The 10 worst types of advertising clients. Don’t be one of these!

Posted on Posted in How to Guide for Marketers

I come at this from the vantage of a fellow client. I’m not an advertising agency person, never having worked a day at an ad agency in my life. I spent 20 years in brand management. But, I have seen all these types of clients. I wrote this slightly tongue-in-cheek, and would like you to laugh a little, but think, “Hey, I know that person.”

I’d also like you to see a little of yourself in a few of these and if you are into personal growth and improvement, then challenge yourself to get better and stop being that type of client. We can always get better.

 

I get asked a lot: “So what is it that makes someone good at advertising?”

The answer I give is simple: “The best brand leaders consistently get good advertising on the air and consistently keep bad advertising off the air.”

 

The challenge for many marketers is that it takes a lot to get good advertising on the air. The best clients respect the process, the agency, and their judgment. And yet, most Brand Leaders under-estimate the role the client plays in getting to great creative. As a Brand Leader, if you knew that showing up better would get you better advertising, do you think you could? Or are you stuck being one of these types of clients?

The 10 worst types of advertising clients

#1: Brand leaders who say, “You’re the expert!” 

While you might intend this to be a compliment to your agency, it is usually a total cop-out! You end up giving your agency enough rope to hang themselves. As a brand leader, you have to realize that you play the most significant role in the process. Your agency needs you to be engaged in every stage of the process and the work. Your agency requires you to inspire and motivate the team. I have seen a good agency make fantastic advertising for a great client, but I have seen lousy clients suck the life out of the world’s best agency. As the brand leader, bring your knowledge of the brand, show your passion for great work, make clear decisions, and inspire the work towards greatness. 

#2: Brand leaders who say, “I never liked the brief” or “I never liked the script.”

Passive-aggressive clients are usually insecure about their abilities in the advertising space. They keep firing their agency instead of taking ownership over their role in the process. I guess it’s easier to fire the agency than fire yourself. A great brand leader never approves work they don’t love. If you don’t love the work you create, then how do you ever expect the consumer to love your brand?

#3: Jekyll & Hyde

When brand leaders bring significant mood swings to the ad process, it will be very hard on the agency. They try to read the room and adjust to your mood. The worst thing that can happen for you is when your mood swing alters the work, and the work moves into a direction you never intended to go. As a brand leader, you have to stay consistent, so everyone knows precisely what exactly you are thinking. Be completely transparent.

#4: The constant bad mood

Even worse than the mood swings, is when a client shows up mad all the time. I have seen clients bring a death stare to creative meetings. Hilarious scripts get presented to a room of fear and utter silence. A true brand leader must motivate and inspire all those who touch their brand. Your greatness will come from the greatness of those who work for you. Be a favorite client, so people want to work for you, never treating them like they have to work for you. Advertising should be fun. When you are having fun, so will your consumer.

#5: The mystery person that’s not in the room

When the real decision-maker is not in the room, everyone second-guesses what might please that decision-maker. As a brand leader, you have to make decisions you think are right for your brand, not what your boss might say. Make the ad you want and then find a way to gain alignment and approval from your boss. The best brand leaders I know will fight anyone in the way of great work, including their boss.

#6: The dictator

When you TELL your agency what to do, it leaves your agency with only one answer: YES. When you ASK your agency a question, then there are three answers: YES, NO, MAYBE. When a brand leader comes in with the exact ad, then it is not a creative process, it just becomes an order taking process. Great ads have to make your brand feel different; different will always feel a little scary. To find greatness, revel in ambiguity and enjoy the unknown. The unknown should be what makes marketing such a great job.

#7: Driven by mandatories  

Don’t write a long list of mandatories that steers the type of advertising you want to see, and avoids the kind you don’t want to see. Give some freedom to allow the creative process to unfold. I believe the best ads are like the perfect birthday gift that surprises us, and we never thought to get it ourselves. Let go!!!  If you write an excellent brief, you don’t need a list of mandatories.

#8: The kitchen sink

Those clients who always have the “just in case” list. They want to speak to everyone, say everything possible, never focusing or making decisions. When you put everything in your brief, you force the creative team to decide on what’s most important. Brands that try to be everything to anyone will end up nothing to everyone. When you try to jam in every message into the creative, you end up with a complete mess. With each new message you add, it lowers the potential for the consumer to digest what you’re trying to say. Focus on a tightly defined target, with one main message. Get rid of anything on your “just in case” list.

#9: Keeps changing their mind

The best advertising people are in-the-box thinkers who like to solve problems. They are not necessarily blue-sky thinkers. The creative strategy is the starting point of the box for your creative team to solve. Every time you give feedback is a new box, for them to answer. At any stage, if the box keeps changing, you will baffle your agency and will never see the best creative work. The best brand leaders stay confident enough to stand by their decisions.

#10: The scientist:

Some clients believe there is ONE answer. Digital advertising is creating a belief that an A/B test can make the decision. What is the role of creative instincts? Marketers are not actuaries where we can punch in the data, and the answer comes out. As a brand leader, you can’t always get THE answer. When you try to eliminate risk, rather than learning to deal with risk-taking. Certainty might help you sleep better, but you will dream less.

 

Other stories you might like

 

  • How to write a creative brief. The creative brief really comes out of two sources, the brand positioning statement and the advertising strategy that should come from the brand plan. To read how to write a creative brief, click on this link: How to write a creative brief
  • How to write a brand positioning statement. Before you even get into the creative brief, you should be looking at target, benefits and reason to believe. To read how to write a brand positioning statement, click on this link: How to write a brand positioning statement  
  • How to write a brand plan: The positioning statement helps frame what the brand is all about. However, the brand plan starts to make choices on how you’re going to make the most of that promise. Follow this link to read more on writing a brand plan: How to write a brand plan

This type of thinking is in my book, Beloved Brands

Learn how to think, define, plan, execute and analyze

You will find strategic thinking models and examples for each of the four strategic thinking methods, looking at core strength, competitive, consumer, and situational strategies. 

  • To define the brand, I will provide a tool for writing a brand positioning statement as well as a consumer profile and a consumer benefits ladder. I have created lists of potential functional and emotional benefits to kickstart your thinking on brand positioning. We explore the step-by-step process to come up with your brand idea and bring it all together with a tool for writing the ideal brand concept. 
  • For brand plans, I provide formats for a long-range brand strategy roadmap and the annual brand plan with definitions for each planning element. From there, I show how to build a brand execution plan that includes the creative brief, innovation process, and sales plan. I provide tools for how to create a brand calendar, and specific project plans. 
  • To grow your brand, I show how to make smart decisions on marketing execution around creative advertising and media choices. When it comes time for the analytics, 
  • I provide all the analytical tools you need to write a deep-dive business review, looking at the marketplace, consumer, channels, competitors and the brand. Write everything so that it is easy to follow and implement for your brand.

You will learn everything you need to know so you can run your brand. My brand promise is to help make you smarter so you can realize your full potential.

You can find Beloved Brands on Amazon, Kobo and Apple Books

The brand leader must manage every single element of the brand

Posted on Posted in How to Guide for Marketers
brand idea

Many non-marketers believe marketing is all about logos and advertising. They don’t realize is that when marketing is done right, the brand leader should drive everything in the company. The brand idea should drive the brand positioning, strategic plan, consumer experience, product innovation, brand story, channel management, and business results. While we don’t do any of the work surrounding the brand, we should be involved in every decision.

There are some companies who are sales led. The problem is when each sales rep uses their own message to sell. There’s no consistency in building a reputation you can own. You should use a brand idea to steer your sales team with a consistent message.

There are some companies who are product led. The problem is they start with the product and then try to make it work with consumers. It’s better to make what consumers want, rather than make consumers want what you make. The brand idea should steer those in product development on what fits with the brand and consumers.

Some days in marketing it is hard to figure out whether if we don’t do anything, or we do everything. Yes, there is always an expert covering off every aspect of that specific task. However, you have to inspire that expert and then make every decision for that expert.

It is the brand idea that should steer everyone who works behind the scenes of the brand.

Brand leaders must manage the consistent delivery of the brand idea over every consumer touchpoint. Everyone should be looking to the brand idea to guide and focus their decisions.

