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.
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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.

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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.
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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

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.

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:

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How to Get Fired as a Brand Manager

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

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

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

Top 10 Reasons why Brand Managers get fired:  
  1. Struggle to Make Decisions:  When these Brand Managers were ABMs they shined because they are the “super doer’s”, who can work the system, get things done on time and under budget.  All the subject matter experts (forecasting, production, promotions) love them.  But then get them into the Brand Manager seat and they freeze. Slide1They can do, but they can’t decide.  They can easily execute someone else’s project list with flare, but they can’t come up with a project list of their own.   For you to succeed, you have to work better on your decision-making process.   You have to find methods for narrowing down the decisions.  When you’re new to decisions, take the time to map out your thinking whether it’s pros and cons or a decision tree.  It will eventually get faster for you and train your mind to make decisions.
  2. Not Analytical Enough:  Those that can’t do the deep dive analytical thinking. They might have great instincts, but they only scratch the surface on the analytics, and it eventually catches them when they make a poor decision and they can’t explain why they went against the obvious data points.   The real reason is they never saw those data points.  When a senior leader questions you, they can usually tell if they have struggled enough with a problem to get to the rich solution or whether they just did the adequate thinking to get to an “ok” solution.  Just because you are now a Brand Manager doesn’t mean you stop digging into the data.   The analytical skills you learned as an ABM should be used at every level in your career right up to VP.    As I moved up, I felt out of touch with the data so at every level up to VP, I used to do my own monthly share report just to ensure I was digging in and getting my hands mucky with the data.  Because I had dug around in the data, I knew which of my Brand Managers had dug in as well and which Brand Managers hadn’t even read their ABM’s monthly report yet.  Take the time to know the details of your business.  Dig into the data and make decisions based on the depth of analysis you do. 
  3. Can’t Get Along:  Conflicts, teamwork issues, communication.  These Brand Managers struggle with sales colleagues or the subject matter experts (SME’s). They might be the type who speaks first, listens second. They go head-to-head to get their own way instead of looking for compromise. Yes, they might be so smart they think faster than everyone, but they forget to bring people along with their thinking.  They start to leave a trail of those they burned and when the trail gets too big they get labelled as “tough to deal with”.  Listen more–hear them out.  The collection of SME’s will likely teach you more about marketing than your boss will.   If you don’t use these people to enhance your skill, you’ll eventually crash and burn.  And if they can’t work with you, they’ll also be the first to destroy your career.  You aren’t the first superstar they’ve seen. And likely not the last. My recommendation to you is to remember that Leadership is not just about you being out front, but about you turning around and actually seeing people following you.   In fact, it should be called “Follower-ship”.
  4. Not good with Ambiguity:  Some Brand Managers opt for the safety of the easy and well-known answers.  They struggle with the unknown and get scared of ambiguity. ambiguity_road_signBrand Managers that become too predictable to their team create work in the market that also becomes predictable and fails to drive the brand. These Brand Managers are OK–they don’t really have a lot of wrong, but they don’t have a lot of right.  You can put them on safe easy businesses, but you wouldn’t put them on the turn around or new products. Ambiguity is a type of pressure that not all of us are capable of handling easily, especially when they see Ambiguity and Time Pressure working against each other. Don’t ever settle for “ok” just because of a deadline. Always push for great. You have to learn to handle ambiguity. In fact revel in ambiguity.  Have fun with it.  Be Patient with Ideas.  Never be afraid of an idea and never kill it quickly.  As a leader, find ways to ask great questions instead of giving quick answers.  Watch the signals you send that may suck the creativity energy out of your team.  When you find a way to stay comfortable in the “ambiguity zone”, the ideas get better whether it’s the time pressure that forces the thinking to be simpler or whether it’s the performance pressure forces us to push for the best idea.  So my recommendation to you is to just hold your breath sometimes and see if the work gets better.
  5. Too slow and stiff:  The type of Brand Manager that is methodical to the extreme and they think everything through to the point of “Analysis Paralysis”.  They never use instincts–and have the counter analytical answer to every “gut feel” solution that gets recommended.  They have every reason why something won’t work but no answers for what will work.  I have to admit that this type frustrates me to no end, because nothing ever gets done.  They struggle to make it happen:  they are indecisive, not productive, disorganized or can’t work through others.  They are frustratingly slow for others to deal with.  They keep missing opportunities or small milestones that causes the team to look slow and miss the deadlines.  You have to start to show more flexibility in your approach.   Borrow some of the thinking from dealing with ambiguity and making decisions.  Realize there are options for every solution, no one perfect answer.      
  6. Bad people Manager:  Most first time people managers screw up a few of their first 5 direct reports.  It’s only natural.  One of the biggest flaws for new Managers is to think “Hey it will take me longer to explain it to you, so why don’t I just do it myself this one time and you can do it next time”.  They repeat this every month until we realized they aren’t teaching their ABM anything.   And they became the Manager that none of the ABMs wanted to work for because you never learn anything.  But as we keep watching great ABMs crashing and burning while under them, we start to wonder “you are really smart, but can you actually manage people?”. To be a great Brand Manager, you have to work on being a better people leader. We expect you to develop talent.  Be more patient with your ABM.  Become a teacher. Be more selfless in your approach to coaching. Take time to give them feedback that helps them, not feedback that helps you.  If you don’t become a better people manager, you’ve just hit your peak in your career.
  7. Poor communicators, with manager, senior management or partners.  They fail to adequately warn when there are potential problems.   They leave their manager in the dark and the information comes their manager from someone else. They confuse partners because they don’t keep them aware of what’s going on. You have to become a better communicator.  Make it a habit that as soon as you know something, your boss does as well–especially with negative news.  It’s normal that we get fixated on solving the problem at hand that we forget to tell people.  But that opens you up to risk–so cover your bases.  
  8. Never Follow Their Instincts:  They forget that marketing also has a “Gut Feel” to it, taking all the data, making decisions and then getting to the execution and believing it by taking a risk. Too many times people fail because “they went along with it even though they didn’t like it”.  You have to find ways to use your instincts.  The problem is that sometimes your instincts are hidden away.  You get confused, you feel the pressure to get things done and you’ve got everyone telling you to go for it. You get scared because you’re worried about your career and you want to do the ‘right thing’. But your gut is telling you it’s just not right.  My rule is simple: if you don’t love the work, how do you expect the consumer to love your brand. The worst type of marketer is someone who says “I never liked the brief” or “I never liked the ad”.  At every touch point, keep reaching for those instincts and bring them out on the table.
  9. Can’t Think Strategically or Write Strategically:   As you move up to Brand Manager, we expect you to be able to think conceptually, strategically and in an organized fashion.  We also expect that to come through in your writing–whether that’s your Annual Brand Plan, monthly share report or just an email that you send.  Be organized in your thinking–map it out.  I do believe that every good strategy has four key elements: 1) Focus in either target or messaging 2) an Early win where you can see results 3) a Leverage point where you can take that early win and achieve a position power for your brand and finally 4) a Gateway to something even bigger for the brand.  Every six months, I would find a quiet time to answer five key questions that would help me stay aware: 1) Where are we? 2) Why are we here? 3) Where could we be?  4) How can we get there? and 5) What do we have to do to get started?   In an odd way, the more planning you do, the more agile you’ll be, because you’ll know when it’s ok to “go off plan” 
  10. Slide1They Don’t Run the Brand, they Let The Brand Run Them.  Some Brand Managers end up in the spin zone where they are disorganized, frantic and not in touch with their business. They miss deadlines, look out of control and things just stockpile on one another. They may take pride in how long they work or how many things they are getting done on their to-do list.  But they are out of control and the business is absolutely killing them. They just don’t know it yet.  My advice to you is to stay in Control so you hit the deadlines and stay on budget. Dig in and know your business so you don’t get caught off-guard.  Make sure you are asking the questions and carrying forward the knowledge. Instil processes that organize and enable you and your team, so that it frees you up your time to push projects through and for doing the needed strategic thinking.  Stay conceptual–avoid getting stuck in the pennies or decimals–so you can continue to drive the strategy of your brand.  

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

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

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

Use this list to ensure that you will be a successful Brand Manager career.
Ask Beloved Brands how we can help train you to be a better brand leader.
Read more about marketing careers in the following presentation:
 
 

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: