care-abouts

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The two fundamental components of strategic marketing are the brand plan and the marketing plan.  Most companies have a marketing plan. They also have brands. Not always to they have both. 

The marketing plan is viewed through a lens of “making money,” as it should be. Each tactic, event or channel strategy is gauged by how it contributes to topline sales and profit. The brand plan, on the other hand, is about creating value in the minds of the seller and buyer. It sets places in the minds of consumers differentiating the product and creating preference. It also creates a roadmap for brand managers and company stakeholders to deliver and create even greater value. Guideposts if you will. 

In all my years doing brand strategy I’ve never included a loci around profit or revenue. The proof array supporting a brand claim results from prioritizing care-abouts and good-ats. While profit is always the goal of the marketing plan, it is never the subject of the brand plan. This Yin and Yang, this republican and democrat balance is what make brands unique and powerful.

If every plank in a brand strategy was about profit and sales, every brand would be the same.

Profits are the motive of the marketing plan. Logical and emotional reasoning are the motives of the brand. Peace.   

 

 

 

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Vision On Paper.

I first heard of Masayoshi Son, head of international conglomerate Softbank, in 2,000 when he purchased Ziff Davis.  Since then he has been quite busy.  His new big care-abouts are  Artificial Intelligence and Robots.

He has always been cutting edge – some hits, some misses – but the man is paying attention. And the man is paying. His investments are legendary.

In today’s New York Times Vijay Sharma, CEO of Paytm, said about Mr. Son “Masa is in a hurry. He sees this once-in-a-lifetime opportunity where everything we touch can become a market, where we’re at the opening up of a new industrial revolution.”  

I love this “always in a hurry” worldview. I’ve never met a successful tech or industrial entrepreneur who wasn’t in a hurry. Andy Grove who drove Intel during its formative years admitted to constant paranoia. He was in a hurry.

Can you guess the best way for people who are in a hurry to be efficient? To make decisions. To learn? Brand strategy.

Brand strategy codifies vision. Ask any VC what they’re looking for in an investment and they will tell you vision. Brand strategy is vision on paper.

Peace.

 

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I was reading an LG ad this morning, the headline for which was the “Customer Satisfaction: The Only Thing That Matters.” It struck me as a typical marketing pander. LG is a South Korean electronics company aggressively pushing into the U.S. market.  My gut tells says the products are competitively priced, elegantly designed, but of just average quality. Again, my brand gut talking.  Not too much different from the position Samsung was in 20 years ago, before Peter Arnell did his brand refresh magic.

Customer satisfaction is never the only thing that matters in manufacturing today. Price matters. Quality matters. (One could rightly argue quality is directly tied to satisfaction.) But materials and planet matter too. Materials that are hard to recycle or that dissipate into the atmosphere as carbons, matter. Even if they make consumers “satisfied.”

So the good people at LG are right to care about customer sat. but they should pay heed to the very American care-abouts that the planet is warming, the climate is growing more squirrely, and electronics manufacturers need to do better. That is something that will make us all satisfied.

Peace.

 

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For the last three days Red Hat software has run fill page ads in The New York Times paper paper. Today I broke down and read one.  I’m not sure if they were three different ads or the same one. Lost opportunity.  Advertising is a funny business; even bad ads work. Sometimes just being there is enough. But I’m not of that school. I dislike “We’re Here” advertising. Ads that do little more than arrive, list services and give contact info.  

What’s the idea Red Hat? It appears, from the headline, that the idea is “Tame Today. Frame Tomorrow.”  If the idea wasn’t so hackneyed I’d mention it’s actually two ideas. Both well-done. (Like a 2 hour Bubba Burger.)

I’ve liked Red Hat, as a brand, from its beginnings many, many moons ago. Famous for open source, famous for dashing tech branding. But come on people! Could you make an ad with some vital organs? With some proof of claim? With a semblance of a brand strategy? You can’t just toss a logo on a page, add a second color, play copywriting scrabble and call it advertising.  

Red Hat needs a brand strategy. Look to your advertising ancestors. Read a book on advertising. Find an idea based on care-abouts and good-ats.

Peace.

 

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Not enough credit has been giving to the name of my business in this blog. What’s The Idea? is the name of the blog and the business. People think is a cool name even though the URL requires explanation: “Not what is the idea, what’s the idea dot com, sans apostrophe.”

What’s The Idea? perfectly describes my brand consultancy. The search for a fitting and motivating brand idea consumes me. A single idea that captures what consumers care about and what brands are good at. (Care-abouts and good-ats.)

Not every marketer thinks they need an “idea.”  It’s not top of mind. But a sound brand idea helps position, sell and defend against competitors. If you market and don’t brand, you’re apt to struggle.

