I’ve done a good number of naming projects over the years. I’ve conjured up business names, product names, non-profit names and even named some corporate marketing initiatives. Here’s one thing I’ve learned: Naming babies is much easier than naming your business.
First of all, with baby names there are only two people who have a say in the decision. It’s a simple democratic process where the wife always has veto power over anything the husband comes up with.
With company names, you have to get the consensus of many people. Sometimes there are even committees involved, which usually lead to winning names like this one: “Poolife” for a swimming pool cleaning company.
There aren’t any trademark laws protecting children’s names. You’re free to call your son Sam, even if there are seven other Sams in your neighborhood.
Doesn’t work that way in the business world. There are hordes of lawyers who do nothing but trademark protection and application work. So if your product name even sounds like something that’s already out there, you’re in trouble.
Case in point: There was a little coffee shop in the small town of Astoria, Oregon that got sued by Starbucks for trademark infringement. It was called Sambucks.
When you’re naming a baby you can refer to all sorts of books and websites full of perfectly acceptable names with all their hidden meanings and Latin derivatives. With company names, you have to rule out every name that’s ever been used before and start entirely from scratch. You can’t even go through the family tree and choose some obscure middle name, like you can with a child.
And then there’s the whole translation issue. Face it, you probably don’t care what “Clark” means in Hungarian. But there are dozens of stories of product names like the Chevy Nova, which didn’t translate real well. (In Spanish, Nova means “does not go.”)
If you’re doing business globally, your naming project just got astronomically harder.
And here’s an important distinction: your child’s livelihood doesn’t depend on people remembering his or her name. Sure, unfortunate names like Major Slaughter, Ima Nut or Moon Unit might cause a lifetime of grief, but they won’t make or break the poor kid’s career. In business, it’s hard to overcome a really bad brand name.
Most people don’t need professional help to come up with a good baby name. Business names are a different story. The do-it-yourself approach usually results in one of three types of lame names:
• Overly clever, pun-filled names like The Hairport or The Family Hairloom. Har har.
• Totally boring, literal names like the now defunct Third Street Coffee House… Mediocre coffee. On third street.
• Names that backfire completely when applied to internet URLs: Need a therapist? Try www.therapistfinder.com. Need some good art, go to www.speedofart.com. Looking for a nice pen? www.penisland.com.
A good name can be costly, but not nearly as costly as blunders like that.
Not sure that I’d choose this particular screen printing outfit.
So save yourself a lot of time, money and frustration and just hire a branding firm to help from the very beginning. Not a design firm… they focus on the language of images, not words. And not an ad agency… For some reason, ad agencies love to use one-word names that are just too cool for school. Like “North” “Red F” “Citrus” “Fuel” If you want to confuse people, just follow that lead.
Here are a few other examples of names, both good and bad:
• Federal Express decided to shorten its name, and became Fed Ex. A smart move, considering that’s what everyone called them anyway. Besides, repainting all their jets with the new shorter logo saved the company millions year in fuel costs alone.
• Dress Barn??? How many women will admit to shopping there, much less bring herds of friends in? Tough to be a brand ambassador for a place called the Dress Barn.
• Drug companies spend billions every year on names, yet they come up with some of the worst: “Nasalcom” for an inhaled antihistamine. Sounds like a rat poison that works when they sniff it. “Vagistat” for a yeast infection medicine. “Cutivate” for a skin condition medicine. “Aspercreme” for an ointment that doesn’t even have any aspirin in it. “Idebenone” for neurological disorders. The list is long.
Viagra, on the other hand, is a great drug name. It says virility and vitality and conjures romantic images of Niagra falls.
Here are a few of my own: PointsWest for a resort development on the west side of Bend on the edge of the Deschutes National Forest. “Sit Down Dinners” for a family-style personal chef service. “Aspire” for a smoking cessation program. Widgi Creek for a golf club. (No one knows what Widgi refers to, but they sure remember it.)
Before you spend a dime for your sign or your website URL, spend some focused time naming your business. There are many considerations… How it sounds. How it looks in type. Is it legally protectable? What are connotations of the word? Does it translate? Is it confusing?
Your name is the foundation of your brand. So if your business IS your baby, get started right with a memorable name. Call BNBranding for affordable help with your brand name and identity.
Interview with Steven Lee of Kombucha Wonder Drink.
In the tea business Stephen Lee is a household name. A pioneer. You could also say he’s the father of Oregon’s booming Kombucha market.
Lee first tried the popular elixir of fermented tea on a business trip to Russia, back when the U.S. and the USSR were coldly pitted against one another.
“When I first experienced Kombucha in Russia − I thought it was one of the most amazing things I’d ever experienced,” Lee said. “There was no question in my mind. I knew it was going to be a phenomenon.”
So Lee brought a SCOBY back with him and started brewing his own kombucha in his kitchen. But it would be many years, and several start-ups later, before he would jump into commercial kombucha production.
Over the years Lee built and sold five different tea companies. He literally wrote the book on Kombucha and today he is continuing to help lead Kombucha Wonder Drink, which he recently sold to Harris Freeman, America’s largest private label tea packer.
I sat down with Steve to talk brand building in the kombucha market, business creativity and his long list of successful entrepreneurial ventures.
It all started with Universal Tea Company in the early 1970s with $2500 and a basement full of herbs, spices, teas and dreams…
SL: When we started Universal Tea Company back in 1972 there was there wasn’t much competition… Lipton, Celestial, Bigelow and Twinnings. We were selling bulk to natural foods stores, but we really hit on peppermint… We were bringing peppermint in from Eastern Oregon — It’s the finest peppermint in the world —and selling it in bulk. We actually bought a wheat combine for $800, reversed the airflow, got a tractor-trailer license and began processing and hauling. We sold hundreds of tons of mint to Lipton and Celestial Seasonings. JF: How did that transition into Stash Tea Company?
