Tag Archives for " MARKETING STRATEGY "

6

Want to build a brand? First, own an idea.

I think all entrepreneurs should study advertising. Entrepreneurs are full of ideas, and advertising is an industry of ideas…

Ideas on how to build a brand. How to build credibility and authenticity for existing brands. How to engage an audience and convert leads into sales. It’s those big ideas — paired with exceptional execution — that produce growth for clients and vault agencies into the national spotlight.

The same can be said for start-ups. Businesses that start with a big idea, and then stick to it, are the ones that become iconic brands.

Maytag owns the idea of worry-free appliances. For more than 30 years their advertising has brilliantly communicated the idea of dependability with the lonely Maytag repairman who never has anything to do.
Now he even has an apprentice. The Leo Burnett Agency introduced a strapping new version of Maytag repairman… a side-kick who can talk about technological advancements and appeal to younger women.
The Maytag repairman character is so iconic Chevy actually used him in a television spot touting the Impala’s reliability.
Maytag owns the idea. Chevy’s just borrowing it.
Maytag’s core brand idea helps segment the market and differentiate them from the competition. Nobody else in that category will try to claim the idea of “reliability.” Won’t work because everyone knows that Maytag = dependability.

Google knows how to build a brand. They own the idea of online search. So much so, it’s become a verb. “Google it.” It’s the world at your fingertips.

Campbell’s owns the idea of “comfort food.” That brand is not about flavor, it’s about the rainy day when your kids are home for lunch and you sit down for a bowl of soup and grilled cheese sandwiches. Campbell’s warms, comforts, nourishes, takes you back in time and puts a smile on your face.

For only about one dollar.

Volvo owns the idea of safety. That’s their clearly perceived position in the automotive market.

own an idea BNBrandingEven though driving an automobile is inherently risky, people believe they are safe in a Volvo. And that belief feeds the folklore that sustains that idea and Volvo’s brand image.

Even though Volvo models have all the glamorous features of a luxury brand, they’ll never be seen as luxury cars. Just safe cars.

Funny story about Volvo shopping… Some years ago I seriously considered buying a Volvo SUV for my family. I did the research and went to the local lot for a test drive. But the salesman blew it. He was so adamant about the brand’s safety record, he tried to convince me that Volvo actually used Swedish convicts as live test dummies. True story, he claimed. That’s how Volvo developed such a safe car… by crashing them with convicts at the wheel.

Needless to say, Volvo’s reputation for safety and the car’s luxurious ride couldn’t trump the salesman’s idiocy. I bought an Audi.

Who owns the idea of “fast food?”

McDonald’s, of course. But when people began to realize that fast food wasn’t so good nutritionally, Subway had their own idea… “Healthy Fast Food.”  It was healthier than McDonalds, and Jerod proved it by losing like a thousand pounds while eating Subway Sandwiches.

That simple idea has propelled Subway to #1 in the fast food category. There are 44,800 subway Subway stores to 36,500 McDonald’s stores.

Jimmy Johns owns the idea of fast sandwich deliveryNow Jimmy John’s owns the idea of FAST sandwiches. Not fast food, or sandwiches like Subway, but sandwiches delivered quickly, wherever you may be.

That’s a good strategy of differentiation, especially because their sandwiches aren’t all that great. If they stick with the idea, and execute the idea religiously by actually delivering every sandwich faster than anyone expects, they’ll have a winning business formula.

It’s a core brand concept that’s easily demonstrable in advertising.

And that’s particularly important when it’s a category of parity.  The sandwiches at Quiznos, Tomo’s, Jimmy John’s and Subway are all pretty much the same, so the advertising idea becomes even more important.

Insurance in another such category. It’s a fairly even playing field in a low-involvement category. (Let’s face it, dealing with insurance is about as much fun as going to the dentist.)

Allstate owns the idea of mayhem. In their current advertising campaign the agency  put a face on mayhem, and gave him a smart-ass personality. Everybody knows somebody like that, you just hope your daughter doesn’t date the guy

State Farm has a long-running slogan, “like a good neighbor.”  Unfortunately, neither the advertising nor the customer service support that idea.

Geico saturates the airwaves with humorous advertising and outspends everyone in the insurance category. Thanks to an annual budget of $500 million a year the Geico Gecko and the cavemen have become fixtures in American pop culture. But the message is all over the place. There’s no core brand idea that anyone can grasp.

Guess who owns the idea of sparkling white teeth?  It’s not Colgate. Not Crest. Not a toothpaste, at all.  It’s Orbit chewing gum, a fairly new brand from the master marketers at Wrigleys.

The Orbit girl “cleaning up dirty mouths” campaign helped them capture the #1 spot in the chewing gum market.

(I think Orbit copied the Progressive Insurance advertising. Progressive is the sparkling white insurance brand, for whatever that’s worth.)

Coming up with a core brand concept is hard work. You really have to dig. And think. And explore.

Most of the good ideas have already been done, or can’t be owned authentically. That’s the trick… finding a conceptual framework that honestly fits with your product or service offering.  (BNBranding can help you with that.)

Many big brands don’t own an idea at all.  JCPenny, or JCP as they’d like us to say, doesn’t own an idea. They’re trying desperately to be younger, cooler and more hip than they used to be, but the name change and the slick new execution of  of their print advertising doesn’t make up for the lack of a relevant idea.

Whether you’re selling insurance or chewing gum, building a brand begins with a simple idea.

Anybody can borrow some money, hang up a shingle and start their own business. But the companies that last — the ones that become iconic brands — almost always start with a clearly defined, highly demonstrable idea that goes beyond just the product or service.

Do you need ideas? Need help with your brand messaging? Get started right away. Click here. 

Want to learn more about how to build a brand? Try this post.

2

Successful branding – 3 logical reasons why brands need more emotional thinking

BNBranding logoIn the battle between right-brained marketing people, and left-brained finance people, the left brainers usually win. Our entire culture is driven by the left-brained rationalists.

They have data, spreadsheets, and the graphs to support their decisions.

We have gut instinct, intuition, experience, taste, style and emotion on our side. But we also have neurobiologists who can prove that successful branding hinges more on emotional thinking than on logic. In fact, in the three-step branding process — Gut, Heart, Head — the rational head comes in last.

“Joseph DeDoux, professor of Neuroscience at New York University says, “The amygdala can literally hijack our mind and body, causing us to respond emotionally while completely bypassing our cerebral cortex, the seat of conscious awareness.”

Dodge Viper example of successful branding at Chrysler

The Dodge Viper was not an analytical decision.

Bob Lutz, former CEO of Chrysler and Vice Chairman of GM, once said he vetoed the finance guys and made a gut decision to develop the Dodge Viper.

In a Harvard Business Review column, Lutz said “There were those at Chrysler who thought the budget could be spent more prudently, but those of us who looked at it from a right-brained, emotional perspective saw what the car could do for the company.”

The Viper wasn’t exactly a hot seller – only about 500 were sold in 2016, the last year of production. But the world’s first moderately-priced supercar certainly is a case study of successful branding. And there was nothing rational about it.

“The best companies balance the perspectives from both sides of the brain when making decisions. The problems occur when the left brainers wield too much power in senior management,” Lutz said.

So here are some good, logical reasons to embrace emotional, right brain thinking in your business. It really is the secret to successful branding in the long term.

1. There is no such thing as a completely rational decision. 

Don’t kid yourself. Even when CEOs methodically assess every detail of raw data and attempt to be completely rational there’s still an element of gut instinct at work.

Spock-like analysis is tainted by knowledge of who did the spread sheets, where the data came from, what other, similar data they’ve used in the past, and a dozen other factors.

Humans make decisions in the blink of an eye, and every one is influenced by a hundred factors, beyond the facts.

We like to think we’re rational and fair in our decision making, but we’re not. The human brain reaches conclusions before we even know it has happened.

Before any conscious thought or choice occurs, we FEEL something. Something emotional and completely irrational. It might be curiosity. Amusement. Desire. Arousal, Or, quite possibly, repulsion. But whatever it is, it’s not rational.

So before anyone has a chance to analyze any of the facts, the adaptive unconscious has already sent a gut reaction coursing through their veins. The conscious, analytical brain doesn’t have a chance. Therefore, branding success hinges on powerful, immediate, emotional connections.

In Harry Beckwith’s book You, Inc. he says, “People don’t think, they stereotype. They don’t conclude, they categorize. They don’t calculate, they assume.”  And they do it quickly.

Malcom Gladwell’s bestseller Blink is all about that.

2. Simple is better.

An analytical approach to marketing communications is inherently more complex than an emotional approach. And in the battle between complexity and simplicity, simplicity wins every time.

When the guys in the white lab coats start wagging the marketing dog, you get fact-filled ads and mind-numbing PowerPoint presentations devoid of any emotion at all. There’s no heart in it.

successful branding from BNBrandingIn the absence of emotional context, listeners/viewers/users simply check out and move on to something that does resonate subconsciously.

Say you’re pitching a new idea to your bosses, or to a group of investors. You’ve analyzed the problem from every angle. You’ve devised a brilliant solution and written a compelling argument for it, backed with tons of data. But you never get past the snap judgment.

By the time you get to slide #5 of 75, they’ve already made up their minds.

People don’t wait around for their analytical brain to kick in and say, hey, this is worth my time. That train has already left the station. The gut feeling of irrelevance has already won out, and that gut feeling is far more powerful than any most people care to admit.

So successful branding hinges on the gut.

3. Sometimes the data is just plain wrong.

The market research industry has revealed many useful facts over the years. But when it comes to predicting how new ideas or new products will be received, market research data often misses the mark.

examples of successful branding from BNBranding

Market research could not predict the success of this chair

When the Herman Miller Company first designed the Aeron chair, all the pre-launch research pointed to a dismal failure. It didn’t look comfortable. It didn’t look prestigious. People didn’t even want to sit in it.

It became the best selling chair in the history of the company and the inspiration for countless knock-offs and imitators.

The successful branding of the Aeron chair stemmed from the gut reaction to the feeling of sitting in it. Their butts and backs were talking, which led to a love affair of customers who weren’t shy about sharing their passion.

And what about the famous marketing debacle called New Coke…

“Coke’s problem was that the guys in the white lab coats took over,” Malcom Gladwell said.

First, Pepsi launched something called The Pepsi Challenge, and proved that people preferred the taste of Pepsi over the taste of Coke.  It was a brilliant move in the Cola Wars, and it provoked a bit of panic from Coke.

For the first time in history, the folks at Coke started messing around with their famous, patented formula.  They tweaked it and tested new versions until they had something that beat the flavor of old coke in every taste test.

The executives were absolutely sure they should change the formula to make it sweeter, like Pepsi.  The market research showed people would buy it. But as Gladwell says, in the most important decisions, there is no certainty.

It’s not the flavor that sells so much Coke. It’s the unconscious associations people have with it, including the advertising, the shape of the bottle, the brand’s heritage, the childhood memories associated with it… It’s THE BRAND!

New Coke marketing failure

One of the all-time biggest branding failures

The guys in the white lab coats at Coke-a-Cola didn’t take the brand into account, and they could not possibly imagine the fallout.

No one knew how much Coke-a-Cola was truly loved until it was taken off the shelves and replaced with “better tasting” New Coke.

This was 1985 — way before Twitter, Facebook and blogs — and still, the company was deluged with immediate customer rants.  “How dare you!” was the overwhelming sentiment.

Sergio Zyman, CMO at Coke-a-Cola at the time, called it “an enormous mess.” It took the company only 77 days to reverse their decision, and go back to the original, “Coke Classic.”

The fact is, if the leadership at Coke had listened to their instincts, instead of just the data, they never would have done it.

Which brings me back to Bob Lutz who said the all-powerful voice of finance is a familiar enemy to innovation.

“It’s a classic example left-brained thinking shooting its pencil-sharp arrows straight into the heart of right-brained creativity.”

That’s what kills successful branding.

Here’s more on successful branding of the Dodge Viper

For more on the emotional side of branding, try THIS post. 

BNBranding's Brand Insight Blog

6 Small brands, big attitudes. How to create an XXL brand personality

BNBranding logoWhy do some businesses with relatively mundane products and services take off, while others stagnate? Often it comes down to brand personality. Or lack thereof.

Ben & Jerry's brand personality on the Brand Insight BlogWhen Ben Cohen & Jerry Greenfield started selling homemade ice cream out of a renovated gas station in Burlington, Vermont, it was personality and a little extra attitude that helped get the business off the ground.

Jerry said, “If it’s not fun, why do it?” Ben said “Every company has a responsibility to give back to the community.”  Those two simple ideas became the driving philosophy of the Ben & Jerry’s brand.

Over the years they’ve had a lot of fun with their crazy flavors: First it was Cherry Garcia, named for Jerry Garcia of the Grateful Dead.Currently, it’s Karmel Sutra. Imagine Whirled Peace. What A Cluster.  Magic Brownie.  Jimmy Fallon’s Late Night Snack. And Alec Baldwin’s Schweddy Balls, named after a Saturday Night Live character.

There’s authentic brand personality in every lick.

Needless to say, some people (including a few franchisees) were offended by the idea of Schweddy Balls on a waffle cone. But the company’s not shy. In fact, you could say that bravery is part of the brand personality.

Bend Oregon branding firm blog post on Ben & Jerry's

Controversial flavor of the month at Ben & Jerry’s

Ben & Jerry have never been afraid of a little controversy. In fact, they embrace it as a core brand value.

