Case studies for how the most beloved brands fell from grace

Posted on Posted in How to Guide for Marketers

[sg_popup id=”9″ event=”onload”][/sg_popup]Very few beloved brands stay on top for long. We live in the moment, so it is hard to imagine that Starbucks, Amazon, Google, Uber, Tesla, Apple or Nike would ever collapse. While there are no signs any of those brands will, history tells you that a few of them will falter. Staying at the top is just as hard as getting there. Just ask former beloved brands that have fallen from grace, including Blackberry, Gap Clothing, Kodak, Cadillac or Benneton.

Brands usually have a turning point, based on a decision they have made or a decision they avoided making. They lose touch with the reality of their marketplace. They ignore competitors, stop listening to consumers or fail to attack themselves.

The Brand Love Curve

I created the Brand Love Curve to address the emotional bond I was seeing between brands and consumers. I was in charge of a Marketing department that had 20 different brands all operating at various levels of success.

Honestly, it was hard for me to keep track of where each brand was and I did not want to apply one-size-fits-all type strategies to brands that had different needs. The beauty of the Brand Love Curve is that it starts with the most important part of the brand: THE CONSUMER. Everything in Marketing has to start and end with the consumer in mind. It assesses the brand’s performance solely on how tightly connected consumers are with your brand. And, the more connected the brand, the easier it was to Market. It commanded more power and generated more profit.

Creating Beloved Brands 2016.016
Powered by Zedity

The stages of the Love Curve

When I looked at my own portfolio of brands, I started to noticed that the biggest difference was how tightly connected some brands were with their consumer. And, I would refer to the poor performing brands as “indifferent” where consumers did not really care about the brand and then I called the best brands “beloved” because consumers were emotionally engaged. I started to see the difference. It was obvious that I could clearly see that brands with a stronger bond had it easier and that almost everything on those brands was better.

Loved Brands have a huge advantage

Launches of new products were easier because consumers were more accepting. Retailers gave these brands preferential treatment because they knew their consumers wanted them. My own people were more excited to work on these brands. They thought it was a career advancement to get the chance to be part of the beloved brand.  

I could see beloved brands had better share results, better consumer tracking scores and in many cases better margins. It was easier to get price increases through. It seemed everyone in the organization cared about these beloved brands. My agencies bragged about the work they did on these beloved brands.

As I kept exploring this idea, the idea of the Brand Love Curve came to me and I started to map where each our 20 brands sat on this hypothetical curve. As the consumer start with a new brand, they are indifferent, then they started to like it, then loved it, and finally it would become a beloved brand. The goal becomes to move along the curve towards the beloved status.

As I worked with the Brand Love Curve,  I started to see the link between where the brand sat on the curve and our strategy choices available, we started to see there was a difference in the balance of rational and emotional benefits, which impacted our advertising and media planning. I could start to see how the Brand Love Curve could really drive every part of how we manage the brand. The goal became how do we move the brand along the curve because as we discussed in the previous section, if brand love helps your brand become more powerful and profitable, then any degree of added love was a good thing.

Beloved brand become iconic, famous and highly regarded with consumers.

Consumers become equal to fans, similar to fans of sports teams or celebrities. They become outspoken, possessive and will defend the brand at any point. The brand becomes a self expression of the consumers, a ritual or favorite part of the day. People have conversations about these brands, whether on social media or at the lunch table. The emotional connection becomes so strong, that consumers feel more and think less. Demand becomes desire, needs become cravings, thinking is replaced with feelings. Consumers become blind to pure logic and deaf to rational product based competitors. 

These brands have strength on every part of the robust brand funnel, near perfect awareness levels, high purchase intentions, high repeat and high loyalty. The voice of the customer is very strong. The brand listens to ensure they are attacking any weakness before it can be exploited. The brand has a big idea, with every consumer touch point easily tying back and re-enforcing the big idea. It has a sense of power and uses it quietly against all stakeholders from consumers to competitors and retailers, while leveraging it with key influencers and media. The brand is driving every lever of their profit statements to continue strong sales growth and healthy margins, driving price premiums, lower costs, higher market shares and leveraging the core base of brand fans to enter new categories.

 

The 5 ways that Beloved Brands fall from grace

1. Beloved Brands forget who they are and what made them famous.

Benetton is great example of a brand who forgot what made them famous. In 1990, Benetton could do no wrong. Business schools wrote case studies of their success and Ad Agencies held them up as the brand of envy for all clients to learn from.benetton-ad-1991 They had shock-value advertising campaigns that people talked about at the lunch table and there was a Benetton store in every mall. Their colorful and stylish fashion was the desire of the core teenage crowd.

Benetton’s brand promise was providing European fashions at an affordable price. But the arrogance of the “can do no wrong” brand quickly faded. While they were so busy creating shock-value advertising and arrogantly talking of their brand as it were art itself they forgot about the fashion part of the business. Benetton started to look like a hollow promise of cool ads with not-so-cool clothing. Also, Benetton expanded so broadly and so fast, they opted for franchises instead of maintaining ownership over the distribution.

The managing of the large franchise network became a drain on the company and there’s a belief that not being close to the consumers in the stores hurt their ability to listen to what teenagers were saying and wearing. With a fickle teenage target, Benetton quickly went from a must-have to a has-been brand.

2. Brands that struggle to keep up with the times.

The Beloved Brands of General Motors–Cadillac, Oldsmobile and Corvette–not only peaked in the 1970’s, but found themselves stuck their as well. The 70’s were one of those decades with such a distinct look with Disco, perms, gold chains and the 3-piece suit, that most things connected to the 70’s were completely rejected in the 1980’s. Not-Your-Fathers-Oldsmobile

The Oldsmobile was a classic American family car who sales soared through the 1970’s. By the mid-80’s, in an effort to try to capture a new generation, they used the infamous tagline of “Not your father’s Oldsmobile” which only re-enforced that it WAS your father’s Oldsmobile.The near-bankruptcy of General Motors can be traced back to the 1970’s when the brands peaked and yet felt stuck in a time-warp forever. GM failed to keep up in design, and failed to change as gas prices rose dramatically. They found themselves attacked on the lower end from the Japanese cars like Toyota and Honda and at the higher end from German brands like Mercedes, Porsche, Audi and BMW.

3.They make the wrong strategic choices because they think of themselves before the consumer.

Gap Clothing got greedy and forgot what made them great: trendy American fashion for a stylish generation at a reasonable price. And who is the spokesperson for fashion: the coolest people on earth: TEENAGERS of course. Every generation of Teens believes they are the most important people on earth and they want products that speak for their generation. It’s all about them.gap They influence Music, Movies, TV Shows and Clothing and believe each has to speak directly to them and for them. Imagine being 15 in the late 90’s, you’re walking in your favorite mall, trying to be as cool as can be, heading for your favorite clothing store.

All of a sudden, if kids looked up, they saw favorite clothing brand flanked by BABY GAP and GAP MATERNITY. How could this brand speak for the teen generation.  Your 2-year-old nephews are wearing a mini-version of what you’re wearing. Or even worse, your pregnant Aunt is wearing the stretchy version. GAP made the mistake of putting their name on all their line extensions, which most fans of Master Brands thinks strengthens the brand but it actually runs the risk of actually weakening the brand. GAP also forgot about feeding that desire for leading edge, trendy clothing–the whole reason for that “8 seasons” rotation of inventory. Go into a GAP store this year, and you’ll realize how boring and drab the products have become. No teenager today loves GAP or even thinks much about GAP. They are totally indifferent. Fast forward to 2011, GAP Clothing sales are down 19% this year and down over 25% since the peak of 2005. They have just announced the closing of 200 stores–which will continue the downward spiral

4. If you are Afraid to attack yourself, expect an attack from someone else. .Kodak was such a revered brand for so long. But they refused to attack themselves. This opened up so many windows of attack from others. The first attack came in the traditional film business from low-priced Fuji film. Kodak did nothing to stop Fuji for fear of eroding their margin, letting Fuji gain a 17% share of the film market.Untitled-2 The second attack came from new entrants into the digital camera market before Kodak was ready to enter. Kodak invented the first digital camera as early as 1975. They never launched the product. Kodak feared the digital camera threatened Kodak’s photographic film business. In 1990 Kodak finally laid out a plan to enter the digital camera market. But, they took another decade to finally enter the market.