 

 

Brand idea

Your brand idea should drive all consumer touchpoints

There are five main touchpoints that reach consumers, including the brand promise, brand story, innovation, purchase moment, and consumer experience. Regardless of the order, they reach the consumer; if the brand does not deliver a consistent message, the consumer will be confused and likely shut out that brand.

How the brand idea stretches across the five consumer touchpoints

  • Brand promise: Use the brand idea to inspire a simple brand promise that separates your brand from competitors, and projects your brand as better, different, or cheaper, based on your brand positioning.
  • Brand story: The brand story must come to life to motivate consumers to think, feel, or act while establishes the ideal brand’s reputation to be held in the minds and hearts of the consumer. The brand story should align all brand communications across all media options.
  • Innovation: Build a fundamentally sound product, staying at the forefront of trends and technology to deliver innovation. Steer the product development teams to ensure they remain true to the brand idea.
  • Purchase moment: The brand idea must move consumers along the purchase journey to the final purchase decision. The brand idea helps steer the sales team and sets up retail channels to close the sale.
  • Consumer experience: Turn usage into a consumer experience that becomes a ritual and favorite part of the consumer’s day. The brand idea guides everyone who works on the brand to deliver great experiences.

brand idea map

 

Use your brand idea to steer everything you do

As the brand leader, you are the custodian of that brand idea and need to make sure everyone in the organization is following and use it to drive every major element of your brand. As the owner of that brand idea, your role as the marketer sits at the center of this hub and spoke structure and you must drive each element of the brand: 

The brand leader should manage the brand strategy

The brand leader must manage the strategic plan that will steer your business, in both the short and long term outlook. Use an annual brand plan to make decisions for the upcoming year and a brand strategy roadmap to guide the longer term choices for the next 5 years. Always write the plan in a way that everyone can follow. We show you how to build your brand vision, purpose and values that should last 5-10 years. We then show how to map out the key issues, strategies, and tactics. Click this link to learn how to write the brand strategy roadmap: How to write your brand strategy roadmap And, to read more on how to build your annual brand plan, click: How to write your brand plan

Figure out the brand positioning

Your role as a brand leader is to figure out a brand positioning statement that will motivate consumers and be ownable for your brand. Start by defining your consumer target, then use our cheat sheets to figure out the functional and emotional benefits you deliver, and the reasons to believe that support the brand positioning. To read more on brand positioning, click: How to build your brand positioning statement

Consumer Centricity

As the marketer, you have to take responsibility for staying in touch and maintaining the relationship with consumers. Invest in market research to find ways to listen and observe so you can adjust to the changing needs of consumers. You should be listening for the voice of the consumer, to use their own words within your work. Continue to invest in tracking consumers and gathering consumer insights. It is crucial to building a consumer profile: Building your ideal consumer profile

Build a culture behind the brand

Use your internal brand communications tools to drive a shared definition of the brand idea, as well as getting everyone to articulate how their role delivers that brand idea. Give the external and internal brand story equal importance to the consumer experience you create for your brand.

Everyone who works on the brand should use the brand idea as inspiration, and to guide decisions and activities across every function of your organization. It is the people within the brand organization who will deliver the brand idea to the consumer. Everyone needs a common understanding of and talking points for the brand.

When you work on a brand that leads to the customer experience, your operations people will be responsible for the face-to-face delivery of your brand to the consumer. Develop a list of service values, behaviors, and processes to deliver the brand idea throughout your organization.

Drive the innovation

As the brand leader, you need to work with the product development team to push and steer the innovation process. The brand idea must drive the innovation, and stay on strategy with the long-range brand strategy roadmap. The innovation will be driven by brainstorming to identify new opportunities to get a continuous pipeline of ideas, then an assessment tool to make a go/no-go decision, followed by go-to-market planning and execution. It’s crucial the brand leader oversees the entire process, and be involved to move things along throughout each stage.

new product development

Many times, the product people will be much more technical than you. Use your advantage of knowing your customer, to work with them to determine how their ideas can be translated into more consumer-focused ideation.

Run the business performance

As the brand leader, you own the P&L and should be doing everything you can to drive revenue and profit. You should be continuously tracking the in-market performance including market share, brand funnel performance, and the individual execution performance tracking. Internally, the brand leader should own the sales forecasting, cost management, and pricing. You have to understand every component of the P&L because you own it. Here’s a link to an article I wrote on how to do a quick dissection of your brand’s profit statement. How to manage your brand’s profitability

A bad marketer hangs onto their budget just for the sake of it; while the best brand leaders make investment decisions thinking of both the short-term and long-term performance of the brand. Here’s a good story for you on how to create a monthly report to track your brand consumption and brand shipments: Monthly Brand Report

Partner with the sales team on channel management

Brand leaders should work side-by-side with the sales team to manage the consumer through the purchase moment. The brand plan should guide the sales team on specific strategy and goals. Given sales owns the selling execution, you must gain the sales team’s alignment and buy-in on the best ways to execute your brand’s strategy through direct selling, retailer management, and e-commerce options. The programs include pricing, distribution focus, shelf management, promotional spending, customer marketing, customer analytics, and specific promotional tools.channel management

Use a “triple win” to find the ideal retail programs, which match up with wins for your channel customer, your shared consumer, and your brand. Marketers must understand that sales leaders work through relationships, and need to balance the strategies of their customer with the desired strategies of your brand. Your channel customers are trying to win in their market, satisfying a base of their own consumers through your brands, while battling competitors who you may also be going through that customer. Your most successful programs will provide a win for your channel customer, as you will get much more support for your program.

The brand leader decides on pricing

  • Price increase: Simply put, brands can execute a price increase when the market or consumers allow the brand to do so. A beloved brand will have an easier time pushing through a price increase as it can use the power of its brand versus consumers, competitors, or channels. When pushing a price increase through retail channel partners, brands usually require proof it will work or that costs have gone up. Factors that help the brand story include the health of the brand and market.  
  • Price decrease: Use this tactic when battling a competitor, in reaction to sluggish economic conditions or retail channel pressure. You can also use an aggressive price decrease when you have a cost advantage, whether that’s manufacturing, materials or distribution. When you have that cost advantage, it may make sense to deploy a lower price to deplete the resources of your competitor.

The brand leader manages the advertising process

While most non-marketers believe the marketer’s job is all about advertising, I would estimate that advertising usually takes up only 10-20% of a given marketing role. It would be good for advertising agencies to know this, which could explain a lot of what their client is going through. Aside from launching a new product, running an advertising campaign is one of the more complex projects you manage. Here’s an article on how to manage the entire advertising process from start to finish:  Advertising process

Advertising Process

Challenge yourself to get better at advertising  

If you realized that how you show up as a client was the most significant factor in getting better advertising, do you think you would show up differently? If so, then show up right.  

Be one of your agency’s favorite clients. Bring a positive spirit that inspires everyone to want to work on your brand and never treat them like they have to work on your business.

Stay focused on one target, one strategy, one benefit behind one brand idea. Avoid the “just in case list” where you add “one more thing.” The best advertising is like a bullhorn in a crowd. The worst advertising is like a cluttered bulletin board where you can’t read anything.

When building a creative brief or providing feedback, resist the temptation to provide your own creative ideas or recommend changes. When you are dealing with an expert, give them your problems, not your solutions.

Here’s an article on how to make advertising decisions.

How to make advertising decisions

You will find this type of thinking in my book, Beloved Brands.

Beloved Brands Book

I wrote my book, Beloved Brands, as the playbook for how to build a brand your consumers will love.

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

  • How to think strategically
  • Write a brand positioning statement
  • Come up with a brand idea
  • Write a brand plan everyone can follow
  • Write an inspiring creative brief
  • Make decisions on marketing execution
  • Conduct a deep-dive business review
  • Learn finance 101 for marketers

Available on Amazon, Apple Books or Kobo

We have the paperback and e-book version on Amazon. Click here to order: https://lnkd.in/eF-mYPe  

We are also on Apple Books, which you can click here to order: https://lnkd.in/e6UFisF

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

At Beloved Brands, we help build brands that consumers love and we make brand leaders smarter.

🎈Help create a brand positioning statement that motivates consumers to buy and gives your brand an ownable competitive advantage.

