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    Reputation Vs. Brand Value.

    By
    Steve Poppe
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    0

    I do a good deal of work with corporate brands and they are way harder than consumer brands to package, yet I approach them the same way. The brand strategy for a corporation is the same as for a packaged good — one claim and 3 proof planks. Corporate proof plank arrays are rich and deep while those for, say, an energy drink or break-and-bake cookie are few and shallow. (For CPGs you make actually need to create proof where none existed before.)

    It is because corporate proof arrays are manifold that The Reputation Institute has made such a nice and successful living. They mine attributes and values customers feel are business-winning, then track them through quarterly quantitative studies – measuring key careabout movement versus competitors — packaging it as reputation. Brilliant.

    But in B2B, reputation is just a lovely generic way of saying strategy. They are measuring strategy. Multiple strategies. And if you looks at some of Reputation Institute studies you will see they cluster values generically: product values, innovation values, governance values, ETDBW (easy to do business with) values, etc. These are market research-centric studies. Brand-centic studies look at the proof based on the unique brand strategy of the corporation, organized by brand plank.  Not multiple generics. This is how we measure ROS (return on strategy.)

    When companies like Undercurrent and Altimeter Group talk about more responsive organizations or disruption, they are (and often may not know it) thinking about a brand value paradigm for organization, not a generic B-school paradigm. Stay tuned.

    Peace.

     

     

     

     

     

     

     

    Movements.

    By
    Steve Poppe
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    0

    Early on ad agency Strawberry Frog jumped on the smart positioning of creating cultural movements. As someone steeped in the strategy business, I understand how powerful movement ethos can be. Movements are easy to talk about and aspire to, not so easy to create. 

    Sales of flat bottled water grew last year by 11% according to Beverage Digest. Sales of sparkling water, sans sweeteners, grew 20%. If you are in the carbonated soft drink (CSD) market, you are smart to see that double digit growth as a movement. A healthier-for-you consumer push. Look at year-over-year store register receipts at McDonalds for further evidence.

    Scott Goodson, founder of Strawberry Frog was prescient, with his movement positioning. He knew advertising, done well, can spark a movement. But he really understood it is not the best way to do it and he saw social media coming.

    One of my Social Media Guard Rails is “Don’t Sell.” Advertising can’t help itself. It has to sell. Social media, done poorly, also asks for the order. But social media with a consumer-biased motivation — with an organized, well-plotted field of persuasion is a movement waiting for a place to happen. And if you support the movement with not too heavy handed advertising – making it easier for consumers to participate – you have a win. And a new agency revenue model. Peace!

     

     

     

    Yahoo! Stuff-Makers.

    By
    Steve Poppe
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    0

    I want Marissa Mayer to succeed. I want Yahoo! to succeed. What’s the Idea? posts over the years have perhaps been unkind to Yahoo! but only because I care.

    Ms. Mayer’s strategy a year ago, to be consumers “daily habit,” was a good one. It was certainly measurable, certainly grounded in consumer behavior and most importantly aspirational. Habits can be ritualistic and mechanical, but they can also be born of the need for education, stimulation and positivity.

    Ms. Mayer’s latest “follow-the-money” foray, however, into mobile technology is off center. And in the tech world she is not alone. Inviting a 1,000 mobile developer s to a Yahoo! campfire rally, to energize them to use new analytic tools and advertising plug-ins is goofy. Mobile app developers are no better at finding the next new habit than anyone else. In fact, they are probably less so.

    Innovative daily habits are more likely to come from visionaries. Students of people. Behaviorists. Social scientists who like punk. Comedians. Artists. Creative directors. As Ms. Mayer looked out in the audience at her mobile app developer meeting last week, what do you think she saw? Did they laugh at her humor? Did they look up from their devices?

    If she goes to SXSW, Ms. Mayer is more apt to find habit formers at South By Music than at South By Interactive. Trust me.

