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4 ipod branding on the brand insight blog

Successful Branding — Zero-in on the Main Thing for Brand Loyalty.

BNBranding logoI love this saying: “The main thing is to keep the main thing the main thing.”  I think Steven Covey coined that one.

Choose one main thing BNBrandingWhen you boil it all down, that’s the essence of successful branding: 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. Do that long enough — and handle your operations well — and you’ll achieve brand loyalty.

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.

viewdental116successful branding case study on the Brand Insight BlogIt 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.  Everyone started offering cavity prevention toothpaste, so 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.”

More and more line extensions is not the key to successful branding. 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 business 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.maxresdefaultsuccessful branding examples on the brand insight blog BNBranding

ipod-advertising1But 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? The product design was disruptively simple and elegant. Even the advertising was delightfully simple.

There were plenty of other MP3 players on the market, but the white cord let everyone know you were listening to something different. And the graphic execution of the ads was brilliant. Overall, it was tremendously successful branding.

But you’re not running the world’s most valuable company. And chances are, you don’t have The Main Thing really nailed down like Apple does. When you do, things will become easier.

Ries 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, successful branding is a long-term process that involves more than just the marketing department.

A good way to start is by saying no. Because when it comes to successful branding, 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.

If you’d like some help zeroing in on your main thing, call us. Because focus is the fundamental element of successful branding.  541-815-0075. For more on developing a clear brand strategy, try this post. 

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When Branding outpaces the brand. And vice versa.

First of all, let me address the common confusion around the two “B” words in this article’s headline: Brand and branding.

The verb “branding” is often mistakenly associated with logo design. You’ll hear someone say, “Oh, we’re going through a complete re-branding exercise right now,” which in reality is nothing more than a refresh of the logo. A graphic design exercise.

Branding is much more than that.

Branding refers to everything that’s done inside the company — and outside — that influences the perception of 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.

So branding is not the exclusive domain of the marketing department. It’s not even the domain of  your employees… consumers, vendors and partners often do the branding for you, in the form of tweets, posts and good old-fashioned word of mouth.

For this post I’d like to focus one small but crucial aspect of branding:  Design. (Yes, art does have a place in the business world!)

nest-thermostat-11There’s no denying that design can make or break a company. Just look at what NEST has done… Started in 2010 with simple, brilliant designs of everyday products and sold for $3.2 billion producing a 20x return for its investors.

And yet the simple brilliance of a great product designer, the flair of a graphic artists, the effect of an illustrator, and the poetic power of  a great copywriter is often overlooked in favor of finance guys and programmers.

The work of these commercial artists is ridiculously undervalued in the corporate world.

Probably because it’s part of  a completely irrational, subjective realm that many data-driven executives are not comfortable with.  There’s too much intuition and blind trust involved. (You can’t show ’em charts and graphs that prove the new design will work. And let’s face it, evaluating art is not exactly in the wheelhouse of  most business owners or C-level execs.)

So what happens, most of the time, is the design lags behind the brand.

While the business is moving quickly forward, the brand identity, packaging and advertising get stuck in the past. Then the managers, in an after-thought, say jee, maybe we should re-do our logo.  (Whereas with NEST, design was an integral part of the brand from the very beginning. It’s no accident that the founders of NEST worked at Apple.)

Tazo brand design and branding on the Brand Insight BlogOccasionally, when there’s a really great design firm or ad agency at work, you’ll find design that outpaces the brand.

Here’s an example:

When Steve Smith first started  Tazo Tea he approached designer Steve Sandstrom and copywriter Steve Sandoz to do some “branding.”  (i.e. the usual name, logo and package design exercise for a new product line.)

But when that creative team was done, Smith realized something… “Wow, this is really nice work. I think I need to start making better tea.”

The tea guru could envision the success of the new packaging, but not with the product as it existed at the time. The branding had outraced his product.

brand and branding of Tazo Tea on the Brand Insight Blog So the owner of Tazo did what all enlightened business owners do… he followed the lead of his design team and started making a better product. He m

ade sure his tea was in line with his brand identity.

That identity was a brave departure from anything else in the tea market at the time. It was outlandish. And yes, it was completely fictional. And yet, it helped make TAZO the #1 selling brand of tea in the country. They nailed it on several fronts:

Differentiation: The Tazo packaging resembled nothing else.

Mystery: The tone of the brand was mysterious and intriguing.

Creativity: When you’re creating a brand from scratch, it helps to employ a little creative license. Without it, you’d have a boring, fact-based brand that wouldn’t stand out.

Alignment: The product was tweaked to align with the design of the brand.

02_19_13_Tazo_7Smith eventually sold TAZO to Starbucks, and look what’s happened to the packaging.

Will it move off the grocery store shelves and maintain market share? Probably. Does it fit into the Starbucks brand design guidelines? Sure.

But the mystery is gone.

For another example of outstanding branding, try THIS post.

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The Inside-Out Approach To Building A Brand — Start with your people

more effective advertising from BNBrandingI’m always amazed by business owners and CEOs who spend considerable time and money building a brand, only to neglect the most important component of their brand: Their people.

If you want to build a great brand, you better start on the inside and work your way out. Seriously. If you can’t convince your employees to be your greatest brand ambassadors, who can you convince?

If they aren’t drinking the Kool-aid, and building a brand with enthusiasm, who will?

It’s interesting, during a brand audit, to compare the company’s external market research data with prevailing internal attitudes. I’ve seen companies that accurately claim to have a 98 percent approval rating. “Customers love us,” they say. But when we talk to employees, suppliers, past employees, and friends and family, a completely different tune emerges.

thumbs-down-smiley-mdDespite the happy customers, we often find a vocal group that is ready, willing and quite happy to talk smack about the company’s policies, procedures and practices.  Not only are those groups NOT great brand ambassadors, they’re brand bashers.

When that becomes a pattern your brand image, and ultimately your business, will take a hit.