The world was changing, yet Kodak executives still could not fathom a world without traditional film. However, they saw little incentive to deviate into the digital camera space. The third attack came once Kodak entered the digital camera space.  Kodak entered at the high-end of the market and for a brief moment was the #1 digital camera. But Kodak failed to recognize how quickly the digital camera market would become commoditized. They did cut their prices, but couldn’t lower their cost of goods fast enough to keep up with the Japanese manufacturers. Kodak’s traditional film business was dying. The result: Bankruptcy. Interestingly enough, at the time of their bankruptcy, Kodak released 1000’s of patents for sale. Kodak’s refusal to act on the right innovation in a timely fashion killed the Kodak brand. They failed to attack themselves only to let others attack and ultimately destroy them.

5. Lose focus and let the experience slide. 

A recent case study in a brand experience not living up to expectations is the Blackberry. It’s a classic case where they grabbed early share as the category innovator and then forgot to keep making improvements to the overall experience. maxresdefault-1The list of problems for blackberry is long: major service outages, keyboard that sticks, small screen size, bad cameras, poor quality speaker-phone, slow internet browser and when the screen freezes you have to take the battery out and re-boot. In my last few months as an angry blackberry user, I was taking the battery out 5x a day.

The leaders at Blackberry believed they were invincible almost laughing when Apple launched the iPhone. These guys would next launch a tablet without any Apps on it. Oh man! What I think Blackberry’s biggest failure is not mapping out the customer experience and attacking every possible weakness. And, the blackberry experience has just not kept pace with Android and Apple. As a result, the RIM share price is down 95% since its peak of 2008.

How to maintain beloved brand status

Focus on maintaining the magic and love the brand has created with the core brand fans. 

Focus most of your attention on those who love you the most. Treat them special. Listen to your consumer, giving them a voice at the table, with the brand being responsive as it can. Market the Big Idea, sell the innovation and the experience. Continue to invest in product innovation and brand experience. Leverage both into telling the overall brand story, using the big idea to push the marketing effort in two separate layers: tell the master brand story about the big idea and the related experience, tell the specific product innovation stories linking how they support and build on the brand’s big idea.

Perfect the experience 

For those who love the brand, it is no longer just about the product, it becomes about the experience. Build a culture and organization around the brand that will keep finding new ways to surprise and delight consumers. Perfect every possible touchpoint with the consumer. Attack the brand before it can be attacked by others: However, many times, the biggest competitor for these brands is the brand itself. The constant goal has to be about getting better. Any degree of complacency will set the brand up for future attacks. Never become complacent or these brands will be replaced by challenger brands wanting to achieve the beloved status.

Brand Plans 2016.058
Powered by Zedity

Broaden the offering and broaden the audience

Take advantage of your brand’s loyal following to launch peripheral products that build on the routine. Capture more share of wallet of your most loyal consumers.To ensure you are a brand that goes beyond the current generation of consumers, begin thinking about how to spread your brand to other age groups. A lot of fashion brands and restaurant brands have been trapped into the current generation and lose the status as styles change.

The most beloved brands must keep the love alive, attack yourself, and use your fans as spokespeople. 

 

Here’s a presentation on what makes a Beloved Brand:

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. Then, we work with your team to build out project plans, creative briefs and provide advice on marketing execution.

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

We make Brand Leaders smarter

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

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

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

 

Graham Robertson Beloved Brands

 

10 reasons why Brand Managers get fired. Advice for how to fix each one.

Posted on Posted in How to Guide for Marketers


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

Brand Managers don’t really get fired because they can’t deliver the results. That might happen at Director or VP level. But at the Brand Manager level, we’d look for other Blind Spots that might be leading to the poor results.

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

Top 10 Reasons why Brand Managers get fired:

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

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

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

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

To read a presentation on careers:

 

Articles on the Four Levels of Marketing

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

GR bio Jun 2016.001

 

How to Express your Brand’s Big IDEA through Great Advertising

Posted on Posted in How to Guide for Marketers

In an earlier article we big-idea-1talked about creating your Brand’s Big Idea and using it to drive every inch of your organization. The Big Idea should drive every activity and every function.  To read more on how to come up with the Big Idea and how to leverage it throughout, click on:  How your Brand’s Big Idea should drive every part of your Organization

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

Slide1

Brands are able to generate love for their brand when the consumer does connect with the brand. I wish everyone would stop debating what makes a great brand and realize that all five connectors matter: promise, strategy, story, innovation and experience. The first connector is the Brand Promise, which connects when the brand’s main Benefit matches up to the needs of consumers.  Once knowing that promise, everything else feeds off that Promise.  For Volvo the promise is Safety, for Apple it is Simplicity and FedEx it might be Reliability.  It’s important to align your Strategy and Brand Story pick the best ways to communicate the promise, and then aligning your Innovation and the Experience so that you deliver to the promise.  

Slide1Beloved brands can tell the brand story through great advertising in paid media, through earned media either in the mainstream press or through social media.  Beloved Brands use each of these media choices to connect with consumers and have a bit of magic to their work.  That story telling should come from the Brand’s Advertising.  

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

Slide1

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

Put another way, a good piece of communication can only move one body part at a time:  the head, the heart or the feet. Challenge yourself:  do you want to target the HEAD so you can get consumers to think differently about you, the HEART to try to connect emotionally or the FEET where you try to drive action.  

Slide1

If you think you can create an Ad that does all three, you are the worlds greatest advertising in history.  And if you can’t you should then focus on one at time.  That’s where the Anthem will help reposition the brand (head) or connect emotionally (heart) and the Innovation spots should drive action (feet).  The choice on where to focus should come from your brand’s strategy.  At Beloved Brands, we use the Brand Love Curve to help determine where your Brand currently sits with consumers.  If you’re at the Indifferent stage, you need to drive Trial (feet) or change their minds to see you differently. As you move along the curve, it becomes a balance of mind and heart, but driving towards Beloved, you need to connect emotionally.   (The Heart) of consumers.  

Slide1

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

Slide1

 

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

Slide1

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

My hope is this will help you align your Advertising to the Brand’s Big Idea and manage it so whether you are looking to develop new Creative or Media Plans.  Remember, you can only move one body part at a time.  That choice should come from your strategy.  

Use your Brand’s Big Idea to Align the Advertising into the Market

 

Slide1

Do you want to be an amazing Brand Leader?  We can help you.

Read more on how to utilize our Brand Leadership Learning Center where you will receive training in all aspects of marketing whether that’s strategic thinking, brand plans, creative briefs, brand positioning, analytical skills or how to judge advertising.  We can customize a program that is right for you or your team.  We can work in person, over the phone or through Skype.  Ask us how we can help you. 

At Beloved Brands, we love to see Brand Leaders reach their full potential.  Here are the most popular article “How to” articles.  We can offer specific training programs dedicated to each topic.  Click on any of these most read articles:

*Brand DNA first seen at Level5 Strategy Group

blog ad 1

 

Is your Brand Team good enough to achieve your 2014 goals?

Posted on Posted in How to Guide for Marketers

2014As you move up, you start to realize that you can’t do everything, and you’re really only as good as your team.  The thing I’ve always said is that better people create better work and that means better results.  The question you should be asking is are they good enough?  Maybe it’s time to invest in making your people better, so that you can be freed up for more leadership, higher level strategic thinking and focusing on driving the vision of the team, rather than caught in the weeds of re-writing copy on a coupon.  

