or a phrase to which the brand can stand behind. The tool works! 

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Once you have your Big Idea, you should then use it to frame the 5 different connectors needed to set up a very strong bond between your brand and your customers.

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Build your brand around a big idea that’s simple to understand and big enough to create a lasting impression with consumers. Create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper. Use your brand story to motivate customers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers. You need a fundamentally sound product, with innovation that keeps your brand at the forefront of trends and using technology to deliver on your brand promise. The purchase  moment is where customers move through the purchase cycle and use channels, messaging, processes to make the final decision. Turn the usage of your product into an experience that becomes a ritual and favorite part of their work life so that your customers always turn to you first.

Whereas B2B brands currently treat marketing as a support function, once you have your big idea you can see how for a B2B brand, that the idea should drive every part of your organization and that your brand’s experience will be supported by the culture, people and operations which then transforms that idea into a brand reputation. Below you can see how that Big Idea should be a beacon for your top-to-top leadership, your sales team, the problem solvers, customer service team and the experience delivery team.

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Everyone in your organization must be saying the same message. For a B2B brand, marketing’s role is to make sure that the external and internal story are given equal importance so that everyone in your organization must be communicating and delivering the same big idea to customers that they see in trade magazines, at trade shows or in the sales materials.

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Like any brand, there are really only four choices: you can be better, different, cheaper or else not around for very long. For B2B, when your product is a commodity, you have to find a way to use service levels as a way to find your point of difference. When you start to treat your own brand like a commodity or believe that you are, that’s when you’re in trouble. What you want to do is use that Big Idea to create an internal culture and use that culture to build your brand’s reputation as the way to help separate you in the marketplace. As you build your culture, you’ll see that you can begin to use culture as a way to stand out and then you’ll evolve to where you see culture becomes the backbone that delivers the brand experience. At the ideal stage where you become a beloved brand you see that culture and brand become one as your own people become the most outspoken fans of the brand. 

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Your brand is your reputation and it can never be a commodity

Click below on the Powerpoint version of the B2B Brand Workshop we run for clients.

We make Brands better.

We make Brand Leaders better.™

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

GR bio Jun 2016.001

 

Microsoft just bought LinkedIn. This is a huge move into the world of social media.

Posted on 2 CommentsPosted in Beloved Brands Explained

Microsoft has announced a $26 Billion acquisition of Linked In. This is Microsoft’s first entry into the social media world. (or second if you count MSN). My first reaction was “WOW. Just wow.”  I was expecting something, but didn’t see it coming now, and with Microsoft. But good for them. And this is the first move, not the last move.

linked in.002I normally hate mergers and acquisitions, but this one is pretty interesting. Microsoft is making an obvious play at the business world. While the Nokia experiment failed, I wouldn’t be surprised if they keep pushing into the portable device space. The surface has done fairly well (I’m 100% Apple guy, but I see them around). And now  Microsoft will now be able to package Surface + Office + LinkedIn + Slideshare + Skype.

In an email to staff, Microsoft CEO Satya Nadella touted the pairing as a way to improve both companies by integrating LinkedIn’s content and network with Microsoft’s cloud computing and productivity tools. “This combination will make it possible for new experiences such as a LinkedIn newsfeed that serves up articles based on the project you are working on and Office suggesting an expert to connect with via LinkedIn to help with a task you’re trying to complete. As these experiences get more intelligent and delightful, the LinkedIn and Office 365 engagement will grow,”Nadella wrote.

Honestly, I have no idea where the current world of social media settles in, and who owns what. But the world of convergence will happen over the next 5-10 years. From a social media point of view, most of these sites are just about expresses ourselves, just in slightly different ways. If I look at my news feeds on Facebook, LinkedIn, Twitter or Instagram, they are starting to look similar, some days almost too similar. Not all of them will survive or need to survive. There are already apps that allow one to post on each site. Why not take it a step further and just have one site, with 3 or 4 window. Facebook could easily have a personal window, business window, entertainment window or politics window. I don’t see a need for Twitter, do you?

I could easily see Apple and Facebook getting together.

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By the way, shares of LinkedIn surged 48% after the announcement, while Microsoft’s stock was down 4%. Trading in Microsoft had been halted briefly for news pending before the announcement of the all-cash deal. So maybe the market’s first reaction isn’t so strong. I think this is a great fit for Microsoft and the market will settle in.

Your move next Apple.

 

At Beloved Brands, we lead workshops to help teams build their Strategic Thinking, helping Brand Leaders to think differently in terms of competitive strategy, consumer strategy, getting behind your core strengths and being aware of the situational strategy. 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

 

 

10 reasons why Brand Managers get fired

Posted on Leave a commentPosted in How to Guide for Marketers

Brand Careers 2016.051There have been a lot of great Assistant Brand Managers, who end up being fired or pushed out the door at the Brand Manager level. So that would beg the question:  why were they mistakenly promoted? Just like in sports where they are fooled by size, we sometimes get fooled by Charisma. They seem impressive to us–whether it is how they speak in the hallways or answer questions in a planning meeting. We think Charisma is a great starting ground for a leader, so we hope they can learn to be analytical, strategic, creative and organized. We hope that charismatic leader can get stuff done, stay on track, hand in their budgets on time, know how to turn a brand around, be able to write great brand plans, work with agencies and motivate the sales team etc…etc… But then we find out that they can’t do all that stuff. And after 18 months as a Brand Manager, we see they really are “just charismatic” and we remind ourselves of what we already knew: Being a Brand Manager really is hard.

Brand Managers don’t really get fired because they can’t deliver the results. That might happen at Director or VP level. But at the Brand Manager level, we’d look for other Blind Spots that might be leading to the poor results. We would evaluate whether the Brand Manager appears capable of closing their blind spots.

I don’t want to see anyone get fired, so use this list to find your blind spot and then close it before others discover it. Be honest with yourself. Seek out the opinions of peers or colleagues. I have provided advice for each potential reason, hopefully helping you to address each one pro-actively.  