🎈 Build a marketing plan that forces smart focused decisions to help organize, steer, and inspire your team towards higher growth

🎈Align your marketing execution behind a brand idea that tightens our bond with consumers and moves them through their buying journey

🎈Use a deep-dive 360-degree assessment of your brand’s performance to trigger richer thinking before you write your brand plan

🎈Our brand training program will help realize the full potential of your brand leaders, so they are ready to grow your brand.

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

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

You have my personal promise to help you solve your brand building challenges. Above all, I will give you new thinking, so you can unlock future growth for your brand.

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

Graham Robertson signature

How to be successful at the Assistant Brand Manager level

Posted on Posted in How to Guide for Marketers

In my 20 years of my CPG Marketing career, I must have interviewed 1,000 potential Assistant Brand Managers. marketing jobI was lucky to have hired some of the best, who have gone on to have significant marketing careers and I became notorious for asking for some of the toughest questions, some even bizarre. I always asked an analytical question to see if they could piece together lots of data and tell a story that made sense. I’d ask a creative question to see if they had a certain flair and pride in the output. I’d ask a problem-solving question, some very hard, no real right answer, but I wanted to see how they think. Finally, I wanted to know that they had done something at a very high level–it didn’t matter what–but I wanted to know they could make it happen.

A marketing career is very challenging. At the entry-level role, only about 50% of Assistant Brand Managers will get promoted to Brand Manager. The percentages go down at each level.

On a classic brand management team, there are four key levels:

  • Assistant Brand Manager
  • Brand Manager
  • Marketing Director or Group Marketing Director
  • VP Marketing or CMO.

In simple terms, the Assistant Brand Manager role is about doing, analyzing and sending signals you have leadership skills for the future. At the Brand Manager level, it becomes about ownership and strategic thinking within your brand plan. Most Brand Managers are honestly a disaster with their first direct report, and get better around the fifth report. When you get to the Marketing Director role, it’s becomes more about managing and leading than it does about thinking and doing. To be great, you need to motivate the greatness from your team and let your best players to do their absolute best.

Careers

My advice to new marketers

The most eager first-time marketers want to change the world. The role is a reality check where you learn before you can run. Too many new marketers want to focus on strategy right away, but the ABM is a “doing” role. You will be executing programs, analyzing results and learning how to be a project manager. Through the execution, send signals you are capable of thinking and leading in the future.

What separates the average from the great ones that get promoted? The best seem to figure out the right thing to do and then make it happen.

  • Some figure out the right thing to do but struggle to work the system to make it happen.
  • Others can work the system, but they forget to think through what is the right thing to do.

The Assistant Brand Manager role can feel frustrating. Many times, it will inhibit your creativity and even your ideas. Fight through it. It provides a foundation and discipline you will use throughout your career.

You have to nail the obvious

You must hit deadlines.

Never look out of control or sloppy. Marketers have enough to do, so if you begin to miss deadlines, things will stockpile on each other. Do not be the one trying to negotiate extensions constantly. There are no real extensions. Just missed opportunities.

You must know your business.

Avoid getting caught off-guard with questions that you cannot answer, such as P&L (sales, growth, margins, spend) market share (latest 52, 12, 4 weeks for your brand all significant competitors) and your sales forecasts. Make sure you are asking the questions and carrying forward the knowledge.

Open Communication.

There should be no surprises, especially with your boss. Keep everyone aware of what’s going on. When you communicate upwards, always have the situation, implications, options and then quickly followed by an action plan of what to do with it.

Take control of your destiny. We run the brands; they do not run us.

Be slightly ahead of the game, not chasing your work to completion. Proactively look for opportunity in the market, and work quickly to take advantage. When you don’t know something, speak in an “asking way,” but when you know, speak in a “telling way.”

Able to use regular feedback for growth.

Always seek out and accept constructive feedback, good or bad, as a lesson for you. Do not think of it as a personal attack or setback. Identify gaps you can close, never think of them as weaknesses that hold you back. You should always be striving to get better.

Listen first; then decide.

It is crucial that you seek to understand to the experts surrounding you before you make a decision. Early in your career, use your subject matter experts to teach you. As you hit director or VP, use them as an advisor or a sounding board to issues/ideas. They do want you to lead them, so it is essential that you listen and then give direction or push them towards the end path.

Five success factors for Assistant Brand Managers

  1. Turn data into analytical stories  
  2. Take action before being asked. 
  3. Make it happen through others
  4. Speak out to challenge the strategy
  5. Be accountable for your work

1. Turn data into analytical stories

  • The role has a ton of data with market share results, tracking scores or test results. Look for patterns or data breaks, ask questions and start putting together stories.
  • The analytical stories show you know what it means, helps sell recommendations, and supports the action you will take. 
  • Never give a data point without a story or a recommended action, or you risk letting someone else (your boss) take your data and decide. 

2. Take action before being asked

  • On day one, your manager will set most of the projects for Assistant Brand Managers. When you are new, it is comfortable to wait for your projects. But don’t get in the habit of waiting for someone to create your project list. 
  • As you mature, start to push your own ideas into the system and create your own project list. 
  • Start making smart decisions, on your own, and communicate those choices with your boss. 
  • Don’t ask permission, but tell them what you want to do and look for the head nod. Know what’s in your scope and align with your manager. 

3. Make it happen through others

  • Instead of just functionally managing the steps of the project, find ways to make each project better, faster, or deliver more significant results. Marketing Careers
  • You need to understand each critical milestones to hit, and manage bottlenecks. Every marketer meets resistance; the best knock can down those resistance points.
  • Figure out the task with the longest completion time and the element that is most important, as both will impact the entire project.  
  • You will need to push people to get things done. You need to find a bit of magic by inspiring people to give their best ideas, put in their best effort and deliver their best work. 

4. Speak out to challenge the strategy

  • Stay on strategy. Show you are always thinking, and feel confident in your strategic thoughts. Avoid just falling in love with an execution tactic that is not aligned with your brand’s strategy. It is so easy to get lost in your own “cool” projects. 
  • Ask the right questions. Challenge the strategy to make sure you understand. Silent marketers never last.  Show you are always thinking, and feel confident in your strategic thoughts.

5. Be accountable for your work

  • Accountability is the first stepping stone to ownership, which sends a signal you are ready to be a Brand Manager. 
  • You have to find the right balance by motivating experts to give their best and knowing when to step in to avoid letting things slip or miss. Never allow your team to get stuck. Stay on top of timelines and lead your project teams. Be action-oriented, and solution-focused. 
  • Be the hub of communication for all team members, and keep your manager aware. 

Ten reasons ABMs fail

  1. Can’t do the analytical story telling.
  2. Struggle to deal with the ambiguity of marketing.
  3. Slow at moving projects through.
  4. Selfishly think about themselves.
  5. Don’t work well through others.
  6. Miss answers by not being flexible.
  7. Fall for tactical programs that are off strategy.  
  8. Hold back from making contributions to the strategy.
  9. Settle for “OK” rather than pushing for “great”.
  10. Poor communicators with their manager.

The Idiot Curve

One thing to keep in mind is the Idiot Curve. The basic rule of the idiot curve is you get dumber before you get smarter. When you first land the Assistant Brand Manager job, there’s just so much to learn, it’s like drinking from a fire hose. I find it takes three months to get back to being just as smart as you were on the first day. It’s overwhelming at first, and yet you see all these other Assistant Brand Managers doing it, so that’s even more intimidating.

However, the idiot curve is inevitable. It just shows up differently for each person. No matter how hard you fight it, you have to ride the curve. (But, please fight through the curve, you have to for your survival)

The idiot curve lasts typically up to 3 months, and then things start to click. You’ll experience your own version of the idiot curve in a new and exciting way you can’t even predict.

Marketing Careers

Here’s our story on how to land your first marketing job. You have to want that marketing job, more than anyone else.

How to land your first marketing job

 

My book, Beloved Brands, has everything you need to be successful with your brand. 

 

I wrote my book, Beloved Brands, as the playbook for how to build a brand your consumers will love.

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

Available on Amazon, Apple Books or Kobo

We have the paperback and e-book version on Amazon. Click here to order: https://lnkd.in/eF-mYPe  

We are also on Apple Books, which you can click here to order: https://lnkd.in/e6UFisF

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

 

At Beloved Brands, we help build brands that consumers love and we make brand leaders smarter.

🎈Help create a brand positioning statement that motivates consumers to buy, and gives your brand an ownable competitive advantage.