    Ms. Mayer – please know, Katie Couric, David Poque and some mobile developers are not the future. They are stuff-makers. You need to hire visionaries. Peace.

     

     

    Brand Strategy is Business Strategy.

    By
    Steve Poppe
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    0

    There is a dissonance in my business. And it’s my own fault. I am attempting to redefine what a brand strategy is. I grew up in the advertising and marketing business thinking that goal of both is to make more money; or, as Sergio Zyman says “sell more, to more, more often, at higher prices.” But when I say I’m a brand planner or brand strategist, people think logo, packaging, taglines and style guides.

    logo art The hardest task in advertising, also the most expensive, is educating consumers about a product they think they don’t need. Reeducating consumers about something they think to be true, but isn’t, is also heavy lifting.

    So when I tell prospects brand strategy is business strategy, they go all “Huh?”

    Most brand planners are about using strategy to enable tactical selling. Sow a nice fertile bed for flowering tactics, e.g., ads, content marketing, promotions. Me? I like my brand strategies to have direct measurable impact on sales. The brand plan must convey business-winning credential. Not culture. Not tone. Not likeability.

    If your brand strategy cannot be tied directly to sales gain, it’s probably marketing art.

    Find out what customers want, what your brand is good at, and create a strategy that offers bankable returns. Peace.

    The Big Rebrand.

    By
    Steve Poppe
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    0

    One of the cool things about my work is the propensity for decision-makers to want to rebrand. Unlike with personal names (Cecil, Muriel or Wallace) which can’t be changed — company names are easily altered or sculpted. Someone is always trying to distance the company from something.

    That observation aside, there is going to be an even greater demand for new company names. All those companies or brands with words “Net” or “Web” or “Digital” in them are wasting space. To that you may even add the word “Technologies.” These words were descriptive back in the day (10 years ago); today, not so much. Apple dropped the word “Computer” from its name in 2007. An elegant move, no?

    I often talk about naming and the importance of a brand’s “Is-Does.” What a brand is and what a brand does. The inflection point we’re at today is such that names no longer need to convey the obvious.  In this agile, competitive world, there is much more information and value to convey.

    Let the renaming onslaught begin. Peace.

    Promise Versus Claim.

    By
    Steve Poppe
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    0

    Any brand planner worth his or her salt uses the word promise. I use it all the time. That said, as I codify and package my practice–trying to explain to business owners and marketing people what brand planning is–I gravitate toward the word “claim.” Branding is all about “claim and proof.”

    The word promise is so much nicer it seems. Softer. More forgiving. Claim, on the other hand, feels boastful. Perhaps full of itself. The fact that most advertising is claim-based rather than promise-based is not a trivial obstacle either, when it comes to defending claim vs. promise. I am undaunted; it’s still all about the claim. Why? Because consumers want value they can count on. If consumers are let down by the claim and they really care, they will say so. They will rebel. Sales will take a hit. With a promise the whole position and sales thing is more nebulous.

    A brand with a claim needs to prove it every day. A brand with a promise has leeway. Less urgency. I won a huge piece of business once by telling a multi-billion dollar company they had a great claim, but weren’t proving it. The fastest way to return on strategy (ROS) is to have a claim.

    When your brand lacks real proof of value, it’s time to trot out the promise. Which is about as satisfying as bad margarine. Peace.

    Storification.

    By
    Steve Poppe
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    0

    Is that even a word? It is now.

    I was once asked to do a little talk on marketing during Take Your Child to Work Day. I was given about 10 minutes to explain to 30 kids sitting on the floor of a conference room, what marketing was. Hmm, how to package the 4Ps? And these kids had toured a customer service call center, warehouse, the repair shop, and some other kid-unfriendly departments. Story time!

    “Raise your hands if you’ve ever sold lemonade in your neighborhood?” A few glassy eyes, some reluctant hands…then some smiles. “Well, then you are a marketer. You had to make decisions about whether to make instant lemonade or start with real lemons. That’s a product decision. How much did you charge for the lemonade? Where did you put the stand, in front of your house or on the corner where more neighbors passed? What did you write on your sign? Did you shout at cars as they drove buy? Did you ring doorbells?” Marketing activities all.

