When your brand is liked, but not loved

Posted on Posted in How to Guide for Marketers

308040_478690928818846_943242162_nAs we dive deeper into brand love, we need to set up the Brand Love Curve as a core foundation that we use in every part of this book. In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from “Indifferent” where consumers have no opinion to the “Like It” stage where consumers have a rational connection up to the “Love It” stage where consumers start to crave it and develop an emotional connection and finally up to becoming a “Beloved Brand” for life, where consumers are outspoken fans with a deeply emotional cult-like connection to the brand. Slide1

 

Don’t feel bad about being at the “Like It” stage, because that’s where most brands sit. But it does mean that you might not be making the most out of the potential of your brand. You have been able to carve out a niche and be a chosen brand against a proliferation of other brands in the category. You have good shares, moderate profits and most brand indicators are probably reasonably healthy. It’s just that no one loves you. You are likely not really doing enough in your marketing to create a bond with consumers. Consumers see your brand as a functional and rational choice. They tried it and it makes sense so they buy it feeling that it meets a basic need. But, consumers don’t have much of an emotional connection or feeling about the brand. You you are seen as ordinary, which is just a little bit better than indifferent.

There are seven reasons why you are at the “Like It” stage:

  1. Protective brand leaders leads to “caution”:  While many of these brands at the Like It are successful, they get stuck because of overly conservative and fearful Brand Managers, who pick middle of the road strategies and execute “ok” ideas. On top of this, Brand Managers who convince themselves that “we stay conservative because it’s a low-interest category” should be removed. Low interest category does not mean you just give up. It means you need to do even more to captivate the consumer.
  2. Rational thinking marketers means “boring”: Those marketers that believe they are strictly rational are inhibiting their brands. They lack passion. Boring brand leaders produce boring brands. dont be boring.001The brand managers get so jazzed on claims, comparatives, product demonstration and doctor recommended, that they forget about the emotional side of the purchase decision. Claims need to be twisted into benefits—both rational and emotional benefits. Consumers don’t care about you do until you care about what they need. Great marketers find that balance of the science and art of the brand. Ordinary marketers get stuck with the rational only. 
Don`t get stuck with just features and claims. Match them up to consumer needs and create rational benefits and then dial them up to emotional benefits.
  3. New brand with momentum: Stage 2 of a new brand innovation is ready to expand from the early adopters to the masses. The new brand begins to differentiate itself in a logical way to separate themselves from the proliferation of copycat competitors. Consumers start to go separate ways as well. Retailers might even back one brand over another. Throughout the battle, the brand carves out a base of consumers. As your new brand continues to gain momentum, now is the time to layer in the emotional benefits, look to find a small growing army who love the brand.
  4. There’s a major Leak:  If you look at the brand buying system, you’ll start to see a major leak at some point where you keep losing customers. Most brands have some natural flaw—whether it’s the concept, the product, taste profile, ease of use or customer service. Without addressing the leak, the brand gets stuck. People like it, but refuse to love it.
  5. Brand changes their mind every year:  Brands need consistency. When the promise and the delivery of the promise changes every year it’s hard to really connect with the brand. A brand like Wendy’s has changed their advertising message every year over the past 10 years. The only consumers remaining are those who like their burgers, not the brand.
  6. Positional Power so you think “who needs love?”:  There are brands that have captured a strong positional power, whether it`s a unique technology or distribution channel or even value pricing advantage. Brands like Microsoft or Walmart or even many of the pharmaceuticals products don`t see value in the idea of being loved. The problem is when you lose the positional power, you lose your customer base completely.
  7. Brands who capture love, but don’t impact the life ritual: There are brands that quickly capture the imagination of consumers but somehow fail to capture a routine embedded in the consumers’ life. Whether it’s Krispy Kreme, Pringles or even Cold Stone Ice Cream, there’s something inherent in the brand’s format or weakness that holds it back. It might be loved, but just not often enough. Out of sight, out of mind, means you almost forget you love them.

Here are the indicators that your brand is at the “Like It” stage:

  • Low conversion to purchase: While the brand looks healthy in terms of awareness and tracking scores, the brand keeps losing out to the competition as the consumer goes to the purchase stage. It usually requires a higher trade spend to close that sale which cuts price and margins.
  • Brand doesn’t feel different enough: An important advertising tracking score to watch is “made the brand seem different” which helps separate the brand from the pack. When you’re a rational message, you won’t see this score break through.
  • Stagnant market shares: When you’re a liked brand, gains you make are offset by losses on something else. Your brand team is content when they hold onto their share, content to grow with the category.
  • High private label sales: If you only focus on the ingredients and the rational features of the product, the consumer will start to figure out they can get the same thing with the private label and the share starts to creep up to 20% and higher.

Here’s some challenges for how to get to the “Love It” stage:

  1. Build a bigger following by driving deeper consideration and purchase:  Begin to sell the brand’s benefits as solutions, not just the product. Invest in building an emotional brand story that helps to drive increased popularity and entices new consumers.
  2. Begin to leverage those people that already love:  Focus on the most loyal consumers and drive a deeper connection by driving the routine which should increase usage frequency.  On top of that, begin cross selling to capture a broader type of usage for the brand.
  3. Love the work: It is time to dial up the passion that goes into the marketing execution. The most beloved brands have a certain magic to them. However, “Like It’ brands tend to settle for ok, rather than push for great. With better work, you’ll be able to better captivate and delight the consumers. If you don’t love the work, how do you expect the consumer to love your brand.
  4. Fix the leak: Brands that are stuck have something embedded in the brand or the experience that is holding back the brand. It frustrates consumers and restricts them from fully committing to making the brand a favorite.  Be proactive by fixing the leak.
  5. Build a Big Idea: Consumers want consistency from the brand as constant changes to the advertising, packaging or delivery can be frustrating. Build everything around a big idea, including the brand story, the innovation and experience to establish a consistency for the brand and help build a much tighter relationship.

Brands at the “Like It” stage get complacent. You need to disrupt the marketing team to focus on driving passion into the work. You need find a better balance between rational and emotional benefits. 

Find your love by showing more love for your consumers

Here’s a workshop we run on creating a beloved brand. We hope it provokes you to think differently so you can see how you can unleash the full power and profitability of your brand.

We make Brands stronger.

We make Brand Leaders smarter.™

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.

BBI ads for 2015.003

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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Boring people make boring brands that die

Posted on Posted in Beloved Brands Explained

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You have to love WHAT you do and live WHY you do it.

Being boring will kill your brand. Not just boring people, but boring minds. Marketers in the new world need to be fueled by their passion and put everything they have into their work. They need to be guided by an underlying purpose for why they do what they do. Brand Leaders need to learn how to be a visionary, creative, emotional, demanding brand driven leader, and avoid being a boring, rational, product driven manager. Everyday, you need to get to the point where you say “I love it”, which is the best bar for making great work. If you don’t love what you do, how do you expect your consumer to love your brand. Where passion meets purpose, you will find that passion is dialed up to  new level when you know why you do what you do. It will consume you, energize you, fuel you and push you to go from good to great.

Brand Love is the new currency.

The more LOVED a brand is by consumers, the more POWERFUL and PROFITABLE that brand will be. Brands move along the BRAND LOVE CURVE, increasing the bond they have with consumers as they move from ‘Indifferent’ to ‘Like It’ to ‘Love It’ and finally to the ‘Beloved Brand’ stage. Boring brands get stuck at ‘Indifferent’ or ‘Like It’, while the most beloved brands are interesting, engaging and break through the clutter. The tight bond beloved brands create with consumers becomes a source of power that makes your brand more powerful in every point of negotiation, whether that is with the very consumers that love you, who feel more and think less, with competitors who can’t figure out how to duplicate the emotional bond you have created, with suppliers just dying to be part of your team, with any form of media who want to showcase your story and with any key influencer that wants to spread your story. Once you have power, and win every negotiation point, the money will flow in, with higher price points, lower costs, more share and an easy entry into new categories.Beloved Brands Summary Tools.002

Consumers love Ideas. They like products.

In a crowded branded marketplace, where we see 5000 brand messages a day, consumers connect with BIG IDEAS that help simplify brand messages in ways that is easily understood and remembered. Boring brands sell products, while beloved brands create big idea that are own-able in the consumers’ mind and heart and served up in a motivating enough message that changes consumer beliefs and behaviors. The role of the BIG IDEA is to simplify the brand message with an outward expression of the BRAND SOUL, which is a collection why you do what you do (purpose) what is important to you (values) and how you can help consumers (role).Beloved Brands Summary Tools.004

Consumers love brands who love them

For beloved brands, everything has to start and end with the consumer in mind. Boring brands get stuck talking about themselves all the time, almost forgetting about the consumer. They talk endlessly about features and claims. Boring brands try to be everything to everyone, and end up nothing to anyone. Beloved brands get in the shoes of your consumer and speak in their voice. You need to define a very focused target market, and using consumer insights and consumer enemy to connect with consumers. Boring brands are consumed while beloved brands are experienced. When consumers experience the brand, they either accept or reject it based on how it matches up to the Big Idea. Consumers who are continually satisfied become loyal and develop a bond with brand. Consumers transform this bond into a reputation they spread. The idealized state for a brand is when the brand reputation perfectly matches up to the brand soul. To ensure delivery of the brand’s Soul, you need to line up all 5 consumer touch points underneath simple Big Idea. Create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper. Use your brand story to motivate consumers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers. A fundamentally sound product, staying at the forefront of trends and using technology to deliver on your brand promise. The moment of truth as consumers move through the purchase cycle and use channels, messaging, processes to make the final decision. Turn the usage of your product into an experience that becomes a ritual and favorite part of their day. 

