Boring people make boring brands that die

Posted on Posted in Beloved Brands Explained

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

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

Brand Love is the new currency.

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

Consumers love Ideas. They like products.

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

Consumers love brands who love them

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

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

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

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

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

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

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

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

We make Brands stronger.

We make Brand Leaders smarter.™

We offer brand coaching, where we promise to make your brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your brand’s full potential.BBI ads for 2015.003

For our brand leader training, we promise to make your team of brand leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

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

Posted on Posted in Beloved Brands in the Market

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

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

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

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

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

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

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

We make Brands stronger.

We make Brand Leaders smarter.™

We offer brand coaching, where we promise to make your brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your brand’s full potential.

BBI ads for 2015.003

For our brand leader training, we promise to make your team of brand leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911New 2015 Bio .001

The 7 essential elements for good strategic thinking

Posted on Posted in How to Guide for Marketers

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

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

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

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

The 7 essential elements of good strategic thinking

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

The Power of Focus

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

strat thinking.002Focus makes you matter most to those who care the most. Don’t blindly target consumers:  target the most motivated. Focusing your limited resources on those consumers with the highest motivation and  propensity to buy what you are selling will deliver the highest return on investment. In a competitive category, no one brand can do it all: brands must be better, different or cheaper to survive. Giving the consumer too many messages will confuse them as to what makes your brand unique. Trying to be everything to everyone is the recipe for being nothing. Return on Effort (ROE) is a great tool for focusing your activity.  Doing a laundry list of activity spreads your resources so thin that everything you do is “ok” and nothing is “great”. And in a crowded and fast economy, “ok” never breaks through enough to get the early win and find that tipping point to open up the gateway to even bigger success. strat thinking.001

When you focus, 5 things happen:

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

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

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

We make Brands stronger.

We make Brand Leaders smarter.™

We offer brand coaching, where we promise to make your brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your brand’s full potential.

BBI ads for 2015.003

For our brand leader training, we promise to make your team of brand leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 3911

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

Posted on Posted in How to Guide for Marketers

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

How to win in a Red Ocean world

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

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

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

Competitive Warfare

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

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

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

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

The leader uses defensive strategies

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

The challenger brand uses offensive strategies

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

The flanker brand stays clear of any battles

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

Guerrilla warfare wins where no one notices or cares

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

Marketing Warfare Rules for Success

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

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

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

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

We make Brands better.

We make Brand Leaders better.™

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

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

Posted on Posted in Beloved Brands Explained

Figure out how tightly connected your brand is with your consumer

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

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

 

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

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

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

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

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

 

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

Indicators that your brand is at the Like It stage

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

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

How to get to the Love It stage

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

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

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

 

creating beloved brands 2015x Extract 9.001

 

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

 

Does being loved matter?

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

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

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

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

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

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

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

 

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

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

We make Brands stronger.

We make Brand Leaders smarter.™

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

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What is “Blowfish” marketing?

Posted on Posted in How to Guide for Marketers

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

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

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

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

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

Where Your Focus Shows Up

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

Why should you focus?

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

When You Focus, Four Things Happen

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

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

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

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

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

We make Brands better.

We make Brand Leaders better.™

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

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Brand Management is under attack and I’m getting tired of it

Posted on Posted in How to Guide for Marketers

I always wanted to work in Brand Management. I was lucky to have a great career. 

Slide1On my application for business school over 20 years ago, I outlined my dreams for a career in Brand Management. I was lucky to have fulfilled a career in brand management, going from Assistant Brand Manager all the way up to VP Marketing–leading some the most beloved brands in the world at companies like Johnson and Johnson, General Mills and Coke. Back then, Brand Management was the be-all-and-end-all job every marketer wanted. And it still should be. But lately, there are a lot of strange things happening to brand management the past decade. Companies are re-structuring their marketing teams around do-er type roles, rather than ownership roles. Brand Management is supposed to be about ownership. Those outside of the profession who have no experience in brand management (consultants, strategists, agencies) keep telling those in the brand management profession how it should be done. I find myself in a rare position when I now look at my new peer group of Brand Coaches and rarely do I see people with brand management experience. I’m getting tired of people trashing brand management, especially when they’ve never worked in the profession. 

I keep hearing that brand and marketing are NOT the same thing. And that’s just plain wrong.