That’s why it’s so important to hire wisely, pay people well and treat them fairly. That’s why you start on the inside. That’s why branding is not just a marketing department thing, it’s an every department thing. That’s why the H.R. department actually plays a critical role in building a brand.

Yes, H.R.!

Just as there are sponsorships, ad campaigns and even products that are “off brand,” employees can also be off brand. Especially when it comes to senior management teams. If your VP of Marketing is not on the same page as your CEO, you’re going to have some major challenges. If you have a parade of people leaving the company, your brand will take a hit.

thumbs-up-smiley-hiIn order to avoid those conflicts that create a revolving door of turnover, your H.R. department, or whoever’s recruiting and screening new recruits, needs to be immersed in your brand.

They should know your corporate culture inside and out and they should understand your purpose, mission, vision and management style.  That’s how they find new employees who will become brand ambassadors rather than brand bashers.

Think about that. Of all the places you’ve worked, how many of those companies do you still talk up, and how many do you talk down?

Chances are, you’re still loyal to a few.

I know people who worked at Apple, Amazon and Nike 20 years ago who still follow those companies fervently. They run in the shoes, invest in the stock and remain brand loyal long after they’ve moved on to different jobs. Even when they’re off building a brand of their own, they’re still devoted to the old brand.

There are more than 2000 Starbucks employees who are attending Arizona State University free of charge, thanks to the Starbucks College Achievement plan. I bet those kids will be Starbucks fans for life.

In “Built To Last’ James Collins and Jerry Porrass show that great companies have “cult-like” cultures. (I think the word “cult” is not quite right. It’s more like a club.)

The point is, Collins proved that great companies have a very clearly defined ideology that you either buy into, or not. “If you’re not willing to adopt the HP Way or the gung ho, fanatical customer service atmosphere of Nordstrom, then you’re not a good fit for those brands. If you’re not willing to be “Procterized” then you don’t belong at Procter & Gamble.”

You won ‘t see a Walmart executive or store manager leave for a position at Whole Foods. Not going to happen.

blog article from ad agencies bend oregonPatagonia, Nike, Whole Foods… companies with passionate, clearly defined cultures are not always easy to work for. In fact, they often demand more of their people than the competitor next door.

But the alternative is much worse…  No culture to speak of. No clearly defined brand. No core ideology for people to rally around. Poor morale. High turnover. Weak leadership. Those are the hallmarks of a brand in decline.

Scott Bedbury uses a nice parenting analogy in his book A New Brand World. “As brands evolve over time, they absorb the environment and karma of an organization, not unlike the way children are influenced by the place they call home. Both brands and kids thrive in an inspiring, learning, caring environment where they are appreciated, respected, protected and understood… So organizations, like parents, must instill values and behaviors that are not only positive, but consistent. ”

If the leadership of a company changes frequently, consistency goes out the door with them.

When you work on your brand from the inside out, your team shows a united front, and front-line employees become what Seth Godin calls “sneezers.” Spreading the gospel of your brand in positive way. When you neglect your people, and focus only on customers, disgruntled employees spread something much worse.

It’s up to you.

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If you want help building your brand, contact me… John Furgurson at BNBranding.

If you want more information on building a brand from the Brand Insight Blog, try this post.

Deschutes Brewing Going National (How to grow without selling your soul.)

Bend, Oregon is a small town better known for big fun than big business. There are only a few local brands that have grown to national prominence. It’s fitting that one is a craft beer.

When it comes to craft brewing and brewery marketing, Oregon is the undisputed leader. And Bend is #1 in Oregon, with the most brewpubs per capita in the country.  (28 at last count, with at least a dozen more in the works. Bend’s population is 90,000.)

brewery marketing in Bend, Oregon by BNBrandingIt all started 28 years ago when Gary Fish opened Deschutes Brewery. Since then, Deschutes has grown into the 6th largest craft brewery in the country, and the 11th largest U.S. brewery, period. That’s big. And with the planned building of the new Deschutes Brewery in Roanoke, Virginia, it is getting bigger all the time.

So here’s the challenge: How do you grow rapidly and build a national brand without alienating the home-grown early adopters who got you started? Oregon’s full of them… influential beer snobs who drink a lot and blog about hop crops, IBU counts, and the relative benefits of barrel aging.

I sat down with Jeff Billingsley, Director of Marketing at Deschutes, to discuss the Deschutes brand and the lessons learned from his career in brewery marketing.

Billingsley is one of the only employees at Deschutes that has experience in “Big Beer.” As a Brand Manager for Coors and then Miller/Coors, Billingsley managed some well-known brands, including Miller High Life, Keystone and Hamms before joining Deschutes in 2012.

“After the merger at Miller/Coors the company was completely financially driven. It was all about the bottom line,” he said. “When I started at Deschutes it was just the opposite. The brewmasters ran the show, and they concerned themselves with brewing the best beer, not managing to a certain margin.”

Brewery marketing -Deschutes Brewing goes national Of course Deschutes wouldn’t be so successful if they didn’t have some processes in place. Billingslee said the team has become more business minded in the past few years, but the culture at Deschutes still is firmly rooted in the craft of brewing and the cult of the brewmaster.

“We (in the marketing department ) don’t identify market opportunities and say, “brew this.”  Billingslee said. “We still let our brew masters do what they think is right and try to guide the category, rather than follow it. Gary Fish (CEO) has always believed in that. Just because there are many breweries killing it with IPAs doesn’t mean that’s what we’re going to do.”

The competition in every craft brew category, from IPAs to stouts and sour beers, is fierce. There are now 3,040 craft brewing companies in the country, and that number is expected to double in the next few years. Everyone’s jumping on the local beer bandwagon, and the mind-numbing number of choices is becoming one of the biggest challenges for Deschutes — and everyone else.

“There’s tremendous growth in the industry right now, and every market we enter has some good, local brewers that we have to compete with. I think the local movement is more of a threat than our bigger competitors. We can’t talk to beer geeks in markets outside of the West Coast. To those people, we haven’t established credibility. We’re just another brewing company trying to come in and steal business from the little local start-up.”