Here are 5 key questions to be asking:  
  1. Do your Brand Leaders think strategically?  
  2. Are your Brand Leaders going deep enough on their analysis?  
  3. Can your Brand Leaders write a plan and communicate it throughout the company?  
  4. Are your Brand Leaders a good judge advertising and communication?
  5. Are your Brand Leaders good at staying focused?

Are they disciplined and fundamentally sound?   Can everyone on your team effectively write a brand plan, positioning concepts, a creative brief, make marketing investment decisions and judge creative work to ensure it delivers the strategy?  The great myth of marketing is that it is 100% learned on the job.  It should be a balance of coaching from a well-trained leader, teaching in a class room setting and learning on the job.  More and more, we are seeing marketing teams thrust new marketers into their roles without any training.  In fact, their bosses and even their bosses haven’t really received any training. So who is really teaching you, on the job, if the person with you isn’t well-trained?   

Q1:  Do your Brand Leaders think strategically?   

Strategic thinking is not just whether you are smart or not.  You can be brilliant and not strategic at all.  Strategic Thinkers  see “what if” questions before they see solutions. They map out a range of decision trees that intersect and connect by imagining how events will play out.  They reflect and plan before they act. They are thinkers and planners who can see connections.  bbi trainingOn the other hand, Non Strategic Thinkers see answers before questions.  They opt for action over thinking, believing that doing something is better than doing nothing. They are impulsive and doers who see tasks. With the explosion of marketing media, we are seeing too many of the new Brand Leaders becoming action-oriented do-ers and not strategic thinkers.  They don’t connect their actions to maximizing the results on the brand.  They do cool stuff they like not strategic things that help grow the business and add profit to the Brand.  I see too many of today’s Brand Leaders focused on activity, rather than strategy.

When you are strategic , you will focus all of your resources and energy against the pressure points that drive the greatest return on investment and effort.  There are Four Principles of Good Strategy: 1) Focus 2) Early Win 3) Leverage point and 4) Gateway to something bigger.

  1. FOCUS:  all your energy to a particular strategic point or purpose.  Match up your brand assets to pressure points you can break through, maximizing your limited resources—either financial resources or effort.  Focus on one target.   Focus on one message.  And focus on very few strategies and tactics.  Less is more. 
  2. You want that EARLY WIN, to kick-start of some momentum. Early Wins are about slicing off parts of the business or population where you can build further.  This proves to everyone the brand can win—momentum, energy, following.  
  3. LEVERAGE everything to gain positional advantage or power that helps exert even greater pressure and gains the tipping point of the business that helps lead to something bigger.  Crowds follow crowds. 
  4. See beyond the early win, there has to be a GATEWAY point, the entrance or a means of access to something even bigger.   It could be getting to the masses, changing opinions or behaviours.  Return on Investment or Effort.

To me, with the modern-day Brand Leader, the area where they struggle the is the “FOCUS” part.  Every brand is constrained by resources—dollars, people and time.  Focus makes you matter most to those who care.   Focusing your limited resources on those consumers with the highest propensity to buy what you are selling will deliver the greatest movement towards sales and the highest return on investment for those resources.  In a competitive category, no one brand can do it all.  Focus makes you decide whether to be better, different or cheaper.  Giving the consumer too many messages about your brand will confuse them as to what makes your brand unique.  Trying to be everything is the recipe for being nothing.  Trying to do everything spreads your resources and your message  so that everything you do is “ok” and nothing is “great”.   With a long to-do list, you’ll never do a great job at anything.   And in a crowded and fast economy, “ok” never breaks through so you’ll never get the early win to gain that tipping point that opens up the gateway to even bigger success. 

Have your Brand Leaders been taught how to think strategically?  I actually don’t know many Brand Leaders that really have been taught.  Yet, we tell Senior Brand Managers, you’re not getting promoted because you’re not strategic enough.  If we taught them how to be strategic, we might find a better pool of talent within your team.  The following training module shows Brand Leaders how to think strategically, and how to think in terms of consumer strategy, competitive strategy or visionary strategy.   Consumer Focused Strategic Thinking starts with the consumer, maps out the need states and best matches your brand to delivering a unique selling proposition that helps connect with consumers, drives added power for the brand which can translate into growth and profitability.  Competitive Focused Strategies have 4 types of  Marketing Warfare Strategies 1) Offensive 2) Defensive 3) Flanking and 4) Guerilla.  Focus and speed are crucial to any warfare.  Being organized and aligned internally is crucial to winning.  Visionary Strategy starts with the purpose driven vision (the Why) and layers in the strategy (the how) and execution (the what) deliver that vision. 

Q2.  Are your Brand Leaders going Deep Enough on Analysis?

I hate when brand leaders do that “surface cleaning” type analysis.  I call it surface cleaning when you find out that someone is coming to your house in 5 minutes so you just take everything that’s on a counter and put it in a drawer really quickly.  I can tell very quickly when someone doesn’t dig deep on analysis.  

The best way go deep on your analysis, ask “so what does that mean” at least five times and watch the information gets richer and deeper. 

Slide1

Looking at the Gray’s Cookie example above, intuitively, it makes sense that going after Health Food Stores could be one option put on the table.  But to say you need to be better, without digging in remains an unsubstantiated opinion.   As you dig deeper, you see that going after Health Food stores, who are highly independent is labor intensive and the payback is just not there.  Yes, you’re way under-developed.  But it’s more expensive than other options.  When you bring the option of going after mass into the mix, which is head office driven, you start to see a higher return on the investment.  This is just a fictional example, but look how the thinking gets richer at each stage.  Force yourself to keep asking “so what does this mean” or “why” pushing the analysis harder and harder. 

Thinking Time Questions that will Help you Go Deeper.  The first analysis is “What do we know?” with 5 key questions to help you sort through your analysis:

  1. What do we know?  This should be fact based and you know it for sure.
  2. What do we assume?  Your educated/knowledge based conclusion that helps us bridge between fact, and speculation.
  3. What we think?  Based on facts, and assumptions, you should be able to say what we think will happen.
  4. What do we need to find out?  There may be unknowns still.
  5. What are we going to do?  It’s the action that comes out of this thinking.

It forces you to start grouping your learning, forces you to start drawing conclusions and it enables your reader to separate fact (the back ground information) from opinion (where you are trying to take them)

The second type of analysis is “Where are we?” with 5 key questions to help you sort through your analysis:

  1. Where are we?
  2. Why are we  here? 
  3. Where could we be?
  4. How can we get there?
  5. What do we need to do to get there?

These questions help frame your thinking as you go into a Brand Plan.  The first question helps the analysis, the second with the key issues, the third frames the vision and objectives, the fourth gets into strategy and tactics and the fifth gets into the execution.  My challenge to you:  update it every 3-6 months, or every time you do something major.  You’ll be surprised that doing something can actually impact “where are we?” on the analysis.  

Q3.  Can your Brand Leaders write an effective Brand Plan?