SL: We sold universal Tea Company to our bookkeeper for $45,000 in 1977. It had taken us five years to figure out what we wanted to do with Stash Tea, because everything we tried failed. We finally decided to sell tea bags to the food service industry and through mail order. It was a slow build over 21 years. We did everything as inexpensively as possible.
JF: From what I heard, you had some very innovative marketing programs.
SL: Yes. We had more than 100,000 people on our mailing list. We used gifts, discounts and eventually free shipping to create loyal customers. By the late 80’s mail order accounted for 10% of our revenues, but 35% of the company’s total profits. Eventually Fred Meyer (the grocery chain) called us, and asked if we’d be interested in selling our tea in their stores here in the Northwest. So they were our first retail account.
By 1990 Stash was the second largest purveyor of specialty teas, behind Bigelow. Lee and his partner, Steve Smith, sold Stash tea in 1993 to Yamamotoyama, the oldest tea company in the world.
JF: What did you do differently after that, when you were starting Tazo?
SL: Well, we started Stash tea with $2500. Tazo was capitalized with a half a million. Plus, we had 20 years of experience under our belts. We had a lot of courage and a lot of confidence. We just marched right out there with it. We knew where to go. Who to contact. How to be creative…
We got a very talented team of people together. The guys at the design firm and a copywriter worked with my partner, Steve Smith, and they were just brilliant together. Such a creative force!
There are a lot of people who get involved in the brand building process early on who set precedents. The name, for instance… With Stash, from the day we came up with that name, we had to back-peddle. “No, we’re not about marijuana.”
With a name like TAZO, and the right creative team, anything could happen. The writer said, “it’s kinda like marco polo meets Merlin on the crossroads of existence.” That was the beginning of the whole storyline. They pulled that one outta their hats.
Steve Sandoz, the copywriter on the Tazo project, once told a reporter that Tazo was “the name of the whirling mating dance of the pharaohs of ancient Egypt and a cheery salutation used by Druids and 5th-century residents of Easter Island.” Proof that sheer creativity can pay tremendous dividends when it comes to building a brand.
JF: It also helped that the specialty tea category was booming by the time you started. Didn’t Republic of Tea pave the way for Tazo?
SL: They certainly did. There were no longer just five or six tea companies out there. There was some real innovation happening and consumers were aware of better teas.
JF: Tazo launched with a product that cost almost twice as much as Stash. Was premium pricing a big part of your strategy, or was it just that the ingredients were more expensive?
SL: Our strategy was to launch with a product that was made of much higher quality ingredients, and that dictated the retail price. We made no more margin. 40 to 45% gross margin.
In 1998, Steve Smith and Steve Lee noticed that Starbucks was piloting a brand of tea called Tiazzi, which they perceived as an infringement on the Tazo brand. A polite “cease and desist” letter led to a meeting in which Starbucks offered to buy the Portland company. The sale closed for a reported $9.1 million. Only five years from founding to acquisition. Tazo grew to be a billion dollar brand before being replaced by another Starbuck’s brand, Teavana.
JF: So at that point you had the exit that every entrepreneur dreams of. You could have done anything… What drove you to start all over again?
SL: That’s what I do. My forte is getting things started that inspire and motivate me, then surviving through tough times.
JF: (laughing…) That’s your entrepreneurial strategy??? Get it started and then hang on?
SL: Yeah. I’m attracted to esoteric, romantic categories that inspire me. Tea is very romantic. I was very inspired by that first taste of kombucha that I had in Russia.
SL: The first domestic commercial kombucha that I knew of was a brand called Oocha Brew, here in Portland, that started in 94. That was before GT Dave. I was ready to invest in their company. Unfortunately for Oocha Brew, they learned very fast that when you create a raw kombucha you have to be very careful… If it’s not handled properly all the way through the distribution channels to the store and all the way home into the fridge there’s a high risk of being too high in alcohol. In 1998 they sold a large quantity to QFC stores and the bottles all started exploding. The caps were coming off. That was enough to bankrupt them.
SL: GT Dave began in ’95, grew very slowly until he got some funding in 2003. At that point, Synergy quickly became #1 in the kombucha world with a raw product, and he never looked back.
We started developing Kombucha Wonder Drink in 1999 and launched in 2001. We had a lot of confidence then too, because all the retailers that I talked with said, “oh yeah, if you do kombucha we’re all over it.” So getting it in the stores was easy for us, but moving it off the shelves proved very difficult at first. What we discovered was, even natural foods consumers didn’t know what it was. We did a lot of sampling, and it was a real love/hate thing. Some people would just gag.
JF: An acquired taste…
SL: Yes. Even though our product was a little more palatable than some. Even now, less than 10% of American consumers are aware of what kombucha is. So it still has a long way to go among the so-called “early adopters.”
We determined from the very beginning that the way to go was shelf stable. Our premise is, most all the benefits of kombucha are in the acids. Those are not affected by pasteurization. But in two years time, in 2003, we were still struggling with consumers accepting the taste. It was a slow process.
JF: Was that a strategic error, not doing raw kombucha? Were you kickin’ yourself then?
SL: There was a five year period there of self doubt and struggle. We grew every year, but it was not like what was happening in the raw segment. The two other founders left… Didn’t want to do it anymore because it wasn’t growing like it had with Tazo or Stash.
We thought we saw the market, but it was tougher than we expected. Then in 2010 there was the mother of all recalls, when all unpasteurized kombucha brands got yanked off the shelves. Even Honest Tea had a raw kombucha that got recalled. CocaCola had a 1/3 interest in Honest Tea at the time, but they had no interest in doing anything with raw kombucha, so they just let it die. It never returned.
