20 thought starters to challenge brand managers to be better

Posted on Posted in How to Guide for Marketers

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

  1. Consumer Insight comes to life when it’s told in such a captivating way that makes people stop and say “hmm, I thought I was the only one who felt like that.:20 thought starters
  2. Can you explain your brand (or your personal brand) in 7 seconds, 2 minutes and 30 minutes? You should be able to organize your thinking.
  3. Strategic Thinkers see “what if” questions before they see solutions. They map out a range of decision trees that intersect and connect by imagining how events will play out. Moreover, they reflect and plan before they act. They are thinkers and planning who can see connections. Instinctual Thinkers see answers before questions. They get to answers quickly, and get frustrated in delays. They believe doing something is better than doing nothing at all. Instinctual thinkers opt for action over thinking. They are impulsive and doers who see tasks. They get frustrated by strategic thinkers.
  4. Learn to change your brain speeds, knowing when to go slow and when to go fast. Think slowly with strategy. Think quickly with instincts.
  5. The role of BRAND is to create a bond, power, and profit, beyond what the product itself could achieve. In fact, we only have brands, if we think we can make more money from the brand than just the product alone. The really is no other reason.
  6. The more loved a brand is by consumers, the more, the more powerful and profitable that brand can be.
  7. Halfway between the exactness of Science and the unknown of Art lies the power of an IDEA that can bring them together”
  8. The best brands are either different, better or cheaper. Or else, not around for very long. Do you know what your brand is?
  9. Consumers don’t care what you do until you care what they want. Instead of just yelling what you do, put yourself in the consumers’ shoes and ask yourself  “so what do get?” and then ask “so how does that make me feel?” This turns product features into consumer benefits, both functional and emotional. 
  10. The power of three helps provide focus. If your brand only has 3 strategies and each strategy only has 3 tactics, then you should be able to do an amazing job on all 9. Much better than 5 strategies times 5 tactics and 25 things. I would bet that my 9 would beat your 25 any day.
  11. The better your people, the better the work, the better the business results. So then, are you doing enough to make your people better? Invest in training your people.
  12. Ask your people at every stage “Do you love it?” and watch their eyes to see if they tell the truth. Because, if you don’t love the work, how do you expect your consumer to love your brand?
  13. A beloved brand uses the love consumers have for the brand to replicate the positional power of a Monopoly. And from that power, the Beloved Brand drives stronger growth and higher profits.
  14. Smart media plans start with understanding where the customer is, not where the media is.
  15. Analytical stories get decision-makers to “what do you think” stage Analysis turns fact into insight and data breaks form the story that sets up strategic choices.
  16. If you knew that being a better client would get you better advertising, do you think you’d be able to show up better?
  17. If you aren’t talented enough to come up with an ad in the first place, then why are you now talented enough to do something even harder: change the ad. Instead of telling the creative team your changes, I’d rather you give the creative team your problem with the ad, and let them figure out it rather than your solution for the ad and let them feel demoralized.
  18. Creative advertising people are problem solvers, not blue sky thinkers. So give them a problem, not a blank page. They are “in the box” thinkers not “out of the” box thinkers. Use your brief to put them in a box and your creative direction to put them in a new box.
  19. The classic flaw of Brand Plans is having both penetration and Usage frequency. Penetration Strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it. Usage Frequency Strategy gets someone who knows your brand to change their behavior in relation to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions. Trying to do both at the same time will destroy your plan.
  20. We control more than we think we do. But just like in sports, the most competitive weapon we have is the creation of time and space. The most competitive brands act quickly, before others do and create a space around themselves that they own, through reputation, and are free from attack.

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

Beloved Brands Book

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

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

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

Available on Amazon, Apple Books or Kobo

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

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

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

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

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

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

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

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

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

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

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

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

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

Graham Robertson signature

 

 

 

 

 

 

 

 

 

 

 

How to win the competitive battle for your consumer’s heart

Posted on Posted in Beloved Brands Explained

A competitive brand strategy finds a space in the marketplace that your brand can win over and own. You must decided if you will position your brand to be better, different, or cheaper. Otherwise, your brand will not be around for very long. A competitive brand position matches up what consumers want with what your brand does best, that is better than your competitors. We will look at four types of competitive brand strategy situations: power player, challenger brand, island brand or the rebel brand. Most importantly, you need to make sure you align with the right competitive situation.

Finding your space to win

To find the competitive space in which your brand can win, I introduce the Venn diagram of competitive situations. Looking below, the first circle should list out everything the consumer wants.

The second circle then lists everything your brand does best. And, finally, the third circle lists everything your competitor does best.

Competitive Strategic Thinking
To win, brands have to find the space where they are better, different, cheaper…
or else they will not around for very long.

To find your brand’s winning zone, you should match up what consumers want with what your brand does best. This provides you a distinct space that you can own and defend from attack. To maintain ownership over that space, your brand should always be able to satisfy the needs of the consumer better than anyone else can.

Your brand will not survive in the losing zone, which is the space that matches up the consumer needs with the area where your competitor does it better than your brand. It is dangerous to try to play in this space, because over the long term, your competitor will beat you.

Brands can win the risky zone

As markets mature, competitors copy each other. It becomes harder to be better with a definitive product win, and that leaves you to play in the risky zone, which is the space where you and your competitor both meet the consumer’s needs in a relative tie. The tie is important to understand, because brands can still win the tie when they make their brand seem different enough that consumers perceive their brand to be better. Perception becomes reality. The four ways to win the risky zone is to leverage your brand’s power in the market to squeeze out lesser brands, or to be the first to capture and defend the space, or to win with innovation and creativity, or find ways to build a deeper emotional connection.

Sadly, I do have to always mention the dumb zone where two competitors “battle it out” in the space where consumers do not care. One competitor says, “We are faster” and the other thinks, “We are just as fast”. A competitive war starts up, yet no one bothered to ask the consumer if they care.

Competitive situations

In brand management, we never experience pure isolation. Even in a blue ocean situation, the euphoria of being alone quickly turns to a red ocean that is cluttered with the blood from nasty battling competitors. The moment we think we are alone, a competitor is watching and believes they can do it better than we can. To win the competitive battle, you have to find a unique selling proposition for your brand that distinguishes you from others. If you ignore the competition, with a belief that only the consumer matters, you are on a naive pathway to losing. Competitors force us to sharpen our focus and tighten our language on the brand positioning we will project to the market.

In terms of marketing war games, I will use this Venn diagram to map out four types of competitive brands: power players, challenger brands, island brands, and rebel brands. The final situation, where brands have no clue where they stand competitively, I call the cluttered brands. They sit in the cluttered space, lost, disconnected with consumers and in total decline.

Power Players

Power Players lead the way, as the share leader or perceived influential leader of the category. These brands command a power over all the stakeholders, competitors, and retail partners of the category. In terms of positioning, the power player brands own what they are best at, and they leverage their power in the market to help them own the tie. This expands their presence and power across a bigger market. They leverage the love from a core group of loyal brand lovers to win the tie. These brands can also use their advanced financial situation to invest in innovation to stay ahead of the category.

Power Player brands defend their territory with an attack back at any aggressive competitor or even an attack on itself to close any potential leaks before a competitor notices. These brands require a strong culture to continually get better and stay ahead of the competitors. To stay as the power brand, you can never become complacent or you will die.

Competitive Strategic Thinking
A Power Player positioning  strategy uses what you do best to dominate the win and uses their brand power to dominate the space where they tie their competitors

Examples of Power Player brands

One of the best Power Player brands is Google, who has managed to dominate the search engine market. Their extreme focus and smart execution gained market power and squeezed out Microsoft and Yahoo. Focused on providing knowledge for consumers, they have continued to expand their services into a bundle of products with e-mail, maps, apps, docs, cloud technology, and cell phones. On the other hand, Blackberry forgot to defend their castle. In 2009, Blackberry dominated the B2B corporate smartphone market. However, they became distracted by the Apple launch and tried to be more like Apple than stay themselves. They launched a bad touch screen phone, an undifferentiated tablet, sponsored rock concerts, and launched Blackberry Messenger (BBM) for young teens. These brands never attacked themselves. They left severe product flaws that frustrated their users. Pretty soon, corporations switched to the iPhone.

Challenger Brands

Challenger brands must change the playing field to attack the leader and exploit a potential weakness or build on their own strength. While you can amplify what your brand does best, it becomes just as important to reposition the power player who you want to take down. The best way is to turn their well-known strength into a perceived weakness that moves them outside of what consumers want. While your first instinct would be to attack the power player’s weakness, the smarter move is to reposition one of the power player’s strengths into a perfective weakness.

Strategic Thinking Competitive
A powerful strategy is to attack your competitor’s strength and turn into a weakness, making their strength either less important or less interesting. 

When you attack a power player brand, be careful of the leader’s potential defensive moves. Anticipate a response with full force—possibly with even greater resources than yours. Avoid battles that drain your brand’s limited resources or else you will spend a fortune only to end up with the same share after the war. Focus on consumers who are less vested in the leader’s brand to help kick-start a momentum away from the leader. As the leader tries to be everything to everyone, you should drive a narrow attack that slices off the most vulnerable part of its business before it can defend it.

Examples of challenger brands

         Apple’s “I’m a Mac” campaign defined the Mac brand as simple, confident, and cool, while re-defining the PC as old, uptight, and awkward. Apple repositioned PC’s strength as an intelligent computer and turned it into a weakness that was perceived as complicated, frustrating, and incapable. The ads layered in new ways that Mac was easier, while they highlighted all the problems with the PC that included hardware issues, software problems, and insufficient applications.

One of the best examples of a challenger brand that made significant gains is Pepsi, who launched the Pepsi Challenge in the 1970s as a direct offensive attack on Coke. Taste was one of Coke’s perceived strengths, but the ad implied that Coke’s taste was actually an acquired and memorable taste, not a sweet, superior taste. In the blind taste test, without the Coke brand name visible to consumers, they overwhelmingly picked Pepsi, preferring the sweeter taste. At the same time, Pepsi amplified their own strength as the “new generation” that set themselves up as the solution to those ready to reject the old taste of Coke.

Island Brands

       Island brands move into the blue ocean area all by themselves, where no one else competes. These brands are so different, that they appear to be relatively on their own. Most Island brands start as game-changers who have responded to an identified niche gap in the main category. They satisfy an unmet consumer need, whether that is a new target, price point, distribution channel, format, or positioning. When successful, the Island brand ends up repositioning the main category players as unattached to the consumers. While everyone wants a game-changer, to be so different brings increased risk that the concept may fail. Also, success may invite other entrants to follow the island brand, which puts the brand in a red ocean position. A red ocean is where your brand becomes the new power player brand who needs to defend your territory with full force.

Strategic Thinking Competitive
While using your disruptive approach to change the marketplace, you also want to push mass competitors away so to make them feel out of touch with consumer needs.

Example of an Island brand

Volvo is a great example of an island brand. Most car brands have traditionally focused on the horsepower and speed performance of the car, the interior luxury and comfort or the stylish designs, Volvo focused on safety. For Volvo safety is not just a claim or demo in their TV ads, but is everything they do. But the real beauty for Volvo is their obsession with safety. Volvo was long ahead of the marketplace. Volvo first started the safety angle in the 1940s and became completely obsessed in through the 1960s long before consumers cared about safety when no one was even wearing seat belts. But the market place has since caught up.

This year, Car and Driver reports safety as the #1 benefit that consumers are looking for in a new car. Most recently, Volvo has come up with a very ambitious vision statement for the brand: “No one should every die or be seriously injured in a Volvo.”

Rebel Brands

Rebel brands go against the entire category, into an area too small for the leaders to even take notice or attack back. Rebels pick a segment or target market that is small enough not be noticed that they can easily defend. They take an antagonistic approach to the rest of the category. They portray every other brand in the category as old school, flawed, corrupt, overly corporate, or even stupid. Rebel brands believe that it is better to be loved by the few than liked or tolerated by many.

Strategic Thinking Competitive
Rebel brands or craft brands want to win a small space to a highly engaged target, that is far enough away from major competitors, so they won’t feel the need to attack back.

Growth of the tail 

In today’s economy, every category has seen the growth of craft-type brands that satisfy a small segment. As consumers have taken over the buying process, they look for brands that speak directly with them. A typical store that had three to four main coffee brands now carries fifteen to twenty coffee brands. Rebel brands must speak directly with a small group of consumers and own a small enough niche away from competitors. A great strategy is to focus on a niche of consumers who are frustrated by the market leaders.

These brands lead with purpose, they create a deep emotional bond, and try to be seen as “anti-corporate”. Their intention is to be aggressive. They put all the brand’s resources against their small target to gain the perceived relative force of a major player. These brands have to be nimble and quick to seize the opportunity before others notice. They are ready to exit if consumers shift their needs or the major competitors enter. Rebel brands explore non-traditional marketing techniques such as creative names or media options that fit the niche target market.

Examples of Rebel brands

A great example of a Rebel brand is Five Guys Burgers who successfully avoided big fast food chains. While fast food feels frozen and microwaved, Five Guys has gone the opposite direction with high quality and fresh ingredients. They offer larger portions at a super premium price ($8-$10 for a burger). They promise not to start cooking your hamburger until it is ordered. Five Guys have expanded rapidly with word of mouth helping to spread their reputation as “the best burger”. Since then, Five Guys has become a global brand, McDonald’s has yet to generate an adequate competitive response.

Another great example is Dollar Shave who launched as an online subscription model for razor blades. With a $3 billion dollar shaving market dominated by two players, the price of razor blades grew out of control. With only $30 million in the first year, they were too small for Gillette to even bother with. However, without a response, Dollar Shave continued to grow year-by-year. Unilever recently purchased the Dollar Shave brand for $1 billion.

Cluttered Brands

Strategic Thinking Competitive
Cluttered brands are lost in the middle.They lack a point of difference or connectivity with consumers

A cluttered brand has no clue where they stand competitively. These brands are stuck in a cluttered mess. There is no clear target market or clear point of difference. These brands lack a loyal base of consumers and are unable to generate any positive growth or price premiums. They end up an indifferent commodity, disconnected from consumer needs. Without sales growth or profits, they struggle to invest back into their brand, which further accelerates the path of decay.

Examples of cluttered brands are General Motors, Burger King, and Sears, all of whom lack any clear brand positioning. The way to break this vicious downward spiral is to start over and follow the strategy of the rebel brand. Try to own a small niche and build around a unique brand positioning to a smaller motivated target.

Strategic Thinking Workshop

To read more on Strategic Thinking, click on the Powerpoint file below to view:

Beloved Brands: Who are we?

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

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

We help brands find growth

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

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

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

We make Brand Leaders smarter

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

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

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

Beloved Brands Graham Robertson

 

If your brand is afraid of Amazon, then you should be terrified of Alibaba

Posted on Posted in How to Guide for Marketers

[sg_popup id=”9″ event=”onload”][/sg_popup]Now begins the North American battle of Amazon vs Walmart, with the winner to take on Alibaba on the world’s retailer stage.

alibabaI love watching the Kentucky Derby, especially those horses that start off slow, then pick it up on the back straight, and then basically fly past everyone on the last turn, like they are standing still. That’s how I feel about watching the Alibaba brand.

The joint venture between Walmart and Google is a signal that both might be a little bit scared of Amazon. 

But, Alibaba is using their dominance in the world’s largest market (China) to pick up all that speed in the back straight and likely beat both Amazon and Walmart.

Walmart is a tough competitor. They won’t go down without a fight.

Obviously, Amazon has a huge advantage in the US, but things are about to get really ugly as Walmart and Amazon attempt to destroy each other. 

But, if you have ever dealt with Walmart, you would have to be an idiot to ever count them out. Their culture focuses on the relentless fixation on fast-moving items that helps drive cash flow. Sure, Walmart beats up their vendors over price–but that’s mainly to drive sell through. If your brand moves slow, there is no debate–you are told to speed up your sales, and if you don’t, you are gone.

I remember when Walmart starting sending us their weekly sales data. My first thought was “Wow, this is true partnership, amazing data, thanks Walmart”. Then the questions started to come. “Your 250ml cherry flavored cough syrup is not selling fast enough, what will you do to accelerate turns”. We lowered the price. Or even worse, “Your Listerine Pocketpaks product accounts for the highest theft of any product in our stores, fix it”. We changed the packaging, just because they asked us.   In the bricks and mortar space, while most department store retailers sell through their inventory in 130-150 days. Walmart sells through their inventory in 29 days. That’s cash flow.

I expect Walmart will go lower on price than Amazon can tolerate. What retailer owned the low price positioning before Walmart?  Sears. If you go compare prices at Walmart and Sears, you will see why Sears stores are empty and about to go bankrupt.

Does the Google partnership help Walmart?  A little. But both better step it up fast. If Walmart loses to Amazon, the case study class starts off with “Walmart should have started their on-line war with Amazon in 2002, not 2017.”

Even if Amazon can tolerate lower prices and eventually beats Walmart, it will do some damage to their profits. Amazon will experience lower margins, squeezed cash flow, and a divided consumer base. It will further open the possibility of seeing Alibaba entering the US market.

Why Alibaba will win

Alibaba, valued at $420 Billion has seen an 80% increase in the market capitalization in the past twelve months. In the same period, Amazon has seen a 20% increase, still with a slight lead at $465 Billion. 

Here are 5 reasons why Alibaba will eventually win the global e-commerce retail space:

  1. Alibaba can utilize their home-field advantage. Alibaba is dominating the Chinese market, which is the #1 e-commerce population in the world. China has 500 million active on-line users, is twice the size of the US market. Walmart and Amazon will divide up the US market.
  2. Alibaba has a business model that delivers higher profitability. Alibaba’s business model, with no listing fees, with the bulk of their revenue coming from keywords and digital-advertising is closer to the social media model. This gives Alibaba significantly higher margins than Amazon. 
  3. Alipay payment system.  Alibaba launched a digital payment system in 2004, just for their own customers. Along with WePay, it has become the accepted method of payment in China. They have moved to a cashless and even cardless payment world. 
  4. Alibaba will ride the growth curve of the Chinese Economy. Despite the recent slowdown, China’s economy is still growing at almost three times the rate of the US – around 7% over the last couple of years, compared to less than 2.5%.The US has a growing trade deficit – it imports more than it exports – while China imports significantly less than it exports, resulting in a trade surplus.
  5. Alibaba’s sales will benefit from the growth of the Chinese Middle Class. In the last ten years, the average income for China has tripled. It is expected that from 2012 to 2022, those in China making more than $34K US will increase from 3% currently up to 9%, and those in the growing middle class ($16K to $34K) will increase from 14% up to 54%.

So when will Alibaba move west? Likely after the Walmart vs Amazon dust settles. By 2020, I would expect both Walmart and Amazon to be weakened. Whoever wins will have to take on a very healthy, highly profitable, cash-rich Alibaba. Realistically, Alibaba could end up two or three times the size of Amazon.Then it will be like watching that horse in the Kentucky Derby, with Alibaba rounding the final turn on the way to the finish line.

To read more on competitive strategy, click on this link: 

Competitive Brand Strategy

 

In retail, the smart money should be on Alibaba for the win.  

 

To learn about strategic thinking, follow this powerpoint slide presentation. 

 

Beloved Brands: Who are we?

Beloved Brands is a brand strategy and marketing training firm that is focused on the future growth of your brand and your people.

It is our fundamental belief that the more loved your brand is by your most cherished consumers, the more powerful and profitable your brand will be. We also believe that better marketing people will lead to smarter strategy choices and tightly focused marketing execution that will higher growth for your brands.

With our workshops, we use our unique tools force you to think differently and help unleash new strategy solutions to build around. I believe the best solutions lay deep inside you already, but struggle to come out. In every discussion, I bring a challenging yet understanding voice to bring out the best in you and help you craft an amazing strategy.

We will help you find a unique and own-able Big Idea that will help you stand out from the clutter of today’s marketplace. The Big Idea must serve to motivate consumers to engage, buy and build a loyal connection with your brand. Equally, the Big Idea must work inside your organization, to inspire all employees who work behind the scenes to deliver happy experiences for consumers.

We will help build a brand plan everyone can follow. It starts with an inspiring vision to push your team. We then force strategy choices on where to allocate your limited resources. With our advice on brand execution, we can steer the brand towards brand love and brand growth.

To learn more about our coaching, click on this linkBeloved Brands Strategic Coaching

At Beloved Brands, we deliver brand training programs that make brand leaders smarter so they are able to drive added growth on your brands. 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 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

 

The reasons why so many Marketers suck at Advertising! Here is how you can get better!

Posted on Posted in How to Guide for Marketers

I always get asked “So what is it that makes some Marketers great at advertising?”.  To me, the best Marketers are able to get great advertising on the air and keep bad advertising off the air.

I have seen some Marketers who are great at the execution side, but I have see more who struggle. I try to tell people that it really takes five big campaigns for you to get into your zone where you are good. That might sound a little comforting, but it is supposed to be equally challenging because it suggests you should learn from those five campaigns so you become great.  Too many Marketers who struggle, actually get worse. They start to believe they suck, or their agency sucks.  Sure Advertising takes some  good instincts, but it also takes experience, practice, leadership and a willingness to adjust. You can learn how to be great. You will not learn if you do not adjust. 

If you knew that being a better client would make your execution better, could you actually show up better? Would you?

From my experience, here are the main reasons that some Brand Leaders kinda suck at advertising.

You blame yourself

  • You never find your comfort zone: You have convinced yourself that you are not good at Advertising, so you show up skeptical, uptight, too tough or too easy and you seem easily annoyed by everything.
  • You don’t know if it is really your place to say something: You figure the agency is the expert and will even say “That’s why we pay them” so you give them no direction. Or worse, you give them the chance to mess up and blame them later. You can never abdicate decision-making to anyone else, when you are running your brand.  
  • You settle for something you hate, because of time pressure: The agency says if we don’t go for it now, we will miss our air date and have to give up our media to another brand. So you cave in to the pressure and go with the Ad you hate. You have to figure out how to use time pressure to your advantage. A lot of the best ideas come right up against the clock. 
  • You can’t sell it in to management: You are not sure if it is the right thing to do, which makes you hesitant and unable to sell the idea in to your boss. Once you decide, you have to own it and sell it. 

You blame the Agency

  • The Agency writes a brief you don’t like or you box the Agency into a strategy they don’t like: If either of you force a brief on each other, then you are off to a bad start. You must be collaborative with your agency.
  • The Agency’s creative team over sells you and you feel you get hood-winked: You are not sure what you want, so you settle for an OK ad in front of you—the best of what you saw. Tell your agency you have to love the work and then if you don’t love it, you have to reject it.
  • You lose connection with the agency: One of your primary roles is to keep your agency motivated, challenged and engaged. Be the client they want to make great work on, rather than have to work on. And never assume they have to work for you, just because you are paying them. You might be paying WPP, but you are not really paying the people at the table. 
  • You lose traction through the production and edit: Talent, lighting, directors and edits—if the tone changes from the board to edit, so does your ad. This is where experience pays off. The advertising process is likely more complex than anything else you will work on. 

You blame your brand

  • The “I work on a boring brand” argument: You think only cool brands like Nike or Apple would be so much easier to work on. Guess what, Nike and Apple don’t really need you. However, with a so-called boring brand, you have more room for creativity, that while it is a challenge, it should actually be even easier to work on a boring brand.
  • You are too careful: Great ads either go left or right, not in the middle of the road. You have to learn how to take smart creative risks.
  • Advertising roulette: Where brand managers have not done the depth of thinking or testing, the briefing is like a game of chance. You have to do the homework to know your strategy is right, making the execution easier to nail. You should never figure out your advertising strategy by doing advertising work. 
  • Your strategy sucks: You figure we don’t have a great strategy, so maybe a good Ad can help. A great strategy can make an ad, but an Ad by itself will never make a great strategy.

Marketing Execution Advertising

To get better, you have to find the magic in the execution of a brand. Inspire greatness.

All of our work is done through other people. Our greatness as a Brand Leader has to come from the experts we engage, so they will be inspired to reach for their own greatness and apply it on our brand. Brand Management has been built on a hub-and-spoke system, with a team of experts surrounding the generalist Brand Leader. When I see Brand Managers of today doing stuff, I feel sorry for them. They are lost. Brand Leaders are not designed to be experts in marketing communications, experts in product innovation and experts in selling the product. You are trained to be a generalist, knowing enough to make decisions, but not enough to actually do the work. Find strength being the least knowledgeable person in every room you enter.

  • We don’t make the products.
  • We don’t make the packaging.
  • We don’t make the ads.
  • We don’t buy the media.
  • We don’t hire the front-line staff.
  • We don’t sell the products.
  • We don’t do the accounting.
  • We don’t really do anything.
  • But we do touch everything.
  • And yet, we make every decision

As Marketers, our only greatness comes from inspiring experts to reach for their own greatness, and to apply it on our brand.

To get better, it is time Brand Leaders step back and let the creativity unfold. Find comfort in ambiguity.

It is okay to know exactly what you want, but you should never know until the moment you see it. As the client, I like to think of marketing execution like the perfect gift that you never thought to buy yourself. How we engage our experts can either inspire greatness or crush the spirit of creativity. Experts would prefer to be pushed than held back. The last thing experts want is to be asked for their expertise and then told exactly what to do. There is a fine line between rolling up the sleeves to work alongside the experts and pushing the experts out of the way. It is time to step back and assume your true role as the Brand Leader. It is a unique skill to be able to inspire, challenge, question, direct and decide, without any expertise at all. Brand Leaders need to rediscover the lost art of doing nothing. 

Here are the 8 secrets for getting better Advertising:

  1. Determine if the strategy can be executed. Develop a brand concept you know is motivating to consumers, with rational and emotional benefits, plus support points.
  2. Tighten your brief as much as you can. Narrow the target, add engaging insights that tell their story. Focus on the desired consumer response before deciding what your brand should say. Focus on one message.
  3. Make it personal. Meet the creative team before the first creative meeting to connect, align them with your vision and inspire them to push for great work.
  4. Lower the pressure. Hold casual tissue sessions to narrow solutions before going to scripts. Work off line or behind the scenes.
  5. Stay big picture at creative meetings. Avoid getting into little details. Do that after the meeting. When giving direction, avoid giving your own solutions and but rather try to create a “new box” for the creative team to figure out the solutions.
  6. Take creative risks. Build your career by being the one willing to stand out by being different. Make the ad you want to look back on with pride.
  7. Manage your boss at every stage. Early on, sell them, on your vision what you want. Then be willing to fight for great work at every step of the process.
  8. Be your agency’s favorite client. Be the client they “want to” work on instead of being the one they “have to” work on your business. It really matters.

To get better, Brand Leaders need to stay focused on your vision at every stage, always inspire and yet challenge.

 

Here’s a powerpoint presentation on how to get better at Marketing Execution, looking at both the creative and media.

 

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. 

Graham Robertson Bio Brand Training Coach Consultant

 

Strategy choices to engage your consumers and tighten bond

Posted on Posted in How to Guide for Marketers

The engagement strategy is a smart way for you to bridge your thinking as you move from brand plans towards marketing execution. Before you know the actions you should be taking, you need to know how important is the decision to consumers and the level of involvement for your consumers in the purchase or usage of the brand? To create a tighter bond with consumers, engagement strategy leaves you with two choices; to drive up the importance of the decision or to drive up the involvement of your consumers.

Strategic Thinking Engagement Strategy

Looking at the grid above, we look at inolvement and importance, to discover four types of brands: indulgence, high profile, commodities and essentials. You must understand that the grid lays out where the brand naturally sits, helps determine the challenge of where to move next. Your marketing efforts will either work to drive up consumer involvement or increase the importance for the purchase decision.

Commodities

Commodity type brands are relatively low in importance for consumers, and they have a low consumer involvement in the purchase decision. These are everyday consumer household items, day-to-day staples, or grocery items where the product differentiation is marginal. In my consumer packaged goods career, we used to joke that, “Our role is to make a mountain out of a mole hill,” which means we make small differences seem really important to consumers.

Strategic Thinking Engagement Strategy

Driving up involvement is harder for these brands than ever before. These low involvement brands thrived with TV ads, because the interruptive nature of TV enabled them to break through the clutter with their message. With today’s media options, there are less interruptive choices, the associative nature of today’s media options rewards high profile brands to gain attention, but harder for the low involvement brands. It is harder for a laundry detergent to get people to visit their website or Facebook page than it was to air three TV ads an hour to drive home their brand message. This puts even more pressure on the brands to build engaging stories. The most successful brands have used consumer insights to connect, a compelling brand purpose to enhance their brand story, and emotional benefits to drive up the consumer involvement.

To drive up the importance, brands have to elevate the consumer problem to make it highly personal. Find the consumer’s pain points and turn it into an “enemy” that you can attack. For the solution, you can deploy experts to speak on the brand’s behalf or use social media to leverage loyal brand fans to influence their network on the brand’s behalf.

 Just because the brand is naturally a commodity does not mean it has to get stuck there. For instance, the Dove brand is a classic case of a commodity brand that has driven up both importance and involvement. Dove has turned a simple bar of soap into a statement about real beauty with a stated vision that they hope beauty can become a source of confidence instead of a source of anxiety. This emotional brand purpose drives up the importance of the cause, and the bond it has created with the brand drives up the involvement of the consumers who believes in that cause. For decades, Dove had to drive a functional product oriented message behind “ph-balance”, but the brand never found any magic until they launched the “Real Beauty” campaign.

Essentials

Essentials are those brands that have high importance in the consumer’s life, such as healthcare, banking, insurance, supplies, or computer software. They are important enough that consumers cannot live without them, but they are rather boring categories where consumers give them very little thought.. These brands struggle to capture and engage consumers. To drive up consumer involvement, they need to move from product features to consumer benefits. These essential brands need to shift their brand communications away from talking about what the brand does and start to talk about what the consumer gets and how the brand makes the consumer feel.

Strategic Thinking Engagement Strategy

Google has used highly emotional advertising with rich storylines that helps turn a potentially boring search engine into an emotional experience consumers cannot live without. With the “Paris” TV ad that aired during the Super Bowl, Google told a romantic story of a boy who went to study in Paris, met a girl, then got a job in Paris, got married, and had a baby. The entire story is told through searching with Google in each moment of the story. Google tells another story out of India of two elderly friends, one a Hindu from India and the other a Muslim from Pakistan, who have lost contact since the partition of India in 1947. The ad shows how the grand daughter uses Google to plan a surprise reunion between the two gentlemen. She was able to find her grandfather’s friend, reach out to his grandson, book a flight and reunite the two. These brand stories are great way to show how involved Google is in the real lives of consumers.

Indulgence Brands

Indulgence brands generate high involvement with consumers, but are considered relatively low in importance to the consumer’s life. The indulgence brands include confectionary, fast food, perfume, beer or coffee brands. These are impulse items with lots of brand switching. The best indulgence brands drive importance by connecting to the emotions of a particular moment of the consumer’s life, either to become part of the day or life stage. These brands have to maintain the high involvement levels to stay within the consumer’s consideration set. They use mass media, social presence, lifestyle marketing, and a “be where they are” media approach.

Strategic Thinking Engagement Strategy

While Disney World is an indulgence brand for families, they do an amazing job in driving up their importance by creating memories for your child’s life. Events like the “Princess breakfast” are purely magical to children.

High Profile Brands

High profile brands are both high in consumer involvement and importance. These are typically badge products such as clothing, cell phones, computers, make up, sports teams, restaurants, or cars. These brands have to consistently nail the brand promise, the brand story, innovation, the purchase moment, and the experience. Any inconsistency in the delivery of the brand will cast doubt to the base of brand lovers.

Strategic Thinking Engagement Strategy

If you want to see how engaged the Ferrari brand lovers are with the brand, go to any Formula One race and you will be in shock at the passion of Ferrari fans. The annual Ferrari Advertising budget is $0. They spend every marketing dollar on the Formula One race.

How to Write Smart Strategic Objective Statements

Brand Leaders need to know how to write a smart strategic objective statement that will provide the necessary clear marching orders that everyone who works on the brand can follow. The reason why I put so much emphasis asking the right questions is that it will lead to a much smarter strategic objective statement as the answer to that question.

Strategic Thinking Engagement Strategy

With the example above, there are four common elements to a smart strategy objective statement:

  1. A smart strategic objective statement must have a focal point, which is the breakthrough point where the brand will exert pressure to create an impact. In this case the focal point is on the loyal consumers.
  2. A strategic objective statement must specifically calls out the strategic program with clear marching orders to the team, leaving no room for doubt, confusion or hesitation. In this case, the VIP consumer experience.
  3. A smart strategic objective statement should call out a specific desired market impact. Which key stakeholder in the market will you attempt to move, whether it is consumers, channels, competitors or influencers? In this case, the desired impact is to turn the consumer’s regular usage into a higher frequency ritual.
  4. A smart strategic objective statement have a specific performance result, linking the market impact to a specific result on the brand, either making the brand more powerful or wealthier. In this case creating a tighter bond with consumers, which will lead to more power over the consumers.

 

Strategic Thinking Engagement StrategyEvery smart strategic objective statement must include all four elements of focus, strategic program, market impact and the expected performance result. This unique strategic model will force you to pick answers for each of these four elements, and help you bring those answers into a strategy statement with crystal clear marching orders for those who will follow the Brand Plan.

How to Write Strategic Objective Statements for Engagement StrategyStrategic Thinking Engagement Strategy

  1. Focus on either increasing the involvement of consumers or increasing the importance of the purchase.
  2. Deploy brand resources against a key strategic program, one of Advertising, Public Relations, Key Influencers, Social Media or packaging.
  3. Achieve a market impact that tightens the bond with consumers, moving them along the Brand Love Curve, moving from Indifferent to Like It, to Love It and to Beloved.
  4. Achieve a performance result that leverages the increased consumer engagement, either driving one of the 8 power drivers or one of the 8 profit drivers.

Examples of engagement strategy statementsStrategic Thinking Engagement Strategy

  • Increase consumer involvement (a) using breakthrough Advertising to help the ‘Real Beauty’ message gain attention (b) to create a base of loyal Dove brand lovers (c) doubling the brand’s market share (d).
  • Increase the importance of Dove’s ‘confidence’ message (a) leveraging social media (b) to build a base of brand lovers (c) who will follow Dove into new categories (d)

Below is our workshop we run to help Brand Leaders think strategically. 

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

Graham Robertson Bio Brand Training Coach Consultant

How to build your brand around a big idea

Posted on Posted in How to Guide for Marketers

It is crucial your brand show up consistently to your consumers. The Big Idea evolves from the brand positioning. It should organize everything.you do, including your brand promise, advertising, innovation, purchase moment or the consumer experience.

The marketplace is completely cluttered. Don’t just add your own clutter.

With today’s consumers being bombarded with 5,000 brand messages a day, the first 7 seconds that a consumer is exposed to a brand is a make-or-break moment. The brand must captivate the consumer’s mind quickly or the consumer will move on. The brand must be able to entice consumers to find out more and then motivate consumers to see, think, feel or act in positive ways that benefit the brand. I will show you how to develop a big idea that serves as the brand’s 7-second sales pitch.

The Big Idea must be interesting, simple, unique, inspiring, motivating and own-able. The backbone of the Big Idea is the brand positioning that speaks to whom your brand will serve and what consumer benefits the brand will provide. To stand out within the clutter, smart brand positioning must establish your brand as better, different or cheaper. Otherwise, your brand will not be around for long.

How to find your brand's big idea

As much as people have a hard time matching up their inner motivations with their outward projection of their own personal reputation, a brand faces a similar challenge in matching up the inner thoughts inside the brain of the organization behind the brand with the outward brand reputation owned within the minds of their consumers. In psychology, there are three constructs to the brand personality, the ego, the id and the super ego.

Brand Soul = Big Idea = Brand Reputation

In our brand apparatus, the brand soul is used to express the inner thoughts of the brand that defines ‘what you want your brand to be’. The brand reputation is ‘what consumers think of you’ which is the outward view of the brand that resides within the minds of consumers. As the ego of the human mind works to regulate the id and super ego, the brand’s big idea serves as the stabilizer between the inner motivations of those behind the brand and the outward projection. In a stabilizer role, the big idea must adjust to the actual reputation, yet send signals to steer the consumer’s mind towards a desired reputation that exists within the brand soul. A brand finds its equilibrium when the brand soul, brand reputation and big idea are the same.

How to find your brand's big idea

Step-by-step process to find your brand’s big idea

Your big idea that becomes your 7-second pitch. I created the Big Idea Blueprint so you can define your brand’s Big Idea. How it works is you start by brainstorming the 5 areas that surround the Big Idea. On the internal Brand Soul side, you have to describe the products & services as well as the internal beacon that drives everyone who works on the brand. On the external brand reputation side, describe the ideal consumer reputation and the influencer/partner reputation. Then look at the brand role, as the enabler to bridges the internal and external sides.

How to find your brand's big idea

  1. Products and Services: What is the focused point of difference that your products or services can win on better than competitors?
  2. Consumer Reputation: What is the desired reputation of the brand, that attracts, excites, engages and motivates consumers to think, feel and purchase your brand?
  3. Internal Beacon: What is the internal rallying cry that reflects your brand’s purpose, values, motivations helping inspire, challenge and guide the culture? These words should come from your brand’s soul.
  4. Influencer Reputation: Who are the key influencers and potential partners who impact the brand? What is their view of the brand that would make them recommend or partner with your brand?
  5. Brand Role: What is the link between the consumer and the brand?Try to reflect the way the brand services, supports and enables the consumers. The brand role links the internal and external sides of the brand.

Step 1: The brainstorm

With a cross-functional team that works on the brand, start the brainstorm by exposing them to all the work you have done on the brand positioning statement, including details on the target profile, brand benefits ladder work and the benefit sort work. Ask the participants to bring their knowledge, wisdom and opinions from where they sit within the organization.

Start with a brainstorm of each of the 5 areas, with 15-20 key words that describe each section. Start with the products and services and brand reputation. Then, move down to the Internal beacon and influencer reputation. Once the 4 sections are complete, brainstorm 15-20 words to describe the brand role.How to find your brand's big idea

Step 2: Narrowing down each section

Next, vote to narrow down the list to the best 3-4 words for each section. You will begin to see a focus around certain themes and key words. Then divide your large group into mini groups and give them the task of taking the winning words and building phrases that summarize each section. Most importantly, this process will help the team move towards alignment.

How to find your brand's big idea

Step 3: Discovering the Idea

With all five areas complete, hopefully the team will feel inspired to use their creative energy to come up with the Big Idea, as a summary statement that captures everything you have just worked on. Try to get a few different versions of the Big Idea that you can continue to play with after the meeting. Keep pushing until you have a clearly focused big idea that bridges the internal brand soul and the external brand reputation. Equally, consumers and your internal staff should feel that it fits with where you want the brand to go.

How to find your brand's big idea

Organize everything around the brand’s Big Idea

The big idea should guide everyone who works behind the scenes of the brand. Brand Leaders must manage the consistent delivery of the big idea over 5 consumer touch-points, including the brand promise, story, innovation, purchase moment and consumer experience. The big idea must guide management, customer service, sales, HR, operations and outside agencies.

How to find your brand's big idea

How you deliver against the five touch-points

  • Brand Promise: Use the Big Idea to inspire a simple brand promise that separates your brand from competitors. You must project your brand as better, different or cheaper, expressing the brand’s positioning.
  • Brand Story: The brand story must come to life to motivate consumers to think, feel or act, while influencing the brand’s reputation that is held in the minds and hearts of the consumer. The story should align all brand communications across all media options.
  • Innovation: Build a fundamentally sound product, staying at the forefront of trends and technology to deliver innovation. This helps steer the product development and R&D teams to stay true to the Big Idea.
  • Purchase Moment: The Big Idea must move consumers through the brand funnel to make the final purchase decision. This helps steer the sales team and sets up retail channels to drive towards the sale.
  • Consumer Experience: Turn the usage of your product into a consumer experience that becomes a ritual and favorite part of the consumer’s day. The Big Idea guides the culture and everyone who work behind the brand, to deliver amazing experiences.

How to find your brand's big idea

To read more about brand positioning and how the big idea works, here is our workshop that we run to help brands define themselves.

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. We use our challenging voice to help you make decisions and refine every potential idea.

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

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

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

We make brand leaders smarter, so they can unleash their full talent potential. 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

 

 

Non-Marketing people really need to stop defining what marketing people do.

Posted on Posted in Beloved Brands Explained

I suppose that everyone who has a TV and can critique Super Bowl ads or those with a Twitter account thinks they can now say they are a marketer expert. Sadly, we have let far too many people use the word “MarketingMarketing”or “Brand” in their title. The commentary that I see coming from non marketers is borderline cringe-worthy or hilarious. I have to tell you that the comments are silly.

When I read, “Marketers need to think more about the consumer” I think you’ve never met a real marketer. The best marketers starting doing that around 1915. I guess somehow this is now popular among non-marketers.

When I hear,  “Marketers should analyze data”, again, I’m thinking what incompetent marketers have you been hanging around with. That’s been a major part of the job since 1950. Sure, big data. But I have been working any data from share report data to Ipsos tracking data to weekly Walmart sales tracking data.

Do you know what marketers do?

When I read, “The CEO should be in charge of the brand”, I think “Well then the CEO should be in charge of the IT system”. Sure, in charge, but they should be smart enough to delegate to the experts who will make their brand stronger.

From my experience, the best marketing led organizations have bottom up recommendations, empowering the brand manager to tell their directors what they want to do, who then support them in moving that up to the VP and President.

The worst organizations are when the CEO walks down the hall and asks “Why are we not on Instagram? My 15-year-old daughter was just showing me how cool it is this weekend”. This is likely the reason why the average tenure of a CMO is under 24 months at this point. They are likely sports coaches, hired to be fired, by the impatience of getting results.

When I hear, “Marketing needs to be more than just advertising” once again, you just don’t understand the job….typically advertising is 10-15% of the job.The best marketers determine the strategy, figure out the brand promise, brand communication, product innovation, purchase moment and consumer experience…they touch all, decide all, but they let their experts run each of those touch points.

Marketers don’t just “do marketing”

I am glad so many want to be in Marketing. But you really should have to earn your way into it. Go interview for a job, get rejected a few times, push to really get in there and then learn like ton for a few years. I spent 20 years in marketing. I could not believe how much I learned  in my first five years, then even more in the next five, then way more in the following five and absolute insane amount in those last five years. I’ve now been a consultant for over five years and I swear I know twice as much as I learned in the first 20.

Marketing is not just an activity. The best marketers have to think, define, plan, execute and analyze, using all parts of your brain, your energy and your creativity.

OK, my rant is over.

 

To learn more, here’s a presentation on how to create a beloved brand:

 

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

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

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

Beloved Brands book

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

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

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

Beloved Brands: Who are we?

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

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

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

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

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

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

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

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

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

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

Graham Robertson signature

 

 

 

 

 

 

 

 

 

 

Can Whole Foods survive? I hope so. But, unless they change, I doubt it.

Posted on Posted in How to Guide for Marketers

Whole Foods has lost 14 million customers the past 2 years. The people they irritated the most: their core customers who used to love the brand. Amazon, who recently bought them, sure has their work cut out to fix what has been messed up. Here are the four main reasons why customers have left Whole Foods.

  1. They got rid of freshly prepared market and used pre-prepared foods,that upset their core customers.
  2. They now carry “unhealthy” and non-organics products such as Cliff Bars, that upset their core customers.
  3. They desperately launched discount “365” brand, did nothing for their core customers.
  4. Mainstream retailers offered same organic products at lower prices. Their non-core customers left Whole Foods.

Notice a trend? Whole Foods does not seem to care about their care customers.

Would you invest in Whole Foods right now?

I remember 20 years ago, someone told me that Blockbuster would go bankrupt once on-line movies would take off. My immediate response was “No way!!!” I had just spent 45 minutes lined up at my local Blockbuster to rent “Usual Suspects” for the third time. How could a brand with so much demand completely fall off the face of the earth?

Now I am starting to wonder if Whole Foods will be around in 20 years? Strategic Thinking Whole Foods I sure hope so. I am a big fan of their brand and all the work they have done. Whole Foods has been the dominant player in ‘organic’ grocery stores the past 20-30 years. They have done everything right. They brought a clear brand positioning, a big idea, a fantastic culture that oozes off the walls of their stores and exhibited through every employee you engage with in the stores. They nail branding as well as Apple, Tesla or Nike. They built an army of outspoken brand fans and they are a beloved brand.

Would you invest in Whole Foods right now? Their market capitalization has fallen from $24 Billion to $9 Billion the last 2 years. None of their moves have re-assured investors that their future is bright.

Is Whole Foods a victim of their own success? 

For the past 70 years, the average grocery stores have served the local community within a 10 minutes drive, with 20,000 skus across 10 aisle grocery stores. The business model of traditional stores pumped out ridiculously high volumes at ridiculously low margins. At the retailer’s head office, the buyers had to beat down manufacturers like P&G, J&J, Coke, Kellogg’s and Kraft. They pushed high listing fees and high trade spend to get any displays or flyer ads. Even after all this work, Grocery stores traditionally make only 20-25% gross margins and then make only 2-4% operating profits. Over the last 10 years Kroger has averaged 22% gross margins and 2.7% operating margins. These are very typical numbers for a grocery retailer.

Whole Foods started as a rebellious disruptor to the grocery category.

Strategic Thinking Whole Foods Rebel BrandWhole Foods came along and figured out they could sell organic raspberries at $5.99  instead of $2.99 for normal raspberries and they could sell organic bacon for $9.99 instead of 3.99. They knew that not everyone would pay, but enough would. Instead of high volume, low margin, they went for modest volume with a much higher margin. Whole Foods averages 35% gross margins (+13% higher than Kroger) and 5.3% operating profit (double that of Kroger).

Up until the year 2000, Whole Foods only had 100 locations, capable enough to own a niche position as a rebel brand, yet small enough to fly under the radar of the bigger grocery players. If you notice the Venn diagram to the right, rebel brands own a niche that is far enough away from the mainstream players, to avoid being seen as a direct competitor. For these rebel brands, they believe it is better to be loved by a few than tolerated by many. These brands take all that passion of their consumers and build around it. At this point, Whole Foods owned organic, and the traditional grocery stores were fine to let Whole Foods own the ‘yoga enthusiasts’.

Most brands start as a rebel brands. They win over the trend influencers, satisfying those consumers who do not want what the mainstream brands offer. The rebel brand takes the aggressive stance against the mainstream, finding flaw in the way they do business.  They stand out as a completely different and a better choice to a core group of trend influencers who are frustrated with all the competitors in the marketplace. This consumer group becomes the most motivated consumers to buy into your new idea. Rebel brands must bring these on board and use their influence on others, as the brand begins their journey from rebel brands to island brands to challenger brands and then onto the Power Player brand. Below is a chart that outlines that evolution, and you can see how to use the different consumer types from the trend influencers and early adopters at the beginning and then finding the mass audience as the brand gets bigger and more powerful.

Brand Innovation

After 2000, the move to organic foods hit a tipping point of acceptance within the mainstream audience. Whole Foods took advantage of this shift and invested in rapid expansion across North America. Whole Foods moved to the next stage of what I call the “Island Brand” stage, where you are so different you are on your own. For the health-conscience consumers, Whole Foods success left the traditional grocery stores in a position where they disconnected from what these consumers want. During this time, Whole Foods expanded from 100 to 430 stores, with forecasts of up to 1,200 stores. Whole Foods had gone from a niche player that traditional grocery brands were willing to ignore to a major threat that pushed the traditional brands to make a counter move.

Strategic Thinking Whole FoodsAs organic moved to the mainstream the traditional grocery store responded by bringing in organic foods into their stores. Most traditional grocery chains report that 25-35% of their fresh food has become organic. These grocery stores are charging 15-25% lower prices than Whole Foods, yet still loving the added margins it gives them.

Simply marketing lesson, no one will ever travel farther and pay more, for something they can get close by at a cheaper price.

As a result, Whole Foods has lost customers to the traditional players. According to Barclays analysts, “Whole Foods has lost about 14 million of its customers over the last 18 months. The magnitude of the traffic declines … is staggering. As most retailers know — once traffic has been lost, those patterns rarely reverse”. Did Whole Foods move to the mainstream too quickly, trying to use the groundswell towards organic among mass consumers to move to a challenger position?

Whole Foods next move was a dumb one.

The history of warfare can be characterized by Generals who over-reacted and under-reacted. Both would lose. Whole Foods made the poor decision to launch a lower price, lower service, and lower margin version of itself called “365”.  I always find it frustrating to watch brands who face an attack and then try to act more like the competitor attacking them, rather than backing up a bit and being themselves. When in a competitive battle, especially against those who own the traditional space who you have attacked, never act like your competitor. Instead of staying themselves, the move to “365” acts more like their competitors.

I do not believe these 365 stores can win. They are a hybrid store which is confusing. They will not attract the mainstream consumer who want their organic foods at lower prices, but still wants to buy Diet Coke and Frosted Flakes. They will not win with the core health trend influencer audience who want more, not less.

How will the 365 stores make money?  Low volume and lower margins is a recipe for bankruptcy.

If they can’t win the mass audience, do they still have the health trend influencers? 

We are seeing local healthy grocery stores pop up around North America ready to offer the health trend influencers more. Due to “costs” Whole Foods has made some moves that will irritate this audience.  They got rid of their freshly prepared market and now use pre-prepared foods. There are now swirling questions about whether their food choices are 100% organic. Whole Foods uses their own standards of judging good/bad food options. Whole FoodsAlso, Whole Foods uses national distribution on most items, not through local farmers. On top of that, Whole Foods carries fairly mainstream brand choices such as Cliff Bars with 28% sugar or Kellogg’s Special K. This confuses or frustrates the health trend setter segment who do not want to see those types of brands in their grocery store.

This leaves Whole Foods potentially without a positioning to stand behind and without a core audience to build around. When you try to be everything to anyone, you end up nothing to everyone. Whole Foods have lost who they are. They could take the advice of Oscar Wilde who once said: “Be yourself, everyone else is taken”.

The problem I see for Whole Foods is they have been spiraling downward with losing sales base, yet they seem unable or unwilling to make the right changes. I would not invest, would you?  While brands start as rebel brands, no matter what stage your brand reaches, when the world around you collapses, I recommend the best thing a brand can do is return back to the rebel status and re-start their brand. Instead of going mainstream with lower price/lower service options like the launch of their “365 store”, Whole Foods should go back to their rebellious roots and go even healthier, go even more local, add high end services back. Make it a full experience the health trend influencers want. Instead of trying to drive high volume from their current audience, they should add higher margin services. Be more like who they were 20 years ago.

When you lose your way, return to the rebel position and kick-start your brand again.

 

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

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

Beloved Brands Graham Robertson

 

 

 

Narrow your target to those who are already motivated by what your brand does

Posted on Posted in How to Guide for Marketers

Who wants you?
Too many Marketers think the way to make your brand bigger is to be able to appeal to a bigger, broader audience. While targeting everyone “just in case” might feel safe at first, it is actually less safe because you spread your resources so broadly, you never see the full impact of the resources. Instead of going after who you want the most, go after those consumers who want you.

book-photos-032To illustrate this point, we look at types of target markets:

  • Selling Target: You can sell to anyone who comes in the door and wants to buy. You can reactively sell to anyone who shows interest in your brand, regardless if they fit your ideal target. However, as your brand is constrained by limited resources, you should not spend your limited Marketing dollars against this large of a target, especially when you have seen no signs they will respond enough to provide an efficient pay back.
  • Marketing Target: The smartest Brand Leaders know their ideal consumer. With increased access to data, we know more and more about these people. Just like the shoe-shine person, you should focus your limited resources on those consumers motivated by what your brand offers. These people will respond to your brand story or your product offering, providing the fastest and highest return on investment and effort.
  • Program Target: When working on a specific campaign, the target narrows even further. These are the people you want to stimulate to see if you can get them to see, think, feel or do. A specific program target is smart when launching a new product, or lining up to a specific time of year (Back to School).

I was working with a bank who told me that their target market for a first time mortgage (home loan) was 18-65, new customers, current customers and employees. book-photos-033Sarcastically, I said, “You have forgotten tourists and prisoners”. As I pressed to help them narrow their consumer target, they pushed back saying that they didn’t want to alienate anyone “just in case” someone outside the usual target wanted a home loan. Sure, the odd 64-year-old might be tired of renting for the past 40 years and wants to finally buy their first home. But they would not be offended if there was a 32-year-old in the advertising. The reality is that first time home owners are usually in their late 20’s or early 30’s. The age target should be 28-33. I told the bank I could narrow their target from 100% of the population to 1% with one simple line. I said, “We should only target those who are looking to buy a house”. No one buys a house on impulse. And no one ever wanted a mortgage, without buying a house. Consumers usually spend 6-12 months looking for a house. This is complete common sense, but why was it lost on the bank? Think about the difference the focused target market makes. Instead of just randomly advertising to everyone on mass media, you can focus your resources where the consumer would be most open to your message. Advertise on real estate websites, use billboards beside new housing developments and buy radio ads on Saturday afternoon when people are looking at new homes. We narrowed the target market to: “28-33, already considering buying a house within the next year and nervous about their debt load.”

Narrowing the target is a choice. It is a myth to suggest that a bigger target will make your brand bigger. You will be much more successful convincing a small segment of the population to choose your brand because the promise matches up perfectly to what they want. They are already motivated by what you do.

Realizing not everyone can like you is the first step to focusing all your attention on those that can love you.

Brands need to stand out to win! Brands have four choices: better, different, cheaper or not around for very long. Your brand positioning statement must be simple, unique, own-able and motivating enough to get consumers to think, feel or act differently about your brand. To read more about how to drive your Brand Positioning, here is our workshop that shows everything you need to know, to have the smarts of strategy, the discipline of leadership and the passion of creativity to generate brand love in today’s modern world.

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. 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 use workshop sessions to help your team create a winning brand positioning that separates your brand in the market, write focused brand plans that everyone can follow and we help you find advertising that drives growth for your brand. We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. Our Beloved Brands training center offers 10 training workshops to get your team of brand leaders ready for success in brand management–including strategic and analytical thinking, writing brand plans, positioning statements and creative brief, making decisions on creative advertising and media plans.

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.

strategic-thinking-2017-148

John Lewis 2016 Christmas ad a bit simple and falls a little flat

Posted on Posted in Beloved Brands in the Market

images

I feel like a little kid who races downstairs only to be disappointed by my gift. And then I feel bad about it. I am one of those who love the John Lewis Christmas ads and starts to think about it around early October.

And yet, this year, I just feel “blah”.

Once a year, brand fans await the latest installment of the John Lewis Christmas ad. So much attention, that it creates media hysteria trying to predict when it will be launched. John Lewis took advantage of that hype to use three little 10-second teasers with #BounceBounce to build up the anticipation.

The ad is OK, but not great.

It’s cute, but not brilliant.

It falls a little flat, compared to previous John Lewis ads.

Here is the ad, and before I lose you I have put all the John Lewis Christmas ads below for you to compare with.

 

Pretty simple story. Kid likes to bounce on things. Dad builds a trampoline. Animals come out and bounce on it. Dog sees them and is jealous. Dog bounces on the trampoline before the kid gets to it. Kid disappointed?  Mom and Dad disappointed? No one seems happy.

 

How do you feel about it? Is it just me?

The people at John Lewis felt that last year’s spot was “too sad” and they didn’t want to do “sad-vertising” anymore. Personally, I loved last year’s spot. It did bring a tear to my eye, but in a good way. John Lewis has also said they are trying to tap into the insight that 2016 has been a tough year, with Brexit and the US elections. Wouldn’t a more elaborate story be a better escape for consumers?

 

John Lewis has created a legacy around Christmas that is tough to live up to

I have worked on campaigns that lasted 10 years and 5 years. The hardest thing for a Marketer is to stay on track, yet try to beat last year’s spot. It is very hard to be creatively different, yet stay in line with the campaign. marketing-execution-2017-extract-9-001Those fight against each other. Since 2009, John Lewis has wiggled a little each year. But what they have not done yet, is sold out to the pressure. Each year, the ads have been highly creative, the ads that created the magic simply through the eyes of the children in the ads. The emphasis has always been on giving. You will see there is not a lot John Lewis branding in any of these ads, but there is a certain degree of ownership.

 

Rachel Swift, head of brand marketing at John Lewis, says “It is has become part of our handwriting as a brand. It’s about storytelling through music and emotion. The sentiment behind that hasn’t changed – and that is quite intentional. The strategy behind our campaigns is always about thoughtful gifting.”

Let’s use that summary to see how well the 2016 spot lives up to the John Lewis ads of the past?

  • There is not much of a story.
  • It is not very emotional at all.
  • It is not really about thoughtful gifting.
  • No one in the ad even seems happy.

In my view, 2016 ad falls flat and now I have to turn my attention to other retailers to see what they do. My hope is someone does something extra special. Right now John Lewis is the gold standard for Christmas ads and this latest puts them at risk that another retailer easily outshines them.

 

 

The history of John Lewis Ads

Here is last year’s spot, that might have gone overboard on sad. But I truly loved it.

Yes, the man on the moon is a metaphor (sorry, there really isn’t a man on the moon) for reaching out and giving someone a gift. For me, this ad quickly reminds me of when my own kids are on the phone or FaceTime with my mom. There is a certain magic in the innocence and simplicity when the very young talk with older people. They both seem to get it, maybe sometimes more than the in-between ages where the innocence of Christmas is lost within their busy schedules.

 

Here are the John Lewis spots from the last few years and you can tell me which one you like the best.

2014:  Monty the Penguin:

 

Here is the one from 2011, about the boy who couldn’t wait for Christmas. You will notice this year’s Man on the Moon feels very similar.

 

This is also a great one from 2010

 

And you can see the one from 2009.

 

In 2012, the “snowman” ad felt bit too dark for me with the tone feeling like a slight miss for John Lewis. I felt they were trying too hard.  Maybe feeling the pressure to keep the campaign alive by being different when really the consumer just wants the fast-becoming-familiar-John-Lewis-magic each year.

 

I also found the 2013 ad a bit of a departure, going to animation and utilizing on-line and in-store media. This campaign seems trying too hard to capitalize on their success. Doesn’t feel like a fit.

 

I guess I’ll have to wait for the 2017 John Lewis Christmas ad!  🙁

 

Christmas is 8 weeks away. Expect to see this spot a lot on your social media feed. But, also expect the other UK retailers to compete as they did last year. Here is a link to the 7 best Holiday ads for last year:

Our 7 favorite Holiday ads of 2015. Have your say.

 

Passion in Marketing Execution Matters. If you don’t love it, how do you expect your consumer to love it? If you “sorta like” it, then it will be “sorta ok” in the end. But if you love it, you’ll go the extra mile and make it amazing. To read more about how to drive your Marketing Execution, here is our workshop that shows everything you need to know, to have the smarts of strategy, the discipline of leadership and the passion of creativity to generate brand love in today’s modern world.

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. 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 use workshop sessions to help your team create a winning brand positioning that separates your brand in the market, write focused brand plans that everyone can follow and we help you find advertising that drives growth for your brand. We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. Our Beloved Brands training center offers 10 training workshops to get your team of brand leaders ready for success in brand management–including strategic and analytical thinking, writing brand plans, positioning statements and creative brief, making decisions on creative advertising and media plans.

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.

bbi-creds-deck-2017-007