brand planning tips

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I write a lot about “We’re Here” advertising.  Typically these ads do little more than tell readers a product names, maybe what it does, and where to find it.  It is the lowest form of advertising.

Yesterday, I watched a video that lasted maybe :90 and it reminded me of We’re Here advertising.  Fairly well produced, it lacked a stout claim and, more importantly, it lacked proof. Effectively, it was a We’re Here video. 

What did the video convey? It explained a particular part of the health care industry today. It shared some trends in healthcare. And a few problems providers are facing related to shrinking fees. Then, in the selling portion of the video, it talked about services provided and benefits resulting from those services, e.g., make more money, improve efficiency.

If “make more money” was the claim, then what the video lacked was “proof” of that claim. There was no evidence. Nothing tangible. You can’t tell a story that is all promise and no substance. All the video had to do was identity one problem, an actionable insight and an outcome.

Consumers are tired of promise. They want proof.

Peace.

 

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One of the keys to good brand planning is the consumer interview: Getting consumers to open up and share deeper insights.  To start you must do some shallow digging, but you don’t want to stay there too long or the process will feel like an online survey. If you sound like a research survey, you will be treated so.  The goal is to get to conversation as fast as you can, so the notion of an interview and the interview dynamic are quickly forgotten.

When I am on roll, I’m giving as well as taking. I’m sharing ad hominem personal views and stories to fuel the conversational pump. My intent is to connect, share, listen, process and grow the conversation. In a word it boils down to “caring.” About the topic and the person sharing. When the questions feel too “commercial,” the caring quotient goes down. When stories flow, insights flow

By caring and with a good ear for insights and the opportunity for redirection, each interview can be different. There’s nothing worse than hearing the same answers to the same questions. It makes the interviewer care less. And that’s bad tradecraft.

Peace.

 

 

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I was reading a recipe this weekend for chick pea chili (don’t judge) and decided right off the bat I’d never make it. Not for the chick peas, not for the drive to the grocery store(s), but for the over complication of ingredients.  I favor minimalism in my cooking. It’s easier to taste a few ingredients. (Google “Fruit Cocktail Effect.”)

My framework for brand strategy reflects this sensibility: One claim, three proof planks.  That’s how you build a brand. One and three.

Getting to one and three isn’t easy though. Trust me. You have to go through hundreds of ingredients to get to the one claim and three planks. When looking for brand good-ats and customer care-abouts, you’ll find many. But when forming brand strategy, don’t just look at the most common ingredients or the most abundant; this job is all about finesse.

For you tyro brand planners out there, use your palette when considering all the ingredients, but use your heart and brain when selecting the true flavors.

Peace.   

 

 

 

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The difference between brand planners can be found in their respective abilities to do something “smart” with the info and data they collect during discovery. One planner’s questions will differ from then next, as will their observation techniques and data sources. Yet once all the hunting and gathering is done, it’s time for all planners to think. And apply. To fill out the brief, as it were.

My framework is different than that of some brand planners and the same as others. I use one claim and three proof planks as the organizing principle.  How I get to the one and three model, however, is through an exploration of “evidence.”  Evidence is not hearsay. It’s not marko-babble. It stuff. Actions.  Existential results. Proof.

When Eva Moskowitz stands on the steps of city hall, alone or with thousands, that’s evidence. When a prepubescent cancer patient has part of her ovary preserved in liquid nitrogen at age 9 so that 15 years later she can gave birth, that’s evidence.

I’ve read hundreds of brand strategy documents from so-called brand planners and am appalled by how few are evidence based. Tring to change that one brand at a time.

Peace.                 

 

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In my ongoing effort to define brand planning and share my framework for building strong brands, the word “proof” comes up a lot. No matter what type of brand I study, no matter how many insights rise to the top of the discovery effluvia, proof provides path to a successful strategy. “Proof of what?” you ask. That’s not only the question, it’s the answer.

pick axe

As a student of brands, marketing and advertising I’ve decided that 80% of the promotional side of marketing is baseless claim. Generic terms like “reliable,” “great taste,” “low cost,” and “best service” are ported to market by every marketer on the block. Listen to the claims in a pod of TV advertising and the claims are the same from one brand to the next. So consumers shut them down.

That said, it’s the “proof” of those claim that we hear. The evidence of those claims. Vestiges and residue of the claims is what remains. What is left for the mind to grasp after we’ve told people how great our product or service is.

PROOF is everything is brand planning. Insights may be the sexy side of planning, but mining and organizing proof toward a brand claim is how you build a brand.

Peace.

 

 

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om

I read a lot about leadership and one word seems to pop up a great deal is passion.  Leaders want passion in their companies and hiring agents want it in their hires. Employees when asked about personal traits often play the passion card. It’s kind of an over-used word in my opinion.

