How to lead a motivating Year End Review for Brand Leaders

BBI Learning LogoThe better the people, the better the work and in the end the better the results. 

As we come up on the year-end, it’s that time of year when we nervously sit down with our bosses and find out how the year went.  For most of us, it’s one of the most dreaded parts of the job, for both those delivering and receiving the news.  But helping to grow our people is one of the most essential parts of the Leader.  No matter how good your strategy or product is, without the greatness of your people you’ll never achieve the results you want.  We all have gaps and we should all be working on closing those gaps.  Performance Feedback is an essential role in the growth of our people.  But without pointing those gaps out and coming up with a plan, then the person will never really improve.

A challenge to you: if there are any surprises during the meeting, then you as a leader are not doing your job.  As the VP of Marketing at Johnson and Johnson, I had one-on-one quarterly performance check ins with all my direct reports.  And when I realized that my directs weren’t following my lead, I made the Quarterly Review process mandatory for everyone on the marketing team.  It’s my belief that marketers can grow faster than we think–but they can only grow with timely feedback.  Those quarterly meetings were honest and informal discussions–which made the year-end review very easy.  I also emailed out the written review document 48 hours ahead of time, giving people the chance to digest all the thoughts and to come prepared ready to discuss each point.

As a Marketing Leadership Team, we spent our greatest efforts around managing the people. We talked people performance in every one of our weekly meetings.  The directors were encouraged to bring up people examples of those who were shining and those who were struggling.  If one of the other leaders were not familiar with those that were shining, we’d set up a process or special project where they could become more aware.  We ranked everyone on the team once a year plus a mid-year check in on the rankings.  You have to be diligent in managing your team.

Skills, Behaviours and Experiences

Marketing Skills: Brand Leaders should be measured on the Core Marketing Skills.  Below, I’ve outlined a Checklist of 30 Core Skills for a Brand Leader that can be used to highlight potential gaps that some of our Brand Leaders may have.  These 30 core skills fall under the areas of:

  • Analytics
  • Brand Planning
  • Briefs
  • Advertising
  • New Products & Claims
  • Go-To-Market
  • Leadership
  • Management

You can use this checklist in a few different ways:  1) to see if someone is meeting the needs of the current job–it could be used to set someone up for a performance improvement plan or as a motivation to push themselves 2) for someone who is close to ready for promotion, but you want to close on a few specific areas before the promotion or 3) for your personal assessment to see what you want to work on.

The rating should compare against their peers.  It helps to highlight skill gaps where people should focus their attention.  Any scores in the 1 or 2 are concerning and need an action plan.  The gap could arise because it’s outside of their natural skills or it could just be because it’s been outside of their experience they’ve had.  It’s tough to be good at advertising until  you’ve worked on a brand with advertising.

Leadership Skills:  Below, I’ve outlined a Checklist of 12 Leader Behaviours of Brand Leaders that can be used to highlight potential gaps that some of our Brand Leaders may have.  These 12 leader behaviours fall under the areas of:

  • Accountability to Results
  • People Leadership
  • Strategic Thinker
  • Broad Influence
  • Authentic Style

In the Leader Behaviour space, we all have blind sides that we just can’t see.  This is where the 360 degree feedback can help people to see how they are showing up.  I know that as a Director, I was a Driver-Driver that caused me to have behaviour gaps around Influence and Style.  I had the attitude of “it’s my way or the highway” and I wasn’t getting what I needed from the strategy and accountability I was hoping for.  Once I was able to identify it and work on it, I was able to see a big improvement in my performance and the results started to pay off as well.   Without closing that gap when I was a director, I would not have been promoted and would have honestly been unable to lead the entire marketing team.

Experience:  Many of our gaps as Brand Leaders comes from not having the experience.  When managing others, expect quite a few mistakes in the first few and you might not get fully there until your 5th direct report. When sitting in the hot seat of advertising, you’ll start to realize just how complex it can be–you’ve got to stay on brief, keep the creative team motivated, make judgement calls at every stage of the process and keep your own management on side.  And at every level, you’ll start to notice that the pressure gets higher–whether it’s push for results, the ambiguity or meeting deadlines through your team.  Each of these takes experience.

With  your best people, make sure you identify the experience gaps they have and be fair to them with the next assignment.  It’s far too easy to keep relying on a person’s strengths but it’s more important that you round out that person’s experience.  If they advance too far without covering off those gaps, they may find themselves struggling later in the job.  I’ve known newly promoted directors who had very little advertising experience coming up that all of a sudden found themselves on a desk with lots of advertising.  Their team even had more experience than they did.  Regular people reviews can really help identify the experience gaps that people might have. 

 

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

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

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

Ten Things I wish I knew when I was a Brand Manager

I’m a pure marketing guy, with 20 years in brand management in consumer packaged goods companies such as Johnson and Johnson, Pfizer, General Mills and Coke.  I loved marketing, yet many times my ambitious got the best of me and I tried to get ahead too fast.  I was a make it happen type guy sometimes pushing too hard to go too fast and leaving a debris of casualties along the way.  I wanted people to know I was smart, so I suffered the “smartest the room” syndrome where I talked more than I listened.  Here the the 10 things I wish I knew when I was in the hot seat of the Brand Manager role.  

  1. I wish I knew that leadership was more about follower-ship.  Too many Brand Managers, myself included think that leadership must be a visible person charging out in front of everyone.  The problem for many is when you turn around, no one is following you.  The power of leadership is when you are able to motivate, inspire and challenge everyone to be as great as they can be.  Realize that everyone on your team wants to do a good job, the leader taps in the personal pride to enable them to reach the full potential of their greatness.
  2. I wish I understood that brand was more than just about messaging to the consumer.  I didn’t realize then that brand did as much work internally as it did externally.  Now, i see the connection internally how the brand idea guides the culture which helps add to the brand experience.  Brand should also guide the R&D team to create new products that fit with the brand idea, rather than just random innovations that we have to figure out how to market.  A beloved brand is based on an idea worth loving and then all the connections of promise, strategy, story, innovation and culture should deliver behind that brand idea.
  3. I wish I listened to my experts more.  At times,  I always thought I had to be the smartest person in the room.  Many Brand Managers face the same issue as they confuse ownership of a brand with dictatorship.  As I moved up and gained experienced, I would actually tell myself im the least knowledgeable person in the room and spent more time listening than talking.  I tell marketers that the subject matter experts you are trying to lead will teach you more than any of your managers.  Listen and learn.
  4. I wish I relied on my own team more.   Many Brand Managers are actually bad managers.  Those poor ABM’s who get some rookie manager that is still thinking more about impressing others than helping the ABM get better.  We all come across that moment when we know it would only take us 15 minutes, but an hour to explain.  While it gets done, no one got better.  Challenge yourself to make your direct reports better.  You have to realize that better people means better work and that means better results.  And I’m a big believer in getting people trained so they have the fundamentals to enable them to perform at their highest potential.
  5. I wish I started with my brand’s consumer and not the product I worked on. When you are assigned to work on a brand, it’s so easy to fall in love with that brand.   And you think more about your product, than you think about you consumer.   I now like to start the other way around, thinking about consumer needs and insights and trying to match them up to what I do best.  Walking in the shoes of the consumer and answering the question of “so what do I get” forces you to shift from features to real benefits.  I also wish I believed more in the balance of building an emotional connection rather than just the rational messaging and strategy choices.  Finding the emotional benefits answers the question “so how does that make me feel?”
  6. I wish I was more grounded in the fundamentals rather than just instincts.  When I came in as an Assistant Brand Manager, I was told that “most of the learning is on the job”.   My first manager was unable to teach me anything so I learned on my own, rather than “on the job”.  I only spent 20 months at the ABM level and with that little training, now I was given an ABM to manage.  Just imagine how little I knew in helping them to get better. The  idea of learning “on the job” is a myth that we need to stop.  There has to be a balance of learning the fundamentals so that Brand Managers are taught how to write brand positioning statements, creative briefs and brand plans, as well as how to judge advertising and media plans.  At Beloved Brands, we run brand training sessions in everything a Brand Manager needs to know:  
  7. I wish I focused more.  As a Brand Manager we all try to do too much.  I wish I tried to do a few things really well, rather than trying to do too many things. Focus is one of the most important things you can learn–you have to take your limited resources (money, people and time) and place all of them against those programs that drive the highest return.  I’m a believer in 3 strategies per brand with 3 tactics per strategy, keeping you focused on the top 9 things you have to do to be successful.
  8. I wish I was able to handle conflict better.  A marketer meets conflict on a daily basis whether it’s with sales, ad agencies or subject matter experts.  One of my best bosses always said “likely, you are both half right” and you need to start from there to figure out where to go next.  I love that idea because not only does it force you to look for compromise, but it forces you to hear out the other person.  Too many times, conflict starts with a failure to listen.  
  9. I wish I wasn’t such an ivory tower marketer.  Time is an easy thing to blame for staying in the office.  But, I should have gotten out more, get in the stores, to the plant, to see customers and to talk directly with consumers. Look at the world through your consumers eyes, walk in their shoes and speak in their voice.  Marketers get caught up in writing the next presentation and working in their office that they turn into the classic ivory tower marketer. And in today’s modern media world, they should be getting on twitter and Facebook to see what people are talking about on-line.  
  10. I wish i wasn’t in such a hurry to move up.  Before I got into marketing, I wanted to be a Brand Manager.  Technically i was only a brand manager for 36 months.  I loved it.  Every part of that job.  And yet i still wanted to move up.  I got my wish, but i think another 2 years at that level would have been ideal.  Be patient with your career, and as long as you are learning, that matters most.  

I hope that you find something in common with this list and that you can challenge yourself to get better rather than just get ahead.  If you have any words of wisdom or tips, please comment below.  

Invest in Your People:  Better Brand Leaders leads to better work and that leads to better Results 

 

Here’s a presentation on Successful Marketing Careers:  

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.

While CPG led the way on TV advertising, they trail dramatically on Social Media

From the 1950s to the 1990s, CPG brand marketing teams had perfected the 30 second TV commercial.  Advertising was all about awareness and creating purchase intent by taking what you do better than your competitor and shouting it at consumers over and over again until you could gain market share.   Now in this new world of social media, the CPG brands seem to be struggling the most.   The CPG brands were starting to master that 30 second TV ad, with positioning work, a creative brief, animatic copy testing, full-scale production and then a steady media plan of GRPs.  

But, with digital media and social media, the CPG brands are the brands that are struggling the most.  

I grew up in the CPG space, working for J&J, Coke and General Mills, and I love CPG marketing because in that space the brands aren’t all that exciting so it always took marketing genius to make the most of them and bring a bit of magic to them.  

But as the media mix has dramatically changed over the last decade, CPG Brand Leaders have to recognize the change in the marketing model. For generations, they talked AT the consumer, but now they have to talk WITH the consumer.  In the old school marketing, CPG Brand Leaders were trained to try to INTERRUPT the consumer in a busy part of their day and then YELL at them over and over again.  It was all about AWARENESS-PURCHASE-LOYALTY where Awareness leads to conversion to Purchase which then the brand experience leads to Loyalty.  The new school of marketing is all about LOYALTY-AWARENESS-PURCHASE where the most loyal users will be the ones driving Awareness and the influence of the conversion to purchase.  It’s no longer about yelling at strangers on TV.  Instead, you have to engage your most loyal consumers, and they become the medium for reaching new users as they WHISPER advice to their friends.
Slide1

But that’s where the problem lays:  how do you get consumers to talk about brands that have very little talk value?  Yes, doing social media for Apple, Whole Foods or Mercedes relies on the fact that consumers are already talking about these brands at the lunch table.  

Types of Brands

But the reason why CPG brands used the type of interruptive style marketing style is because it suited the type of brand it is:  low involvement and low importance.   Looking at the chart below, I call this a COMMODITY type brand.  The other three types of brands are:  Essentials which are lower on involvement but high on importance like banking, pharma or insurance. Indulgence brands, like beer, chocolate or bubble gum, are the opposite of essentials as they have high involvement but really little importance.  And finally, there are high-profile brands, which are high on importance and involvement.  These brands are your favorite part of you every day life such as your iPhone, your latte from Starbucks, the restaurant you want to go or the latest movie coming this weekend.  These brands are the opposite of CPG, they are talked about at lunch constantly and they find it easy to work social media with a huge following and constant news.

Slide1

With CPG brands, the tendency is to put the effort into the brand messaging more than the effort into the creative/media.  However, if you think about it, maybe it should be the opposite.  Yes, messaging is always safer and more predictive, but if you need to counter the lack of involvement by making it a higher involvement brand, then it might have to come from the creative.  

Take the Dove brand for example.  For years, they did a good job behind the litmus test and talking about not being a soap.  They were a good brand, still relatively lost in sea of crowded soaps and hand creams.  Dove’s “real beauty” campaign took the brand to a new level far beyond what anyone could expect and is no longer just a soap but a brand that stands for the modern woman.   The real beauty TV campaign is one of the biggest viral ads in history.  And they have been able to get consumers to keep talking about the brand, through social media vehicles mainly through Facebook with 19 million consumers following the Dove brand.   Ten years later Dove is a legendary CPG brand.   While it’s still just a soap, that didn’t prevent the marketers at Dove from creating an idea for the brand.  

What is your Brand IDEA?

I define a Beloved Brand as “an idea worth loving”.  It’s no longer about a product, but an idea you can convey into the marketplace.  If you can’t get anyone talking about you, maybe the problem is It’s all too easy to sit there with your brand and say “who would ever want to talk about us?”.  That’s a cop-out if you ask me.  The challenge for CPG Brand Leaders is to re-think your brand.  Can you create an idea, a brand purpose and find ways to drive up involvement and importance for what your brand stands for.  Here are three challenges for you:

  • How do you stop trying to make a big deal out of your little points of difference and try to create a Brand Idea for your brand that connects with consumers?   Start with the consumer and find real benefits, both rational and emotional that you can stand behind, rather than just shouting out your product features through the TV.  
  • How do you drive up involvement and importance for what you stand for so that your get talked about at the lunch room table?    You have to understand who are your most influential consumers, the respected mavens within their circle of friends, and allow them to project your brand to their following.  
  • Can you build a Brand Purpose so that you can leverage that purpose as an idea to elevate your brand?   Purpose driven brands (The why) are a growing phenomena and a perfect fit for connecting with consumers through social media.  

While your product might not generate talk value at the lunch table, maybe your idea can be big enough that it will. And when it’s no longer about just your product, maybe your own idea will inspire you in the social media space. 

Maybe the issue isn’t just media.  But have you created an IDEA for your brand to stand behind?  

 

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 improve your brand or ask how we can help train you to be a better brand leader.

How good do your Brand Plans look for next year?

BBI Learning LogoAs many of you hit Q4 and pushing as hard as you can to drive sales as hard as you can to make the year or at least make your latest estimate,  it might be time to wonder how good your plans are for next year.  

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

The questions you should be asking when you look at your plan: 

Are you trying to do too much?  

The biggest flaw of most plans is they try to do everything, which just spreads your limited resources–both financial and people resources–across too many projects.  You end up doing OK in everything, yet never great at anything.   So you never really see a return on that investment.  If you went to Vegas and put a chip on every number, you’d walk away broke.  With your plan, you have to make the choices on those activities that will drive the biggest return on your limited resources.    My rule of thumb for a one year plan is to have a maximum of 3 strategies with 3 tactics per strategy, which means you’ve got only 9 key projects you need to do next year to be successful.  Contrary to that, if you had 5 strategies and 5 tactics per,  you’d now have 25 projects that just deplete your resources and exhaust your team’s efforts.  One of the biggest flaws in a plan is trying to drive both penetration for new customers and getting current customers to use more.  Of course you want that, but getting that in the same brand plan will never happen.  

How aligned is your plan?

Too many times, plans are a disjointed collection of small projects that don’t really add up to a strategy.   The vision helps guide where you want your brand to be in the next 5-10 years.  You should brainstorm things that are getting in the way of that vision, which helps align you around the top key issues your business is facing.  Your strategies should directly line up to these key issues and then have tactics line up to your strategies.  There should be a flow to a well-written plan so that everything sings to the same song-sheet.   Every part of that plan that is not aligned to that flow, should stand out as a sore thumb.  The importance of good flow to a plan is more pronounced when you realize the entire organization has to align behind the plan, not just the marketing team, but every functional area–especially sales, product development, executional agencies and every employee working on that plan.  

How Deep was the Thinking?

I’m a big believer in using my instincts.  But equally so, I’m a big believer in digging in deep and uncovering the real issues on the brand.  My biggest pet peeve is when we make too many assumptions.   A great analysis you should be doing before writing a plan is to figure out the drivers and inhibitors that are happening now on your business as well as the risks and opportunities that could happen in the future on your business.  Look at your market data, listen to your customers and consumers, do the needed market research and challenge everything.  I love doing Brand Funnels because it helps you see what’s slightly beneath the surface on your business.  It’s the equivalent of blood pressure and cholesterol where you can–the health measures in our body you can’t see.  The same thing with Brand Funnels where you can see how well you’re doing on converting your awareness into purchase and your purchase into repeat business–relative to how you were doing last year and relative to your competitors.  

How many B.S. Buzz words are in your plan?

Too many times, plans are a disjointed collection of small projects that don’t really add up to a strategy.  As a brand leader, you should be the first to call B.S. when you see “drive awareness” and “be relevant” and “create more loyalty”.   All those are great ideas, but let’s be real.  Driving awareness gets you no revenue.  What do you get when you drive awareness?   You get in the consideration set to purchase.  Put that instead. Every brand should be trying to be relevant, but that is the fattest word in marketing.  It’s like saying “nice”.  My best friend is “nice” but Jessica Alba is “nice”.  But not the same type of nice.  I banned the use of the word relevant because once a marketer uses that word, their brain shuts off.  Drill down beyond the buzz word and tell me what your type of relevant you want is, and then put that in your plan.   Loyalty takes more than just marketing–you have to align your entire organization to delivering a brand promise, a story, innovation and an experience.  It goes beyond a marketing tactic, so yes it’s good to have as part of your plan, but if its just a program then I call “BS”.

If you are not happy with your plan, what do you plan to do about it?

Here are some tips to help you to get to a better plan.  

Writing the Plan

Most people get stuck in writing a Brand Plan, because they sit at the computer frozen with writers cramp, over-thinking what to put down, uncertain how to frame it all and unsure how to even write. In the most simplistic of terms, here are the main elements of a Brand Plan and how simple you should keep it:

  • We have some long-term thoughts on where the brand can go (vision) and the special assignment to get us on our way. (mission) And that help shape the things we want to achieve with our brand. (goals) To get started, the brand has different options (strategies) for how to get there and programs that most effectively deliver the choice you make (tactics)
  • We try to find a slice of the population (target) to get them to take an action (expected result) that makes our brand bigger. We then find out what to say and how to talk to them to trigger that action (main message) We need to re-enforce why we can do it and others can’t (support)
  • We then create the most motivating stimulus (product, advertising, sales promotion etc.) to get them to take action and put it in part of their life where they are most likely to hear it and act on it (the medium, launch or channel etc.)

If it is that easy, why do we struggle and how do we screw it up. Maybe it is the fancy buzz words that get in our way of our intention. Instead, start with what you want to do in the plan, not the buzz words of vision, mission or strategy, because those words can get in your way.

One thing I like to do is use 5 key questions to help frame the Brand Plan, the answers help frame everything you need in a brand plan. The five questions to ask yourself are: 1) Where are we? 2) Why are we here? 3) Where could we be? 4) How can we get there? and 5) What do we need to do to get ready?  With these 5 questions answered, it can get you on your way towards a situation analysis, mapping of the key issues, statements of vision, mission and goals, choices around strategies and tactics as well as the execution and measurements:

From there, you could easily write a Brand Plan as matched up and outlined below:

In terms of analysis, there are so many ways to do it but my preference is to use a force-field analysis of Drivers and Inhibitors. Basically, drivers are what is pushing the brand and inhibitors is what’s holding it back. These are happening NOW.  Then add in the a future looking analysis of Risks and Opportunities.  These could happen in the future.  The simplicity of this analysis helps the next stage of your brand plan, and set up the Key Issues which are focused on finding ways to continue/enhance the growth drivers, minimize or reverse the inhibitors, avoid the risks and take advantage of the opportunities.

I like to put the Key Issues into question format, as a rhetorical question (eg. Key Issue: How do I drive more distribution for Listerine?), because the answer to these questions becomes my strategies (Leverage New products to gain added Distribution in the Food channel).  The better the questions, the better the strategies.  

Not enough plans use a vision and mission statement. They are essential in helping to frame the direction of the brand. Think of the Vision Statement as the end in Mind Achievement, thinking 5-10 years out of what do you want your brand to become. It can be a balance of qualitative and quantitative. And it should be motivating and enticing enough to motivate people to get behind it. The Mission Statement becomes the “special assignment” and is tightly connected to the vision, but is more likely a 1-3 year direction—if a vision is a destination, then a mission is a major milestone on the path towards that vision. While a vision focuses on the future state, the mission focuses on the movement the brand must undertake to go from present day to future state.

In terms of writing of the Brand Plan, my recommendation is focus on the top 3 strategies and then map out 3 tactics per strategy. That’s a total of 9 tactics per year, which is plenty to put all your money behind. Having only 9, allows you to do a great job at each of the tactics, focuses your money on the top tactics that will drive the highest return on investment and effort. Just imagine if you had 5 strategies and 5 tactics per–you’ve just gone from the top 9 tactics up to the top 25 tactics. It might feel like you are covering more, but really you’re just spreading your money too thin and not really doing a great job at any of them. Too many brands end up with a “To Do” list that’s long at the start of the year and mysteriously unfinished at the end of the year.

A good brand plan should have a consistency from the vision all the way down to the execution. It should flow. Think of a band playing in perfect harmony. When you write something that does not fit, it should stand out like a “Tuba” player, trying to play his own song. It’s misfit to the plan. As you near completion of your plan, go through your document and see if you can spot misfits. Find the Tubas!

Lastly, I recommend organizations come up with a common format for plans across all plans. Freedom in formats just forces Brand Managers to try to come up with the coolest of power point slides. I’d rather have my Brand Managers putting their creative juices into tactics that get into the marketplace rather than doing cool slides. And while Brand Plans might use 10 or 20 slides (no more than that) ideally you can find a way to get your entire “Plan on one page” making it easier for everyone to follow along.

Use the Plan to Guide Everyone, including Yourself

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

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 run a workshop to do your Brand Plan or ask how we can help train you to be a better brand leader.

How to Prioritize your Portfolio of Brands

BBI Learning LogoWhen you have a group of brands and you need to sort through the focus, the temptation is to try to hedge your bets and spread a little love to each brand.  As I managed 15 brands at Johnson and Johnson, I finally came up with a very simple rule that I affectionately called “a third, a third, a third”.  No matter how good the year was, a third of the brands would do amazing, a third would do ok and a third would struggle.  To win in the market, and hit my plan, I had to make sure the third that did amazing out-paced the third that struggled.

Some leaders would see that situation and want to spread their resources to that bottom performing brands, just in case the high performing brands didn’t come through.  But hedging your bet just means you never fully realize the full potential of those high performers.  Here’s the rule:  Focus your resources on those brands that can offer the fastest growth and allow them to outpace those that are slower growth.  

First Look Externally at the Market

For decades, people used the BCG priority grid, BCG-Matrixa simple two by two matrix with market growth on one axis and market share on the other.  The simplicity of the grid works:  how healthy is where you play and what is the opportunity to win where you play?  Stars are where you want to invest and dogs are you want to divest.

A very simple improvement on this grid was to go to a 3×3 version of the grid that gives you more flexibility in choices.  Plus calling it market attractiveness goes beyond just growth and competitive strength goes beyond just market share.  If you want to go deep, I’d encourage you to come up with 3-5 criteria for what each axes can mean.  Market Attractiveness can be a combination of growth, size, profitability, ease of servicing, future growth, manageable barriers to entry.  Your competitive strength could be a combination of growth, size, aligned resources and assets, competitive advantage (technology, patents, positioning), brand loyalty and strength of the connection to consumers.  Each of the 9 boxes has a recommendation for either increasing the market attractiveness or increasing your own brand power.  

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From the grid, you can see three green investment boxes.  Where you have high competitive strength but in a moderately attractive category, it might be worth your while to invest to grow the category.  Conversely, where you have moderate strength in a highly attractive category, you want to invest to strengthen your brand.   The yellow boxes are moderate investment options and the red boxes represent minimal investment or divest situation.  

Then Look Internally at the Market

Once you feel comfortable with how the brands line up externally, it might be worth a second look to compare how they look internally.  As you line up your portfolio, the goal is to maximize the longer term profitability of those brands.  Here you want to look at Brand Growth rates and Margin percentages.  And for each box, there is a recommended action.  For instance if you are a high growth brand with lower margins you want to find a way to take the power associated with the growth and look to increase prices where possible either through a price increase or by trading them up to a premium version of the offering.  Conversely, a medium growth brand in the same low margin box might have less brand power to warrant the price increase, so you should be looking at reducing COGs or marketing spend.  Slide1

You’ll see the same colour combinations, greening meaning invest in growth, yellow is maintain and red means divest.  Each of the 9 boxes has a recommendation of how to optimize the P&L for that brand and the overall portfolio.

To read more about Brand Analysis, I’d encourage you read: How to Go Deeper on Analysis

Focus on the growth Brands and they’ll outpace the decline of the weaker brands

To read more on How to Analyze Your Brand, read the presentation below:

 
 

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 run a deep dive brand analysis or ask how we can help train you to be a better brand leader 

Six Key Principles of Good Analytics for Brand Leaders to Follow

BBI Learning LogoFor Brand Leaders to keep moving up, you need to be good at all parts of marketing.  When I’m assessing talent, I break it up into skills, behaviors and experiences.  As you manage your career, try to close gaps in each.  Yes, we all end up with leader behavior gaps even as we make the highest levels, but you can’t or at least you shouldn’t have a skill gap.  You have to be solid in all aspects of strategic thinking and planning, all types of implementation whether thats advertising, new product innovation or working through the sales channels, you have to be able to manage and run your business including budgeting, forecasting and running the projects.  

People generally advance in marketing careers through one of four means: 

      1. great at thinking 
      2. great at doing 
      3. great at presenting their thinking or doing 
      4. great at leading others to think, do or present. 

But eventually, at some level, you have to be good at all four. And that’s what makes you a great marketing leader.  

As people move up, the biggest skill gap I see is Analytics. They either don’t know how to dig in or when they dig in, they struggle to tell the story from all the data they’ve gathered.

To challenge you on your Analytical Skills, here are some key principles that might help you to close that gap.  

Principle #1:  Opinions without fact to back them up are just opinions and can leave a room divided.

A great tool to Ask yourself 5 times “so what does this mean” and you’ll get a little deeper and start to see the opinion turn into a fact based insight that can align a team and drive action. 

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Principle #2:  Absolute Numbers by themselves are Useless

 Back in the early 1900s, there was a famous baseball player whose name was Frank “Home Run” Baker.  Yet, oddly enough, the most Home Runs he ever hit in a year was 12.  So how the heck can he get the nickname “Home Run”.  Because in a relative dead ball era of baseball, he won the home run crown four consecutive seasons with 11 home runs in 1911, 10 in 1912, 12 in 1913 and nine in 1914.  Yes Babe Ruth would hit 54 and 60 home runs less than 10 years later but the ball had changed. The absolute number of home runs does not matter–relatively speaking, Frank Baker was the best home run hitter of his generation and deserves to be called “Home Run” Baker.  

Only when given a relative nature to something important do you find the data break that tells a story.  You have to ground the data with a comparison, whether that’s versus prior periods, competitors, norms or the category. Every time you talk about a number, you have to talk about in relative terms—comparing it to something that is grounded:  vs last year, vs last month, vs another brand, vs norm or vs England’s share.  Is it up down, or flat?  Never give a number without a relative nature—or your listener will not have a clue.

Principle #3: The analytical story comes to life when you see a break in the data.

Comparative indexes and cross tabulations can really bring out the data breaks and gaps that can really tell a story. 

Use the “so what” technique to dig around and twist the data in unique ways until you find the point in which the data actually breaks and clear meaningful differences start to show.   This is where the trend is exposed and you can draw a conclusion.

Example of Finding the point where the data breaks

  • Distribution overall held at 82% throughout the year.   At the macro level, it looks like there is no issue at distribution at all.
  • Distribution on 16 count fell only a little bit over the year going from 74% to 71%.  Even at one layer down—the count size—there’s still very little break in the data
  • Distribution on 16 count at Convenience stores went from 84% to 38% in the last 2 months.  As we are starting to twist the data, it shows a dramatic and quick drop at the Convenience channel.  As you start to dig around you might find out that the biggest Convenience Customer, 7-11, delisted the brand recently.

You need to keep breaking the data points down to see if they start to tell a story. 

Principle #4:  Like an Old School Reporter, two source of data help frame the story.
Avoid taking one piece of data and making it the basis of your entire brand strategy.  Make sure it’s a real trend.  Dig around until you can find a convergence of data that leads to an answer.  Look to find 2-3 facts that start to tell a story, and allows you to draw a conclusion.    The good pure logic in a philosophical argument they teach you is “premise, premise conclusion” so if you see one trend line, look for a second before drawing a conclusion. 
Principle #5:  Deep Analysis requires thinking time

One of the best ways to separate your analysis is to divide things into:

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

One of the best analysis you can do is the simple “where are we” page.  It has 5 simple questions that make you think:

      1. Where are we?
      2. Why are we  here? 
      3. Where could we be?
      4. How can we get there?
      5. What do we need to do to get there?
This page can be very useful at the start of your brand planning—while it forces your thinking, it also focuses your writing of the document.  My challenge to you:  update it every 3-6 months, or every time you do something major.  You’ll be surprised that doing something can actually alter where we are?
Principle #6: Use Tools that can help organize and force Deep Dive thinking in Key Areas. 

A Force Field analysis is best served for those brands in a sustaining position where marketing plays the role of driving innovation and creativity within a box.  Always keep in mind that Drivers and Inhibitors are happening now.  You can see the impact in the current year.   Anything in the future gets moved down to Opportunities and Threats which are not happening but could happen.  Invariably, people mix this up and things that could happen move up when they really shouldn’t.

Slide1

The best thing about the force field is you can easily take it into an action plan, because you want to keep the drivers going and overcome the inhibitors Then take advantage of the opportunities and minimize or eliminate any serious threats.  It’s a great simple management tool.

Slide1

To read more about Brand Analysis, i’d encourage you read: How to Go Deeper on Analysis

The Final Principle is that Good Analysis Only Gets you to the point “So what do you think”

 

To read more on How to Analyze Your Brand, read the presentation below:

 

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 run a deep dive brand analysis or ask how we can help train you to be a better brand leader.

What comes first, the media choice or the creative idea?

slide15When I started in marketing, way back in the mid 90s, life was a little simpler because the media and the creative were both under one agency roof.  The meetings were simple:  you’d see your various TV script options, give some feedback and then the room would go silent and the account person would say “now let’s look at the media plan” and the media person would take you through a 15 page presentation on where else the idea of your TV script could go. You’d see some magazine, OOH and even some sampling idea.  There was no internet advertising yet.  

Then one day, our media folks from our agency were spun off, had a new name, moved offices and had a new President.  But still owned by WPP.  It now just meant we had two presentations and the Brand Leader now had to make sense of things and try to piece it together. About a year into that new relationship, I was sitting there confused and asked the question: “So what comes first, the media choice or the creative idea?”  The room went silent for about 5 minutes.  Then of course both sides talked over each other, both saying it was them that came first.  

Media is an investment against your strategy and creative is an expression of your strategy.  But both media and creative are only useful if they connect with consumers.  Great advertising must connect through very insightful creative that expresses the brand’s positioning and told in a way that matters to those who care the most. And yet, great advertising must be placed within the consumers’ life where it will capture their attention and motivate them in the expressed desired way to meet the strategy.  So really, the consumer comes first and strategy comes second.  But media and creative need to work to jointly capture the consumer and deliver the strategy.  

The Problem now rests with Brand Leaders.  While one could theoretically argue that if the Big Idea of the advertising is so big, it should work in every medium, that’s just not true in reality.  Some ideas just work better in certain mediums.  And yet the media people could also theoretically argue that if you go for the most efficient and effective media option, the media will do the work for you. That’s also not true. It’s too bad that ad agencies broke apart.  Because agencies could make a lot more money if they continued to answer this question on behalf of their clients. 

Here’s a solution for Brand Leaders 

The three questions you always need to keep in your head at all times:  1) where is your consumer 2) where is your brand and 3) how does the creative idea work? 

1.  Where is your consumer?

You should really understand who your consumer is, and who they are not.  You need to make sure you understand the insights about them, because it’s those insights within your creative that allow you to connect with them.  They’ll say “they get me”.  You should always be mapping out a day in the life of your consumer.  Get in their shoes and say “what does my consumer’s day look like and how will my message fit or interrupt their life?”  Take a “be where they are approach” to your media. 

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2.  Where is the Brand?

First thing you have to do is consider where your brand is on the Brand Love Curve where brands go from Indifferent to Like It to Love It and all the way to Beloved.  At INDIFFERENT, it’s about announcement style such as mass media, LIKE IT becomes about separating yourself from the competition while LOVE IT and BELOVED you’ll start to see the growing importance of event marketing to core users or social media as a badge of honor to share with others.

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3.  How does the Creative work?

The best advertising should draw ATTENTION, be about the BRAND, COMMUNICATE the main message and STICK in the consumers head long beyond the ad.

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

slide16But in the reality of advertising, not every ad execution will be able to do all four of the ABC’S.  When I’m in the creative room, I try to think about which of the two ABC’S are the most critical to my strategy.  If it’s a new product, I need Attention and Communication, if it’s in a competitive battle I need Brand and Communication, and if I’m the leader with a beloved brand, I need to make sure it’s about the Brand and it Sticks.   

What I recommend you do:

I hold off on making any media decisions until I see the creative idea and how it is expressed in a few media options.  With all the potential media now available, I ask for 3 executions of each big idea.  I want to see it in:

        1. Video Version
        2. Billboard 
        3. Long Copy Print

Sounds simple, but once I see all 3, it helps me to know that the idea has legs beyond one medium.  It also enables me to begin matching up creative elements to the most optimized media options on the table. 

The “Video” ask would work in TV, movie theatre, viral video or even on a website.  The “Billboard” could be traditional billboard on on-line billboard, website cover or even on the back of a magazine.  The “Long Print” would help with a print ad, social media stories or even a blog on your website.  

With 3 simple asks against each creative idea, I would cover off most of the traditional media options.  Now I can engage with the Media Agency, knowing how the creative idea would work against any of their recommendations.  I’ve done the work that the agency would have done back in the 1990s before they broke apart.  

Client Media Math

While the media agency owns the media math that blows your mind, here is some simple client side media math.  

  • Your production budget should be around 5-10% of your overall advertising plan.  If you have small budgets, that may creep up to 20%, but that’s it.  Every time you do a new piece of creative, the production dollars go up and the media dollars go down.  I’d recommend you focus on one main traditional media and have only one secondary option.  This keeps your spend focused. 
  • When it comes to social media, keep in mind there is no free media options.  Instead of financial capital, you are now exhausting people capital.  Just like the traditional options, I would recommend one lead social media and one secondary focus.  Do not try to be all things to all people.  
  • The other reason to focus is to ensure you do great executions and not just “ok”.  Pick the media that maximizes the power of the creative.  And don’t exhaust the team by spreading them against too many activities.   
  • Allow 80 to 90% of your media spend be on the highly effective highly efficient media plan.  That means 10-20% of your media spend can now go against high IMPACT creative ideas that you know will break through.  
Ask your creative team to deliver a Video, Billboard and Long Copy Print  

 

To see a training presentation on Get Better Advertising: 

 

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 advertising or ask how we can help train you to be a better brand leader

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

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.

How to work the Five types of Media to your advantage

 

Slide1Back in the 1990s, we would have thought the 5 types of media would have been TV, newspaper, magazine, out of home and radio.  Life was simpler back then.  But since 2000, media has exploded and shifted dramatically.  Now Brand Leaders are confused as to what to do and how to leverage media to drive their brands. 

New way to think about the 5 types of media:  Paid, Earned, Search, Social and Home media.

 

PAID media is the Traditional (TV, Print, OOH, Radio) and the new Digital options. While paid might look like an equal opportunity to the equal spender, its not always the case. The more Beloved brands win in this space because they get asked first, they get better slots, lower rates, and more integrations.

With EARNED media, you need to create and manage the news cycle with mainstream news, expert reviews and blogs.  Beloved Brands are newsworthy and new Products are a story.  My own belief is that every brand should have a PR plan.  News is such a ubiquitous part of our current lives–you need to be part of that news cycle.

SEARCH Engine Optimization balances earned, key words and paid search.  Being a famous Beloved Brand helps to bypass paid SEO.  So if you are fighting against the power of those beloved brands, you need to leverage search as a way to break through.  On more complicated purchases (cars, electronics, travel) search is an essential tool for the consumer to gain more information before they get comfortable with the purchase options.

For SOCIAL media, we need to first stop thinking that it’s free.  It’s not.  It’s resource intensive to do it right.  And the more Beloved Brands have advocates that follow, put their views forward and share news on the brand that creates positive interactions that helps to influence others.  While you can build up your social, you might need to first build your brand so that the effort you do via social media pays off.  Nothing worse than an embarrassing social following.  I drove past a gravel pit last year that said “Like us on Facebook”.  What a waste of effort to get 19 people–mostly employees and friends.  How about “Rocks $9 a pound” would have been a better option.

HOME media is your landing page.  It’s a destination for some brands or could be a complete waste of time for others.  Depends on the type of brand you have.  Your website where you can use as a source of information, influence or even closing the sale.  If e-commerce makes sense for your business. 

Where is your Brand?

Before deciding what type of media you want, you need to first understand where your brand is.  I’m a big believer in the Brand Love Curve where brands go from Indifferent to Like It to Love It and all the way to Beloved.  If you start to look at how media might match up to that love curve and framed through a consumer buying system, we can see that when your brand is INDIFFERENT, your main focus should be using awareness and consideration to drive trial for your brand.  That would mean announcement style media (mass, targeted digital, event) as well as starting to play in the search area so you can help facilitate consumers looking for more information.

Slide1As you move to the LIKE IT stage, you want to begin separating yourself at the store level.  Yes, you still need the awareness, but you want to make sure that you drive at the crowded retail level to separate yourself from your competitors.  This could mean point of sale signage or even the influence of experts at the store level.  If consumers are satisfied, you should be pushing them to share that positive experience with others. Here’s where social media plays a large role, whether it’s traditional social media (Facebook or twitter) or the more influential social media such as YELP or IMDB.  As you move along the curve to LOVED and BELOVED brands as well as matching to the buying system, you’ll start to see the growing importance of event marketing to core users or social media as a badge of honor to share with others.

The problem I have with many media options, is people at the INDIFFERENT stage think they need a Facebook page.  Well, once all your relatives like that page, you might have 46 followers, which might expose how little people care about you.  On the flip side, I still am seeing LOVED brands pounding out 30 second TV ads that tell the consumers what they already know, all but forgetting the other media options available to them.

What Type of Brand are you?

When it comes to brands, you should understand where your brand sits on the degree of involvement vs importance.

For instance if your brand sits in the low involvement, low importance quadrant, it would be a COMMODITY brands.  This is where many of the CPG brands fit, always trying extra hard to take a marginal point of difference and making it a huge deal.  With commodity brands, the tendency is to put the effort into messaging more than creative/media.  However, if you think about it, maybe it should be the opposite.  Yes, messaging is always safer, but if you need to counter the lack of involvement by making it a higher involvement brand.  Dove has done an amazing job in taking a basic soap and making it stand for the modern woman.  It’s still likely a mass play, but you can begin using social and earned media here to break through the clutter.  The best marketers reside in these areas, because the work they do is essential to driving increased involvement and increased importance in a category that doesn’t naturally warrant either.

Slide1ESSENTIALS are high importance but still lower on the involvement side.  With my experience in healthcare and banking, we’ve looked at ways to drive up the involvement through Search, Earned and Social Media that’s targeted to influencers as well as those who might motivate others.  Many of these brands need routine to help substitute for the falling involvement.  For instance, the biggest issue with getting people to take life-saving heart medication is getting them to take it as prescribed.  The more work the marketer can do against routine here, the better.

Slide1INDULGENCE brands have high involvement but really little importance.  This is where beer, chocolate, and bubble gum reside.  The problem with this category is you’ve got rather large budgets driving against some of the most loved brands in the world.  (Coke, Bud, Mars).   You need concentrated and heavy mass media to break through the clutter.  In the new world, earned and social can be ways to break through, high on creativity to keep consumers engaged.

HIGH PROFILE brands are those that are high on importance and involvement.  These brands are your favorite part of you every day life.  Your iPhone, your latte from Starbucks, the restaurant you want to go or the latest movie coming this weekend.  With these brands, you should be perfecting all five of the media:  paid, earned, search, social and home.

Where is Your Consumer?

I know I know.  Everyone is so excited about the new media options, we tend to forget about the consumer.  But call me old-school, but I still like to start with the consumer.  The fundamentals of marketing always start with where the consumer is before you look at where the media is.  You can see how the buying system above might match up to where the consumer is on that Love Curve.  But even more so, you should always be mapping out a day in the life of your consumer.  Get in their shoes and say “what does my consumers day look like and how will my message fit or interrupt their life?”Slide1

In the spirit of “Be Where They Are”, you need to think about a Total Branding experience to the “Many Me’s of Me”.  While we are the same person, we do have various moods through the day, and your brand needs to fit my mood.  For instance, that rock quarry example of “Like Us on Facebook”, I was out for a nice drive in the country with my wife, in a mood to relax with no pen and no paper.  I might not be back to my computer for six more hours.  How would I remember to like a rock quarry on Facebook?   Not a chance. This is a great tool for putting you into the shoes of your consumer and maybe seeing how your brand’s messaging might fit into their busy lives.    I see ads and signs all day long that really showcase how little Brand Leaders are thinking about how the consumer lives their busy lives.   

As a brand leader, are you using the five types of media to your full advantage?  Use the tools above to begin mapping out your choices, based on where your brand sits, what type of brand you have and how your consumer’s life might influence your choices.  To read more on media planning, click on this link:  How to Build Your Media Plans

Are you Using the Five types of media your Brand’s full advantage?

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 improve your brand or ask how we can help train you to be a better brand leader.

Building from Porter’s 5 Forces, up to 13 Sources of Brand Power

I remember 20 years ago when I was in business school and I learned Michael Porter’s 5 forces model as a way to understand the industry attractiveness and competitive intensity. It’s a great starting point for thinking strategically.  But, by any means, I’m not an economist, academic or even analytics junkie. I’m just a simple brand guy, who sees Porter’s Model as a great starting point to assess the power of your brand.  I’m not here to debate the model, just use it.

Using Porter’s Model for Brands

First of all, Brands can be anywhere from Indifferent to Like It to Love It all the way to being a Beloved Brand.  They sit somewhere on a made up mythical Brand Love curve. At Indifferent, you’re basically a commodity and you are only picked when your “product” is in front of the consumer.  Margins are low, price goes with the market and all off your marketing effort is around distribution and price.  As you move to Like It, you become competitive but the consumer only usually picks you if they see something logical in your offering that makes you appear to fit their needs.  At this point, brands should be trying to figure out:  are you better, different or cheaper?  Because while you might be playing in the mix of the other brands, if you’re not one of those three, then you might not be around for very long.  As you get more into the Loved and Beloved stages, the consumer starts to feel more and possibly think less.  You have a connection and bond with your consumer.  They are a fan, your brand is becoming a favourite part of their life and they build you into their normal routines.  They defend you, sell you and crave you at times.

The challenge for Brand Leaders is to start seeing that love as a source of power.  And that source of power as a means to making more money than if you had no love.  Marketers that “get it” see the connection between Love and Power and Profits.

Looking at Porter’s Model of the 5 Forces, we can see that a Beloved Brand can leverage all 5 forces as a competitive strategy to beat down on the less loved brands.  McDonald’s beats down on Burger King, Wendy’s and Hardee’s with such a force those brands now find themselves confused and suffering.

A Beloved Brand starts with a certain power over the buyer–whether that’s consumers or the channel.  In terms of CONSUMERS, they feel more and think less. It’s a part of them. They are fans, craving the brand and build it into their life. They can’t live without the brand.  And the CHANNEL needs the brand, caters to them, cannot stand up to them.  People would switch customers before switching brands.  The channel finds themselves Powerless in negotiations. They need the brand.  Slide1

Once the Beloved Brand has a power over the two main buyers–consumers and channel, they can use it over the other forces.  No real SUBSTITUTES can match the Beloved Brand.   It becomes less about product and more about connection and how consumer feels though the brand.  You end up with a Monopoly on feelings which then takes away ability to substitute.  Unless it is “better” what really can the substitute do.  It is Hard for NEW BRANDS to break through.  New brand starts in the rational position difficult to break the emotional bond.  And SUPPLIERS are at the mercy of the brand.  High volumes drive down costs and margins.  Suppliers build completely around brand. Can’t get out.

The Beloved Brand commands a power over their competitors in relative terms to their competitors whether it is Buyers, Substitutes Suppliers or New Entrants.  If you look at the love consumers have for a brand like Apple, you can start to see how it becomes a power. Apple uses the love to replicate the power of a monopoly.

Going Beyond Porter

Porter is a great starting point for assessing brand power.  But Brands are in the midst of a huge change on a few fronts. The obvious one people can see and touch is Media.  But don’t forget to look beneath the surface and you’ll start to see a bigger change in brands than media and that’s the Brand Culture and the Conversations.

Slide1There are now 5 types of media:  paid, earned, social, search and home media. Back in the 1970s, it was all about advertising through PAID MEDIA, with 30 second TV, print and out of home ads.  Even with Paid media, the Beloved Brand can get Better slots, lower rates and more integrations.  The first social media I would argue is PR, capturing EARNED MEDIA and becoming part of the conversation at home or at the lunch table at work.  A Beloved Brand is more newsworthy and their New Products are lead story. Look at the amount of positive press Apple gets from the news media.  HOME MEDIA would be how you use your home page–whether to influence or sell.  For a Beloved Brand, the website can  engage inform, design and sell.  As part of the SEARCH process it can be the destination.  For a Beloved Brand, search is a winner, because Being a famous brand beats paid SEO.  For SOCIAL MEDIA, a Beloved Brand has an easier time generating social spins, where advocates follow, share and spread the news.

As we take all that influence of media, we can start to see the influence of others can have on brand choices.  KEY INFLUENCERS are more likely to actively recommend a Beloved Brand they feel emotionally connected. Look how Apple uses key influencers.   And what is a growing area for Brand is CONVERSATIONS and the influence of popularity on our decisions.  Beloved Brands know that a line up attracts a line.

Brand = Culture.  Brand and Culture are one.  Advocates want to work there. Fully Engaged on Day 1. The area many brand leaders are missing is the influence of CULTURE as a source of brand power.  Brand Leaders should look to Culture as an Asset to make your Brand Experience more powerful.  Brand Values should come from the DNA, and act as guideposts to ensure that the behavior of everyone in the organization is set to deliver upon the Brand’s promise. Having values is one thing, but the other component of Culture is the right  people leadership.  Use the values to help people deliver upon the right behaviors, skills and experiences.  Leaders must embody the Brand’s DNA and live by the values.  Employees will be watching the Leaders to ensure they are living up to the words on the wall.  Leaders need to believe that by investing in their people, the business results will come.  Better people produce better work and that drives better results.  Talent management means hiring the right people and providing the right training.   Too many companies are skimping on training and development, which is equivalent to cutting back on your R&D.

So with these 13 sources of Power, the Beloved Brand can leverage this power to drive higher growth and deeper profits.  The Beloved Brand commands a premium price, lower costs, better shares and the ability to move into new categories.  Each of these drives profit for the brand.

The more LOVED the brand, the more POWERFUL the brand.  

 

Follow me on Twitter @grayrobertson1

To read more on this subject, read the following presentation:

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. 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

 

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.

How to best Execute your Brand Execution Plan

Brand LeadershipIf you are getting tired of me saying “FOCUS” then you might want to stop reading.  I’m not quite getting tired of saying it just yet.  I’ve talked about focusing on a target, a single benefit when we went through brand positioning and creative briefs. I’ve talked about ONE big idea that the brand can stand for. I’ve talked about focused strategies when it comes time to annual brand plans and brand strategy road maps.  I’ve even talked about focused media when it comes time to communication plans.  

FOCUS FOCUS FOCUS!!!

So now as we move on to the execution plan, should we still focus?   Of course.  As you execute, you are constrained by 3 things, time: people and money.  

My challenge to all brand leaders looking at an Annual Brand Plan is to pick 3 strategies and 3 tactics per strategy.   That means 9 things to do really well.  Sounds kind of crazy right?  It gets crazier when I tell you to put 50 to 75% of your resources to the 3 most important tactics overall.  If you have 7 strategies and 7 tactics per strategy, then you’re now doing 49 things compared to my 9 things.  If I asked you to pick your most important 9, and we compared how good of a job we both did on executing, then I believe my 9 would kick your 9’s ass.  In fact, there’s a good chance your team hasn’t gotten to 1 or 2 of your most important 9. When it comes time to execution, focus means I can do a better job, bring some passion and magic to each tactic.  Focus means impact, because I am able to put enough resources against it to be noticed and that impact might be the start of me driving a return on investment.

I once had a Director working for me that kept generating so many ideas that none of them ever got executed.  Every day, 5 new ideas for his team to look into.  The team was in chaos and ready for revolt.  So I asked to see his quarterly project list and he came in proudly showing me 81 projects they had to do in the next 12 weeks.  I was dumbfounded and said “narrow it down to the top 5 most important projects”.  He said “they are all important”.  About an hour later I had his finance director in my office telling me that he was overspent by 20%.  While I couldn’t convince him to focus, he didn’t survive the quarter.

Every day I must tell at least 5 people they need to focus more.

Beloved Brands Start with a Big Idea

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 Look at a brand like Special K who for years was offering a low fat low calorie cereal with modest success.  Only when they came up the Big Idea of “empowering women to take control and maintain their healthy weight” were they able to align their brand to connect with consumers and drive success. Slide1 Special K created the powerful Brand Promise that with Special K, just twice a day for 2 weeks, you can lose 6 pounds or better yet, drop a jean size.  The brilliant strategy is around the usage occasion of the second meal each day.  Cereal had been a category that grew +3% for years, steady only with population growth and some demographics around boomers and echo generations.  But now, there was finally a reason to eat cereal twice in one day.  The communication of the Brand Story become about empowering women to take control using the Two Week Challenge.  With a Brand Idea bigger than just a cereal, Special K’s innovation rivalled that of Apple.  It started with the launch of Berry Special K that thrust the brand into a good tasting cereal, and has since added bars, shakes and water.  Most recently, they’ve now launched potato chips (only 80 calories for 20 chips) and a Breakfast Sandwich option.

What is your big idea?  And how will you align your promise, strategy, story, innovation and culture around that big idea?

The 3 Step Process

When I was at the Brand Manager stage of my career I remember being frustrated when I had to take my plan to the agencies.  We spent so much effort trying to get everyone on the same page, aligning the tactics behind the plan, doling out the money and then waiting to see the execution ideas coming back from the ad agency, the in-store agency, our professional agency, PR agency etc etc.  We’d see each idea and we’d try to piece them all together into a cohesive plan.  Then I came to the point where I had finally had it with playing traffic cop.   And came up with a simple “3 Step”:  

  • Step 1: Briefing
  • Step 2:  Ideas
  • Step 3: Tactical Plan.

Slide1

Once you get your Brand Plan approved, you now start in on the execution Here’s the trick of how this works best.

For Stage 1, you get every agency in the room and you give them a 2 hour briefing so that everyone hears the same message.  At this stage, I like to give agencies a high, medium and low-budget level, which gives me the control and flexibility to move dollars around to the best ideas.  Yes, it creates some competition but that just makes my plan better.

At stage 2, we do an entire day where the agencies present their best ideas with everyone in the room at the same time.  Everyone hears the best ideas and hears why I’m excited about those ideas.  They might also hear what I don’t like or what I think might be missing.  The agencies present big ideas hoping to get to the higher dollar figure.  And we start moving money right in the room.  The feedback is direct, tough and yet challenging.  I love ideas that are aligned to the strategy and big idea and reject those that aren’t. Between stage 2 and 3 is usually where the magic happens. The agencies actually decide to meet and start acting like one agency.  They get the feedback and start aligning their ideas together.  They come up with new tactics to re-earn any lost dollars.  

And by the time they come back to Stage 3, I’m now seeing a fully aligned and enhanced Tactical Plan  The process did the work for me.  All that frustration of me being traffic cop was replaced by the process. In year 2, this works even better.  And when you put it across all your brands like we did at Johnson and Johnson, it works even better.

Filtering the Best Ideas with THE BIG EASY

For Tactics to an annual plan, you can use a very simple grid of Big vs Small and Easy vs Difficult.  You can decide on criteria for Big and Easy, or you can use judgement.  Create the grid and put the ideas on post it notes you can then plot.  You’ll see the best of ideas rise to the BIG-EASY zone. The reason you want BIG is impact, to drive share and revenue growth.  The reason you want easy is to efficiently ensure it has a good return on effort, believing effort and investment have a direct link. Slide1

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

 

Follow me on Twitter @grayrobertson1

To read more about creating Beloved Brands:

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.

8 simple ways to be a better Brand Leader

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

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

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

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

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

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

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

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

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

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

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Eight Leader Behaviors to Be Great Brand Leader

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

 

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Here’s a presentation on Successful Marketing Careers:  

 

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

 

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

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.

 

How to give Feedback to an Agency so the work gets Better

As our Ad Agency friends are partying it up in Cannes, I figured its perfect timing to talk about How to give Feedback to an Agency so the work gets better.   It’s funny how bad clients under-estimate the impact they have on the advertising work and yet good clients get it.  There’s this weird contradictory circle:  a) clients hire agencies based on work they do for other clients–many times better clients b) great agencies still make bad work–which highlights that good clients help make good work and c) the client is ALWAYS right, which means if you tell an agency to do something, they will.  If we put all three of those together.  

How they show up does more to make or break an ad than even how the agency shows up.   After all, the Brand Leader gets the “final say” on every aspect of the ad–brief, script, director, casting, music, budget and final edit.  The agency can only recommend.  What the Brand Leader does with that “final say” can make or break the ad.  

If you knew that how you show up to your agency got better work for you, do you think you would show up differently?

In terms of giving feedback at that first creative meeting, a Brand Leader can really only do three things.

    1. Approve an ad
    2. Reject an Ad
    3. Give direction on how to make the Ad better 

 If you’re sitting in the hot seat, how will you know?  It’s not easy to sit in the hot seat as the decision maker.  I’ve seen some Brand Leaders use all instinct, and no fundamentals.  They miss the most basic of things.  While other Brand Leaders strictly use fundamentals and forget to use their instincts.  They miss the magic or are the first to put together a Frankenstein from various things on the brief.

Before You Get Started:  How will you Judge the Ad?  Here are the ABC’S of Advertising 

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

  • Attention:  You have to get noticed in a crowded world of advertising.  Consumers see 6000 ads per day, and will likely only engage in a few.  If your brand doesn’t draw attention naturally, then you’ll have to force it into the limelight.
  • Branding:  Ads that tell the story of the relationship between the consumer and the brand will link best.  Even more powerful are ads that are from the consumers view of the brand.  It’s not how much branding there is, but how close the brand fits to the climax of the ad.
  • Communication:  Tapping into the truths of the consumer and the brand, helps you to tell the brand’s life story. Keep your story easy to understand. Communication is not just about what you say, but how you say it—because that says just as much.
  • Stickiness:  Sticky ads help to build a consistent brand/consumer experience over time.   In the end, brands are really about “consistency” of the promise you want to own.  Brands have exist in the minds of the consumer. Slide1
How to use Feedback to make the Work Better

I’ve seen guys go in with pure instincts and spin around in circles.   My suggestion would be to use your instincts but be guided by a process that can help you judge the work.  Look at sports as a metaphor, there’s instinct used in every sport, but the superstars of any sport (Michael Jordan, Tiger Woods, Michael Phelps) are disciplined in their approach and then let instincts go on top of the fundamentals.   So use the ABC’S above, and then let your instincts take over.

The Creative Meeting is not Easy.  You’ve got to balance, the head, the heart and the gut against the good of the brand.  Take your time and sort it through asking the following questions:

  1. Do you love what it can do for your brand?  If you don’t love it, how do you expect your consumer to love it?  A great ad has to have everyone’s heart and soul put into it.  If you “sorta like” it, then it will be “sorta ok” in the end.  If you love it, you will fight for it.  (The Heart) 
  2. Is it on strategy?  Is the Advertisement an expression of what you have been writing in your strategy documents?   Is it doing what we hoped it would do?  I love the ABCS technique (outlined below) because it helps me to frame things in my mind, so I can evaluate it past how I feel.  I think you need something to ground yourself.  (The Head)  If  there is something in your gut says it’s off, it likely is.  (The Gut)
  3. Is it long-term Idea?  Is a big enough idea that fits with the brand, does the hard work you want to do for the brand and can last 5 years.  Think about leaving a legacy—which forces you to think of campaign-ability.  (The Brand)  Look at the Creative Brief and if the ad is not on strategy, then it has to be rejected   Advertising is an expression of strategy.  If it’s not on strategy, it has no value.  

slide15

Tips on Giving Feedback
  •  Remember to Relax and Smile:  I always find that the room gets so tense, stiff and serious: we forget to laugh, smile and be real. Imagine trying to present something funny to a room of deadly serious brand managers.  It helps motivate a nervous creative team. 
  • Give  the feedback in three ways:  a) First Impressions: during the presentation, it’s great to be engaged enough to say “I like that” or ask a question. b) Giving Direction: focus on what‘s working and how to make it better. Focus more on the board you like first, and then move to the ones you don’t like with less detailed feedback.   c) Leave the Detailed Direction on how to make it better for the day after.  Moving the details (copy points, placement, colours) to the next day, helps focus the immediate comments on big picture items.  Take 24 hours to digest all the little details
  • Focus on Direction, not feedback:  Feedback is static, direction has action and decision-making.  Speak on behalf of your consumer & your brand. 

You should agree upon a Feedback process with the Agency ahead of time and then use that consistently.  There are two main ways you could do it. Either give the feedback live where everyone talks or take a break and consolidate your thinking first..  I’ve done both, trained on giving feedback live, but have changed my opinion over the years and now I’m a fan of taking the break.   

Here’s the old tired Archaic 1950s style processes:
  1. Account Team re-reads the brief then they do a set up of each board, explaining the technique/process (e.g. this is funny)  Set ups can taint the client’s view of a spot. 
  2. Agency presents 3 scripts, and says which one is their favourite.  Potentially de-motivator if you ask for their favourite and then dismiss it.  A better question is “which spot did you find you kept coming back to, as you worked the process”.
  3. Client Feedback is given with the most junior person goes first, all the way up to the senior person in the room.  This feels very 1950s humiliation and de-motivating to the junior people on the team. 
I’d suggest you Take A 30-Minute client huddle helps because:
  1. Agency gets one piece of feedback.  Time allows client to get the story straight. The break helps to slow down process so the client can think things through.  
  2. Gives Ownership to the Brand Manager, who should do all the speaking on behalf of the team, not the most senior person in the room that over-rules them.
  3. Client Team has a very open discussion, freely hearing out everyone’s thoughts, giving the junior people easier input the final opinion.  Brand Manager hears everyone then consolidates it to one message.
Tips to help Clients provide Clear Decision Making Process in place
  • Decision Making: Team leader in the creative meeting room gives direction to make the work as good as it can be before selling it in.   This gives them ownership over the project. maximum to get it right.  When the VP or President attend the early creative meetings, the work doesn’t get better, it gets more complicated. 
  • Pre Testing Does Help:  Narrow the creative concepts down to 1-3, put into animatic format and test to determine success potential in the market.  Instincts are great, but having them confirmed by consumer feedback is even better.   
  • Selling the work in to the Organization.   The team leader accompanied by the senior account person (plus Creative Director if needed) should jointly sell it in the organization. 
  • Make sure you leave Enough Time:  While everything is a rush these days, a well run project, with adequate breathing space for creative ideas, 2-3 rounds of creative, potential testing and adequate time for development
  • Communication Goes Both Ways:  Exhibit the leadership style that welcomes feedback, and gives it.  Each side brings an expertise, the agency has advertising and communication expertise and the client brings consumer/brand expertise.
  • Seek Advice Beyond Advertising:   Good account people know what it takes to be a good marketer.   They can help you on the side.  And many times, their superior people skills can help a client that might be lacking in that area.   They also likely know how to sell to your boss, which can help you when you need to sell to your boss. 
  • Build a relationship with the Creative Team:  The creative teams want to engage with the client and will respect your attempts to get closer to them.   Like anyone, they will do a better job for those they know, respect and even admire.  Being the best client, will attract the best creative people on a given team.  They’ll want to work on your brand. 
  • Performance Improvements: Annual agency performance review, quarterly senior leadership discussion on what’s working/what’s not.  Ask “how can we get better?”, “how are my people doing?” and “how is the work?”. You can talk about the gaps you or your team might have, and ask for advice how to close those.
  • Let the Agency Make a Profit:  You can’t “nickel and dime” your agency.   Be open about your budget, but once set, let the agency work to that budget. 
If how you show up to the agency will produce better advertising work.  Then show up right. 

Follow me on Twitter @grayrobertson1

To see a training presentation on Get Better Advertising: 

 

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

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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. Good Advertising:  Here’s a list of 10 things that good advertising should do, whether that’s separating your brand, telling a story or being focused.  To read more click on:   10 Things Good Advertising Should Do
  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.

How to Manage Your Personal Brand

Slide1There is a growing trend in the market to think of yourself as a Brand.  With so much social media, I suppose we all need to watch how we project ourselves into the market.  My hope is you can use this discussion to begin projecting your own brand, whether that’s to start a business, influence others in your community, manage your on-line image or land a great job.

What is your Unique Selling Proposition?

Love what you do:  The first step to finding your personal fulfillment by matching up   what you love with what your good at.  You have to understand not just at the macro level (Lawyer, Advertising, Marketing, PR) but also at the micro level (presentation skills, writing, creativity, dealing with people etc).  Just because you are good at something, doesn’t mean you should make a career of it, especially if you don’t love it.  The flip side is while you can follow your passion, you might cap out if you don’t have the talent.  If only I could run, jump, and shoot, I’d be in the NBA for sure.

Just how you frame a brand to focus on the consumer, the same thinking should go into your personal brand.  Start with your target:  it could be a potential employer, investors, customers or peers in your network.  Then match up your strengths, passions and assets to what that potential target would want.  What is your customer value proposition?  Put yourself in the mind of your end target and speak in terms of what they get.  USP 2.0Look at what you do, and then as them, keep asking “so what do I get” and force the things you do into benefits for them.  Then, still in their shoes, ask “so how does this make me feel?”  In what ways is this story unique?   Try to find that separation point where you do it, but not the average Joe can do the same thing.  So from this exercise list out “What do you do” and this becomes your brand offering or your brand promise.

Vision and Purpose

For your brand vision, think of a time frame that is the next 5-10 years.  Where do you want to be?   What would you like to accomplish?   Think of big goals, far beyond the year at hand, forcing you to think beyond and helps frame what you want to do and why you’re doing what you are doing.  This should give you a motivating context to why you are investing so much effort in making yourself better.

Your purpose should answer why do you do what you do?  Why do you get up in the morning?  Why did you choose this profession?   Why did you get into this business or career?   I find you have to keep asking this question because every time you ask it again, it becomes even richer and deeper.  The first few answers are usually just on the surface and total B.S. motherhood statements that sound like a politician steering through the middle ground.  No one will connect with that.  Go deeper and keep asking yourself “why do I do this?”    It has to be rich, personal, meaningful and motivating.

Slide1

What is your Brand DNA?  What is it that is inside you that you want to bring out into a single DNA statement?  And from there, what are the pillars of your brand, that support and align to your DNA statement.  You should look at how you project outward to customers, investors, prospective employers as well as inward whether that’s to your staff, supporters or even your own motivations.  Push yourself to look to 3 or 4 support stories that help frame your DNA.  This will make the DNA come to life and be even more powerful.  This is how I see the Brand DNA for my personal brand–Beloved Brands Inc. It’s all about “We challenge your current thinking”.  If I don’t do that, through this blog, via training sessions or strategy workshops then I am not living up to my Brand DNA.

Slide1

Build a series of defining moments from your life that help tell your story.  What were the triggers that got you here?  What was your biggest failure or ‘ah-ha’ moment.  When you look back, what are the moments and what were you thinking at that time?  How did these events affect you?  Find 3 or 4 key defining moments that help support and build your brand.  One of the defining moments I always tell is when one of my brand managers came into see me to try to get my approval on a small tactical print ad.  I didn’t know much about the ad, because it was a small ad, on a small budget.  But here I was, ready to approve.  I looked down and saw something so boring.  It was likely on strategy, but it would never capture anyone’s attention, it would never drive anyone’s desire, and most importantly no one would love the brand.  It was just awful.  But I’ve always prided myself at being a believer in the bottom up approach to management.  I couldn’t crap all over it.  So we both sat in silence as I stared down at the ad in front of me. I didn’t know what to say, I wasn’t sure I could really even give feedback on how to making it better.  So I asked one of the best questions I’ve ever asked in my life.  I said “do you love it?”  The brand manager shrugged his shoulder said “no, not really.  It’s ok”  And that was one of the worst answers I had ever heard.  I slid it back across the table and said “bring me back something you love”.  And from there, the motto for Beloved Brands Inc was born which defines how I see brands:  “If you don’t love the work you do, how do you expect the consumer to love your brand?”

What is your experience?

How do you tell your experience in a way that makes you seem like you fit with your target?  Remember how you put yourself in their shoes to project what you do, now keep doing that as you tell your story.  Everyone needs a tightly worded bio.  

Slide1

If you can create a “reputation” what do you think it would be, and how does that tie into your story.   You can’t really dispute someone’s projected reputation, it becomes part of the story you might tell about yourself.  For me, the reputation I am building is:  We have a reputation for finding growth where others can’t, whether that’s on a turnaround, re-positioning, new launch or sustaining success.  

What are your views?  These are quotes that help you to  project your opinion.  They should fit with your brand.  If people were to read these they would align to your thinking.   Or not.  Everyone is a walking opinion and we have to know what your opinion is.  Do you have a theory or belief that you want to blow out and have everything link to.  For me, my idea is the more beloved a brand, the more powerful, the more profitable that brand will be.  I use Apple as the lead brand to support this story.

Slide1

What are the views of others:  Get key influencers to provide you with a recommendation of support of you.  Make sure they are real, and even push them to match up the story you wish to tell.

Slide1

Where and How will you tell this story

Pick the social media options that best tell the story.   Stay focused because on your own, trying to be everywhere can exhaust you.   Do you have a blog?  You have to at least write weekly.  What is your 1 or 2 key social media sites.  If it’s fairly B2B or Career oriented, then LinkedIn is amazing, or if you’ve got visual demos then Pintrest or Facebook are great vehicles.  Twitter is becoming the reality of everyone with an opinion. One caution is to keep your twitter feed at least 90% consistent and focused.  And only 10% fun.  

Network in a very personal and authentic way to build your brand.  Most people are bad at networking, bad at staying in touch.  This creates a huge opportunity for you to do it better than everyone else.  Add personal touches, whether that means coffee, personalized notes or coffees.   With the digital world we live in, we still have needs for serotonin.  A 15 minute catch up can do wonders for people.  A personalized note just feels good.  What’s your communication package look like?   Think of it like a leave behind:  what story would you leave behind.  Yes, the resume is obvious, but what else would you leave behind.   Create one.  If you’re looking to get into marketing, do up a brand plan for a charity and leave it behind at an interview.   Do up your business card, a brochure.   Vista print is so cheap these days and a site like Moo.com offers even more innovative options.

And lastly, over-delivering your promise and creating a memorable experience will  lead to word of mouth, increased support for you and what you want to accomplish.  Leadership is not about being ahead of everyone else, it’s about when you look around and you see people following.

Bringing it All Together in a Credentials Presentation

Here is the credentials presentation for Beloved Brands Inc.

LOVE WHAT YOU DO.  LIVE WHY YOU DO IT.  

 

Follow me on Twitter @grayroberton1

To read a presentation how How to Manage your Personal Brand, follow:

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. 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

 

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.

A Brand Leader’s view of what makes a Good Advertising Agency

It seems that clients are firing ad agencies very quickly these days.  

I’m half way old enough that I’m straddling the fence on whether agencies are as good as the old days.  But it seems that there are pitches going on constantly, and yet no one is really wanting to look themselves the mirror and say “Am I part of the problem?”

I’ve been brought in a few times to look at the situation.  The first thing I normally tell the Brand Leader is “you have to fire yourself first” and then see if the agency is still bad.  The best clients respect the process, the agency and their own judgment. slide1-1And yet, most Brand Leaders under-estimate the role the client plays in getting to great creative.  As a Brand Leader, if you knew that showing up better would get you better advertising, do you think you could?  If there are 100 steps in every advertising development stage and you show up OK at each step, how are you possibly thinking you’ll end up with a GREAT ad at the end?  

How do you fire Yourself?

When a relationship gets off the rails, what I do is an Advertising “Audit” where we look at the behaviors and processes in getting to the advertising.  

    • What’s your brief look like?  Is it fundamentally sound?   I’ve seen 8 page briefs that don’t even have a benefit or any consumer insights.  And I’ve seen other clients that say “we didn’t write a brief for that one, we just phoned it in”.  Even though the media has changed in this modern world, the fundamentals around writing briefs should not.  You need to distill your strategy, either from your brand plan or what’s in your head down to 1 page.  Here’s a story on how to write a better creative brief.  How to Write an Effective Creative Brief
    • What is your behavior like at advertising meetings?  My belief is that advertising is a balance of freedom and control and many clients I see give too much freedom in areas they should control and too much control in areas they should give more freedom.  You should control the strategy and decision-making, but you should give freedom to the creative expression and execution of the work.  I’ll observe tone to see how motivating you are, how you communicate and how you make decisions in the meeting that lead to the direction you give.  My view is that one person should do all the feedback and that the feedback should be motivating yet it really should be directive as to how to improve the work.  Too many clients try to be motivating but fear giving direction so they opt for vague.  The agency walks away not even knowing what’s next.  Here’s an article on how to Judge Advertising:  How to Judge AdvertisingSlide1
    • How do you make decisions?   As long as it’s consistent and transparent, there is room for latitude, but the agency just has to know so they can adjust.  Too many times, clients don’t want the agency to see how decisions get made.  If you have a consensus culture, what I recommend is that during the creative meeting, you take a 30 minute break where your team gathers its feedback and then assigns one person to take the agency through.   If your culture is top down, and potentially the real decision maker isn’t even in the room, I recommend that one senior agency person accompany you through the internal approval process.  They can listen and respond to the comments directly.  And usually, they are better at selling creative work than you are.  As long as they are aligned with what you want, the tag-team approach should be even better.  

The reason you want to “fire yourself first” is it allows you to now see clearly if it really is the agency or if it was just you.  The added benefit is that if you still see that the agency is not where you need them to be and you still want to fire them, then at least you will be showing up better to your new agency, rather than that dysfunctional client before the audit.  

What Makes for a Good Advertising Agency?

I come at this from the vantage of a client, having spent 20 years working as a Brand Leader.  I’m not an Ad Agency guy, never having worked a day at an agency in my life.  But I’ve seen some great agencies and some not so good.  Here’s my list of what makes a Great Agency:

  1. They work for you, not your boss. While your boss pays them and has the final say, they still know you are the client.  Nothing worse than a client services person constantly trying to go above your head.  The best way for an agency to earn your trust is to consistently demonstrate that they work for you.  That trust will earn them a seat, along side you, at the table of your boss.  You will know they have your back and will support your recommendation, not cave at the whim of your boss.    
  2. They understand your goals, your issues and your strategies.  They write briefs that are on your brand strategy and deliver work that expresses your brand strategy.  Yes,  The modern agency struggles to write advertising strategies that align to the Brand’s strategy.  Just as though clients are not trained enough in the areas of strategy and planning, I see the same thing on the Agency side.  As margins are squeezed, the first casualty is strategic planning.  Yet, that might be one of the most important.  I’d prefer to have a great strategic planner on the brand than have 5 client services people each show up taking notes at meetings.  
  3. They make work that drives demand and sells more widgets, not work that just wins awards.  Awards are part of the agency world–helping to motivate creative people and establishing the agency reputation in the market.  I once had an agency person say:  “we can’t write that strategy because it will make for boring work”.  The balance of winning awards and selling more widgets always has to side with selling more widgets.  I’m really tired of agencies starting off creative meetings with the “we are so excited” line.  You want an agency that comes into a room and says “we have an ad for you that will sell more of your product”.  
  4. They give options.  And they don’t always 100% agree.  Come on agencies.  We are in year 100 of making ads and you haven’t figured out yet that the clients like options.  Each option has to deliver the strategy.  Nothing worse than agencies who tear apart the brief and deliver options for each part of the brief.  (e.g. here’s one for the younger audience, here’s one that does fast really well and here’s one that does long-lasting) That’s not creative options, that’s now strategic options.  We collectively decide on the strategy before the creative process begins, not meander the strategy during the creative process.   As clients, options give us comfort.  But even more importantly, options treat us with respect that we can still make the right decision.  
  5. Agencies are not territorial.   They are transparent allowing you open and free access to their planners and creative people.  It’s really the account people here.  Good account people allow you to communicate directly with the creative team.   Most great creative teams that I have worked with want direct access to the client, rather than have it be filtered through a series of contact reports.  
  6. They adjust and easily take feedback.  Agencies serve at the pleasure of the client.  Every client is unique and the best agencies adjust to that style.  Not only the company but even the individual.  I used to sit with my Account leader every quarter and go through how we can each get better.  Some clients aren’t even doing annual agency performance reviews.  
  7. They are positive and already motivated to work on your brand.  While I do encourage clients to motivate their agencies, it’s much easier to motivate someone who is already motivated.  When I see a 25-year old account person openly complaining, I see that as a problem with the culture of the agency, not a problem for the client to have to figure out.  I’m now on the service side as a consultant, and we can never openly complain.  
  8. They teach.  When I was a new Brand Manager, my client services person (Leslie Boscheratto) taught me more about advertising than any client should have to learn.  In fact, I’m still embarrassed at how little I knew, yet thrilled at how much I learned from that team at Bates back in the mid 90s.  
  9. They act like you are their only client.  And you feel important to them, no matter what share your budget is of the overall agency.  Why sign you up as a client and then keep reminding you that they have Coke, Budweiser or Dove.  When you are with me, treat me as though I’m the most important client in the world.  
  10. Trusted Advisor:  They are a trusted advisor who will give you real advice, not just on advertising but on your performance and on the overall brand.  Most senior agency folks have seen plenty of clients come and go.  Never be afraid to find a quiet moment with your agency person and ask two simple questions:  “what can I do better”  and “what do your best clients do that I could learn from”.

Here’s the flip side to the story with an article I wrote a few months ago on “The worst type of Clients”.  To read that click on:  Ten Worst Types of Advertising Clients

You’ll notice the one thing missing from my list is “They Make Great Work”.  That’s a given because that’s the only reason you hire an agency.  Yes, some agencies make better work than others.  But even those agencies that make great work, also make bad work.  And if we were to look at why, it would likely start with the relationship, processes or interactions.  So if the client can fix what they are doing wrong and the agency can show up right, then you should be able to make good work together.  

Making great advertising is simple, but very hard to do. 

 

Here’s a presentation on How to Be a Better Client

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 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. 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
  4. 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

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

linkedin-groups-large             images-1              facebook-logo

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.

How will Brand Leaders Win with Media in the Future?

Brand LeadershipI’m not a media expert at all.  So there will be no answers here, just questions about where I might be confused about the future or where I might see an impact to my media thinking.  I come at everything through the lens of the Brand Leader.  My questions are more about the impact on consumer behaviour and how the brand can win through media in the future.  If you’re a media expert, feel free to add solutions.  At this point, like most Brand Leaders, I’m a bit confused and I just have questions, not really solutions!

1. Will people watch even more TV in the future? 

I love asking this question because it usually confuses people, because of the expected downward trend of TV viewership over the last 10 years.  At first, this question might sound crazy, but with more tablets and instant internet access everywhere, we should expect a shift to watching more TV, not less.  This year, books are up 13% due to increased readership via tablets.  Will we see that impact to TV?   More access means more use.  If you’re on the subway, an airplane, waiting to pick up your kids or on your lunch hour, wouldn’t it be great just to catch an episode of Modern Family?  Now you can.  And while this is at the early stages with early adopters, we’ll quickly see it going mass over the next few years.  But the TV model will have to change.  Consumers won’t want to be watching 8 minutes of TV ads.  It seems people see their computer as their personal space and they find intrusive advertising even more annoying on their computer than they do their TV.   We need a new model for TV advertising–I haven’t seen it yet.

As a Brand Leader, I recommend that you don’t give up on TV just yet.  Maybe it will be on a tablet or a phone.  Just be a bit more creative.  Maybe you need to make your spots more interesting to take advantage of viral shares.  Make sure your spots are more engaging so people want to watch rather than just tolerate.  Be open to integrating your brand right into the shows, or maybe go back to the past when  brand sponsorship kicked off every 1950s TV show.

2. How can Advertisers Capture the Internet Babies (12-22 years old) as they move into adulthood?

As someone said, this segment never “goes on-line” because they are “always on-line”.   They are never “off-line”.  Last year, my 14-year-old daughter had 3 friends over and when teens visit, you have to expect a bit of excess noise.  All of a sudden, there was silence for 20 minutes.  I thought they must have left but then I see four teenagers all sitting at the kitchen table texting away, not a word being said.  Complete silence.  This generation lives on-line and put their lives on-line.  It remains confusing as to their true view of privacy–do they want more or do they just figure their lives are an open book.

This group has their priorities shaped by the age of instant access. They want everything now–sports scores, rumours, or videos of what they just saw on TV.  They are multi-tasking so much it’s arguable they never give anything complete focus.  When they watch TV, they have the laptop up, their cell phone in hand–navigating Facebook, twitter, texting, instagram and Skype all at once.  No wonder ADD is growing.  They choose Apps over software, expecting an App solution for any problem they have.  They see advertising as completely ubiquitous and are more open to brands than other generations.  But how they consume media is completely different.  E-Commerce is an expectation, as they buy songs, games and movies or a new phone case at a whim.

As a Brand Leader, we need help to figure out how to win with this group when they turn 25?  I know as a parent of this age group, I have no wisdom I can pass on.  Maybe someone in this age group can help us out, because I’m utterly confused.

3. Can Newspapers even Survive? 

So far, newspapers haven’t figured out the profit model between the traditional broadsheet and the on-line versions.  Making it free was likely a mistake, and makes it hard to turn back.  If your newspaper has been free on-line since 1997, I’ll be pissed off if you now expect me to pay for it.  If I’m interested in the topic, I’ll just Google the same headline and find a free version.  As long as newspaper publishers see a direct link between the actual broadsheet and the newspaper they run the risk of extinction.  If you think a newspaper is a collection of amazing journalists, you’re off to a good start.  But if you think it has to be a broadsheet, then you’re completely lost. 

News now is instant, ubiquitous and more casual/social.  The tweeting that went on during the US presidential debate (e.g. Big Bird) is evidence of how social media drives the story.  I don’t need to read a journalists take on it.  I already know.  By the time the broadsheet version of the newspaper is ready, this story is now old news and even has had 12-18 more hours to evolve into a completely new story line. The broadsheet can’t keep up.  I love the business model for the Huffington Post.  What started as on-line political opinion is becoming a source for broader news–entertainment, sports and lifestyle stories.  With more publishers going without a printed version (e.g. Newsweek just announced they’re cancelling their printed version), this has to be the future.    

As a Brand Leader, I’d recommend moving your Newspaper spend on-line or even choose other mainstream media options.  You’ve put up with the bad production quality for 100 years–is there really anyone under 50 still reading.

4. Can Advertisers Figure Out how to Win in the New World?  

The Commodity Brands that have funded mainstream media remain completely confused. 

Traditional media has always been funded by advertisers whether that means TV ads for 8-12 minutes per hour, newspapers and magazines with 25-40% of the space for ads and radio with ads every second song.   Traditional Media has been free as long as you were willing to put up with advertising interrupting your usage of the media.  That ability to interrupt consumers allowed the Commodity Brands (dish soap, diapers, toothpaste, razor blades and batteries) to break through to consumers, as they sat captive and watching their favourite TV show.

But New Media is free, unbridled and fairly commercial free.  In general, a lot of the advertising still just sits there along the sidelines where we don’t click.  While the high interest and high involvement brands have started to figure out how to use the New Media, the Commodities remain in a state of confusion.  If you want to see what confusion looks like, go see Head and Shoulder’s twitter page with 320 followers or Bounce’s Facebook page “where they talk about fresh laundry” (their words, not mine)

These Commodity brands need to either get people more involved, which Dove is the best in class brand, or they need dial-up the potential importance for a core target which Tide has done a good job.  As we see many of the new media companies (Facebook) struggling to figure out how to make more money from Advertisers, there needs to be a step up in creativity to find new solutions.  Banner ads that just sit along the side aren’t going to do much for the advertiser or the media owner.  If social media sites want to win over these commodity brands, they need find that right balance of interrupting consumers without annoying their membership.

5.  Are there too many Social Media Options?

I know there are still new social media options every month, but most of these feel fairly niche.  In the mainstream social media sites, we are seeing that winners have emerged and they are turning into leaders as Google, Facebook, YouTube, Twitter, Linked In and Wikipedia all now dominant in their given area.  It looks impossible for a new entrant to really challenge them.  If a new entrant were to try for leap-frog strategy, these leaders would just duplicate the innovation and kill the challenger.  Every industry has gone through a similar pattern:  early innovation, divergence of brand options, then a few power brands emerge, and then a power play where the strong squeeze out the weak through mergers and acquisitions until there are a handful of brand owners remaining.

As these Social Media sites look to turn their power into wealth, we will see a shift from fighting for members to fighting for advertiser dollars.  This will likely force a convergence of social media options where the strongest brands try to squeeze out the smaller sites.  There are already small signs in Google’s strategy they are thinking this way–trying to be the one stop shop.  Mergers are always tend to surprise us, almost the unimaginable.  Can you imagine Facebook buying LinkedIn?    Who knows, maybe we’ll even see a merger between social media brands and mainstream networks. AOL already tried it with Time-Warner.  But can you imagine Google buying CNN, Facebook buying MTV or NBC buying the Huffington Post?   If you’re an Advertiser, expect some uncertainty in the next few years and expect a few mergers.

6.  Will New Media people ever be able to Convince Brand Leaders of what they Should do?

Marketers love what they know.  It feels safe.  The people who spend 100% of their lives living and breathing new media know what Brand Leaders don’t know.  The problem is there is no bridge between the Brand Leader and New Media.  New Media don’t really get the marketers, don’t understand their motivations and how they think.  So they just keep barking and no one is listening.  Here are some tips:  Start with the consumer and map out how they interact.  Don’t start with the media.  Demonstrate to me that you understand my brand:  who is my target, how do they shop, what is my main benefit, the key issues I face, strategic options available and how my brand makes money.   Show me things other brands in my predicament have done and the results.  Be fundamental in the way you talk with me.  Look at how I was trained, strategy first, tactics second, execution third.  Go in that order so I can follow along.  Don’t show me what Bud did on the Super Bowl.  Teach me as much as you can, because if I have more knowledge I’ll be more comfortable.  And help me to sell it in, because everyone above me is even more confused than I am.  Right now, we are a little scared and we’re doing this because we know we should, not because we know what we’re doing.  Help us.  

When It Comes to New Media, Brand Leaders still need to be Fundamentally Sound

 

For a Media Overview that can help Brand Leaders get better media plans by learning more about both traditional and digital options, read the following presentation:

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

 linkedin-groups-large             images-1              facebook-logo

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.

The new Burger War: 5 Guys vs In-N-Out

s-FIVE-GUYS-BURGER-largeWhen I was a kid, after my hockey practices, my mom and I used to go to Burger King.  It became a tradition.   What did i like the best?   It was nice and quiet, compared to the crowded noisy McDonald’s right across the street.  No lines, no one taking up great seat locations and almost zen.  Today, there’s a new Burger War brewing:  5 Guys versus In-N-Out Burger.  Who will win?

Who has the Better Burger?

I know there’s lots of debate out there.  Let’s dispel the myth here: they are almost the same burger.  They take a high quality ground chuck, and squish it firmly onto the grill which locks in the flavor and creates a juicy burger. 250px-InnoutOremIt’s a much higher quality meat than McDonald’s and much juicier in the end due to the cooking technique.  The only difference is 5 Guys burger feels like the burger actually breaks apart more which could make it feel less fast-food and In-N-Out feels very neatly stacked.  VERDICT:  Tie

Fries versus Shakes

If the burger is a relative tie, then what else you got.  5 Guys wins on fries and In-N-Out wins on Shakes.  Unknown-3I’m a big fries fan, and 5 Guys does have pretty darn good addicting fries.   They give you enough that you likely won’t finish them.  The In-N-Out fries (except for Animal Fries) are a little bit nondescript and boring.  In terms of shakes, the In-N-Out shakes are legendary, whereas 5 Guys is completely missing out by not even having a shake.   Verdict:  Tie, pick your poison and likely only have it once in a while.  

Who has better Atmosphere?

I have to say, neither is very cool at all.  In-N-Out had the plastic feel of a McDonald’s, with booths that are too small to fit those that can eat a double-double.   imagesThe hats on the employees are cute, giving it a 50’s diner feel.  And 5 Guys atmosphere feels like a Costco.  Dusty floors, crappy little tables and chairs.  Plus, do we really need 50 signs per restaurant telling us how great you are.  What you’re doing is opening up the door to local establishments finding a niche against both of these with a cooler pub-like atmosphere.  Verdict:  one bad tie.  

So the overall product is a tie.  

Where does In-N-Out Burger win?

Clearly as I’ve heard from the fans, In-N-Out does a great job engaging with their consumers.  The secret menu and the secret sauce, the traditions of the double-double and the “animal fries” all help create a “club” filled with brand fans who will take on anyone that knocks their brand.  images-1There’s a slight difference in who each attracts.  In-N-Out’s menu items are generally less expensive — the chain is most popular with young men ages 18 to 24 with an income of less than $70,000 a year, according to NPD. By contrast, Five Guys patrons are generally 25 to 50 years old, with an income of more than $100,000.  In-N-Out seems to have a more engaged consumer base that it can leverage as 5 Guys is now into the Southern California market ready to do battle right in the backyard of In-N-Out.

Where does 5 Guys win?

5 Guys has been much more aggressive.  They have pursued winning on reviews and lists that can help drive awareness for the brand.  In 2010, they won the Zagat best burger.   They’ve aggressively gone after celebrities such as Shaq and Obama.  Unknown-1And most of all, they are winning on location, location and even more location.  At this point, In-N-Out is stuck as a West Coast brand, in California, Arizona and Nevada with only 280 locations.  And 5 Guys is everywhere, with 1000+ locations, fairly national and even in Canada.  They are clearly following the McDonald’s real estate strategy by trying to be everywhere.  The other area where 5 Guys wins is pricing.  I’m a marketer, so the more price you can command the better.  For relatively the same burger, 5 Guys charges twice what In-N-Out charges.  In this current stagnant economy, people are proving they’d rather pay for an amazing quality burger than a cheap steak.  It feels like In-N-Out is leaving money on the table with the prices that are just slightly above the McDonald’s price points.  

So who will win?  

At this point the clear winner will be 5 Guys.  Unknown-2Just like McDonald’s versus Burger King in the original burger war, it’s not as much about the burger itself but about the aggressive pursuit of real estate.  Unless In-N-Out wakes up, takes all that brand love they’ve generated among their fans and they go on an 5-year big expansion, they’ll be relegated to a regional brand we only visit on our road trips to California. 

5 Guys Is Quickly Becoming the Upscale Answer to McDonald’s

 

A vote and a shout out for Local still.  At this premium burger price range, and with boring atmospheres in both Five Guys and In-N-Out restaurants, they are keeping the door open for local burger places to stay alive. If you’re ever in my home town of Toronto, Craft Burger (now Big Smoke) on King Street offers a very unique burger and feel.  Hand made, aged cheddar giving it a slightly different feel and the fries are great.   Allen’s on the Danforth has an amazing quality beef and the best outdoor patio around.  Burger’s Priest in Toronto has almost completely copied In-N-Out with lots of mysterious schtick, including the Secret Menu.  It’s fun.  I’m sure you’ve got your own local place.  Here’s to local.  

 

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.

10 Annoying Things that give Marketers a Bad Reputation. STOP IT!

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I’m a marketer at heart.  In terms of career, it’s all I know and all I am.  I claim to love everything about marketing.   Well, nearly everything.  Here are 10 things i despise and even more importantly I believe give us marketers a bad reputation.  As Mike Ditka would say “STOP IT”.

  1. The price of popcorn at the Movie Theatre.  At the grocery store, a single bag of Orville’s popcorn goes for 29 cents a bag.  Yet at the movie theatre, it costs $5.99.  I get that the movie is using popcorn to cover the overhead.  But it really is blatantly treating your consumer like a hostage.  “Combos” (popcorn plus pop or candy) are even worse.  At my theatre, one night while I was 9th in line, I added them up and there is zero savings.   So I asked the kid at the front.  And the answer the poor kid had to give was “the combos are more convenience than savings”.   Wow.
  2. Freight and PDI on a New Car.  If you’ve ever bought a car, you have to pay something called freight and PDI.  It’s really an admin fee for shipping and preparing the car.   What’s frustrating is the negotiation process in buying a car.  This is just one more tool at the disposal of the sales people.  I know Saturn tried the “no price negotiation” strategy and it backfired.  Negotiations with so many moving parts can be a brutal experience.  And many times, you start off day 1 with such a negative experience that you’re mad at the brand. Why would you want that?
  3. That’s not all, if you call now…’   Yes, telemarketing is a necessary evil of the marketing game.  I’m not a fan.  shamwow-ad-tbiThe worst line ever invented is “that’s not all”.  That just means we’ve taken this low-cost item we’re trying to sell you and give you a second one for free.  But the rip-off is the “you just pay the shipping and handling” line.  You’re likely paying an extra $8=10 in shipping and handling, where the company makes a huge profit on that amount.  It’s never double the price to ship two items in the same parcel.  And the handling?   I wish these guys would stop preying on the defense-less consumer.  These techniques make us look bad.
  4. 100% Money Back Warranty…’except for’:   Last year, I decided to buy a Toshiba Ultrabook, as it was slightly cheaper than the Mac version.  While the Toshiba was a bit flimsy, I decided to buy the 3 year extra service plan from Best Buy.  I was told “don’t worry, this warranty covers everything, and while it’s being repaired, we’ll even give you a loaner version”.  I figured OK, I”m covered.  Six months in, the flimsy screen caught up to me and all of a sudden I couldn’t see anything.   Confidently, I took it back to Best Buy.  They gave me a loaner and a week later said “we can fix it, but the cost to you will be $400”  I said “but I have the full warranty”.  And they said “yes, but the warranty does not cover software, hardware or battery”.  HUH?   What else is there?   There is nothing else but software, hardware or battery to a computer.  Anyway, I bought the Mac.  No wonder Apple does so well in an industry like this.
  5. Paying $3 for headphones on the Airplane.   I know pretty much every airline is nearly bankrupt.  And I’d never invest a penny into an airline.  But the shift to charging the consumer for everything seems like the wrong way to go.  There have to be more creative ways than charging $3 for headphones.  I was recently on a flight that cost me $1700, which makes that headphone fee about 0.18% of the overall price.  Is it really making a dent in the balance sheet of your airline?  Or is giving the consumer a small token a bad thing?
  6. Email Lists you didn’t know you signed up for.  I manage my email as best I can.  For about 2 months now, I’m getting weekly Hilton Honors email blasts.  UnknownI finally un-subscribed.  Some of the un-subscribes are easy.  But others are painful with 3 or 4 steps to confirm I really want to un-subscribe and I’m not “mistaken”.  Email marketing is just the new form of junk mail.  I guess it works for 3% of customers so to get the money from those guys, let’s bug the 97% of customers who don’t want emails cluttering up their inbox.  Let’s make it so hard to tick off that “no email thank you” box that we can annoy our most loyal consumers.
  7. Paying more for a large hot tea versus a Small:  There are 3 component costs in hot tea.  The cup, the bag and the water.  The only thing that changes with a larger size is more water.  Any chance to rip-off the consumer.
  8. 3-year Cell Phone Contracts: When the technology changes every six months and you’re teenager drops (or throws) their phone at least once a week, having that long contract feels like a prison sentence.  I get the whole it’s the only way we can cover the cost.  But it puts all these phone companies into a position where they get the sale but lose the customer’s loyalty.  it’s not a way to build a long-term love affair but rather a growing hatred for one another.
  9. Gas Price Games.  I want one simple rule for gas prices.  You have to set them on the first day of the month and leave that price the entire month.   Have you ever noticed that the price of gas goes up immediately at the start of a crisis–in anticipation of prices going up.  So a hurricane hits, prices jump up that day just in case the oil industry is affected.  Not because it’s been affected.  Just in case.  Yet the prices don’t come down in anticipation of the world crisis ending,
  10. Call Center Cold Calls at home.  Even worse than junk email cluttering up my inbox are the phone calls coming from overseas.  I’ve signed up for the “Do Not Call”, but I guess the loophole is to now call from overseas.  You’re in the middle of cooking dinner and the phone rings.   And there is some 7 second delay before someone says “Hi Mr Robertson”.

These 10 things are very common to most consumers causing great frustration but also lack of respect for the marketing profession.  And yes, it is a profession.  What are the things about marketing that annoy you and damage our reputation?

How do we Get these guys to “Stop It”?

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 help you improve your brand or ask how we can help train you to be a better brand leader.

What to do when your Brand is Stuck at “Like It”?

Don’t feel bad.  Most brands are at the Like It stage

You have been able to carve out a niche and be a chosen brand against a proliferation of brands in the category.    And you have good shares, moderate profits and most brand indicators are reasonably healthy.  It’s just that no one loves you.  There’s nothing wrong with being a Liked brand.   All the power to you.  But just know that you might be leaving good money on the table.  

Beloved = Power = Growth = 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 Like It Stage

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.  

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.

The Five Sources of Brand Love

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.

Slide1
Why is your Brand stuck at the Like It Stage:

If your brand is stuck at Like It, look to the five sources of love to see if you have a weakness.  

  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.  They do a bad job at either telling the story or launching new products.  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 what 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.  The promise stays very rational, and the execution of the brand story becomes rather bland.  
  3. New Brand with Momentum:  As a new brand, you might not have found a way to use a unique brand promise to separate yourself from other competitors.  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. That leak could be in the freshness or experience stage.  
  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.  The story never gets told in a consistent manner that delivers the brand promise.  It fails to catch on, so instead of just fixing the communication the brand also changes the brand promise.  
  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.  The brand with just positional power becomes complacent and lazy–with a culture that does not create a brand experience that surpasses the promise. 
  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.  The strategy of linking the brand’s promise to the other connection points of the brand.  
Indicators that you’re 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.
Why Would you want to get to the Love It Stage

As you become more loved, you can use that love consumers have for your brand to drive more power for your brand.  That power may be against retailers, other competitors, suppliers, media and key influencers.   As well as a power over the very consumers that love your brand.  With more power, a more loved Brand has 8 ways it can add profit. 

Slide1

In terms of pricing, you can charge premiums and any change in pricing is relatively more Inelastic.  Loyal consumers, weakened channels pay premiums, and trading up where offered.  More engaged employees deliver better experience—even more premiums.  This gives your brand an opportunity to drive higher margins.

With costs, a more loved brand becomes more Efficient and Powerful.  You’ll be able to achieve Economies of scale.  Suppliers cut costs due to volume & wanting brand in portfolio. Efficient media spend, free media through search, earned and social. Gov’t willingly subsidize. Partners give favorable terms.  This gives your brand lower costs–both in terms of product costs and marketing costs.  

A more loved brand can drive market share by pushing the Momentum and finding that Tipping Point.  Crowds draw crowds.  Power of media (search + social + earned) keeps brand in the conversation with heavy influence. Competitors can’t respond to the momentum.  You can steal share from weakened competitors who have no love, or get current users to use even more.  

A more loved brand can enter new markets.  Loyalists Will Follow Wherever:  Loyal users will follow where brand goes, and doors will open to new ventures. The idea of brand no longer tied to product, but to how brand makes you feel. 

As the brand is more loved, the P&L statement looks a lot stronger–higher markets, lower costs, higher share and new market entries all add up to much higher profitability.  It’s worth finding that love.  

How to get to past the Like 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.

So be content with being Liked.  But just realize that you’re leaving profits behind for someone else to capture.  

If you are stuck at Like It, then you are leaving money on the table

 

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.

12 Thought Starter Quotes to challenge and inspire Brand Leaders

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

 

“Consumer Insight comes to life when it’s told in such a captivating way that makes people stop and say “hmm, I thought I was the only one who felt like that”

 

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

 

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

 

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

 

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

 

“Consumers don’t care what you do until you care what they want.  Instead of just yelling what you do, put yourself in the consumers shoes and ask yourself 5 times “so what do i get?” and then ask another 5 times “so how does that make me feel?”

 

“If your brand only has 3 strategies and each strategy only has 3 tactics, then you should be able to do an amazing job on all 9.  Much better than the current list of 123 things you’re trying to do”

 

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

 

“Ask “Do you love it?” and watch their eyes to see if they tell the truth.  Because, if you don’t love the work, how do you expect your consumer to love your brand?”

 

“A Beloved Brand uses the love consumers have for the brand to replicate the positional power of a Monopoly.  And from that power, the Beloved Brand drives stronger growth and higher profits.”

 

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

 

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

Challenge yourself to get better every day.  

 

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

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.