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

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

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

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

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

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

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

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

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

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

Love what you do.  Live why you do it.  

 

To read more about how to love what you do.:

 

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  We believe the thinking that got you here, will not get you where you want to go.  grOur President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham.robertson@beloved-brands.com or follow on Twitter @grayrobertson1

 

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

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

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How to Determine your Brand’s Health using Brand Funnels

Brand Funnels

Every brand should understand the details of their Brand Funnel–what’s causing any strength, weakness, changes versus last year or gaps versus competitors.  brand-funnelA classic funnel would measure awareness, familiar, consider, purchase, repeat and loyal.  But in the change of consumer behavior over the last 10 years, I would now add SEARCH between consider and purchase.

At the very least, you should be measuring Awareness, Purchase and Loyalty rates.  While sales, share and profits are the obvious measurements of a brand, they are easy to see but are the end result.

Brand Health vs Brand Wealth

When we first analyze a brand’s performance, we start by looking at the wealth of the brand and look at things like sales, share, margins.   That’s a great starting point, but anyone can see those numbers.  But that’s like judging someone’s health just by looking at them.  You’d miss out on the cholesterol, blood pressure and the internal health an xray or MRI might show.   Looking at Brand Health would include looking at how well the brand funnel performs, voice of customer, satisfaction scores and any major changes in market trends.  Think of Brand Wealth as the measures you can easily see, and the Brand Health as those measures you can’t easily see.  

Slide1The brand funnel provides a  rich diagnosis of the true health of the brand before they even show up in share reports and provides possible indicators of future performance.  Almost like a finger print, every brand has a unique brand funnel.  Your brand will have certain strength as well as leaks in the funnel.

Analyzing Brand Funnels

Here are the five steps to analyzing the brand funnels.

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  1. First take a look at the absolute Brand Funnel scores, compare them to last year, compare to competitors and versus the category norms.  An Indifferent brand will have a skinny funnel, a Like It brand will have a funnel that quickly narrows near purchase.  Loved Brands will have a more robust funnel, maybe with one easily identified gap.  And Beloved Brands have no gaps on the funnel. 
  2. Then you want to look the Brand Funnel Ratios, finding the percent conversion from one stage to the next.   To create the ratios, divide the absolute number by the number above it on the funnel.  For instance in the example above, take the Familiar score of 87% and divide it by the Awareness score of 93% and the ratio conversion is 91%.  That means that 91% of those who become Aware will move to Familiar. Slide1
  3. What’s most useful is to compare the Ratios of your Brand to the Ratios of your nearest competitor.  In this second part of the analysis, the ratio becomes the focus.
  4. You then want to compare the ratios, finding the gap at each of the stages.  You will start to see where your ratio will either be stronger or weaker than the comparison brand.
  5. Analyzing the difference between the two brands finds the biggest gaps and begins telling a strategic story for the gap.
Matching the Funnel up The Brand Love Curve

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

With each stage of the Brand Love Curve, the consumer will see your brand differently.  The worst case is when consumers have “no opinion” of your brand.  They just don’t care.   It’s like those restaurants you stop at in the middle of no-where that are called “restaurant”.  In those cases, there is no other choice so you may as well just name it restaurant.  But in highly competitive markets, you survive by being liked, but you thrive by being loved.  Be honest with yourself as to what stage you are at, and try to figure out how to be more loved, with a vision of getting to the Beloved Brand stage. 

  • Indifferent: When you are indifferent, you’ll have a very skinny funnel, starting with very little awareness and consideration.  The issue is no one really knows about your brand.  What could be holding your brand back is a) concept that’s not breaking through into the marketplace b) poor execution behind the awareness driving programs or c) lack of investment behind the right strategy.  The strategic focus should be on driving Awareness and Consideration to establish your brand into the minds of consumers and in the marketplace.  Align the brand promise and the communication of that brand promise to begin gaining customers.  
  • Like It:  At the Like It stage, the funnel is fairly strong at the top but quickly narrows at purchase and has a very weak bottom part of the brand funnel.  As people see your brand as a good rational choice, they might consider it and use it, but it lacks separation from the other brands and it’s missing that emotional connection.  Brands stuck here usually focus on what they do (features) and not what the consumer wants (benefits)  In the funnel, you’ll see pretty strong awareness and consideration but you’ll lose out at the purchase stage and have no real repeat or loyalty at all.  You’ll notice fairly high trade spend just so you can keep your share going–and you use price as a weapon to close the deal.  The best strategy here is to begin to Separate Your Brand from the clutter of the market, by establishing a brand promise based on benefits–rational and emotional.  A brand like Dove was at the Like It stage back in the 1990s.  Only when they could shift from talking about themselves to talking about the consumers would they be able to establish more love for their brand.  
  • Love It:  At the Love It stage, the funnel starts to fill out, but might still have some gaps.  Your focus should be on taking the connection consumers have with your brand and drive repeat and loyalty.  Strategically, focus on ways to Tug at the Heart of your consumers so you can strengthen that connection you have.  This is where you take a little bit of love and try to become a Beloved brand.  And you should aggressively analyze any gaps on the funnel and attack them.  Also, once you start to see strength versus one of your competitors, you can start to leverage that power to squeeze them out and attack their weaknesses on the brand funnel. When Samsung started to become a Loved Brand in the TV market, they took all that power to own the in-store environment shutting out brands like LG, Sharp and Panasonic.   They shifted some spend from Awareness down to Purchase.  Samsung now is using the cell phone and very emotional programs to try to shift from a little bit of love into a Beloved Brand.  
  • Beloved Brand:  At the Beloved stage, the brand funnel should be very robust, better than any competitors.   With such strong funnel, the strategy shifts towards  Continuing the Magic with creativity in marketing programs or Innovation in the product.  The analysis here is to keep analyzing  the funnel over time and versus competitors on a regular basis and any weakness is attacked immediately before a competitor can discover and utilize.  A Beloved Brand like Special K with all their success, has decided to attack their original cereal formula to improve the taste.  

Slide1

Attack Your Gaps

I encourage brands to analyse the Leaks by looking at how the consumer might move along the brand going from Indifferent (unaware, not noticed) to Like It (interested, bought) to Love It (satisfied, repeater) and Beloved Brand for Life (Fan, outspoken).  At each stage, match up what the consumer feels about the brand as well as what the possible reasoning for why they might reject the brand.

Slide1

Brand Leaders like Sony, started to see cracks at the purchase stage as consumers started seeing just how much better Samsung when they were able to compare brands at the store level.  In fact, people hung onto the Sony brand much longer than they should have.  That’s actually a sign of the power that Beloved Brand status gives you.

Use Brand Funnels to Track and Manage the Health of Your Brand

 

To read more about how the love for a brand creates more power and profits:

 
Other Stories You Might Like
  1. How to Write a Creative Brief.  The creative brief really comes out of two sources, the brand positioning statement and the advertising strategy that should come from the brand plan.  To read how to write a Creative Brief, click on this hyperlink:  How to Write a Creative Brief
  2. How to Write a Brand Plan:  The positioning statement helps frame what the brand is all about.  However, the brand plan starts to make choices on how you’re going to make the most of that promise.  Follow this hyperlink to read more on writing a Brand Plan:  How to Write a Brand Plan
  3. Consumer Insights:  To get richer depth on the consumer, read the following story by clicking on the hyper link:  Everything Starts and Ends with the Consumer in Mind

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

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

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

 

A Beloved Brand commands the Power of a Monopoly

The Brand Love Curve

In the consumer’s mind, brands sit on a Brand Love Curve, with brands going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life.  At the Beloved stage, demand becomes desire, needs become cravings, thinking is replaced with feelings.  Consumers become outspoken fans.  FormulaIt’s this LOVE that helps drive POWER for your brand: power versus competitors, versus customers, versus suppliers and even versus the same consumers you’re connected with.  With added power, you will be able to drive stronger PROFITS.  For a Beloved Brand, prices are inelastic and you can trade consumers up to new premium options.  You can drive share and move to new markets with your loyal consumers following.  And you can put pressure on costs.  All these drive added profitability for the Beloved Brand.   LOVE = POWER = PROFITS

The most beloved brands are based on an idea that is worth loving. It is the idea that connects the Brand with consumers.  And under the Brand Idea are 5 Sources of Connectivity that help connect the brand with consumers and drive Brand Love, including 1) the brand promise 2) the strategic choices you make 3) the brand’s ability to tell their story 4) the freshness of the product or service and 5) the overall experience and impressions it leaves with you.  Everyone wants to debate what makes a great brand–whether it’s the product, the advertising, the experience or through consumers.  It is not just one or the other–it’s the collective connection of all these things that make a brand beloved.

Using the Love to Generate Power

The 12 forces of a Beloved Brand map out how a beloved brand can leverage the power generated from being loved.

Power over consumers:  A Beloved Brand with a loyal group of followers has so much more power–starting with a power over the very consumers that love them.   These consumers feel more than they think–they are e-rational responding to emotional cues in the brand.   They’ll pay a premium, line up in the rain for new products and follow the brand to new categories.   Look at the power Starbucks has with their base of consumers, making their Starbucks moment one of their favorite rituals of the day and how consumers have now added sandwiches and wraps to those rituals.  All day long, Starbucks has a line up of people ready for one of their favorite moments of their day.

Power over Porter’s 5 Forces:  We can see that the love also gives Beloved Brands power over channels, substitutes, new entrants, or suppliers.   With a beloved brand, there is power over channels because consumers would rather switch stores than switch brands.  Apple has even created their own stores, which generate the highest sales per square foot of any retailer.  And even with their own stores, Best Buy still gives Apple preferential treatment with a ‘store-in-store’ concept.  With outspoken fans, they’ll even fight on behalf of the brand against competitors.  Competitors can duplicate the product, but they can’t get close to duplicating the emotional connection.  Beloved Brands even have power vs Suppliers, who want the beloved brand on their roster.   Many suppliers will cut their prices, offer extras and first right of refusal on new technologies. In Apple’s case, Intel has given them the lead on new chip technology two years before they gave them to PC ultrabooks, giving them a huge competitive advantage.  With these powers, it makes it hard for new entrants to break through.

Power over Employees:  Beloved Brands have a power over employees that want to be part of the brand and the culture of the organization that all these brand fans are proud to project.  People at Starbucks love working there and wear that green apron with a sense of pride.  Brand fans that get hired into the system, know the culture on day 1 and will do what it takes to preserve it.  Starbucks employees ooze the brand and honestly from a cultural view, their interactions make the difference in the experience of the brand.  Employees have their regulars, know their name and their drink.  It’s no longer just the coffee.  It’s your escape and your comfort zone.

Power over the Media:  Beloved Brands have a power over the Four types of Media:  1) Paid 2) Earned 3) Social and 4) Search.  Beloved Brands have a much more efficient media buy–lower GRPs needed to break through and a lower Ad Spend/Sales is needed to keep share strong.  Even for paid media, beloved brands get better placement, cheaper rates and they’ll be the first call for an Integration or big event such as the Super Bowl or the Olympics.  Beloved Brands have figured out the earned media, with launch events, press releases and executive story lines that seep into the mainstream press.  Competitors complain about Apple getting a positive media bias–they are right, they do.  As brands are still figuring out social media, it’s the most loved brands that are doing it right, whether it’s Coke, Nike or Apple.  Are they smarter?   Maybe.  But the beloved Brands have such a huge advantage because people want to connect socially, want to share and want to influence.   Nike did such a great job with social media during the London Olympics that people thought they were the main shoe sponsor–when it was Adidas.  Lumping earned, social and search together as ‘free’ media, Apple generates over a billion dollars of free media via the mainstream media and social media.

Power over Influencers:  Beloved Brands have a power over key influencers whether it’s doctors recommending a certain drug, restaurant critics giving a positive review for the most beloved restaurant in town  or electronics sales people selling a beloved TV. Each of the influencers become fans of the brand and build emotion into their recommendation. They become more outspoken in their views of the brand. And finally beloved the Beloved Brand makes its way into conversation at the lunch table or on someone’s Facebook page. The brand fans are everywhere, ready to pounce, ready to defend and ready to say “hey, you should buy the iPhone”.  The conversation comes with influence as crowds follow crowds.  This conversation has a second power, which creates a badge value.  People know it will generate a conversation and are so proud to show it off.  After all, they are in the club.

All 12 forces combine to generate Power for the Brand, that matches that of a Monopoly.

 

To read more about how the love for a brand creates more power and profits:

Other Stories You Might Like
  1. How to Write a Creative Brief.  The creative brief really comes out of two sources, the brand positioning statement and the advertising strategy that should come from the brand plan.  To read how to write a Creative Brief, click on this hyperlink:  How to Write a Creative Brief
  2. How to Write a Brand Plan:  The positioning statement helps frame what the brand is all about.  However, the brand plan starts to make choices on how you’re going to make the most of that promise.  Follow this hyperlink to read more on writing a Brand Plan:  How to Write a Brand Plan
  3. Consumer Insights:  To get richer depth on the consumer, read the following story by clicking on the hyper link:  Everything Starts and Ends with the Consumer in Mind

 

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

Pick your Social Media vehicle and follow us by clicking on the icon below

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

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

Happy Valentines: A Love Story For Brand Leaders

Why Does Love Matter for a Brand?

Today is all about love.  And while you might be buying some flowers or chocolate for the one you love, what are you doing to show your consumer that you love them?   How do you expect them to love you, if you don’t show them a little bit of love.  

Here’s a cute ad that Coke, one of the most beloved brands, is doing to celebrate the day with their consumers.  

More Love Means More Profits

Brand Leaders are thinkers and don’t always feel comfortable getting all emotional.  They don’t have time for fluff, because they have a bottom line to hit.  How many times have we heard: “keep it simple, show my product shot, say my superiority claim, show a demo and the product will sell itself”.  

But what if I told you that the more love you can generate for your brand, the more money you will make.  Does that sound like crazy talk?

The Brand Love Curve

In the consumer’s mind, brands sit along a hypothetical Brand Love Curve, going from Indifferent to Like It to Love It and finally becoming a Beloved Brand for Life. 

Love Curve Detailed

The farther along the curve the deeper the connection.  At the beloved stage, demand becomes desire, needs become cravings, and thinking is replaced with feelings.  Consumers become outspoken fans.  That connection helps drive a positional power for your brand—a power versus competitors, customers, suppliers and even versus the very consumers that love you.  With that power, consumers will pay more, use more and follow where the brand goes next.   All this love goes straight to the bottom line. 

Brand Love: 

Marketers keep debating what makes a great brand.  Is it the product, the advertising or even the experience?  There are 5 sources of Brand Love: the brand promise, experience, strategy, innovation and the communication of the brand story.   

Slide1

The brand’s promise must be relevant, simple and compelling enough to connect. A brand can only be better, different or cheaper.  Otherwise it won’t be around for very long.  The most beloved brands are based on an idea worth loving.  The strategic choices should start with where the brand is on the Brand Love Curve and finding ways to create a deeper connection.  Externally, the promise is delivered through communication, but just important the brand acts as an internal beacon to the culture and the R&D.   The brand story expresses the promise in a compelling way, whether through paid media, earned, social and search.  The experience created by the culture has to over-deliver the brand promise. Freshness of innovation, keeps the brands one-step ahead of competitors.   Every new product should tie back to the brand promise.   Execution in every facet matters:  you have to love what you do.   If you don’t love the work how do you expect your consumer to love your brand?

 

Brand Power: 

Once you create love with your consumer, the key is turning that love into power. 

Slide1

That starts with a power over the very consumers that love them.  The most loyal users line up in the rain for new products, promote and defend the brand, pay the price premium and even follow the brand to new categories.  With this connection, beloved brands have a power over channels, as people would rather switch stores than switch brands.  There’s a power over the media. Not only can you afford more paid media, you can generate more free media: earned, social or search media.  Apple generates over a billion dollars of free media via the mainstream media and social media.  Beloved Brands have a power over employees that want to be part of the brand who intimately know and bring a passion to the brand before they even start.

Brand Profit:

Because the brand is now tied more to how you feel than just the product, there’s a direct impact on the P&L. 

Slide1 copy 2

The most beloved brands create momentum as crowds follow crowds, turning it into share gains.  Consumers follow the Brand into new categories.   The price is inelastic with loyal brand fans pay a 20-30% price premium and even the weakened channels and take lower margins.  In terms of costs, suppliers will cut their price to be on the brand’s roster, and higher volumes lower cost of goods.  With higher share, new categories, an inelastic price and lower cost structure, the most beloved brand can turn the connection into growth profits. 

 

The formula for a Beloved Brand is simple:
Beloved = Power = Growth = Profit

 

So maybe it’s time for Brand Leaders to start asking: “And how will this make our consumers love my brand”

 

 

Here’s a summary on Creating a Beloved Brand: 

 

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  1. How to Write a Creative Brief.  The creative brief really comes out of two sources, the brand positioning statement and the advertising strategy that should come from the brand plan.  To read how to write a Creative Brief, click on this hyperlink:  How to Write a Creative Brief
  2. How to Write a Brand Positioning Statement.  Before you even get into the creative brief, you should be looking at target, benefits and reason to believe.   To read how to write a Brand Positioning Statement, click on this hyperlink:  How to Write an Effective Brand Positioning Statement
  3. Turning Brand Love into Power and Profits:  The positioning statement sets up the promise that kick starts the connection between the brand and consumer.  There are four other factors that connect:  brand strategy, communication, innovation and experience.   The connectivity is a source of power that can be leveraged into deeper profitability.  To read more click on the hyper link:  Love = Power = Profits 

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

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

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

Write a Better Positioning Statement by Going to War with Your Consumer’s Enemy

The most beloved brands are based on an idea that is worth loving. 

It is the idea that connects the Brand with consumers.  Consumers connect to ideas more than just facts about your product.  And under the Brand Idea are 5 sources of connectivity that help connect the brand with consumers and drive Brand Love, including the brand promise, the strategic choices you make, the brand’s ability to tell their story, the freshness of the product or service and the overall experience and impressions it leaves with you.  Everyone wants to debate what makes a great brand–whether it’s the product, the advertising, the experience or through consumers.  It is not just one or the other–it’s the collective connection of all these things that make a brand beloved.

The best Brand Ideas start with the conquering of the Enemy of your Consumers

As people start writing positioning statements, they normally start off with some feature oriented things they do better than others.  And it normally just sounds like a category feature that everyone basically does.  It’s like saying a car drives.  You end up with boring, undifferentiated, features that you’ve said for years.  Consumers don’t care about what you do until you begin caring about consumers need.  

And when Brand Leaders feel stuck I like to ask them: “who is your consumer’s enemy?”  Once you answer that, you’ll see the ideas get richer.   Use the attack of the enemy to generate a bigger idea which then acts as a focal point to set up your brand promise.  You will start to notice that the answers get better because you are connecting with your consumer because it helps solve something in their lives.  You are now in the consumers shoes. 

Here’s a few examples of how it might work:

  • Apple:  The enemy of most people who have ever turned on a computer is  Frustration.  Nothing ever seems to work and we end up overwhelmed and feeling incompetent.  Along comes Apple who attacks Frustration by making everything so simple.  Everything Apple does is about simplicity, not about technology.  Apple makes me feel smarter.  Apple makes it easy for anyone to download songs, edit photos or even just start using their computer on day 1, right out of the box.   Taking that one step further, Apple’s brand promise is “we make it easier to love technology, so that you can experience the future.”  
  • Starbucks:  Back in the 70’s, people loved taking a moment early in the morning to sit with their coffee and morning newspaper.  Folgers made millions on the tagline “The Best Part of Waking Up is Folger’s in Your Cup”.  Fast forward one generation and the new enemy is the insane hectic lives that we all live.  We rush to get the kids off to school, rush to work, rush to grab a sandwich and work through lunch so we rush to every kid event that night and then slither into bed at 11:15 pm.   Starbucks attacks that hectic life with and the big idea becomes a bit of “me time”.   Starbucks has created a bit of an escape with a euro-flare, people who know your name, a drink customized to your own desires, a few indulgent treats and a nice leather chair to sit with your best friend.  The Starbucks brand promise is “we give you a moment in your day where you can just escape and spoil yourself” 
  • Special K:  For all of us who have gained a few pounds over the years, we keep going on diets and failing over again.  It’s just too difficult for us to make such a life style change.  Diets are just too hard.  And we are left wearing our “fat pants”.  The enemy is not being able to squeeze into your favorite pair of jeans anymore.  Special K came along and created the 2-week challenge to attack the enemy,  offering the easiest diet that anyone can do.   Just replace two meals a day with Special K and you’ll be able to lose weight. It’s that easy.  The brand promise is “With the Special K Challenge, it’s a diet so easy that anyone can drop a Jean size in two weeks.” 
So who is your Consumer’s Enemy?  And how do you turn the attack on that enemy into a Brand Idea?  

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

 

To read and Article on How Brand Love creates Brand Power, follow this link: Brand Love

 

About Graham Robertson: I’m a marketer at heart, who loves everything about brands.  My background includes 20 years of CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke. The reason why I started Beloved Brands Inc. is to help brands realize their full potential value by generating more love for the brand.   I only do two things:  1) Make Brands Better or 2) Make Brand Leaders Better.  I have a reputation as someone who can find growth where others can’t, whether that’s on a turnaround, re-positioning, new launch or a sustaining high growth.  And I love to make Brand Leaders better by sharing my knowledge. My promise to you is that I will get your brand and your team in a better position for future growth.  To read more about Beloved Brands Inc., visit http://beloved-brands.com/inc/   or visit my Slideshare site at http://www.slideshare.net/GrahamRobertson/presentations where you can find numerous presentations on How to be a Great Brand Leader.  Feel free to add me on Linked In at http://www.linkedin.com/in/grahamrobertson1  or on follow me on Twitter at @GrayRobertson1

How Beloved Brands Fall From Grace

Very few Beloved Brands stay on top for long. 

Beloved Brands like Disney, McDonald’s and Coke have stayed at the top across many generations of consumers helping to deepen their connectivity and solidifying their power as a brand.  But these brands are rare.  Instead, most of the brands that reach beloved status stay at the top for one generation at best.  These brands get to the top and think they are invincible. They fail to recognize the decline before it’s too late because as they are in denial of the underlying problems which could be a result of fear, arrogance, not listening or making the wrong choices.  They fail to attack themselves which opens the door to an attack from others.

The 5 ways that Beloved Brands fall from grace
  1. Beloved Brands forget who they are and what it was that made them famous.  Benetton is great example of a brand who forgot what made them famous.   In 1990, Benetton could do no wrong.  Business schools wrote case studies of their success and Ad Agencies held them up as the brand of envy for all clients to learn from.  They had shock-value advertising campaigns that people talked about at the lunch table and there was a Benetton store in every mall.  Their colorful and stylish fashion was the desire of the core teenage crowd.  Benetton’s brand promise was providing European fashions at an affordable price.  But the arrogance of the “can do no wrong” brand quickly faded.  While they were so busy creating shock-value advertising and arrogantly talking of their brand as it were art itself they forgot about the fashion part of the business.  Benetton started to look like a hollow promise of cool ads with not-so-cool clothing.  Also, Benetton expanded so broadly and so fast, they opted for franchises instead of maintaining ownership over the distribution.  The managing of the large franchise network became a drain on the company and there’s a belief that not being close to the consumers in the stores hurt their ability to listen to what teenagers were saying and wearing.  With a fickle teenage target, Benetton quickly went from a must-have to a has-been brand.
  2. Struggle to keep up with the times.   The Beloved Brands of General Motors–Cadillac, Oldsmobile and Corvette–not only peaked in the 1970’s, but found themselves stuck their as well.  The 70’s were one of those decades with such a distinct look with Disco, perms, gold chains and the 3-piece suit, that most things connected to the 70’s were completely rejected in the 1980’s.  A brand like Cadillac was the ultimate luxury brand, so revered that people would describe the best brand of any category as “it’s the Cadillac of….” but that has since been replaced by “it’s the Mercedes of…..”   Cadillac’s unit sales peaked in 1973 just as gas prices began to rise and the look of those huge gas-guzzlers. It no longer fit the desires of the Yuppies of the 1980’s who were now opting for sleeker luxury with Mercedes and BMW.  The Corvette brand had done a nice job transitioning from the 50’s of James Dean through the 60’s and 70’s, always remaining as an icon of sophisticated American cool.   But Corvette failed to update their 1970’s brand look until 1984, which was too late to escape the stigma and giggles of those who looked at the drivers as having a “mid-life crisis”.  Consumers of the 80’s were now driving smaller and sleeker sports cars like the RX7, 280Z and later on the Miata.  And finally, the Oldsmobile was a classic American family car who sales soared through the 1970’s.  By the mid-80’s, in an effort to try to capture a new generation, they used the infamous tagline of “Not your father’s Oldsmobile”  which only re-enforced that it WAS your father’s Oldsmobile.  I believe that the near-bankruptcy of General Motors can be traced back to the 1970’s when the brands peaked and yet felt stuck in a time-warp forever.  GM failed to keep up in design, and failed to change as gas prices rose dramatically.  They found themselves attacked on the lower end from the Japanese cars like Toyota and Honda and at the higher end from German brands like Mercedes, Porsche, Audi and BMW.
  3. They make the wrong strategic choices because they think of themselves before the consumer.   Gap Clothing got greedy and forgot what made them great: trendy American fashion for a stylish generation at a reasonable price. And who is the spokesperson for fashion:  the coolest people on earth:  TEENAGERS of course.   Every generation of Teens believes they are the most important people on earth and they want products that speak for their generation.  It’s all about them.   They influence Music, Movies, TV Shows and Clothing and believe each has to speak directly to them and for them.   Imagine being 15 in the late 90’s, you’re walking in your favorite mall, trying to be as cool as can be, heading for your favorite clothing store.  All of a sudden, you look up and your favorite clothing brand is now flanked by BABY GAP on one side and GAP MATERNITY on the other side.   How could this brand speak for the teen generation, when your 2-year-old nephews are wearing a mini-version of what you’re wearing or your pregnant Aunt is wearing the stretchy version?  GAP made the mistake of putting their name on all their line extensions, which most fans of Master Brands thinks strengthens the brand but it actually runs the risk of actually weakening the brand.  GAP also forgot about feeding that desire for leading edge, trendy clothing–the whole reason for that “8 seasons” rotation of inventory.  Go into a GAP store this year, and you’ll realize how boring and drab the products have become.  No teenager today loves GAP or even thinks much about GAP.  They are totally indifferent.   Fast forward to 2011, GAP Clothing sales are down 19% this year and down over 25% since the peak of 2005.  And they have just announced the closing of 200 stores–which will continue the downward spiral.
  4. If you are Afraid to attack yourself, expect an attack from someone else.   Kodak was such a revered brand for so long, but their refusal to attack themselves opened up so many windows of attack from others.  The first attack came in the traditional film business from low-priced Fuji film.   Kodak did nothing to stop Fuji for fear of eroding their margin, letting Fuji gain a 17% share of the film market.   The second attack came from new entrants into the digital camera market before Kodak was ready to enter.    Even though Kodak had the first digital camera as early as 1975,  the product was dropped internally for fear it would threaten Kodak’s photographic film business.   In 1990 Kodak finally laid out a plan to enter the digital camera market but took another decade to enter the market.  The world was changing, yet Kodak executives still could not fathom a world without traditional film which gave them little incentive to deviate into the digital camera space.  The third attack came once Kodak entered the digital camera space.  Kodak entered at the high-end of the market and for a brief moment was the #1 digital camera.  But Kodak failed to recognize how quickly the digital camera market would become commoditized.   They did cut their prices, but couldn’t lower their cost of goods fast enough to keep up with the Japanese manufacturers.  Kodak was losing $60 for every camera sold at the same time as their traditional film business was dying. The result: Bankruptcy.  Interestingly enough, at the time of their bankruptcy, Kodak released 1000’s of patents for sale.  It’s not a question of innovation that killed Kodak, it’s a refusal to act on the right innovation in a timely fashion. They failed to attack themselves only to let others attack and ultimately destroy them.
  5. Lose focus and let the experience slide.   A recent case study in a brand experience not living up to expectations is the Blackberry.  It’s a classic case where they grabbed early share as the category innovator and then forgot to keep making improvements to the overall experience.  The list of problems for blackberry is long: major service outages, keyboard that sticks, small screen size, bad cameras, poor quality speaker-phone, slow internet browser and when the screen freezes you have to take the battery out and re-boot.  In my last few months as an angry blackberry user, I was taking the battery out 5x a day.  The leaders at RIM believed they were invincible almost laughing when Apple launched the iPhone.  These guys would next launch a tablet without any Apps on it.  Oh man!  What I think Blackberry’s biggest failure is not mapping out the customer experience and attacking every possible weakness.   It’s a classic case of technology first and then thrust it into the marketplace and hope it sells.  The blackberry experience has just not kept pace with Android and Apple.  As a result, the RIM share price is down 95% since its peak of 2008.
Maintaining Beloved Brand Status
  1. Keep the brand’s promise front and center on who you are.  You need to be either better, different or cheaper.   Challenge yourself to stay relevant, simple and compelling.
  2. Keep challenging the status quo to maintain an experience that over-delivers the promise.  Create a culture that attacks the brand’s weaknesses and fixes them before the competition can attack.  With a Beloved Brand, the culture and brand become one.
  3. Make focused strategic choices that starts with being honest with yourself.  Find a way to listen to your consumers and stay ahead of the trends.  Watch for dramatic shifts because they can really open a door for a competitor.  It’s easier said than done, but don’t be afraid to attack yourself even if it means cannibalizing your current business.  A good defense starts with a good offense.
  4. The most beloved brands have a freshness of innovation, staying one-step ahead of the consumers.  The idea of the brand helps acting as an internal beacon to help frame the R&D.  Every new product has to back that idea. .
  5. Keep the brand story clear and simple through great advertising in paid media, but also through earned media either in the mainstream press or through social media.

 

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

 

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  gr bbi picWe believe the thinking that got you here, will not get you where you want to go.  Our President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham.robertson@beloved-brands.com or follow on Twitter @grayrobertson1

 

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

Ask Beloved Brands to run a workshop to find your brand positioning or ask how we can help train you to be a better brand leader.

Love = Power = Profit

The Brand Love Curve

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

With each stage of the Brand Love Curve, the consumer will see your brand differently.  The worst case is when consumers have “no opinion” of your brand.  They just don’t care.   It’s like those restaurants you stop at in the middle of no-where that are called “restaurant”.  In those cases, there is no other choice so you may as well just name it restaurant.  But in highly competitive markets, you survive by being liked, but you thrive by being loved.  Be honest with yourself as to what stage you are at, and try to figure out how to be more loved, with a vision of getting to the Beloved Brand stage. 

The most beloved brands are based on an idea that is worth loving. 

It is the idea that connects the Brand with consumers.  And under the Brand Idea are 5 sources of connectivity that help connect the brand with consumers and drive Brand Love, including the brand promise, the strategic choices you make, the brand’s ability to tell their story, the freshness of the product or service and the overall experience and impressions it leaves with you.  Everyone wants to debate what makes a great brand–whether it’s the product, the advertising, the experience or through consumers.  It is not just one or the other–it’s the collective connection of all these things that make a brand beloved.

Generating Love for the Brand
  1. The brand’s promise sets up the positioning, as you focus on a key target with one main benefit you offer.  Brands need to be either better, different or cheaper.  Or else not around for very long.  “Me-too” brands have a short window before being squeezed out.  How relevant, simple and compelling the brand positioning is impacts the potential love for the brand.
  2. The most beloved brands create an experience that over-delivers the promise.  How your culture and organization are set up can make or break that experience.  Hiring the best people, creating service values that employees can deliver against and having processes that eliminate service leakage.  The culture attacks the brand’s weaknesses and fixes them before the competition can attack.  With a Beloved Brand, the culture and brand become one.
  3. Brands also make focused strategic choices that start with identifying where the brand is on the Brand Love Curve going from Indifferent to Like It to Love It and all the way to Beloved status.   Marketing is not just activity, but rather focused activity–based on strategy with an ROI mindset.  Where you are on the curve might help you make strategic and tactical choices such as media, innovation and service levels.
  4. The most beloved brands have a freshness of innovation, staying one-step ahead of the consumers.  The idea of the brand helps acting as an internal beacon to help frame the R&D.  Every new product has to back that idea.  At Apple, every new product must deliver simplicity and at Volvo, it must focus on safety.  .
  5. Beloved brands can tell the brand story through great advertising in paid media, through earned media either in the mainstream press or through social media.  Beloved Brands use each of these media choices to connect with consumers and have a bit of magic to their work.

Using Apple as an example, which is the most valuable brand on the planet, the big idea behind Apple is complexity made simple.  Since every great brand tackles an enemy of the consumer, Apple takes on the frustration and intimidation that consumers have with technology.  The Apple brand promise is we make it easier to love technology, so that you can experience the future no matter who you are.  Apple has done an amazing job in creating products that take the most complicated of technology and deliver it so that anyone can use it.  People criticize Apple for not being that leading edge of technology saying they just copy.  But they don’t get what Apple is about.   Whereas every other geeky computer company starts with the technology and forces consumers to figure it out, Apple takes that same technology and makes it so simple–whether that’s the iPhone  iPad or the Mac which have made technology accessible for anyone.   Apple knows how to tell their story, starting with the launch meeting–last week’s iPad Mini launch was covered for days in the mainstream media.  You could even watch it live on-line.  Apple has made great ads over the years, but they know how to work the media–whether that’s on CNN, technology magazines or through social media such as Twitter and Facebook.  Apple manages the Brand Experience to perfection–starting with the excitement of launches to the helpfulness of the genius bar to the out-of-box start-up of any of the Apple products.  As much excitement as Apple generates, they always seem to over-deliver.  Look how giddy people get over their iPhones and iPads. All these contribute to the Love for the Apple brand and generates a loyal following.

Using the Love to Generate Power

The 12 forces of a Beloved Brand map out how a beloved brand can leverage the power generated from being loved. A Beloved Brand with a loyal group of followers has so much more power–starting with a power over the very consumers that love them.   These consumers feel more than they think–they are e-rational responding to emotional cues in the brand.   They’ll pay a premium, line up in the rain for new products and follow the brand to new categories.   Look at the power Starbucks has with their base of consumers, making their Starbucks moment one of their favorite rituals of the day and how consumers have now added sandwiches and wraps to those rituals.  All day long, Starbucks has a line up of people ready for one of their favorite moments of their day.

Using Porter’s 5 forces, we can see that the love also gives Beloved Brands power over channels, substitutes, new entrants, or suppliers.   People rather switch stores than switch brands.  Apple has even created their own stores, which generate the highest sales per square foot of any retailer.  These brand fans are outspoken against competitors and suppliers will do what it takes to be part of the brand.  In Apple’s case, Intel has given them the lead on new chip technology.

Beloved Brands have a power over employees that want to be part of the brand and the culture of the organization that all these brand fans are proud to project.  People at Starbucks love working there and wear that green apron with a sense of pride.  Brand fans know the culture on day 1 and do what it takes to preserve it.

Beloved Brands have a power over the media whether that’s paid, earned, social or search media.  Apple generates over a billion dollars of free media via the mainstream media and social media.  Competitors complain about Apple getting a positive media bias–they are right, they do.  Even for paid media,beloved brands get better placement, cheaper rates and they’ll be the first call for an Integration or big event such as the Super Bowl or the Olympics.   Nike did such a great job with social media during the London Olympics that people thought they were the main shoe sponsor–when it was Adidas.

Beloved Brands have a power over key influencers whether it’s doctors recommending Lipitor, restaurant critics giving a positive review for the most beloved restaurant in town  or Best Buy sales people selling a Samsung TV.  They each become fans of the brand and build emotion into their recommendation.  They become more outspoken in their views of the brand. And finally beloved the Beloved Brand makes its way into conversation at the lunch table or on someone’s Facebook page.  The brand fans are everywhere, ready to pounce, ready to defend and ready to say “hey, you should buy the iPhone”.  The conversation comes with influence as crowds follow crowds.  This conversation has a second power, which creates a badge value.  People know it will generate a conversation and are so proud to show it off.  After all, they are in the club. All twelve of these forces combine to generate further power for the brand.

Using the Love and Power to generate Profits

Slide1

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

A well-run Beloved Brand can use their efficiency to lower their cost structure.  Not only can they use their growth to drive economies of scale, but suppliers will cut their cost just to be on the roster of a Beloved Brand.  They will benefit from the free media through earned, social and search media.  They may even find government offer subsidies to be in the community or partners willing to lower their costs to be part of the brand.  For instance, a real estate owner would likely give lower costs and better locations to McDonald’s than an indifferent brand.

Beloved Brands have momentum they can turn into share gains.   Crowds draw crowds which spreads the base of the loyal consumers.  Putting name Disney on a movie generates a crowd at the door on day 1.  Competitors can’t compete–lower margins means less investment back into the brand.  It’s hard for them to fight the Beloved Brand on the emotional basis leaving them to a niche that’s currently unfulfilled.

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

The formula for a Beloved Brand is simple: Beloved = Power = Growth = Profit

Apple has been able to take all the love they generate with consumers and transform it into a power that they’ve been able to drive into their P&L, with 25-fold gains in revenue, increases in gross margins and can move all their ratios into the right space.  As a result, Apple is now the most valuable company in the world.

Follow me on twitter @grayrobertson1

To read more about how the love for a brand creates more power and profits:

 

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  We believe the thinking that got you here, will not get you where you want to go.  grOur President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham.robertson@beloved-brands.com or follow on Twitter @grayrobertson1

 

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

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

How to Build Your Media Strategy

Start with the Brand Funnel

It’s interesting that most people start with where the media is and not where the consumer is in relative terms to where your brand is.  Every brand should understand their Brand Funnel, at least measuring Awareness, Purchase and Loyalty rates.  While sales, share and profits are the obvious measurements of a brand, they are easy to see but are the end result.   The funnel provides richer signals of the true health of the brand before they even show up in share reports and provides possible indicators of future performance.  It’s the equivalent of blood pressure and cholesterol, which aren’t obvious on the surface but are signals of real health concerns that need to be addressed.

Almost like a finger print, every brand has a unique brand funnel.  Your brand will have certain strength as well as leaks in the funnel.  For instance, most Challenger Brands are either at the Indifferent or Like It stage, and they have a funnel that gets skinny quickly as you move down.  While challenger brands can garner Awareness, they struggle to stay in the consideration and even fall out even more at the purchase stage.  

I encourage brands to analyse the Leaks by looking at how the consumer might move along the brand going from Indifferent (unaware, noticed) to Like It (interested, bought) to Love It (satisfied, repeater) and Beloved Brand for Life (Fan, outspoken).  At each stage, match up what the consumer feels about the brand as well as what the possible reasoning for why they might reject the brand.

Slide1

Brand Leaders like Sony, started to see cracks at the purchase stage as consumers started seeing just how much better Samsung when they were able to compare brands at the store level.  In fact, people hung onto the Sony brand much longer than they should have.  That’s actually a sign of the power that Beloved Brand status gives you.

The Consumer Buying System

Going forward, you now understand your brand funnel’s strength and your leaks that you need to close.   Then start to Map out your Consumer Buying System and you’ll be able to see how the media plan begin to take shape.  With most brands you can see consumers becoming Aware and then Consider.  The difference is Awareness can be related to how good your programs are, and consideration is related to how relevant or inspiring your brand concept is.  Then consumers go into some type of Search to verify what they’ve now heard, whether that means asking friends, reading reviews or looking on-line.  Usually the Search effort is in direct relationship to either the importance or cost of the item.  Some brands, especially CPG items would have a Trial component.  Brands are now utilizing on-line to variations to simulate trial–whether looking at what a house or car might look like, customized to your needs.  If trial is crucial to your brand, add that into the buying system.  The Buying stage where money is exchanged.  At the last-minute something may change a consumers mind.  They may shift based on last-minute information or influence or they may choose to stay with their usual brand.  Promotion can move consumers at the last-minute as well, especially on brands where there is little differentiation.   After the buying, there can be all types of dynamics, starting with Satisfaction or not meeting expectations.  On experiential items, the purchase to satisfaction is even more complicated, especially when product and service are combined (hotels, restaurants, services).  After the purchase, consumers quickly decide whether to buy again or reject it or even just buy it occasionally.  It’s not easy to become a usual brand where you start to see the consumer become Loyal or even becoming a Fan of the brand.

Every good strategy starts with a focal point, and media strategies are no different.  While there is a temptation to do it all and cover all part of the buying system, in reality you never have the resources to do it all, so you have to put your money where you think you will have the biggest impact.  Even with social media, which is considered “free“, it does still take a lot of effort, so picking the social media that makes most sense for your brand is crucial to the return on effort.  Try to match up to return on effort and return on investment by using some Prioritization Tool.  Map out all the tactics as to how big they are and how easy they are.  You’re trying to find the big and easy ideas–avoiding small and difficult.  If they are big and hard, brainstorm ways to make it easier.  If they are small and easy, brainstorm ways to make them bigger.

Linking the Love Curve to the Consumer Buying System

Brands that are stuck at the Indifferent stage should focus their resources against driving overall awareness to ensure the start of a strong funnel.  But then, they need to convert  that Awareness into Consideration utilizing announcement style advertising to highlight differences that can separate the brand from competitors.  This is where the combination of mass media and digital media can help hold the hand of consumers as they move along the buying system.  The brand can also begin utilizing search to their advantage with experts to re-enforce any brand differences or influential consumers with strong opinions

Brands at the Like It stage can find themselves stuck.  They are successful enough to be a strong brand, but sometimes too complacent to do anything different.  Instead of keep pounding the mass media out, these brands should use Search Engine Optimization (SEO) to capture those consumers aggressively seeking out information as they move through the buying system.  More and more, with google or social media, it’s easy to seek out expertise or just opinions. Trip Advisor and Yelp are great forums where consumers look to what others have said, and use that information to help consumers to make decisions.  Also consider media that can get as close to the point of sale as possible whether that’s in-store or on-line.

When moving from Like It to Love It, the brand usually moves from a product focus to a higher order and one that talks to the experiences.  How media can help is to get consumers to wear the brand as a badge or honour or sharing their experiences.  Social Media such as Facebook, Twitter or Pinterest can help consumers tell of their experience or even showcase the consumers love for the brand.  Setting up a Listening Forum helps give consumers a voice in how their brand shows up.  Brands that set up a conversation with their consumers such as Whole Foods who engages on Twitter or TD Bank who set up an ongoing dialogue with consumers.

Moving to the Beloved Brand stage requires a bit of magic.  Find a mechanism to surprise and delight your consumers that already love you, create an exclusivity club so consumers can feel they are part of the brand at the highest levels.  The effort in both of these areas can help your most loyal consumers to influence others into using the brand.  At the Beloved stage, you need to continually improve to avoid going back down the love curve, and that means managing every part of the consumer buying system.  Close leaks before the consumer even knows they are leaks.

A generation ago, brands had a firm control over the message and the media, helping to manage their buying system by themselves.  However, with social media, managing the brand becomes even more complicated because consumers are a medium themselves.  While word of mouth has always been there, it’s normally been Mother to Daughter, Father to Son or friend to friend.   Now we rely on complete strangers to make our decisions.    It’s a big like playing zone defence instead of man-to-man defence–it can feel a bit looser for Brand Leaders to manage.  But in reality, it makes it even more important to know and articulate your positioning, messaging and media choices that make sense.  If you engage to listen to your consumers, you have to act on their input and advice.  Otherwise, they’ll stop being engaged.

Before seeing a media plan, I’d encourage to understand where your sits on the Brand Love Curve, dig into your Brand Funnel using it to see strengths and to map out the leaks.  Take that knowledge into the Consumer Buying System so that you are choosing the media options that will help drive stronger growth for your brand.  The media choices are all about focus and return on resources–both dollars and effort.  Find the focal point that enables your brand to find more growth.

Use your Media Strategy to force choices to ensure Return and Growth for your brand.

To see a training presentation on getting better  Media Plans

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  We believe the thinking that got you here, will not get you where you want to go.  grOur President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham.robertson@beloved-brands.com or follow on Twitter @grayrobertson1

 

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

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

When Your Brand is Liked but Not Loved

Don’t feel bad about being at the Like It stage, because that’s where most brands are.

You have been able to successfully carve out a niche and be a chosen brand against a proliferation of brands in the category.    And you have good share results, moderate profits and most brand indicators are reasonably healthy.  It’s just that no one loves you.

Does it really matter?   Brands move from Indifferent to Like It to Love It to Beloved Brand for Life.  But isn’t being Liked Enough?   If you could move to a Loved brand, you would have a very tight connection with consumers.  That connection becomes a source of power that you can harness, and then use to drive higher growth and profits.  How can you harness the power Love in the market?  If you are loved, you’ll have power over retailers generating preferential treatment, because they know their consumers will switch stores before they switch brands.  You can push suppliers for lower costs because they’ll want to tell others they supply you,  You can generate free press, because your brand is now all of a sudden newsworthy.  You’ll have cheaper real estate because malls will want your brand to anchor the new mall.   Employees will sacrifice wages just to have your brand on their resume.   And loved brands can even use that power on the very consumers that love you already:  new products will generate early awareness and trial.   All this power, derived from the connectivity to consumers, can be harnessed to generate higher growth rates and added profits.  Ask Apple, who is the most loved and the most profitable.  They understand the formula:  Beloved = Power = Growth = Profit.

Many times I find it hard to convince logical brand managers that being more loved matters.  They stick to the safe logic of claims over benefits, stick to the rational of side-by-side demonstrations and they settle for likeable execution instead of pushing for loveable work.  They worry going emotional feels risky.  Unsafe.   I’m a logical profit driven marketer.  I believe in proof.  Emotional is silly agency talk.  You might be right because the only advantages a Loved Brand offers is higher growth rates, higher margins, lower costs to serve and overall higher profitability.  So stick to being liked and your modest results.

How the consumer sees your Brand at the Liked Stage:  

Consumers see your brand as a functional and rational choice they make.   They tried it and it makes sense so they buy it, use it and they do enjoy it.  It meets a basic need they have.  They likely prefer it versus another brand, but they think it is better, cheaper or easier to use.  Or your mom told you to use it.  But, consumers don’t have much of an emotional connection or feeling about the brand.     Where Indifferent is really bad, you’re ordinary, which is just a little bit better.  Overall, consumers see you brand in the “it will do” space.

Why is your brand Stuck at the Like It stage?

There are seven possible reasons why you are at the Like It Stage:

  1. Protective Brand Leaders means Caution:  While many of these brands at the Like It are very successful brands, they get stuck because of overly conservative and fearful Brand Managers, who pick middle of the road strategies and execute “ok” ideas.  On top of this, Brand Managers who convince themselves that “we stay conservative because it’s a low-interest category” should be removed.   Low interest category means you need even more to captivate the consumer.
  2. We are rational thinking Marketers:  Those marketers that believe they are strictly rational are inhibiting their brands.  The brand managers get all jazzed on claims, comparatives, product demonstration and doctor recommended that they forget about the emotional side of the purchase decision.   Claims need to be twisted into benefits—both rational and emotional benefits.   Consumers don’t care about you do until you care about what they need.  Great marketers find that balance of the science and art of the brand.   Ordinary marketers get stuck with the rational only.
  3. New Brand with Momentum:  Stage 2 of a new brand innovation is ready to expand from the early adopters to the masses.   The new brand begins to differentiate itself in a logical way to separate themselves from the proliferation of copycat competitors.   Consumers start to go separate ways as well.  Retailers might even back one brand over another.  Throughout the battle, the brand carves out a base of consumers.
  4. There’s a Major Leak:  If you look at the brand buying system, you’ll start to see a major leak at some point where you keep losing customers.  Most brands have some natural flaw—whether it’s the concept, the product, taste profile ease of use or customer service.   Without analyzing and addressing the leak, the brand gets stuck.  People like it, but refuse to love it.
  5. Brand changes their Mind every year:  Brands really exist because of the consistency of the promise.  When the promise and the delivery of the promise changes every year it’s hard to really connect with what the brand is all about.  A brand like Wendy’s has changed their advertising message every year over the past 10 years.  The only consumers remaining are those who like their burgers, not the brand.
  6. Positional Power–who needs Love:  there are brands that have captured a strong positional power, whether it`s a unique technology or distribution channel or even value pricing advantage.  Brands like Microsoft or Wal-Mart or even many of the pharmaceuticals products don`t see value in the idea of being loved.   The problem is when you lose the positional power, you lose your customer base completely.
  7. Brands who capture Love, but no Life Ritual:  There are brands that quickly capture the imagination but somehow fail to capture a routine embedded in the consumers’ life, usually due to some flaw.   Whether it’s Krispy Kreme, Pringles or even Cold Stone, there’s something inherent in the brand’s format or weakness that holds it back and it stays stuck at Loved but just not often enough.  So, you forget you love them.
There are lots of reasons your brand is stuck at Like It, mainly because so many of brands are at the Like It stage.  And there’s nothing shameful in it, but just know you could get more from your brand.

Indicators that Your Brand is stuck at the Like It stage

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

How to get past the Like It stage and move towards the Love It stage

  • Focus on action and drive Consideration and Purchase:  stake out certain spaces in the market creating a brand story that separates your brand from the clutter.  Begin to sell the solution, not just the product.  Build a Bigger Following:  Invest in building a brand story that helps to drive for increased popularity and get new consumers to use the brand.
  • Begin to Leverage those that already Love:  Focus on the most loyal consumers and drive a deeper connection by driving the routine which should increase usage frequency.  On top of that, begin cross selling to capture a broader type of usage.
  • Love the Work:  It is time to dial-up the passion that goes into the marketing execution.   Beloved Brands have a certain magic to them.  But “Like It’ brands tend to settle for ok, rather than push for great.  With better work, you’ll be able to better captivate and delight the consumers.  If you don’t love the work, how do you expect the consumer to love your brand.
  • Fix the Leak:  Brands that are stuck have something embedded in the brand or the experience that is holding back the brand.  It frustrates consumers and restricts them from fully committing to making the brand a favourite.  Be proactive and get the company focused on fixing this leak.
  • Build a Big Idea:  Consumers want consistency from the brand—constant changes to the advertising, packaging or delivery can be frustrating. Leverage a Brand Story and a Big Idea that balances rational and emotional benefits helps to establish a consistency for the brand and help build a much tighter relationship.

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

 

About Graham Robertson:  I’m a marketer at heart, who loves everything about brands. I love great TV ads, I love going into grocery stores on holidays and I love seeing marketers do things I wish I came up with. I’m always eager to talk with marketers about what they want to do.   I have walked a mile in your shoes.  My background includes CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke.  I’m now a marketing consultant helping brands find their love and find growth for their brands.  I do executive training and coaching of executives and brand managers, helping on strategy, brand planning, advertising and profitability.  I’m the President of Beloved Brands Inc. and can help you find the love for your brand.  To read more about Beloved Brands Inc, visit http://beloved-brands.com/inc/

Love Affair with Chocolate Bars

It is easy to connect chocolate with Love.  Chocolate contains phenylethylamine, the same chemical that is released in the brain when we fall in love. Eating chocolate can give some people a natural “high” which is often related to the feeling of being in love.  It’s a similar addiction that coffee uses to create your morning brand rituals.  

Some of the world’s chocolate bar brands are the Most Beloved and Powerful Brands in the world.  Consumers are passionate about their choices, mainly because Chocolate bars usually serve an extremely personal purpose.   It could be a pick-me-up in the afternoon, a celebration for when something good happens or a recovery when something bad happens.  It’s our own personal escape–a guilty pleasure.  Chocolate Bars also helps us connect us back with our youth and give us those childhood feelings of joy.

The premise of the Brand Love Curve Love Curve Detailedis that consumers usually start off at the Indifferent stage, move to Like It then Love It and then consumers will make it their Brand for Life.  But do you remember when you tried a Snickers or Reese Peanut Butter Cups for the first time?   You likely just kept picking one out from the check-out counter until one became a favorite brand.  There’s no logic in your chocolate bar choice–strictly an emotional decision or as Hotspex says an E-rational decision.  You likely fell in love with your brand before you could even think. Hearing “NO” from your parents made you want it even more.   I know my weakness was that Orange Aero bar….or was it the Big Turk…..or the Caramilk bar.  There aren’t really any bad options in my mind.

An odd fact about chocolate bars is that consumers have been making the same choices for about 50 years now.   The top 10 chocolate bars today in your market are the same top 10 chocolate bars in the 1950s, just the order is different.   If you look at the top brands (see below) you’ll see that almost all of them were launched in the 1920s and 1930s.   The only “new” chocolate bar to breakthrough is Twix, which was launched 45 years ago, and still yet to really crack the big time.  

There have been many attempts to crack the top 10 but all massive failures.  The factors inhibiting new brands from succeeding:

  1. Distribution is so tightly controlled by the powerful companies like Nestle, Hershey and Cadbury that  it’s almost impossible to break through and displace the older brands
  2. The amount of advertising dollars spent on key brands is prohibitive of other brands being able to afford it.
  3. You make your first brand choices at such a young age that you choose one of the big brands near the check out stand.

There have been many great ads over the year.  The most consistent brand has to be Kit Kat, which started using the tag line of “Have a Break…have a Kit Kat” back in 1957.  Now, that’s a big idea!   It’s been used ever since across all geographies–here’s one from the UK. 

 

The last few Super Bowls have produced two of the Best Chocolate Bar ads.  The Betty White Snickers bar was a huge hit, not only during the Super Bowl, but such viral support it spun her into the Saturday Night Live host later that spring.

This year, the M&M’s Naked Guy, not really a big idea but a cute execution.

Maintaining Beloved Brand Status
  1. Keep the brand’s promise front and center on who you are.  You need to be either better, different or cheaper.   Challenge yourself to stay relevant, simple and compelling.
  2. Keep challenging the status quo to maintain an experience that over-delivers the promise.  Create a culture that attacks the brand’s weaknesses and fixes them before the competition can attack.  With a Beloved Brand, the culture and brand become one.
  3. Make focused strategic choices that starts with being honest with yourself.  Find a way to listen to your consumers and stay ahead of the trends.  Watch for dramatic shifts because they can really open a door for a competitor.  It’s easier said than done, but don’t be afraid to attack yourself even if it means cannibalizing your current business.  A good defense starts with a good offense.
  4. The most beloved brands have a freshness of innovation, staying one-step ahead of the consumers.  The idea of the brand helps acting as an internal beacon to help frame the R&D.  Every new product has to back that idea. .
  5. Keep the brand story clear and simple through great advertising in paid media, but also through earned media either in the mainstream press or through social media.

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

 

email-Logo copyABOUT BELOVED BRANDS INC.:  At Beloved Brands, we are only focused on making brands better and making brand leaders better.Our motivation is that we love knowing we were part of helping someone to unleash their full potential.  We promise to challenge you to Think Different.  We believe the thinking that got you here, will not get you where you want to go.  gr bbi picOur President and Chief Marketing Officer, Graham Robertson is a brand leader at heart, who loves everything about brands.  He comes with 20 years of experience at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke, where he was always able to find and drive growth.  Graham has won numerous new product and advertising awards. Graham brings his experience to your table, strong on leadership and facilitation at very high levels and training of Brand Leaders around the world.  To reach out directly, email me at graham.robertson@beloved-brands.com or follow on Twitter @grayrobertson1

 

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

Ask Beloved Brands how we can help train your team to be better brand leaders.



The more beloved the brand, the more profitable and valuable the brand is.

Consumers have relationships with their brands, some simple and shallow while others are tremendously deep and personal.   There is almost a LOVE CURVE the consumer goes on,  moving from INDIFFERENT to LIKING to LOVING and then on to a BRAND FOR LIFE.   At a given point, consumers stop thinking and start feeling.   It can take years or just minutes.   For Brand owners, what’s important is to know where your brand is on the curve and how to move it along to the next stage.

There are significant benefits to moving the brand along the Love Curve.   At stage 1, consumers are INDIFFERENT, your brand is basically replaceable and you only get used because “this will do”.   You’re not really anyone’s favourite.    As they move to stage 2, they LIKE it and make logical, solid functional choices.   But at stage 3, consumers  LOVE the brand, are outspoken, possessive, unrelenting, and it becomes very personal.  Along the way, people stop thinking and start feeling.   And consumers enter stage 4 where it’s their BRAND FOR LIFE, where the brand is almost an extension of the consumers themselves.  They would never use another brand because they’d almost feel like they are cheating.

Look at how we feel when we love a brand (Unrelenting, Possessive), compared to Indifferent (It will do, Basic Needs)

Apple is a great example of a modern day beloved brand.   They hate Microsoft as much as they love Mac.  Try telling a Loyal Mac user that “Windows 7 is really good” you’re certain to start a fight.   You might even lose a friend.    One of the most beloved brands is Ferrari which Italians from around the world see as a statement of their Italian culture and personal identity.  They wear the logo with pride, cheer for Ferrari each week in the F1 and yet they most likely have never driven a Ferrari.  They spend zero dollars on Advertising, relying on consumers wearing their brand, cheering for their brand or just dreaming of it.   What a place to be as a marketer where your consumers act as brand fans, and standing up for you.  Another great example to show the differences is Coffee, where Tim Horton’s is the Beloved Brand.

But what goes up, can also come down and brands can move backwards on the curve.  For instance Gap Clothing, Levis or even Olive Garden were all once loved and have slid back to indifferent.

The only true goal of brand building is profit and brand value.  Every choice you make that moves your brand along the LOVE CURVE towards being beloved helps you drive long term value into your brand.

THERE ARE SIGNIFICANT BUSINESS BENEFITS TO BEING A BELOVED BRAND:

  1. Brand is more than just positioning.  Brand serves to match up the brand’s external promise with the internal culture and operations that delivers that brand promise.   While most brands look for an external positioning, that’s the promise you make to the consumer.   It’s equally important to focus on delivering that promise with the Brand serving as a beacon for the culture and operations and helps to steer behaviour, thinking and decisions employees make to support the brand.  For many brands, the people and the culture are the “secret sauce” to that brand’s success.  It’s like an iceberg where the brand promise is the tip the consumer sees, but below is the culture that needs to be aligned to deliver that promise.
  2. It’s easier to run a branded business with a line up at the door.    Longer lines means fresher product, and that means a better customer experience.   A baquette in Paris tastes so much better, not because it’s in Paris, but because the pâtisserie in Paris  sells 300 baquettes by 10 am, all fresh out of the oven.  The poor baguette in the North American grocery store looks lonely, dry, crusty.  Also, people love to follow the crowds, figuring others have already made the decision for you.
  3. Strong Sales Growth helps The P&L Starts to Work Better:  Using Porter’s Model, strong steady sales also means you can control your variable and fixed costs.    a) More Buying Power over Suppliers: higher volume means you can go to suppliers with a big order and exert pressure on the costs  b) Power Over Customer Channels: you can begin exerting power over the sales channels to your advantage–trimming variable trade with retailers while demanding more in return including more control over pricing. c) Smarter More Efficient Management:  manage your inventories, meet customer expectations, control pricing and drive cheaper costs.  d) Growth means you start outgrowing any fixed costs.  This includes start up costs, sales force, product plants or R&D costs.  e)  Lower Cost of Capital:More certainty means lower risk and you can re-invest, knowing the ROI will be quicker and stronger.

    There are 4 profit drivers you can push through the brand: price, cost, share and market size.

  4. The Poor Competition has no chance.   Most categories play the zero sum game, where one brands’ gain is the other guys’ loss.   Leader brands that build an emotional connection back the competition into the rational zone–facing scrutiny, doubt and skepticism.   As a marketer, the more emotional heat you can generate leaves almost nothing left for your competitor.  You reach that tipping point, where your gain is their loss.  When it’s all about share gain, the beloved brand has a competitive advantage.
  5. Great Brands have a certain magic to them.  Gaining that deep Emotional connection is hard work, but also takes a certain flare or an art form.  Gather all the data, be ruthless in your decisions, always focus on ROI, and eliminate risk and you’ll be liked but never loved.  You need to use instincts, take chances, use a certain flare and believe that execution matters.  If you want your consumer to love your brand, you have to love the work you do.  Look at the love Apple projects to it’s consumers through the magic of design, branding and marketing.