Be careful of people who say this. They’ve probably never run a brand before. They are likely “brand strategists” who just want to work on the strategy and nothing else. They are intellects with big words that don’t want to get their hands dirty actually running the business. They are trying to diminish “marketing” as just activities. I’ve even heard one guy slow down on the word “marrrr-ket-ing” as though it was for simpletons, and that brand strategy is far more than “just activities”. If you haven’t done the job, stop telling those in the job how to do it. Who really cares what we call it. In fact, separating brand strategy and marketing does more harm than good. 

Stop debating words: Brand Management is about running everything on your branded business.

Brand Management leads the strategic brand planning process.  You have to create a 5-year brand strategy road map that lays out the brand vision, purpose, brand big idea, strategic pillars for everyone to follow and then the 1-year brand plan that focuses everyone on brand vision, purpose, goals, strategies and tactics. Here’s more information on writing a brand plan for your business: How to write a brand plan Strategy is not just about blue sky ideas, but real choices that you have to make that focus your brand, deciding where you will play, how you will win and how you will allocate your limited resources to win in the market. 

Brand Management allocates the resources–people, partners, financials and time. Brand management is responsible for delivering the profit to the organization, managing the P&L statement with responsibility for revenue, margins, spending. Slide1There are 8 specific areas that brand management can impact profits: pricing levels, trading the consumer up or down, product costs, marketing costs, stealing other users, getting current users to use more, entering new categories and creating new uses for your brand. Next time a brand strategist approaches you about strategy, show them your P&L and ask them how they’ll drive more profit for your brand. If you can’t run a P&L statement, you shouldn’t be in brand management. Here’s more on how to manage the profitability of your brand: 8 ways to drive profit 

Brand Management creates and owns the brand positioning that serves to build your brand’s reputation in the minds and hearts of your consumers. Positioning is not just the stuff you put in the creative brief for the latest advertising campaign. It’s an idea that big enough to drive every part of the brand and everyone in the organization–including every outside agency, new product development, operations and retail execution teams. The idea should be the foundation and internal beacon for the culture of the brand. Doing the work on brand positioning forces you to make focused choices against who you will target, what is the main benefit you will stand behind, what reason to believe makes the most sense and get the consumers to think, feel or act differently about your brand so that you can manage your brand’s reputation. To read more on creating a brand positioning, click on this link: How to write a brand positioning statementbig idea map new.001

Brand Management runs the day-to-day operations of the brand and makes the final decision on everything connected to that brand. Delegate but never abdicate. When you are working well, you never do anything but decide. You should be able to delegate everything to your team of experts. Control the strategy and give freedom on execution. The role of brand management is to say “yes”, “no” or “make it better” on every possible decision on the brand, but never say “let’s do it this way”. Be leery of strategists or agencies who tell you that they can own your brand strategy for you. But be equally leery of those experts who ask how you want to execute. You’re a generalist, not an expert. When you master the art of asking challenging questions of your team, you will realize that not doing anything actually gives you full power. Give your team your problems but never give them your solutions.

New organization structures are diminishing marketing. In the branded house type organizations, the CMO should have a seat at the board. First, I’m getting tired of hearing that the CEO runs the brand. That’s like saying the CEO is running the new SAP implementation in the IT department.  The CEO should be too busy to “run the brand” and is likely paying the CMO a lot of money, so they should earn their keep.  To me, this type of statement is usually said by consultants that don’t want to go below the C-Suite. Second, I’m also seeing separate departments for brand, marketing and product management.  Brand does high level equity stuff (advertising, website, logo, sponsorship),  marketing does launches, quarterly promotional pushes and retail marketing while product runs the innovation pipeline, product claims and runs the P&L. With 3 separate groups all operating independently, there ends up a lack of alignment, constant abdication of responsibility and an inconsistency in the delivery of the brand promise. Slide1