Billingslee said that being entrepreneurial is one of the keys to competing on a local level in any market. It also comes from the top at Deschutes. Gary Fish was named Earnst & Young’s Entrepreneur of the Year in 2013.

bend branding firm blog post about Deschutes Brewing“It’s a much more entrepreneurial environment than I imagined it would be, Billingsley told me. “We really are empowered to try new things.” That’s one of the keys to Gary’s success. We’re less focused on what the competition is doing, and more focused on what WE should be doing. That’s what motivates our people.”

“You have to define winning for yourselves, on your own terms. For us, winning isn’t just about market share. It’s about the experience of our fans, it’s about maybe getting people to try something new, as much as it is about volume.”

Billingsley said the company recently went through a “deep dive” of self examination and research to get a clear picture of their corporate culture and their brand. They hired a new ad agency out of Boulder Colorado and will be introducing new packaging and new advertising in the coming months.

So what is the single most important thing?

DeschutesIPAForayBelgianIPA“Understand what your brand really stands for, stick with it, and find the right execution that fits that. Don’t change who you are in order to chase a market or some new opportunity.”

As the old saying goes, “the main thing is keeping the main thing the main thing.” At Deschutes, that’s the”damn tasty beer.”

Their craft beer continues to win awards at the most prestigious national and international brewing competitions. Their two flagship beers, Black Butte Porter and Mirror Pond Pale Ale, do well in every market they enter. Their downtown Bend Brewpub had its biggest month ever in August. And most importantly, they’re introducing new flavors that keep the Deschutes taps relevant even for the most discriminating beer lover.

According to brewery marketing data by the Brewer’s Association, Deschutes currently has three of the top 15 new craft beer brands. I personally think they’re killin’ it with Foray, their seasonal,  Belgian style IPA. D-licious. Deschutes.

Note: This is not a paid post on brewery marketing, although I happily accept gifts in the form of free growler fills.

For more on brewery marketing and more examples of successful local brands that have gone national, try THIS post.

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content marketing for small business

Content Marketing – Finding and providing something genuinely worthwhile.

content marketing for small businessWhen The Cluetrain Manifesto was first published on the web back in 1999, Christopher Locke wrote, “the internet has made it possible for genuine human voices to be heard again.”

What do you mean, “again”?

Never has the average Joe been afforded  unrestricted access to an audience any bigger than the crowd in a neighborhood pub. This giant electronic soapbox delivers a world-wide audience. Anyone can pontificate at will, on any subject, and potentially reach billions of people across the globe.

How cool is that?

content marketing Brand Insight Blog by BNBrandingThe democratization of online publishing allows anyone, anywhere, the ability to post thoughts, opinions, photos and articles. It has inexorably changed politics,  journalism, medicine and business. It’s a game-changing tool for small-business marketing.

You could argue that it’s the greatest thing since the invention of the radio broadcast.

 

On the other hand, the Internet is also producing a cacophony of epic proportions.

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Used to be, you had to have genuine expertise a in a given line of work in order to get “coverage.”  If you wanted to get published  you had to get past the editors in control, and they were brutally picky.

So the criteria was strict: You had to have something unique to say and a unique voice with which to say it. Therefore, publishing articles was not a particularly common element of most small-business marketing plans.

Content marketing is a different story.

There are no editors screening the content delivered on the internet. Any dimwit can start WordPress blog. Content farms are selling the same articles over and over and over again for $10 a pop. Regurgitation and plagiarism is now being touted as “content curation.” Corporations are hiring print and TV journalists to produce marketing content disguised as authentic news. Bloggers are now “digital influencers” peddling their soapboxes to corporate marketing managers.

Probably not what the ClueTrain authors had in mind.

I frequently get solicitations (ok junk mail) offering pre-written “content” for this blog. For me, it’s a business proposition that just doesn’t compute.

Most of the time the article offered is off-topic, as if my marketing-minded audience will suddenly be interested in  a piece about overnight skin rejuvenation. Often these unsolicited articles are obvious plugs for a product or a company. They’re never well written, thoroughly researched, or authored by anyone I follow/respect in the business.

Why on earth would I run an article like that?

How could that approach to content generation possibly be good for my brand? Or my audience?

Sure, I could probably generate a little bump in short-term traffic, but it’s not going to produce loyal readers. In fact, it’s more likely to drive readers away.

Great brands are built on consistency and quality, not just clicks.

I also get a lot of questions from aspiring bloggers, so here’s a piece of advice… Think about your brand first, and clicks second.

If you produce content of value — something you and your audience really care about— then the traffic will come eventually. There is no shortcut to success, and a genuine human voice will always play better than some anonymous article you picked up and reposted, along with a hundred others bloggers.

Also, always remember how much saturation there is. On most subjects it’s too much information from too many questionable sources. It’s in one ear, and out the other.

For instance, you could never wade through all the online chatter about social media marketing…

“Will it help my small business marketing effort? Can I build a brand around it? How do social media marketing? Can I generate leads on Twitter? Where’s it all going? What’s it all mean for small business marketing?”

I don’t know. It’s still evolving.

But I know this: Just because you have a blog and a few thousand friends on Facebook doesn’t make you a social media marketing guru.

There are a lot of young wannabes in that field who will gladly charge you for consulting, but few real gurus. It’s too new, too experimental. Guru status comes from wisdom, proven results and the perspective you can only get from years of experience.

So if you’re a brand manager, marketing director or business owner trying to figure out the social media thing, beware. Many of those purported experts or thought leaders are just good salespeople and tech-savvy online self-promoters riding the wave. When you’re scouring the internet for insight, pay close attention to the attributions and read the “about us” section to find out who’s really doing the talking.

Locke preached a sermon of hope for the digital pulpit. He predicted that the internet would forever shift the nature of business communications, and he envisioned a world where the consumer would have a voice and corporations would have to listen.

Pretty good crystal ball, he had.

Many big brands are embracing the online “conversation” and are getting better at communicating on a one-to-one level. They may not be the earliest adopters, but they’re catching on and beginning to respond to consumer wishes.