In order to get back on the shelves Synergy and all of them had to change the way they made their kombucha. They had to filter out most of the bacteria and prove that they wouldn’t exceed the .5% alcohol limit. We never had a problem with that, with our brand.
JF: So where’s it going now? Around here, every time your turn around it seems like there’s a new brand of kombucha popping up. You have Brew Dr., Eva’s, Hmmm, Lion Heart, and dozens of others just in Oregon. Pepsi bought Kevita. Coke’s investment arm has an interest in at least one kombucha company…
SL: Yes, everybody’s going to have a kombucha. Good tasting, functional drinks are rising by leaps and bounds right now. There are different sodas with less sugar and different sweeteners. There’s Kefir. It’s changing rapidly.
SL: Our trade association, Kombucha Brewers International has 80 members. And that’s not all… there are well over 100 brands. It’s an easy product for people to launch. You can brew kombucha in your kitchen, go to a couple farmer’s markets, become enthusiastic, find and a couple local stores, and you’re in business.
JF: Sure, the kombucha market is booming, so it’s easy to launch. But it’s not, necessarily, easy to succeed in. Just because they can brew it doesn’t mean they can build a brand, like you did.
SL: That’s true. It’s too hard for too many people.
JF: Even now that’s it’s a $600 million market it’s a relatively small pie. I’m sure it’ll get to a billion dollars soon enough, and it’s going to continue to grow, but the question is, is it growing fast enough to support all the new competitors who are jumping into it?
SL: The answer is no. But time will tell. Everything’s going to happen in kombucha market. Everyone is going to experiment and there will be every form and flavor possible. But there’s always a falling out of brands. Phenomenon or not, only five out of 100 startups make it. The shakeout is happening simultaneously as more brands are launched.
But Steven Lee has launched his last company. His future now is in writing. He recently wrote a book about kombucha for Random House, and he plans to use those connections to do something else that inspires him. Something romantic.
“Once I’m done with Kombucha Wonder, I’m going to go write children’s books,” he said.
If you’re thinking about entering the Kombucha Market or if you have an existing natural foods company, BNBranding can provide all the insight and creative inspiration you need. Call me. 541-815-0075. Or view our natural foods portfolio.
Marketing is full of colorful characters… Data nerds, creative prima donnas, wordsmith poets, actors, spreadsheet managers, order takers, MBAs, planners, directors, programmers, guru tweeters and on and on. Successful marketing management hinges on the mix of these characters.
You have to choose carefully, decide who should lead, and practice good casting. If you put the wrong person in the leading role, you could be in trouble. And if the bit players are not well directed you could end up spending a lot of money for very little return.
It’s a common problem. Finding the right advisors is always difficult, especially when the owner or CEO is inexperienced, insecure, or just not very well informed about marketing.
In many companies there is one character lurking in the shadows who steals the show and becomes the defacto marketing director. Even though she may not have a lick of marketing experience, she controls the decisions that make or break the company’s marketing programs.
Her influence is disproportionate to her skill or experience.
In mythology, screenwriting and literature, this character would be referred to as a “shapeshifter.” Shapeshifters are two-faced. They are pretending to be something they are not and it’s not unusual for them to change alliances frequently. These characters add uncertainty and tension to any story, and they’ll do the same for your marketing efforts. They’re not to be trusted. (Example: Severus Snape in Harry Potter.)
In real life business the shapeshifting character could be a secretary, an outside consultant, a hot-shit sales person or even the spouse of the owner. It’s always someone who has the ear of the CEO, and it’s usually someone who’s been around the company for a long time and “really knows the customer.”
When CEOs abdicate responsibility to a shapeshifter, things get messy. The brand story gets convoluted. Efforts get duplicated. Time is wasted. Morale throughout the company plummets. Money gets thrown at problems that don’t even exist. And, inevitably, the marketing programs perform quite poorly. There is no curtain call.
Here are four characters that I frequently find elbowing their way to the front of the stage:
The Social Media “Guru.”
Back in the 90’s many business leaders mistakenly equated sales with marketing. So marketing departments were commonly run by sales guys. Now it’s the social media girl who often becomes the defacto marketing director.
But anyone with a cell phone and opposable thumbs can dub themselves a social media guru. She might do a good job of “getting your name out there” on the various platforms, and she might even generate exceptional engagement with your core audience. But that’s not the whole picture.
I love this analogy from Peter Shankman, from the Business Insider: “Being an expert in social media is like being an expert in taking bread out of the fridge. He may be the best bread taker-outter in the world, but the goal is to make a great sandwich, and he can’t do that if all he’s ever done is take bread out of the fridge.
The Kid with a Drone and a Title.
Drones are all the rage right now. Many people seem to think that those epic aerial shots of their building and parking lot are all they need for TV commercials and a “killer” social media presence.
I even know one college kid who has a drone and the enviable title of “director of marketing.” And it’s not a small company. We’re talking hundreds of thousands of dollars in his marketing budget.
Hold that joy stick just one doggone minute. What’s missing from that equation?
Just because he can fly a drone without killing innocent by-standards doesn’t mean he can pilot a comprehensive marketing effort. If that same kid knew how to run the latest, greatest spreadsheet program would you make him CFO? I don’t think so.
This is a common scenario in family-owned businesses… The owner/CEO uses his wife to “do the marketing.” Which means she’s doing an occasional social media post, some fliers, and website updates.
Sometimes it’s the administrative assistant who fancies herself a marketing person. Since she controls scheduling and information flow to the CEO, she’s in the position to also control everything he sees regarding marketing. She can easily undermine the best efforts of the actual marketing staff or any outside agencies, especially when it comes to subjective decisions on creative issues. So it’s a recipe for disaster.