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The desire to be loved guides your brand’s strategy and execution

Boring brand leaders get stuck in the analytics, but a good brand funnel system should allow  you to measure and track brand love. Brand funnel becomes thicker as the brand becomes more loved. It’s not just about driving particular numbers but about moving them from one stage to the next. To drive TRIAL you need to gain CONSIDERATION first (the brain) and then you need to move the consumer towards purchase and through the experience. To drive LOYALTY (the heart) you need to create experiences that deliver the promise and use tools to create an emotional bond with the consumer. AWARENESS is never enough, anyone can get that. But consideration is the point you start to see that your brand idea starts to connect and move the consumer. We can see below how you can use voice of consumer and market indicators to determine where you are on the brand love curve.

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We use where you are on the Brand Love Curve to focus your brand on what strategy to guide your next move. This can help provide your overall focus of the strategy. Brands at the Indifferent stage should be trying to establish the brand in the consumers mind, but those at the Like It stage that want to go to the next stage have to create a bigger following by trying find a way to separate your brand from others. Brands at the Love It stage should tug at heartstrings of their consumers to tighten bond with your most loyal. And those brands at the Beloved stage should be trying to continue the magic and get loyalists to speak on your behalf. We’ve mapped out 16 core brand strategies to help guide your brand plans.love strategies.001Once you know the overall strategy, you can begin mapping where your consumer stands on the Brand Love Curve and begin layering in the execution. We use a consumer buying system that reflects the brand funnel and provide executional options to power each part of the buying system. Brands at the indifferent stage should focus on managing the awareness-consideration-search, while brands at the Like It stage should be looking to separate your brand from others and close the deal at the purchase moment. As it moves to the Love It stage, it becomes about turning satisfied consumers into repeating and loyal, while the Beloved stage turns loyalty into outspoken fans that then drive awareness for other consumers. We see the power of the most beloved brands using social media as a tool for influencing awareness among new potential users. I’m still in shock when I see loved brands continue to spend 100% of their money on awareness driving TV ads with a basic product message. WE KNOW WHAT YOU DO–YOU HAVE TOLD US FOR 40 YEARS!!!ad execution.003

When judging execution, you should THINK with strategy and GO with your instincts. Great marketing should attract attention, be about the brand, communicate the story, and stick in the consumers mind. Boring brand leaders get stuck over thinking things and forget their instincts. Or they think about what others will think. The best brand leaders find ways to balance their thinking and instincts, to follow their passion. When thinking, we recommend you ask two questions: Is it on strategy and does it have long-term potential to help the brand?  When going with instincts, you should ask “do you love it and try to assess your gut feel for if it’s good. Strategy is based on slow reflective thinking and instincts are fast responsive thinking. Learn to do both.

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We hope we’ve shown you how brand love can carry throughout every part of running your brand. Follow your passion by loving everything you do. Let your purpose guide your energy every day by living why you do it.

Stop being boring. Get people to fall in love with your brand

Here’s a workshop we run on helping brands find brand love. We hope it provokes you to think differently so you can see how you can unleash the full power and profitability of your brand.

We make Brands stronger.

We make Brand Leaders smarter.™

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.BBI ads for 2015.003

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 Political Ad this year is for a guy not even in the race (yet)

Posted on Posted in Beloved Brands in the Market

29913743001_4538072987001_video-still-for-video-4538052437001At Beloved Brands, we look at all types of brands and see what we can learn. We’ve done a few on politics this year, but you’ll notice that we never pick sides. If you can’t see straight when reading a branding article about politics, I suggest you stop reading. I’m just a marketer so this article will only talk about political brands, not about the policies of politics. Plus, I’m Canadian so I’m not even a voter in the US–I can remain objective.

Yes, the Donald Trump brand has clearly captivated America, dominated the media, polarized the electorate and rallied those who hate politics. What I like best about Trump is that his campaign has a Big Idea: Trump has a focused 7-second Big Idea brand message, that’s easily explained and understood. “Make America great again”. But Trump’s communication strategy has been largely based on provocative comments in the media, his Twitter handle and some great one-liners at the debates.

But the best ad I’ve seen this year has to go to someone not even in the race:  Joe Biden. This ad ran during the Democratic Debate last night and again this morning during the morning newscast. It’s paid for by DraftBiden, a super-PAC trying to garner momentum behind his candidacy for President.

Joe is a great storyteller, with amazing natural warmth. This ad uses one of Joe’s speeches, telling a story of his dad and how the lessons he learned impacts his fight for the average working American. It reminds me of the Dodge Ram’s “God Made a Farmer” Super Bowl ad, which used a similar style of photos over top of a Paul Henry’s voice. The quietness of the ad captures your attention and the story holds your attention. It’s not really going to change your view on Joe Biden, or Hillary Clinton. It’s targeted to Joe’s biggest supporters to get them to hold off committing to a candidate until Joe makes his inevitable entrance into the race.

Interestingly enough, this ad is a replacement for another emotional ad, using Joe’s voice telling another story. But Draft Biden pulled the ad after an aide to the vice president expressed Biden’s desire for the ad not to run, saying it tread on “sacred ground.”  It featured the story of Biden’s personal experience with tragedy after the death of his first wife, Neilia, and 1-year-old daughter Naomi in a 1972 car crash. Watch below and you can see how this might be a bit “too personal”.

Politically, Joe is likely the backup plan should Hillary Clinton stumble. But these are beautiful ads.

Below is a workshop we run on “How to get great Advertising”: 

We make Brands stronger.

We make Brand Leaders smarter.™

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.

BBI ads for 2015.003

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 3911New 2015 Bio .001

The 7 essential elements for good strategic thinking

Posted on Posted in How to Guide for Marketers

Beloved Brands Summary Tools.003As the speed of marketing has increased, many brand leaders have become so fixated on getting things done quickly that they don’t take the time to do the strategic thinking needed to ensure they are choosing the right pathway. The best Brand Leaders know when to be a strategic thinker and when to be an action thinker.

Strategic thinkers methodically see questions before answers. They see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out. Time to reflect and plan before acting help you move in a focused efficient fashion. Think slowly, logically, always needing options, but if go too slow, you will miss the opportunity window.

“Action” thinkers instinctually see answers before they know the right questions. They see answers before even knowing the right questions, using instincts and impulse. Any delays will frustrate you, believing that doing something is better than nothing at all. This “make it happen” mode gets things done, but if you go too fast, your great actions will be solving the wrong problem.

Find your balance by thinking slowly with strategy and thinking quickly with your instincts.

The 7 essential elements of good strategic thinking

  1. Vision: An aspirational stretch goal for future, linked to a well-defined purpose. It should push you. It should 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, creating positive momentum on a pathway towards your vision.
  3. Opportunity: Something happening in the market, as a potential strategic opening based on trends in the market (e.g. consumer behavior, technology).
  4. Speed: Like in sports, time and space of the opportunity matter. As soon as you see the opportunity, you must act quickly before others see the same opportunity.
  5. Early win: Break through point where you see a shift in momentum towards your vision. It offers potential proof to everyone that this strategy will work, helping rally others–the team, agency and even your boss.   
  6. Leverage: Ability to turn the early win into creating a momentum, that leads to the tipping point where you achieve more in return than the effort put in.
  7. Gateway: Realization point where you see a shift in positional advantage or power that allows you to believe your vision is achievable.

The Power of Focus

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. I see brand leaders with 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.

strat thinking.002Focus 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. strat thinking.001

When you focus, 5 things happen:

  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. 

think and go.001Strategic Thinkers see “what if” questions before they see solutions. Ask the right questions to set up the right strategy.

Below is a presentation of a workshop that we run on how to think strategically:

We make Brands stronger.

We make Brand Leaders smarter.™

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.

BBI ads for 2015.003

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

New 2015 Bio .001

A Brand Vision should scare you a little, but excite you a lot!!!

Posted on Posted in How to Guide for Marketers

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Every brand plan should start with a brand vision of where you want to be in the long term. Yet, too many brand leaders try to write their brand plans so quickly, they go directly to strategies and action plans. They never think far enough out (e.g. This is a one year plan) but rather just focus on HOW to win NOW with their get-it-done attitude.

But, if a brand vision answers “where could we be?” and the brand strategy answers “how can we get there?” then how could you ever write the strategy without knowing the vision. How can you write how to get there, if you don’t know where “there” is?

Imagine leaving the house, without knowing where you’re going.

Think of the brand vision as the end-in-mind goal of an ideal state where you would feel completely satisfied that you achieved it. To get to that idealized state, we always ask the question:

“If you woke up on January 1st, ten years from now, and you were in a great mood because of what was happening on the brand, then what are the three biggest things on your business that you would you have accomplished?

At first, we keep it as a “straw dog” vision, with 3 simple bullet points, knowing we can always word-smith it later. But we have found that we have to ask this same question 5+ times, because normally the first few answers are complete B.S., filled with corporate rhetoric, cool statements that look good but say very little and lines that try to please your boss rather than provide the authentic direction of where you could be. 

Does having a brand vision statement pay out?

