Tag Archive: strategy

Vote: Which Derek Jeter retirement Ad is better? Nike or Gatorade

wptv jeter video_1405433712805_6833582_ver1-1.0_640_480Amidst all these problems with athletes in the news, Derek Jeter stands out as the Joe Dimaggio of our generation. Even non-Yankee fans recognize him as a first class player.  Everyone respects him. Thirty years from now, he’ll still command a standing ovation wherever he shows up.     

Two of the major sports brands have made tribute TV ads–both taking a slightly different stance.  For Nike, it seems only true fans will get all the subtleties while the Gatorade ad is for masses–it’s almost more of an Ad about New York than baseball.  

Both are great.  Watch below and then cast your vote.  

 

Nike “RE2PECT”

Gatorade “Made in New York”

 

Vote Below: 

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO GET BETTER ADVERTISING, click on the Powerpoint presentation below:

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

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Case Study: The Starbucks Come Back story: Losing their focus, only to regain it!!!

ray_charles_starbucks.03In 2003, Starbucks was on their first peak of their climb. It’s very likely that the corporate ego was also peaking.  “We can do anything”. But, just as they hit that peak, somehow their corporate arrogance got the best of them and they decided they are bigger than “just coffee”, so they created their own recording company, which successfully won 8 Grammy’s 2 years later. In 2006, Starbucks launched their first movie, then started partnership with William Morris to scout for music, books, films and finally Starbucks opened their own “entertainment” office in LA.  I remember when, a few agency folks marvelling and trying to convince me to follow the Starbucks lead.  The whole idea was that Starbucks had the potential to be the “third place” in people’s lives:  Home, Office and Starbucks.  The music and movies were all part of bringing that to life for Starbucks. Marketing academics were writing about it and gushing over it. That’s ok as an idea in theory, but in terms of managing a culture, Starbucks had a very hard time staying focused on what they did best:  make a great cup of coffee.  

By 2008, the lack of focus caught up with them. The most loyal consumers of Starbucks were seeing cracks in the service and quality and began choosing local establishments, who were solely focused on making a great cup of coffee.  Starbucks cut 18,000 jobs, closed 977 stores and same store sales were down 7%. Stock price falls to $7.83, down from $39.63 in 2008.  Yikes.

sbux_fallenThe Starbucks brand was in complete free fall. I remember doing a speech, right at the height of the Starbucks collapse and very few people considered it a beloved brand.  I was almost in shock.  And, about half the room figured it wouldn’t be around in 10 years. People were seriously starting to wonder “is this the next Benetton?”  (the brand that drank and believed in their own Kool Aid)

In 2009, Starbucks re-focused on what they do best: COFFEE.  They had no choice.  Every turnaround story has to start with “so what do we do best?” and then eliminate everything else. They closed every store for a day of re-training the barista. A brilliant move to tell most loyal consumers: “we know we messed up, but we’re going to get it back”.  But more importantly, it told the culture of Starbucks that the most important thing we do is make a great cup of coffee.  That barista is essential to our brand. It all starts with that. Starbucks began to innovate, but again it was focused going deeper around their COFFEE, with broader line of coffee, pastries, accessories sandwiches. No more movies or music.  All of a sudden, they were focused.  27sbux.600

Following the comeback story, by 2014, Starbucks sales are up 58% versus 2009, five-year 10% CAGR. Gross Margins are back up to healthy 55% range from a low of 28%. The current Starbucks stock price at $75, a $10K investment back in 08 would get you $95,800 today. The crucial lesson for Starbucks is the lack of focus cost them dearly in providing what it was that made them famous:  a great cup of coffee.  Yes, they can be that third place in people’s lives….as long as the coffee is good. 

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Focus is essential to Strategy 

The only way to win in strategy is when your gains exceed your effort—you to get more, than you put in. That starts with focus.  Every Brand has limited resources (financial, time, effort and alliances) against endless opportunistic choices to make (target, message, strategy and activities). Strategy starts with making a choice, where you will apply your limited resources, against the pressure points you know you can win and breakthrough, so that you can gain something bigger than the point itself.

Focus makes you matter most to those who care the most. Don’t blindly target consumers:  target the most motivated.  Focusing your limited resources on those consumers with the highest motivation and  propensity to buy what you are selling will deliver the highest return on investment.  In a competitive category, no one brand can do it all: brands must be better, different or cheaper to survive. Giving the consumer too many messages will confuse them as to what makes your brand unique. Trying to be everything to everyone is the recipe for being nothing. Return on Effort (ROE) is a great tool for focusing your activity.  Doing a laundry list of activity spreads your resources so thin that everything you do is “ok” and nothing is “great”. And in a crowded and fast economy, “ok” never breaks through enough to get the early win and find that tipping point to open up the gateway to even bigger success. 

When you focus, 5 things happen to your Brand.

  1. Better Return on Investment (ROI): With all the resources against one strategy, one target, one message, you’ll be able to move consumers enough to drive sales or push other key performance indicators in the right direction.  
  2. Better Return on Effort (ROE): It’s about getting more back than you put into the effort. Working smart helps make the most out of your people resources.
  3. Stronger Reputation: When you only do one thing, you naturally start to become associated with that one thing—externally and even internally.  Reputation is a power you can push to find deeper wins.
  4. More Competitive: As your reputation grows, you begin to own that one thing and you can better defend that positioning territory. You can expose the weakness of your competitors, attract new consumers as well as push internally (R&D, service, sales) to rally behind the newly created reputation. 
  5. Bigger and Better P&L: As the focused effort drives results, it opens up the P&L with higher sales and profits. People with money invest where they see return. 

Focus starts with knowing what you do best and stick with it 

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO THINK STRATEGICALLY, click on the Powerpoint presentation below:

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

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The biggest factor in getting to great advertising….is the client.

If you are a Brand Leader who struggles with advertising, you know how hard it is. I’m asked all the time, what is it that makes one Brand Leader good at advertising and another not so good? 

Simply put, great Brand Leaders are able to consistently get great advertising that drives towards their objective into the market, and equally able to keep bad advertising that does nothing for them off the air.

Some Brand Leaders blame themselves, almost surrendering to the idea of: “I’m more strategic type of marketer, and not that good at advertising”.  But I hope you don’t quit on yourself, because being good at Advertising takes experience, practice, leadership, feedback and a willingness to adjust. You can get better, if you really want to.  Slide1Some Brand Leaders blame their agency, and even fire their agency. But from my view, an OK agency can do great work on a great client. But a great agency can fail miserably with a bad client. Most clients fail to realize that the role of the Brand Leader is the most important factor in getting great ads. 

If you knew that how you showed up as a Client would get you better advertising, do you think you would actually show up differently? 

At creative meetings, do you stay big picture, avoid getting into details? When giving direction, do you avoid giving your own solutions?  When you gave your agency a brief, you put them in a box.  Now you should use your feedback as a way to put them in a new box ,a modified version of the box you created with the brief you gave them. Agencies don’t want your solutions, they just want your problems. The best agencies are problem solvers who are in the box thinkers.  As a great Brand Leader, your role is always to give them a box they can solve.

The best advertising comes from a very tight Brand strategy.  How tight is your brief?  

Do you stay focused on ONE target, ONE strategy, ONE benefit behind ONE big idea? Avoid the “just in case list” where you sneak “one more thing” onto the brief.  Narrow the Target market and tell their story with engaging insights.  Start with the desired consumer response before deciding what your brand should say.  Develop a testable Brand Concept before the brief so you know the strategy works with consumers, isolating the creative as the only thing you need to figure out.  Slide1

Are you one of the FAVORITE clients of your agency? 

As a Brand Leader, your role is inspire everyone to WANT to work on your brand, never treat them like they HAVE to work on your business. I know you pay the agency, so you might think that motivates them right away.  Not quite.  Do you meet the creative team before the first creative meeting to connect, align them with your vision and inspire them to push for great work? My guess is you don’t. You wait till that first creative meeting, and get introduced to the people who have been secretly working on your brand for the past few weeks. Are you the type of client to take creative risks, and be willing to be different to stand out?  Great advertising is a balance of control and freedom.  You should control the strategy and give freedom on the creative, but somehow the reverse happens.  Uncertain Brand Leaders give freedom on the strategy, yet they come into the advertising process with a pre-determined look and feel.   