Top 10 reasons why Brand Managers get fired:  

  1. Struggle to make decisions: When these Brand Managers were Assistant Brand Managers (ABMs) they shined because they are the “super doer’s”, who can work the system, get things done on time and under budget. All the subject matter experts (forecasting, production, promotions) loved them. But then, after we promote them into the Brand Manager seat and they freeze. Brand Careers 2016.029They can do, but they can’t decide. They can easily execute someone else’s project list with flare, but they can’t come up with a project list of their own. Advice: To overcome this problem, you have to work better on your decision-making process. You have to find methods for narrowing down the options to help you make decisions. When you are new to decisions, take the time to map out your thinking whether it is a  pros and cons or a decision tree. It will eventually get faster for you to train your mind to make decisions.
  2. Not analytical enough: The Brand Managers that can’t do the deep dive analytical thinking will fail. They might have great instincts, but they only scratch the surface on the analytics. It will eventually catches up with them when they make a poor decision and can’t explain why they went against the obvious data points. The real reason is that the Brand Manager never saw the data points. When a senior leader questions a Brand Manager, they can usually tell if they have struggled enough with a problem to get to the rich solution or whether they just did the adequate thinking to get to an “ok” solution. Advice: Just because you are now a Brand Manager doesn’t mean you stop digging into the data. The analytical skills you learned as an ABM should be used at every level in your career right up to VP. As I moved up, I felt out of touch with the data so at every level up to VP, I used to do my own monthly share report just to ensure I was digging in and getting my hands mucky with the data. Because I had dug around in the data, I knew which of my Brand Managers had dug in as well and which Brand Managers hadn’t even read their ABM’s monthly report yet. Take the time to know the details of your business. Dig into the data and make decisions based on the depth of analysis you do. Analytics 2016.009
  3. Can’t get along: Conflicts, teamwork issues, communication. The Brand Managers that struggle with sales colleagues or the subject matter experts (SME’s) are at risk of failure. They might be the type who speaks first, listens second. They go head-to-head to get their own way instead of looking for compromise. Yes, they might be so smart they think faster than everyone, but they forget to bring everyone along with their thinking. They start to leave a trail of those they burned and when the trail gets too big they get labelled as “tough to deal with”. Advice: Listen more–hear them out. The collection of SME’s will likely teach you more about marketing than your boss will. If you don’t use these people to enhance your skill, you’ll eventually crash and burn.  And if they can’t work with you, they’ll also be the first to destroy your career. You aren’t the first superstar they’ve seen. And likely not the last. My recommendation to you is to remember that Leadership is not just about you being out front, but about you turning around and actually seeing people following you. In fact, it should be called “Follower-ship”.
  4. Not good with Ambiguity: Some Brand Managers opt for the safety of the easy and well-known answers. They struggle with the unknown and get scared of ambiguity. Brand Managers that become too predictable to their team create work in the market that also becomes predictable and fails to drive the brand. These Brand Managers are OK–they don’t really have a lot of wrong, but they don’t have a lot of right. Advice: You can put them on safe easy businesses, but you wouldn’t put them on the turn around or new products. Ambiguity is a type of pressure that not all of us are capable of handling easily, especially when they see Ambiguity and Time Pressure working against each other. Don’t ever settle for “ok” just because of a deadline. Always push for great. You have to learn to handle ambiguity. In fact revel in ambiguity. Have fun with it. Be Patient with Ideas. Never be afraid of an idea and never kill it quickly. As a leader, find ways to ask great questions instead of giving quick answers. Watch the signals you send that may suck the creativity energy out of your team. When you find a way to stay comfortable in the “ambiguity zone”, the ideas get better whether it’s the time pressure that forces the thinking to be simpler or whether it’s the performance pressure forces us to push for the best idea. So my recommendation to you is to just hold your breath sometimes and see if the work gets better.
  5. Too slow and stiff: The type of Brand Manager that is methodical to the extreme and they think everything through to the point of “Analysis Paralysis”. They never use instincts–and have the counter analytical answer to every “gut feel” solution that gets recommended. They have every reason why something won’t work but no answers for what will work. I have to admit that this type frustrates me to no end, because nothing ever gets done. They struggle to make it happen: they are indecisive, not productive, disorganized or can’t work through others. They are frustratingly slow for others to deal with. They keep missing opportunities or small milestones that causes the team to look slow and miss the deadlines. Advice: You have to start to show more flexibility in your approach. Borrow some of the thinking from dealing with ambiguity and making decisions. Realize there are options for every solution, no one perfect answer.      
  6. Bad people Manager: Most first-time people managers screw up a few of their first 5 direct reports. It is only natural. One of the biggest flaws for new Managers is to think “Hey, it will take me longer to explain it to you, so why don’t I just do it myself this one time and you can do it next time”.  They repeat this every month until management realizes that these Brand Managers aren’t teaching their ABM anything. They became the Manager that none of the ABMs want to work for because they never learn anything. But as management keeps watching great ABMs crashing and burning while under these Brand Managers, we start to wonder “while you might be smart, but can you actually manage people?” Advice: To be a great Brand Manager, you have to work on being a better people leader. We expect you to develop talent.  Be more patient with your ABM. Become a teacher. Be more selfless in your approach to coaching. Take time to give them feedback that helps them, not feedback that helps you. If you don’t become a better people manager, you’ve just hit your peak in your career.
  7. Poor communicators, with manager, senior management or partners: They fail to adequately warn there boss when there is a  potential problem. They leave their manager in the dark and the information comes to their manager from someone else. They confuse partners because they don’t keep them aware of what’s going on. Advice: You have to become a better communicator. Make it a habit that as soon as you know something, you make sure that your boss knows as well–especially with negative news. It’s normal that we get fixated on solving the problem at hand that we forget to tell people. But that opens you up to risk–share the problem, discuss what you are going to do, and then go make it happen.  Brand Careers 2016.028
  8. Never follow their intuition: They forget that marketing also has a “Gut Feel” to it, taking all the data, making decisions and then getting to the execution and believing it by taking a risk. Too many times people fail because “they went along with it even though they didn’t like it”. Advice: You have to find ways to use your instincts. The problem is that sometimes your instincts are hidden away. You get confused, you feel the pressure to get things done and you’ve got everyone telling you to go for it. You get scared because you’re worried about your career and you want to do the ‘right thing’. But your gut is telling you it’s just not right. My rule is simple: if you don’t love the work, how do you expect the consumer to love your brand. The worst type of marketer is someone who says “I never liked the brief” or “I never liked the ad”. At every touch point, keep reaching for your intuition and bring them out into the discussion.
  9. Can’t think strategically or write strategically: As Brand Managers move up, we expect them to be able to think conceptually, strategically and in an organized fashion. We also expect that to come through in their writing–whether that is the annual Brand Plan, monthly share report or just an email sent up to senior management. Advice: Be organized in your thinking and map it out. I do believe that every good strategy has four key elements: 1) Focus in either target or messaging 2) an Early win where you can see results 3) a Leverage point where you can take that early win and achieve a position power for your brand and finally 4) a Gateway to something even bigger for the brand. Every six months, find a quiet time to answer five key questions that would help me stay aware: 1) Where are we? 2) Why are we here? 3) Where could we be?  4) How can we get there? and 5) What do we have to do to get started?   In an odd way, the more planning you do, the more agile you will be, and you can layer in your intuition, because you will know when it is ok to “go off plan” 
  10. They don’t run the brand, they let the brand run them. Some Brand Managers end up in the spin zone where they are disorganized, frantic and not in touch with their business. They miss deadlines, look out of control and things just stockpile on one another. They may take pride in how long they work or how many things they are getting done on their to-do list. But they are out of control and the business is absolutely killing them. They just don’t know it yet. Advice: Stay in Control so you hit the deadlines and stay on budget. Dig in and know your business so you don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge. Instil processes that organize and enable you and your team, so that it frees you up your time to push projects through and for doing the needed strategic thinking. Stay conceptual–avoid getting stuck in the pennies or decimals–so you can continue to drive the strategy of your brand.  