🎈 Build a brand plan that forces smart focused decisions to help organize, steer, and inspire your team towards higher growth

🎈Align your marketing execution behind a brand idea that tightens our bond with consumers and moves them through their buying journey

🎈Use a deep-dive 360-degree assessment of your brand’s performance to trigger richer thinking before you write your brand plan

🎈Our brand training program will help realize the full potential of your brand leaders, so they are ready to grow your brand.

 

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

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

About Graham Robertson

As the founder of Beloved Brands, Graham has been an advisor to the NFL Players Association, Shell, Reebok, Acura, Jack Links, Miller beer, Earls restaurants and Pfizer. He’s helped train some of the best marketing teams on strategy, brand positioning, brand plans, and advertising.Graham Robertson

In his marketing career, Graham led some of the world’s most beloved brands at Johnson and Johnson, Coke, General Mills, and Pfizer, rising up to VP Marketing. He has won numerous awards including Marketing Magazine’s “Marketer of the Year”, Businessweek’s best new product award and four Effie advertising awards. His book, Beloved Brands, is the playbook for how to build a brand consumers will love.

We live by the beliefs that guide us

We believe the best answers are inside you already. My role is to get those answers out, and make your answers even smarter. I never give you the answer. I will ask more questions that challenge your answers to be better.

We believe investing in your people pays off. With my training program, I know I will make your people smarter, so they make the right choices, and produce exceptional work that will lead to higher brand growth.

You have my personal promise to help you solve your brand building challenges. Above all, I will give you new thinking, so you can unlock future growth for your brand.

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

Graham Robertson signature

 

 

 

 

 

 

 

 

10 reasons why Brand Managers get fired.

Posted on Posted in How to Guide for Marketers

The best Brand Managers take ownership, provide the strategic direction, work the system, handle pressure and get the most of their direct report.brand managers

Most new Brand Managers mistakenly think this role is about managing others because they finally get a chance to manage a direct report. However, the bigger role is the transition from doer to owner. 

Yes, you will get your first chance to manage someone, but many times that effort can be a distraction from your chance to continue to learn and grow. Many brand managers are disheartened to find out they are a disaster with their first direct report. Try to improve with each new direct report and then they will feel more comfortable around the fifth direct report.

I hope you love the magic of Marketing. It is easy to lose your passion and try to do what your boss wants or do things to make short-term numbers so you can get promoted. Don’t just go through the motion the job, but do it with all your passion. If you do not love the work you do, then how can you ever expect your consumer to love your brand? Leave your legacy. 

Many great Assistant Brand Managers end up being fired or pushed out the door at the Brand Manager level. So, why were they mistakenly promoted?

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

Top 10 reasons why Brand Managers get fired:  

1. They struggle to make decisions:

Some Assistant Brand Managers (ABMs) shine because they are the “super doer’s,” who made things happen, on time and under budget. All the subject matter experts (forecasting, production, promotions) love them. However, once promoted to the Brand Manager, they freeze. They can do, but they can’t decide. They can execute someone else’s project list with flare, but they can’t come up with their own project list. Instead of providing direction, they keep asking for help, over and over.

Advice: To overcome this problem, work on your decision-making process with tools that force the choice. If you are scared, map out your thinking, use pros, and cons or a decision tree. When faced with an A or B decision, never talk yourself into doing both A and B. A choice should focus your resources to make sure the plan works. If you do both, it divides your resources, and both options fail. 

2. Not analytical enough.

Many marketers struggle with math, and it eventually catches up with them. They might have great instincts, but they only scratch the surface on the analytics, and can’t explain what is happening in their brand. If you can’t understand the analytics, you risk solving the wrong problem.

Advice: Just because you are now a Brand Manager doesn’t mean you stop digging into the data. The analytical skills you learned as an ABM should be used at every level in your career right up to VP. Even when I was running a team of 30 marketers, I used to do my own monthly share report to ensure I was digging in and getting my hands mucky with the data.  I could tell which of my Brand Managers had dug in as well and who hadn’t even read their ABM’s monthly report yet. However, trust me, it scares your boss even more. Take the time to understand the details of your business. Dig into the data and make decisions based on the depth of analysis you do. 

3. Can’t get along with others

The Brand Managers that struggle with sales colleagues or the subject matter experts (SME’s) are at risk of failure. They are the type who speaks first, listens second, and go head-to-head to get their way instead of looking for compromise. Yes, they might be so smart they think faster than everyone, but they forget to bring everyone along with their thinking. They start to leave a trail of those they burned, and when the path gets too big, they get labeled as “tough to deal with.”

Advice:Listen more and make sure to hear them out. The collection of SME’s will likely teach you more about marketing than your boss will. If you don’t use these people to enhance your skill, you’ll eventually crash and burn.  Moreover, if they can’t work with you, they’ll also be the first to destroy your career. You aren’t the first superstar they’ve seen. Also, likely not the last. My recommendation to you is to remember that Leadership is not just about you being out front, but about you turning around and seeing people following you.  

4. Not good with ambiguity:

Some Brand Managers opt for the safety of the easy and well-known answers. They struggle with the unknown and get scared of ambiguity. Brand Managers that become too predictable for their team create work in the market that also becomes predictable and fails to drive the brand. These Brand Managers are OK–they don’t have much wrong, but they don’t have much right.

Advice: You can put them on safe, comfortable businesses, but you wouldn’t put them on the turn around or new products. Ambiguity is a type of pressure that not all of us are capable of handling, especially when they see uncertainty and time pressure work against each other. Don’t ever settle for “ok” just because of a deadline. Always push for great. You have to learn to handle ambiguity. In fact, you should revel in ambiguity. Have fun with it. Be patient with ideas. Never be afraid of an idea and never kill it quickly. As a leader, find ways to ask great questions instead of giving quick answers. Watch the signals you send that may suck the creative energy out of your team.

When you find a way to stay comfortable in the “ambiguity zone,” the ideas get better whether it’s the time pressure that forces the thinking to be simpler or whether it’s the performance pressure forces us to push for the best idea. So my recommendation to you is to hold your breath sometimes and see if the work gets better.

5. Bad people Manager

Most first-time people managers screw up a few of their first 5 direct reports. It is only natural. One of the biggest flaws for new Managers is to think “Hey, it will take me longer to explain it to you, so why don’t I just do it myself this one time and you can do it next time”.  They repeat this every month until management realizes that these Brand Managers aren’t teaching their ABM anything. They became the Manager that none of the ABMs want to work for because they never learn anything. But as management keeps watching great ABMs crashing and burning while under these Brand Managers, we start to wonder “while you might be smart, but can you actually manage people?”

Advice: To be a great Brand Manager, you have to work on being a better people leader. We expect you to develop talent.  Be more patient with your ABM. Become a teacher. Be more selfless in your approach to coaching. Take time to give them feedback that helps them, not feedback that helps you. If you don’t become a better people manager, you’ve just hit your peak in your career.

6. Poor communicators, with management or partners

You fail to warn your boss when there is a potential problem adequately. Moreover, when you leave your manager in the dark, it will upset your boss the information comes to your manager from someone else. If you don’t keep your partners aware of what’s going on, you will leave them feeling confused.

Advice: You have to become a better communicator. Make it a habit that as soon as you know something, you make sure that your boss knows as well–especially with negative news. Share the problem with your boss, discuss what you are going to do, and then make it happen.  

7. Never follow your instincts

You forget that marketing also has a “Gut Feel” to it, taking all the data, making decisions and then getting to the execution and believing it by taking a risk. Too many times people fail because “they went along with it even though they didn’t like it.”

Advice: You have to find ways to use your instincts. The problem is that sometimes your instincts are hidden away. You get confused, you feel the pressure to get things done, and you’ve got everyone telling you to go for it. You get scared because you’re worried about your career and you want to do the ‘right thing.’ However, your gut is telling you it’s just not right. My rule is simple: if you don’t love the work, how do you expect the consumer to love your brand. The worst type of marketer is someone who says “I never liked the brief” or “I never liked the ad.” At every touch point, keep reaching for your intuition and bring them out into the discussion.

8. Can’t think strategically or write strategically:

You are expected to be able to think strategically and be able to communicate strategy through your writing– whether the annual Brand Plan, creative brief to agency, monthly share report or just an email sent up to senior management.

Advice:Be organized in your thinking and map it out. I do believe that every good strategy has five essential elements: 1) set a vision of what you want 2) Invest resources in a strategic program 3) Focus on an identified opportunity 4) Leverage a breakthrough market impact and 5) Performance result that pays back. If you learn to think, speak and write using these five elements, you will show up smarter to everyone who works on your brand.

9. You don’t run the brand; you let the brand run you.

Some Brand Managers end up in the spin zone where they are disorganized, frantic and not in touch with their business. Some even take pride in how long they work or how many things they are getting done on their to-do list. They miss deadlines, look out of control and let things just stockpile on one another. The brand is killing them.

Advice:Stay in control, so you hit the deadlines and stay on budget. Dig in and know your business, so you don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge. Use processes that organize and enable you and your team, so that it frees you up your time to push projects through and for doing the needed strategic thinking. Stay conceptual–avoid getting stuck in pennies or decimals–so you can continue to drive the strategy of your brand.  

10. Sloppy with budgets and timelines

Having someone on the team who is sloppy with budgets and timelines is like living with a messy roommate or the friend who always shows up late. Not only will you look out of control, you will put an added stress on everyone around you. And, like that messy roommate, you won’t know people are talking about you until someone finally loses it on you. When you miss budgets, you mess up the finance team.  The bigger the variance to expectation, the bigger the frustration. The worst thing you want is a reputation for someone who is sloppy. That means you can’t be trusted. When you miss a deadline, you likely mess up someone else’s deadline.

Advice: Get your business in order. You are running a live business. You have to be a good project manager, as it only gets more complex as you move up and take on bigger brands or more brands. 

marketing careers

 

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

The big question is what do you do about it.

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

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

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

 

You will find this type of thinking in my book, Beloved Brands.

Beloved Brands Book

I wrote my book, Beloved Brands, as the playbook for how to build a brand your consumers will love.

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

  • How to think strategically
  • Write a brand positioning statement
  • Come up with a brand idea
  • Write a brand plan everyone can follow
  • Write an inspiring creative brief
  • Make decisions on marketing execution
  • Conduct a deep-dive business review
  • Learn finance 101 for marketers

Available on Amazon, Apple Books or Kobo

We have the paperback and e-book version on Amazon. Click here to order: https://lnkd.in/eF-mYPe  

We are also on Apple Books, which you can click here to order: https://lnkd.in/e6UFisF

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

At Beloved Brands, we help build brands that consumers love and we make brand leaders smarter.

🎈Help create a brand positioning statement that motivates consumers to buy and gives your brand an ownable competitive advantage.

🎈 Build a marketing plan that forces smart focused decisions to help organize, steer, and inspire your team towards higher growth

🎈Align your marketing execution behind a brand idea that tightens our bond with consumers and moves them through their buying journey

🎈Use a deep-dive 360-degree assessment of your brand’s performance to trigger richer thinking before you write your brand plan

🎈Our brand training program will help realize the full potential of your brand leaders, so they are ready to grow your brand.

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

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

You have my personal promise to help you solve your brand building challenges. Above all, I will give you new thinking, so you can unlock future growth for your brand.

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

Graham Robertson signature

 

 

 

 

 

 

 

How to handle yourself at the creative advertising meeting

Posted on Posted in How to Guide for Marketers

creative advertising meetingWhen you are in your next creative advertising meeting, you should think fast with your instincts, while trying to represent your consumer. The best brand leader plays a most crucial role in the creative advertising process. While they are not designed to be experts, they need to know enough to make advertising decisions, but never enough to do the work.

View the advertising through the eyes of your consumer. Try to see the work how they would see it. I would not even let my agency do a set-up to the ads. I said, “Just show me the work as though I see it on TV.” I felt any setup or explanation clouded my judgment and impacted my ability to use my instincts.

As you are sitting in that decision-making hot seat at a creative meeting, here are some challenging questions to ask yourself:

1. What does your gut instinct say?

The reality of a marketing job is you might be coming into the creative meeting from a 3-hour forecasting meeting or deep-dive financial review, or you just got back from working in the lab with scientists on a new ingredient. It is not easy to change speeds as you head into a creative meeting.

Relax, find your creative energy, let it soak in and find those instincts. I created a “gut instincts checklist” to help prompt you for when you need your instincts.

Creative Advertising Execution

2. Do you love it?

If you don’t love it, how do you expect your consumer to love it? If you “sorta like” it, then it will be “sorta okay” in the end. But if you love it, you’ll go the extra mile and make it amazing. Ask if you would you be proud of this as your legacy.

3. Is the advertising on strategy?

Slow down, and find some thinking time after the meeting. In a quiet place alone, make sure it delivers on what you wrote in your strategy documents. Go back through the brief to make sure the advertising will deliver the desired response, and the strategic objective statement you wrote in the brand communications plan. One caution is not to use the extra time to over-think the advertising and talk yourself out of a good ad that works.

4. How big is the creative idea?

Is the creative idea big enough to last 5-10 years? Will the idea work across various mediums (paid, earned, social) across all distribution and the entire product line? Think of being so proud of leaving a legacy for your successor to help think about the longer term.

Making advertising decisions

At the decision point, you have three choices:

        • Approve
        • Reject
        • Change

From my experience, brand leaders rarely approve creative ideas outright. There also seems a reluctant or fear to reject outright. So marketers mistakenly assume their role is to change the ads. I see too many come to the creative meeting with a pen and paper and start to write feverishly all the recommended changes they have for each ad. The problem is if we marketers are not talented enough to come up with the ad in the first place, why do we think we are talented enough to change the ad? You are a generalist, surrounded by experts. Use your experts.

Creative Advertising Execution

Next time you go into a creative meeting, stop giving the creative team your solutions, and give them a new problem you are seeing and then let the creative team figure out the solutions. If the creative brief is the original “box” for the creative team to figure out the ideal solution, then use your feedback at the creative meeting to create a “new box” for the creative team figure out a new solution.

Use your feedback to challenge and create a new problem for your agency to figure out the solution.

Challenge yourself to get better at advertising 

  1. If you realized that how you show up as a client was the most significant factor in getting better advertising, do you think you would show up differently? If so, then show up right. 
  2. Are you one of your agency’s favorite clients? Bring a positive spirit that inspires everyone to want to work on your brand and never treat them like they have to work on your business.
  3. Do you stay focused on one target, one strategy, one benefit behind one brand idea? Avoid the “just in case list” where you add “one more thing.” The best advertising is like a bullhorn in a crowd. The worst advertising is like a cluttered bulletin board where you can’t read anything.
  4. When building a creative brief or providing feedback, do you resist the temptation to provide your own creative ideas or recommend changes? When you are dealing with an expert, give them your problems, not your solutions.
  5. Are you the type of brand leader who is willing to fight anyone in the way of great work? Even your boss? When you do, you will start to see everyone on the team fight for you. 
  6. Do you resist temptation in approving advertising that is “just OK” and “feels safe”? What signal do you think it sends everyone involved? You have to LOVE your advertising, and you should never settle for OK. 

To read our story “The 10 steps of the creative advertising process” click on this link below:

How to lead the creative advertising process

At Beloved Brands, we run workshops to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To see a WORKSHOP ON MARKETING EXECUTION, click on the Powerpoint presentation below:

 

To learn more about this type of thinking, you should explore my new book, Beloved Brands.

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

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

Beloved Brands book

To order the e-book version or the paperback version from Amazon, click on this link: https://lnkd.in/eF-mYPe

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

And if you are in India, you can use this link to order: https://lnkd.in/gDA5Aiw

Beloved Brands: Who are we?

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

We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a brand idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.

 

Why do Marketers fail?

Posted on Posted in How to Guide for Marketers

The best marketers take ownership of the brand, provide a clear vision and set of strategies, know what they want, then goes and gets what they want, can handle the pressure of Marketing and spend the effort to make their Assistant Brand Manager as good as can be. So why do marketers fail?

Ten reasons why marketers fail:

  1. You fail to make decisions. Stop bundling everything together, do too many things, and you never prioritize. Action over brains never works for long.
  2. Unable to translate data into analytical stories. You need to learn to turn data into issues, then strategies for approval, then action.
  3. Can’t get along with Sales, Agency or subject matter experts around you. They will talk openly about you, and destroy you.
  4. Struggle to deal with ambiguity. Seek clarity at the wrong moment for the sake of comfort. As a result, you opt for the safe/comfortable/easy option, rather than dig in to find the right answer. Marketers will miss answers by being stiff.

