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:

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How to get an Assistant Brand Manager job

I got my first ABM job twenty years ago.  I remember how excited I was that first day and how frustrated I was the first few months at my true incompetence as I went through the Idiot Curve.  While things have changed tremendously over those twenty years, many of the same principles for landing that job remain the same.

To start with here is the job you’ll be Applying for How to a Great ABM   If that’s how you’ll be judged in the few months, than that’s how you’ll be judged in the Interview Process.

The first lesson I can tell you is there are more people who want to be an Assistant Brand Manager than there are jobs.   And that’s continuing to tighten in the tough economy as many places are going without.  So how bad do you really want this job?   Do you want it more than everyone else?   And will you do what it takes to get that job.  I remember interviewing so many times and not getting the job–I must have gone through 100 interviews before I finally landed the right job.   I remember one time, after 3 minutes the hiring manager looked at my resume and said “you have zero marketing experience, this won’t work”.  That one still stings after twenty years, but made me want it even more.  Persistence has to be the key.  If you are only half trying, then I have very little sympathy.   If you are completely immersed in the effort, trust me, you will eventually break through.

In this article, it will be filled with my biases, but at least you’ll get a vantage from a former CPG executive who was heavily involved in the recruiting of ABMs.

How do I get in?

There are five ways you can get in:

  1. MBA:  This was the #1 source of our ABMs.  It gave us the chance to have a consistency in our recruiting efforts, allowed us to have a focused timing for the hiring and even a consistency in starting dates so we could measure and compare ABMs.  One of the silent secrets no one can say is that an MBA ensures that ABMs are late 20s, rather than 22–which makes it easier for them to work with the sales teams.  Now, people always ask me:  “Do I need an MBA?”  My answer is “No, but it sure helps”.  It allows you to be part of the formal recruiting process, get in front door and be judged by that very process, rather than just a one-off hiring manager who is in a panic and doesn’t know what they want.  My question to you is “Can you do an MBA?” because if you can, I’d recommend it.
  2. Head Hunter and Recruiters: This was our second source for ABMs, especially when we needed ABMs outside of the formal recruiting process.  There are some Headhunters that specifically fill ABM roles and you should make sure you are connected with them.   If you are lucky, you can get a head hunter who gives you tips on your resume or feedback on your interview.  Ask for the feedback.  Stay in touch regularly.
  3. Networking:  As the economy has gotten worse, some companies have cut back on the use of Head Hunters and opted for using a “finder’s fee” to employees that recommend someone. So if you can connect with ABMs that already work at the company, they have an incentive to actually get you hired.  The advantages to networking is they’ll tell you the hiring manager, process and interview tips.  They’ll also alert you to when someone quits.  I would recommend you write down the 10-20 companies you want to work for, and get networking with other ABMs, BMs or the HR manager.
  4. Experience in the Company: A generation ago, many started off in sales and then moved over to marketing.  It still can happen, but it’s becoming less common.    If you try this route, push to get over the marketing quickly so you don’t get stuck in a role you don’t want.
  5. Job Posting:  Don’t wait for the postings, or you’ll be missing out on most of the jobs.  The HR department puts up the job posting, either because the company has exhausted all other methods.  The posting doesn’t always mean there is a job, but HR using it to fill the resume bank.  The new method for hiring is to go on to Linked In and put “We are Hiring” in job groups.
The Interview Process

On average, you’ll need 4-5 interviews to land the job–likely one with HR, a couple at the manager level and a couple at the director level.  If it’s part of the formal recruiting process, then you need to realize you are being judged at every moment, from the on-campus event to the potential dinner/lunch during the interviews and even how you act between interviews.  If they give you a mentor to help you, that person will also have influence.  In our debrief about candidates, there were just as many comments about things beyond the interviews as there was the interviews themselves.

Many interviews are moving to behavioural style where they might say: “tell me a time when you had a conflict…”  This means you need to translate all your strengths and weaknesses into stories that show you have experience in the given area.  Write down your answers in the form of Situation Action and Result. Learn how to tell the stories so that it answers the question and showcases your strengths.  Even if people don’t ask you the “tell me a time…” questions, it can be powerful for you to answer in that method.

You will still get asked “what’s your weakness?”.  It’s such a cliche question now, but it still gets asked.  I once had a candidate tell me they hated ambiguity, which was pretty much the death-nail.  Avoid the BS style “I’m too hard on myself” or “I work too hard”.  You just sound annoying.  The safest option I would recommend is “I’m not very good at negotiating” which is a skill that’s not really that important for marketing.