Brand Management is a leadership role where you find the future leaders or your organization. In most marketing driven companies, the layers above you starting at the CEO likely all came from brand management.  Brand Management at it’s best is a bottom up leadership approach where the brand manager is the most important role in the organization. The CMOs or Directors that merely act as senior-senior-senior brand managers are not doing their jobs in creating future leaders of the organization. I have always demanded that my Brand Managers act like owners and tell me what they wanted to do. The strong leaders thrived and the meek struggled. Brand Management has to have their finger on the pulse of the business, knowing the consumer trends and insights that are changing the dynamic of the brand, the channel shifting going on at the retail level, moves by competitors and what the hot buttons we can push for success. They know the business better than those above them. Let them tell you how to run the brand, don’t you tell them how. Let them come up with the creative solutions and new ideas to take the business to the next level. I’m also seeing the house of brands type organizations structuring their marketing teams around Consumer Brand Managers, Innovation Brand Managers and Trade Marketing Brand Managers. That really just means that the Director is the de facto Super-Duper Brand Manager. That may work in the day-to-day but it’s not serving to develop future generalists brand leaders who might come up through one of the 3 specific areas and completely lack enough experience in those other areas. 

Brand Management means running the business. It means leading, challenging, influencing, thinking, deciding and executing.

To read more about Brand Management, follow this Powerpoint presentation on running your career in brand management.

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

We make Brands better.
We make Brand Leaders better.™
We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 39112015x gmr bio.001

The real reason mobile advertising doesn’t work is that it is ANNOYING AS &#%$@

Posted on Posted in How to Guide for Marketers

I keep hearing how Brand Leaders should be spending more of their advertising dollars on Mobile Advertising. The argument goes like this: 25% of all media is now consumed on a smart phone yet only 5% of advertising dollars are spent on mobile. So based on that gap, “Brand Leaders need to get better at mobile.” That logic makes sense if you are media-centric, but if you are consumer-centric, it may not hold.

The main reason that mobile advertising is struggling is that consumers hate advertising on their cell phones. wifi-foundationAs a consumer, there’s nothing worse than looking something important up on your cell phone, having moderate reception and then some ad starts chugging on your phone….and chug chug chug..it takes 3 minutes to figure out where to click to get rid of the annoying ad. I’m not sure that I want my brand connected to such a negative experience for consumers. Yes, consumers can be annoyed by TV ads or outdoor billboards clutter the environment or plastering ads on a sports jersey can destroy spirit of the uniform. However, consumers view their cell phones as their personal space, wifi is considered a precious commodity and the limited space for mobile can sometimes make the ad more annoying than useful. Most times consumers using their phones might be quickly looking up sports scores, finding directions or phone numbers to call or they might be just escaping into social media options during their lunch hour. Rather than always interrupting that consumer, mobile advertisers should be figuring out how to be a positive part of that consumer experience. Rather than challenging Brand Leaders to be better at mobile, my challenge is for Mobile Advertisers to figure out more creative ways to deliver brand messages.

Our definition of Media includes “be where consumers are most willing to engage”

At Beloved Brands, we believe that media is an investment at touch points where consumers are most willing to engage in the story. Media should be used to create a bond with consumers, to establish your brand’s positioning, to learn about your consumers and to influence a change in your consumers behavior (think, act or feel) that leads to higher sales, share and profit. With social media, advertising has taken quite a few steps forward: more engagement, allows for two-way dialogue, empowers the consumer and has a degree of timeliness to match up to the consumers life. Unfortunately, mobile advertising has the potential to take a step back: annoying, interrupting and most of the mobile ads just feel like they are yelling at the consumer. Based on that high annoyance factor, mobile advertising currently fails when it comes to “willing to engage”. 

It’s safe to say that awareness by itself should never the end goal of media. In a crowded media world, an ad that is seen but with little engagement is almost a wasted investment. When I was running a marketing team, any plan that came to me saying “drive awareness” would be sent back for deeper thinking. It’s never enough. Media must balance efficiency and effectiveness with impact to create a change in the consumers’ behavior. Mobile must be shown to do more than drive basic awareness and find new creative ways to engage the consumers.

At Beloved Brands, we never recommend that you start with the media. While it’s tempting to get excited by the shiny new media toy of the month, we recommend that you always start with the consumer and then the brand strategy.

Where is your consumer?

I know I know. Everyone is so excited about all the new media tools and options that we tend to forget about the consumer. Last year I attended a huge show on Digital Media and after a day I kept saying “there seems to be something missing: THE CONSUMER”  It was actually shocking and annoying to me as a marketer that every speaker failed to talk about the consumer, the brands, the strategies. They just talked about their fixation on what these little media devices could do.

As brand leaders, we have to believe that everything must start and end with the consumer in mind. They are our only source of revenue that starts off every P&L statement. Never forget them. Our consumers have relationships with brands–ranging from a completely impersonal relationship all the way up to a favorite part of their day. How tightly connected your consumer is to your brand can impact both the brand strategy and media choices you’ll make. In the consumer’s mind, brands sit on a hypothetical Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved brand for life. 

Slide1

You can see how the buying system above might match up to where the consumer is on that Love Curve. The problem I have with many media options, is people at the INDIFFERENT stage think they need a Facebook page (which may not generate enough of a following) and some brands at the BELOVED stage still hammer away at the 30 second TV ad (with the same message the consumer has heard for the past 10 years). Use the buying system as a tool to find forces you to look at your brand through the eyes of your consumer, it will help identify where you have gaps as a brand and provide a pathway to move your consumers through the buying system and along the Brand Love Curve so that you can build a tighter connection with your consumer.Slide1

Mobile advertising appears a useful tool at driving basic awareness or triggering quick purchases. If my brand was at the INDIFFERENT or LIKE IT stage, I may add simple mobile messages to help re-enforce what I’m saying through other media options. However, mobile needs to improve if it wants to be a media tool that really connects with consumers. If my brand is LOVED or BELOVED, I’d fear using mobile and upset my consumer. I’d likely prefer social using social media vehicles that give consumers the choice and power to engage or not. 

What is your strategy?

My fear is that some modern marketers are becoming tacticians choosing activity over strategy. Sometimes, doing something feels better than making choices what to do and what not to do. To figure out your strategic options, we recommend that you go back to the Brand Love Curve (see below), so that you can start to understand HOW to move to the next stage. A brand at the INDIFFERENT stage needs to establish itself in the consumers mind, brands at the LIKE IT stage need to separate itself from the pack and create a following, brands at the LOVE IT stage need to tug at the heartstrings of those consumers who have shown some love in order to tighten the bond and finally those brands at the BELOVED stage need to find a way to continue the magic and activate the most loyal followers turning them into fans.

creating beloved brands 2015x.049

Here is a guideline for Brand Leaders to use in their plans with the 16 possible strategies to use. For instance at the Indifferent stage, you can use a mind shift, mind share, new news or a turnaround to establish your brand in the consumers mind.

creating beloved brands 2015x.050

Use this as a guideline to get you started on your plan and you may need to add specific flavoring to your situation. Out of these 16 potential brand strategies, mobile advertising might be best suited to highlight new news on a brand, trigger penetration or provide simple reasons to continue to love the brand. But mobile advertising might not offer enough messaging options to change perceptions and I’m not seeing mobile tools I’d want to use to target those who already love my brand. This may be where those managing Mobile Advertising alter their tools to better fit a broader range of strategy options for Brand Leaders to utilize.

Brand Leaders need to stay focused on the consumer and the strategy, not the media options. Any media choice has to fit the strategy, never choosing the media and coming up with a strategy that utilizes the media.

Mobile Advertisers need to get more creative to deliver brand messages that don’t annoy consumers

Below is our workshop on media. We don’t come at this as media experts, but rather as a brand leader who needs to make media decisions.

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

2015x gmr bio.001

The 5 magic moments needed to create a beloved brand

Posted on Posted in How to Guide for Marketers

When we think of the most beloved brands–Starbucks, Apple, Ferrari, Disney, Nike or Mercedes–it’s really hard to figure out the ONE part of the brand that really makes it great. For example on Apple, I have heard: “Apple has the best products” or “they have the best ads” or “it’s actually the experience”. At Beloved Brands, we believe you need 5 magic moments that a brand must deliver at an extremely high degree in order to become a beloved brand:

  1. Brand Promise
  2. Brand Story
  3. Innovation
  4. Purchase Moment
  5. Experience

5 things aligned to create love.001Brand Promise: Create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper. Try to use a brand positioning exercise to figure out your brand’s value proposition–we use a brand ladder (below) where we map out the target definition, product features, rational benefits and emotional benefits. To read more, click on this hyperlink: How to write a brand positioning statementSlide09

Brand Story: At Beloved Brands, we see Advertising as a tool for telling your brand story in a way that creates a bond with consumers, to establish your brand’s positioning and to drive change in your consumers behavior that leads to higher sales, share and profit. You should use your brand story to motivate consumers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers. Here’s a hyperlink to a story on helping you judge advertising: Judging Advertisingrole of adv.001

Innovation: Fundamentally sound product, staying at the forefront of trends and using technology to deliver on your brand promise. The trick with innovation is keeping the serendipity of an R&D team aligned, while pushing for a balance of blue ocean against straying within the perimeters of the brand strategy. New products have to meet consumer needs and many times creating a consumer need they didn’t even know they had. 

Purchase Moment: As consumers get near the purchase, there becomes this “moment of truth” when they have to make the final decision to buy. How we manage that, is we use a buying system to map out how consumers move through the purchase cycle and use channels, messaging, processes to make the final decision.buying system.001

Experience: Turn the usage of your product into an experience that becomes a ritual and favorite part of their day. One of the best brand experiences is Starbucks, providing consumers with more than just coffee, but rather an escape from daily grind a hectic life. At Starbucks, you find that little moment between home life and work life, a cool atmosphere indie music and leather chairs, a barista that knows your name and your drink, you can order in Italian and one of the best things they manage to indirectly achieve–no screaming little kids. starbucks experience.001

The brand becomes more powerful when everything is aligned under a “big idea” for your brand. In today’s crowded media world, consumers now see 6,000 brand messages every day. They have to quickly sort through those messages, rejecting most and only engaging in a few each day. It’s those brands who can communicate in a headline style idea will grab the consumers attention.big idea.001

Once you establish that big idea, you can align each of the 5 magic moments underneath that big idea. big idea map new.001Using the Big Idea map above, we can see the promise comes from the brand positioning, the brand story is told through advertising, the innovation is driven by R&D, the purchase moment is a combination of your sales team and your distribution strategy while the experience comes directly from how you manage the operations and culture of your organization. As you can start to see, everyone and every activity should be driven by the Big Idea. To show you how to use the Big Idea map, here’s the example using the Apple brand, showing how they align behind everything linked to the big idea of “simplicity”.creating beloved brands 2015x Extract 9.001

You should align and manage every part of your Organization around your Brand’s Big Idea

To read more about how to create a beloved brand, click on this presentation which is our workshop we lead around how to create a beloved brand: 

We make Brands better.
We make Brand Leaders better.™
We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 39112015x gmr bio.001

 

 

 

 

 

 

The 10 major moments in the Advertising process where Brand Leaders need to be at their best

Posted on Posted in How to Guide for Marketers

There is still great advertising out there, but there seems to be an increasing amount of bad advertising out there.

There has been a lot of change on the agency side with the shift to digital media exposing weakness in the traditional agencies and the propping up of “experts” who know the media but not necessarily the consumer or the brand strategy. There has also been change on the client side, as Brand Leaders have been forced to step in and do more, but with less experience or training. The growth of internal creative departments puts even more pressure on the them. Clearly, there is a growing frustration among Brand Leaders who need better work to help drive better results. When it comes to advertising, the role of the Brand Leader is to consistently get good advertising on the air, and consistently keep bad advertising off the air. But my challenge to Brand Leaders: if you knew that showing up better would produce better work, do you think you could show up better.

Act like a Leader at every stage

No matter the complexity of any given project, Brand Leaders need to be strong at every stage of the advertising process going from the briefing stage to the creative presentations and from to the decision-making to the execution. Here are the 10 major moments where Brand Leaders need to be at their best.

Slide05

  1. Strategy Pre-Work: Before you even get to the Creative Brief, you should be doing your homework to determine strategic answers to these questions:
    • Who is in the consumer target? (Who is the most motivated to buy what you do?)
    • What is the benefit we are selling? (What is your main benefit?)
    • Why should they believe us? (Support points to back up what you say)
    • What’s the long-range feeling the brand evokes (What is the Big Idea for the brand?)
    • What do we want the brand communications to do for the brand?  (Strategic Choices)
    • What do want people to think, feel or do?  (Desired Response)
  2. Writing a focused Creative Brief: I recommend that you let your agency take your homework on the six questions and create a Brief from there.  Start with the desired consumer behavior, and then figure out what to say. Your brief should be focused with one tight objective, one target, one big idea, one benefit. I believe that creative advertising people are not “out of the box” thinkers, but rather “in-the-box” problem solvers, so the brief’s role is to create a box with a problem that needs solving. 
  3. Hold a Creative Expectations meeting: Right after the briefing, you should meet the creative team BEFORE they go away for a couple of weeks to write ads. This is your chance to create a first impression on your vision and the passion you have. Allow them to ask any questions about the brief, while taking the opportunity to make a few key points on what you’re looking for. As the leader, you should use this meeting to inspire and focus the creative team.
  4. Tissue Session: Use this type of meeting to see potential ideas before they are fully flushed out into scripts or final visuals. It’s ideal when you don’t have a campaign or if you think it’s a tough creative challenge. At the meeting, be open to new ways of looking at your brand and make sure you focus on Big Ideas, while as a Leader you can use this meeting to push for better work. Be fully passionate at this stage which will inspire the creative team to reach for even better work.
  5. Creative Meeting: The creative meeting is the make or break meeting to getting to great work or settling for OK. As the Leader you have to be positive, focus only on big picture, give direction, make decisions. Avoid solutions and don’t get caught up in the details. You have to be listening rather than telling. I’m seeing too many Brand Leaders coming to the meeting with pen and paper and writing down every change they want to see. That’s not leadership. No pen, no paper, just listening and providing your instincts. This is where you use your fast thinking.Slide07
  6. Feedback Memo: I recommend clients follow-up the creative meeting with a memo 24 hours later. This is where you’d put in the details and possibly challenge the team but without giving specific solutions. If the creative brief is a box” for the creative team to solve, then this memo represents a new “box” which might refine the creative brief a little bit based on what you’re now seeing. This is where you use your slow thinking to determine if it’s on strategy and has long term potential. But don’t use this slower thinking to re-think your instincts.Slide08
  7. Ad Testing: The biggest flaw of ad testing is that Brand Leaders allow the test to make the decision. I’d recommend that you pick your favorite ahead of the test and just use it to confirm your pick, not make your decision. In other words, if your chosen ad passes, you go with it. You can use the test results to make any adjustments.
  8. Gain Approval: As the Brand Leader, almost half of your job is to sell in the ad to your own management team. Every great ad I’ve ever worked on had resisters or at least challengers. Be ready to fight for your work, in order to make it happen. Many times, people above you have their own biases and want to add to your work. Those additions can sometimes make the work worse, not better. I’ve always tried to give my boss “something small” in order to get it through, but never anything big enough to change the work. One secret I learned over the years is that on difficult “sell in’s” I would take the lead account person who is normally better than Brand Leaders at selling in work. Also, if it’s bigger challenge, then take the Creative Director as well. 
  9. Production: As you go into production, the pre-pro meeting and the shoot are where you have to be on your A-game. I’ve always taken a casual approach to both, giving the experts enough room. I viewed my role as simple: manage the tone of the work to ensure it fits the brand and always get more than you need. The joke of “we can fix it in post” means you need as many options in post so the editors and creative team can work with it. The worst thing you can ever hear in post is “if we knew you wanted that, we should have shot it that way”.
  10. Post Production: I encourage clients to talk directly with and leverage every expert in the room. Try to break the ice early on with the editors so they are involved in the conversation. Don’t be one of those clients that sits on the couch and only goes through the account team. Never leave the room till you are 100% satisfied with the ad you expect and the ad you want to put on the air. 

The idea behaviors that help Brand Leaders deserve great advertising on their brand: 

  • Start and end everything you do, with the consumer in mind.
  • Start with the desired consumer behavior, and then figure out what to say.
  • Your brief is focused with one tight objective, one target, one big idea, one benefit.
  • You control the strategy, yet give the agency freedom on creative.
  • You inspire greatness from creative team, yet are unafraid to challenge for better.
  • You take creative risks to stand out, not to fit in.
  • You see big ideas that leave a legacy, not just make an ad to make the year.
  • You are willing to fight for great work, even with your boss, never settle for OK.

The best clients inspire, challenge, enable, rarely settle and fight for great advertising.

To read more about how get better advertising, follow this powerpoint presentation on our Beloved Brands slideshare site:

We make Brands better.

We make Brand Leaders better.™

We offer Brand Coaching, where we promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. For our Brand Leader Training, we promise to make your team of Brand Leaders better, by teaching sound marketing fundamentals and challenging to push for greatness so that they can unleash their full potential. Feel free to add me on Linked In, or follow me on Twitter at @belovedbrands If you need to contact me, email me at graham@beloved-brands.com or phone me at 416 885 39112015x gmr bio.001