    Why Marketers Fail

  5. You fall for tactics off strategy. When you are mesmerized by shiny tactical toys, it is like taking a holiday from the pursuit of your brand vision.
  6. Bad people Manager. Can’t delegate, selfish, nasty, untrusting, fearful of giving feedback. The best people won’t want to work for you.
  7. Poor communicators, with the boss, or partners. Dealing with you is frustrating. Being a poor communicator creates a lack of trust.
  8. Never follow your instincts. Don’t be the doubter,  who constantly second-guess themselves. It ends up with constant spin/re-think. Slow at moving work through.
  9. You can’t write or present strategically. The reality is that smart thinking must be sold in for approval. Learn to write with a strategic mind. Learn to present your plans whether it is in the front of a room or 1-on-1 over a sheet of paper.
  10. You settle for OK, rather than push for great. Boring work will fail to break through. OK becomes contagious. If you don’t love your work, how do you ever expect your consumer to love your brand?

Five success factors for Brand Managers

1. Ownership

A great Brand Manager takes ownership of the brand. Many marketers struggle with the transition from being the helper to now being the owner. As you move into the job, you have to get away the idea that someone will hand you a project list. Not only will you make the project list, but you should also come up with the strategies that set up the need for the projects.

The best Brand Managers speak with a telling voice, rather than an asking voice. It is great to be asking questions as feelers, but you must realize that most people on the team will be looking to you for the decisions. Your people want to be heard and have their expertise recognized. They recommend, and you decide. Even when managing upwards be careful you do not ask what you should do. A great boss will want you to tell them what you want to do, and let the debate begin from there. 

2. Strategic direction

A great Brand Manager provides a clear vision and set of strategies. You should create a vision for the brand, to serve as a rallying cry for your team. Let everyone know where you want to go. The strategic choices and your brand’s execution should match up with your vision. As the brand owner, you become the steward of the strategy. You should reject everything that does not line up with your vision. Learn to think in terms of strategic pillars, to steer, control, inspire and manage the various functions and Agencies who support your brand. You have to be the one to drive a consistent delivery on your brand, despite having a wide-ranging collection of people behind the brand.

3. Working the system

A great Brand Manager knows what they want, then goes and gets what they want. Organizations are filled with functional groups, layers, external agencies, with everyone carrying a different set of goals and motivations. To an outsider, every organization appears to be a collective mess. The best Brand Managers can see much clearer. They can quickly understand and appreciate the motivations of various key stakeholders, and use that knowledge to work the system. Your greatness comes from the greatness of the subject matter experts who work on your brand. You must get them to give you their best. Tap into their motivations, to ask for their best work. One secret that took me many years to figure out; if you want someone’s best work, sometimes it is as simple as asking for their best work. The reason it works is very few Brand Managers ask. 

4. Dealing with Pressure

A great Brand Manager can handle the pressure of Marketing, including ambiguity, the push for results, dealing with relationships and managing their time. If you can manage these four pressure points effectively, then you can even begin to use them against each other.

First of all, the unknown of ambiguity and the time pressure of deadlines can work against each other. However, the best Brand Managers figure out how to work them to our advantage, as they evoke the right balance of patience with ambiguity and persistence in getting things done. At every level, there is time pressure. Be organized, disciplined and work the system, so it does not get in your way.

If you are fully aware of the timelines, better than others on your team, you can use time pressure against your people to push for better work. I have found many subject matter experts, especially creative people, will choose the best path when pushed with time pressure.

For example, with creative advertising, I have pushed right up against a known timeline, and asked, “We do not see good enough ideas yet. What else do you have?” More often than not, the next answers are their best. If you wait too long, you might miss an opportunity. However, if you move too quickly, you can choose a suboptimal path. How long are you able to deal with an unknown variable on your brand, without losing your composure? Stay relaxed. The consequence of not remaining composed is it creates a scared and stressed-out team, who might make poor decisions that lead to poor results. It is a dangerous game. But, when played well, you can get the best from your team.

Another significant pressure for Marketers is when positive results do not come in. It can be frustrating but is a reality we face. Force yourself to course correct, re-examine the underlying issues, and regroup with your team to look at other options, rather than continuing to repeat and repeat and repeat.

There is pressure in relationships that many Marketers feel, but are not able to fix. I recommend you should be pro-active in making the first move to build a relationship. Try to figure out the motivations and frustration points in those you work with before they become a problem. You have to know where someone stands before you can figure out where you can move them. Common ground is usually not that far away.

5. Managing others

A great Brand Manager spends the effort to make their Assistant Brand Manager as good as can be. Most Brand Managers struggle with their first five direct reports. The key is to keep self-evaluating and looking for ways to improve with each direct report. It can be a struggle to shift from “do-er” to coach. It is always tempting to think you can do something faster, so you may as well do it. The problem is you just become the “super ABM.” Many Brand Managers fail to share the spotlight, so it becomes hard for you to showcase your Assistant Brand Manager.

But, you must believe the work of your Assistant Brand Manager will reflect positively on how good of a manager you are. Assistant Brand Managers need feedback—both the good and bad—to improve. I see too many Brand Managers not giving enough feedback. And, so many afraid of “going negative” so the ABM is left in the dark or left believing they are doing a good job.

Great Brand Managers take the time to teach up front, give the ABM some room to try it out and then provide hands-on feedback in real time. Use weekly meetings to give both positive feedback and address gaps. And, I believe Brand Managers should do quarterly performance reviews with their ABMs. At that level, an annual review is just not enough. They will learn faster with more feedback.

 

To learn more about this type of thinking, you should explore my new book, Beloved Brands.

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

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

Beloved Brands book

To order the e-book version or the paperback version from Amazon, click on this link: https://lnkd.in/eF-mYPe

If you use Rakuten Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

And if you are in India, you can use this link to order: https://lnkd.in/gDA5Aiw

Beloved Brands: Who are we?

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

We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a brand idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Graham Robertson signature

 

 

 

 

 

 

Five elements of smart strategic thinking

Posted on Posted in How to Guide for Marketers

Everyone says they are a strategic thinker, yet few are. Early in my career, I confess that I was more of an instinctual marketer. To be strong in strategic thinking, learn to slow down and organize our thoughts. You need to a set a vision, invest your limited resources against an identified opportunity. And, then you need to create a market impact that can be leveraged into a performance result.

 

Smart Strategic Thinking

1. Set a vision of what you want for your brand

A vision sets aspirational stretch goals for the future, linked to a clear result or purpose. Write a vision statement in a way that scares you a little and excites you a lot. It steers everyone who works on the brand to focus on creating a bond with your consumers. This will lead to power and profit beyond what the product alone could achieve.

“If you do not know where you are going, how will you know if you get there?” Yogi Berra.

To be a visionary, you must be able to visualize the future. Imagine it is five or 10 years from now and you wake up in the most fantastic mood. Visualize a perfect future and write down the most critical milestones you need to achieve. Even think about words that will inspire, lead and steer your team towards your vision.

A strategic thinker starts with asking questions. They ask interruptive questions that frame the issues in terms of what you want to achieve. Raise those issues early on. Focus the team on the significant problems that need to be solved. That will get you on the path to your vision.

2. Invest resources in a strategic program

Think through the options of where you should invest to move your brand into a more powerful and profitable position. The programs you choose should solidify the brand’s core strength, build a brand idea that tightens the consumer bond, battle competitors on positioning, or address the situational challenges and opportunities.

3. Focus on an identified opportunity

Focus your limited resources on a distinct opportunity you have identified based on a potential change in the market, including changes to consumers, competitive situation, technology or sales channels.

In today’s data-driven world, everyone has access to the equivalent information and in turn, can see the same opportunities. You must use speed to seize the opportunity before others can take action, and then that opportunity is gone.

The best brand leaders never divide and conquer. They force themselves to focus and win. The smartest brand leaders use the word “or” more often than they use the word “and.” If you come to a decision point, and you try to rationalize doing a little of both, you are not strategic. Force yourself to make choices.

Many marketers struggle to focus.

Myth 1: The most prominent myth of marketing is to believe that your brand will get bigger if you have a broader target market. 