If nothing else, they’re now painfully aware when people start spreading negative word-of-mouth.

But corporations don’t control the bulk of the internet conversation.

It’s the small-business marketing experts. It’s the average Joe on his soapbox with a big ego and a pay-per-click budget. It’s the stay-at-home baker who wants to brag about her latest batch of cookies. It’s the teenage entrepreneur cashing in on Youtube.  Those little businesses are popping up faster than you can say, “what happened to Myspace?”

And that’s great.

Unfortunately there also are many modern snake oil salesman peddling their wares with content marketing. Despite the advances of social media, (or maybe because of the advances) there’s more phony crap out there than ever before.

The self-help industry. The diet programs. The plastic surgeons. The get-rich-quick guys. And my personal favorite, the golf swing gurus. Every Tin Cup wannabe has an instructional DVD or downloadable E-book available on the web. And they’re all “guaranteed to shave strokes off your game.”

Golf Digest wouldn’t publish any of them on a bet. The quality is no better than the corporate spiel that Locke railed against in Cluetrain Manifesto. “The voice is like a third-rate actor in a 4th rate play reciting lines that no one believes in a manner no one respects.”

Yep.

Sometimes I long for the good old days when websites weren’t free and there was some barrier to entry on the internet. But not really.

We’ll all put up with some noise in exchange for the freedom of speech that the internet provides. And small-business marketing is better for it.

Now I’m just hoping for a natural weeding out process.

For more on small-business marketing and content marketing, try THIS post.. 

For affordable small business marketing help, call me at BNBranding.

BNBranding's Brand Insight Blog

brand personality of the Duck Dynasty brand on the brand insight blog

Cammo brand personality (Duck Dynasty goes high fashion.)

How do you know when the alignment of the planets has gone completely askew? When the guys from Duck Dynasty are featured in GQ magazine.

branding tips from the Brand Insight BlogYessir. The Robertson clan has risen from the swamps of Louisiana to the pages of GQ. On one page you have Bradley Cooper, “the prettiest man on the planet,”  throwing the F word around and the next page you have the Duck Dynasty dudes in their cammo-wear quoting bible passages and promoting their own, quirky brand personality. What’s next? Forbes?

Oh, wait. They’ve been there, done that too. A branding coup, for sure.

Back in November 2013 Forbes reported on the irrepressible creep of camouflage into homes and wardrobes of Americans everywhere. Walmart’s best selling piece of apparel in 2013 was a Duck Dynasty t-shirt. I recently saw a line of camouflaged living room furniture. Overall, the Robertson family’s Duck Dynasty merchandise has raked in $400 million in revenues. They have the most popular show in the history of reality TV, pulling in 13 million viewers at its peak— more than American Idol, Survivor, the Breaking Bad finale, and even Hunny Boo Boo.

The Duck Dynasty Brand is everywhere these days. And the brand personality has become legendary. They have deals with WalMart, Target, Kohls and many smaller chains. 1200 products in all, from ear buds and books to their original Duck Commander duck calls. For holiday season branding Hallmark launched a line of Duck Dynasty cards and ornaments and the family recorded Duck The Halls, an album oduck dynasty brand personality on the brand insight blogf holiday music featuring the Robertsons singing songs like ‘Ragin’ Cajun Redneck Christmas’ alongside George Strait and Allison Krauss. That’s the type of brand affiliation that pays dividends.

What’s the secret to success for this good ol’ boy brand? As the old saying goes: “If you want to live with the classes, sell to the masses.”

Middle America, and more specifically the NASCAR nation, is a massive and wildly lucrative market. WalMart’s proven that, and the Robertsons have done a good job parlaying their little bird hunting niche into mass market appeal.

Three things really stand out about this brand: Authenticity, Personality, and Visual Appeal. If you’re going to turn your business into an iconic brand, you need all three.

Brand Personality

In the GQ profile the Robertsons are described as “immensely likable, funny and even cool.”  To me, the best thing about this family, and the brand they’ve built, is that they don’t take themselves too seriously. The guys know they’re a bunch of knuckleheads, and that’s okay. In fact, that’s what makes the show so appealing. Funny human foibles of everyday folks make great TV.

Brand Authenticity

Say what you will about Phil Robertson’s “enthusiastic” religious beliefs and stance on any given political issue, but he’s authentic. No apologies. And the whole brand is absolutely true to the family values he has instilled. They are not trying to be all things to all people and their aw-shucks honesty is appealing.

“They are remarkably honest with each other and with the viewing audience,” GQ reported. “Uncle Si’s traumatic stint in Vietnam, Jep’s boozing and drug use in college, and Phil’s early years of hell raising are all out in the open. And the more they reveal, the more people feel connected to them.”

Most companies try to hide behind a facade corporate double-talk, and shield the public from the brand’s shortcomings. The Robertson’s just put it right out there.

Visual Appeal

Consistent, memorable visuals are essential building blocks of great brands. The Robertson’s would not be where they are today without their immediately recognizable ZZ Top beards and cammo wear. They stand out in a crowd like a turkey at a duck hunt. The beards are a key component of their branding. Plus, those are good looking guys behind those beards. Not Bradley Cooper beautiful, but attractive enough to appeal to the female audience. And they have beautiful wives.

beards-back-490x255

Phil and his CEO son Willie know that this 15 minutes of fame may be fleeting. The lifespan for this type of show is typically not more than five years, so as Michael Stone, CEO of Licensing Agency Beanstalk so aptly put it, “they have to make hay while the sun shines.”

Phil told GQ: “Let’s face it, three, four, five years, we’re out of here. You know what I’m saying? It’s a TV show. This thing ain’t gonna last forever.”

Sure enough, the show is ending its run in 2017.

So the question is, what will the Duck Dynasty brand become once the show and its merchandise tie-ins have died? They’ve done a good job of managing the current onslaught of opportunities, but how will they do in the long-run. Will they maintain the brand personality they’ve established? That’s the real test.

Will the Robertsons go back to just the core business of making Duck Commander duck calls? Will they leverage their popularity into an entire line of Duck Dynasty brand camping, fishing and hunting gear? Or maybe Phil will retire from the family business and just travel around, hunting and preaching?  The possibilities are endless. I just hope it doesn’t involve cammo colored business attire.

For more insight on brand personality, try THIS post. 

Want to build your own iconic brand? Call me at BNBranding.

1 branding blog by BNBranding in Bend Oregon

Paralysis by Analysis (How fear and big data can kill great marketing)

BNBranding logoEveryone’s talking about “big data” and how data-driven marketing is the new wave. There’s no doubt, big companies have more data to work with than ever before. And that data often contributes to successful marketing initiatives.

But it can also be a drag.  Here’s an analogy:

date-driven marketing post on the brand insight blog

We did the book cover and a complete branding program around this title. Get it on Amazon.

Thanks to new technology, golfers can now get data on every little nuance of the golf swing and the game. Hop on a launch monitor for 30 minutes and you’ll have more swing data than you can possibly use.

But in golf, over-analysis never produces good results. If you’re thinking too much about the mechanics of your swing — rethinking the last shot, regripping the club and worrying about the position of the left pinky at the moment of impact — your execution will fall short.

Same thing happens in marketing departments and small businesses.

People get stuck in a rut of over-analysis. They think things to death and worry about all the wrong details. When they finally pull the trigger on something, it doesn’t meet expectations because, perhaps, it was micro-managed.

Which, of course, makes it even harder to pull the trigger the next time.

Blame it on fear. Fear, ego and insecurity. Most marketing managers are not operating in corporate cultures that encourage frequent failure. Just the opposite. So they’d rather do nothing than launch a campaign or initiative that might not produce stellar results.

Instead, they bide their time by gathering data, analyzing the situation, planning, second guessing things and making up excuses. “Well, as soon as we know exactly what the break down is of last quarters numbers and compare those to the previous fiscal year we’ll really know where we’re going. We can’t do anything till then.”

Continued analysis is just a form of procrastination. And procrastination is just fear and insecurity talking.

In small businesses you can’t get away with that for long. And there are times, even in a corporate environment, when you have to trust your gut and  “Just Do It.”

Branding blog on data-driven marketing from BNBranding in Bend Oregon When Nike launched the famous “Just Do It” campaign in 1988, they had no market research data whatsoever. In fact, the top managers at Nike were absolutely anti-research. So the brief given to the advertising agency Weiden & Kennedy was pretty simple:

“We should be proud of our heritage, but we have to grow this brand beyond its purist core. We have to stop talking to ourselves. It’s time to widen the access point.”

Widen it they did!  In “A New Brand World, Scott Bedbury said, “The unique brand positioning of “Just Do It” simultaneously helped us widen and unify a brand that could have easily become fragmented. The more we pushed the dynamic range of the Just Do It commercials the stronger the brand positioning became.”

“Just Do It” will go down in history as one of the most successful and memorable slogans of all time. It cemented Nike’s #1 position in a massive market and became the cultural soundbite of an entire generation of wannabe athletes and weekend warriors.

And they did it without “big data.” No one would have called it a data-driven marketing initiative.

Don’t get me wrong, when it comes to jump-starting the creative process there’s nothing better than a veteran account planner with good research and a brilliant creative brief. But let’s face it, that scenario only applies to one-tenth of one percent of all marketing efforts. Only the biggest brands with big ad agencies can afford that luxury.

Most business owners are only dealing with little bits of data, pieced together from various sources like Survey Monkey, sales meetings and customer comment cards. If they’re operating from a place of fear and insecurity, this piecemeal data is not enough to go on. They’ll always need more. Always hedge their bets saying “we don’t have enough information to go on.”

At some point, they just have to move forward, regardless.

And here’s another type of “data” that constantly sabotages progress: Institutional memory. Managers who have worked somewhere for a long time often say ” we don’t do it that way.” Or “this is how we’ve always done it.” Their institutional memory overrides good new ideas or any insight that might be generated by data-driven marketing.

And how’s that working out?

Insecure marketing managers are often the ones who know, deep down, that they’ve been promoted beyond their level of competence. They’re afraid of being found out, and that fear affects everything they do.

Advertising agency for real estate developersThey fill their teams with clones of themselves and with sub-par talent in order to elevate their own status. They find their way onto teams that are led by other grade C executives, rather than A-grade players. They squelch initiative and kill great ideas at the drop of a hat.

Avoid these people at all costs!

To the insecure over-analyzers I say this:  Pull your head out of the data and Just Do It!

The best way to gather more data is to get something done and then look at the results. At least your missteps and blind alleys can lead to insight about where NOT to go next.

If you do nothing you have nothing to go on. No new data.

One of my favorite sayings applies here: “Action is the antidote for despair.” If you’re stuck, do something besides more analysis and more stewing.  Take action and keep in mind, failure is, ultimately, the key to success.

Creative types— the writers, art directors and designers who execute great ad campaigns — know this intuitively. Getting shot down comes with the territory, and we always have five more good ideas ready to roll. If only the client would just let go and pull the trigger.

So by all means… employ data-driven marketing. Use all the information at your disposal to gleen some insight that will, hopefully, inform your marketing efforts. But don’t expect data-driven marketing to be the panacea. Big data doesn’t replace the need for a big idea.

For more on how to manage your marketing efforts, check out THIS post.

 

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Marketing lessons from the not-so-surprising failure of Sears

Marketing lessons from Sears on the Brand Insight Blog from BNBrandingbrand credibility from branding expertsThe recent demise of Sears, once the country’s largest retailer, is replete with valuable marketing lessons for business owners, entrepreneurs, marketing execs and brand managers.

It’s a classic American entrepreneurial tale.

When the Sears store in my hometown closed its doors. a 60 year presence in the market I was not exactly distraught.