So here’s some advice…
If you’re a business owner make sure you find a genuine expert in marketing management to be your leading lady. Get a generalist who knows how to keep all the other performers performing. Once you decide who that’s going to be, structure your business so that person has real authority, and don’t let anyone undermine that.
If you’re an outside agency providing marketing services, watch out for the shapeshifter who threatens to sabotage your work. Identify her early. Either make her your ally and work with her, or convince the CEO that she doesn’t belong in his cast of marketing characters.
Here’s something I heard from a graphic designer recently: “Oh yeah, we’re going to create a new brand for that company. Totally.”
No she’s not. She’s not going to create a brand, she’s going to create a brand identity. There’s a difference. Let’s get the definition of brand straight, once and for all. It’s not the same as “brand identity” or logo.
So what is the definition of brand identity?
A brand identity project typically includes a logo and graphic standards that dictate fonts and colors for the company’s marketing materials. Sometimes we also do naming and brand messaging for a new product or company as well.
It’s a valuable service, but those graphic elements, in and of themselves, do not add up to a “Brand.”
If it’s done well, your logo is an accurate graphic reflection of your brand. But it’s just the tip of the tip of the iceberg when it comes to building a “brand.” For the true definition of brand, you have to look deeper.
Brand is everything above AND below the surface…
The vast, floating mass below the surface is a thousand times bigger and more important than just the design work that you see on the surface.
Everything you do in business is branding. Like it or not, it all matters… The words you choose. The images you show. The social media posts you do. The values you hold dear. The vendors you choose and the people you hire.
The sum of all those parts is the Brand.
Take Nike, for example. The swoosh is one of the world’s most recognized logos, but the Nike brand goes way deeper than that. Deeper than the advertising. Deeper than the collection of Nike-endorsed superstars. Deeper than Nike’s manufacturing practices or the products themselves.
The Nike brand is a psychological concept that’s held in the mind of the consumer. Quite simply, it’s an idea. An idea with all sorts of affiliated images, feelings, products, words, sounds, smells, events, people, places, policies, opinions and even politics.
The conceptualization of Nike, in my mind, is much different than the idea of Nike in my daughter’s mind or in Phil Knight’s mind. Business owners and chief marketing officers have a skewed image of their own brand based on insider knowledge, best intentions and dreams for the future.
The consumer’s idea of your brand is based more on history and personal experience, where one bad experience skews the whole picture.
The trick is to bring those two worlds together. Great “branding” combines the aspirational mindset of the business owner with the realities of the customer experience and the demands of the modern marketplace.
Which leads me to another tricky term: “Branding.”
The verb “branding” is often mistakenly associated with design services. You’ll hear an entrepreneur say, “We’re going through a complete re-branding exercise right now,” which in reality is nothing more than a refresh of the logo. It’s often a good idea, but it’s not going to magically transform a struggling business into a beloved brand.
You have to do a lot more than good design work to build a great brand.
Branding is everything that’s done inside the company that influences that psychological concept that is The Brand; If you redesign the product, that’s branding. If you engineer a new manufacturing process that gets the product to market faster, that’s branding. Choosing the right team of people, the right location, the right distributors, the right sponsorships… it all has an impact on your Brand.
Not only that, there also are outside events that you cannot control that affect your Brand. New competitors, such as Under Armour, affect Nike’s brand. Personnel changes, political policies, grass roots movements, Wall Street and even foreign governments can help or hurt the Brand.
So you see, branding is not the exclusive domain of graphic designers. It’s not even the exclusive domain of the marketing department.
I love working with great designers. When I bring a concept to the table, and the designer executes it really, really well, it’s absolutely magical. But the graphic designer and the brand identity are just tiny components of the branding equation for the client. In the course of her career a designer might craft thousands of gorgeous brand identities, but the only Brand that she truly creates is her own.
Kevin Plank, CEO of Under Armour, likes to tell the story of his origin as an entrepreneur. And it always revolves around focus…
“For the first five years we only had one product. Stretchy tee shirts,” Plank said. “Great entrepreneurs take one product and become great at one thing. I would say, the number one key to Under Armour marketing – to any company’s success – plain and simple, is focus.”
Under Armour’s marketing focus on stretchy tees for football players enabled Plank to create a whole new pie in the sporting goods industry. He wasn’t fighting with Nike for market share, he was competing on a playing field that no one was on. It was a classic “blue ocean” strategy… instead of competing in the bloody waters of an existing market with well-established competitors, he sailed off on his own. And he kept his ship on course until the company was firmly established. Only then did they begin to expand their product offerings.
That’s good branding. That’s a Blue Ocean Strategy. That’s Under Armour marketing.
Often the lure of far-away treasure is just too tempting for the entrepreneur. The minute they get a taste of success, and have some good cash flow, they sail off into completely different oceans.
It’s a common phenomenon among early-stage start-ups, where it’s spun, for PR purposes, into a strategic “pivot.” Every meeting with a potential investor or new strategic partner triggers a dramatic shift in the wind…
“Wow, that’s a great idea. We could do that.” “Oh, we never thought of that. Yes, definitely.” “Well, that would be a great pivot for us. We’ll definitely look into that.” Those are usually the ones that burn through their first round of funding and then sail off into oblivion. Because there’s no clear purpose. No definitive direction. No substance upon which a brand could be built.
W. Chan Kim and Renee Mauborgne wrote the book “Blue Ocean Strategy” back in 2005. They don’t mention Under Armour, but it fits their blueprint of success precisely… “Reconstruct market boundaries to create uncontested market space.” “Use value innovation to make a giant, disruptive leap forward in your industry.”
Plank was sailing into uncontested waters with one simple, focused idea. Plus he had a well-executed brand identity that was perfectly aligned with his blue ocean strategy. The name, Under Armour, fits perfectly. It sounds strong because it was originally targeted toward strong, burly football players. Plus, it’s under shirts, not outter shirts. It even implied safety in an inherently unsafe sport.
Plank didn’t have to explain his value proposition to anyone… From the very beginning it was ridiculously clear what the company was all about. Potential customers grasped the idea immediately.
When it comes to branding, simplicity trumps complexity. The strongest brands are always built on simple, single-minded ideas.
Take Ikea, for instance. They have thousands of products, but they all revolve around one simple core brand concept: Furniture for the masses.
They figured out how to offer functional, contemporary furniture for a lot less money… by leaving the assembly in the hands of the customer.
The products themselves are cheap, cheesy and downright disposable. But that’s not the point. You can furnish an entire apartment for what you’d normally pay for a couch. Plus, Ikea created a shopping experience that makes you feel like you’re getting something more. And consumers eat it up.
Ikea has a cult-like brand following. People camp out for days at Ikea store openings. They drive hundreds of miles and devour 191 million copies of Ikea’s printed catalog. All because of two things: price and shopping experience.
Ikea didn’t try to compete with traditional furniture manufacturers who focused on craftsmanship and quality. Instead, they ascribed to t
he old saying, “If you want to live with the classes, sell to the masses.” Every Ikea design begins with one
thought in mind: How to make common household items less expensive.
Their single-minded focus on cost-conscious consumers is their “Blue Ocean” strategy and the cornerstone of their success. They design products and a retail shopping experience to fit that core brand concept.
So the next time you walk into one of those giant, blue stores for some Swedish meatballs and bed linens, think about that… Are you trying to slug it out with bigger competitors in the bloody waters of a red sea, or are you charting your own blue ocean strategy?
Go where the enemy isn’t. Take a page from the Under Armour marketing handbook and zig when everyone else zags. That’s how you’ll create a brand, and a business, that sticks.
I don’t know what it is about automotive advertising. No other category is so rich in promise, yet so void of inspiring insight and unique execution. But there is something any marketer can learn from the long history of mediocre automotive advertising. For instance, there’s a nice Alpha Romeo ad that’s running right now. But it’s nothing new… just gorgeous video of a sexy red Italian sports car doing its thing in the curves with a pretty good voice-over that nobody’s going to listen to.
That’s easy. It’s harder producing a decent spot for a mundane automotive product, like a minivan.
Chrysler single-handedly created the minivan market when the Caravan and Voyager debuted in 1984. Sales skyrocketed and imitators quickly sprang up, but only after Chrysler had firmly established itself as the segment leader.
Chrysler’s minivans moved the segment from niche vehicle to the pinnacle of the mainstream. Minivans have become part of the pop culture. And the marketing people at Chrysler/Dodge have a pretty good handle on what their target audience is looking for.
The advertising routinely features simple slices of family life: we see a baby sleeping peacefully in a car seat. Kids playing cards in facing rear seats. Kids watching videos. Moms & Dads reconfiguring the seats and loading up the endless volume of kid’s stuff.
That’s what minivans are all about: Lugging kids, looking for lost binkies between the seats, and running errands. That’s the reality of it. It’s not glamorous, and it’s not the least bit appealing to anyone who doesn’t have kids. But it’s totally relevant for parents who are carting three kids around everyday.
The main benefit of all minivans is practicality. Plain and simple. And Caravan advertising conveys the idea very clearly. They’re not trying to be anything other than that. Honda, on the other hand, once careened off the road with their spots for the Odyssey.
The Honda spot goes like this: There’s an attractive young couple driving along a winding, country road. In a mini van, for pete sake! The husband, who’s doing the driving, glances at his wife suggestively as she reaches up and grips the panic handle above her window. She gives him a quizzical, turned-on look. He gives the van a little more gas and grips the wheel tightly as he lugs into another corner with all the agility of a Winnebego.
She holds on even tighter and looks at him as if to say, “ohhhh yeah, bring it on big boy.” I almost expect them to pull over and jump into the back for a roadside quicky. Instead, she just holds on for the ride while the voice-over chimes in: “Just because it’s a minivan doesn’t mean you have to treat it like one.”
Oh, c’mon. There’s even a more blatant execution of that idea from Britain, where a couple are about to do it in their Honda Odyssey until they get interrupted by an elderly parent. The voice-over on that spot says “It doesn’t seem like a family car.”
First of all, sex and minivans DO NOT go together. No one gets turned on by a minivan. A corvette might help you get laid, but not a dual-sliding, seven passenger, Chrysler or Honda product. Curvy roads don’t go with minivans either. Put a minivan on a windy road and you here’s what you get: Puking children. Horrendous messes of vomit. Leave the windy roads to the Porsche commercials.
There’s no pleasure in getting from Point A to Point B in a mini van. Believe me, I’ve done it. There is some satisfaction in packing up both kids and the entire kitchen sink for a simple, cross-town play date. There’s satisfaction in changing a diaper on the side of the road without hanging your baby out on the tailgate. But not pleasure.
So Honda’s idea of promoting the minivan as something sexier than just a minivan, simply doesn’t wash. They could spend a billion dollars trying to convey that idea, and parents would still buy it for the cupholders. It’s like trying to kitten-up a milk truck.
So how did the message get so messed up, and what can we learn from Honda’s one-spot marketing blunder?
As a brand, be authentic. Don’t try to be something you’re not. Minivans are not 450 horsepower Italian chick magnets. (Unless maybe Alpha Romeo decides to get into that niche)
Realize that technical specs and insider information is often irrelevant to consumers. The automotive press consistently ranks The Honda Odyssey above its Chrysler competitors in performance and reliability. It’s a great vehicle. Best in class even. And the Honda executives are fully aware of this.
The problem is, in the minivan category nobody gives a hoot about “chassis refinement and driving feel.” By letting insider information dictate their marketing, Honda ends up with a message that’s relevant to their own executives and to the automotive cognoscenti, but completely irrelevant to the target audience. It’s a classic case of getting in your own way. Of knowing too much.
Of course it probably wasn’t the Honda executives who came up with the idea of using sexual tension in their Odyssey spots. Maybe the ad agency creative team just couldn’t find inspiration in boring old minivan. Maybe there wasn’t any consumer insight or personal experience to go on. Maybe it was just wishful thinking. Or maybe they were just trying to steer clear of a technical, engineering message. Wise move, but they really blew it with the hot couple concept.
Somewhere, the process took a wrong turn and the end result is a waste of marketing dollars. In the scheme of things, one spot isn’t going to kill Honda. But in the meantime, Dodge is sticking to an approach that simply demonstrates relevant features. Their advertising is not going to win any awards, but at least it’s somewhat authentic. It hits the hot buttons of a specific target audience and it wins the head-to-head battle with Honda. In automotive advertising anyway.
For some reason, many people think that “branded websites” won’t sell product or produce a steady stream of leads. And on the other hand, they don’t think “Ecommerce sites” will help their branding efforts.
As if the two are mutually exclusive.
Well, here’s the good news: You really can have a branded website that converts well AND presents a strong brand message. But you’re going to have to go beyond the template-driven who, what, when and where approach that’s so common these days.
Here’s what you need to build a branded website that works on both levels: The 4 critical elements of website design and effective web development.
1. A concept.
A concept is the foundation of every great site, and probably the single most overlooked element for all business owners. And let me be very clear…
A wordpress theme is not a concept.
A new logo is not a concept.
A photo of your product is not a concept.
A photo of the exterior of your building is not a concept.
A photo of your team is not a concept (unless they’re doing something rather unusual that conveys an idea about your brand.)
See, a concept is an idea.
In web design it’s an idea in the form of words, visuals and technical features that come together in compelling way. It’s image and presentation and persuasion and storytelling all coalescing to make a great first impression. So even the most casual website visitor says “hell yes, I want to know more about this company.”
A concept from the Mini USA website homepage.
And isn’t that the job of your website? Make a great impression. Engage people. Impress them. Leave them wanting more. That’s marketing 101.
If you have a concept behind your site all the other elements will come together seamlessly. The problem is, most website builders don’t have the creativity, or the sales skills or the knowledge of your market, or the necessary budget to actually develop a cohesive concept for your site. That’s just too much to ask of one person. They can’t do all that, and then write the code to boot! That’s like asking the architect of your new house to also pour the foundation, do the framing, the plumbing, the electrical and the heating system, all by himself.
You need a team to do a good site. But let’s look at the other critical elements of web development, and then come back around to who’s going to do all these things.
2. A clear call to action
This one’s pretty simple, and it’s not just a big ass button that says “buy now.” Every page of your site should have an objective and a preferred action for the consumer. Think of it as leading them down the primrose path. You want to take their hand and show them the way…
Click here. Read this. Watch this. Listen to this. Order that.
Give the user something to do that leads them deeper into the site, and further along in the sales process. They will seldom behave how you want them to, but the alternative is a hodge-podge of pages and elements that lead nowhere.
3. Differentiating elements
A good story is your best differentiating element.
As the old saying goes, facts tell but stories sell. Narrative, characters and plot twists are universally appealing, and very few companies present compelling stories.
So find an interesting way to tell your story. Maybe it’s animation, or video, or a prezi-style slide show, or even a game.
A game can be a differentiating element as well as a concept. Can you transform your web experience into a relevant game? Would that be appropriate for your brand?
Differentiating elements: Concept, photo, copy, call to action.
Photography can also be a great differentiator. The human brain skips right over familiar images, so don’t settle for the $10 stock photos that everyone else in your category is using. Hire a pro and make your stuff look better. Sexier. More graphic.
Copywriting can be the difference between a boring branded website and a lead-gen machine.
Don’t let anyone convince you that great web copy is only about keywords, search engine optimization and factual “content.” Every sentence is an opportunity to stand out — or be thrown out. (One quick click and they’re gone to the next site.) Your copy should be sharply crafted. Persuasive. And convincingly genuine, so it doesn’t sound like any other brand.
Here’s a test for you… pull up your branded website and the site of your biggest competitor. Side by side. Then imagine that the logos are swapped out. Are the sites interchangeable? The images the same? The copy comparable.
Are you saying anything they cannot say? If not, you better go back to the drawing board and get a differentiating concept.
4. Reasons to believe
Stories, concepts and images are important, but you also need some facts to back them up. That’s where some branded websites go wrong… they’re all fluff. You need proof that your brand delivers, as promised.
For instance, post some testimonials or reviews from your happy customers. Release engineering data. Competitive reports. White papers. Market research. Anything that’s credible that backs up your value proposition.
People make emotional decisions, but they often need facts to justify what they’ve already decided. So give them what they need, and do it in various forms on multiple pages. When they’re checking out, remind them that they’ve made a great decision.
A very clear brand message… this is Mini Cooper in a nutshell.
So this is all great, in theory. But how do you get it all done?
Part of the problem is who’s doing the work… If your web developer doesn’t have anyone to collaborate with, you’re not going to get an big idea, or great imagery, or well-crafted copy.
You just get code.
It might be great code and a functional site, but it’s not going to contain the five critical elements of effective website design.
You need that programmer, but you also need a writer who can devise the concept and write the copy. Then you need an SEO specialist, a project manager and a designer. That’s the team. (Sometimes the writer or the designer can double as the project manager.)
The team approach may cost a little more at first, but it’s cheaper in the long run because you won’t have to re-do your site 9 months later when it’s not performing as you had hoped.
These days your site is a critical part of your business infrastructure. It’s your storefront and your main form of advertising. You can’t do without one, so you might was well invest in a website that builds your brand AND sells product.
Note… this is NOT a paid post for Mini Cooper, just a nod to their agency and their web design team. This is great work. Plus, it’s a cool brand.
I need to stop being surprised by managerial incompetence. Honestly. I need to reframe my expectations and just be pleasantly surprised when I encounter an exception to the rule. Because everywhere I turn, knumbskulls, nuckleheads and nitwits rule the managerial world.
Witness the retail store owner who has no handle on her inventory or her labor costs.
The non-profit executive who has a revolving door of talent, going only one direction.
The managing partner of a professional services firm who constantly, habitually, over- bills his clients.
The director of communications who doesn’t communicate with anyone internally.
The CEO who can’t pull the trigger on anything more meaningful than which consultant to hire.
Failures like those are rampant. One leading consulting firm reports “with solid empirical justification, that managerial incompetence across all levels is 50%.” (Of course, their study didn’t include the companies that went out of business due to managerial incompetence.)
So the bad news is, there’s a 50-50 chance that your boss or your manager is incompetent. The good news is, half of companies you compete with are also chock full of managerial incompetence.
And here’s more good news: It’s well documented that strong brands can weather all sorts of managerial miscues.
Strong brand affinity can help companies weather a price war. According to the International Journal of Business Research, a brand acts as a buffer when the company fails on the customer service front. And beloved brands can weather PR storms that would make most companies melt.
Look what happened to Toyota.
In 2009 and 2010 Toyota recalled 8.8 million vehicles due to safety concerns with accelerator pedals. Time magazine ran a feature story titled “Can Toyota ever bounce back.” One industry expert told CBS Anchor Harry Smith, “We’ll be seeing major problems with the Toyota brand for at least a decade, maybe two.”
Toyota’s CEO quipped that he was not Toyota’s top executive as much as the company’s chief apologizer for blunders, mishaps and overall sluggish business. It was a PR disaster, and another example of managerial messiness.
Business Insider reported “The company failed miserably in its initial crisis management, but that’s what makes Toyota’s case so intriguing. Despite its monumental mistakes early on, Toyota still bounced back. Why? It didn’t take long for the public to remember Toyota’s previously stellar reputation.”
Contrary to all the doomsday speculation, the Toyota brand made a quick recovery, recapturing its status as the #1 selling car brand in America. (In 2016 they had the #1 and #2 selling car in America.) Not surprising really, given the consistency and long-term track record of the Toyota brand.
“The Toyota brand showcased its resiliency, with its positive reputation built up over decades of good performance. The company leveraged this, focusing its marketing once again on safety and its proven track record. It had to show that this disaster — including its own horrible mishandling of the situation — was an aberration.”
Toyota has been one of the world’s most beloved brands for over 30 years. People absolutely love their Land Cruisers, Corollas Camrys and Civics. AdWeek magazine puts Toyota at #67 of the world’s top 100 brands, the highest ranking of any automobile company. (Volkswagen is the only other car brand that makes the list, at #89. Forbes reports that Toyota is the 9th most valuable brand in the world.
So what does this all mean for the typical small to mid-sized company? Here are a few lessons:
1. It pays to consistently deliver on your brand promise. Toyota’s resurgence proves that branding is a process of consistency and endurance. Year in and year out they keep delivering on the idea of reliability and resale value. So when the company hit that bump in the road, it didn’t really slow them down. What’s your brand promise, and are you delivering on that promise every day?
2. Managers make monumental mistakes. CEOs come and go, often in a flaming blaze of glory. Products sometimes fall drastically short. But if you’ve built a strong brand your devoted fans will cut you some slack. The emotional connection they have will prevail over any short-term disappointment.
3. A solid brand platform is critical to the success of your management team. They gotta know what you stand for, and they’re not necessarily going to get it unless you spell it out for them. You have to communicate your brand promise all the time, and promote it feverishly with your team. How else are they going to understand the culture, the core values, the expectations of consumers, and the business goals? Don’t assume anything.
4. Great managers are hard to find. No one has the childhood wish of becoming a great manager, so if you have some on your team, keep them there! Reward them handsomely. Treat them like Gods. Transform their relatively mundane, under-appreciated work into something truly valuable.
5. Create an atmosphere of forgiveness, where failure is rewarded rather than punished. They’re going to make mistakes — remember the 50% incompetence stat — so you might as well embrace it. Encourage action and let your managers know that doing something wrong is better than doing nothing at all.
6. Make every manager a die-hard brand champion. If they’re not, get rid of ’em.
Contrary to popular belief, information is the enemy of persuasion. Not the friend. Too much information is the number one killer of advertising, presentations, speeches and brand messages in general.
Most people think they can convince, sell or persuade by piling on facts and stats. Well, it might make you feel smart, but it’s not going to produce results. In fact, the more information you stuff into an ad, the less you’ll get out of it.
Information is what web sites are for. You can cover all the nitty gritty details in the content of your site. That’s where you go deep. Don’t try doing that in your advertising.
Effective advertising leads prospects to that information and moves them further down the primrose path to conversion. It doesn’t change minds, it simply gets people moving in the right direction… from ad, to website, to content, to store, to purchase. That’s how it’s supposed to work.
Many people try the short cut, thinking they can do it all in one ad. There’s no thinking behind it. No strategy. No emotional hook. And worst of all, no story.
Just get the word out there. Load ’em up with product specs and features. Give ’em every detail of the coming event. Show ’em every product that’s on sale! Baffle ’em with the bullshit.
Here’s an example: Several local hearing aid businesses run huge, full-page ads in the paper every week. It’s a wise media strategy, because the newspaper reaches senior citizens quite effectively. Terrible execution though. The ads are all type and hype… packed with nothing but facts, retail features and weasels. Someone could easily win that marketing battle simply by removing the facts and taking a less-is-more approach.