Reality: Too many marketers target anyone. I will always argue it is better to be loved by a few than tolerated by many. You have to create a tight bond with a core base of brand fans, and then use that fan support to expand your following.

Myth 2: The second myth to becoming a more prominent brand is to believe a brand stands for everything. Some brands try to say everything possible with the hope the consumer hears anything.

Reality: Hope is never a strategy. To be loved by consumers, a brand must stand for something with a backbone and conviction. Trying to be everything to anyone just ends up becoming nothing to everyone.

Myth 3: Your brand will be bigger if you try to be everywhere, whether in every sales channel or on every possible media option.

Reality: If you went to Las Vegas and put a chip on every square, you would be bankrupt before midnight. The worst marketers lack focus because they fear missing out on someone or something. By trying to be everywhere, the brand will drain itself and eventually end up being nowhere.

Limited resourcesStrategic Thinking

Every brand has limited resources, whether they’re financial, time, people, or partnerships. Marketers always face the temptation of an unlimited array of choices. Focus the possible target market, brand messages, strategies, or tactics. The smartest brand leaders limit their choices to match up to their limited resources, to focus on those that will deliver the highest return.

When you focus, five amazing things happen to your brand:

  1. Stronger return on investment (ROI): When you focus your dollars on the distinct breakthrough point or against a program that you know will work, you will see the most positive and efficient response in the marketplace.
  2. Better return on effort (ROE): You must make the most efficient use of your limited people and resources. Find the Big Easy! Focus on the ideas with the most significant impact that is the easiest to execute. Avoid those ideas that are small and difficult to implement. While you may not always have the data to calculate your ROI, you should have the instincts to figure out your ROE.
  3. Stronger reputation: When you limit your audience and brand message, you will have a better chance to own that reputation among that core target audience.
  4. More competitive: When you focus your message to a specific target audience, your brand will start to create a space in the market you can defend against others from entering that space.
  5. More investment behind the brand: When you focus and deliver business results, your management team will ask you to do that again. They will give you more money and more people resources. Even with increased resources, you must take the same focused approach.

4. Leverage the breakthrough market impact

A smart strategy turns an early breakthrough win into a shift in momentum, positional power or tipping point where you begin to achieve more in the marketplace than the resources you put in.

Many underestimate the need for an early win. I see this as a crucial breakthrough point where you start to look at a small shift in momentum towards your vision. While there will always be doubters to every strategy, the results of the early win provide compelling proof to show everyone the plan will work. You can change the minds of the doubters—or at least keep them quiet—so everyone can stay focused on the breakthrough point.

The magic of strategy happens through leverage, where you can use the early win as an opening or a tipping point where you start to see a transformational power that allows you to make an impact and achieve results in the marketplace. A smart strategy should trigger the consumer to move along the bug journey from awareness to buy and onto loyalty, or it can help tighten the consumer’s bond with the brand.

Strategic Thinking

5. Performance result that pays back

The shift in positional power in the marketplace moves your brand toward your vision and creates a future pathway to building a consumer bond, brand power, and brand profitability.

A brand can become powerful compared to the consumers they serve, the competitors they battle, the channels they sell through, the suppliers who make the products or ingredients, the influencers in the market, any media choices and the employees who work for the brand. We explored these eight sources of power in the opening chapter.

You can drive profit through premium pricing, trading consumers up on price, finding a lower cost of goods, using lower sales and marketing costs, stealing competitive users, getting loyal users to use more, entering new markets or finding new uses for the brand. We explored these eight ways a brand can add to their profitability in the opening chapter.

For a strategy to work, what pays off in the marketplace must pay off in brand power or business results.

Strategic Thinking

 

At Beloved Brands, we run workshops to train marketers in all aspects of marketing from strategic thinking, analysis, writing brand plans, creative briefs and reports, judging advertising and media. To see a Workshop on Strategic Thinking, click on the Powerpoint presentation below:

 

To learn more about this type of thinking, you should explore my new book, Beloved Brands.

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

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

Beloved Brands book

To order the e-book version or the paperback version from Amazon, click on this link: https://lnkd.in/eF-mYPe

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

And if you are in India, you can use this link to order: https://lnkd.in/gDA5Aiw

Beloved Brands: Who are we?

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

We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a brand idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

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

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

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

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Graham Robertson signature

 

 

What do you think of the new Diet Coke logo and packaging?

Posted on Posted in Beloved Brands in the Market

diet cokeThe new Diet Coke package design is certainly colorful but the strategy behind the package seems confusing. The simplest test that I always do with logo design or even print ads. Take a step back and ask “What’s the first thing you see?”  I see the word “Coke”. I see it on the traditional Coke red background.

What’s the second thing you see?  I see multiple colors. And I think, aren’t a few of those formerly failed flavors from the past few decades?

What’s the third thing you see?  I see weird little drawings along the bottom of the can, that I’m not sure what those are?  If you force me to look, maybe I will. Why is the cherry flavor in purple, and not red? You have to look at your execution as though you are a consumer.

What I haven’t seen yet, is the word “Diet”. Hmmm. Oh, there it is, very small, sideways and in a script that’s hard to read. Why are you hiding the word Diet, when your brand name is DIET COKE?

Is Diet Coke a brand itself, or is it part of a master brand?

diet cokeI know a few years ago, Coke tried to make all the packaging look the same, so that it looked like one big family, with most of the can using the big Coca Cola red logo. It was done in a test market and failed miserably. But it showed you the strategic mindset.

Coke needs to face that carbonated beverages are in sharp decline

diet cokeThis decline has to change your strategy. While Coke and Pepsi have been in a share dog fight for the last 50 years, that fight is now a fight for survival. With both Coke and Pepsi stretched across legacy success stories of the original, diet and zero/max sub-brands, and stretched across legacy success flavors, the reality is that the consumer mind space and retailer shelf space will eventually collapse.

The only remaining strategy is to beat each other.

It reminds me of that great mythology story about two hunters bedded down at their campfire and were about to fall asleep when a giant bear loomed in front of them. One hunter rushed to put on his sneakers. The other said, “What good will that do? You will never outrun that bear.” The first one said, “I am not worried about outrunning the bear. All I have to do is outrun you!”

That’s where the Coke brand is right now. All they have to do for the decade is outrun Pepsi. Don’t over think some of the things you are currently over-thinking.

  • Diet Coke is a brand, not a sub brand. Launched in 1981, it was treated as though it were its own brand from day one. Why try to change that now, especially as you face a declining category? Use the separate Diet Coke brand to your advantage to squeeze out Pepsi.
  • I know the word “diet” might not fit our modern day “organic” and “low carb” words. But “Diet Coke” means more to consumers than the word diet. Maybe you should have called it Coke Light like Europe does. But it is what it is. Don’t over think it.
  • Those look like cute flavor choices, but launching four new flavors at once is crazy. Your retailers will likely take one or two. Also, launching four at once just spreads your sales across the four flavors so that none of them will generate high enough sales to hit a threshold of success.

So I guess I don’t like the strategy, the naming or the design. What do you think?

To learn more about how to judge advertising that works, here is our Marketing Execution workshop we run to help train Brand Leaders:

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson 

 

 

 

 

 

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20 thought starters to challenge brand managers to be better

Posted on Posted in How to Guide for Marketers

Here are twenty simple messages to provoke and challenge your thinking as a brand manager.