I bought a few tools there, once upon a time. And an appliance or two, but I certainly wouldn’t say I had any fond memories of the place, much less brand allegiance.

Sears dates all the way back to 1886 when Richard Sears started selling watches to his coworkers at the railroad. Alvah Roebuck was his watchmaker, and in 1893 the name Sears Roebuck & Co. was incorporated.

marketing lessons from Sears and BNBranding in Bend OregonThey grew the business rapidly by selling all sorts of merchandise through the mail at a price that undercut the local mercantile. The product offerings were broad — everything from violins to patent medicines and do-it-yourself houses — but the target market was narrowly defined: small towns where the general mercantile was the only real competition.

It was wildly successful niche marketing, for awhile.marketing lessons from sears on the Brand Insight Blog by John Furgurson

Sears went public in 1901 and in 1925 the first Sears store opened, in Chicago.Mr. Sears got ridiculously rich. Industrialist, oil baron rich.

By 1933 they had 300 stores and the mail order business began to take a back seat to the retail business.

Over the next 50 years Sears became a multi-national retail empire, with 2200 stores and the world’s tallest building as its corporate headquarters. The company obviously did a lot of things right over the years.

For instance, Forbes Magazine reported that “Sears successfully developed some of the strongest and most famous private-label brands in history.  Those brands include Craftsman tools, Kenmore appliances, Diehard batteries, Weatherbeater paint, and Roadhandler tires.

Marketing lessons from Craftsman on the brand insight blog

One of many successful brands that Sears built.

Those are great names, and the success of those product lines is textbook branding. Someone at Sears was well advised to resist the line extension trap and NOT put the Sears name on a car battery or a paint can.

Some Wall Street insiders believe it’s those proprietary brands that could save Sears from its current “slow motion liquidation.” In fact, there have been rumors that Sears will begin selling some of those brands through other retailers, including Costco. Maybe there’s a future for Sears as a wholesaler???

Sears is a good example of how success often leads to temptation and complacency. Temptation to expand and diversify into other businesses and complacency when it comes to the core of the brand. (I’m not sure anyone in the last 30 years could even define the core of the Sears brand. They were all over the place!)

Sears got into the insurance business with AllState, the financial services business by buying Dean Witter Reynolds, the real estate business with the purchase of Coldwell Banker and even the credit card business, with the launch of the Discover Card.

In the meantime, they missed an opportunity to dominate the direct marketing business, they neglected their retail stores, failed to convert their catalog into a successful ecommerce business, and let their wildly popular private label brands languish.

So much for a clearly defined Sears niche.

For 20 years Sears has been trying to re-position itself as a competitor to Macy’s, JCPenny, Kohl’s and Target. Remember the slogan, “The softer side of Sears?” That was an ill-fated attempt to sell clothing. Now they have the Kardashian Collection. Yikes!

Marketing lessons from The Kardashian Collection. Does this look like Sears to you?

The Kardashian Collection. Does this look like Sears to you?

Forbes magazine reported: “Sears is relying mainly on inauthentic celebrity exclusives (does anyone really believe that Kim Kardashian would actually shop at Sears?) to attract younger, fashion-conscious consumers, and it is clear that Sears has lost its way.”

As Laura Ries put it, “When faced with a broadening of its category, Sears should have narrowed its focus and become a specialist. Instead of shifting to the “softer side of Sears,” the retailer should have further embraced its harder side.”

The department store niche is not the answer to Sears’ problems. Walmart has taken both the price and one-stop shopping advantage.

Target is positioned as the trendy, aspirational choice for millennial girls.

Home Depot is the place to go for home improvement.

has the online convenience advantage. Best Buy dominates in electronics. Lowes is succeeding with appliances. There’s just no room for a general purpose department store that’s trying to be all things to all people.

Even if there wasn’t all that competition, you’d still never convince people that Sears is a good place to buy clothing. That was never going to fly!

Sears Brand car battery

Not sure what can jump start Sears at this point.

It will be very interesting to see what becomes of the company now that it’s merged with Kmart and owned by infamous hedge fund manager Eddie Lampbert. The stock has lost half its value. They’re closing 120 stores this year. And there doesn’t seem to be a plan in place to revive it.

The company’s latest hail-mary strategy  is “a free social shopping destination and loyalty rewards program called “Shop Your Way.” (Note to management: A loyalty program’s probably not going to work too well in all these towns where the stores have been shuttered.)

Even the most beloved retail chains have a hard time with loyalty programs. A recent study by McKinsey & Co. found that despite their general growth and popularity, loyalty programs actually erode margins and destroy value for their owners. Companies with them grew no faster than — and sometimes slower than — those without loyalty programs.

The latest update on the Sears saga has Lampbert borrowing a page from Donald Trump’s playbook, blaming irresponsible media coverage for Sears’ troubles.

According to the Business News, Sears has not shown a profit in the last six years. And talk about spin… Lampbert went so far as to liken that performance to Amazon’s early years.

That’s delusional leadership.

Crain’s Chicago Business summed it up the best:  “If the hedge-fund mogul knew how to fix Sears, he’d have done it by now.”

There are only two things the company has going for it: massive real estate holdings, and some great brands NOT named Sears.

For more marketing lessons and insight on marketing leadership, try this post.

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4 path to marketing success

Who reads long copy these days? The hungry ones.

BNBranding logoI’m really tired of people telling me no one reads anything anymore. “Copywriting doesn’t matter.” “Long copy is dead.”

A prospect recently said he didn’t want professionally-written web copy because, “no one reads it anyway.” He insisted that “People go to a site looking for something very specific. They don’t want to read, they just want to find what they’re looking for and move on.”

BNBranding use long copy to be authenticSo instead of a sharp, well-crafted message on his new website, he threw together a series of meaningless, self-serving “blurbs” that he could pick up and and Tweet.

None were authentic or compelling in any way. Good for nothing soundbites, to quite frank.

That’s too bad.

Why spend good money on a new site, and then cut corners on the message development and copywriting? It makes no sense.