A well-written Brand Plan helps to align an organization around the direction, the choices and the tactics that need implementing for a brand to achieve their goals. The Brand Plan unites functions such as marketing, sales, product development outlining what each group needs to do for the brand to be successful, while setting goals that operations and finance need to support. The Brand Plan gains approval from senior management around spending options, strategic choices and sets forth the tactics that will be implemented. It holds senior management accountable to the plan. The Brand Plan helps frame the execution for internal stakeholders and for the various agencies who will implement programs within the plan. Execution is an expression of the strategy, and the plan must hold agencies accountable to delivering work that is on strategy. And lastly, the Brand Plan helps the Brand Manager who wrote it, stay focused to deliver what they said they would. It helps them to refer back to the strategy and the intention to ensure the Brand Manager “stays on strategy” the entire year.  For more on how to write a plan, follow this link:  How to Write a Brand Plan

Can your Brand Leaders write a winning Brand Positioning Statement?  Brand Positioning Statements provide the most useful function of taking everything you know about your brand, everything that could be said about the consumer and making choices to pick one target that you’ll serve and one brand promise you will stand behind.  While we think this brand positioning statement sets up the creative brief, it should really set up everything the brand does–equally important for internal as everyone should follow to what the positioning statement says. A best in class positioning statement has four key elements: 

      • Target Market (a)
      • Definition of the market you play in (b)
      • Brand Promise (emotional or rational benefit) (c)
      • The Reason to Believe (RTB) the brand promise (d)

The more focused your decisions, the more successful you will be: decide on one target, one promise and maybe  one or two reasons to believe that help to directly back up your promise.  But the target shouldn’t be everyone 18-65, and don’t throw your eight best features at the wall and hopefully something sticks.  And the reason to believe has to back up your promise, not be a whole new promise.  To see more on how to write an effective Brand Positioning Statement, follow this link:  How to Write a Positioning Statement

Can your Brand Leaders write a Creative Brief?  The best Advertising is well planned, not some random creative thing that happens.  The value of a creative brief is focus!  Like a good positioning statement, you’re taking everything you know and everything you could possibly say, and starting to make choices on what will give you the greatest return on your media dollars. If you’re not making choices then you’re not making decisions.  Unlike other creativity, advertising is “In the Box” creativity.  The best advertising creative people  are problem solvers, not blue sky thinkers.  Therefore, the role of the creative brief is to create the right box, enough room to move, but enough direction that defines the problem.  The smaller the brief, the bigger the idea.  A good brief should be brief.  One page maximum.  I’m still in shock when I see briefs reaching 5 or 6 pages.  That’s not a brief, that’s a long!  Take the pen and start stroking out words, forcing yourself to start making decisions.  Avoid the “just in case” type of thinking.  For more on How to Write a Brief, follow this link:  How to Write a Brief

Q4.  Can your Brand Leaders judge communications?

Making great advertising is very hard.  Good marketers make it look simple, but they have good solid training and likely some good solid experience.  As Brand Leaders sit in the room, looking at new advertising ideas, most are ill-prepared as to how to judge what makes good advertising and what makes bad.  It’s a myth that great marketing is learned strictly “on the job”.  I also say “you are likely to screw up your first five ads”.  slide15And if you do one a year, that’s 5 years of advertising.  So, how well prepared are you?  An ill prepared Brand Leader will more than likely deliver a poor ad.  There are fundamentals to help ensure that your instincts are the right instincts.  How many hours of training have you had on giving direction to a creative team?   How many times did you role-play giving feedback to the agency?  How good was the coaching you received on your feedback?  Not only do you need the fundamentals through solid training, but you likely need someone coaching you through a role-playing exercise.  Too many Brand Leaders sit there confused, brief in hand, but not sure whether they like it or not sure whether any of the scripts will do much for them.  The four questions you should be asking:

    • Will this ad attract Attention? (A)
    • Does this ad showcase the Brand? (B)
    • Are we Communicating our main benefit?  (C)
    • Will this ad stick in the minds of consumers? (S)

Using something like the ABC’s makes it easy for Brand Leaders to stay strategic and be able to judge the work effectively.  Here’s a write-up on How to help Brand Leaders judge communications Effectively:  The ABC’s of Effective Communication

Q5.  Are your Brand Leaders good at staying focused?

So many Brand Leaders try to do too much.  When you do too much, you just spread your resources thin across too many activities.   You end up never being able to execute anything to the high quality, you never find out if the program could really achieve what you want to achieve.  I use a very simple grid to focus all the activities.  Get everyone to brainstorm all the ideas on post it notes.  Then using the grid below, get them to sort the ideas based on how big the idea is, and how easy it is to execute.  I push for the top 5 ideas that are in the BIG/EASY zone.  

  • If there’s a big idea that’s difficult, then spend the time brainstorming how to make it easier.  
  • If there are small ideas that are easy, then brainstorm how to make the idea even bigger.  

Slide1

There are four areas you need to focus:

  • Pick a focused Target Market:  While it’s tempting to sell to everyone.  Focus your resources on those most likely to buy. Realizing not everyone can like you is the first step to focus on those that can love you.
  • Pick a focused Brand Positioning:  Start with the target market you just picked, and assess their need states to see where you can best match up. Beloved Brands are either better, different or cheaper. Or they are not around for much longer.
  • Pick a Focused Strategy:  Brands need to understand where they sit before picking strategies.  Evaluate the health of your brand using the Brand Funnel to understand where you are strong and should keep pushing or where you have a weakness (a Leak) that you need to close.
  • Focused Activities:  While everyone talks ROI, I talk ROE as well.  Return on Effort forces you to prioritize all your activities.

Stay aligned to your plan, and don’t be tempted away from your focus.  When you focus, five things happen.

  1. Better ROI:   With all the resources against one strategy, one target, one message, you’ll be find out if the strategy you’ve chose is able to actually move consumers drive sales or other key performance indicators.
  2. Better ROE:  Make the most out of your people resources.
  3. Strong Reputation:  When you only do one thing, you naturally start to become associated with that one thing—externally and even internally.  And, eventually you become very good at that one thing.
  4. More Competitive:  As your reputation grows, you begin to own that on thing and your are able to better defend the positioning territory
  5. Bigger and Better P&L:  As the focused effort drives results, it opens up the P&L with higher sales and profits.  And that means more resources will be put to the effort to drive even higher growth.
Invest in Your People:  Better Brand Leaders leads to better work and that leads to better Results 

 

Do you want to be an amazing Brand Leader?  We can help you.  

Read more on how to utilize our Brand Leadership Learning Center where you will receive training in all aspects of marketing whether that’s strategic thinking, brand plans, creative briefs, brand positioning, analytical skills or how to judge advertising.  We can customize a program that is right for you or your team.  We can work in person, over the phone or through Skype.  Ask us how we can help you. 

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  gr bbi picWe believe the thinking that got you here, will not get you where you want to go.  Our President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham@beloved-brands.com 

At Beloved Brands, we love to see Brand Leaders reach their full potential.  Here are the most popular article “How to” articles.  We can offer specific training programs dedicated to each topic.  Click on any of these most read articles:

How strategy can help Start Ups to start right

Posted on Posted in How to Guide for Marketers

Entrepreneurs are a different breed.  They have an energy, that has them running full blast with no time to spare.  They have a determination to push as hard as they can to find funding, patents, production and customers.  They are willing to do what it takes and will work to nail down every possible detail on their own.  It’s exhaustive.  And yet, until they sell something they have no revenue to cover all their effort and costs.  All they have is optimism and hope.

I run my own business. Every day I face the same issues you face.  

Entrepreneurs face a ton of pressure. Every friend I meet up with that asks about “starting my own business”, I explain what it’s like, I pause and look them right in the eye and say “it’s not for everyone”. I don’t say that to discourage them, but rather allow them to keep thinking. I mean seriously: a real entrepreneur would just snicker at that comment.

The biggest obstacle is dealing with the pressure.

How you handle that pressure helps to sort out whether you’ll be successful or not.  You have to stay focused on the vision you have for your business. While there are “revenue temptations”, once you deviate off your path it’s harder to get back on that path. Stay focused.

It’s the Idea that counts

It seems to me that most entrepreneurs love watching the “Shark Tank” or “Dragon’s Den”. While it’s reality TV, it’s good entertainment. It provides one great lesson. The winners have an IDEA, beyond just a product. Yes, the product is essential, but if you don’t know who you are, what you can do, who you can serve and how you can serve them, then you will fail.  

When I started my business, one of my mentors said “what are you selling” and my answer was “I’m selling me”. His answer floored me when he said “well then I’m not buying, because I don’t know you and I only buy ideas”. Three weeks later, I came back with the idea of Beloved Brands, and how I would help leaders find more love for their brand, because I can clearly lay out the path from how loved a brand is to how powerful it is and from that power it can make more money. A simple equation:  Love = Power = Profit. While no one wants to buy Graham Robertson, every business leader wants a pathway to making more money.