The funny thing is, the “ideas” I come up with are almost never mine. Sure I put the words together. I may even add some poetry. But the ideas come from others: from buyers, and sellers, and influencers. I’m actually just the curator. The prioritizer. I decide which idea best motivates selling and buying of a particular brand. The I organize under that idea, three proof planks to guide the way.

So when I say “What’s The Idea?” to a marketer, I’m not just branding, I’m asking a fundamental marketing question.

What is your brand idea?

Peace.

  

 

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Foster Bias & Sales is an imaginary ad agency name I came up with that offers a trifecta of marketing success. These steps to a sale apply to marketing, advertising, even memo writing.

It starts by fostering a positive and receptive environment in which to communicate with customers. Product context, entertainment and/or education are all tools used to foster interest. Gather attention and predispose consumers to listen….that’s Mr. Foster.

Create bias toward your product or against a key competitor is step two. This is where marketers become competitors. Care-abouts and good-ats are what the brand planner mines and the communicator deals in here. Creating bias is not nuanced. It’s hardball.   

Sales obviously refers to action. Real purchase, decision to purchase, or predisposition to purchase. In the sales trade this is called “asking for the order.” Even if implicit. Being too pushy is not attractive, however.  You have to know how and when to ask. If you cross the line you may damage to your ability to foster a proper selling environment. Know when to walk away. Customers appreciate commitment sans the pushy hand. They may come back.        

Peace. 

 

 

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At What’s The Idea? clients pay the bills. They do the hiring, provide the homegrown insights and share business data. Without clients there would be no brand consultancy.  But clients are not my customer. My customer is the brand. It is the brand to which I pay allegiance. It is the brand that is the object of my strategic desire. By being so focused it helps remediate politics from the equation.  

By putting the brand first and the people and clients second, it cleanses the process. Brands have no egos.  They just sit at the nexus of good-ats and care-abouts.  A brand doesn’t look to be promoted or aspire to Ad Age Marketer Of The Year. You can’t artificial intelligence your way around a brand. It’s a thing or service.

Don’t get me wrong, I need people to help navigate insight work. The stories, the human impact of purchase and use, the role of the product, can never be ably understood without people — be they brand and product manager or consumer and influencer.

But when all is said and done the brand must be the customer. At What’s The Idea? that pays the bills and provides the dividends.

Peace.

 

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What comes first the brand strategy or the egg?  The question is particularly germane when brand planning for a service company whose deliverables are people, paper, process and transaction.  Does the strategy inform the service or the service inform the strategy? Almost always the answer is the latter.

When you work on this kind branding initiative the care-abouts and good-ats are numerous and varied – way more so than with a packaged good.  One of the areas I like to delve into with service companies is “tradition.” Not something you can do a deep dive on with  start-ups by the way. Borrowed from my early days in cultural anthropology, “custom and tradition” are fertile areas of study and important brand contributors. When there are none, things get tricky but you must push forward. Even into aspiration land. Projection techniques can provide unrealistic results but the learning is important.

I don’t currently have a “tradition” question in my discovery rigor, though there is one in the neighborhood. Definitely time to add tradition to the mix.

Peace…in Syria.

 

 

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The company Reputation Management has asked me to comment on how a brand can bounce back from poor online reviews.

I believe it’s best to leave them up. As hard and painful as it is, it’s “real world” online commerce. Not everyone is a super model. Not everyone bats .400. To err is human.  How you overcome quality or service problems dictates how you improve. If a product has flaws, fix them. Or acknowledge why they happen. When Chipotle made people sick, it acknowledged “farm to table” is not easy. Healthier is not easy. And they changed.

When Marmot, known for quality in winter gear, gets a bad review, it isn’t defensive, it works even harder to make better product.

Today, if an e-commerce site doesn’t have poor reviews people know it’s been cleaned.

Also, a strong brand strategy (one claim, three proof planks) is also a good way to maintain reputation.  Using an organizing principle for product, experience and messaging feeds the market the information it needs to understand your product. When care-about and good-ats align, brands are hard to tear down. When you simplify and strengthen your value, a few disorganized comments won’t hurt. They just make you real.

Peace.

 

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So yesterday I outlined part one of my (in-development) brand strategy workshop. In it I’ll provide a data and information dump to attendees and have them underline all the “proofs” of marketing success they come across. Part two will see them take the 30 or so pages of proof and do something smart with it. 

For the allotted 30 minutes, attendees will be instructed to read and reread the underlined items.  The goal of this “reading of proofs” is to begin to organize them into groupings.  Ideally at the end of the exercise, I’m going to see it they can find 3 discrete groupings. There may be two or four and there will certainly be some outliers, but three is the goal. This is the beginning of brand planks.  The groupings we’re looking for are extreme customer care-abouts or brand good-ats.  At the really expensive business consulting companies these groupings are called clusters. Clusters that computers and data analysts array.  In our workshop, the brains of attendees will do the work.  

Tune in Monday for Part 3. The Claim.

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