They decided from the get-go that the company needed to stand for something beyond just making money. So they built their passion for social and environmental issues into the business model. That, by itself, differentiates their brand from the competition — and from 90% of the corporations out there.

You don’t see Baskin Robbins doing Free Cone Day for local charities. Or buying environmentally friendly freezers. Or supporting Fair Trade. Or railing against military spending. Or even occupying wall street. You won’t find Haagen Daz supporting a local school fundraiser.

In their book, “Double Dip,” Ben said “Modern marketing is a process whereby faceless, nameless, valueless corporations hire marketers to determine what the consumer would like their brand to be, and then fabricate an image that corresponds. But they still only get a sliver of the market, because their made-up story isn’t any more appealing than the next. With values-led marketing you just go out there and say who you are. You don’t have to fool people to sell them your product.”

That’s what you call an authentic brand personality.

Most business owners seem to think they should keep their personal views and beliefs out of business. But for Ben & Jerry, their personalities and personal moral code created a corporate culture that’s become a model for value-driven businesses everywhere.

Like on the opposite side of the country, at McMenamin’s in Portland, Oregon. If you’ve spent any time at all in Oregon you’ll know the name McMenamin’s… Brewpubs. Historic, landmark hotels. Great microbrews. Movie Theaters. Restaurants. Music venues. Hidden, hole-in-the-wall bars. And did I mention the beer?

brand personality of McMenamins

McMenamin’s is a unique, regional brand that was started back in 1974 by two Portland brothers, Mike and Brian McMenamin. Like Ben & Jerry, they aren’t corporate marketing types or Silicone Valley entrepreneurs. They’re just normal, laid-back Oregon dudes with a shared vision and a taste for good beer.

brand personality from bend oregon advertising agency blog postFirst they had a small café in a run-down industrial area of Portland. Then, in 1985, they created the first post-prohibition brew pub in Oregon and ignited what is now a 22 billion dollar industry. Today they have more than 60 locations throughout the Pacific Northwest, many of which are undeniable destinations, in and of themselves.

One thing the McMenamin brothers have in common with Ben and Jerry is a quirky, earthy, anti-corporate attitude. In fact, there’s a conscious anti-branding ideology at McMenamin’s that, ironically, produces a distinctive brand experience.

Even though each property has its own unique identity, they all bear a striking family resemblance. Check into any of their hotels or just order a pint at any of their neighborhood taverns and you’ll know you’re at a McMenamin’s.

bend oregon advertising agency blog post on brand personalityThe vibe is distinct.  Appealing. Even irresistible.

Mike and Brian share a love of architecture, art, music, and good beer.  And they combine those elements in spectacular fashion at every location.

The brothers hate to see any cool old building go to waste.Their idea of fun is taking a dilapidated county poor farm in the unlikely town of Troutdale and transforming it into a 4 and a half star destination.

It’s not development, it’s historic reclamation.

At McMenamins, it’s not about the personality of the brothers, it’s about the personality of each property. The staff historian researches the story behind every property they purchase. Like the Kennedy School. The old Masonic Home in Forest Grove. The old Elks Temple in Tacoma, Washington. St. Francis School in Bend, Oregon. The history of the brand personality post from BNBranding, an oregon advertising agencybuilding and the neighborhood becomes part of the brand personality of every location.

The distinctive brand identity of every new property fits with the quirky look and feel of the overall brand. Not only that, when you walk into any one of their locations,  you’ll immediately notice the consistent identity and atmosphere in every little detail. The execution is amazing. Oregon is chock-full of brew pubs these days, but none can match the appealing atmosphere of a McMenamins.

You won’t find the McMenamin brothers doing publicity stunts or speaking engagements. They just stay under the radar and focus on doing what they do well… turning abandoned properties into thriving businesses. With good beer, exceptional experiences and a very loyal following.

brand personality post on the brand insight blogEveryday they get suggestions from fans across the country about properties that would be perfect for a new McMenamin’s.  And when one of their oldest taverns burned down, customers held a vigil in the parking lot. Brian McMenamin called the response “spine-tingling.”

brand personality

The artwork gives it away… obviously, a McMenamin’s project.

That’s brand loyalty!

And it doesn’t come from big, trumped up marketing efforts. It comes from doing things passionately. Consistently. And honestly.

As Ben & Jerry have said, “Only the quality of the product and the resonance a customer feels with the company can produce repeat business and brand loyalty.”

Big personalities resonate. But as the McMenamin brothers and Ben & Jerry prove, you don’t have to be Richard Branson to build a successful brand. You just have to be passionate about something. Because humans are naturally drawn to passionate people.

If you’re ever in Bend, Oregon, give me a call and I’ll treat you to a beer at the Broom Closet bar at  McMenamin’s Old St. Francis school. We’ll talk branding, business and personality.

For more on how to build a brand with personality, check out THIS post.

18

Brand authenticity (Keeping it real, honest, genuine and true)

I hate buzzwords. Every time a new marketing term shows up on the cover of a book I find myself having to translate the jargon into something meaningful for ordinary, busy business people.

brand authenticityLately, it’s “Brand Authenticity.” Seems “keeping it real” has become a household term. And a branding imperative.

In The New Marketing Manifesto John Grant says “Authenticity is the benchmark against which all brands are now judged.”

If that’s the case, we better have a damn good definition of what we’re talking about.

“Authentic” is derived from the Greek authentikós, which means “original.” But just being an original doesn’t mean your brand will be perceived as authentic. You could be an original phoney.

Most definitions used in branding circles also include the words “genuine” and or “trustworthy.” In The Authentic Brand, brand authenticity is defined this way: “Worthy of belief and trust, and neither false nor unoriginal — in short, genuine and original.”

I think it’s also useful to look at the philosophical definition of the word… “being faithful to internal rather than external ideas.”

In Philosophy of Art “authenticity” describes the perception of art as faithful to the artist’s self, rather than conforming to external values such as historical tradition, or commercial worth.

The same holds true for brands.

The authentic ones are faithful to something other than just profits. They have a higher purpose, and they don’t compromise their core values in order to turn a quick buck.  They are the exception to the corporate rule.

The Brand Authenticity Index says, “At its heart, authenticity is about practicing what you preach; being totally clear about who you are and what you do best.” When a brand’s rhetoric gets out of sync with customers’ actual experiences, the brand’s integrity and future persuasiveness suffers.”

brand authenticityI think the general public believes that marketing — by definition— is not authentic. We are born skeptics.

Guilty until proven innocent!

And if someone sniffs even a hint of corporate BS they’ll blog about it, post negative reviews and announce it to all their Facebook friends, Twitter followers and Instagram fans.

Ouch.

In a Fast Company article, Bill Breen said “Consumers believe, until they’re shown otherwise, that every brand is governed by an ulterior motive: to sell something. But if a brand can convincingly argue that its profit-making is only a by-product of a larger purpose, authenticity sets in.”

Nobody ever starts a company with the goal of becoming an authentic brand. Think back to when Amazon, Starbucks, Nike and Apple were just startups.  They were all authentic in the beginning. Each had a core group of genuinely passionate people dead-set on changing the world in some little way. And that esprit de core set the tone for the brand to be.

Patrick Ohlin, on the Chief Marketer Blog, says “Brand authenticity is itself an outcome—the result of continuous, clear, and consistent efforts to deliver truth in every touch point.”

It’s a by-product of doing things well. Treating people right. Staying focused. And not getting too greedy.

“Companies are under pressure to prove that what they stand for is something more than better, faster, newer, more,” said Lisa Tischler in Fast Company. “A company that can demonstrate it’s doing good — think Ben & Jerry’s, or Aveda — will find its brand image enhanced. But consumers must sense that the actions are sincere and not a PR stunt.”

Add the word “sincerity” to the definition. Sincerely try to do something that proves you’re not just another greedy, Goldman Sax.

In the age of corporate scandals and government bailouts, not all authentic brands are honest. If your brand values revolve around one thing — getting rich — it’s pretty tough build a genuinely trustworthy brand in the eyes of the world.

Amway is now known for brand authenticityAmway, for instance.

Amway has an army of “independent sales associates” out there luring people to meetings under pretense and spreading a message that says, essentially, “Who cares if you have no friends left. If you’re rich enough it won’t matter. We’ll be your friends.”

The front-line MLM culture seems to revolve around wealth at any cost. Then there’s the corporate office trying to put a positive spin on the brand by running fluffy, product-oriented, slice-of-life commercials.

It’s a disconnect of epic proportions. The antithesis of brand authenticity.

But I digress.

Let’s assume you have a brand with a pretty good reputation for authenticity. How can you manage to maintain that reputation even when you’re growing at an astronomical rate?

Be clear about what you stand for. Communicate!

Your brand values need to be spelled out, on paper. After all, your employees are your best brand champions and you can’t expect them to stay true to something they don’t even understand.

That’s one of the key services at my firm… we research and write the book on your brand. We craft the message and then help you communicate it internally, so all your managers, front-line employees and business partners are on the same page. Literally. It’s a tremendously helpful tool.trust and brand authenticity

Underpromise and overdeliver.

Now here’s a concept CEOs can get a handle on. If you consistently exceed expectations, consumers will believe that you’re sincere and will be more likely to trust your brand. It’s a fundamental tenet of brand authenticity. If you’re constantly disappointing people, it’s going to be tough.

Don’t try to be something you’re not.

Being authentic means staying focused and saying no once in a while. The more you diversify, extend your product line or tackle new target audiences, the better chance you have of alienating people.

It’s always tempting for successful small businesses to branch out. You take on projects that are beyond your core competencies, because you can. People trust you. Then if things go south you lose some credibility. And without credibility there can be little authenticity.

Align your marketing messages with your brand.

You sacrifice authenticity when your marketing messages are not true to the company, its mission, culture and purpose.  You can’t be saying one thing, and doing something else.

Alignment starts with understanding. Understanding starts with communication. So figure out your core brand values, and then hammer those continuously with your marketing team. Every time they trot out a new slogan or campaign you can hold up that brand strategy document and ask, is this in line with our brand?

Be consistent.

Another way you lose that sense of brand integrity or authenticity is when you change directions too frequently. I’ve seen this in start-ups that have new technology, but no clear path to market. The company just blows with the wind, changing directions with every new investor who’s dumb enough to

put up capital. There’s no brand there at all, much less an authentic one.

Lead by example. 

One of the best CEO clients I ever had was a master of management-by-walking-around. His authentic, soft-spoken demeanor worked wonders

with his people. He was out there everyday, rallying the troops and reinforcing the brand values of the company.

So if you’re in charge, stay connected with your teams and don’t ask them to do something you wouldn’t do yourself. When sales, or marketing or R&D starts working in a vacuum, you often end up with an authenticity drain.

Hire good PR people. 

Like it or not, the public’s sense of your brand authenticity often comes from what the press says. For instance, BMW’s claim of being “the ultimate driving machine” is constantly reinforced by the automotive press in head-to-head comparisons with Audi and Mercedes. According to those authoritative sources, it’s not a bullshit line.

Which really is the bottom line on brand authenticity. Don’t BS people.

For more about brand authenticity, try THIS post. 

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6 Porter airlines brand advertsing

Airline Industry marketing (One Canadian brand stands out)

BNBranding logoHere’s a news flash for all of you who are 35 or under: Flying wasn’t always this bad. There was a time when racking up frequent flyers miles was, actually, a little glamorous. You could fly the friendly skies and have a pleasant time. Sometimes the experience even lived up to the airline industry marketing hype.

Sorry you missed it.

In the age of strip searches, baggage fees, dying dogs, laptop bans and physically bouncing people from flights, most airlines are as bad as Greyhound busses. Cattle have it better on the way to the slaughterhouse. Every time I board a flight I think, “wow, there’s gotta be an opportunity here for an airline to do things differently.”

Sure enough, a small airline out of Toronto is jumping in, and turning the clock back to better days in coach.

Porter airlines brand advertsing airline industry marketingIt’s still too early to tell if Porter Airlines will become a long-term success story in the airline industry, but there’s a lot to be learned from their launch. From a branding standpoint, they’ve done it right.

In 2006, Robert Deluce, Porter’s CEO, made a conscious decision to build his airline around the brand, and vice-versa. According to Marketing News, he approached branding agencies with his vision, a business plan and a well-defined value proposition built on three things: speed, convenience and customer service.

Convenience was guaranteed by making Toronto’s City Center Airport the home base, eliminating a long commute from Pearson International.

Speediness comes from fast turboprop planes and streamlined check-in and baggage service. And customer service… well the bar was pretty low, and Porter’s a fairly small airline, so it’s been easy to provide service that one customer described as “a real joy.”

Early on, Winkreative, a branding firm with offices in London, New York and Tokyo, was hired to coordinate the entire affair. They handled everything from naming the company to the interior design of the airplanes, website development and furniture selection in the airline’s lounge.

Rather than splitting it up between three or four firms, it was a well-coordinated effort based on a solid brand premise and a single creative approach. And it’s carried through in every aspect of the operation.

“It was meant to be something fresh, something innovative, something stylish,” Deluce said. “There’s a part of it that’s a throwback to the past… to a time when travel was a bit more fun.”

I love the simplicity of the name. “Porter” conveys how the airline would carry passengers with care and help lighten their load. And the tagline, “flying refined,” sums it up without pouring on the fluff.

Thankfully, the graphic design falls in line perfectly with the idea of refinement. If you say you’re refined, you better look refined!