    I didn’t actually tell a story, but I storified the explanation. And since the kids where already sitting on the floor, it was quite apt. I came at the leaning from their perspective. From a context they could understand. Too often product and service sellers rely on features and benefits in a simple text and picture mode, but by storifying, you stimulate the buyer brain. You stimulate the muscles of understanding. Feel something then do something. That’s the way marketing and communication works best. Peace!

     

     

    Diplomacy in Brand Planning.

    By
    Steve Poppe
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    0

    diplomat

    Branding is not life or death. Unless you are talking about the life and death of products.

    Branding is about developing a claim and proof array that brand managers use to organize product, experience, deeds and messaging. Once a brand plan is designed, brand managers are paid to manage adherence. Here’s the big tip: There is no room for diplomacy in brand planning. Diplomacy may be great when dealing with the Russians over Ukraine, but there is no room to “make everybody half happy through compromise” in branding. You are either putting deposits in the brand bank or you are making withdrawals (AT&T’s Marilyn Laurie coined this wonderful metaphor).

    Brand managers are going to have to say “no” a lot as they manage their brands. And that’s a good thing. People are going to crawl out of the wood pile with requests for projects to be funded, with promotional ideas, PR events and more – many of which will be nobly intended. But if they’re not “on plan,” not making a deposit in the brand bank, they are a disservice to brand development. Even if a lost kitty farm.

    If you are a brand manager and you don’t know how to say “no” or why to say “yes,” it is likely you don’t have a brand plan. If you do have a brand plan but the rest of the company can’t articulate it and use it to make daily decisions in their respective jobs, shame on you as well. Peace.

     

    Brand Strategy Metrics.

    By
    Steve Poppe
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    0

    If I keep writing about ROS or return on strategy it may become a brand planning meme. First, brand planning has to become a meme (hot web topic) which may be wishful thinking. Hee hee. Anyway, Return On Strategy suggests there is something to measure. Upper case DUH.  The problem with most brand design and redesigns is that much of the money and thinking is tied up in the mark. And tagline. The mark should be the last mile of brand strategy and brand design. It’s about the paper strategy first. The idea.

    If Newsday’s brand strategy is “We know where you live” (Newsday is a top 10-15 daily newspaper in the U.S.), then the value of that claim must be measureable. To do that you need support planks – planks that are of value to readers. e.g., a great source of “local entertainment” or “events and legislation affecting local taxes.” The ability to measure attitudes, actions and perceptions against these planks is the heavy lifting of brand strategy.

    The Interbrands and Landors of the world don’t spend real time here. They design and deliver logos, taglines and style manuals. You may be able to measure adherence to a style manual but that’s not likely to drive revenue.

    Start with your paper brand strategy and you start at the beginning. Peace!  

    One Dimensional Creatives.

    By
    Steve Poppe
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    0

    Creative people, sadly, tend to be really creative in one dimension. Some are great writers, others wonderful designers, some skilled idea people. There are creative people who are wonderful storytellers, musicians and artists. But it’s a rare rarity that you find someone who is crazy skilled in all dimensions.

    Check out this video – the Look Up video. Wonderful poetry, average video.

    In marketing the most sought after spenders of big budgets are what I call “producers.” Producers bring together strong single dimensional creative experts and choreograph the output. Not an easy job. The reason ad agencies still exist is because this choreography is what they do best. Ad agencies do it using top talent. DIYers rely on single dimensional creative people alone and it shows. And today with everyone clamoring for digital help, the tendency is to hire creative programmers, further diminishing the good work gene pool.

    Great brand managers are also great producers. They are not curators – curators are plentiful – they produce selling materials and buildables that exude multi-discipline craftsmanship. And for this I say thank you hey-suess! Peace.

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