If a user has found your site, and has gone to the trouble of clicking in, they’re obviously looking for something they think you have… Information, products, services or insight of some kind. They’re hungry, and they’re following a crumb of promise, and you darn well better feed them something tasty.

When people are serious about a purchase, they read plenty!

It’s self-selected relevance… ONLY people who are interested in your product, company, or niche will feast their eyes on your copy. There’s absolutely no need to address anyone else. And it’s been proven, time and again for more than 100 years, that people will read long copy if it’s relevant to their needs.

So to that client, I suggested he think of his website as a catering gig… The home page is the appetizer. You can’t just tease them with the first course and then leave the party. At some point, you gotta give them the meat.

give 'em the sizzle. BNBranding.And guess what… When you do give them substantial, well-written copy, your website will perform better from an SEO standpoint. (Google it!)

Many companies invest big money on the design and programming of a new site and then insist on using free,“factual content” from inexpensive third party sources. Or they have an intern cut and paste “keyword rich” copy into the site.

But the faulty logic of “free content” leads to a detrimental, self-fulfilling prophecy… A couple months later that business owner will look at his Google analytics and see that users aren’t spending any time on those pages of the site. Inevitably,  he’ll say, “told you so. Long copy doesn’t work.”

Of course no one read that free content. It has no flavor!

There’s no connection to your brand, your company’s culture, your product or your unique selling proposition. It’s the exact same tasteless corporate blah, blah, blah that everyone else in your niche is saying.

BNBranding long copy is more convincing

It left a bad taste in their mouths, and they went elsewhere. You had them at the table, and you left them hungry and disappointed.

The argument for free content reminds me of the business owner who says, “Oh, I tried radio and it never worked.”

How many times have I heard that one? My response is always the same: “Uh-huh. Let’s hear it.”

Inevitably, the radio spot used to prove the point involved two on-air “personalities” and some inane dialog that’s about as natural as botox on a Pug’s face. Boring, vanilla flavored crap. Or worse yet, a locally produced jingle.

The fact is, people will  respond to a well-written radio spot if it’s relevant to them. If it’s not relevant, or incredibly entertaining, they’ll simply change channels.

Same with web copy.

long copy still works brand insight blog from BNBranding bend oregon

long copy still works

People have been debating the benefits of long copy since Claude Hopkins made millions writing ads in the early 1900s.  Later, David Ogilvy, the grandfather of modern advertising, was a big proponent of long copy.

He understood the need to do two things:

1. Strike an emotional chord that resonates within the deepest, reptilian recesses of the brain.

2. Back it up with enough proof to hurdle the objections of the analytical mind. Often that means long copy.

There’s abundant A-B testing that proves long copy outsells short copy. But it’s not that simple. Crappy long copy won’t work better than well-written short copy. It’s not the word count, it’s the quality of the message, the concept, the story and the choice of words that really matter.

It also depends on the product, the category, the value proposition, the context and many other variables. It’s not a “one size fits all” proposition.

Unfortunately, there’s a trend right now toward one size fits all web design. It’s a move away from anything wdon't settle for plain vanilla copy. Bend Oregon ad agency.ritten to a more visual approach with a lot of  boxes, buttons and clipart info-graphics. It’s a template-driven, paint-by-numbers approach that guarantees a big, homogenized playing field of similar-looking sites. All vanilla.

Most companies are trading differentiation and persuasion for the convenience of off-the-shelf execution. And they’re getting lost in the process.
If you’re making a complex, business-to-business pitch, your site should not look, feel or behave like a site selling a simple impulse item. The higher the level of involvement, anxiety or skepticism about your product, the longer the copy should be. In that case, the old-school idea of “the more you tell, the more you sell” still applies.

Let’s say you blow out your knee and you need ACL surgery. Chances are, there are several knee specialists in your market to choose from.

If you’re an orthopedic practice you could load-up generic medical info about the statistical outcomes of ACL surgery.  Or you could provide the facts, wrapped with some emotional reassurance. Call me a whimp, but if it were me, I’d want a friendly little pat on the back that says, “It’s going to hurt, but it’s going to be okay. Here’s what you can expect. Here’s the PT you’ll have to do. Here’s what others have said about the experience.”

You can’t do good beside manner in one paragraph.

Plus, in that scenario, facts just don’t cut it. The tone of the copy and the overall presentation need to do more than inform, they need to put the patient at ease. For that, you need well-written copy not vanilla flavored content.

positioning strategy BNBrandingHere’s another example… I have a client who has a very involved, do-it-yourself product sold exclusively online. It involves a long selling process and full weekend of yard work after the purchase.

Do customers want the facts about installation and detailed instructions? Of course. But they also need a friendly nudge to actually get the job started. They need reassurance that they won’t get stuck in that Ikea-like hell with a half finished job and lots of left-over parts.

In that case, it’s customers who will be hungry for the long copy. And if you don’t provide it, they may end up paying for a product that’s just collecting dust in the garage.

These days, you can’t just tell them. You also have use every modern marketing devise to demonstrate, illustrate, persuade and prove your case. Long copy still sells, it just has to be served up a little differently.

Use video for presenting meaty customer testimonials or show-and-sell product demonstrations.

Use white papers and case studies to present deep, elaborate arguments that prove your value proposition. (A recent Harvard survey showed that case studies are THE most-read form of content in B-to-B content marketing.)

Use YouTube, Twitter and everything else in your power to deliver the appetizers. But don’t forget the main course. There HAS to be some meat on that bone, somewhere.

You can’t just keep leading people through a site, deeper and deeper and deeper, without ever delivering the whole story.  It might only be a small percentage of users, but there ARE people who hungry for that. And often it’s your best brand ambassadors.

For more insight on copywriting

For examples of great copywriting

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5 Strategic Thinking vs. Tactical Acting – Your marketing needs both.

BNBranding logoI’ve been writing the Brand Insight Blog regularly since 2007. The single most popular post I’ve ever written focuses on the difference between marketing strategy and marketing tactics. Thinking and planning vs. doing and implementing.