If you meet resistance to GREAT advertising, even from your boss, are you the Brand Leader that is willing to fight anyone in the way? 

Every great ad I’ve worked on, there was almost a breaking point.  Whenever I fondly think of my old ads, I always smile when I think of that “near breaking point” that we got past.  As the Brand Leader you have to be the one to fight for great work and maneuver through that near breaking point. Your agency will take notice that you are that type of leader and they’ll want to work on your brand, willing to give you their best work. Do you resist approving Advertising that is “just OK” and “safe”?   What signal do you think it sends everyone involved? I believe that you have to LOVE your advertising, and never settle for OK.  Somewhere along the line, if you don’t love it, you’ll likely just give in. And then everything fails.  And you start again.  

If you knew that how you showed up as a Client was the biggest factor in getting better advertising, do you think you would actually show up differently?

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO GET BETTER ADVERTISING, click on the Powerpoint presentation below:

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

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Is it time we admit that the Apple BRAND is better than the Apple PRODUCT?

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Apple is clearly the brand of our generation. In our house, we have an iMac desktop, 2 iPads, 3 iPhones, and two MacBooks.  I love Apple. But this past spring, as my phone contract expired, I started to wonder if I get the iPhone 5S or wait for the iPhone 6.  I was a free agent, and started to look around. I looked at the Android, but like many “Apple fans”, I viewed them as the competition, like a NY Yankee fan might view the Boston Red Sox. The more I dug in, the more I realized the Android phone was quite better than the iPhone: bigger screen, faster processor, better camera.  So I bought a Samsung Galaxy Note 3. Whaaaat? That’s right. A Samsung. I felt like a cult member who snuck out of the compound one night and drooled when I saw the Samsung phone. I could see the Galaxy was light years ahead of my iPhone.  Now that I see the iPhone 6, I’m glad I bought the Samsung instead of waiting.  

Yes, the Apple iPhone 6 news kinda fizzled, but does that matter anymore?

I’m no tech expert, but the iPhone 6 feels a very incremental technology. I’m sure it does a few things I’m not aware of or could appreciate. Financial analysts were so bored by the launch, many downgraded the stock. Yes, the Apple stock price is extremely high, but maybe it’s time for the stock to stop living and dying based on the next great launch.  And maybe, it’s time for us to realize that Apple has shifted from a product driven brand to an idea driven brand.  The real reason people buy Apple is the BIG IDEA that “We make technology so SIMPLE, everyone can be part of the future”. With Apple, it has become less about how we think about the product and more how we feel about the brand. While Samsung has a better product than they do a brand, Apple now has a better brand than they do a product.  Samsung can’t get past talking features instead of benefits, offering almost zero emotional connection beyond the product.  Apple has created such an intensely tight bond with their consumers, they are more powerful than your average monopoly. Apple uses that power with the very consumers who love them, against competitors who try to imitate them and through every type of media or potential key influencer in the market. Below we have mapped out the Brand Strategy Road Map for the the Apple brand.  

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Apple isn’t really a technology leader, and likely never was. Yes, Apple had an amazing decade of new products from 2001-2011 that gave us the iPod, iTunes, Macbook Air, iPhone and iPad, but Apple is 
a quick follower who figure out the mistakes the technology leaders make and then cleans them up for the mass market. Apple exploits the fact that the first to market technologies are so badly launched (mp3 players, on-line music and tablets) the average consumer never really sees them, leaving the perception that Apple is the innovator. Apple’s product strategy is: “We bring technology that is simple and consumer friendly across a broad array of electronics products. Products have simple stylish designs, user-friendly functionality, convenience and speed.”  Apple’s brand story, told through great advertising like “Mac vs PC” is: “Technology shouldn’t be intimidating or frustrating. We make it simple enough so you can be engaged right away, do more and get more, with every Apple product you are use.”   As an example below, the  beautiful ads over the past year are less about the product features and more about how the brand makes you feel.  

 

The most Beautiful Apple Product Apple is now their P&L statement

Maybe we just need to relax on these Apple launches and admire Apple’s Profit and Loss statements.  Apple is going to sell about 80 million iPhone 6’s and I bet the iPhone 6 will be under many Christmas trees this year. Stores continue to be packed–it’s tough to even get an appointment.  The Apple retail stores have the highest sales per square foot, almost twice the #2 store, which is Tiffany’s selling diamond rings.  

Apple is now a huge mass market corporate brand, with a market capitalization of $600 billion, 3 times the value of companies like Coke, Procter & Gamble, Pfizer and IBM.  Apple has moved from the challenger type brand to the “king of the castle” brand. Back in the 1980s, IBM was the “drive the BMW, wear a blue suit with polished shoes” type brand, while Apple was “comfortable in your VW Bug, tee-shirt and sandals” brand. Apple was the alternative, anti-corporate, artist. But that’s changed. As much as Apple fought off and won against the corporate arrogant brands like IBM, Microsoft and Sony, they’ve now become that very type of corporate brand.

At Beloved Brands, we believe the more loved a brand is by it’s consumers, the more powerful and profitable that brand can be.  The best example of this model is the Apple brand. 

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In researching the Apple brand, and as a true brand geek like me, when I opened up their P&L statement I almost gushed:  I drooled over the compound annual growth rate, stared at the margin % and was in awe of how their fixed marketing spend stayed constant as the sales went through the roof.  It’s the P&L that every Brand Leader wants to leave for the next guy.  

Apple Brand > Apple Product

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on the programs we offer, click on the Powerpoint presentation below:

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

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The best advertising comes when Brand Leaders control the strategy and give freedom on the execution.

Control the Strategy with a Tight Brief

Brand Leaders take pride in being strategic thinkers. Yet, why when it comes to Advertising, do they throw strategic thinking out the window and become masters of execution? To get great advertising, Brand Leaders should control the strategy and give freedom on the execution. Yet I see them giving up control over the strategy all the time. A good tight brief has one problem, one objective, one target and one main message.  As soon as you write a broad brief that goes beyond that, you’ve just given up control over the strategy.

  • If your brief has a broad target market, some ads will naturally fit younger and some will fit older. But it’s unlikely one ad will fit both targets. A good brief should have no more than a 5 year age gap on the target. 
  • If your brief has two benefits, the agency will come back with one ad for the first benefit and another ad for the second benefit. I hope that’s not what you wanted when you picked two benefits. Or worse yet, you’ll get the “marriage of both benefits” type ads and those are usually very lame. A good brief should have only one benefit!!!!
  • If your brief has two objectives, it will fail at both. So many briefs I see advertising objective say: “get new users and get current users to use more” (penetration and frequency).  That’s impossible in one ad. Getting new users is getting competitive users to THINK differently about your brand so they cast aside their current brand to try you just once. Yet, driving usage frequency is a message to those familiar with your brand and trying to get them to FEEL differently enough to change their behavior. I would argue it’s impossible to achieve these two things with one ad. If I’m wrong, send me an ad that does both. If you can’t find that ad, then go to your brief now, and if you have both objectives, strike out one and your brief will get better. 

Your broad brief, which might help you sleep at night, just squandered your control over the strategy. And soon you’ll be having nightmares. The role of the brief is to create a nice tight “box” that defines the problem, objective, target and main message. Since the best agency talent are “in the box” thinkers who solve problems, the best brief gives them a “box” to solve. Briefs with multiple objectives or many main benefits send the signal to agencies that you aren’t quite sure and want the agency to pick the strategy. Briefs with a long list of mandatories sends the signal that even though we don’t know the strategy, we do think we know what we want the execution should look like. A great brief is tight enough that it doesn’t even need mandatories.  