Companies that have vision statements have a better sense of where they are going. And the proof that it pays off:

  • A Harvard Study across 20 industries looking at businesses showed that companies with vision statements saw their revenue grew more than four times faster; job creation was seven times higher; their stock price grew 12 times faster; and profit performance was 750% higher.
  • Newsweek looked at 1000 companies and found companies with vision statements had an average return on stockholder equity of 16.1%, while firms without them had only a 7.9% average return.
  • “Built to Last” showed that for companies with vision statements, that a $1 investment in 1926 would have returned $6,350 compared to only a return of $950 for comparable companies without a vision.

A brand vision helps to frame the overall brand plan

“Where could you be” should be a stake-in-the-ground that inspires and pushes you, while motivating others. It should scare you a little, but excite you a lot. Think of the Vision as the end in mind achievement towards your purpose. Some call them Big Hairy Audacious Goals (BHAGs). Even if it’s a one year plan, think 10 years out: if you became this one thing, you would know that you are successful. Ideally, balance the statement in the qualitative (want) and quantitative (measurable). It should be motivating and enticing to get people focused. It should be personal and speak to why you get up in the morning—supporting why you got into this business.

Things that Make a Good vision: 

  1. Easy for employees and partners to understand and rally around
  2. Think about something that can last 5-10 years or more
  3. Balance between aspiration (stretch) and reality (achievement)
  4. It’s ok to embed a financial ($x) or share position (#1) element into it as long as it’s important for framing the vision.

The watch outs for vision statements:

  1. It’s not a positioning statement.  Almost positioning neutral  Let the positioning come out in the strategy.
  2. Make sure we haven’t achieved it already.  If you are #2, then don’t put “be #2”.
  3. Don’t put strategic statements. Vision answers “where could we be” and not “how can we get there”
  4. Try to be single-minded: Tighten it up and don’t include everything!! Can you say it in an elevator. Can you actually remember it? Can you yell it at a sales meeting?

Your brand vision scare you a little, but excite you a lot. 

There is no value in having a brand vision that is easy to meet. I once had a client tell me their vision was “to be the #2 brand” and I said “what are you now” and they said “we are #2 now”.  I said “this was the easiest project I’ve ever worked on”.  Having an easy vision  won’t push you, stretch you or inspire you to work harder. A funny story: when my son was in 9th grade, his teacher asked on the first day “what grade do you hoped to achieve in the class?”  My son put a D. When I asked him why, he said “I like to over-achieve”. I would rather he put A+ and miss it, than a D and over-deliver. Imagine if he had an A- at the mid-term, the stretch vision would have motivated him to work even harder or change his habits to reach that stretch goal of an A+. Even if he fell short, he would have achieved an A. It’s better to narrowly miss a stretch vision that pushed and inspired you to work harder than to have an easy goal you cheerfully achieved. 

Below are a few examples of brand visions that will hopefully inspire you.

  • I love the Nike vision of “Crush Adidas”, written in the 1960s. I’m sure when they wrote that vision, it seemed somewhat insurmountable (scares you a little) but certainly provided a single-minded focus (excites you a lot) and steered them to actually crushing Adidas by the early 1980s, forcing Adidas to make a necessary come-back.  
  • Princess Margaret Hospital is a cancer hospital with a beautiful and inspiring vision to “conquer cancer in our lifetime”. This speaks to the ongoing on-going battle against cancer, but speaks to the purpose (the why) that everyone connected to the hospital lives and breathes everyday.
  • Lexmark took the inspiration even further by getting the employees to write the brand vision, because they are the brand. The idea of “customers for life” helps inspire and focus everyone who works for Lexmark. 

vision 2.001A well-articulated vision can really make a difference for employees, giving them both a challenge and focus to what they do each day. For service driven companies, where people are the brand it becomes essential.  Adding in brand values and even service values can help people in knowing what they should be doing each day and how they should be doing it. For a product driven brand, it can help all drive focus for all those working around the brand whether that’s ad agencies, R&D, sales or operations.

A brand vision has to stretch you, the point of uncertainty that you can actually meet it.

Slide1To see how a Brand Vision helps to frame the brand plan, read the following presentation: 

I run Brand Leader Training programs on this very subject as well as a variety of others that are all designed to make better Brand Leaders. Click on any of the topics below:

To see the training presentations, visit the Beloved Brands Slideshare site at: 

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

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Do “Blue Ocean” opportunities really exist? Or is it all just “Red Ocean”?

Posted on Posted in How to Guide for Marketers

fedex-blue-ocean-strategy-1-638People love brainstorming “blue ocean” ideas where they’ll talk about how to create their own uncontested market space and make competition irrelevant. I’ve participated in those sessions and admit they are a blast. It’s a great tool for opening up business minds that might be stuck, get them out of the usual and explore where else you could go.
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At Beloved Brands, we always start with the consumer so that we ensure we are meeting the needs of consumers rather than blindly putting things out into the marketplace that no one wants. However, the second check is the competitive nature of your positioning to make sure I’m not blindly putting things out that someone is already doing. Murder and Strategy have one thing in common, they both start with opportunity. Yes, finding those blue ocean strategies, can create opportunities.However, the reality is that most brands play in a highly competitive space where every gain you make, comes at the expense of someone else, who is also constantly trying to win. Netflix has dramatically impacted network television and movie theatres, Uber is experiencing fights across North America with Taxi companies and Municipal governments and Amazon is fighting against brands selling direct. While you might use Blue Ocean to create these type of ideas, you have to use Red Ocean when you start to run these businesses. Be prepared that anytime you take a dollar away from someone, they will fight back.

How to win in a Red Ocean world

Brands have four choices:  better, different, cheaper of not around for long

The key is to find a unique selling proposition for your brand.  You don’t always need to find a rational point of difference as long as there is room to be emotionally unique.Slide04

Map out everything your consumer wants–all the possible need states. Then map out all the benefits that you and your competitors can do better than anyone else–both functional and emotional zones.  You want to find that intersecting zone where what you can do best matches up to a need state of the consumer. Then find a way to serve that need state to the best of your ability and transform it into an even bigger deal than first meets the eye. Avoid the intersecting zone where your competitor is better than you and please avoid that zone where you and your competition foolishly battle in an area that “no one cares” about. The battle ground zone is where both you and your competition can satisfy the consumer need at an equal rate. To win in this situation, you need to get creative and find ways to out-execute or find some emotional connection that changes the game and makes you the clear winner.

Competitive Warfare

At the start of any strategy definition, you should ask “where are we?” Here are four questions to be asking that force you to choose four possible solutions to each.

  1. What is your current share position in the market?
  2. What is the core strength that your brand can win on?
  3. How tightly connected is your consumer to your brand?
  4. What is the current business situation that your brand faces?

This article focuses on question one which speaks to where you rank in the market, which a great indicator of how much power you can command in the market.  You have four choices, using Marketing Warfare (Trout and Ries) you are either the Leader, Challenger, Niche or a Guerilla.

  • Leader (defensive): Leader of category or sub-category defending their territory by attacking itself or even attacking back at an aggressive competitor.
  • Challenger (offensive): Challenger’s attack on the leader to exploit a weakness or build on your own strength.
  • Flanking: An attack in an open area where the Leader is not that well established.
  • Guerrilla (Niche): Go to an area where it’s too small for the Leaders to take notice or are unable to attack back.

The leader uses defensive strategies

Defensive strategies should be pursued by the leader. Not only the market share leader, but the perceived leader in the consumers’ mind. Attacking yourself is the best defense. Identify and close leaks in service, experience or products. Introduce new products superior to your current. Challenge the culture to step it up to continually get better and stay ahead of the competitors. Can’t be complacent or you’ll die. The Leader blocks all offensive moves. Keep an eye on your competitors moves—and adjust your own brand to ensure you defend against their attacks. Attack back with an even greater force than the one attacking you. Demonstrate your brand power. Leverage all the brand power you’ve mustered to maintain your positional power.Slide1

The challenger brand uses offensive strategies

The best offensive attack is to actually find weakness within the Leader’s strengths. Turn a perceived strength around is very powerful. Attack a weakness might be insufficient. Be careful of the Leader’s Defensive moves. Anticipate a response with full force—possibly even greater than yours. Avoid wars that drain resources and hold same share after the war. Attack on as narrow of a front as possible to ensure your resources are put to that area—which might be more force than the leader puts to that one area. Narrow attacks are effective when the leader tries to be all things to all people—enabling you to slice off a part of their business before they can defend it. Leapfrog Strategy, technology and business models are game-changers in the category.Slide2

The flanker brand stays clear of any battles

The flanker strategies go to uncontested areas, in the safety where the leader is not competing. Make sure you are the first in this area. Speed and surprise can help win the uncontested area before the Leaders take notice. Make your move quickly and stealthfully. Follow through matters, to defend the area you’ve won. Others may follow—whether it’s the leader trying to use their might or copy cats looking for an early win. You can win with new targets, price points (premium or value), distribution channels, format or positioning. Flanking, while lower risk of attack from the leader, is a higher risk with consumers because innovation is always riskier because consumers might not like the concept.