  1. Consumer Insight comes to life when it’s told in such a captivating way that makes people stop and say “hmm, I thought I was the only one who felt like that.:20 thought starters
  2. Can you explain your brand (or your personal brand) in 7 seconds, 2 minutes and 30 minutes? You should be able to organize your thinking.
  3. 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. Moreover, they reflect and plan before they act. They are thinkers and planning who can see connections. Instinctual 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. Instinctual thinkers opt for action over thinking. They are impulsive and doers who see tasks. They get frustrated by strategic thinkers.
  4. Learn to change your brain speeds, knowing when to go slow and when to go fast. Think slowly with strategy. Think quickly with instincts.
  5. The role of BRAND is to create a bond, power, and profit, beyond what the product itself could achieve. In fact, we only have brands, if we think we can make more money from the brand than just the product alone. The really is no other reason.
  6. The more loved a brand is by consumers, the more, the more powerful and profitable that brand can be.
  7. Halfway between the exactness of Science and the unknown of Art lies the power of an IDEA that can bring them together”
  8. The best brands are either different, better or cheaper. Or else, not around for very long. Do you know what your brand is?
  9. Consumers don’t care what you do until you care what they want. Instead of just yelling what you do, put yourself in the consumers’ shoes and ask yourself  “so what do get?” and then ask “so how does that make me feel?” This turns product features into consumer benefits, both functional and emotional. 
  10. The power of three helps provide focus. If your brand only has 3 strategies and each strategy only has 3 tactics, then you should be able to do an amazing job on all 9. Much better than 5 strategies times 5 tactics and 25 things. I would bet that my 9 would beat your 25 any day.
  11. The better your people, the better the work, the better the business results. So then, are you doing enough to make your people better? Invest in training your people.
  12. Ask your people at every stage “Do you love it?” and watch their eyes to see if they tell the truth. Because, if you don’t love the work, how do you expect your consumer to love your brand?
  13. A beloved brand uses the love consumers have for the brand to replicate the positional power of a Monopoly. And from that power, the Beloved Brand drives stronger growth and higher profits.
  14. Smart media plans start with understanding where the customer is, not where the media is.
  15. Analytical stories get decision-makers to “what do you think” stage Analysis turns fact into insight and data breaks form the story that sets up strategic choices.
  16. If you knew that being a better client would get you better advertising, do you think you’d be able to show up better?
  17. If you aren’t talented enough to come up with an ad in the first place, then why are you now talented enough to do something even harder: change the ad. Instead of telling the creative team your changes, I’d rather you give the creative team your problem with the ad, and let them figure out it rather than your solution for the ad and let them feel demoralized.
  18. Creative advertising people are problem solvers, not blue sky thinkers. So give them a problem, not a blank page. They are “in the box” thinkers not “out of the” box thinkers. Use your brief to put them in a box and your creative direction to put them in a new box.
  19. The classic flaw of Brand Plans is having both penetration and Usage frequency. Penetration Strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it. Usage Frequency Strategy gets someone who knows your brand to change their behavior in relation to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions. Trying to do both at the same time will destroy your plan.
  20. We control more than we think we do. But just like in sports, the most competitive weapon we have is the creation of time and space. The most competitive brands act quickly, before others do and create a space around themselves that they own, through reputation, and are free from attack.

You will find this type of thinking in my book, Beloved Brands.

Beloved Brands Book

I wrote my book, Beloved Brands, as the playbook for how to build a brand your consumers will love.

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

  • How to think strategically
  • Write a brand positioning statement
  • Come up with a brand idea
  • Write a brand plan everyone can follow
  • Write an inspiring creative brief
  • Make decisions on marketing execution
  • Conduct a deep-dive business review
  • Learn finance 101 for marketers

Available on Amazon, Apple Books or Kobo

We have the paperback and e-book version on Amazon. Click here to order: https://lnkd.in/eF-mYPe  

We are also on Apple Books, which you can click here to order: https://lnkd.in/e6UFisF

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

At Beloved Brands, we help build brands that consumers love and we make brand leaders smarter.

🎈Help create a brand positioning statement that motivates consumers to buy, and gives your brand an ownable competitive advantage.

🎈 Build a marketing plan that forces smart focused decisions to help organize, steer, and inspire your team towards higher growth

🎈Align your marketing execution behind a brand idea that tightens our bond with consumers and moves them through their buying journey

🎈Use a deep-dive 360-degree assessment of your brand’s performance to trigger richer thinking before you write your brand plan

🎈Our brand training program will help realize the full potential of your brand leaders, so they are ready to grow your brand.

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

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

You have my personal promise to help you solve your brand building challenges. Above all, I will give you new thinking, so you can unlock future growth for your brand.

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

Graham Robertson signature

 

 

 

 

 

 

 

 

 

 

 

How marketers should deploy the right leadership style for the right brand situation

Posted on Posted in How to Guide for Marketers

Situational leadership in marketing means identifying the right situation for when to be a strategic thinker, an instinctual thinker ora task master. The challenge is we each bring a natural style and have to learn the other two with experience. It is all about situational leadership.

situational leadership

 

Strategic Thinkers

Strategic leaders see ‘what-if’ type questions before they look for potential solutions. They are able to map out a range of decision trees that intersect, by imagining how events will play out in the future. They think of every option before taking action.

The trick to being strategic is to think slowly with strategy. If you move too quickly on brand strategy, you will be unable to see the insights beneath the surface, and you risk solving the wrong problem.

5 ways to slow your brain down to think strategically

The risk to just deploying the one leadership style is if strategic thinkers just think too long, they spiral around, unable to decide, and miss the opportunity window.

  1. Find your own thinking time. Walks at lunch or a drive somewhere to get away from it all. Block hour-long “thinking meetings” with yourself.
  2. Organize your week to fit your thinking pace. Talk “big ideas” on a Friday morning so you can take the weekend to think. Schedule quick updates on Monday afternoon that clears your mind for the week.
  3. Do the deep thinking before the decision time comes. Always be digging deep into the analytics to stay aware, prepare yourself, no matter your level.
  4. Next time in a meeting, ask the best questions. Too many leaders try to impress everyone with the best answers. Next time, try to stump the room with the best questions that slow down your team and force them to think.
  5. Proactively meet your partner teams. Get to know the needs of your sales teams or agency account leaders, and not wait for a problem or conflict. Come to them proactively with possible solutions so you both win.

Instinctual Thinkers

Instinctual leaders jump right in because their gut already sees the right answer solution. They move fast, using emotional, impulse and intuitive gut feel. They choose emotion over logic. This “gut feel” fosters high creativity.

The trick to be instinctual, you must think quickly on execution. Without intuitive freedom, you will move too slowly, overthink and second-guess yourself. You risk destroying the creativity of the right solution.

5 ways to speed up your brain to think instinctually

  1. Have fun, and be in the moment: Relax, smile, have fun, stay positive. If you get too tense, stiff, too serious, it can impact the team negatively.
  2. Focus on first impressions. Don’t let the strategy get in your way of seeing what you think of the creativity. This allows you to see it how your consumer might see it. You still have time to think strategically about it after your instincts.
  3. Put yourself in the shoes of the consumer. You have to represent your consumer to the brand. Try to react and think as they might. Learn to observe and draw insights.
  4. Do not make up concerns that are not there. While you need to be smart, don’t cast every possible doubt that can destroy creativity. Too many brand leaders destroy creativity one complaint at a time.
  5. Let it simmer for a while, before rejecting. You always have the option to reject an idea. Why not let it breathe a little, see it you can make it even better. If it gets better, you win. If not, you can still reject it, without any risk.

Task Masters

Task masters stay in control to get things done, keep things on time and on budget. They are always in full control, organized and on time. They never lose sight of the end goal, efficiently knock down roadblocks, to keep everyone else on track with time and budgets.

To be a successful task master,  it is to realize there is a business to run. Without staying focused on the end goal, strategic thinking and creative instincts are wasted, resulting in missed opportunities.

You can overly rely on the task master, the risk is you end up with hollow thinking, OK creativity and OK business results.

5 ways to be more of a task master

  1. Set high standards for you and the team: Hold the team to consistently high standards of work in analytics, strategic thinking, planning and execution in the market (advertising, innovation, purchase moment and brand experience)
  2. People leadership: Provide a team vision, consistently motivate others, be genuinely and actively interested in helping your team manage their careers.
  3. Lead the process: Organize, challenge and manage the processes so your team can focus on thinking, planning and executing. Guide the team to get things done on time. on budget and on forecast.
  4. Hit deadlines: Never look out of control or sloppy. Marketers have enough to do, that things will just stockpile on each other. In Marketing, there are no extensions, just missed opportunities.
  5. Know your business: Don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge.

Finding that balance

As a leader, it is crucial for you to deploy the right leadership style in the moment, to be able to maneuver. Your brain should operate like a race car driver, slow in the corners and fast on the straight away. Change brain speeds, think slowly when faced with difficult strategy and think quickly with your best instincts on execution.

When you are in a team situation, try to recognize the natural styles of each of your team members. Make sure the team is well balanced, to ensure someone is the thinker, someone has the intuition to break through the clutter and then someone is the task master. Appreciate what each person brings to the table, leverage their natural strengths and ensure you be honest about your own style.

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson