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    brand planks

    All dreads no cattle. (That’s dreads as in dreadlocks.)

    By
    Steve Poppe
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    When a group of CMOs on LinkedIn has to ask the question “What is a brand?” (Or was it a bunch of brand planners?)  The fact that the question is asked is damning.  I’m a big Noah Brier fan – he of Percolate – and even he asked me once “How do you define a brand plan?” His question was meant to see if I was all dreads and no cattle. There are so many a practitioners out there who don’t have a clue.

    Many rubber-meets-the-road marketing types want to know “How do I measure a brand plan?”  “How do I measure the sales return of a brand plan?”  The answer is easy.  First, have one.

    Assuming your brand plans are like mine: one claim and 3 support planks, the measures are easy. If one plank is about being fastidious, you can ask your customers to rank you on fastidiousness.  You can ask general consumers to rate you as well, that will tell you how well the story is getting out. You can rate yourself on fastidiousness – doing spot checks on personnel performance. On a macro level, you then tie sales, margins, or stock performance to the rise and fall of these brand plan metrics.  This is where the rubber meets the road.  This is the part of the dashboard you get to present upstairs at headquarters, while the cost-per-click and coupon redemption people remain waiting in the lobby.  Along with the people polishing that gleaming Cannes Lion.

    (The headline for this post is for you to interpret.  It’s part George W. part morning coffee. Hee hee.) Peace!

    Now and when.

    By
    Steve Poppe
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    0

    In the advertising and marketing business thousands of briefs are written every day. 98% of them are tactical.  I was visiting an acquaintance at Wieden and Kennedy and he had to go off to write a couple of ESPN briefs for women’s tennis, or some such.  Sounded like a cool job. Briefs are what planners do. Planners also fill the holes in their day with insight decks.  I’ve done quite a few. 

    The other 2% of briefs written are brand briefs – the briefs under which all insight deck and tactics briefs will magnetically hover. These are the most important. Frankly, with a great brand brief, many of the other briefs need not be written at all. With one good idea (claim) and three planks (proof of claim), the organizing principle is set and the creative teams prepared.

    Sure, specific tactics with unique goals may require a new lens through which to look at a program. A tighter target segment. A new product feature. Yet the organizing principle that is the brand plan is the default marching order. The reality is, many, many companies don’t have a brand brief, just digital folders with scads of the tactical variety. It’s sad and inefficient.

    Tactical briefs are for now. Brand briefs are for when. Or better put, for ever. Campaigns and agencies come and go, a powerful brand idea is indelible.  Peace on Monday!

    PS.  I am not suggesting here that W+K does not do brand briefs. The shop is too good not to.

     

     

    A Brand Plan Example.

    By
    Steve Poppe
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    0

    I often use an example of my brand planning rigor when explaining to prospects how I work and what I create. Brand plans are many things to many different people. Mine contain one claim and three support planks. The example:

    For a commercial maintenance company, one that does office cleaning, building upkeep, snow removal and lawn service among other things, the claim is “the navy seals of commercial maintenance.” This is strategy remember, not a tagline or creative. The support planks are: fast, fastidious and preemptive. These are qualities buyers want. These are also things the company is good at.

    navy seal

    Clients, big and small, often get the outbound nature of the plan, seeing how this organizing principle can drive communications. Yet sometimes they have a hard time seeing how it can influence the company internally. For a C-level executive or a marketing person who is truly influencial in the product, the internal part of the equation is easily understood. For this level thinker it’s easy to see how one can productize and build experiences around the brand planks — that’s what they are for.

    Back to the example — anyone can say they are fast, and in commercial maintenance most do. Anyone can say they are fastidious and many do, using words like “attention to detail.” But preemptive, that’s not so common. Taken together this value prop is unbeatable. And by proving these qualities every day, not just saying or printing them on a website, it is business-winning. Claim and proof…ladies and gentlemen I give you a brand plan.

    Peace.

    Brand Claims Need Proof Planks.

    By
    Steve Poppe
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    0

    An accountant and consulting company I know announced a brand overhaul yesterday. They redesigned the logo and changed the company description. The descriptor used to say “Accountants and Success Consultants,” today it reads “Advisors and Accountants.” The new descriptor beats the old in so far as specificity goes.

    The company’s new tagline is “Strength In Certainty.” Effectively, it is the brand claim. Everyone wants an accountant that is certain. One who knows the tax code and can give optimal advice. So certainty works here. It’s binary. Black or white.

    But every brand claim needs support planks or as I call them brand planks; the evidentiary principles that allows consumers to believe the claim. In everything I read about the brand claim, I found no organized support planks. Without support, a claim is just a claim. It’s just advertising.

    Many brand consultants or so-called brand advisor/experts, fall short when it comes to proof planks. And without proof in your brand strategy, you are missing the most important component.

    Peace.    

     

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