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Give freedom on execution to your Agency

Being a Brand Leader is a very odd job: you don’t do anything and you don’t really know anything. You don’t make the product, don’t sell the product and don’t make the ads. You just make decisions. However, marketing seems to attract know-it-all types that love to tell everyone what to do. I was once one of those know-it-all Brand Managers so I know that type well. And yet, only when I figured out that not knowing anything, and not doing anything put me in a more powerful position to make better decisions did I master the art of Brand Management. If the agency is a problem solver, then you are a problem giver. Think of it like great therapy. You just spill your problems and others come up with solutions and you decide on which solution works best. The only thing you have to do well, is make decisions. What a great job.  

At every stage of advertising, Brand Leaders really have 3 options: 1) approve the work 2) reject the work or 3) change the work.Slide1

From what I see, Brand Leaders rarely approve the work outright. Even though the agency would love it, it is almost unrealistic to think they could perfect the ad without any challenge from the marketer. I’ve been lucky enough to have a few ads in my career that required very little feedback. It likely means we nailed the brief. The reality is that great work is usually made collaboratively with both agency and client.  

On the flip side, Brand Leaders are sometimes too uncertain to reject the work completely. They tend to keep things alive too long. I remember on my first ad, I kept being so passive on this one idea that I hated. I never rejected it fully and the agency kept coming up with new ways to fix that ad. Here’s my advice: if you don’t love the ad, you’re not doing anyone a favor by keeping it alive. Great advertising takes a fight internally, and many times if you don’t love the work, then you won’t fight for it. Explain why you hate it and if that creates a new problem for the agency, you might be surprised at a new solution they come up with.  

It seems that most times, Brand Leaders choose the option to change the work. Do you think that’s your role in the process?  I see too many Brand Leader showing up ready to pounce on the work with a list of changes, rather than digesting it and making decisions on how to make the work better.  They’ll say: “make the lead a woman instead of a man, move the pack shot earlier, get rid of that line and change this line.” What I don’t understand is that If you didn’t feel talented enough to come up with an ad in the first place, why are you now talented enough to do something even harder: to change the work.  I’d challenge brand leaders to stop coming up with solutions and rather start finding ways to frame their problems, so they keep the agency engaged and challenged.

Being the Brand Leader on the hot seat is not easy.  

Until you gain experience in the hot seat, it is highly stressful, scary and uncertain. It can feel like your brain is spinning,so many thoughts are going around in your head and you feel pressure to say the right thing. 

Slide1Try to stop spinning by asking yourself four key questions:

  1. Do I love it? How passionate are you? If you don’t love it, how do you expect your consumer to love it? If you “sorta like” it, then it will be “sorta ok” in the end. But if you love it, you’ll go the extra mile and make it amazing. Would you be proud of this as your legacy?
  2. What is my gut reaction? What’s your immediate reaction when you reach for your instincts? Relax, slow yourself down enough to soak it in, right in the meeting. It’s easier to quickly reject out of fear than find what your gut really says. Many times, instincts get hidden away because of the job.
  3. Is it on strategy? Is the Ad an expression of what you wrote in your strategy documents? Use a process to help frame things in your mind, so you can evaluate it past how you feel. The tool I recommend is the ABC’s (attention, branding, communication, stickiness) which helps to give you something to ground yourself. Take your time with this thinking.
  4. Does the ad have long-term potential? Is it BIG IDEA, you can see lasting for 5-10 years, going across various mediums (mass, on-line, in store), capable of speaking of the entire product line up, Think about leaving a legacy beyond your time in the role, which forces you to think of campaign-ability.

When you slow it down, you’ll start to see ideas and not executions.You’ll be able to sort through what’s working and not working for your brand. Next time, instead of providing solutions to your agency with a “list of changes we want” I’d challenge you to give the agency a problem with a “list of challenges to the work”. In essence, if the original brief created a “box” for the creative team to figure out “in the box” solutions, then use  your feedback to create a “modified box” for the agency to solve, not a check list of changes you want on the ad. Never be afraid to slow it down, think it through, see where it is going or where it could go. Sometimes when we slow down our thinking, then the actions actually go faster. Great Brand Leaders think with strategy, and act with instincts.

The role of the client might be the most important factor in getting great ads. An OK agency can do great work on a great client. But a great agency will fail with a bad client. So be the best client you can be.

If you knew that being a better client got you better advertising, would you actually be able to show up better? 

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO GET BETTER ADVERTISING, click on the Powerpoint presentation below:

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

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Can you re-train your Brain to be more Strategic?

StrategyThe phrase “you need to be more strategic” gets said daily in the corporate world. Everyone seems to proclaim they are a “strategic thinker” on their LinkedIn profile. People get promoted because they are strategic and held back in their careers at a given level because they aren’t strategic enough. Yet, has your boss ever had a real conversation about what it means to be more strategic?  Or do they just say it and you just take it?  Have you ever received training on being more strategic?  I spent 20 years at Fortune 500 companies and I never received any training, tips or feedback on being more strategic. Yet, we keep saying “strategic” all the time. 

So what is a “strategic thinker”?    

To me, the difference between a strategic thinker and a non-strategic thinker is whether you see questions first or answers first.  Both offer extreme value to a brand.  

  • Strategic Thinkers see “what if” questions before they see solutions. They map out a range of decision trees that intersect and connect by imagining how events will play out. They reflect and plan before they act. They are thinkers and planning who can see connections.
  • Non Strategic Thinkers see answers before questions. They get to answers quickly, and get frustrated in delays. They believe doing something is better than doing nothing at all. They opt for action over thinking. They are impulsive and doers who see tasks. They get frustrated by strategic thinkers.

Great Brand Leaders are a bit of a chameleon, able to balance both strategy and execution. While pure strategic people make great consultants, I wouldn’t want them running my brand. They’d keep analyzing things to death, without taking action. Every day there would be more strategies. And while tactical people get stuff done, is it the right stuff?  I want someone running my brand who is both strategic and non-strategic, almost equally so. Great Brand Leaders can talk with both types, one minute debating investment choices and then at a TV edit deciding on option A or B. Great Brand Leaders think with strategy but act with instincts.  

I think strategic thinking is a natural state, but is challenged or destroyed through our education system. Every test in school has a right and wrong answer, very little room for options or opinion. In the classroom, there is pressure to give the right answer quickly–almost without thinking about it. Teachers grill you with simple questions, and you never get to ask them deep questions. But really, we should teach students to slow down their thinking, encourage asking great questions instead of just giving simple answers, teach them how to map out scenarios to figure out the impact of potential actions.  

We need Brand Leaders who can slow down, so they can decide what to do, before they do it.  As Yogi Berra once said “if you don’t know where you are going, you might not get there”.  

There are six elements essential to good Strategy:  Vision, Focus, Opportunity, Early Win, Leverage, Gateway.  

  1. Vision: an aspirational stretch goal for the future, linked to a well-defined purpose.  A good vision should push you, and scare you a little, but excite you a lot.  
  2. Focus: alignment of your limited resources to a distinct strategic point you wish to penetrate, that creates positive momentum on a pathway towards your vision.
  3. Opportunity: something is happening in the market, making speed of execution matter, as a potential strategic opening gets taken by someone else or the opportunity may close.
  4. Early Win: break through point against where you put your focus, and you see a shift in momentum towards your vision.  It offers potential proof to everyone that this strategy will work, helping to rally others–the team, agency and even your boss.   
  5. Leverage: ability to turn the early win into creating a momentum with an even greater force of pressure, that leads to the tipping point to something bigger.
  6. Gateway: realization point where you see a shift in positional advantage or power that allows you to believe your vision is achievable.

Many Brand Leaders seem to fear focusing, yet focus is essential for strategy to work for you to get more from it, than what you put into it.  I once had a Brand Leader list their target as “18-65, current customers, potential customers and employees” and I asked “what about prisoners and tourists?”.  I constantly see Brands try to say 5 or 6 things in their message.  Brand Leaders have 74 things on their to-do lists. When we realize that every Brand has limited resources (financial, time, effort and alliances) they can apply against an endless list of opportunistic choices (target, message, strategy and activities) do we start to make choices.  Strategy is really where you apply your limited resources against pressure points you know you can break through, to gain something bigger than the sum of the resources you put into it.