In my business practice I use the word love a great deal, telling customers and prospects I must learn to love their product to be an effective advocate. But how does one love JPMorgan Chase? How does one love Hospice Care Network? Or PwC? It takes some doing.  

Passion and love may be allies yet they are really two different things. Don’t mix them up.

As a brand planner – someone who mines care-abouts and good-ats – I try to remove passion. It is the dispassionate planner who has the best ear. Removing passion for an idea or insight is not easy, especially if you hit it early on, but it’s a necessary.  Brand planners need to keep an open door policy throughout the gleaning process. Om. It keeps a clear heart while you flesh out and prioritize all the values you need to consider.

Selling can be passionate, planning must be the opposite.

Peace.                                                      

 

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Truffle Insights

Brand planning insights are a dime a dozen.  Upper echelon planners know which insights are the truly special ones. They know which to chase and which to leave alone. Insights that change markets are like truffles. Truffle Insights make you sweat. They set off the galvanic skin response.  Truffle insights spark what Maslow referred to as a peak experiences.

I once did a deck while freelancing at JWT on the Microsoft Office business, containing 7 or 8 truffle insights. There were so many the deck got filed.  It impressed but was hard to deal with. Too many truffle insights creates the “fruit cocktail effect,” it tastes good but leaves no visceral differentiation. So savor your truffle insights. Don’t re-bury them.

I’m reading David Brooks’ NYT Op-Ed piece today in which he discusses the 10,000 hour rule researched by Anders Ericsson and written about by Malcolm Gladwell. It suggests 10,000 hours of practice can trump innate intelligence.  Do 10,000 hours make you a truffle insight digger? Not necessarily. But it certainly helps.

If you put in the work and burnish your instincts, you may just becomes an effective truffle insight hunter.

Peace.

 

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Part of the secret sauce of brand planning is the interview; be it of customers, prospects, partners, sales people or company management. And the art of the question is in the ability to ask and extract rational information that helps “follow the money” and “follow the preference,” but also emotional interests. Emotional connections with the product, brand or category.

The art of the question also lies in listening and the redirect…taking a path the interviewee establishes and working it is where contextual serendipity takes over. Don’t get me wrong, I have a battery of questions I use as thought starters, but the riffing is always good. It shows the interviewee is interested.

Questions that get people to warm up and open up tend to be less rational. I use one question with company management that goes something like this, “Fast forward one year, after we’ve worked together, and everything has gone beyond your wildest expectation, tell me what we’ve accomplished?”  Here’s a new one I came up with while reading the paper today. It sounds a little goofy and simple but I’m going to try it.  “What are your dreams for this company?” It may be one of those “idea to have an idea” prompts, but in the c-suite, with different department leaders answering, it may prove telling. Stay tuned.

Peace.            

 

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Value-Loading.

The human mind does the work of the brand planner on a daily basis. We experience people, places and things, a multiplicity of experiences, and boil them down to their essence — retaining a fairly single minded impression. Or we don’t, because we are confused and no single quality sticks out. I refer to this inability to land on an impression as the “fruit cocktail effect.”

Great brand managers understand this. They get how the “cull” of product and service values is one of the most important parts of their job. They understand you can’t be all things to all people. Sadly, many marketers don’t get it. They “value-load” to the point where consumers don’t know what to think.

Yesterday I was reading a point of purchase display for a remodeling company and they listed 10 different values or claims.  All were good claims but created quite a cacophony. What about this display would the consumer remember in day after recall testing? Probably the main picture used.  If really lucky they might remember the value most important dear to them, buried among the others…their key care-about. Most likely they’ll remember fruit cocktail.

Peace.

 

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I scraped this screen grab from Jen van der Meer’s website.

van der meer slide

 

I’ve never met Jen but after reading these two quotes feel we’re sibs from another mother.

In my approach to branding at What’s The Idea? I take these two truths to be self-evident. And many would agree…yet these guiderails are rarely practiced. Was I to add another ingredient it would be “inspiration.” Inspiration creates feelings and action. Ms. Van der Meer is a data analyst.  It seems to me complexity is the domain of the data analyst. And in my mind’s eye they are all a little ADD.  But when Ms. van der Meer speaks of simplicity and “love of craft” it makes me believe she’d be a great marketer to work with. And a great data analyst.

I often tell clients “I’m a simple man.” It’s a way to self-deprecate and also set the stage that this brand strategy stuff, when complete, is organic, understandable and easy to follow. It’s an organizing principle for product, messaging and experience. Done well it is simple, loveable and inspiring.

Peace.

 

 

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