Seems there’s a some confusion there, to say the least, about the definition of tactics and strategy.

For example, I saw a blog recently titled “Top 10 Social Media Strategies.” But the list was purely tactical. Not a strategy to be seen.

Here’s a quick tip: If you see the word “strategies” – plural- it’s probably not really a strategy. Strategy is singular. Focused. Unique.

Tactics are plural. They’re done by everyone, including your competitors.

So if you’re still a bit unclear about the difference between marketing strategy and marketing tactics, here’s another way to look at it…

Think about Insight vs. Execution. Insight being the crucial strategic thinking that has to happen before you execute the tactical plan. Think, then act.

Graham Robertson of Beloved Brands talks about the difference between strategic thinkers and tactical implementers. He writes…

“To me, the difference between a strategic thinker and a non-strategic thinker is whether you see questions first or answers first.” Whoever wrote that blog post on social media definitely sees answers first, and social media is it.

Strategic Thinkers ask a lot of “what if” questions before they begin to develop solutions.  They think, they reflect, they plan and they stew on things before they act. In fact, many never act at all. They deliver a report and walk away, or they delegate the execution to the tacticians.

Tactical people jump right into answers.

They believe that doing something is better than doing nothing at all. They opt for action over thinking, so it often turns into a “ready, fire, aim” scenario. They are impulsive doers who often get frustrated by strategic thinkers.

It’s like Captain Kirk in an old StarTrek episode yelling at Spock; “What we need now, Spock, is a little less analysis and lot more action!”

Spock was the strategy guy. Captain Kirk was the execution guy.

There are many business owners with A-type personalities who fall into the category of non-strategic implementers. They’re the ones who quickly jump on every new marketing bandwagon that comes along, hoping for a home run without ever taking batting practice.

They do a lot, but without clear direction they often do a lot of the wrong things. They’re all over the place.

Strategists, on the other hand, often think themselves to death and never get anywhere.

My firm is often brought in for tactical projects because many clients don’t think they need the strategy help. But in most of those cases, we have to work our way “upstream” to answer those key, strategic questions before we jump into creative execution of a website, ad campaign, social media effort or whatever.

marketing strategy rafting the deschutesTactical implementers never paddle upstream. They just go with the flow.

To be a great marketer you have to wear both hats.

“While pure strategy people make great consultants, I wouldn’t want them running my brand, Robertson said. ” They’d keep analyzing things to death, without ever taking action.  And while tactical people get stuff done, it might not be the stuff you actually need done.  I want someone running my brand who is both strategic and tactical, almost equally so.”

A tall order for most marketing people. In fact, Robertson estimates that only 15 to 25% of all marketing people are legitimately “strategic”  in their approach to their jobs. There are far more tactical marketing implementers than there are strategic thinkers.

If you’re building a career in marketing you need to pinpoint your strengths. If you’re more of a manager, organizer and list-making delegator, you’ll probably want to find people for your team who can fill in the strategy gap.

You can’t just suddenly decide to “be strategic.”

Being strategic means reading between the lines, delving deeper than just factual data, and trusting your instincts. That takes years of practice and a certain personality type. Don’t try to be something you’re not. Besides, there’s nothing wrong with being a good tactical implementer who gets a lot of stuff done.

tactic definition - balance your marketing tactics and strategy with BNBranding

Balance your marketing strategy and tactics for best results.

There are thousands of successful design firms and small ad agencies that have no strategic thinkers at all. The account executives simply coordinate the list of tactics they’re given by the client. The creative specialists — writers, graphic designers, web programmers, SEO guys, photographers, and social media specialists execute those tactical projects.

That can work for companies that already have a well-defined brand and a clear-cut marketing strategy. But it doesn’t work if the business owner doesn’t have her story spelled out on paper.

In that case, those creative implementers will spin their wheels and go through a lot of false starts before they hit on something that strikes a chord with the client. And more importantly, with consumers.

Launching a FaceBook contest is not a strategy. It’s a tactic. (And by the way, it’s not an effective tactic if you think it’ll replace other forms of paid advertising.)

“Content Marketing” is not a marketing strategy. It’s a tactic. One of many things on your to-do list that will help you achieve your marketing goals.

Producing and running a Super Bowl commercial is a tactic. Deciding which product or service to focus on, in that Super Bowl commercial, is strategy.

The most common mistake in marketing strategy is a lack of focus. A strong strategy demands focus, but most business owners want to be all things to all people.

I was talking with a real estate firm the other day and they had all their “specialties” listed on their website: “First time home buyers. Second time home buyers. Golf homes. Down-sizers.”

Upscale, low scale, middle of the road scale. Nothing was left out, which made the whole idea of specialization ridiculous.

Time to start swimming upstream!

But strategic thinking is tough. It involves hard decisions and thoughtful contemplation that many business owners simply don’t have time for.

The most important strategic “what-if” question you can ask yourself is this: What are you going to hang your hat on? What’s the ONE thing that you can shout from the rooftops? What if it’s this? What if it’s that?

Imagine that you can only advertise your business on billboards along the freeway. You get one idea and one idea only. Five words max.  Otherwise, no one whizzing by at 65 will see it. Good luck with that. Distilling your marketing strategy down to that level is a rare talent.

If you make the strategic decision to NOT specialize, your tactical execution will suffer dearly. Generalizations never work as well as specifics, and when you’re “targeting”  “men and women age 35 to 64” you’re really talking to no one.

In that case, a good advertising team will simply ignore the strategy-that’s-not-really-a-strategy, and hone in on one very specific idea.

Occasionally, some great business strategies come out of this process. Purely by accident.  But it’s much more efficient to have your marketing strategy mapped out first and then match the tactics to that.

Think Strategically. Act Tactically.

If you need help thinking strategically, or executing any of your marketing tactics, don’t hesitate to call. 541-815-0075. BNBranding can help take your business to the next level with a balance of logical strategy and quick action.

Want to read the original post on strategy vs. tactics? Click Here. 

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