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    Shame on Silicon Valley.

    By
    Steve Poppe
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    0

    While Mark Zuckerberg slept in his Harvard bed dreaming about the future of Facebook, do you think he ever wondered if it might be big enough to impact a national presidential election?  I’m guessing not. But he may have.

    I was at a start-up called Zuide.com when Zuck had 18M users. Both web apps allowed users to build their own website, but with Zude you used objects. Facebook was database driven. In my dreams, it was understood that social networks could be used for good and evil.

    Social network can and will be abused. Even journalistic instruments are abused. When “the people” are in charge of content you have to know fake and manipulative information will happen. So when Twitter, Google and Facebook went to capital hill yesterday, no one should be been surprised spankings would be meted out. Not yesterday, not 10 years ago.

    Mr. Zuckerberg should have known it would happen.  Perhaps not to the extent it did. Not to the point where the world’s leading democracy would be soiled…but he knew. And now we all must fix it. People must be responsible too. Just as we now can detect phishing schemes in our email, we must learn to root out false information.  

    Shouldn’t have taken so long. Shame on Silicon Valley.

    Peace.            

     

     

    Passion Is The Kiss of Death.

    By
    Steve Poppe
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    0

    There was a time not long ago when the average job tenure of a CMO (chief marketing officer) was 18 months or so.  That kind of churn was mainly associated with the coming of age of digital marketing. And big data, social media and the underperforming economy. The good CMOs job hop. The bad ones were summarily replaced.

    In biz/dev for What’s The Idea? I sometime cruise the job boards looking for companies in search of new senior marketing blood – which often poses an opportunity for brand work. As a matter of course I read a lot of job boards and job specs. One word that has become a pet peeve of mine is “passion.” It’s meaningless.  And gets in the way of a real job spec. We have a local election in town and a newspaper endorsement said this about three candidates. See if you can tell which candidate has the least to offer:

    “I’ve been impressed with Kim’s dedication to improving transit, Dee’s passion and Rich’s policy analysis.”

    If you need to put the word passion into a job spec, the job must have a history of being held by dolts.  Or it is a sorry-ass, boring product or service.

    Passion is better seen not heard.

    Peace.

     

    Branding Your Art, Branding Your Startup.

    By
    Steve Poppe
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    0

    NYC painter Jean-Michel Basquiat once told a friend as they walked home from a gallery one night “I’ll learn to draw later, first I want to get famous.”  Sounds awfully backwards, unless you were a child of the 70-80s in NYC where punk rock and musicians were inventing a new scene.   Lots of people had established personal brands through dress, hang-outs, hair and behavior while working on their art. For instance, on any given night if you saw a black Schwinn with a leather jacket chained to it in front of a rock club (in the winter), I was inside. (Lines for the coat check at 3-4 in the morning were way too long.)   

    While these artists-in-waiting fiddled with guitars, paint or prose during the day, between shifts as a waiters or bike messengers, they were focused brand builders. They had a vision, a sense of the time and an organizing principle.

    Think if them as startups. I’ve helped build startup brands before and they all tend to over-hang the market — meaning offer promise before availability. And if you think of it, most small companies without brand strategies are startups. Even if fairly established. They are businesses, not brands. No brand plans in place to establish behavioral identity.

    It’s always better to be aware of brand while building your art or your business.  It focuses you.   

    Peace.

     

    Driving Miss Economy.

    By
    Steve Poppe
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    0

    As someone who watches brands and markets I love inflection points. Consumer inflection points are most obvious in the retail landscape. One result of the financial crisis and bail out of Detroit was a reduction in car dealerships. Were you to drive down any long commercial highway 20 years ago and compare it to today you will see brand new banks on the sites once reserved for shiny new cars.  And as we legislate more fuel efficient car standards, those same streets have more eateries where gas stations once stood.

    Today in the news, Lord & Taylor in NYC is selling its block long retail space to WeWork. The supply-side driver? eCommernce and Amazon.  For every action there is an equal and opposite reaction.  WeWork, most know, started out as a low-cost office space solution — one where infrastructure, e.g., phones, cabling, office maintenance, coffee, is taken care of and asses in seats are rented for the day, week, month or year. They are now growing like wild fire. And the price points are increasing, as the amenities and addresses become more plush. The other inflection point driving WeWork growth is what’s happening on the demand-side: the freelance economy.

    The work force is changing. The nature of companies is changing.  Google “logged and tagged workforce.” Or write me (Steve@WhatsTheIdea.com).  Those who are ready for the logged and tagged economy shall winners be.

    Peace.

     

    Brand. Brand Strategy. And Science.

    By
    Steve Poppe
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    0

    Branding at the hands of most practitioners is 85% emotional.  That is to say, names, colors, shapes and taglines associated with a “brand,” are usually dictated by a few decision makers who either feel it or they don’t. Emotion is not unimportant, but often it’s way too important. There needs to be a lot more science in branding. Especially in brand strategy. A brand, i.e., logo, is not a brand strategy. A brand strategy is an organizing principle; one that allows brand managers and stakeholders to make marketing decisions. Marketing decisions that create everlasting value for a product or service.

    While the physical brand or mark is what helps people identify a product or service, the brand strategy helps with deeper cognition.  With reasons to consider, like, prefer, buy and recommend. For these qualities we must turn to science. Brand strategy is about tangible evidence of preference. “I liked the ceviche because it was sweet. Because the salmon tasted buttery. Because of the perfect helping of herbs.”  Not because it tasted good.

    Look at your brand strategy. Explore the science. Omit the fluff words: Quality, innovative, best, better. Mine the science.

    Peace.

     

    Excessive Expectations

    By
    Steve Poppe
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    0

    Mitch McConnell recently accused President Donald Trump of “excessive expectations” with regard to the speed at which democracy moves.  As a brand planner I kind of like excessive expectations.  The right brand strategy can snowball into many more business accomplishments than most marketing directors would ever agree to.  I like to load up on business objectives when thinking about brand strategy.   

    I once explained to the head of marketing at a huge health care system that the brand strategy would increase nurse retention. And reduce the cost of physician hiring. A demure man, he was near apoplectic. “Get the shredder.”

    Don’t misunderstand, I am not suggesting a broad and diffuse brand strategy that attempts to accomplish too much – a.k.a. The Fruit Cocktail Effect. (Google it.) Brand strategy needs to be tight: One claim, three proof planks.  But the more excessive the expectations during the planning stages, the more likely the finished product will deliver.

    Powerful bespoke brand strategy starts with high expectation.

    Peace.

     

    Disaster Brands.

    By
    Steve Poppe
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    0

    If I say Las Vegas shooting you know what I mean. If I type “Las Vegas sh..” into Google, it auto defaults. In 5 years if I say Mandalay Bay Resort and Casino are you likely to think of the same carnage? Hopefully not.

    The words “nine one one” have a very different meaning than the words “nine eleven.” Words high-jacked by violent human and natural disasters affectively become brands. Disaster brands. There aren’t going to be a lot of babies named “Sandy,” for instance, on the south shore of Long Island for a long while. Columbine, Pulse Nightclub, the list goes on.

    Disasters are happening more and more in our society. And how they are propagated and recorded in history are mostly determined by the media. If the media overuses Mandalay Bay as shorthand for the Las Vegas massacre, it will completely ruin that brand. As of now, it’s still a tossup whether Mandalay Bay can last as a brand.

    Media people tend to favor location-based naming. Yet even that can put a blight on a community, read “Amityville, Horror.” Sandy Hook has etched it name into our collective minds…and the school was torn down. Newtown, CT the location of the school is slowly healing as a disaster brand. 

    I don’t know the answer. I just want to suggest a more sensitive approach to creating names for these violent disasters.  

    Any thoughts?

    Peace.

     

    The Yin and Yang of Marketing.

    By
    Steve Poppe
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    0

    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.   

     

     

     

    Gender in Branding.

    By
    Steve Poppe
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    0

    The Boy Scouts of America are getting ready to allow girls as members. Bravo. Or should say Brava?  Legislating inclusion is very American.  If girls want to join the Boy Scouts and their parents agree, go for it. Jealousy, bullying, sexual harassment and other injustices are going to happen regardless of age, dominion or organization.  It’s up to peers, adults, parents and law to adjudicate. And maybe by allowing this inclusion we’ll get a step closer to removing these behaviors.

    But let’s drop the politics for just a minute and ask “What’s the best way forward for the Boy Scouts of America brand?”  The easy answer would be to go to “Scouts of America.” But that might subvert the Girls Scouts.  

    If we look at the mission of BSA, which by the way is not on the website that I could find, the word “boy” isn’t that important. In an article I read to today, a proponent of letting girls in said “leadership” is what BSA is all about. And leadership certainly plays no gender favorites.

    If girls want to be in the organization. Let them. If they decide in a few years they want a new name for the org, let them propose it. I’m okay with changing brand names for the right reasons. Strategy change is a right reason. Product change is a right reason. But I’m also a fan of brand equity. Hard won brand values, acquired over time, shouldn’t be tossed away so a marketing director or brand agency can make a mark, or a few dollars.  For me, this “product change” change is not as important as the “character and values” non-change. 

    My gut says Boy Scouts of America is right for right now.

    Gender peace.

     

     

    Vision On Paper.

    By
    Steve Poppe
    -
    0

    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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