Guerrilla warfare wins where no one notices or cares

Pick a segment small enough that it won’t be noticed and you’ll be able to defend it. Be aggressive. Put all your resources against this small area, so that you’ll have the relative force of a major player. Be flexible and nimble. You’ll need to enter quickly to seize an opportunity that others aren’t noticing, but also be ready to exit if need be—whether the consumers change their minds or competitors see an opportunity to enter. Explore non-traditional marketing techniques to get your brand message out and your brand into the market quickly. Because you’re playing in a non-traditional market, you’ll be given leeway on the tools you use. For Guerrilla brands, it is better to be loved by the few, than liked or tolerated by many.Slide1

Marketing Warfare Rules for Success

  1. Speed of attack matters. Surprise attacks, but sustained speed in the market is a competitive advantage.
  2. Be organized and efficient in your management. To operate at a higher degree of speed, ensure that surprise attacks work without flaw, be mobile enough.
  3. Focus all your resources to appear bigger and stronger than you are. Focus on the target most likely to quickly act, focus on the messaging most likely to motivate and focus on areas you can win.   Drawn out dog fights slows down brand growth. Never fight two wars at once.
  4. Use early wins to keep momentum going and gain quick positional power you can maintain and defend counter-attacks.
  5. Execution matters. Quick breakthrough requires creativity in your approach and quality in execution.
  6. Expect the unexpected. Think it through thoroughly. Map out potential responses by competitors.

In a red ocean world, you need to efficiently own your territory and ruthlessly beat your competitors.

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. 

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 Donald Trump manage his outspoken chaos and win?

Posted on Posted in Beloved Brands in the Market

The Donald Trump brand has clearly captivated America, dominated the media, polarized the electorate and rallied those who hate politics. And it’s now rallying those who hate Trump.

It has confused the political pundits and media experts, who are in shock that he’s leading the polls. Trump’s performance raises lots of questions: Can Trump keep up his controversial voice over the next 16 months, without self-destructing or wearing out his audience? Can Trump increase his following from that of a niche “challenger” type brand to being a mass “leader” type brand? While Trump now has a following, can he overcome his huge negatives and actually win? 

At Beloved Brands, we look at all types of brands and see what we can learn. This is our first politician we’ve covered, so bear with us. If you can’t see straight when reading a branding article about Trump, I suggest you stop reading. I’m just a marketer so this article will only talk about the Trump brand, not about the Trump politics. Plus, I’m Canadian so I’m not even a voter.

Love him or hate him. Trump 2016 is fascinating and offers plenty of lessons for brand leaders either running a brand or trying to create their own personal brand.

As Marketers, what can we learn from Trump?

  • Trump has a focused and clearly defined target market and he is not afraid to alienate those not in his target. We will call Trump’s core target market the “grumpy old men”, who are mad at all the changes over the years that have weakened America. But Trump is now connecting with a broader group of “disenfranchised Americans” that have struggled over the past 15 years. Trump has shown no fear of going after the enemy of his target:  illegal immigration. It’s a hot button with the “grumpy old men” but also for those “disenfranchised”. But the immigration policy is highly risky, potentially alienated many hispanic voters, who are approximately 22% of voters. While the issue reduces the size of “where will Trump play” to 78% of voters, his calculation likely assumes he’d be no where without that issue. The lesson for marketers: never be afraid to alienate consumers as long as you are passionately connecting with your core consumers. I once had a Brand Leader tell me that their target market was, “18-65, new potential customers, current customers and employees”. My sarcastic response was, “you’ve left out tourists and prisoners?” Every brand has limited resources (financial, people, time, partners) and spreading those limited resources across an entire population is resource prohibitive. While targeting everyone “just in case” might safe at first, it’s actually less safe because you never get to see the full impact. Realizing not everyone can like you is the first step to focusing all your attention on those that can love you. Trying to be everything to anyone ends up being nothing to everyone. Be honest in assessing your brand’s assets and then match those assets up to who is most likely to be motivated enough to buy your brand.
  • Trump is “different”. While every politician takes the “I’m an outsider to Washington” strategy, normally it’s said by a Governor or Senator–who are just as bad as those inside the beltway of DC. Trump is the only true outsider–never having ventured into politics in his life. When people lay claim to come from industry, Trump can own this, since he truly is industry. Beyond the classification, Trump comes across as the anti-politician, almost saying and doing everything “wrong”, but that’s part of his “charm”. The lesson for marketers: Brands have four choices: better, different, cheaper or not around for very long. You have to take a stand on finding what makes you unique. Unless you have a true technical advantage, being different is a much more powerful space to own than trying to be better, especially when it’s difficult to prove that you are better. When I look at market research, one number I love to look at is “made the brand seem different”. 
  • Trump has a focused 7-second Big Idea brand message, that’s easily explained and understood. 885734_1280x720“Make America great again” speaks to the idea that he wants to turn back the clock to a different time–likely to the 80s and 90s when American capitalism of Ronald Regan and Bill Clinton made America the one super power in the world. It’s an idea and not just a slogan. What’s Jeb’s brand in 7-seconds? His website say “I’m Jeb Bush and I’m asking for your support”. There’s not even a benefit in that statement.  Trump’s idea stands out as it will alienate the liberal left that organized and supported the Occupy movement a few years ago. Heck, Trump is the 0.000001% and makes no apologies for it. The lesson for marketers: are you able to describe your brand’s big idea in 7 seconds? And then, do you live up to it? Here’s when you need a 7 second pitch: a) In your advertising, it should be the idea line at the end of the TV ad, the billboard ad in Times Square or the button on Facebook. b) Internally, this is the rallying cry to R&D to focus their innovation, to HR on building the culture and to Senior Leaders for how to define the brand to everyone in the company. c) In sales, this is your opening line to the buyer or store manager or the dentist you’re trying to get to recommend your product. d) Even personally, at the start of the job interview, you should lead off with a 7 second pitch that describes yourself (e.g. I’m a marketer that finds growth where others can’t) At Beloved Brands, we believe that you should build everything on your brand around a Big Idea. Consumers want consistency from the brand. Constant changes to the advertising, packaging or delivery can be frustrating to consumers. Leverage a Brand Story and a Big Idea that balances rational and emotional benefits to help establish and build a much tighter relationship. Once you establish your big idea, line up everything under it, including your brand positioning, communication, innovation, in-store and the overall experience you create. So, what is your 7-second big idea for your brand?
  • Trump has used a marketing strategy that started with the love of a few followers, and created a momentum to gather more followers.creating beloved brands 2015x.049 If we use the Brand Love Curve above, Trump entered the race at the Indifferent or Like It stage for most voters, but he had a very small group of core loyal supporters who loved him. He used the Immigration Issue to immediately separate himself from the pack, giving him a tight connection with the “grumpy old men” who love him. Once it created a news story, it allowed Trump to use the Immigration issue to reach others and connect with them–particularly the “disenfranchised Americans” who were indifferent to Trump at first, but have since moved to Like Him or Love Him. The lesson for Marketers: you can leverage your following from those that already love your brand to create an even bigger following. Line ups follow line ups. This has been the strategy for a few populous brands like Apple and Starbucks the past 5-10 years as they’ve shifted from a cool challenger type brand with a core base of artist-type users that love the brand to becoming a mass brand that any demographic or profession can love.
  • Trump’s media execution and leverage of the media has been brilliant (so far). He’s dominated the news media every week. He’s consistently stayed on brand, with very few wobbles. Here’s how I would define the Trump brand character: Trump is that outspoken (loud mouth), strong-willed (over-bearing), highly accomplished (almost pompous) business leader from the opulent days of the 1980’s (the 1%). It will be a challenge for Trump to maintain this type of media execution–as most PR agencies tell you to “be careful”, yet Trump has to be the opposite. He had a post debate wobble when he attacked Fox’s announcer Megyn Kelly. It didn’t really do him any good, but he seems to have gotten past it without much damage. One thing Trump should never do is apologize as it would go against his brand. Voters who are connecting with Trump like his outspoken voice because he is saying what they wish they could say. And if he apologizes they’ll feel bad for thinking exactly what he has already said. Think of it as the “Andrew Dice Clay effect”: He was funny, until he told us he was sorry (and cried) then we felt bad for laughing and then he wasn’t funny anymore.
  • Trump’s entry into the Presidential race has broken every normal rule. For instance, on his recent visit to Iowa, he landed at a state fair in a Helicopter, brought a huge entourage and wore a suit (mind you, he had his baseball cap on). Trump’s rhetoric and style are so different from the usual politicians that his competitors (Jeb Bush or Scott Walker) don’t know how to deal with him. The lesson for Marketers: when you enter a new category, being the rule breaker sets you up as different. The launch of the iPhone was so different that the CEO of Blackberry laughed. When Starbucks launched the $4 latte, coffee competitors had no idea how to react. The launches of Amazon, Netflix and Uber have created such confusion among the incumbent brands, they don’t even know what to do. As you enter a new category, what rules will you break and how will you use that to your advantage?

But can he actually win?

The only way he wins is if he goes mainstream. And if he goes mainstream, the Trump brand will die. Like everyone that enters the race, his obvious brand vision is to win the Presidential election. (Or is it?) As the challenger brand, he’s captured a significant niche of frustrated voters. But while owning a niche is a great brand strategy for gaining share and effectively destroying your competitors, it isn’t enough to achieve your vision of winning the race. At some point, Trump needs to shift to being a mass brand and I’m not yet sure that’s possible. The only way to become mass is to become more mainstream and that risks going completely against the controversial Trump brand he’s created. Won’t a mainstream Trump brand be so watered-down that it would die?