Slide1All the great military leaders believe in the power of focus.  Napoleon had two basic strategies:  attack their strength first by over-whelming your opponent or attack their weakness first, forcing your opponent to use their strength to defend, dispersing the resources of their strength in doing so.  His choices depended on opportunity. His writings, still read by military experts around the world, puts emphasis on focus, economies of resources and breaking through. Brands Leaders can learn from the principles of warfare.  

Focus makes you matter most to those who care the most. Don’t blindly target consumers:  target the most motivated.  Focusing your limited resources on those consumers with the highest motivation and  propensity to buy what you are selling will deliver the highest return on investment.  In a competitive category, no one brand can do it all: brands must be better, different or cheaper to survive. Giving the consumer too many messages will confuse them as to what makes your brand unique. Trying to be everything to everyone is the recipe for being nothing.  Return on Effort (ROE) is a great tool for focusing your activity.  Doing a laundry list of activity spreads your resources so thin that everything you do is “ok” and nothing is “great”. And in a crowded and fast economy, “ok” never breaks through enough to get the early win and find that tipping point to open up the gateway to even bigger success. 

When you focus, 5 things happen to your brand: 

  1. Better Return on Investment (ROI):   With all the resources against one strategy, one target, one message, you’ll be able to move consumers enough to drive sales or push other key performance indicators in the right direction.  
  2. Better Return on Effort (ROE): It’s about getting more back than you put into the effort. Working smart helps make the most out of your people resources.
  3. Stronger Reputation: When you only do one thing, you naturally start to become associated with that one thing—externally and even internally.  Reputation is a power you can push to find deeper wins.
  4. More Competitive: As your reputation grows, you begin to own that one thing and you can better defend that positioning territory. You can expose the weakness of your competitors, attract new consumers as well as push internally (R&D, service, sales) to rally behind the newly created reputation. 
  5. Bigger and Better P&L: As the focused effort drives results, it opens up the P&L with higher sales and profits. People with money invest where they see return. 

Case Study:  Starbucks loses Focus by going after entertainment

A great case study in a brand who lost their focus is Starbucks back in 2003, as they took their corporate arrogance and large following to enter the music business. Sure they could hire great music people, but that’s not the core of the brand–either internally or externally. They lost focus on what they do really well: sell coffee in an atmosphere that helps you escape your hectic life. By 2008, people were wondering if the Starbucks bubble had begun to burst. Had they lost it? Starbucks closed stores and laid people off. Would it be the next Benneton? But the Brand used this point to successfully re-focus and build around Coffee. They closed every store for hours to re-train their barista, come out with new coffee flavours and built innovation around the coffee routine with pastries, snacks and sandwiches.  Since the re-focus (see case study below), sales are up 58% over 5 years, and margins are back up to a highly respectable 55% levels.  Slide1

Transforming your Focus into a Gateway to something bigger

Once you break through, it becomes about going beyond the break through.  Too many pure strategists over look the EARLY WIN, and think of strategy as just vision and strategic choices. But they’ve never run a Brand, and they don’t know how many others you need to keep motivated and aligned. You want that Early Win, to kick-start some momentum–slice off part of the business or population segment or have your message connect. You need this to get everyone buying into the strategy. The LEVERAGE is when you start to use the positional advantage or power the early break through has given you. Without this, the early win becomes the only win, and it’s a hollow strategy. Believe in your new power and use the power gained to push and transform your wins into even bigger wins. As you go through the process, it’s important that you not get distracted from achieving the GATEWAY that lines up to your vision. It’s easy to get tempted by new opportunities that your break through has given you, but you have to stay focused on your vision.

Case Study:  D-Day focuses the entire war effort on capturing a beach.

At a crucial point of World War 2, while Germany was fighting a war on two fronts (Russia and Britain), the Allied Forces planned D-Day for 2 years and joined in full force (Great Britain, US, Canada, Australia) to focus all their attention on one beach, on one day. Prior to the attack, there was debate, do we attack in one place that could be penetrated or in multiple spots where the Germans could would have to fight many battles?  The smart decision started with focus. If we look at D Day using the six elements of good strategy, we can see how they won:

  1. Vision: Win World War II, with a goal to re-claim Europe and stop Germany. Spread democracy.
  2. Focus: All of the Allied forces of 156,000 soldiers, landing on the Beaches of Normandy on the morning of June 6th, 1944.
  3. Opportunity: Planned excessively, debated options, looked for beaches unguarded by Germans. Russia was attacking from the East weakening/distracting Germany.
  4. Early Win: Despite heavy casualties, the Allies were able to capture the beaches and within 5 days of D Day, the allied forces were able to put 325,000 soldiers on the beaches of Normandy.
  5. Leverage: Re-claiming Paris, pushing back the German Army, turned the momentum into the Allied Forces side. The allies were able to take the Positional Power and shift it to where Germany now defending on their own territory.
  6. Gateway: A year later, the allies defeated the German Army in Berlin. The US was now able to focus and fight the Pacific war and defeat Japan.

d-dayIf we were to write a Brand Plan for D-Day, here’s what it would start to look like:  

  • Vision:Win World War II, spread ideals of democracy.
  • Goals: Re-claim Europe, maintain troops.
  • Key Issues: How do we turn the tide in the war effort in Europe? Where would the best attack point to get on to continental Europe? What are the defense technology investments needed?
  • Strategy: pin-pointed attack to gain a positional power on continental Europe.
  • Tactic:  D-Day, taking all our troops and attack the Beaches of Normandy to get back on mainland Europe and battle Germany on an equal footing. 

Case Study: Avril connects with her core audience through free mall concerts.

A great example of strategy that might not look like strategy on the surface was Avril Lavigne’s free mall concerts.  Back in 2005, Avril’s career was flat, after some early success, which is a normal path for young musicians. avrilTo kick off her album, she did a series of free mall concerts—and was criticized as desperate. She was desperate and not everyone understood the logic.  Let’s use the six elements of good strategy to assess the Avril re-launch:

  1. Vision: Be a pop superstar again, #1 album, sold out concerts.
  2. Focus: Malls are exactly where her target (11-17 female) hangs out, allowing her to focus all her energy on her core target. Positioned as giving back to her fans. 
  3. Opportunity: First star ever to give free concerts. She had a new album coming out. There were still record stores in malls.
  4. Early Win: She attracted 5k screaming 13-year-olds per mall which created an early win among her most loyal of fans: those who loved and adored her. Local news covered the story giving her added exposure. Everyone (mom and kids) was happy with the “free” gesture.
  5. Leverage: She was able to leverage the good will and energy to get these loyal fans to go buy her album in the mall record stores which helped her album debut at #1 on the charts.
  6. Gateway: Everyone knows the charts are the gateway to the bigger mass audience–more radio play, more iTunes downloads and more talk value. The comeback complete.

Avril’s strategy holds up very strong.  Not a surprise because Madonna used this same strategy for years, except replace malls for teenie-boppers with London night clubs for 20-somethings where she would drop her songs and even make random appearances.  If you were to write the Avril Brand Plan, here’s what it might look like:

  • Vision:  Recording Super Star
  • Goals:  New Album Sales, increase popularity, new recording contract
  • Key Issue:  How do we drive album sales for a slumping Avril? 
  • Strategy:  Reconnect with core teen fans to create momentum to trigger album sales
  • Tactic:  Free Mall tour to get most loyal fans to reconnect and buy the new album.

Case Study: Starbucks refocuses by building around the Coffee routine.

trbghzsds183Starbucks experienced tremendous growth through the 80s and 90s, mainly because of the their coffee. Starbucks quickly become a life ritual in the morning to wake you up. Following their “hobby” (case study above) into the entertainment field in 2003-2008, they hit the skids and faced some trouble that caused them to re-trench and focus on building around their coffee ritual again.  They rebuilt everything back around the coffee routine.  They closed their stores for an entire day to re-train every barista.  They created snacks and pastries to gain more share of requirements around coffee, launched sandwiches to stretch the coffee routine to lunch and created new versions of coffee to deepen love affair with the most loyal users.  Let’s use the six elements of good strategy to see how they did this.