Most successful brands in history started off as a product that solves a rational problem in the consumers’ life. It’s very likely that the entrepreneur sold the product directly to customers. Over time, they created a logo, narrowed down on a promise based on what was working, they executed better than the competition and gravitated towards creating some type of experience. After a while, the consumer took all this marketing stuff and determined the Idea of the brand. The second generation of the entrepreneur had to do market research to figure out what came naturally to the entrepreneur. And when they figured it out, they realized as the brand become more loved along the way, the brand become an idea that fulfills consumers’ emotional needs.

Slide1

To me, a beloved brand is an idea that’s worth Loving. As a brand generates more love, it gains a positional power versus market forces. It can leverage that power to drive higher rates of growth and higher profits.

But that’s the history of brands. So why not learn from history, and instead of slowly evolving towards an idea, why not just start there and own the evolution, and matching up that logo, promise, execution and experience to the idea.

Get to the idea faster. And you’ll be able to sell that idea with your product.  So, what’s your idea?

Be Strategic

Strategic Thinkers see “what if” questions before they see solutions.  They map out a range of decision trees that intersect and connect by imagining how events will play out.  They reflect and plan before they act. They are thinkers and planners who can see connections.  Slide1Non Strategic Thinkers see answers before questions. They get to answers quickly, and will get frustrated in delays. They opt for action over thinking, believing that doing something is better than doing nothing. They are impulsive and doers who see tasks. They can be frustrated by strategic thinkers.

My challenge to all entrepreneurs is while it’s tempting to push hard, you have to stay strategic. Don’t get into the situation where your feet are moving faster than your brain.

Start Up the Right Way

When you decide to go out on your own, you might be starting with some random product you came up with. But now you need a vision of where you want to go. As Yogi Berra said “if you don’t know where you’re going, you might not get there”.

Why are you doing this? Push yourself to start with what’s in you:  The most successful brands start with a purpose driven vision (why) and match the strategies (how) and the execution (what) to the vision.

What does success look like? Think of your Vision as an end in mind Achievement towards your purpose. What do you want the brand to become? Think 10 years out: if you became this one thing, you would know that you are successful. Ideally it is Qualitative (yet grounded in something) and quantitative (measurable)  It should be motivating and enticing to get people focused. It should be personal and speak to why you get up in the morning—why you got into this business.

I always like to say “if you woke up on January 1st, 2025 and things on your brand were going well, tell me the 3-5 things that you’d quickly point to as part of that success”. It’s a big huge goal.

Focus! Focus! Focus! Focus!

Yes, I’m empathetic to the entrepreneur who is facing zero revenues and sees that “revenue temptation” in front of them.  It’s ok to go for it, but quickly get back on track. Think of it like a quick detour or hobby. But you have to stay focused.

A good entrepreneur knows who they are selling to, what they are selling, how to sell it and what activities are the best choices. And they don’t deviate.

There are four areas you need to focus:

  • Pick a focused Target Market: While it’s tempting to sell to everyone.  Focus your resources on those most likely to buy. Realizing not everyone can like you is the first step to focus on those that can love you.
  • Pick a focused Brand Positioning: Start with the target market you just picked, and assess their need states to see where you can best match up. Beloved Brands are either better, different or cheaper. Or they are not around for much longer.
  • Pick a Focused Strategy: Brands need to understand where they sit before picking strategies. Evaluate the health of your brand using the Brand Funnel to understand where you are strong and should keep pushing or where you have a weakness (a Leak) that you need to close.
  • Focused Activities: While everyone talks ROI, I talk ROE as well. Return on Effort forces you to prioritize all your activities.

Stay aligned to your plan, and don’t be tempted away from your focus.  When you focus, five things happen.

  1. Better ROI: With all the resources against one strategy, one target, one message, you’ll be find out if the strategy you’ve chose is able to actually move consumers drive sales or other key performance indicators.
  2. Better ROE: Make the most out of your people resources.
  3. Strong Reputation: When you only do one thing, you naturally start to become associated with that one thing—externally and even internally. And, eventually you become very good at that one thing.
  4. More Competitive: As your reputation grows, you begin to own that on thing and your are able to better defend the positioning territory
  5. Bigger and Better P&L: As the focused effort drives results, it opens up the P&L with higher sales and profits. And that means more resources will be put to the effort to drive even higher growth.

At Beloved Brands, we run a one day workshop called “Start Up and Start Right”. It allows you to gain your focus, which makes it easier to articulate your brand’s idea, whether using that to selling your idea into customers or gaining investors to back your idea. Both customers and investors see thousands of ideas every year. Just like “The Shark Tank” and “Dragon’s Den”, they need to see an idea, they need to see someone who is well-organized behind a plan that will be successful. Not many will succeed if they are sloppy and all over the place. They buy the idea!  As a fellow entrepreneur, I know what you’re facing and would love to help get you started in the right direction.  

So, let’s get started!

 

To read more on How to Write a Brand Plan, read the presentation below:

Positioning 2016.081

At Beloved Brands, we love to see Brand Leaders reach their full potential.  Here are the most popular article “How to” articles.  We can offer specific training programs dedicated to each topic.  Click on any of these most read articles:

How Brand Leaders can get great Advertising: the ABC’s of Good Copy

Posted on Posted in Beloved Brands Explained

BBI Learning LogoMaking great advertising is very hard.  Good marketers make it look simple, but they have good solid training and likely some good solid experience.  As Brand Leaders sit in the room, looking at new advertising ideas, most are ill-prepared as to how to judge what makes good advertising and what makes bad.  It’s a myth that great marketing is learned strictly “on the job”.  I also say “you are likely to screw up your first five ads”.  ANd if you do one a year, that’s 5 years of advertising.  So, how well prepared are you?  An ill prepared Brand Leader will more than likely deliver a poor ad.  There are fundamentals to help ensure that your instincts are the right instincts.  How many hours of training have you had on giving direction to a creative team?   How many times did you role-play giving feedback to the agency?  How good was the coaching you received on your feedback?  Not only do you need the fundamentals through solid training, but you likely need someone coaching you through a role-playing exercise.

How will you show up?  Are you ready?  Or will you just be another brilliant Brand Leader who can’t seem to make a great ad on their own brand?

Too many Brand Leaders sit there confused, brief in hand, but not sure whether they like it or not sure whether any of the scripts will do much for them.  The four questions you should be asking:

    • Will this ad attract Attention? (A)
    • Does this ad showcase the Brand? (B)
    • Are we Communicating our main benefit?  (C)
    • Will this ad stick in the minds of consumers? (S)

Slide1

The ABC’S of Advertising 

Here’s a potential tool you can take into the room that is very easy to follow along.  You want to make sure that your ad delivers on the ABC’S which means it attracts  Attention, it’s about the Brand, it Communicates the brand story and Sticks in the consumers mind.  

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

Buying media and putting something on air does not attract attention for your ad.  Why would consumers want to listen to what you have to say.  You have to EARN the consumers’ attention.  The best way to grab Attention is to take a risk and do something not done before. Here are the 5 ways to attract attention.

  1. Be Incongruent:  This is a great technique to get noticed is by being a bit off kilter or different from what they are watching.  A lot of brand leaders are afraid of this, because they feel it exposes them.  Avoid being like “wallpaper”   If you want a high score on “made the brand seem different”, it starts with acting different.   kitkat
  2. Resonate:  Connect with the consumer in the true way that they see themselves or their truth about how they interact with the brand.
  3. Entertain them:  Strike the consumers emotional cord, by making them laugh, make them cry, or make them tingle.  From the consumers view—they interact with media to be entertained—so entertain them.
  4. The Evolution of the Art of Being Different:  As much as Movies,  TV music continues to evolve, so do ads. As much as your art has to express your strategy, it needs to reflect the trends of society to capture their attention.  Albino fruit flies mate at twice the rate of normal fruit flies.  Be an albino fruit fly!!!
  5. Location Based:  Be where Your consumers are open and willing to listen.  The Media choice really does impact attention.  Make sure your creative makes the most of that media choice.  
Branding

There is an old advertising saying “half of all advertising is wasted, but we aren’t sure which half”.  Coincidently, the average brand link is 50%.  Our goal should always be to get higher.  The best Branding comes when you connect the Brand to the Climax of the ad.   It’s not about how much branding or how early the branding arrives.  