Trump is looking at the wrong data points. He needs to reduce the negatives before focusing on the positives. While Trump keeps telling everyone he’s winning, as his support numbers has grown to 25% of the Republican side of the race, the real number they have to manage is the high 62% of voters who reject Trump, saying they’d never vote for Trump. If he can’t get that number down below 50, he’ll never have a chance to go beyond a novelty act. The issue in this election is that both parties are burdened by high un-likability numbers, with Hillary’s un-approval ratings above 50%. With all these high negatives, maybe all parties might like the idea that they won’t need a voter majority to win.

Can Trump maintain this level of chaos or will the Trump brand eventually fizzle? Trump has shown no signs of reducing the chaos, no signs of going mainstream and no signs of apologizing. That just leaves one alternative: voters get tired of Trump before election day. It’s hard to keep up such a long tenure of organized chaos to stay in the news while avoiding being attacked by the news. Lots of celebrities have tried this and it ended up biting them eventually. The brash “shock humor”  tends to wear out just as fast as it entered. Trump may finally say something so offensive that people want off the bandwagon for fear of association. Can Trump sustain this level of controlled chaos that connects with the disenfranchised voters? Election day is a long way away. My guess is he fizzles.   

Will Trump go third party still?  Every Republican beyond the voters seem to be against Trump, so let’s assume he’ll eventually lose the nomination. With Trump’s ego, he won’t be able to resist going as a third-party candidate.. And if we look to the 1992 results, it’s possible Trump could replicate Ross Perot’s support and get 18% of the vote. While that doesn’t win, it certainly changes the election as the other two will really be playing to see who can get over 41% instead of over 50%. So that brings us back to Trump’s real vision. Does he really want to be President or does he just want to disrupt the election?

Who will save this mess? And for everyone but Trump, this sure is a mess. The first two weeks of a campaign can make or break the candidate. Both Scott Walker and Jeb Bush must be disappointed with their performance, completely over-shadowed by Trump.They also bombed in the debate. Trump may not win the race, but he has possibly destroyed everyone else’s chances of winning. Maybe the next President isn’t even in the race yet?  

Love him or hate him, the Trump brand is fascinating. Many of us are starting to ask “can he actually win?”

To read more on how to create a personal brand, here’s a training workshop we lead with brand leaders around the world:

Also, if you’re interesting in Beloved Brands Training Programs for brand management, feel free to contact us to learn about our one day or three day boot camps for brand leaders. We believe that better leaders make better work which produces better results. Here’s more information.

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 39112015x gmr bio.001

What you should do when your brand is stuck at the Like It stage

Posted on Posted in Beloved Brands Explained

Figure out how tightly connected your brand is with your consumer

At Beloved Brands, we have created a hypothetical curve called the Brand Love Curve. The more tightly connected consumers are to the brand, the farther along the curve the brand sits, with brands sitting anywhere from Indifferent to Like It to Love It and finally to the Beloved stage, where demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become outspoken fans.

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While marketers dream of becoming a Nike, Coke, Disney or Apple, the reality is that most brands are closer to the “Like It” stage. That means you are doing a pretty good job, you’ve been able to carve out a bit of a niche and be a consistently chosen brand against proliferation of brands in your category. And you likely have good steady market shares, moderate profits and most brand indicators are reasonably healthy. It’s just that no one loves you. You’re likely not really doing enough to create a tight bond with consumers. It also means you might not be maximizing the full potential of your brand, you may be leaving your brand vulnerable to future attacks and you are leaving money on the table. 

 

where you are on love curve.001

 

How do consumers see brands at the “Like It” stage

Consumers see your brand as a functional and rational choice. Your brand does a good job in meeting a basic need they have. They tried it and it makes sense so they buy it, use it and enjoy it. They likely prefer it versus another brand. The might not give it much more though. Consumers lack an emotional connection or have any real feeling for the brand. They see it as ordinary, which is just a little bit better than indifferent. Overall, consumers see you brand in the “it will do” space. 

Why is your brand at the Like It stage?
There are seven reasons why you are at the Like It stage of the brand love curve:

  • Protective Brand Leaders means caution: While many of these brands at the Like It are very successful brands, they get stuck because of overly conservative and fearful Brand Managers, who pick middle of the road strategies and execute “ok” ideas. On top of this, Brand Managers who convince themselves that “we stay conservative because it’s a low interest category” should be removed. Low interest category means you need even more to captivate the consumer. Nearly every category has some consumers that have the potential to love the brand–it’s just a matter of finding them and a willingness to drive more emotion into your marketing.
  • We are rational thinking Marketers: Those marketers that believe consumers are strictly rational when it comes to the brand are inhibiting their brands. The brand managers get all jazzed on claims, comparatives, product demonstration and doctor recommended that they forget about the emotional side of the purchase decision. Claims need to be twisted into benefits—both rational and emotional benefits. Consumers don’t care about you do until you care about what they need. Great marketers find that balance of the science and art of the brand. Ordinary marketers get stuck with the rational only. Don’t get stuck with just features and claims–match them up to consumer needs and create rational benefits and then dial them up to emotional benefits. We recommend using a customer value proposition brand ladder below to help turn your features into benefits.

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  • New Brand with Momentum: The second stage of a new brand innovation is ready to expand from the early adopters to the masses. The new brand begins to differentiate itself in a logical way to separate themselves from the proliferation of copycat competitors. Consumers start to go separate ways as well. Retailers might even back one brand over another. Throughout the battle, the brand carves out a base of consumers.
  • There’s a Major Leak: If you look at the brand buying system, you’ll start to see a major leak at some point where you keep losing customers. Most brands have some natural flaw—whether it’s the concept, the product, taste profile ease of use or customer service. Without analyzing and addressing the leak, the brand gets stuck. People like it, but refuse to love it.
  • Brand changes their mind every year: Brands really exist because of the consistency of the promise. When the promise and the delivery of the promise changes every year it’s hard to really connect with what the brand is all about. A brand like Wendy’s has changed their advertising message every year over the past 10 years. Looking at the various ads for Wendy’s, do you see a big idea? The only consumers remaining are those who like their burgers, not the brand.

 

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  • Your brand has positional power–so you figure who needs Love: There are brands that have captured a strong positional power, whether it`s a unique technology or distribution channel or even value pricing advantage. Brands like Microsoft or Walmart or even many of the pharmaceuticals products don`t see value in the idea of being loved. The problem is when you lose the positional power, you lose your customer base completely. Case in point is the Microsoft brand which has struggled to go beyond their Windows monopoly. 
  • Brands who capture Love, but no Life Ritual: There are brands that quickly capture the imagination but somehow fail to capture a routine embedded in the consumers’ life, usually due to some flaw. Whether it’s Krispy Kreme, Pringles or even Cold Stone, there’s something inherent in the brand’s format or weakness that holds it back and it stays stuck at Loved but just not often enough. So, you forget you love them.

Indicators that your brand is at the Like It stage

From a business point of view, you likely see the brand has a lower conversion from awareness to sales, there is a high % bought on deal, low loyalty and you’re likely faced battling a  strong private label share. 

  • Low Conversion to Sales. While the brand looks healthy in terms of awareness and equity scores, the brand is successful in becoming part of the consumer’s consideration stage, but it keeps losing out to the competition as the consumer goes to the purchase stage. It usually requires a higher trade spend to close that sale which cuts price and margins.
  • Brand Doesn’t Feel Different: A great advertising tracking score to watch is “made the brand seem different” which helps to separate itself from the pack, many times speaking to the emotional part of the messaging.Slide04
  • Stagnant Shares: Your brand team is happy when they hold on to their share, content to grow with the category.
  • High Private Label Sales: If you only focus on the ingredients and the rational features of the product, the consumer will start to figure out they get the same thing with the private label and the share starts to creep up to 20% and higher.

How to get to the Love It stage

  • Separate your brand from the pack: stake out certain spaces in the market creating a brand story that separates your brand from the clutter. The best brands have 3 choices:  better, different or cheaper. When you struggle to be better, you need to find a way to be different so that your brand matches the winning zone below–where your brand’s clear point of difference matches up to what the consumer wants. Begin to sell the solution, not just the product.
  • Build a bigger following: Invest in building a brand story that helps to drive for increased popularity and get new consumers to use the brand.

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  • Leverage those that already love the brand: Focus on the most loyal consumers and drive a deeper connection by driving the routine which should increase usage frequency. On top of that, begin cross selling to capture a broader type of usage.

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  • Love the Work: It is time to dial-up the passion that goes into the marketing execution. Beloved Brands have a certain magic to them. But “Like It’ brands tend to settle for ok, rather than push for great. With better work, you’ll be able to better captivate and delight the consumers. If you don’t love the work, how do you expect the consumer to love your brand.
  • Fix the Leak: Brands that are stuck have something embedded in the brand or the experience that is holding back the brand. It frustrates consumers and restricts them from fully committing to making the brand a favourite. Be proactive and get the company focused on fixing this leak.
  • Build everything a Big Idea: Consumers want consistency from the brand—constant changes to the advertising, packaging or delivery can be frustrating. Leverage a Brand Story and a Big Idea that balances rational and emotional benefits helps to establish a consistency for the brand and help build a much tighter relationship. Once you establish your big idea, line up everything under that big idea including your brand positioning, communication, innovation, in-store and the overall experience you create.

 

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Brands at the Like It stage tend to get complacent. You need to drive the Love into the work, and find the balance between rational and emotional benefits.

 

Does being loved matter?

The big idea behind RETURN ON LOVE (R.O.L.) is that the work you do on the brand is first and foremost focused on creating a strong bond between your consumer and your brand. Once you have that bond, you can use it as a source of power versus all the stake holders of the brand: power over customers, suppliers, competitors and even the very consumers you have the bond with. The brand would also generate added power with the media, key opinion leaders and employees. Once you have power, you can drive growth and profit, using that power to drive up price, drive down costs, gain market share and enter new categories. If your finance person asks “so what is the ROI on this”, I’m not recommending you say “we are focused on ROL buddy, not ROI” but what you should say is “we are investing in building a bond with our consumer that will give us more power that we can then wield much greater profit for our brand”

But seriously, having more love adds to the profits. Here are the 8 ways to turn brand love into more PROFITS for your brand.

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With all the love and power the Beloved Brand has generated for itself, now is the time to translate that into growth, profit and value. The Beloved Brand has an Inelastic Price. The loyal brand fans pay a 20-30% price premium and the weakened channels cave to give deeper margins. We will see how inelastic Apple’s price points are with the new iPad Mini. Consumers are willing to trade up to the best model. The more engaged employees begin to generate an even better brand experience.  For instance at Starbucks, employees know the names of their most loyal of customers. Blind taste tests show consumers prefer the cheaper McDonald’s coffee but still pay 4x as much for a Starbucks.  So is it still coffee you’re buying?

A well-run Beloved Brand can use their efficiency to lower their cost structure. Not only can they use their growth to drive economies of scale, but suppliers will cut their cost just to be on the roster of a Beloved Brand. They will benefit from the free media through earned, social and search media.  They may even find government offer subsidies to be in the community or partners willing to lower their costs to be part of the brand.  For instance, a real estate owner would likely give lower costs and better locations to McDonald’s than an indifferent brand.  Apple get a billion dollars worth of free media, with launches covered on CNN for 2 weeks prior the launch and carried live like it’s a news event.

Beloved Brands have momentum they can turn into share gains. Crowds draw crowds which spreads the base of the loyal consumers. Putting the Disney name on a movie generates a crowd at the door on day 1. Competitors can’t compete–lower margins means less investment back into the brand.  It’s hard for them to fight the Beloved Brand on the emotional basis leaving them to a niche that’s currently unfulfilled.  Walk past an Apple store 15 minutes before it’s open and you’ll see a crowd waiting to get in–even when there are no new products.

Beloved Brands can enter into new categories knowing their loyal consumers will follow  because they buy into the Idea of the Brand.  The idea is no longer tied to the product or service but rather how it makes you feel about yourself.  Nike is all about winning, whether that’s in running shoes, athletic gear or even golf equipment. When Starbucks went for pastries and sandwiches their loyal consumers quickly followed.

The more loved a brand is by consumers, the more powerful and profitable that brand will be.

 

To read more on how to create a beloved brand, here’s a training workshop we lead with marketing teams around the world:

Also, if you’re interesting in Beloved Brands Training Programs for brand management, feel free to contact us to learn about our one day or three day boot camps for brand leaders. We believe that better leaders make better work which produces better results. Here’s more information.

We make Brands stronger.

We make Brand Leaders smarter.™

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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What is “Blowfish” marketing?

Posted on Posted in How to Guide for Marketers

blowfishWhen I talk with Brand Leaders about their problems, one of the first things they say is they don’t have enough Marketing Budget to do things they need to do. But when I observe what they are doing, I see that they are trying to do too much with the little money that they have. No matter how much marketing spend you have, you should challenge yourself to think and act like a BLOWFISH.

Simply put, a BLOWFISH strategy is trying to seem bigger than you are. In the world of highly competitive marketing, whether you are a start-up or a smaller niche player, you need to look like a real player to be noticed and purchased. To be successful, take all of your marketing budget and put it against one target market who you know you can move. Talk about one simple message that you know will be the most motivating. Put all of your money behind one activity that you know will drive your strategy.Slide1

You need to hyper-focus all of your resources against a very tightly defined target so that you will be able to reach everyone in the target with your message and move them to take action. That might mean narrowing the age to no more than a range of 3-5 years. It also might mean narrowing other demographics such as occupation or income level. And you may choose to only focus on key influencers and let them take your brand to the bigger mass audience. The big thing for a BLOWFISH strategy is you need to know that everyone in the target is already highly motivated so that all your effort will be in providing your brand as the solution. In the first time home buyers market, (mortgages, new homes) the idea target is 28-33, when most consumers decide to buy a new home. If you can win with that target, you’ll be able to establish your brand in the market.

You need to compress your activities over a focused time period so that you seem bigger than you are. Pick a 12-week period when you think your audience might be the most motivated to buy and take all your resources you have so you can completely dominate that period. In the spirit that crowds follow crowds, the target will start to believe that you are a major brand and look like a potential leader in the market. In terms of Return on Investment, (ROI) yes it’s a higher risk, but on the other hand after 12 weeks you’ll know if you have something–either your promise or your execution–that can move your target to action. So while the ROI might look riskier it’s actually less risky because you can find out quickly if you pass or fail. When I was in the allergy business, we took all of our money and focused it on 8 weeks of pollen season and 4 weeks of rag weed season, believing if we won these 12 weeks, we’d win the year. We saw tremendous growth going from a distant #2 to the clear #1 brand.

Take all your resources and focus them on the activities you know will have the most impact in moving your target to buy your brand. Where as most brands seem to spread their resources across 50 activities, I usually recommend only 9 activities. I believe that 3 strategies with 3 tactics per strategy gives you 9 activities that you can do an amazing job against. I’d put my 9 up against your 50 any day. For a BLOWFISH strategy, I’d recommend you only do 3 activities and do them well. If you know your concept is better than the product, focus on advertising, if you know your product is better than the concept then focus on trial. If it’s a consumer driven brand, put all your money on the consumer and let them search and demand the product. But if it’s about being on shelf, then focus on the retailers. When I was in the confectionary business, we had such a unique format on Listerine strips that we spent all our money on sampling before we even got to shelf. The product was so unique, people wanted to share their secret. We were able to track that consumers were sharing a pack of 24 strips with up to 13 people, so that the consumers were doing the work for us. In our first share period, we were the #1 brand.

Where Your Focus Shows Up

  • Pick a focused Target Market
  • Pick a focused Brand Positioning
  • Pick a Focused Strategy
  • Focused Activities

Why should you focus?

  • Every brand is constrained by resources—dollars, people and time. Focus makes you matter most to those who actually might care. Focusing your limited resources on those consumers with the highest propensity to buy what you are selling will deliver the greatest movement towards sales and the highest return on investment for those resources. I was leading a session on a Tourism Region and asked who the key targets were. The first answer was pretty good–it was some of the regions that were within close proximity. Then people around the room kept saying “well, what about…” and “we can’t forget…” and “we don’t want to alienate…” And the President says in serious tone: “we target everyone, because it could be anyone really”.
  • In a competitive category, no one brand can do it all. Focus makes you decide whether to be better, different or cheaper. Giving the consumer too many messages about your brand will confuse them as to what makes your brand unique. Trying to be everything is the recipe for being nothing. I was lucky that my first marketing job at General Mills was managing child cereals, where each quarter, I had to do a promotion on 5 different cereals. So, twenty times per year, I had to work with the 2 x 2 inch corner of the cereal box and put a message that would make a 5-year-old scream at their Moms to buy the cereal. That taught me a lot about focusing my messaging.
  • Trying to do everything spreads your resources and your message too thin, so that everything you do is “ok” and nothing is “great”. With a long to-do list, you’ll never do great at anything. And in a crowded and fast economy, “ok” never breaks through so you’ll never get the early win to gain that tipping point that opens up the gateway to even bigger success. I once had a director working for me, who kept spinning around never getting anything done. His team was complaining that every time they started a new project, he’d come up with new ideas. I sat down with him and asked him to bring his project list for the up-coming quarter. He came in with 83 projects!!! I said “how do we narrow this list down to five”. He looked at me like I was insane.

When You Focus, Four Things Happen

  • Better ROI: With all the resources against one strategy, one target, one message, you’ll be find out if the strategy that you have chosen is able to actually moves consumers, drives sales or enhances other key performance indicators. Did you actually get done what you wanted to get done? If you spread those resources, you may never see any movement and then figure your strategy is wrong.
  • Strong Reputation: When you only do one thing, you naturally start to become associated with that one thing. With consumers, you get the reputation as the “fast one” or the “great tasting”. And internally, as people in the company start to align to your one thing, eventually you become very good at that one thing. Look at Volvo with “safety”. Every consumer message for 30 years is about safety. And internally, everyone at Volvo is fixated on safety, coming out with new safety innovations ahead of everyone else. Yes, Volvo’s have leather seats, go pretty fast, have a CD player and even come in multiple colours. But they don’t feel the need to have to say it.
  • More Competitive: As your reputation grows, you begin to own that one thing and your are able to better defend the positioning territory. As categories mature, brands start to stake claims and if you’ve got something that’s unique, relevant and motivating, you’ll be able to own it.
  • Bigger and Better P&L: As the focused effort drives results, it opens up the P&L with higher sales and profits. With a better ROI, you get to go back to management and say “it worked” and they’ll say “ok, let’s increase the investment”. And that means more resources will be put to the effort to drive even higher growth. As you efficiently drive the top-line, the P&L opens up a bit and becomes easier for a brand leader to work with.