The sophisticated, subdued color palette and the quirky raccoon character work tremendously well together. Sorta reminds me of Olympic mascots from years past. You can debate the wisdom of using a raccoon, but the design work is fun, distinctive and superbly executed in every medium. No one’s going to forget it once they’ve experienced it.

Porter airlines branding case study airline industry marketingFrom the blog, Design Sponge:

“This Canadian boutique airline is the most well-designed airline I’d ever been on and seemingly every detail had been given a lot of thought (including their adorable lunch boxes and chic on-board magazine named Re:Porter).

In terms of airline industry marketing, and a sophisticated brand design, Porter stands 30,000 feet above everyone else.

But the Porter brand is a lot more than just pretty pictures and a fancy in-flight magazine. From what I’ve heard and read, the entire operation is living up to its brand promise and exceeding expectations.

Travelocity says: “From top to bottom, inside and out, Porter Airlines has raised the bar. This new standard in air travel is evident not only in their ultra-modern facilities, but also in the quality of their staff. Each team member has been specially selected and trained to put travelers first with impeccable and innovative service.”

Nine out of ten customer reviews on SkyTrax are overwhelmingly positive.: “It’s exactly what it advertises: flying in style… thanks for bringing back the type of air travel everyone should experience and expect!”

And after scouring the travel blogs, I couldn’t find a single negative review.

From the World Hum travel blog:  “I loved flying Porter Airlines… A smooth operation, friendly staff, and free snacks. It was a pleasant reminder that air travel doesn’t have to be a succession of minor inconveniences and discomforts.”

launch of Porter Airlines BNBranding Brand Insight BlogMany people have never known anything but discomfort and inconvenience in air travel. So for them, Porter will be an entirely new experience, somewhat foreign and unexpected. And once they’ve flown Porter, their perception of the other brands will be forever tainted.

For older generations, Porter is a throw-back. An emotional trigger that harkens back to a simpler time when all the airlines did a better job.

I haven’t flown Porter, but I hope to. (It’s almost enough to justify a trip to my grandma’s hometown in Nova Scotia.) I hope they can succeed in a tremendously difficult and competitive industry. I hope they can scale up their operation without sacrificing the heart of the Porter brand. And I hope more airlines follow suit.

But I’m not optimistic. Few airlines are built on such a solid brand premise, and most are just too darn big to change direction in any substantive way.  So the opportunity for little carriers like Porter, will still be here for the taking.

If they can just remember those good ‘ol days.

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2 how to differentiate your company - BNBranding

How to differentiate your company (Disruption as a branding discipline)

BNBranding logoThe word for the day is Disruption, with a capital D. That’s the easiest way to differentiate your company from the competition.

Be Disruptive!

Unfortunately, in our society there’s a stigma against all things deemed disruptive.

When I was in elementary school I learned to not be disruptive in class. Or else! Sit still in church and don’t disrupt the service. By the 6th grade it was “don’t cause a scene or call attention to yourself.”

How to differentiate your business - BNBrandingDon’t be different. Be the same.

Write like everyone else. Dress like everyone else. Behave like everyone else and you’ll get along just fine. That’s the message we got, and it’s the message our kids are getting.

Loud and clear.

Maybe that’s why so many business owners and executives flee from the idea of disruption like a fox from a forest fire. It’s ingrained in our society. Most business owners are deathly afraid that some new competitor with “distruptive technology” is going to come along and threaten their turf.

And yet, if you’re trying to differentiate your business it’s disruption that separates the iconic brands from the ho-hum ones.  Disruptive advertising. Disruptive product ideas. Disruptive marketing messages. Disruptive cultures. And even disruptive social media posts.

Jean Marie Dru, Chairman of the advertising conglomerate TBWA, has written two outstanding books about Disruption, but it’s still a hard sell. To most executives disruption is bad. Convention is good. And the results of this mentality are everywhere.

Brand differentiation is hard to come by.

As management guru Tom Peters says, “we live in a sea of similarity.” Social convention and human nature lead us into a trap of conformity where all websites have the same basic layout. All sedans look the same. All airlines feel the same. All travel ads sound the same.

And it works to some degree, because there’s comfort in conformity. (Vanilla still outsells all other flavors of ice cream.)

But in the long run, conformity is the kiss of death for a brand.

Great brands do things that are disruptive. Rather than shying away from the word, the executives embrace the idea of disruption and they make it a part of their everyday operation. They are constantly looking for ways to differentiate their companies, and every new idea is considered productive change that stimulates progress.

But even when they succeed with disruptive products, disruptive technology and disruptive marketing campaigns, it’s tough to sustain.

When Chrysler first launched the Plymouth Voyager the Minivan was a groundbreaking idea that threw the auto industry into total disruption. It was a whole new category, and everyone scrambled to copy the market leader. Within five years, minivans were — you guessed it —  all the same.

There used to be a Television network that was radically disruptive. MTV launched hundreds of music careers and shaped an entire generation, and now where is it? Lost in a sea of mediocre sameness.

When they first burst onto the scene in the 80’s, the idea of a micro brewery was very disruptive. Now, in Oregon, there’s one in every neighborhood and they’re all pretty much the same. Good, but IPAs are everywhere.

Successfully disruptive ideas don’t last because its human nature to copy what works. This process of imitation homogenizes the disruptive idea to the point where it’s no longer different. No longer disruptive.

how to differentiate your company - BNBrandingSo if you want to sustain a competitive advantage and continue to differentiate your company from new upstarts, you have to keep coming up with disruptive ideas. Not just incremental improvement on what’s always worked, but honest-to-goodness newness all the time.

Avatar is a disruptive movie that spawned numerous knock-offs.

The name “Fuzzy Yellow Balls” is brilliantly disruptive in the on-line tennis market.

brand differentiation on the brand insight blogThe American Family Life Assurance Company was utterly forgettable until they changed their name to AFLAC and launched a campaign featuring a quacking duck.

In the insurance business, that’s disruptive!

According to an interview in the Harvard Business Review, AFLAC’s CEO Daniel Amos risked a million dollars on that silly duck campaign.

Amos could have gone with an idea that tested incrementally better than the average insurance commercial, but he didn’t. He took a chance and went with that obnoxious duck. He chose to differentiate his company. He chose disruption over convention, and everyone said he was nuts.

But it turned out to be a radically successful example of brand differentiation.

The first day the duck aired AFLAC had more visits to their website than they had in the entire previous year. Name recognition improved 67% the first year. And most importantly, sales jumped 29%. After three years, sales had doubled.

AFLAC’s success was based on disruption in advertising and naming. But for many companies, there’s also an opportunity to stand out with disruptive strategy. In fact, Dru contends that breakthrough tactics are not enough, and that the strategic stage also demands imagination.