Because seniors don’t like being bored to death either.
If you ignore the emotional benefits of hearing well, and start droning on about the techno-wizardry of the latest, greatest hearing aid, you’re missing it entirely.
Advertising is an arena geared specifically for stories and emotional benefits. The imaginative part of the sales pitch, if you will. Save the product features, details, proof points and testimonials for your website or for the sales pitch once they’re in your store. And even then, you need to use information wisely.
A Harvard Business Review study revealed the underlying problem with more information… unnecessarily confusing paths to a purchasing decision.
“Companies have ramped up their messaging, expecting that the more information they provide, the better the chances of holding on to increasingly distracted and disloyal customers. But for many consumers, the rising volume of marketing messages isn’t empowering—it’s overwhelming. Rather than pulling customers into the fold, marketers are pushing them away with relentless and ill-conceived efforts to engage.”
The study compared the online advertising of two digital camera brands. Brand A used extensive technical and feature information such as megapixel rating, memory and resolution details. Nothing about the beautiful images you could capture.
And guess what? All that information didn’t lead people closer to a decision. It led them down a frustrating rabbit hole and drove them to consider Brand B.
“Brand B simplified the decision making process and helped prospects traverse the purchase path quickly and confidently.” The approach focused more on the end results have having a great photo, rather than the features of the camera. Duh.
“The research showed that customers considering both brands are likely to be dramatically more “sticky” toward Brand B… The marketer’s goal is to help customers feel confident about their choice. Just providing more information often doesn’t help.”
I’ve had bosses and clients who believe that every inch of every ad should be utilized to its fullest extent. In other words, pack it with facts. Leave nothing out. “White space is for people with nothing to say.”
The underlying reason for that is usually insecurity and/or inexperience. The results are predictably dismal… You end up with a frustrated creative team, confused consumers and lousy response rates.
So if you’re working on a new ad campaign, make friends with the Delete button. Embrace the white space. Learn when to shut up. When in doubt, take it out!
I love this saying: “The main thing is to keep the main thing the main thing.” I think Steven Covey coined that one.
When you boil it all down, that’s the essence of branding success: Zero-in on one thing you can honestly, passionately, expertly hang your hat on, and stick with it. Then when it comes to marketing communications, come up with one idea to convey the main thing, and just pound that home in every way, shape and form you can afford.
One idea, multiple executions.
Unfortunately, most business owners and brand managers don’t have that kind of focus. Once they get a taste of success in one little niche, the temptation is just too much… They take their eye off the main thing, and dive into a lesser thing, hoping it will become the next big thing.
It seldom works out that way. The single biggest barrier to success, especially for young brands, is lack of focus.
Geoffrey Moore spelled it out in his seminal work, “Crossing the Chasm: “Target a specific niche as your point of attack and focus all your resources on achieving dominant position in that segment. It’s far better to be the big fish in a smaller pond, rather than flopping around in several small puddles.”
Al Ries and Jack Trout call it the most violated of their “22 Immutable Laws of Marketing.” They rail against line extensions and point to IBM, Microsoft, Levis, Heinz and this classic case: Crest.
It used to be very clear… Crest fights cavities. That was the micro script for the brand. The Main Thing.
Crest was the “first mover” in the cavity prevention category and it was a strategy that worked brilliantly, cementing Crest as the #1 toothpaste for more than 30 years.
Unfortunately, over time, other toothpaste brands entered the same niche and everyone seemed to offer cavity prevention. Crest abandoned the claim and didn’t find anything to replace it. After holding almost 40% of the market through the 1970s, Crest’s position began to erode at about the same time they launched their first brand extension”Advanced Formula Crest.”
Now there are 41 different kinds of Crest toothpaste. Count ’em! Crest Complete Multi-Benefit Extra White, Crest + Scope, Crest Lasting Mint, Crest Pro-Health Clinical Gum Protection, Crest Invigorating Clean Mint, Crest glamorous white, Crest vivid white, Crest baking soda & peroxide, Crest gel, Crest liquid gel, Crest whitening, Crest gum protection, Crest fluoride anti-cavity and sensitivity relief and even Crest Night Toothpaste.
Give me a break! The Main Thing now for Crest is just the next new gimmick. And it’s no longer the #1 brand.
Marty Neumeier in “Zag” says… people want choice, but they want it among brands, not within brands.” All that Crest clutter just dilutes the brand and confuses the consumer. We have no idea what Crest stands for anymore.
It’s natural for successful owners and marketers to lose focus and start adding stuff to their portfolios of goods and services. They don’t want to miss any opportunities, and they argue that many successful companies have a wide range of products. Apple, for instance.
But every Apple product is designed around the one Main Thing: Delightful Simplicity. All the innovation, design and technological prowess of Apple comes together in those two words. That’s the heart of the Apple brand.
Remember this spectacular product launch for the iPod. Even the advertising was delightfully simple. The white cord let everyone know you were listening to something different. And the graphic execution of the ads was a huge branding success.
But you’re not running the world’s most valuable company. And chances are, you don’t have the main thing really nailed down. When you do, things will become easier.
Reis and Trout say: “Focus is the art of carefully selecting your category and then working diligently to get your self categorized in people’s minds.” In other words, branding success is a process.
A good way to start is by saying no. Because what you DON’T do is just as important that what you do do.
Say no to the new investor that thinks you should add a mobile app to your mix. Say no to the engineers who say “we can do this, wouldn’t this be cool.” Say no to the marketing consultant who says you’re missing a great opportunity. Say no to the guy who thinks you should open another location. Sometimes you even have to say no to your biggest customer.
It’s not easy, and it’s often unpopular within the ranks, but that’s what focus is… NOT trying to be all things to all people.
For your own taste of branding success, call us. 541-815-0075