Now let’s be honest: You likely won’t be fired for just one of these. You likely will see 3 or 4 of these come together and begin to showcase that you’re just not up for being a Brand Manager. But even 1 or 2 will keep you stuck at the Brand Manager level and you’ll notice your bosses are hesitant to put you on the biggest brands or the toughest assignments.

The big question is what do you do about it.

My hope is that you can use the list as a way to course correct on something you might already be doing. We each have a few of these de-railers, some that you can easily over-come but others that will take a few years to really fix. Those who seek out feedback, welcome it and act on it will be the successful ones. I hope that your company has a process of giving feedback or that you get lucky to have a manager that cares about your career and is willing to give you the tough feedback. But if not, seek it. Be honest with yourself and try to fix one of these per quarter.

I hope you can figure out the blind spots before your manager does.  

Close your gaps to ensure you will be a successful Brand Manager

To read more about having a successful Marketing Career, click on the slide 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. 

Positioning 2016.112

If you knew that being a better client would get you better Advertising, could you actually show up better?

Posted on Leave a commentPosted in How to Guide for Marketers

 

Clients get the advertising they deserve.

While that’s a very famous tongue-in-cheek quote from David Ogilvy, it should be a kick in the butt to clients. It suggests that if you suck as a client, you will get advertising that sucks. It’s likely true. As I’m coaching clients on advertising, I like to ask aSlide1 very difficult question: If you knew that being a better client got you better advertising, would you actually be able to show up better? When it comes to advertising, the role of the Brand Leader is to consistently get good advertising on the air, and equally consistently keep bad advertising off the air. Baseball pitcher David Price has a sign above his locker:  “If you don’t like it, pitch better”. The same thing should hold true for Brand Leaders: If you don’t like your Advertising, then show up better. So what is it that makes some brand leaders good at advertising?

Before we figure what makes someone good at advertising, let’s figure out what makes someone suck

Theory #1: you blame yourself

  • You never find your comfort zone: You are convinced you’re not good at advertising. No experience, feel awkward or had a bad experience. You think you’re strategic, not tactical. You are skeptical, uptight, too tough and too easily annoyed.
  • You don’t know if it’s really your place to say something: You figure the ad agency is the expert—that’s why we pay them—so you give them a free reign (aka no direction). Or worse, you give them the chance to mess up, and blame them later.
  • You settle for something you hate, because of time pressure, or you don’t know why: You don’t really love it, but it seems ok for now. The agency says if we don’t go for it now, we’ll miss our air date and have to give up our media to another brand.
  • You can’t sell it in to management: you need to make sure if it’s the right thing to do, you are able to sell the idea in. Tell them how it works for your brand—and how it delivers the strategy.

Being a good client takes experience, practice, leadership and a willingness to adjust. Don’t write yourself off so quickly. Learn how to be a good client.

Theory #2: You Blame your Agency

  • You hate the brief: Agency writes a brief you don’t like—or you box them into a strategy. If either of you force a strategy on the other, then you’re off to a bad start.
  • Creative team over sells you: you get hood-winked with the “we are so excited” speech: You’re not sure what you want, so you settle for an OK ad in front of you—the best of what you saw. Ask yourself what’s missing before you buy an ad.
  • You lose connection with the agency: Keep your agency motivated so that you become the client they want to make great work on, rather than have to work on.
  • You lose traction through the production and edit: Talent, lighting, directors and edits—if the tone changes from the board to edit, then so does your ad.

An OK agency can do great work on a great client. But a great agency will fail with a bad client. Next time you want to fire your agency, maybe focus on yourself for improvement, because you’ll bring the same flaws to the next agency.