While many start-ups or smaller brands use this strategy, the ideals behind the BLOWFISH strategy are relevant to everyone. Look and act bigger than you are. Take all of your resources and put them to one target, one message, one time period with fewer bigger bets that you know will pay off. Wait a second, that’s starting to sound like Marketing, not just this crazy BLOWFISH strategy.

Like a BLOWFISH, brands need to look and act bigger than they are

To read more on brand strategy, here’s a training workshop we lead on brand strategy:

Also, if you’re interesting in Beloved Brands Training Programs for brand management, feel free to contact us to learn about our one day or three day boot camps for brand leaders. We believe that better leaders make better work which produces better results. Here’s more information.

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

2015x gmr bio.001

The 32 skills that will unleash your full potential as a Brand Leader

Posted on Posted in How to Guide for Marketers

[sg_popup id=”9″ event=”onload”][/sg_popup]In my 20 years of consumer marketing, I have seen the best and the worst of brand leaders. When looking at predicting the success of a brand leader or promoting someone to the next level, we look at what that person brings to the table in three areas: skills, behaviors and experiences. Using those 3 areas makes it easier to see what the best brand leaders do to reach their full potential, while seeing what happens to those who can’t reach their potential, eventually getting stuck at a certain level or self-destruction. In this story, we’ll talk about the 32 core skills a brand leader needs to master, but in other articles we have also mapped out the behaviors and experiences you need.

Warning: this is one of our longer articles: Not for the faint of heart and it’s time to skim or bail if you’re pressed for time or not trying to reach your full potential as a Brand Leader.

The 32 core Brand Leader skills

At Beloved Brands, we have mapped out a list of 32 core skills that are essential to your success as a brand leader. It might sound crazy that the list is 32, but marketers are expected to be generalists who know a bit about everything and that means being good in every skill. We have grouped them into 8 key skill areas:

  1. Analytics
  2. Brand Planning
  3. Positioning and Briefing
  4. Advertising
  5. New Products and Claims
  6. Go-to-Market
  7. Leadership
  8. Managing

Slide1

As you move up through various levels, we recommend that you keep honing each skill area to get better. On each new assignment, you’ll see these skills from new angles or new situations. You can always find room to get better.

Analytics: 

It seems marketing attracts many brand leaders because of the creative side of the business. However, before you get creative, you need to know where you are why are you are there. That requires you go to deep. We coach brand leaders on the principles of good analysis, how to assess health and wealth of the brand and turning your analytical thinking into strategic stories, projections and reports. Here’s a link to our workshop on Analytics.

  1. Analytical thinking: Doing a solid analysis on your business requires thinking time to help isolate the problems and opportunities you face on your brand. Opinions without fact to back them up are just opinions and can leave a room divided. Absolute numbers by themselves are useless. Use analytical tools to help organize and force deep dive thinking in key areas. 
  2. Deep-dive analysis: There is nothing worse than making decisions based on “surface” analytics because you’re too lazy to look beneath the surface and figure out the causes that you really need to address. When going deep, you are expected to look into everything on the brand. Start with the category looking at the factors impacting growth, trends, economic, changes happening in demographics, behaviors, consumption and related categories. Then look deep into the consumer and define segments, buying habits, growth trends, key insights for each segment, buying system analysis, leaky bucket, consumer perceptions through tracking data and research.  Then explore the channels, looking at each channel’s performance, major customers, sales performance, tools for winning used in each channel. Be aware of your competitors constantly looking at positioning, pipeline, pricing, distribution differences, consumer perception, strategies. Know your brand inside and out, looking at internal and external health and wealth of brand. Use financial analysis, brand funnel data, market research perceptions. Look at advertising results, pricing strategies, distribution gaps and do a complete leaky bucket analysis. 
  3. Analytical story telling: It’s one thing to be good at analytics, but another to be able to use the data and build a story that everyone can follow. A good story uses headlines to draw conclusions, then use every data break to bring out an implication and ensure you’re using the analytics to highlight problems to solve or opportunities to chase after. Keep the story logical, easy to follow, challenge yourself by looking at it through the eyes of those trying to follow.
  4. Report writing: Brand leaders must be able to write monthly reports, analytical reports, summary reports whether that is through email, word or Powerpoint. Use the reports to keep everyone on the team informed, engaged and aware of the strategic thinking. No matter the report’s purpose use it as a chance to talk about how the brand is doing, what’s the competition doing, what are the top 3 drivers and 3 inhibitors of the brand and always tell the readers how you’re going move forward. Report writing is about control of your brand’s direction and maintaining the leadership position on the brand.

Brand Planning:

Brand Planning is one of the most essential elements to leading the brand. We use a workshop style process to lay out a long-range strategic road map and brand plan that everyone in your organization can follow. Then you need to work to create actionable project plans for each tactic with goals, milestones and budget. Here’s a link to our workshop:

  1. Strategic thinking: 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 planners 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.
  2. Strategic story telling: We use five simple questions to ask before getting started on your Brand Plan: 1) Where are we? 2) Why are we here? 3) Where could we be? 4) How can we get there? 5) What do we need to do? The best way to use these 5 questions is putting 3 bullet points to each and starting to see the big picture story come to life. As a good discipline, we recommend that you do this every six months, taking a few hours at your desk, using some forced thinking time to map out answers to each question to ensure you are moving your brand forward.
  3. Brand Plan writing:  Use the answers to the 5 questions to transition the answers into the components of the brand plan: situation analysis, key Issues, vision and purpose, strategic choices, executional tactics, goals, budgets and measures. Slide3There is a well-known phrase “get everyone on the same page” but then we see 117 slide brand plan presentations. We have created a plan-on-a-page that forces brand leaders to consolidate their answers down onto one page, which can then be laminated and put up at the desk of everyone who works on the brand–whether in sales, R&D, HR or outside agencies.Slide4
  4. Plans presentation: This is your big chance to show senior management that you are a brand leader that can bring together strong analytics, leadership in the planning process and good solid strategic thinking. This is also your chance to lead across various parts of the organization, especially for the sales and R&D teams. Here’s an example of a best in class brand plan template that can be used for presenting brand plans. 

Positioning and Briefs:

The work you do in positioning can take everything  you know about the brand and start to map out how you want to establish and manage your brand’s reputation. While you can think of it as to how you want to project your brand, it is really about what consumers think of your brand.  And as you move towards executing your positioning into the market, the role of the brief helps to focus your agency on what you want to say in the market.   Here’s our workshop on writing a Creating Brief:

  1. Market Research: While brand leaders rely on experts in market research, they need to know the market research basics to ensure they make the right choices of which research you want to pick, whether it’s exploratory, tracking, or testing.  Understanding various techniques will allow you to understand the findings, draw better conclusions and make better decisions. that come from the research.
  2. Consumer Insights: Brand leaders should use consumer insights as one of the first connection points with consumers–to show that you understand what they are going through and what pain points they might be facing. At Beloved Brands, we say that Consumer Insight comes to life when told in such a captivating way that makes consumers stop and say “hmmm, I thought I was the only one who felt like that”. You have to see below the surface of what the consumer might say in a focus group and gain an understanding of them. Good insights get in the SHOES of your consumer and use their VOICE. Insights should start with “I” to get in the consumer’s shoes and use quotes to use their voice.
  3. Big Idea for brand: Every brand leader should know and manage what is your brand’s shout from the mountain. If you can’t define your brand in 7 seconds, you have a problem when going to the marketplace to establish your brand’s reputation. We use a Brand Ladders tool to help look at the customer value proposition that looks at four elements to help set up the Positioning:  1) Target and insights (What do consumers want?) 2) Brand features (What does your brand do?)  3) Rational benefits (What do consumers get?) and 4) Emotional benefits (How does that make them feel?) Slide09
  4. Creative Brief writing: Before going to the brief, you should answer these six questions: 1) Who is in the consumer target? (Who is the most motivated to buy what you do?) 2) What is the benefit we are selling? (What is your main benefit?) 3) Why should they believe us? (Support points to back up what you say)  4) What’s the long-range feeling the brand evokes? (What is the Big Idea for the brand?) 5) What do we want the brand communications to do for the brand?  (Strategic Choices) 6) What do you want people to think, feel or do?  (Desired Response) We run a Positioning Workshop for brand leaders to help them write a creative brief that comes from the brand positioning, big idea and brand strategy.Slide3

Advertising: 

The role of Advertising is to create a bond with consumers, establish your brand’s positioning and drive a change in your consumers behavior that leads to higher sales, share and profit. We run workshops for brand leaders to help them get better advertising. 