Here’s another good example of how to differentiate your company…

When Apple introduced the iPod, the strategy wasn’t just about superior product design. It was about disrupting the conventions of the music business. It was about introducing the Apple brand to a whole new category of non-users and establishing Apple as the preferred platform for all your personal electronic needs.ipod branding on the brand insight blog

 

Of course Apple also has brilliant, disruptive advertising.

You can get away with mediocre tactics if your strategy is disruptive enough. And vice-versa…  If your advertising execution is disruptive, you can get by with a me-too strategy. But if you want to hit a real home run like Apple did with the ipod, start with a brilliantly disruptive strategy and build on it with a disruptive product and disruptive marketing execution.

It’s kind of ironic… In business, no one wants to cause a disruption, and yet they’re clamoring for good ideas. And good ideas ARE disruptive. They disrupt the way the synapses in the brain work. They break down our stereotypes and disrupt the business-as-usual mentality.

That’s precisely why we remember them.

How to differentiate your company - BNBrandingRichard Branson said, “Disruption is all about risk-taking, trusting your intuition, and rejecting the way things are supposed to be. Disruption goes way beyond advertising, it forces you to think about where you want your brand to go and how to get there.”

Steinbeck once said, “It is the nature of man, as he grows old, to protect himself against change, particularly change for the better.”

Ask yourself this: What are you protecting yourself from? What are the conventions of your industry?  Why are are you maintaining the stats quo? What are the habits that are holding you back? Are you copying what’s good, or doing what’s new?

What are you doing to be disruptive?  What are doing to differentiate your company on a dialy basis? Are you really willing to settle for vanilla or are you really committed to brand differentiation?

For more on disruption and how to differentiate your company, try THIS post.

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113 marketin strategy vs tactics BNBranding

The difference between marketing strategy and tactics.

BNBranding logoI’m appalled. A successful marketing guy asked me a question recently — a real no-brainer — which led me to believe he didn’t know the difference between marketing strategy and tactics.

How can that be? He’s held several high-paying marketing positions. He has an MBA. He’s gotta know this stuff.

So I started doing some research online and I’ve found the problem: The internet! And specifically, LinkedIn and other social media channels of misinformation.

marketin strategy vs tactics BNBrandingJust about every day there’s another misleading article about marketing strategy and tactics. There’s more misinformation than information out there. More nonsense than common sense.

For instance, I ran across one article that listed “search engines” as a marketing strategy and said “long-term strategies such as giving away freebies will continue to pay off years down the road.”

Freebies are NOT a strategy. Search engines are NOT a strategy. Digital is NOT a strategy.

Just the other day, one of the biggest gurus of digital marketing published a post about “marketing strategy” that was flat-out wrong. It was about media buying — specifically, choosing Facebook over Television advertising. I

That’s not Marketing Strategy, that’s tactical media buying.  Step 5 in the branding process, not the beginning.

This isn’t just a matter of semantics, it’s negligence! Advice like that would never get past the editors of a brand-name business magazine, but you can find it on-line. All over the place.

In any case, the easiest way to clarify the difference between marketing strategy and tactics is to go to the source…

marketing tactics vs strategy

I’m sorry if the war analogy doesn’t appeal to you, but that’s where these terms came from, some 3,000 years ago.

Here’s how it breaks down: Goals first. Then strategy. Then tactics.

Goal: Win the war.

Strategy: “Divide and conquer.”

Tactics:

CIA spies gather intelligence.

Navy Seals knock out enemy communications.

Paratroopers secure the airports.

Armored Divisions and tank battalions race in and divide the opposing army’s forces.

Drone attacks take out the enemy leadership.

An overwhelming force of infantry invade.

Hand-to-hand combat.

A marketing strategy is an idea… A conceptualization of how the goal could be achieved.

Like “Divide and Conquer.” Another possible war strategy would be “Nuke ‘Em.” (They call them Strategic Nuclear Weapons because they pretty much eliminate the need for any further battlefield tactics.)

In WWII, the generals spent more than six months mapping out the strategy to win the war in Europe before D-Day. They diagnosed the problem, researched the enemy,  pinpointed weaknesses and literally mapped out a plan of attack. Much of that strategic debate focused on what NOT to do… Where NOT to invade. What battlefields to avoid.

Here’s an example of good marketing strategy – from Under Armour.

A marketing tactic is an action you take to execute the designated strategy.

Strategic thinking. Tactical acting.

But let’s get off the battlefield and look at a successful brand. In business, great strategies are built on BIG ideas. And BIG ideas usually stem from some little nugget of consumer insight.

Back in the 70’s, executives at Church & Dwight Inc. noticed that sales of their popular Arm & Hammer baking soda were slipping. The loyal moms and grandmas who had been buying the same baking soda all their lives weren’t baking as much as they used to.

classic marketing strategy and tactics on the Brand Insight Blog

Business Goal:  Turn the tide and increase Baking Soda sales.

Strategy: Devise new reasons for their current customers to pick up that yellow box at the supermarket and use more baking soda.

Specifically, sell Arm & Hammer as a deodorizer for the fridge. That’s a big, strategic idea that led Arm & Hammer in a completely different direction.

They’re now marketing a whole line of environmentally friendly cleaning products. Every current Arm & Hammer product, from toothpaste to cat litter, originated from that strategy of finding new ways to use baking soda. And in the process, an old-fashioned brand has managed to stay relevant.

Tactics: All the traditional marketing tactics have been employed… TV advertising. Magazine ads. Digital advertising. Search engine marketing. Content marketing. Retail promotions. Website dedicated to all the various uses of Arm & Hammer Baking Soda.

All great marketing strategies share these common traits:

• Thorough understanding of the brand’s status and story. Arm & Hammer has a strong heritage that dates back to the 1860’s. That yellow box with the red Arm & Hammer logo is instantly recognizable, and stands for much more than just generic sodium bicarbonate. It’s iconic.

 

 

 

 

 

• A realistic assessment of the product’s strengths & weaknesses. Market research proved what Arm & Hammer executives suspected… that people don’t bake as much as they used to. But it also showed that people were using their baking soda for all kinds of things besides baking. That was the insight that drove the strategy.

• A clear picture of the competition. Arm & Hammer has always been the undisputed market leader in the category. However, when they decided to introduce toothpaste and laundry detergent, the competition became

balance your marketing strategy and tactics with BNBranding

fierce. Arm & Hammer’s long-standing leadership position in one vertical market gave them a fighting chance against Procter & Gamble.

• Intimate knowledge of the consumer and the market. The shift away from the traditional American homemaker directly affected baking soda sales. Church & Dwight kept up with the trends, and even led the charge on environmental issues.

• A grasp of the big-picture business implications. Good brand strategies reach way beyond the marketing department. When you have a big idea, execution of the strategy will inevitably involve operations, R&D, HR, finance and every other business discipline.

A great strategy does not depend on brilliant tactics for success. If the idea is strong enough, you can get by with mediocre tactical execution. (Although I wouldn’t recommend tactical short cuts.)

However, even the best tactics can’t compensate for a lousy strategy.

You can waste a lot of money on marketing tactics if there’s no cohesive strategy involved. Some people confuse marketing strategy with marketing objectives. They are not synonymous. Here are a few examples of “marketing strategies” from seemingly credible on-line sources:

Marketing strategy and tactics - the branding process at BNBranding

The top three circles represent strategy. All the activities in the blue circles are tactics. You can’t do it all yourself. Learn more about our proven branding process. 

“Create awareness.” “Overcome objections.” “Boost consumer confidence.” “Refresh the brand.” “Turnkey a multiplatform communications program.”

That’s just marketing industry jargon.

Those are NOT strategies, they’re goals. (And not even very good goals.) Remember, it’s not a strategy unless there’s an idea behind it.

Any number of strategies can be used to achieve a business goal. In fact, it often takes more than one strategy to achieve a lofty goal, and each strategy involves its own unique tactical plan.

Unfortunately, a lot of marketing managers simply throw together a list of the tactics they’ve always used, and call it a strategy.

If you’re still wondering about the difference between marketing strategy and tactics, try the “what-if” test…

At Dominoes, someone said, “Hey, what if we guaranteed 30-minute delivery?” Dominoes couldn’t compete on product quality or price, but they could compete on speedy delivery.

So a strategy was born.

After that, their entire operation revolved around the promise of 30-minute delivery. They built a hell of a strategy around a simple, tactical idea.  That strategy worked well for more than 20 years until a lawsuit forced them to abandon it.  Now Jimmy John’s owns the “Super fast delivery” niche in the fast food industry.

At Arm & Hammer someone asked, “What if we could come up with a bunch of new uses for baking soda?”  Presenting people with entirely new ways to use your product is a  good marketing strategy.

On the other hand, “What if we do search engines?” doesn’t make sense. Must be a tactic.

“What if we increase market share?”  There’s no idea in that, so it must be a goal.

What if we could screen all web content for factual errors and eliminate some of the conflicting information you find.  Wouldn’t that be nice?

The fact is, even the sharpest marketing people need help sometimes. Even the most savvy entrepreneurs run into roadblocks on a regular basis. They crash and burn, pick up the pieces and keep on going!

BNBranding can help you navigate the world of marketing and take your business to the next level. We have a disciplined  branding process that produces a unique strategy that will differentiate you from all your competitors. And then we help you execute that strategy it in creative new ways.

It starts with an affordable test drive assessment of your current marketing efforts. We’d be happy to do that for you. It’s a simple, no-risk assessment that will point the way forward. No matter where you’re starting.

 

 

 

 

All rights reserved. Copyright 2017 BNBranding.

6

Comparison ads – From Cola Wars to Computer Wars

BNBranding logoA client recently asked me if he should run some comparison ads. It’s a good question, and the answer depends on a variety of factors.

There are many examples of successful comparison ads. Back in the 70’s and 80’s the most talked-about battle of the brands was between Coke & Pepsi. The Cola war is still popular topic of college marketing classes and business books. It even hit prime time TV on All In The Family and Saturday Night Live.

“No Coke. Pepsi!” John Belushi famously said.

Today the battlefield has shifted from soft drinks to smart phones, software and fast food. Taco Bell’s trying to compare its breakfast to a McMuffins and nerds all over the world are claiming “I’m a PC.”

It’s the war between Microsoft and Apple. A war that should never have been fought.

software wars on the brand insight blog BNBrandingEvery since 1984, when Steve Jobs launched the Macintosh with one of the most famous superbowl commercials of all time, the folks up in Redmond have been paranoid about Apple. So paranoid, in fact, they’ve ignored one of the most basic tenets of marketing and comparative advertising…

Never respond to an attack by a smaller competitor.

This is marketing 101 folks. If you control 90% of the market, like Microsoft once did, don’t give a puny little competitor like Apple the time of day. Don’t get suckered into a fight, and don’t design an ad campaign that directly mimics the competitor’s campaign.

Apple started it all with the help of TBWA/Chiat Day’s brilliantly simple “I’m a Mac” campaign.  https://www.youtube.com/watch?v=qfv6Ah_MVJU Those spots work on so many different levels, it’s ridiculous… probably the most brilliant “talking head” advertising of all time.

comparison ads on the brand insight blog - BNBranding

If the Microsoft execs were smart they wouldn’t touch the subject with a ten-foot pole.

Duck and cover! Just let it go, and come up with something memorable of your own.

You’re the market leader, remember!

But noooo… They played right into the enemy’s hands and produced a knock-off version of the Apple spots. They hired an actor who looks like the guy in the original Apple spots, and gave him this opening line: “Hello, I’m a PC, and I’ve been made into a stereotype.”

All that did was shine the spotlight back on Jobs & company.

Microsoft’s copycat spots gave the Apple campaign a whole new life. Every time one ran, the audience was reminded of the original Apple spots. Not only that, the media coverage of the comparison ads gave Apple free airtime on the evening news, effectively extending the smaller competitor’s media budget.

I’m not sure if Apple was purposely trying to get a rise out of Microsoft, but they sure did. And every time Microsoft responds in kind, they dig themselves a deeper hole.

Next, Microsoft upped the ante in their ad war against Apple.They send out “real people” to shop for the best laptop they could find for under $1000. A cute, wholesome-looking actress pretends to visit an Apple store and says “I guess I’m just not cool enough for a Mac.”  https://www.youtube.com/watch?v=qQOzNDZzZzk   

It’s a nice, authentic feeling spot. Probably the best spot ever produced for Microsoft. From an execution standpoint, it’s very well done. Unfortunately, it’s based on a no-win strategy. The Microsoft ad actually reinforces Apple’s position in the marketplace…

It’s the computer for cool people. The phone of the hip. The brand of creativity.

Apple has always been a premium brand that’s not for everyone. That’s not news. So why does Microsoft continue to run ads that help cement that message?

In the “Laptop Hunter” spot they’re basically admitting that a Mac is what everyone aspires to. If you can’t afford one you settle for a second-best PC. The spot flat-out encourages people to compare Windows-based laptops to Apple laptops, and the more that happens, the more market share Apple will steal.

Fox News did a nine-minute segment about the misguided Microsoft comparison ads, and Apple’s laughing all the way to the bank.

How to differentiate your company - BNBrandingSure, there is some low-hanging fruit in the market for low-end laptops, but that’s just a short-term message that hinges more on the economic climate than any genuine brand strategy. Not the type of message a #1 player should even consider.

Tit for tat works for Apple. Not for Microsoft.

The market leader should lead, not follow, in its advertising.

Besides, you can’t take pot shots at a perceived underdog, it just doesn’t look good.