Theory #3: You Blame your Brand

  • The “I work on a boring Brand” argument. You think only cool brands like Nike, Apple, Ikea etc. are so much easier to work on. However, think again, because your boring brand has so much room to maneuver, it should be even easier.
  • You are too careful and think we can’t swing too far: Good ads either go left or right, not in the middle of the road. Consumers might not notice your “big shift”.
  • Advertising roulette: Where brand managers haven’t done the depth of thinking or testing, briefing is like a game of chance. Brands go round and round for years.
  • Your strategy Sucks: You figure if we don’t have a great strategy, a good ad might help. A great strategy makes an ad, but an Ad will never make a great strategy.

It’s one thing to be a “fan” of advertising in general, but we need to see you be a “fan” of YOUR advertising.

Show up as a better client and watch the Advertising work get better

Here are eight ways to challenge yourself to show up better at every stage of the advertising process

  1. Do you develop a testable Brand Concept with rational and emotional benefits, plus support points that you know are actually motivating?
  2. How tight is your brief? Do you narrow the target and add engaging insights? Do you focus on the desired consumer response before deciding what your brand should say? Do you focus on one benefit and one message?
  3. Do you meet creative team before the first creative meeting to connect, align them with your vision and inspire them to push for great work?
  4. Do you hold tissue sessions to narrow solutions before going to scripts?
  5. At creative meetings, do you stay big picture, avoid getting into details? When giving direction, do you avoid giving your own solutions and but rather try to create a “new box” for the creative team to figure out the solutions?
  6. Do you take creative risks, and are you willing to be different to stand out?
  7. Do you manage your boss at every stage? Do you sell them, on your vision what you want?   Are you willing to fight for great work?
  8. Are you one of your agency’s favorite clients? Do they “want to” or do they “have to” work on your business? If they love you, they’ll work harder for you and do better work. They are only human. They will never tell you this, but I’m a former client so I will: if you want better work–it’s pretty simple–show up better. 

 

Slide1

 

Be better at every stage 

  • When doing the strategy pre-work, dig in deep and do the work on insights, create a Big Idea and lay out the brand Concept. Even consider testing the concept to know that it motivates consumers. Never use the advertising process to figure out the brand strategy. 
  • Create a focused creative brief to create the box for the creative team, that has one objective, two insights, the desired response, one main benefit, two support points. 
  • Hold a creative expectations meeting to give a first impression on your vision, passion. Inspire and focus creative team. Do not take a hands off approach and avoid meeting the creative team, assuming your account team has conveyed EVERYTHING. 
  • Use a tissue session to explore ideas. Use this when you don’t have a campaign. Be open to new ways of looking at your brand. Focus on Big Ideas, without getting into the weeds. Be willing to push for better ideas if you don’t see them at the tissue session.
  • When in the creative meeting, be a positive minded client, focus only on big picture, give direction, make decisions. Avoid giving your solutions. No Details. Ask yourself: are you inspiring?
  • Use a feedback memo that is 24-48 hours after the creative meeting for more detailed challenges but without giving specific solutions. Use this to create a new box. Do not use this memo to say new thoughts that were not in the creative meeting or in the management meetings you had. If it is a new thought, pick up the phone and talk about it with your account person first. 
  • If you use ad testing, you can use either quantitative or qualitative depending on time and budget. I always recommend that you use it to confirm your pick, not make your decision.
  • When gaining approval internally, sell it in!!!  That’s part of your role is to fight for the work you love. Be ready to fight resisters to make it happen. My rule of thumb is to bring the senior account person when that person has a good relationship with my boss and even use them to help sell it in (since they are better trained at selling) and then bring the most senior creative person when the creative work needs selling. 
  • Through the production stages, your role is to manage the tone to fit the brand. Think of this like managing the kitchen of your house–you have to live in it, so you have to live with every decision. Always, get more than you need so you can use it later. 
  • With post production, talk directly with and leverage every expert you come in contact with. The more you connect and empower them, the harder they’ll fight for what you need. 

Be a better client and get the advertising you deserve

To read more on Marketing Execution, here is a workshop we run. Click on the Powerpoint 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. 

 

Positioning 2016.112

The best media decisions should focus on where your consumer is, not where the media is

Posted on 1 CommentPosted in How to Guide for Marketers

At Beloved Brands, we believe that Marketers must think of Media as an investment that connects with consumers at the point they are most willing to engage in your brand story, getting them to think, feel or act differently enough to generate higher sales, share and profits beyond the media investment. There is no free media in this world, you are either investing with dollars or investing with effort. Both cost money. With all the changes to media in the last 10-15 years, we must challenge ourselves to think differently.

I went to a big huge “Digital Media Conference” in Chicago last year, hoping to challenge myself. And by the 15th presentation, there was this odd feeling I couldn’t figure it out. And then it hit me. I had not once heard the word “consumer” in any of the presentations. Everything was about MEDIA. It was gadget after gadget. How to move up with key words, the 9 types of digital display shaped ads and cool little videos that went viral. Over and over again.

The best media decisions should focus on where your consumer is, not where the media is.

Everything in Marketing has to start and end with the consumer in mind. You have to be more consumer obsessed than you are media obsessed. Yes, media is fun, with cool new stuff happening everyday. But if you are running a brand, consumers are your only source of revenue that you will ever have. Lead with the consumer and you will make better media choices. I one saw a gravel pit on a country road with a sign out front that said “Like us on Facebook”. That’s crazy. I heard about the President of chemical companies that told their brand team to get on Instagram, because their daughter was on it. That’s crazy too. And I know an industrial company who put “Facebook Likes” as one of the major goals for each brand. More craziness. These are media led decision, nowhere near consumer led decisions. As the media world has changed, brand marketers are really struggling with how to approach media decisions. Always keep in mind that the only reason you should ever choose a certain media is if you believe that it matches to where your consumer will be receptive to your brand message, and influence them to change their behavior in a way that favors your brand.

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We will show you three different models to challenge your brain to think about your media with a consumer first mentality. We start with how consumers use media, then show how the degree of consumer connectivity with your brand  impacts your media strategy and then finally, we look at fitting your brand message into the part of the life of your consumer where they will be most receptive to your message.

1. The 8 ways consumers use Media

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Taking a step into the shoes of consumers, we have mapped out 8 ways that consumer engage with media.