Here are the Interview Questions that I used to Ask:

  1. Tell me a time you used numbers to sell an idea?    You better have your story tight because your answer will be questioned one or two more levels to see if you really know your stuff.  Great Marketers can tell stories with analysis.
  2. What’s the most creative thing you’ve ever done?  It really doesn’t matter what it was, but how far did you push yourself out of your comfort zone to find the creative solution.  Your passion for your idea should come through.    
  3. What’s the thing you’re most proud of?  When I read a resume, I want to see big accomplishments beyond your work experience or school.  Football, chess, travelling the world or charity work etc.  I want to hear your story and your pride come through.  Great Marketers accomplish things, and I want to know that you have a history of accomplishments.  Don’t tell just what you did, tell me what you ACCOMPLISHED!  
  4. Tell me a time when you’ve convinced your boss of something they thought wouldn’t work.   I want to see if you can make it happen.  This will show your leadership, selling skills, and willingness to push.  A great Marketer can get what they want.. 
  5. If you were Tim Tebow’s Agent, how would you maximize his value as a spokesperson?  I always took something in the pop culture news and asked how you would handle it.  I was looking to see how curious you are and how you could take something with very little subject matter expertise and put together a plan.  A great Marketer has a curiosity and can form opinions quickly.  This lets me see your thinking.  Pop culture is a great area that goes beyond books.   
  6. If you were on a team that solved a serious healthcare problem for Society, what factors would you use to price it on the global level?   This is a very thick question with many issues, especially adding in the global issue.  I want to see you think through those issues and layer those issues into your answer.  How do you handle the differences between North America and the Third World?   How important is profitability vs R&D vs compassion?   How would you leverage government, key influencers and where would that fit into your answer.  Great marketers can handle ambiguity and there is a lot within this case.  
  7. From your previous Interview with our company, what’s the biggest mistake you made and how would you now change that?   Great marketers are constantly pushing themselves to improve.  That starts with your own personal assessment.  I want to see that you have thought about it and now see a better solution.  It also puts you under a bit of unexpected pressure to see how you handle that.  
  8. What questions do you have for me?  To me this is one of the most important sections.  It demonstrates how engaged you are in the process.  The quality of your questions will help to separate you.  Have five great questions done ahead of time, ask about 2-3 each interview.  Ask deep questions, not surface questions.  Turn each answer into a conversation starter. 

Act like you want the job.  Show a bit of spunk and energy through the interviews.  Marketing jobs are a bit different.  Take a Red Bull before the interview.  Be leaning forward, make eye contact, be comfortable and dynamic in your personality.

Best of luck to you, and go for it.  

 

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 be a Great Assistant Brand Manager…and of course, get Promoted


Brand Leadership
In my 20 years of CPG marketing, I must have interviewed 1,000 potential Assistant Brand Managers.  I was lucky to have hired some of the best, who have gone on to have very strong marketing careers.  I became notorious for asking for some of the toughest questions, some even bizarre.  I always asked an analytical question to see if they could piece together lots of data and tell a story that made sense.  I’d ask a creative question to see if they had a certain flare and pride in the output.   I’d ask a problem solving question, some very hard, no real right answer, but I wanted to see how they actually think.   And finally, I wanted to know that they had done something at a very high level–it didn’t matter what–but I wanted to know they could make it happen, whatever it was in.  Getting that first ABM job is NOT EASY!   I had many failed interviews over the years that I began to wonder if it would ever happen.  I remember one interview ended after about 8 minutes when she found out I didn’t have any experience.  Thank god, I stuck with it.

But even after gruelling interviews, only about 50% of Assistant Brand Managers get promoted to Brand Manager.  So what separates the ok ABM from the great ABM that gets promoted?  There are two factors that I have seen in a consistent manner:  #1:  They get what they need and #2:  What they need is the right thing to do.   Very simply put, great ABMs get both.   The rest either fail on #1 or #2.    

Keep in mind there are some core marketing values you want to adopt over the years as an ABM that will serve you well in your career.

  • Hit the Deadlines:  Don’t Look Out of Control.  We have enough to do, that things will just stockpile on each other.  Missing deadlines makes you look sloppy.
  • Know Your Business:  Don’t Get Caught Off-Guard. Make sure you are asking the questions and carrying forward the knowledge.
  • Open Communication:  No Surprises. Make sure you keep your team informed  and involved.   Don’t hide information, present it upwards with an action plan of what to do with it.
  • Control Our Destiny:  We run the brands, they do not run us.  When we don’t know something, speak in an “asking way”, but when we know, speak in a “telling way”.  While it’s crucial that we seek to understand, it’s equally important that we know our role as leaders is to give direction or push towards the end path.
  • Let’s Celebrate Our Wins:  Love What You Do.  These are tough jobs.  It has to be the passion for what we do that keeps us going. Passion that separates great from “ok”.
  • Everything Can use Process:  It should enable us, not hinder us.  A good process can force your thinking towards a solution.  If it restricts your thinking, it’s not a good process.  But if it means, you free up your time for strategic thinking, instead of format thinking, we’ll move much faster.
  • Continuous Ideas:  We Implement 1 in 100 ideas we have. There is a need for more ideas so the ideas we implement are the best we have.  Never be afraid of an idea, but always be willing to say “what a crap idea”.
  • Regular Feedback for Growth:  That’s the only way we get better. You should always take feedback, good or bad, as a lesson for you.  Not a personal attack or setback.  Seek it, embrace it and build on it for your future.