  1. Be Part of the Story:  in the spirit of big ideas, how do you tell a story, using your brand.  It’s not how much branding you use, but rather how closely connected the brand to the climax of your ad.
  2. Is it the Truth:  It sounds funny, but if there is a disconnect between what you say, and what you are….then the brand link won’t be there.  People will discard the ad.
  3. Own the Idea Area:  Be a bit different—make sure that what you do sets you apart from anyone else. 
  4. Repeat:  don’t be afraid of building your brand—and the simplest way to get branding is to repeat and repeat and repeat.
Communication

Communicating is about selling.  Keep in mind, communication is not what is said, but what is heard.  The best way to Communicate is through Story Telling that involves the brand.  The modern-day world of the internet allows richness in story telling.  

  1. Start a Dialogue:  If you can do a good job in connecting with the consumer, the branding idea can be a catalyst that enables you to converse with your consumer.
  2. What are you Selling?  You have to keep it simple—you only have 29 seconds to sell the truth.  Focus on one message…keep asking yourself “what are we selling”.drill
  3. Powerful Expression:  try to find one key visual that can express what you are selling.  This visual can be leveraged throughout
  4. Find Your “More Cheese”:  Many times its so obvious what people want, but we just can’t see it or articulate it. 
  5. Sell the Solution—not the Problem:  Brands get so wrapped up in demonstrating the problem, when really it is the solution that consumers want to buy. 
Stickiness

We all want our ads to stick.  You need to adopt a mindset of “will this idea last for 5 years”.  The Best way to Stick is to have an idea that is big enough.  You should sit there and say is this a big idea or just an ad?

  1. Dominant Characteristic:  things that are memorable have something that dominates your mind (e.g.:  the red-head kid)
  2. How Big Is the Idea?  Its proven that a gold-fish will get bigger with a bigger bowl.  The same for ideas.
  3. Telling Stories:   While visuals are key to communicating, in the end people remember stories—that’s how we are brought up—with ideas and morals that are designed to stick. 
  4. Always Add A Penny:  With each execution, you have a chance to add something to the branding idea.  Avoid duplicating what you’ve done…and try to stretch as much as you can. 
  5. Know Your Assets:  There has to be something in your ad that sticks.  Know what that is and then use it, in new executions or in other parts of the marketing mix.

Slide1

If you don’t love the work, how do you expect your consumer to love your Brand

 

To see a training presentation on Get Better Advertising: 

If you are in the mood to see stories on great advertising, here’s a few other stories:

 

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  We believe the thinking that got you here, will not get you where you want to go.  grOur President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham@beloved-brands.com

 

At Beloved Brands, we love to see Brand Leaders reach their full potential.  Here are the most popular article “How to” articles.  We can offer specific training programs dedicated to each topic.  Click on any of these most read articles:

Ask Beloved Brands to help you with your advertising or ask how we can help train you to be a better brand leader.

What gets in the way of you loving the work you do?

Posted on Posted in Beloved Brands Explained

love workWhen I was a Brand Manager and my son was in kindergarten at the time, I once said that our lives were very similar.  We make stuff that we want to put on our fridge.  It stuck with me because I started to look at work and wonder if it was “fridge worthy”? Would I be proud enough of this to put it up on the fridge at home. In other words, did I love it?

I’ve always stressed to my team “you have to love what you do, that has to be the benchmark on whether we approve things–do you love it?” And one day, one of fridge artmy Group Marketing Directors said to me “Loving it seems a bit unrealistic, why do we have to love it?  Why not just like it”.  Great question. I suppose not all marketers think this way, and I’m fine with that.  If you think I’m crazy, that’s fine. Stop reading. I just wish I competed with you.  

If you love it, you’ll fight for it. You’ll believe in it so much, you’ll fight all the way to the top of your organization to make it happen. You’ll work harder for it. The work will inspire you and give you energy. You’ll stay up till 3am working on it. You will want to make sure it’s perfect, knowing details matter. You will inspire everyone working on the project to share your vision. If you love what you do, the consumer will know. Think of the most beloved brands, whether it is Disney, Starbucks, Apple or Ferrari and look how much energy the people working there put into the brand. In fact, show me a brand where people working there settle for good and I will show you an OK brand that struggles for its existence.  

images

The more connectivity you have with your consumer, the more power your brand has. And with that power, comes faster growth and deeper profits.  Your relationship between your brand and your consumer has to be treated like a real relationship. As Oscar Wilde said “never love anyone who treats you like you are ordinary”.  In a brand sense, “if you don’t love the work you do, then how do you expect the consumer to love your brand”.

The answer for that Director of mine:  “If you love your work, they will love you back.” 

Slide1

What gets in your way of Loving it?
  1. Not enough Time: Oddly time forces most people to make quick approvals of things and opt for next time.not-ok My first recommendation is to build in longer time cycles so you can have room in the schedule to keep pushing for work you love. But my second recommendation is to use the pressure of time to put pressure on everyone on your team. Rather than approving work you think is OK, next time, just stare at everyone and say “yes but I just don’t love it.  And I need to love it” and see if you can inspire the team to push even harder, even in the face of a deadline. I’ve always looked at deadlines as my ally and use it to my advantage to get what I want.  Not to cave and settle for OK.  
  2. Risk vs Fear: The best of marketing ideas have risk to them. If you eliminate all risk, then you also eliminate any big wins. good-vs-differentA great idea should scare you a little, but excite you a lot. Given, we see 6,000 brand messages a day, you have to find a way to stand out. To be a great brand, you must be better, different or cheaper–and that different shows up in the work that you do. Looking at the grid beside us, the obvious answer is “Good and Different”. When you are not different, it just falls flat, consumers don’t connect and they end up feeling blah about the brand.  Push yourself to find a difference not in your brand’s positioning but in the brands execution. Take a chance, even if it feels risky. The middle of the road might feel safe, but it also where you find dead animals run over in the night.  A great story is the lesson Steve Jobs and the color “Beige”.  When Jobs was launching the original Mac back in the late 1970s, he wanted to make sure the color was different.  The plastic mould company presented him with 2,200 variations of beige until he picked one. While the behavior of Jobs were obsessive, his virtues show up in his work. Would Apple be Apple if he didn’t push.  
  3. Do you care enough?  If you don’t care, you should give up your desk to someone who does. I know it sounds harsh. But the role of Brand Leader is very difficult. You are competing in a finite market, with very talented people at the competition who seem to care about beating you every day. If you only sort of care, then is this really the job for you?  Push yourself, find ways to inspire yourself.  
  4. Are you able to motivate partners? As Brand Leaders, we never really make anything. We think we only have one weapon which is that of decision-making. I’ve heard some Brand Leaders say, I can really only say “yes” or I can say “no” to the work that comes to my desk. That’s so not true. Your primary role is to motivate everyone who touches your brand. Not just those you directly deal with (Your team, account people at the agency or your sales people) but those who you don’t directly deal with. If someone talks about your brand at the kitchen table, then they are part of the Brand team. That means sound editors, producers or actors. As a leader if you want to motivate everyone, then make it personal. Deal with everyone on a face to face basis. Once the brief is approved, how many of you are saying, I want to take the Creative Team to lunch just to get to know them?  When you walk into an edit studio, shake hands with the sound editor and stand near them. Because in this meeting, you might need them on your side. When you go to the shoot, talk to the actors directly. Make it personal. Let everyone know what you’re trying to do, how important it is to you, and how happy you are to have them on your team. That’s inspiring.  Most Brand Leaders only work on one major campaign per year.  But everyone on your team likely works on 40 or 60 or even 80.  What are you doing to make sure that your work is the one they love the most this year?  Just like our hurdle above asking you the brand leader “do you love it”, then how do you make sure everyone who touches your work shares in your love. Leadership should be called Follower-ship because it’s not about being out front, but rather when you turn around “are people following you?”   
  5. Strategy versus Execution. Execution in marketing is all about the Brand Leader’s balance between control and freedom.  What I find odd is that most Brand Leaders give too much freedom where they should be exhibiting control and tries to exhibit too much control where they should be giving freedom. Brand Leaders should control the Strategy, giving very little wiggle room.  And yet Brand Leaders write such broad-based strategies with a broad target, many benefits, and a long list of “just in case” reasons to believe. It’s almost as though they figure, I’ll write so many things it will give the agency options. That just means you gave up control of your strategy. You want a tight strategy, with very little wiggle. On the other hand, Brand Leaders exhibit control over the execution.  “We don’t want humor, we’d like to use a popular song, we don’t like the color red and we want to make sure it doesn’t offend anyone”.  The list of mandatories on the brief is long.  My recommendation is that if you write a very tight strategy, you should be willing to give freedom to the execution.  
The Brand Love Curve

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

 As a Leader, you will find that if you have passion, people will follow. It’s inspiring and it’s contagious.  Challenge yourself to set a new bench mark to love what you do. Reject OK because OK is the enemy of greatness.     

Another article you might enjoy is to see how Love for your brand can translate into more power for your brand and in turn more profits.  Click on: Love = Power = Profit

Love what you do.  Live why you do it.  

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  We believe the thinking that got you here, will not get you where you want to go.  grOur President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham@beloved-brands.com 

 

At Beloved Brands, we love to see Brand Leaders reach their full potential.  Here are the most popular article “How to” articles.  We can offer specific training programs dedicated to each topic.  Click on any of these most read articles:

Ask Beloved Brands to more love for your brand or ask how we can help train you to be a better brand leader.

8 simple ways to be a better Brand Leader

Posted on Posted in How to Guide for Marketers

As we push to be great Brand Leaders, here are 8 ways to push yourself to be better. This is from the 20 years of hiring, training, encouraging and even firing Brand Leaders.  Here are 8 things that separate amazing from OK.

A great Brand Leader takes ownership of the brand.  I’ve seen many Brand Leaders struggle with the transition from being a helper to being the owner.  As you move into the job, you have to get away from the idea of having someone hand you a project list.  Not only do you have to make the project list, you have to come  up with the strategies from which the projects fall out of.  A good owner talks in ideas in a telling sense, rather then an asking sense.  It’s great to be asking questions as feelers, but realize that most are going to be looking to you for the answers.  They’ll be recommending you’ll be deciding.  When managing upwards be careful of asking questions—try to stick to solutions.  “I think we should build a big bridge” instead of “any ideas for how we can get over the water”.  You just gave up your ownership.  I’d rather have you tell me what you want to do, and we debate from there, rather then you ask me what we should do.  I’ll be better able to judge your logic, your passion and your vision. 

A great Brand Leader provides the vision & strategies to drive results. Vision is sometimes a hard thing to articulate. It’s sometimes easy to see times when there is a lack of vision.  You have to let everyone know where you want to go.  The strategy that matches becomes the road map for how to get there.  As the brand owner, you become the steward of the vision and strategy.  Everything that is off strategy has to be rejected and your role is to find ways to steer them back on track.  It’s easy to get side-tracked by exciting programs or cool ideas, but if they are off-strategy then they have to be rejected.  The communication of strategy is a key skill.  Learn to talk in strategic stories that can frame your direction.  Learn to think in terms of pillars—which forces your hand around 3 different areas to help achieve your strategy.  Having pillars constantly grounds you back in your strategy, and is an easy way for communicating with the various functions—they may only have 1 strategic pillar that matters to them personally, but seeing the other parts makes them feel as though their work is worth it.

A great Brand Leader gets what they need.   The organization is filled with groups, layers, external agencies, with everyone carrying a different set of goals and motivations.  Working the system entails taking what you have learned about ownership one step further.  You understand the organizational components, and then you go get what you need.  Again communication becomes key—you can’t let missed communications cause angst or concerns.  Also, its crucial that you get the best from everyone.  I have found it useful upfront to ask people for their best.  It’s a strange step, but I have found it useful.   If you really have someone that’s good, you know they’ll respond to this.  The good news is that only 0.1% of people ask them, so it’s not like they’ve heard it that many times. 

A great Brand Leader can handle pressure.  There are Four Types of Pressure that Brand Leaders Face

  1. Ambiguity is one of the hardest.  This is where patience and composure come into play as you sort through the issues.  The consequences of not remaining composed is likely a bad decision. 
  2. If the Results don’t come in, it can be frustrating.  Reach for your logic as you re-group.  Force yourself to course correct, rather then continuing to repeat and repeat and repeat.  
  3. Relationships.  Be pro-active in making the first move.  Try to figure out what motivates as well as what annoys them.   Most times, the common ground is not that far away. 
  4. Time Pressure.  It’s similar to the ambiguity.  Be organized, disciplined and work the system so it doesn’t get in your way.   Be calm, so you continue to make the right decisions. 

A great Brand Leader can Hold your team to a Consistently high standard of work:  Rather than being the leader by example, I’d rather see you establish a standard and hold everyone and yourself to that standard.  .  For a new Brand Leader, this is one of the harder areas—how to balance the freedom you give with the standard you demand.    You need to organize the team and build in processes in a way that produces consistent output, your team hits all deadlines, stays focused and keeps things moving.  But it can also show up in the quality of brand plans, execution and interactions with everyone specifically sales.  Be the control point of the team, and not let slips, errors or delays show beyond the team.  Delegate so you motivate your stars, but never abdicate ownership of how your team shows up.

A great Brand Leader is an outstanding leader of people by leveraging Consistent People Leadership and Management.   Newly appointed Brand Leaders have taken on more leadership roles.  You have to let your team breathe and grow.   There are likely future super stars within the ranks.   We know you can write a brand plan, roll out a promotion super fast and make snap decisions on creative.  But can you inspire your team to do the same?  Junior marketers have high ambitions–constantly wanting praise, but equally seeking out advice for how to get better.  Brand Managers are still learning to be brand owners, many times younger than they should be.  It becomes the director’s role to manage the talent–giving equal praise and challenges for how to get better.  A great  Brand Leader should be meeting quarterly with each team member one on one to take them through a quarterly performance review.   Waiting for year-end is just not enough.  Be passionate about people’s careers–anything less they’ll see it as merely a duty you are fulfilling.  

A Great Brand Leader shows up Consistently to the Sales Team:   As a Brand Leader, you have to be seen as one who is willing to listen.  Great sales people challenge marketers to make sure their account wins.   I’ve seen many sales teams destroy the Brand Leader because they don’t listen, and they stubbornly put forward their plan without sales input.   Great Brand Leaders should informally meet with all key senior sales people on a quarterly basis, to get to know them and let them know you are listening to their problems.  With this forum, you’ll get more of the bubbling up of problems–not just waiting for problems to explode.   If a sales people feel they’ve been heard, they are more apt to follow the directors vision and direction.   Many times, the debate can be healthy and help the sales people frame the story they need to tell with their accounts.  Be the one Brand Leader that consistently reaches out and listens.  They’ll be in shock, and stand behind your business.