  • When consumers want to be smarter, the obvious option is Google for searching whatever comes to your mind. But consumers can also reach for Wikipedia for basic information on complex subjects. Blogs are also an amazing tool for getting smarter (hopefully why you are reading here). In terms of traditional media, consumers still use subject-matter expert type magazines, informative TV stations (Home and Garden) or news/documentary programming.
  • Consumers use media to stay aware of what’s going on. Consumers might look to TV or Newspapers for news, sports or entertainment networks. A lot of on-line news sites (Huffington Post or Forbes.com) are providing regular interval stories that get delivered through social media feeds. For business, LinkedIn is becoming the best site to stay aware of though leadership in your industry, new job openings or what is happening job-wise to your peers/friends.
  • For decades consumers have used media to escape from reality, turning on the TV after a hard day at work. The best dramas in the modern world are by non-traditional stations such as AMC, TNT or most recently Netflix. The network TV is becoming like “fast food” entertainment. Many younger consumers are using YouTube for shorter term videos. And magazines continue to provide a nice escape for consumers.
  • The social media options over the last 5-10 years have provided a real chance for us to express ourselves.  We have become obsessed with telling the world what is on our minds through Twitter, Instagram, Pinterest and Tumblr. Selfies and kid pics. Political opinions. Sports commentary. Facebook has begun to serve this purpose shifting from what are we doing to what are we thinking.
  • Social media allows consumers to stay connected with our friends, with Facebook being the dominant vehicle. SnapChat is doing a great job targeting teenagers and WhatsApp has become popular all over the world (outside North America).
  • Now, e-commerce has become commonplace. So when we want to do things, buy things or go places, we are more likely to reach for our laptops or mobile. than go out to browse the shopping malls. We have some amazing options at our fingertips including Amazon, TicketMaster, Trip  Advisor and Airbnb.

Knowing the 8 ways for how consumers use media should help to match up your brand to the right media choice. As we started to play with these 8 ways that consumers use media, it struck us how closely it links with our Emotional Cheat Sheet we created that maps out the 8 emotional consumer moods that consumers go through each day. These 8 zones include optimism, freedom, being noticed, being liked, comfort, be myself, be in control and knowledge. For more information on this cheat sheet, contact Hotspex at http://www.hotspex.biz  These emotional zones can impact your brand’s emotional benefit in a positioning statement as well as the tone of the delivery of your message.

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Below, we show see how closely the consumer emotional need states match up to the consumer media needs. Use this to ensure the media choice you use matches up to the emotional tone of the message you deliver.

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2. The depth of consumer connection matters

We created the Brand Love Curve to define the strength of the bond that brands have generated with their consumers. At the beginning of the Brand Love Curve, the brands act like a commodity with no connection and we refer to those brands as “Indifferent”. Brands at the Indifferent stage has to focus on the consumer’s head, trying to get consumers to think differently about their brand. Brands move to the “Like It” stage as they separate themselves in the mind of consumers, a rational separation with limited emotional connection.Brands at the Like It stage need to drive action to get consumers to buy and create a bigger following. As the bond becomes tighter, consumers may develop an emotional connection, we refer to those brands as “Love It”. Brands at the Love It stage has to focus on the consumer’s heart, to get current loyal users to connect on a deeper level. And finally, the best brands in the world have the tightest bond with consumers, almost a cult-like following equal to a sports team. We refer to these as the “Beloved” stage. Brands at the Beloved stage have to get those who love the brand to feel part and become outspoken advocates that will influence their network.

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We then find the Media Strategy options by matching the brand strategies we created with the brand love curve up to a consumer buying system that tracks how consumers shop, moving from awareness to purchase to experience and onto being loyal. Below, we can see that brands at the Indifferent stage should focus on the early parts of the consumer buying system with your investment into awareness, consideration and search to influence consumers to move to purchase. For those brands at the Like It stage,  we recommend you focus on the purchase moment in order to close deals and develop a bigger following. Brands at the Love It stage should put their investment into turning satisfied consumers into repeating and then becoming loyal brand fans. At the Beloved stage, your effort should be taking those consumers who love you and mobilizing them to become and outspoken army that generates awareness on their own.

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3. Marketing to the “many moments of me” during the day.

This is a simple but an essential tool that helps match up your media choice to the moment in your consumer’s day where/when they are most likely to engage. Yes, it’s very tactical, but with all the media possibilities, time of day will help ensure you have the right message. The consumer’s mindset changes during the course of the day, based on where they are or what they are doing. If you are selling a house, people might google search during their lunch hours or go visit on the weekends.

The consumer’s mindset also changes during the course of the week, as they are in a different mood on a Monday vs. Thursday, or vs. Saturday. If you are selling healthcare products, try to own Sunday night when consumers are in a thinking mood, whereas you can avoid Thursday and Friday when  they are just planning out the entertainment for their weekend.

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Always think like your consumer and you will make better media choices

 

To read more about Media Planning for brand leaders, read the following presentation:

 

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 annoying tactics that give Marketers a bad reputation

Posted on Leave a commentPosted in Beloved Brands in the Market

 

1e1d5d079e23366d1149ea834ce8102f62d562519d45930ae0c0fb1b485ffff7I’m a marketer at heart. In terms of career, it’s all I know and all I am. I claim to love everything about marketing. Well, nearly everything. Here are 10 things i despise and even more importantly I believe give us marketers a bad reputation. As Mike Ditka would say “STOP IT”.