  • Vision: Cherished meeting place for all your quick service food needs.  
  • Focus:  Build around the coffee ritual, but look to shift the coffee routine to both breakfast and lunch. They built a broader portfolio of products–refreshing drinks and delicious deserts, snacks and sandwiches around these two time-slots.
  • Opportunity: Starbucks had the under-utilized bricks and mortar of their restaurants going almost un-used past 11am.  Driving a broader portfolio would own more share of requirements, while moving the ritual to lunch allowed them to drive higher same store sales from the same real estate investment.  
  • Early Win:  Starbucks launched series of new products that made Starbucks seem big on innovation, including sandwiches, wraps, pastries and cookies, all with high quality and successfully connecting with the most loyal Starbucks fans. 
  • Leverage: The leverage point was turning a coffee routine into a breakfast/lunch routine, expanding the life ritual of Starbucks so that it’s now a broad-based meeting place for breakfast and a light lunch. 
  • Gateway: Starbucks is no longer seen as just for coffee, but rather an escape at any point in the day. Most Starbucks are now open till Midnight.  Sales have grown double-digit each of the past 5 years and the Starbucks brand is one of the most revered and beloved with consumers.  

If you were to write the Starbucks, here’s how it might look;

  • Vision: Cherished meeting place for all your quick service food needs
  • Goals: Increase Same store sales, greater share of requirements from Starbucks loyalists
  • Key Issue:  How do we drive significant growth of same store sales?
  • Strategy:  Move Starbucks loyalists to lunch with an expanded lunch menu.
  • Tactic:  Exotic refreshing coffee choices, light lunch menu, increase desert offerings.

Here’s a checklist to see if your strategy is fully mapped out and not left to some vague chance of success.

  • An end in mind vision, pathway that has milestones, specific goals for your program.
  • Opportunity that creates an opening for your brand to quickly take advantage of. 
  • Pin-pointed focus of your resources (effort, investment, time, partners)
  • An early win as the breakthrough point.
  • Game changing Leverage point, where there is a change in positional power and you’re able to turn a small win into something big.
  • Gateway to something bigger, defined as a win for the brand that translates into an increase in power or value.

Strategic Thinkers see “what if” questions before they see solutions.

At Beloved Brands, we run a Brand Leadership Center to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To read more on strategy, here is a workshop on HOW TO BE THINK STRATEGICALLY, click on the Powerpoint presentation below:

At Beloved Brands, we make Brands better and 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

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Do you think FAST or think SLOW? Here’s why Brand Leaders need do both.

facebook adWhen I ask a room of Brand Leaders “do you think fast or think slow?” what do you think the prevailing answer would be. Like them, your immediate answer would be they think fast.  There’s a bias in marketing that we are supposed to think fast, so it’s only natural to say “yes, I’m a fast thinker”.  We even have a cultural bias to believe that fast thinkers get ahead in life, and slow ones fall behind.  From the 2011 book by Daniel Kahneman “Thinking, Fast and Slow” he talks about the two different ways that the brain forms thoughts:  

  • Fast Thinkers:  instinctual, automatic, emotional, stereotypic, subconscious
  • Slow Thinkers:  logical, deeper thinking, effortful, logical, calculating, conscious

We all do a bit of both fast and slow, but we each have a natural disposition for one lead style. I’ve seen enough Myers Briggs results to realize that ENTJ (Extraversion, iNtuition, Thinking, Judgment)  is the prevailing result for Brand Leaders.  ENTJ_meme3.357224143_stdAnd if you are ENTJ, it likely means you’re a slow logical thinker, but a quick decision maker. Even though you are willing to voice your opinion quickly, you should really be taking the time to think things through.  When you try to go too fast, you’re not at your best. As a Brand Leader, you’re also likely surrounded by fast thinkers (from your ad agency, sales colleagues, R&D people and even your boss looking for a decision) and that puts you into a choice:  do you speed up for them or do you slow them down?  

Are you a Strategic Thinker?

Of course you’ll say yes, but are you really?  Everyone has it on their LinkedIn profile.  But not everyone in marketing is strategic.  From what I’ve seen, most are tactical executors, not deep conceptual thinkers.  

Strategic Thinkers see questions before they see solutions. They map out a range of “what if” decision trees that intersect and connect by imagining how events will play out. They reflect and plan before they act. They are thinkers and planners who can see connections. They use knowledge and judgment about the long-term health and wealth of the brand.  I’m a strategic person, and pathetic at trivia questions but can stay up all night debating concepts of politics, religion and of course Marketing.

Non-Strategic Thinker see answers before they see questionsThey get to answers quickly, and will get frustrated in delays. They opt for action over thinking, believing that doing something is better than doing nothing. They are impulsive and doers who see tasks. They can be frustrated by strategic thinkers. They use instincts and driven about the short-term health and sales of the brand.

The Best Brand Leaders balance strategy and execution

If you think too much, you’re dead.  You might miss an opportunity.  Or worse yet, you might over think it.  So the simple advice is  don’t go too fast, but don’t go too slowly. You are running a live business, not some a Socrates major laying on the grass of a University.  

There are three main areas of conflict for strategic thinkers:  Action, Sales Team and your Agencies.  

  1. Your brand in is in a live market so there is a propensity for Action.  We are faced with a problem and so everyone immediately turns to you and asks “what is your solution?” Never be that Ready, Fire Aim type of leader.But your action must have the proper focus, so that you are not just spreading your resources (investment, people and time) randomly, but rather well thought against what will provide the biggest return. As the Brand Leader, you can’t just react to everything, take your time and think things through. 
  2. Strategic thinkers can have a conflict with Sales people.  Sales people are no less strategic, but they place ahigher value in relationship than many marketers.  In fact, they may be strategizing about their relationship with Wal-Mart instead of your individual brand. They have to work within the needs and opinions of their buyers and balance the shorter term risk with the longer term strategic gains. Many Sales Leaders focus on the next six months, while Brand Leaders focus on six months and beyond.  Sitting down with sales people and finding the middle ground will find a mutual benefit to both. Most marketers believe that everything is relatively negotiable, while most sales people see everything as negotiated.  
  3. Brand Leaders have a conflict with agencies.  Agencies tend to be more emotional than Brand Leaders and value pride in their work, more than the brand leader—Agency people want to make work they can be show off.  Not only do they show it off for pride, they show it off for more business. Also, agencies are filled with fast thinkers, who value instincts and feelings ahead of pure logic.  When I ask Brand Leaders “how liked are you by your agency” they find it an odd question because you feel you are paying them so you should get good service and they should be courting you. Here’s a secret I learned mid way through my career:  the more emotionally engaged you are with your agency, the better the work will be.  Yes, you can replace your current agency, but you’ll just run into it again with your next agency.  You should want to be one of your agency’s favorite brands to work on.  

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The best athletes in team sports have an ability to slow the game down. Larry Bird in basketball, Joe Montana in Football or Wayne Gretzky in hockey were never the most gifted athletes in their sport, but were given extra time and space by those defending them because they slowed the game down and then made quick decisions.  They were playing Chess while everyone was playing Checkers.  You need to find a way to slow the game down, so that you can make quick decisions.  

Slow it Down so you can move faster

When we are in a heated debate with our teenage kids, it’s natural to say something inflammatory to make a point. And I find myself saying “did that comment make this go faster or take longer?”  Considering now that my kids are debating my inflammatory comment, I know it took longer.  If only in that moment, I could think things through slower, then it would go faster.  But my only solution to teenagers is wait for them to turn 22.  

Here’s my advice on how to slow things down a bit, so that you can move things faster.

  • Find your own thinking time: About 90% of my best ideas were thought of in a car, not at a desk. I’d try to block off time in my busy calendar just to think. Sounds crazy but you need it. I’d go for walks at lunch or a drive to get away from it all. The more I did, the more I realized that my first thoughts weren’t always my best thoughts. Steve Jobs was notorious for going for a walk with someone. Instincts are not always at the tip of your tongue. You need to find a way to reach your subconscious mind, where your best thoughts might be. 
  • Proactively, do the deep thinking BEFORE the decision time comes: During the quiet periods, I would dig deep into the analytics, no matter what my level. I keep telling everyone that at every level, I wrote a monthly summary report on my brands, forcing me to stay on top of the brand. Every six months, I’d answer six simple questions: 1) where are we? 2) why are we here? 3) where could we be? 4) how do we get there? and 5) what are we doing to get there? Usually it was 2 or 3 bullets per question but it allowed me to stay planful yet flexible, knowing yet ready and on top of my game. You know it’s going slow motion because of how much thinking you do beyond the meeting, but everyone else thinks you’re moving fast. 
  • Next time you’re in a meeting, spend your time and energy asking great questions, not giving great answers: As the Brand Leader you are the thinker and decision maker on the team, surrounded by subject matter experts who know everything. The big secret about Brand Leaders we don’t always want to share is we don’t really know anything about anything. And that puts you in a very powerful position. I used to go into every meeting believing I’m the least knowledgeable person in the room, which is an advantage because I’m the one asking questions, not giving answers. Not only is it respectful to your experts, when you shift to this type of model, you’ll see that it’s a powerful way to move the group of experts. As a consultant, I’m paid for answers, and while my answers are good, my questions are even better.
  • Connect with your the “people” at your agency:  I bet you wait till your first creative meeting to have your first conversation with the creative people. What I found more useful was to have lunch with the creative team the day after the brief was released, mainly to give them a chance to ask any questions, but really just to get to know them. Keep it informal and relaxed.  At every stage of the production, talk to the experts, not with directives, but just to get to know them.  They’ll work harder for someone who talks to them?   Do you talk to the editor?  No one ever does. I did. And then when I needed to try something that my agency didn’t think could be done, I’d hear “let me give it a shot” by the editor. When you are your agencies favorite client, things go so easily and by slowing things down, it goes faster. Send thank you notes at each major stage, pride notes at each major win, and encouragement notes at each major bump. They show you’re human and emotional. 
  • Use THREE different types of Feedback for agencies: When giving feedback to your agencies, map out three levels of thinking time for the feedback and tell them ahead of time what you plan on doing:
      1. feedback during the presentation which is just pure gut reaction–it doesn’t mean much at all
      2. feedback following the presentation which is just your big picture instinct
      3. feedback 24 hours later which is well-thought through and detail oriented.
  • I’m not sure why the agency gets 3 weeks to come up with ideas but they want your instant feedback right away. Remember, agencies are fast thinkers and brand Leaders are slow thinkers.  Use the 3 levels of feedback to your advantage. Don’t mix the three levels of feedback up and be clear with everyone as to the expected process. Build it into the time line.  If agencies are smart, they’d present work creative ideas on a Thursday and allow their client the Friday to talk it through with the team and the weekend to think it over before getting final feedback on the Monday. You’ll get better ads if you let your clients think things through.    
  • Proactively Meet your sales people regularly, not just when there’s a problem or conflict.  Get to know their needs and come to them proactively with solutions that are a win for them, their customer and your brand.   I used to have quarterly lunches with each major account lead and just listen to their issues they were having.  It put me in a position of preparedness for when I needed to take action. 

By the way, I’m a quick-thinking creative INTP, so I needed to train myself to slow things down and do the thinking to go beyond just using my instincts, especially in a corporate setting where risk is avoided.  As Abe Lincoln said “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”

 

You will move faster if you take your time, slow it down and think.

 

Here’s a presentation on Strategic Thinking:

To read more about the Brand Leadership Center, click on this link: Brand Leadership Center  At Beloved Brands we offer a unique learning session on Strategic Thinking. Everyone in marketing thinks they are strategic. But what is it that makes someone strategic and how can you use that thinking in the role of a Brand Leader. With our Strategic Thinking program, Brand Leaders will learn how the elements of strategic thinking–focus, early win, leverage and gateway. They’ll look at this from a consumer/customer view, competitive strategy as well as visionary strategy. Through workshop breakouts, we’ll be able to try it out on their own business with hands-on coaching to help them improve their own strategies.  Here’s the outline:

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The day Apple’s Arrogance cost themselves a very loyal customer

applelogoI love Apple.  I own a MacBook Air, an iMac, iPad mini and an iPhone 4S. My kids both have iPhones and MacBook Pros.  But yesterday, I bought a Samsung Galaxy Note 3.  Whaaaat?   Yes, that’s right.  A Samsung.  

I still feel weird about it.  But I’ll recover. I know this article will bring out the Apple lovers.  Don’t worry, I’m one of you.  But with my new phone, I feel like a cult member who snuck out of the compound one night and drooled when I saw the Samsung phone.  I could see it was light years ahead of my phone. I feel the same way I felt back in 2010 when I escaped my Blackberry cult and bought my iPhone.  

Two hard realities for most people in the Apple army to realize.

  1. Apple is a big mass corporate brand. It’s no longer an artistic challenger brand.  That will be some tough medicine for the most loyal of Apple users who first bought into the brand in the 1980s.  
  2. Apple’s post Steve Jobs innovation has been incremental and not leap frog.  The reality is that R&D pipelines are long lead cycle times, so this is really still Jobs’ pipeline.  But it’s relatively dry compared to the previous decade of riches.  

Apple has changed:  They’ve moved from the challenger brand to the “king of the castle” brand.   Apple used to be the alternative, anti-corporate, artistic, “we try harder” type brand.  IBM was the BMW, blue suit and polished shoes brand, while Apple was VW Bug, tee shirt and sandals brand.  But as much as Apple fought off the arrogant brands like IBM, Microsoft and Sony, they’ve now become that brand. And with that shift, we now see an attitude change–we are seeing a certain Apple arrogance that almost says “come on, where else are you going to go?”  That’s human nature to feel that way as most who now work at Apple are now cult members who joined Apple because they loved the brand.  But that arrogance has a danger to it of thinking you can do no wrong and feel no real competition. Confidence is healthy, arrogance is not. 

Apple has slowed down:  Sales are still strong but thats as the laggard type mass market now enjoys the lead generation products of a few years ago. Next time you’re in an Apple store, look at the table where they are teaching classes and you’ll see a few Senior Citizens. Sales and margins are seeing record highs the past year, but since the middle of 2012, the stock price has floated up and down around $600. If you held stock for the past 24 months, you’re at a break even position.  The high sales are how of how Apple is  doing now, but the stock price is an indication the market is still confused by Apple’s future. If the big play for Apple is China, there’s a good likelihood North America won’t see any leap frog advances for a few years.

I write about Brands all the time.  Samsung has a better product than they do a brand. The reality is the Samsung phone is a better product. It is faster, bigger, and has so many more features than the iPhone. 

Yesterday, I went into my Apple store to upgrade my Iphone 4S to a 5S.  And I asked the strange question:  “so, I’m a current iPhone user and Apple lover, and wondering what price discount that gets me”.  I guess I was using my opening line from when I last bought a car.  It seems like buying a car, so why not. Plus my Scottish blood makes me always eager to save a few bucks.  The guy in the blue shirt looked at me strangely and said “the price of the new iPhone 5S would be $299 with a two year plan.”  So I said, “so there’s no real benefit for me, being an owner of so many Apple products to staying with the Apple brand?”  And he got a bit huffy and said “other than owning a beautiful phone…no”. The guy got up and walked away on me, almost mad that I would even ask.  I felt snubbed.  I wasn’t really expecting a big discount or anything.  But nothing. Here I am in club. And I would get the same deal as a customer walking in off the street. I’m loyal to Apple, but is Apple loyal back to me?  Nope. 

And I smiled like that cult member who could now see a bit of freedom.

So, I went and bought a Samsung Galaxy Note 3.