A Great Brand Leader Delivers Consistent Results:  A great Brand Leader hits the numbers and yet when they don’t hit them, they are the first to own it and put forward a recovery plan before being asked.  They have an entrepreneurial spirit of ownership, rather than just being a corporate pencil pusher.   Proactive communication upwards and with your own team.  Reach out for help across the organization.  Know your business and let everyone know what you know.  Be the leader that makes everything perfectly transparent–everyone will follow you.

You might also enjoy this article

Eight Leader Behaviors to Be Great Brand Leader

Challenge Yourself: If you knew that showing up different would drive better Brand results, then could you show up different?

Here’s a presentation on Successful Marketing Careers:  

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

 

Other Stories You Might Like
  1. How to Write a Monthly Report: One of the first tasks they assign the ABM is writing the monthly sales and share report.  Not only is a necessity of the business, but it’s your best training ground for doing a deep dive on analytics and strategic writing.   To read how to write a Monthly Report, click on this hyperlink:  How to Write a Monthly Report
  2. 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 hyperlink:  How to Write an Effective Brand Positioning Statement
  3. Turning Brand Love into Power and Profits:  The positioning statement sets up the promise that kick starts the connection between the brand and consumer.  There are four other factors that connect:  brand strategy, communication, innovation and experience.   The connectivity is a source of power that can be leveraged into deeper profitability.  To read more click on the hyper link:  Love = Power = Profits 

I run the Brand Leader Learning Center,  with programs on a variety of topics that are all designed to make better Brand Leaders.  To read more on how the Learning Center can help you as a Brand Leader click here:   Brand Leadership Learning Center

To reach out directly, email me at graham@beloved-brands.com

About Graham Robertson: The reason why I started Beloved Brands Inc. is to help brands realize their full potential value by generating more love for the brand.   I only do two things:  1) Make Brands Better or 2) Make Brand Leaders Better.  I have a reputation as someone who can find growth where others can’t, whether that’s on a turnaround, re-positioning, new launch or a sustaining high growth.  And I love to make Brand Leaders better by sharing my knowledge.  Im a marketer at heart, who loves everything about brands.  My background includes 20 years of CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke.  My promise to you is that I will get your brand and your team in a better position for future growth. Add me on LinkedIn at http://www.linkedin.com/in/grahamrobertson1 so we can stay connected.

How to go deeper on the analysis of your Brand

Posted on Posted in How to Guide for Marketers

 

Too many times, marketers come to conclusions based on pure instincts and put them forward to their management team and the set of peers who might agree or disagree. The problem with instincts is that because it’s really just an opinion, with nothing to substantiate it. And even if you are right, you’ll have a hard time convincing others, so anyone with a counter view, retains their own opinion and the team remains divided. Even if they go along with it, they remain a quiet dissenter just waiting for it to fail and waiting to say “I told you so”.

When you don’t go deep on your thinking, I call it surface thinking.  I equate “surface thinking” to “surface cleaning”.  When your mother is coming over to visit in half an hour, you “surface clean” by quickly take everything and jam into the drawers or closets where she won’t be able to see.  You never really clean up. The same thing holds with “surface thinking”. Yes, you think, but it stays at the opinion level. You don’t dig in to the data, you don’t listen to others or go do the necessary research to back up your opinion. You never really go deep enough to uncover the deep rich insightful conclusions. And everyone knows it. 

Opinions are great.  Every leader should have one and be able to articulate their views. But it’s best when you can layer it in fact.  One good rule for communicating your opinion is something I learned in my first year Logic class: Premise, Premise, Conclusion. Try it out, next time you’re engaged in debate. Just make sure the premise is backed by fact.      

So what happens when you just do “surface thinking”:

  1. The programs bomb, and because you don’t know what elements of the program really failed, you throw out the entire program—the strategy was wrong, the tactics didn’t do what you hoped, the goals weren’t set up right and even the agency did a bad job. You throw it all out, and might even fire the agency.
  2. There’s management doubt from your boss and your peers. They can clearly see you don’t go deep, so they remain unconvinced or even confused. They might confront you with their own opinion, but then we just end up with two talking heads that refuse to go deep. But, to protect themselves against a strategy they aren’t quite sure of, they subconsciously short-change you on investment or even on support from their team. 
  3. When you just operate at the surface level, when you’re debating a topic, instead of the team going deep and seeking out real and rich facts to support one side or the other, the conversation moves sideways instead of deep.  What you’ll notice is you’ll be talking about distribution at the surface level, and because no one in the room wants to  go deep, they say “well what about the new cheery flavor, I took it home and my wife didn’t like it, are we sure it’s going to work” or “this new golf shirt for the sales meeting is very cool, I want one of these puppies”. The leadership team spins, round and round, never diving deep enough to solve the issues, just casually moves on to new issues. This is how bad decisions or no decisions get made. 

How to go deeper

The best way go deep on your analysis, ask “so what does that mean” at least five times and watch the information gets richer and deeper. 

Slide1

 

Looking at the Gray’s Cookie example above, intuitively, it makes sense that going after Health Food Stores could be one option put on the table. But to say you need to be better, without digging in remains an unsubstantiated opinion. As you dig deeper, you see that going after Health Food stores, who are highly independent is labor intensive and the payback is just not there. Yes, you’re way under-developed.  But it’s more expensive than other options. When you bring the option of going after mass into the mix, which is head office driven, you start to see a higher return on the investment. This is just a fictional example, but look how the thinking gets richer at each stage. Force yourself to keep asking “so what does this mean” or “why” pushing the analysis harder and harder. 

Thinking time questions that will help you go deeper

The first analysis is “What do we know?” with 5 key questions to help you sort through your analysis:

  1. What do we know? This should be fact based and you know it for sure.
  2. What do we assume? Your educated/knowledge based conclusion that helps us bridge between fact, and speculation.
  3. What we think? Based on facts, and assumptions, you should be able to say what we think will happen.
  4. What do we need to find out? There may be unknowns still.
  5. What are we going to do? It’s the action that comes out of this thinking.

It forces you to start grouping your learning, forces you to start drawing conclusions and it enables your reader to separate fact (the back ground information) from opinion (where you are trying to take them)

The second type of analysis is “Where are we?” with 5 key questions to help you sort through your analysis:

  1. Where are we?
  2. Why are we  here? 
  3. Where could we be?
  4. How can we get there?
  5. What do we need to do to get there?

These questions help frame your thinking as you go into a Brand Plan.  The first question helps the analysis, the second with the key issues, the third frames the vision and objectives, the fourth gets into strategy and tactics and the fifth gets into the execution. My challenge to you: update it every 3-6 months, or every time you do something major. You’ll be surprised that doing something can actually impact “where are we?” on the analysis.  

The deeper the thinking, the smarter the leader

 

 

To read more on how to Create a Beloved Brand

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands

Positioning 2016.112

 

12 thought starter quotes to challenge and inspire Brand Leaders

Posted on Posted in Beloved Brands Explained

Here are some thought starters that I hope one of them gets you to think about your role as a Brand Leader just a little bit differently.

 

“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”

 

“When picking a target market, focus all of your limited resources against trying to matter the most, to those who really care”

 

“Half way between the exactness of Science and the unknown of Art lies the power of an IDEA that can bring them together”

 

“Everyone wants to be an out-of-the-box thinker. How about being an in-the-box thinker, where the box is your strategy”

 

“The most Beloved Brands are either different, better or cheaper. Or else, not around for very long”

 

“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 5 times “so what do i get?” and then ask another 5 times “so how does that make me feel?”

 

“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 the current list of 123 things you’re trying to do”

 

“The better the people, the better the work, the better the business results. Are you doing enough to make your people better?”

 

“Ask “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?”

 

“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.”

 

“Smart Media Plans start with understanding where the customer is, not where the media is”

 

“Most marketers will tell you that branding is about positioning and communication.  But positioning is actually just a means to driving growth and making money”

Challenge yourself to get better every day.  

 

To read more about Beloved Brands and how to turn love into more power and profits:

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands

Positioning 2016.112