  1. The price of popcorn at the Movie Theatre. At the grocery store, a single bag of Orville’s popcorn goes for 29 cents a bag. Yet at the movie theatre, it costs $5.99. I get that the movie is using popcorn to cover the overhead.  But it really is blatantly treating your consumer like a hostage. “Combos” (popcorn plus pop or candy) are even worse. At my theatre, one night while I was 9th in line, I added them up and there is zero savings. So I asked the kid at the front. And the answer the poor kid had to give was “the combos are more convenience than savings”. Wow. That just gives us a bad reputation.
  2. Freight and PDI on a New Car. If you’ve ever bought a car, you have to pay something called freight and PDI. It’s really an admin fee for shipping and preparing the car. What’s frustrating is the negotiation process in buying a car. This is just one more tool at the disposal of the sales people. I know Saturn tried the “no price negotiation” strategy and it backfired. Negotiations with so many moving parts can be a brutal experience. And many times, you start off day 1 with such a negative experience that you’re mad at the brand. Why would you want that?
  3. That’s not all, if you call now…’ Yes, telemarketing is a necessary evil of the marketing game. I’m not a fan. The worst line ever invented is “that’s not all”. That just means we’ve taken this low-cost item we’re trying to sell you and give you a second one for free.  But the rip-off is the “you just pay the shipping and handling” line. You’re likely paying an extra $8=10 in shipping and handling, where the company makes a huge profit on that amount. It’s never double the price to ship two items in the same parcel. And the handling? I wish these guys would stop preying on the defense-less consumer. These techniques make us look bad.
  4. 100% Money Back Warranty…’except for’: A few years ago, I decided to buy a Toshiba Ultrabook, as it was slightly cheaper than the Mac version. While the Toshiba was a bit flimsy, I decided to buy the 3 year extra service plan from Best Buy. I was told “don’t worry, this warranty covers everything, and while it’s being repaired, we’ll even give you a loaner version”. I figured OK, I”m covered. Six months in, the flimsy screen caught up to me and all of a sudden I couldn’t see anything. Confidently, I took it back to Best Buy. They gave me a loaner and a week later said “we can fix it, but the cost to you will be $400” I said “but I have the full warranty”. And they said “yes, but the warranty does not cover software, hardware or battery”. HUH? What else is there? There is nothing else but software, hardware or battery to a computer. Anyway, I bought a new Mac. No wonder Apple does so well in an industry like this.
  5. Paying $3 for headphones on the Airplane. I know pretty much every airline is nearly bankrupt. And I’d never invest a penny into an airline. But the shift to charging the consumer for everything seems like the wrong way to go. There have to be more creative ways than charging $3 for headphones. I was recently on a flight that cost me $1700, which makes that headphone fee about 0.18% of the overall price. Is it really making a dent in the balance sheet of your airline?  Or is giving the consumer a small token a bad thing?
  6. Email Lists you didn’t know you signed up for. I manage my email as best I can. For about 2 months now, I’m getting weekly Hilton Honors email blasts. I finally un-subscribed.  Some of the un-subscribes are easy.  But others are painful with 3 or 4 steps to confirm I really want to un-subscribe and I’m not “mistaken”. Email marketing is just the new form of junk mail. I guess it works for 3% of customers so to get the money from those guys, let’s bug the 97% of customers who don’t want emails cluttering up their inbox. Let’s make it so hard to tick off that “no email thank you” box that we can annoy our most loyal consumers.
  7. Paying more for a large hot tea versus a small: There are 3 component costs in hot tea. The cup, the bag and the water. The only thing that changes with a larger size is more water. Any chance to rip-off the consumer.
  8. 3-year Cell Phone Contracts: When the technology changes every six months and you’re teenager drops (or throws) their phone at least once a week, having that long contract feels like a prison sentence. I get the whole it’s the only way we can cover the cost. But it puts all these phone companies into a position where they get the sale but lose the customer’s loyalty. It’s not a way to build a long-term love affair but rather a growing hatred for one another.
  9. Gas Price Games.  I want one simple rule for gas prices. You have to set them on the first day of the month and leave that price the entire month. Have you ever noticed that the price of gas goes up immediately at the start of a crisis–in anticipation of prices going up.  So a hurricane hits, prices jump up that day just in case the oil industry is affected. Not because it’s been affected. Just in case. Yet the prices don’t come down in anticipation of the world crisis ending,
  10. Call center cold calls at home. Even worse than junk email cluttering up my inbox are the phone calls coming from overseas. I’ve signed up for the “Do Not Call”, but I guess the loophole is to now call from overseas. You’re in the middle of cooking dinner and the phone rings. And there is some 7 second delay before someone says “Hi Mr Robertson”.

These 10 things are very common to most consumers causing great frustration but also lack of respect for the marketing profession. And yes, it is a profession. What are the things about marketing that annoy you and damage our reputation?

How do we get these guys to “Stop It”?

Read more on how to create a beloved brand:

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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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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The 10 most abused words by Marketers

Posted on 6 CommentsPosted in How to Guide for Marketers

 

On a daily basis I hear Marketing buzz words bantered about and it becomes obvious people say them and don’t really even know what they mean. I think people use the sacred marketing words like relevant, equity or insights, because they figure no one will challenge them. Of course, everyone puts “strategic thinker” on their Linked In profile. The problem I see is that a generation of Brand Leaders have not been properly trained and it’s starting to show. For the past 20 years, companies have said “on the job” training is good enough. But now the lack of training is starting to show up. The mis-use of these words can be linked to the lack of understanding of the fundamentals of marketing.

 

Here are the 10 words mis-used and even abused by Marketers.

 

1. Relevant

When I was running the marketing department at J&J, I jokingly banned this word “relevant” because it was so abused. I found that when a marketer would say “we need to make sure it’s relevant”, the room would go silent. Then there’s a pause and someone would add their own brilliance “yeah, we have to be relevant”. The room went silent again. So then I would usually ask a simple question “so what do you mean relevant?” and sadly that question seemed to stump most of my marketers. Relevant has become the marketing equivalent of the word “nice”, because people say it so much now, they have no clue what they mean by it. My mom and my new iPhone speakers are both “nice”. Yes, of course, marketing should be relevant. But what exactly do YOU mean when YOU say the word relevant? When you answer the question, you likely just wrote down something better. So use that instead of just blindly saying “we need to be relevant”.

2. Awareness

Just like the word relevant, you’re just forcing me to ask, “so when we get awareness, what do we get then”. Once you spend money, you should be able to get awareness–it’s just a question of how much money you spend. Jeb Bush just spent $130 Million–everyone knew he was running. No one voted for him and his awareness did very little for him. In brand terms, we don’t make any money from awareness–we only begin to make money as we are able to move our consumer through the consideration-search-purchase stage.  So, let’s save the word “Awareness” for the lazy brains.

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3. Brand equity

The term was first coined in the 1980s, as part of the RJR Nabisco take-over when they couldn’t explain why they were willing to pay a higher price than the pure book value of the assets. The word has strayed since in two different directions–those like Brand Finance and Interbrand who still use it to correctly attribute it to the VALUE of the brand and those who mis-use the word when they attribute to the HEALTH of the brand. Where it gets abused is when it has become  a catch-all statement for the “unexplainable”. They’ll say “the final scene of the TV ad is really emotional and should really drive the equity of this brand”. We look at Brand Health and Brand Wealth separately and then use the model to predict future success of the brand. As Brand Leaders, it’s actually important to keep them separate so that the actions you take hit the right spot on keeping your brand healthy and wealthy. But Brand Equity is about the wealth side, linked to Value.

There are 8 ways to drive Brand Wealth: premium pricing, trading the consumer up or down, reducing both product costs and marketing costs, stealing other users or getting current users to use more, entering new categories and creating new uses for your brand. Those are not ambiguous at all.

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4. Target market

I’m in shock at how Marketers list out their target market on the creative brief. I once read a brief with a target that said “aged 18-65, new customers, current customers and even employees”. That pretty much covers everyone but prisoners and tourists. A well-defined target should be a combination of demographics (age, income level, male/female) and psychographics (attitude, beliefs and behaviors). I actually try to put an age demographic on every brief. Call me old-fashioned or just realistic. The media you buy, the talent you put in the ad, the stores you choose to sell to, or even the claims you make are likely going to have an age component, so you’re just kiddng yourself by saying “we are more about psychographics than demographics”. When it comes to age, I try to push for a maximum of a 5 year gap. This doesn’t mean you won’t sell to people outside of this target, but it does help give focus to you.

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5. Alienate

This word drives me bonkers and it seems to be growing or at least I keep hearing it. The best brands have focus, the worst don’t. The best marketing programs also have focus, and the worst don’t. If you want to be a great marketer, you must have focus–defined target, positioning, strategies and  execution. Stop being worried and cautious that you alienate older consumers or your current consumers, that you water down your marketing programs to a degree that we have no clue who you’re talking to or what you’re even saying. As long as you are staying consistent and true to the brand, no one should be alienated by what you have to say and who you say it to.

6. Benefits

There’s an old selling expression: “features tell and benefits sell”. But I’m seeing that Marketers have become so obsessed with shouting their message as loud as they can, most brand communication is wall-to-wall claims about how great you are. Brand Leaders should be organizing their Customer Value Proposition into rational and emotional benefits. What I recommend you do is list out the brand features and put yourself in the shoes of your consumer and ask “what do I get?” (for rational benefits) and “how does that make me feel?” (for the emotional benefits). Your brand’s communication should be a combination of the two.

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7. Brief

It’s called a brief, because it’s…BRIEF.  I saw a creative brief last year that was 8 pages long. And even that length, I couldn’t find one benefit or one consumer insight. Every brief should be one page maximum. I’ve done a 1000 briefs at this point, and it is pretty easy to nail the one page brief.

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8. Brand

Too many companies have now separate Brand from Product marketing, especially on the Master Brand type companies. The “Brand” department handles PR, brand advertising, websites and events. The “product” department handles new products, pricing, distribution, and product-oriented or promotion-oriented advertising. Brand and Product should NEVER be separated. It’s crazy. Our definition of a brand: “A Brand is a unique idea, perceived in the minds and hearts of the consumer, consistently delivered by the experience, creating a bond, power and profit, beyond what the product itself could achieve.” To have a successful brand, you need to connect with consumers based on a BIG IDEA for your brand and then line up the 5 connectors (promise, story, innovation, purchase moment and experience)

 

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9. New Media

New Media has been around 15-20 years old now. I’m not sure I hear the term “new media” on Mad Men when they talk TV ads, but that’s how crazy it sounds at this point. A better way to look at today’s Media is to manage all 5 types: Paid, Earned, Search, Social and Home media. Paid is what we think of the traditional media (TV, Print, OOH, Radio and Digital options). With EARNED media, you need to create and manage the news cycle with mainstream news, expert reviews and blogs. SEARCH Engine Optimization balances earned, key words and paid search. SOCIAL is about engaging users where they are expressing themselves through sharing and influencing. HOME media is where you host your website where you can use as a source of information, influence or even closing the sale.

10. Strategic

To me, the difference between a strategic thinker and a non-strategic thinker is whether you see questions first or answers first. Strategic Thinkers see “what if” questions before they see solutions. They map out a range of decision trees that intersect and connect by imagining how events will play out. They reflect and plan before they act. They are thinkers and planning who can see connections. Non Strategic Thinkers see answers before questions. They get to answers quickly, and will get frustrated in the delays of thinking. They think doing something is better than doing nothing at all. They opt for action over thinking. They are impulsive and doers who see tasks. They are frustrated by strategic thinkers. But to be a great marketer, you must be a bit of a chameleon. While pure strategy people make great consultants, I wouldn’t want them running my brand. They’d keep analyzing things to death, without ever taking action. And while tactical people get stuff done, it might not be the stuff we need done. I want someone running my brand who is both strategic and non-strategic, almost equally so. You must be able to talk with both types, at one minute debating investment choices and then be at a voice recording deciding on option A or B. You need to make tough choices but you also have to inspire all those non-strategic thinkers to be great on your brand instead of being great on someone else’s brand.

It is OK to use these words. Just make sure you use them properly.

 

 

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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In advertising, what comes first: the MEDIA choice or the CREATIVE idea?