The Five Factors that Separate Ok ABMs from the Great ABMs are:

  1. A great ABM is able to tell stories, where others just see data:  There is tons of data all over—share results, tracking, test scores, etc.  One of the most critical skill an ABM can work on is developing stories with the data.  It’s one thing to have the data point, but another to have thought it through and know what it means, and what action you will take on this data. When you come across data, the best thing you can do is look for patterns or data breaks, try to twist the data in different ways to see if you keep getting the same story, ask questions to find back up, start putting together stories and challenge the stories.  Never give a data point without a story or action. You risk letting someone else take your data and run with it.  Never fear bad data, as long as you have an action plan.   Never twist the data to tell a story, because if it’s challenged, the whole story crumbles with it.  This skill is one that you carry with you as you move upwards in marketing.  In fact, the more practice you have, the faster you’ll become.
  2. A great ABM takes action and moves before being asked:  Most of the projects are already set for an ABM, so many times, it’s comfortable to wait, ask the right questions and proceed.  That’s good for learning, but a bit too cautious.  Some of the best ideas come with a fresh set of eyes.  We need a continual influx of new ideas and even new ways of seeing things.  You need to push your ideas into the system. While it’s still key to communicate to the right stakeholders, you should be pushing your ideas into the system, which almost creates new projects.  Don’t get into the mode of waiting or figuring that’s not within your job scope.
  3. A great ABM can get what they want:  It’s obvious that project management is a big part of being an ABM.  But, instead of just functionally managing the steps of the project, you need to make it happen, faster, bigger and better.  In terms of speed, you need to understand what are the important milestones that need to be hit.  Always think in terms of key bottle necks.  Bottle necks are simply the task that has the longest completion time, which then impacts the entire project.  If you let this slip, the entire project slips.  This has to be managed in detail, but also many times with an inflexible fist to getting it done.  Bigger means you want to do more then is required.  Make the work zing, find the wow factor, and make it have a bigger impact then was  expected.  Better means you have to take the same people and get them to give their best ideas or their best effort or their best work. Guaranteed you will meet many points of resistance.  Every project will.  Solving these and still getting the most you can, is the separation of good from great.
  4. A great ABM puts their strategic thoughts forward.  All great ideas must flow upwards.  Most people tend to think they are “strategic”…and they tell me that all the time.  After all these years, I’m still not even sure what that means.  But I do know there is a big difference between thinking strategically, and contributing strategically. You need to be in the frame to challenge thinking, whether it comes from your agency, cross functional peers or me.  It’s important that you speak up and represent your thinking.  Standing up for your thoughts shows that you are in the game, that you are thinking, and that you believe in your strategic thoughts.  If you don’t stand up for your thoughts, then it doesn’t really matter does it? Also, it’s so easy to get lost in the daily executions, but you have to be constantly thinking.  Keeping things aligned to the strategic is just as important as being strategic.
  5. A great ABM is accountable in the ownership of their work:  Accountability is the stepping stone to ownership.  And ownership is what being a Brand Manager is all about.  You cannot let things slip or miss.  Many times, the devil is in the details.  You have to stay on top of the timelines and lead those on your project teams.  If you have to step in, and work hand in hand with an expert then jump in.  You have to be action oriented, and solution focused.  You can never allow your team to get stuck.  They will be looking to you for the ingenuity to help solve the problem.  Maintain the composure, ask questions and learn to revel in the ambiguity. You have to be the hub of communication to all team members, and to key stakeholders, including upwards.

If you can do those better than your peers, then you’ll get promoted.  Conversely, if you’re missing any one of these, you might not get there.  I hope your boss gives you a quarterly review because I believe ABMs can grow so fast that you need those regular check-ins.   If you just get an annual review, you won’t go as fast.  Ask for feedback, cherish it, and use the next 90 days to build on a strength or eliminate a gap.

One thing to keep in mind is the Idiot Curve.  The basic rule is: You get dumber before you get smarter.     When you first land the ABM job, there’s just so much to learn, it’s like drinking from a fire hose. I find it takes 3 months to get back to being just as smart as you were on the first day.  It’s over-whelming at first, and yet you see all these other ABMs doing it so that’s even more intimidating.  But the idiot curve is inevitable.   It just shows up differently for each person.  No matter how hard you fight it, you have to ride the curve.  (But, please fight through the curve, you have to for your survival)  The idiot curve.  normally lasts up to 3 months, and then things just start to click.   And you’ll experience it in a new and exciting way you can’t even predict.  

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.