  1. Media Planning: For brands, media is an investment at touch points where consumers are most willing to engage in the story. Media should be used to create a bond with consumers, to establish your brand’s positioning, to learn about your consumers and to influence a change in your consumers behavior (think, act or feel) that leads to higher sales, share and profit. There are five types of media that brand leaders need to get better at: 1) Paid:  Using both traditional (TV, Print, OOH, Radio) and Digital. 2) Earned: You need to create and manage the news cycle with mainstream news, expert reviews and blogs. 3) Social: The best brand leaders have advocates that follow, put their views forward and share news on the brand that creates positive interactions that helps to influence others. 4) Search: Search Engine Optimization balances earned, key words and paid search and 5) Home Media: Your website where you can use as a source of information, influence or even closing the sale. We use a buying system to match up to where the consumer sits in relation to your brand, ensuring you are using the right media options to the right situation.buying system.001
  2. Advertising Development: The best clients inspire, challenge, enable, rarely settle and fight for great advertising. Here are some of the key principles we recommend to be better with your agency:
    • Start and end everything you do, with the consumer in mind.
    • Start with the desired consumer behavior, and then figure out what to say.
    • Your brief is focused with one tight objective, one target, one big idea, one benefit.
    • You control the strategy, yet give the agency freedom on creative.
    • You inspire greatness from creative team, yet are unafraid to challenge for better.
    • You take creative risks to stand out, not to fit in.
    • You see big ideas that leave a legacy, not just make an ad to make the year.
    • You are willing to fight for great work, even with your boss, never settle for OK.Slide05
  3. Managing Agency: If you knew that being a better client got you better advertising, would you actually be able to show up better? When it comes to advertising, the role of the Brand Leader is to consistently get good advertising on the air, and equally consistently keep bad advertising off the air. Agencies want to be challenged, but you have to do so in a very respectful way. Let them bring their expertise to your business problems. Never tell them what to do. 
  4. Creative Feedback and Decisions: If the creative brief is a “box” for the Creative Team to figure out the solution to, then use your feedback to create a new “box” for them figure out a new solution.The style in which an ad better, or destroy it before it’s ever is made.  We recommend a tool for brand leaders to help judge creative advertising ideas which we call the ABCS of Advertising: Attention Branding Communication and Stickiness. 

New Products and Claims

  1. Leading innovation process: Brainstorming should be a regular part of running your Brand. Every brand team should be having some type of brainstorm (big or small) once a month to build a constant influx of ideas–promotions, advertising, social media, naming, new products, events, PR, saving money and of course as part of your brand planning, They can be a quick 30 minutes as part of a weekly meeting just to get some quick ideas or a whole afternoon to solve a problem that’s been nagging at the group. Or a team building offsite meeting that goes all day. Learn how to lead and use them to your advantage.
  2. Concept writing:  It’s important to test potential concepts to see if they are winners. Here’s the format we recommend:  1) Main headline should capture the big idea of your brand. Obviously the headline is the first thing they see, so it should contain the big idea that you want your brand to stand behind. 2) Use the opening to connect quickly with your target consumers by starting with their enemy or insight. I love using the enemy because it can be a very arresting way to really make the consumer say “That’s me”. 3) Bring the main benefit to life in a compelling promise statement. I prefer it to have an emotional/rational balance in the promise. At the very least, the emotion modifies the rational. The promise statement then forces us to bring in the two reasons to believe to help back that up. 4) I like to add a motivating call to action at the end to help prompt purchase intent. The concept test will hang on how well the purchase intent score is, so a strong concept almost has to ask for it.  Slide11
  3. New product development:  Marketing has a role in leading product development, working in partnership with your R&D team. While there is a degree of serendipity to product development, we recommend that the big idea for your brand drive every part of the brand, to ensure it stays on strategy. We believe the internal story is equally important to the external story of the brand. The internal story acts as a beacon for the culture, operations and R&D teams to follow.b2b marcom.001
  4. Launching new products:  Once you have a new product that has shown great potential in the market, over-seeing the launch will be the time when you have to touch every part of the organization in the most hyper sense of brand management. Facing a guaranteed long list of problems, and potential pockets of doubters in the organization, you must know about every part of your organization to knock them down, working from the plant to the warehouse to regulator to the sales leaders to customer service and working with every executional agencies. Every deadline matters as it impacts other deadlines, you need leadership that rallies the best of everyone around the opportunity.  

Go-to-Market

Brand leaders need to manage the purchase moment of truth for consumers, making decisions on channel strategies, working through specific customer issues and executing the in-store experience that closes the deal on the sale of your brand.

  1. Influencing Sales team: Become the marketing person for the sales team is comfortable to approach. Great sales people challenge marketers to make sure their account wins.  I’ve seen many sales teams destroy brands leaders who don’t listen, and they stubbornly put forward their plan without sales input. Be the marketer that consistently reaches out and listens. They’ll be in shock, and stand behind your business. If sales people feel they’ve been heard, they are more apt to follow the directors vision and direction.
  2. Customer knowledge: A great brand leader should informally meet with all key senior sales leaders on a quarterly basis, to get to know them, know their customers and listen to the problems they face. This informal forum allows day to day problems to bubble up and be heard, before they become a bigger problem.
  3. Consumer promotion: Brand leaders need to be good at executing all types of promotion, whether that is on-pack promotions, pricing, displays, sampling or event marketing. Usually working with outside agencies, you have to stay tight on promotional costs and deadlines to ensure it doesn’t get out of hand. Without knowledge in these areas, you can easily get ripped off or miss a detail that can destroy the promotion.
  4. Sales calls/presentations: As you move up in your marketing career, you’ll get the opportunity to present to customers along with your sales leader. From what I have seen, most marketers are not that great at sales. They over-sell and under-listen. They talk more about what they want from the customer rather than what they’ll do for the customer. Leverage the expertise of the sales leader to guide you on how to do your presentation, being aware of the specific needs of the customer you are presenting. At Beloved Brands, we urge brand leaders to think about the “triple win”, which is the intersection where the consumer, the customer and the brand all win. 

Leadership

Brand leaders are expecting to lead from the center of the organization, leading their teams as well as leading across the organization.

  1. Managing Direct Reports: A great brand leader spends the effort to make their people as good as can be. Most brand leaders struggle with their first five direct reports. The key is to keep self evaluating and looking for ways to improve with each report. Most brand leaders struggle to shift from “do-er” to “coach.They think they can do it faster, so they may as well do it.They just become the “super ABM”. Many brand leaders fail to share the spot light, so it becomes hard to showcase their people. Great brand leaders take the time to teach up front, give their people some room to try it out and then give hands-on feedback in real time. Brand leaders should do informal QUARTERLY sit down performance reviews with their people, as people have the capacity to learn faster than annual reviews allows for.
  2. Coaching teams: Focus on the People and the Results will come:The formula is simple:  the better the people, the better the work and in turn the better the results.  You should have a regular review of the talent with your directors.  I’d urge you to ensure there’s a systemic way to get feedback to everyone on the team, preferably on a quarterly basis. Invest in training and development.  Marketing Training is not just on the job, but also in the classroom to challenge their thinking and give them added skills to be better in their jobs.  Marketing fundamentals matter.And the classic fundamentals are falling, whether it is strategic thinking, writing a brand plan, writing a creative brief or judging great advertising.  People are NOT getting the same development they did in prior generations.  Investing in training, not only makes them better, but it is also motivating for them to know that you are investing in them. 
  3. Influencing across the company: A great brand leader gets what they needs by working the system and the organization. In most companies, there are complexities of groups, layers, external agencies, with everyone carrying a different set of goals and motivations. Brand leaders need to see how the organization works and appreciating what are the motivations of various key stakeholders. Then use that knowledge to begin to work the system. Start to see key subject matter experts giving you their best. Understand their personal motivations and find a way to tap into those motivations as a way to ask people for their best. 
  4. Managing upwards: I’m a big believer that the brand leader owns the brand. They have the finger on the pulse of the brand, knowing the current issues the brand is facing. They have new creative solutions and bring the inspiration to execute great ideas. I always wanted my brand managers TELLING me what they wanted to do, not ASKING for my permission. We encourage brand leaders to take this stance: when you know what you want, speak in a telling and convincing voice with your senior leaders.  When you are aren’t sure, it’s OK to speak with an asking voice, seeking out their advice. 

Managing 

Brand leaders need to run the brand, before you let the brand run you. Without tight management over every process or project, things can easily back up and get out of control. Some leaders think process gets in the way of creativity–but from my experience these leaders are the ones that eventually get buried by their brand.

  1. Managing Brand processes: While your people run the brands and the execution, you should run the P&L and essentially run all the marketing processes. In terms of process, it’s always been my belief that great processes in place—brand planning, advertising, creative briefs—is not restrictive but rather provides the right freedom to your people. Get your people to drive all their creative energy into great work that gets in the marketplace, not trying to figure out what slide looks really cool in the brand plan presentation.
  2. Legal & Regulatory: Depending on the degree of regulation on your brand plays within, this can be an essential element to running your brand. Leverage your experts but push them to push the boundaries of regulations.
  3. Forecasting: Having your finger on the pulse of the business means being able to constantly be able to turn your analytical thinking into projections by extrapolating the data you’re seeing and turning it into trends that will move into the future.
  4. P&L management: You have to run the P&L and make investment choices.  Bring an ROI and ROE (Return on Investment and Effort) mind-set to those decisions.  These choices will be one of the essentials to making the numbers and gaining more freedom in how you do the job.

Yes, it’s a ton of skills that brand leaders need to know, but it’s a reality of the role. Marketers never do anything–they  never make the product, sell to retailers and they never make the packaging, signage or advertising. They get experts around them to do everything. But the art of doing nothing takes full knowledge to ensure that everything is done properly. As the brand is at the hub of the organization, brand leaders need to be good-to-great at all 32 of these skills.  

Go from good to great by challenging yourself to get improve at all 32 core skills

BBI ad brand definition.001Also, if you’re interesting in training programs for brand management, feel free to contact us to learn about our one day or three day boot camps for brand leaders. Here’s more information.

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 39112015x gmr bio.001