Posted on 1 CommentPosted in How to Guide for Marketers

Of course the consumer always comes first. However, as you begin the advertising process, Brand Leaders need to figure out whether the creative determines the media choice you make or the media choice helps frame the creative. When I started in marketing, way back in the mid 90s, life was a little simpler because the media and the creative were both under one agency roof. The meetings were simple: you’d see your various TV script options, give some feedback and then the room would go silent and the account person would say “now let’s look at the media plan” and the media person would take you through a 15 page presentation on where else the idea of your TV script could go. You would see some magazine, OOH and even some sampling idea. Back then, there was no internet advertising yet.

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Then one day, our media folks from our agency were spun off, had a new name, moved offices and had a new President. It now just meant we had two presentations and the Brand Leader now had to make sense of things and try to piece it together. About a year into that new relationship, I was sitting there confused and asked the question: “So what comes first, the media choice or the creative idea?” The room went silent for about 5 minutes. Then of course both sides talked over each other, both saying it was them that came first.  

All Marketing Execution has to do something to the brand–getting the consumer to think, act or feel differently about your brand. Media is an investment against your strategy and creative is an expression of your strategy. Both media and creative are only useful if they connect with consumers. Great advertising must connect through very insightful creative that expresses the brand’s positioning and told in a way that matters to those who care the most. Great advertising must be placed within the consumers’ life where it will capture their attention and motivate them in the expressed desired way to meet the strategy. So really, the consumer comes first and strategy comes second. Media and creative need to work to jointly capture the consumer and deliver the strategy.  

With separate agencies, the problem now rests with Brand Leaders to figure it out. While one could theoretically argue that if the Creative Idea of the advertising is so big, it should work in every medium. That’s just not always true in reality. Some ideas just work better in certain mediums. Yet the media people could also theoretically argue that if you go for the most efficient and effective media option, the media will do the work for you. That’s also not true. The best overall advertising should work focus on what has the most impact and what has the highest efficiency.  

Here’s a solution for Brand Leaders 

The three questions you always need to keep in your head at all times: 1) where is your consumer 2) where is your brand and 3) how does the creative idea work? 

1.  Where is your consumer?

You should really understand who your consumer is, and who they are not. You need to make sure you understand the insights about them, because it’s those insights within your creative that allow you to connect with them. They’ll say “they get me”. You should always be mapping out a day in the life of your consumer. Get in their shoes and say “what does my consumer’s day look like and how will my message fit or interrupt their life?” Take a “be where they are approach” to your media. 

2.  Where is the Brand?

First thing you have to do is consider where your brand is on the Brand Love Curve where brands go from Indifferent to Like It to Love It and all the way to Beloved. At INDIFFERENT, it’s about announcement style such as mass media, LIKE IT becomes about separating yourself from the competition while LOVE IT and BELOVED you’ll start to see the growing importance of event marketing to core users or social media as a badge of honor to share with others.

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3.  How does the Creative work? (The ABC’S)

The best advertising should draw ATTENTION, be about the BRAND, COMMUNICATE the main message and STICK in the consumers head long beyond the ad.

  • Attention: You have to get noticed in a crowded world of advertising. Consumers see 7,000 brand messages 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. 
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In the reality of advertising, not every ad execution will be able to do all four of the ABC’S.  When I’m in the creative room, I try to think about which of the two ABC’S are the most critical to my strategy. If it is a new product, I want all four, but I have to have: Attention and Communication. If the brand is in a competitive battle I have to have Brand and Communication.  If the brand is a leader and beloved, I need to make sure the advertising is about the Brand and that it Sticks.   

What I recommend you do:

In a sense, you have to work the creative and media together. But that’s impossible. So what I do is hold off on making any media decisions until you see the creative idea and how it is expressed in a few media options. With all the potential media options now available, I ask for 3 executions for each creative option:

        1. Video version
        2. Billboard 
        3. Long Copy Print

Sounds simple, but here’s the logic. With those 3, I can now imagine how the advertising might work across all possible media options. 

  • The “Video” allows me to imagine how the creative would work for traditional 30-second TV ad, a 60-second movie theatre ad, 2 or 3 minute viral video for sharing or even a video you could put on a website.
  • The “Billboard” allows me to imagine how it would work with traditional media options such as out-of-home billboard, bus shelter, in-store poster, packaging copy and the back cover of a magazine.  Or if we want to look at digital, it could be a digital billboard, Facebook photo, website cover.
  • The “Long Print” allows me to imagine what how it might work with a print ad, side panel of packaging, brochures, public relations story-line,  social media feed or even a blog on your website.  

With 3 simple asks against each creative idea, it covers off most of the traditional media options, even covering the digital media. So now as the Brand Leader goes to their Media Agency, they will know how the creative idea would work against any of their recommendations. 

Obviously, we always recommend that you focus. So we’ll likely recommend a lead traditional media and a lead digital and lead social option. You need to make the most out of your limited resources of dollars, time, people and partnerships. However, if we want a creative idea to last 5 years, seeing it work across this many media options gives me a comfort that should I need that option, I know the creative idea will work.

The media math from a client’s view

While the media agency owns the media math that blows your mind, here is some simple client side media math. As clients, we have to make the most of our budgets. 

  • Your production budget should be around 5-10% of your overall advertising plan. If you have small budgets, that may creep up to 20%, but that’s it. Every time you do a new piece of creative, the production dollars go up and the media dollars go down. I’d recommend you focus on one main traditional media and have only one secondary option. This keeps your spend focused. 
  • When it comes to social media, keep in mind there is no free media options. Instead of financial capital, you are now exhausting people capital. Just like the traditional options, I would recommend one lead social media and one secondary focus. Do not try to be all things to all people.  
  • The other reason to focus is to ensure you do great executions and not just “ok”.  Pick the media that maximizes the power of the creative. Don’t exhaust the team by spreading them against too many activities.   
  • Allow 80 to 90% of your media spend be on the highly effective highly efficient media plan. That means 10-20% of your media spend can now go against high IMPACT creative ideas that you know will break through.  

Work with both the creative and media at the same time, figuring out what gives the highest return on your investment

 

To see a training presentation on getting Better Marketing Execution: 

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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