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I’m not against storytelling. It’s an important part of my business. When collecting information to build brand strategy I hunt for stories and often tell stories to get others to open up. But in and of itself, a story won’t do shit for a brand. Especially, if it’s off-piste.
Storytelling is a pop marketing topic many brand consultants rest upon. My “brand-ar” goes off when I hear someone use the term; it suggests they’re blowing marko-babble smoke.
Think of storytelling as the code and brand strategy as the app. The app being the meaningful, useful tool.
Brand strategy done right is about claim and proof — packaged into a discrete organizing principle for product, experience and messaging.
Stories and storytelling are communications tools, not strategy tools.
Tags: Brand-ar, claim and proof, claim and proof array, marko-babble, off-piste, one claim and three proof planks, organizing principle for product experience and messaging, story telling in branding, story telling in marketing, storytelling in branding, storytelling in marketing, whats the idea, whatstheidea
No one likes someone who is “Always Right.” That is, unless you are in a marketing meeting.
I have not worked for many people who earned this sobriquet — they are certainly not legion — but from those who have, I have learned a lot. The Always Right do not cudgel you with their views, they lead you; offering logic and support. And even when they drift into subjective supports you believe them because, well, they believe them.
The Always Right are not flawless. They just seem so. They know the data. They know the science. They understand the business. And they share that knowledge. That said, no one is perfect. It is marketing, after all.
The polar opposite of the Always Right is the “vacillator.” The “consensus builder.” The “circuitous discusser.”
Aspire to be Always Right. Listen, learn, process and decide. Don’t spout before you’re ready. Don’t spout when you are not sure. But have a position.
Tags: Always right, whats the idea, whatstheidea
Most brand strategists are insight doctors. Insight detectives. Consumer behavior and motivation are their daily gruel. It’s a wonderful living. It’s like being a psychotherapist but without all the focus on negatives. I am a brand strategist of a different color. Certainly I can find insights with the best of them. Also I can write actionable projects briefs but my real job is in casting the master brand strategy. I plan the house while most brand strategists decorate the rooms.
A large brand, on any given day, may have 20 assignments in play across 5 agencies. That’s a lot of briefs. It’s not effective to have so many re-inventors and it’s not cost-effective.
I don’t want to put anyone out of work here but with a good master brand brief (aka brand brief) the need for strategy soldiers across agencies is lessened. And the work becomes tighter.
I went to a Conagra meeting on the Banquet brand a few years ago and there were probably 6 different agency strategists in the room. Silly.
Tags: banquet brand, Brand Strategy, conagra, master brand strategy, tactical brand briefs, whats the idea, whatstheidea
Some brands don’t have to work hard. Their product is their brand strategy — and deeply embedded in their DNA. It comes easy because employees know what the product is, what the product does (Is-Does) and why it’s needed. When that happens consumers/buyers can’t help but parrot that value.
Helly Hansen is one such brand. For them, life is easy.
I’m not exactly sure what the Helly “claim” is, but I can certainly articulate its 3 “brand planks.” They are “warm,” “dry” and “protected.” These good-ats and the customer care-abouts and both powerful and nicely aligned. A perfect fit.
So long as Helly Hanson spends its marketing money demonstrating warm, dry and protected, the brand can’t help but be strengthen.
This is a great example of product and marketing working closely together. All companies should aspire to this type of relationship.
Tags: brand planks, claim and proof. Is-does, Helly Hansen, helly hansen brand, helly Hansen brand strategy, whats the idea, whatstheidea
Two days ago I promised to share some business metrics side-by-side with brand metrics, letting you decide which are more actionable? I’ll make up a few business metrics and then use real life brand metrics from clients.
- Increase percent of sales of services over hardware.
- Reduce cost to acquire a customer.
- Increase topline revenue by 6%.
- Increase visitors to the website by 10%.
- Prove improved classroom design increases test scores.
- Prove that digital security at the root level is more effective than the device level.
- Prove global security is more effective when private and public sectors work together.
- Prove commercial building maintenance is less costly when proactive rather than reactive.
Now you might argue that the business metrics seem like objectives and the brand metrics like strategies. But the simple fact is, these brand metrics are measurable. Brand strategy conflates obs and strats. Brand strategy drives the how. It’s a roadmap for the how. When you have a discrete how story (3 proof planks supporting one brand claim) you have clarity of business purpose.
Brand strategy is not a color palette. Not a logo. Not a campaign. It’s a business winning organizing principle for product, experience and messaging.
Tags: 3 proof planks, brand claim, Brand metrics, obs and strats, organizing principle for product experience and messaging, trump business metrics, whats the idea, whatstheidea
There are a number of brand strategy consultants out there I hold in high regard. They totally get insights and market conditions, are quick studies in business categories, have keen understanding of meaningful metrics, and possess indefatigable bullshit barometers. Sadly, I’m seeing a trend among this crew where they are reinventing and repositioning themselves away from pure brand work into other aligned areas. Customer experience. Team optimization. Digital transformation. Culture plotting.
Why is this?
Well, that’s what the market sparks to. Most marketers and business owners don’t think they need a brand strategy. They want measurable results on sales. Higher top line and lower bottom lines. What they don’t understand is that those things are directly tied – or can be tied – to a smart brand strategy. When you define brand strategy as “an organizing principle for product, experience and messaging” you begin to understand how brand strategy can impact bottom lines. And top lines.
Tomorrow I’ll share some business metrics side-by-side with brand metrics. I encourage you to tell me which are more actionable.
Tags: an organizing principle for product experience and messaging, brand strategist, business metrics versus brand metrics, Culture plotting, customer experience, Digital transformation, Team optimization, whats the idea, whatstheidea
$17,500 is the number I use as my brand strategy fee. It covers one month of work and a brand strategy. A brand strategy is here defined as An organizing principle for product, experience and messaging. The brand strategy itself comprises “One claim, three proof planks.” What’s a proof plank, you ask? A homogeneous array of consumer value examples. I’ve been using $17,500 as a fee for close to ten years; it’s time for rate increase.
Starting February, the monthly rate will climb to $20,000. Inquires fielded before February will hold old pricing.
Many small companies spend scores or thousands of dollars on advertising and marketing. Larger companies hundreds of thousands. And most do so without a brand strategy. Without an organizing principle. Those who invest in a brand strategy make the best one-time investment of their business lives.
A pittance in the total scheme of things.
Tags: 1claim 3 proof planks, brand strategy definition, brand strategy fees, one claim three proof planks, organizing principle for product experience and messaging, What does a Brand strategy cost, whats the idea, whatstheidea
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.
Tags: care-abouts, care-abouts and good-ats, chipotle, farm to table, good ats, marmot, one claim three proof planks, organizing principle for product experience and messaging, Reputation management. Reputationmanagement.com, whats the idea, whatstheidea