The most Beloved Brands have to attack themselves before being attacked by competitors.  There’s a reason why Starbucks closed every store for one day to retrain their baristas.  They attacked themselves before competitors could.  And there’s a reason why Sony has lost market leadership in every category they play in.  Arrogance.  I’m afraid Apple’s arrogance has them blindly marching forward, feeling invincible knowing the passion of their cult will follow.  I’m only one customer.  No big deal. But once you’re done fulfilling all the orders of the laggards, then what?  The biggest point of being a beloved brand is to love the consumer.  

I guess like many relationships, I hit my breaking point.  And the guy in the blue shirt basically said “it’s not you, it’s me”.   Now, let me figure out how to send an email on my new phone.  

 

As Oscar Wilde said: “Never love anyone who treats you like you are ordinary”

To go deeper on the Apple, here’s an article  I wrote 18 months ago, outlining how Apple is not delivering on their brand promise:   Apple: What Goes Up, Might Come Down  Not much has changed since.  

 

How loved is your brand?

We believe a brand’s source of power is the emotional feelings it generates. With that power comes added profitability.

In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans. It’s this connection that helps drive power for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with. The farther along the curve, the more power for the brand. It’s important that you understand where your brand sits on the Love Curve and begin figuring out how to move it along towards becoming a Beloved Brand. With the power of connection, the brand can leverage that power into increased growth and profits. To read more, follow this presentation.

 

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How to match up the internal and external connections of your brand.

There are too many Brands where what gets said inside the corporate office is completely different than what gets said in the marketplace.  Moreover, there are brands who only view “messaging” as something Brand does in TV ads or through logos.  At its most simple state, if you say “simple” on TV ads, then consumers should experience simplicity right away, your R&D people better be looking into new simple technologies, your technical service department should speak in simple common language, your payment check out better be simple and everyone in your entire company should be working towards simple.  This is why Apple is such a great brand.  

It starts with the Big Idea of your Brand

I’ve always heard how Brand is the hub of the organization and everything should revolve around the Brand. While it makes sense, it’s just talk unless you are managing your business based on your brand’s Big Idea throughout every inch of your organization. Everyone connected to the brand, should fully understand the brand’s Big Idea. And when I say “everyone”, I’m talking about everyone in the entire organization, including Sales, Finance, Production, R&D, HR and Marketing, as well as everyone outside the organization that’s agencies or employees at your retailers.

The Brand’s Big Idea (some call it the Brand Essence) is the most concise and inspiring definition of the Brand. For Volvo, it’s “Safety”, while BMW might be “Performance” and Mercedes is “Luxury”. Volvo has stood for safety for almost 60 years, long before safety even registered with consumers. Here is the Tool I use to figure out a Brand’s Big Idea.  The model revolves around four quadrants that surround and yet help to define the Brand:

  1. Brand’s personality: human descriptors that express the brand’s style, tone and attitude.
  2. Products and Services: features, attributes, and functional characteristics that are embedded in what we sell.
  3. Internal Beacons: the internal views or purpose of the brand, why people believe their brand can win, what inspires, motivates and challenges.
  4. Consumer Views: honest assessment of how the consumer sees the brand, the good and bad.  

big ideaHow this tool works best with a team is that we normally brainstorm 3-4 words in each of the four quadrants and then try to form those words into a sentence for each quadrant. After all 4 quadrants are filled, we then looking collectively, we begin to frame the brand’s Big Idea with a phrase that embodies the entirety of the brand. As I facilitate sessions using this tool, it’s almost magical as we see the brand really come to life.

The Five Brand Connectors

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 consumers.

  1. The brand’s promise sets up the positioning, as you focus on a key target with one main benefit you offer.  Brands need to be better, different or cheaper. Or else not around for very long. ”Me-too” brands have a short window before being squeezed out. How relevant, simple and compelling the brand positioning is impacts the potential love for the brand.
  2. The most beloved brands create an experience that over-delivers the promise. How your culture and organization sets up can make or break that experience. Hiring the best people, creating service values that employees can deliver against and having processes that end service leakage. The culture attacks the brand’s weaknesses and fixes them before the competition can attack.  With a Beloved Brand, the culture and brand become one.
  3. Brands also make focused strategic choices that start with identifying where the brand is on the Brand Love Curve going from Indifferent to Like It to Love It and all the way to Beloved status. Marketing is not just activity, but rather focused activity–based on strategy with an ROI mindset. Where you are on the curve might help you make strategic and tactical choices such as media, innovation and service levels.
  4. The most beloved brands have a freshness of innovation, staying one-step ahead of the consumers.  The idea of the brand helps acting as an internal beacon to help frame the R&D.  Every new product has to back that idea.  At Apple, every new product must deliver simplicity and at Volvo, it must focus on safety.  
  5. Beloved brands can tell the brand story through great advertising in paid media, through earned media either in the mainstream press or through social media.  Beloved Brands use each of these media choices to connect with consumers and have a bit of magic to their work.

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Using the Brand’s Big Idea to Create a Brand Strategic Road Map

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 everyone aligned. Here’s the one I use that has all the key elements that help define the brand, at the center-point is the Big Idea and the 5 key connectors we talked about—promise, strategy, story, freshness and experience.

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Key Elements of the Brand Strategy Road Map

  • Brand Vision:   End in Mind Achievement.  What do you want the brand to become?  Think 10 years out: if you became this one thing, you would know that you are successful.  Ideally it is Qualitative (yet grounded in something) and quantitative (measurable) it should be motivating and enticing to get people focused.  
  • Purpose: Start with what’s in you:  Why do you exist?  Why do you wake up in the morning?   What’s your purpose or cause behind your brand?   Very personal and connects to your own story.  In the spirit of Simon Sinek:  “People don’t buy what you do, they buy why you do it”.
  • Brand Values How do you want your people to show up?   What type of service do you want?  How much emphasis on innovation?   What type of people do you want to hire?  What behavior should be rewarded and what behavior is offside.  Having the right Brand Values will help you answer these questions.   The Brand Values become an extension of what the Brand Leader wants the brand to stand for.
  • Goals: While the vision serves as a 10-year big goal, it’s also important to have annual goals to push and challenge everyone in the organization.  It’s a great way to ensure milestones on the pathway to the vision are being hit. Goals should be S.M.A.R.T. (specific, measurable, attainable, relevant and time-sensitive)
  • Strategies: These are potential choices you must make in HOW to get to the vision. Good strategy has focus, early win, leverage and a gateway to something even bigger. There are four main types of strategy: 1) consumer oriented 2) competitive oriented 3) operational and 4) financial. My recommendation is that Master Brands have 3-5 key strategies, but never more.  This forces you to focus.  
  • Tactics: Activities and executions that fit under the strategies. This could be advertising, media, sales, events, social media and professional influence.   I recommend focusing on 3 key tactical areas per strategy, continuing to make sure that you focus.  

The Big Idea helps Guide the Brand’s Management

 The Big Idea should help frame 

  • Brand Plan that drives the business for the upcoming year or the next 5 years 
  • Brand Positioning that connects to the consumer through marketing communications Slide1
  • Customer Value Proposition that links the consumer needs to the benefits of the brand 
  • Go-To-Market strategy that frames the distribution and the selling process 
  • Cultural Beacons that help define the brand internally through values, inspiration and challenge and finally 
  • Business Results, with each brand offering a unique way that it makes money.  

So if the brand’s Big Idea really works well to drive the organization, then if you are in finance at Volvo, you should be thinking about how to make safe cars cheaper, if you are in HR at Starbucks, you should be hiring people that deliver moments and if you are working at the Genius Bar at Apple, you have to make sure your language choices are simple and easy for every type of consumer to understand. Taking this even beyond the organization, if you are working at Dick’s sporting goods, you should know what makes Taylor Made such a great golf club. Everything should float down and throughout every inch of the organization from the brand’s Big Idea.

When you begin to blow this out one step further, you can start to see where everyone in your organization should align and understand how they can deliver the brand’s Big Idea.  Slide1

Telling the Brand’s Story Internally:

 

Use the Big Idea to set up the Culture through Brand Values

In managing your Brand’s Big Idea you must manage the Brand Story internally which helps creates the experience through the culture, innovation pathway, and service levels, and then manage the Brand Story externally establishing the brand’s positioning through advertising, logo/packaging and in-store.Slide1

Great Brand Leaders should be looking at the culture as an opportunity to win in the market place.  No matter how good your promise is, if your company is not set up to deliver that promise, everything comes crashing down.  The brand story told within the company is even more important than what you might tell the market through your advertising.

Managing organizational culture is very challenging.  The Big Idea should provide an internal beacon for all the People in the organization to follow and deliver the brand promise.  As you move along the Brand Love Curve from Indifferent to Like It to Love It and on to Beloved status, you need to make sure the culture keeps pace with where the brand is.

While the Big Idea can provide the internal beacon, it might not be enough to capture all the behaviors.  Brand Values should come from the Big Idea, and act as guideposts to ensure that the behavior of everyone in the organization is set to deliver upon the Brand’s promise.  How do you want your people to show up?   What type of service do you want?  How much emphasis on innovation?   What type of people do you want to hire?  What behavior should be rewarded and what behaviors are offside.  Having the right Brand Values will help you answer these questions. The Brand Values become an extension of what the Brand Leader wants the brand to stand for.


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A great example of Brand Values is the Virgin Group of Companies defines what each value is, but also what it shouldn’t be.  I love that Fun means enjoyment but not incompetent and Value means simple but not cheap.

Having values is one thing, but the other component of Culture is the right people leadership.  Use the values to help people deliver upon the right behaviors, skills and experiences.  Leaders must embody the Brand’s DNA and live by the values.  Employees will be watching the Leaders to ensure they are living up to the words on the wall. Leaders need to believe that by investing in their people, the business results will come.  Better people produce better work and that drives better results. Talent management means hiring the right people and providing the right training.   Too many companies are skimping on training and development, which is equivalent to cutting back on your Research and Development department.  

Every communication to employees, whether in a speech or memo, should touch upon the Brand Values, by highlighting great examples of when employees have delivered upon a Brand Value.  Leverage values, with inspirational touch points and processes to inspire and challenge them on achieving greatness.  The culture will only change when everyone makes the decision to make the change.  

Aligning brand with culture is essential for the long-term success of the brand. Brand Leaders should look to the overall Culture as an Asset to make your Brand Experience more powerful.  

 

Telling the Brand’s Story Externally:

 

Use the Big Idea connect with consumers of the Brand

Once you have your Brand’s Big Idea, it should inspire you to seek out a Creative Idea, from which everything should come from.  The best brands use a Master Brand anthemic spot to help tell the overall story of the Brand.  But even more so, the Creative Idea should help with any specific product spots around the Innovation you’re bringing to the market.

Taking that a step further, you can use it to begin crafting your media plan, by launching with the Anthemic Spot, and layering in your specific product messages.  As you look to continue to stay connected with your consumer, you should keep coming back to regular intervals of the Anthem spot.  Too many brands, who are failing, try to do both at the same time. They try to create a lofty “Brand Spot” with their agency and just as they start to like it, they ask “can we jam in some news about our new faster widget” message in the middle, or maybe even do a 5 second tag with it.   Slide1

As you look at the Creative Advertising you want to ensure you take the Big Idea into how the Advertising delivers the rand messaging. The best ads attract ATTENTION, tell the BRAND story, COMMUNICATE the main benefit of the brand and STICK over time.  Leveraging the BIG IDEA and matching up a CREATIVE IDEA, you should make sure it’s the CREATIVE IDEA that does the hard work to a) Earn the consumers’ ATTENTION  b) Draw and hold attention on the BRAND c) tells the brand story in a way that COMMUNICATES the benefit and s)  STICKS with the consumer and builds consistency of  brand experience over time.  It’s the ABC’s of Good Advertising.

Slide1Once you align everything to the Brand’s BIG IDEA, you’ll create a strong bond with your consumers.  That bond becomes a source of power for your brand, whether that power is with the very consumers who love your brand, versus retailers, suppliers, competitors, influencers, employees or even versus the media.  

Once you’re able to generate power for your brand, you can then turn that into profit, whether driving price, cost control, market share or increasing the market size.

 Use your Brand’s Big Idea to Align internal and external dimensions of your Brand

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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.

 

*first exposed to the Big Idea and DNA concept at Level5 

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The 10 Reasons Brand Managers get fired


facebook adThere’s been a lot of great Assistant Brand Managers who get promoted and then are fired 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’s how they speak in the hallways or answer questions in a plans meeting. We think Charisma is a great starting ground for a leader, so hopefully they can learn to be analytical, strategic, creative and organized. Hopefully that Charismatic leader can get stuff done, stay on track, hand in their budgets on time, know how to turn a brand around, can 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.

I don’t want to see anyone get fired, so use this list to avoid it. I’ve provided advice for each reason, hopefully helping you to discuss it pro-actively.

Top 10 Reasons why Brand Managers get fired:

  1. Struggle to Make Decisions: When these Brand Managers were 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) love them. But then get them into the Brand Manager seat and they freeze. They 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. For you to succeed, you have to work better on your decision-making process. You have to find methods for narrowing down the decisions. When you’re new to decisions, take the time to map out your thinking whether it’s pros and cons or a decision tree. It will eventually get faster for you and train your mind to make decisions.
  2. Not Analytical Enough: Those that can’t do the deep dive analytical thinking. They might have great instincts, but they only scratch the surface on the analytics, and it eventually catches them when they make a poor decision and they can’t explain why they went against the obvious data points. The real reason is they never saw those data points. When a senior leader questions you, 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. 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. 
  3. Can’t Get Along: Conflicts, teamwork issues, communication. These Brand Managers struggle with sales colleagues or the subject matter experts (SME’s). 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 people 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”. 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. 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. 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’s 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 we realized they aren’t teaching their ABM anything. And they became the Manager that none of the ABMs wanted to work for because you never learn anything. But as we keep watching great ABMs crashing and burning while under them, we start to wonder “you are really smart, but can you actually manage people?”. 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 when there are potential problems. They leave their manager in the dark and the information comes their manager from someone else. They confuse partners because they don’t keep them aware of what’s going on. You have to become a better communicator. Make it a habit that as soon as you know something, your boss does 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–so cover your bases. 
  8. Never Follow Their Instincts: 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”. 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 those instincts and bring them out on the table.
  9. Can’t Think Strategically or Write Strategically: As you move up to Brand Manager, we expect you to be able to think conceptually, strategically and in an organized fashion. We also expect that to come through in your writing–whether that’s your Annual Brand Plan, monthly share report or just an email that you send. Be organized in your thinking–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, I would 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’ll be, because you’ll know when it’s 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. My advice to you is to 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 tough assignments.

But 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.

To read a presentation on careers:

 

Articles on the Four Levels of Marketing

  • Assistant Brand Manager: It’s about doing; analyzing and sending signals you have leadership skills for the future. It’s not an easy job and only 50% get promoted to Brand Manager. To read a story on how to be successful as an ABM, click on the following hyper link: How to be a successful ABM
  • Brand Manager: It becomes about ownership and strategic thinking within your brand plan. Most Brand Managers are honestly a disaster with their first direct report, and get better around the fifth report. The good ones let the ABM do their job; the bad ones jump in too much, frustrated and impatient rather than acting as a teacher. To read about being a successful Brand Manager, read: How to be a successful Brand Manager
  • Marketing Director: It’s more about managing and leading than it does about thinking and doing. Your role is to set the standard and then hold everyone to that standard. To be great, you need to motivate the greatness from your team and let your best players to do their absolute best. Let your best people shine, grow and push you. Follow this hyper link to read more: How to be a successful Marketing Director
  • VP Marketing or CMO: It’s about leadership, vision and getting the most from people. If you are good at it, you won’t need to do any marketing, other than challenging and guiding your people to do their best work. You have to deliver the results, and very few figure out the equation that the better the people means the better the work and in the end the better the results. Invest in training as a way to motivate your team and keep them engaged. Use teaching moments to share your wisdom. Read the following article for how to be a success: How to be a Successful VP of Marketing

 

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