The fact is, Microsoft’s never had a decent ad campaign before landing at Crispin Porter. On the other hand, Apple has a long history of groundbreaking advertising, from “Think Different” to the iconic iPod spots and “I’m a PC.”

Apple inspires great advertising because it makes great products. They can do comparison ads because the facts back-up the hype. They have superior products, in so many ways.

Microsoft… not so much.

So that’s the first criteria for comparison ads: If you truly, clearly have a product that’s factually better than the competition’s product, by all means, run comparison ads. Truth rules!

But if the product or service is just the same, or even just subjectively different, don’t do it. You’ll get sued.

Every ad, every social media post, every point of purchase display Apple ever creates is a comparison ad of sorts. Not overt, but a subtle comparison nonetheless. Because as consumers, we immediately categorize things.

ipod branding on the brand insight blog

 

When these ads for the iPod came out, we immediately thought “Wow… that’s cool. Microsoft sure doesn’t have anything like that.”

In fact, there were a number of functional MP3 players on the market at the time, but they weren’t cool looking. They weren’t branded. And they weren’t as well designed as the iPod.

These print ads summed it all up in one, simple graphic solution. They didn’t have to beat people over the heads with product features and mind numbing facts. They just showed the product in its jamming simplicity.

So here’s another criteria for comparison ads… You can do them when public perception is on your side.  Before Apple ever launched the “I’m a PC”  campaign, the whole world knew the score. The TV spots just confirmed what everyone was already thinking.

And finally, when it’s a David and Goliath situation, only David can throw out comparison ads successfully. Like when the little start-up burger chain called Wendy’s took on McDonald’s.

comparison ads BNBranding's Brand Insight BlogOne brilliant comparative ad — three words — solidified that brand and cemented Wendy’s success.

“Where’s The Beef?”

It was a brilliant, humorous twist on comparison advertising. Their hamburger patties really were thicker and juicier than McDonald’s, and the old lady just said it, flat out.

Watch it here. 

Notice that the word “McDonald’s” is nowhere to be found in that script. Doesn’t have to be… everyone knew that they were referring to the market leader. In that case, there’s no denying the success of that comparison advertising.

Unlike Microsoft, McDonald’s was smart enough to NOT respond to the humorous jab.

For more on advertising strategy, try this post. 

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1 waste in advertising - BNBranding's Brand Insight Blog

Just a little trim around the ears — How to cut your marketing budget without hurting your brand image.

BNBranding logoWhen it comes to belt tightening, most marketing managers have it all wrong. The minute the boss gives them the bad news… “gotta cut your marketing budget”  they go straight to the list of tactics and start chopping off the bottom of the spread sheet. Not a smart trimming around the ears, a military-style buzz cut…

how to cut your marketing budget

First thing to get chopped  is  community support… those feel-good event sponsorships that help non-profit organizations but don’t return any discernible ROI.

The next thing on the chopping block is ”image” advertising.” Anything that doesn’t have a coupon or a response vehicle of some kind is out the window.

Brand building, it seems, can wait for better days.

Quite often, the only thing left is nearly-free social media posts and tiny little digital display ads that don’t get seven seconds of attention.

The short-term reaction often leaves companies looking quite bad in the long run.

What’s needed is a more strategic approach to cutting your marketing budget.

Rather than a military barber’s approach to cost cutting, try thinking like a surgeon. First, do no harm. Start by eliminating the marketing messages that are off brand, off target, or both.

In order to do that, you might need a second opinion.

You need more than just the bosses’ orders and one person’s opinion to wisely cut your marketing budget. You need to eliminate dangerous assumptions from the marketing planning process and work with objective criteria of some sort.

So here’s an idea… why not start with an objective assessment of what you’re currently doing? Get a second opinion on your messaging, your media buy and your overall tactical plan.

waste in advertising - BNBranding's Brand Insight Blog

In my experience, it’s often the message, not the medium, that’s the problem…

Print ads say one thing, social media says another and the web site implies something else. Sales presentations go off in one direction, while promotions head somewhere else. Radio commercials, new media, good old-fashioned direct mail… it’s all scattered around with no coherent theme.

So before you do any budget cutting, use the opportunity to think about what you’re saying. Get your message aligned with your strategy. Reevaluate every marketing “touch point” in terms of consistency, clarity and brand worthiness. Then scalp all the wild hairs.

If you can just quit saying the wrong thing, you’ll save a ton of money.

Most marketing managers assume the budget was allocated in a logical manner to begin with. But that’s simply not the case. Most marketing budgets are handed down, year after year, and are based simply on “how we’ve always done it.”  No one ever questions the underlying assumptions.

And you know what they say about ass-umptions.

Here’s an example from the medical profession: Our client, the CEO of a multi-location pediatric practice, was enamored with the idea of “excellence.”  He wanted to build a “pediatric center of excellence” and recruit specialists from all over to “elevate the level of care to new heights.”  Operationally, that’s a great idea, but it was a terrible idea for advertising.

Because the assumption — that the quality of care is relevant to young mothers — turned out to be false. Moms believe that ALL doctors are good doctors. They just want one that they like in an office that’s convenient. So in that case, we started by cutting out all the communications that were focused on the quality of care.

Here’s another example of the messaging process gone wrong. I wrote a post about an ad for Wales Tourism. A classic case of paying a lot of money to place an ad  in Golf Digest that was wrong in both its strategy, and its execution.

As one British reader commented… “Golf Wales is an oxymoron.”  And even if you accept the strategy of selling Wales as a golf destination, the message was all wrong, so cutting that ad is probably the smartest thing they could do.

The fact is, Wales Tourism probably needs a lot more than just a quick trim. They need to rethink the entire hairdo. But who’s going to do that?

truth in advertising BNBrandingAny decent marketing person can buy media that will reach the desired target audience and choose tactics that will drive traffic. But revamping the strategy and nailing down that core brand message is something else entirely.

Strategy and message development are the hardest parts of the job, and unfortunately, many marketing managers aren’t up to the task. And even if they were, many bosses wouldn’t listen.

A well-crafted, comprehensive brand strategy book eliminates that problem and makes cost cutting a lot more logical. It’s like a brand bible that provides guidance and inspiration on every decision. So when push comes to shove, there’s no doubt about what should stay, and what should go.

That’s what my firm does… We help clients flesh-out their brand story and we put the strategy down on paper. Once it’s sold internally — and all the department heads are on the same page — then we help execute on it.

And by keeping that brand book close at hand, our clients eliminate waste and save money, without sacrificing their hard-earned brand  image.

So if you absolutely have to cut your marketing budget, start by reading this post.

BNBranding's Brand Insight Blog

2 Travel industry advertising – Wales misses the fairway by a mile.

Humor me for a minute. I seldom use the Brand Insight Blog to critique ads. It’s just too easy to just snipe about details like an idiotic headline or the lazy use of stock photography. But I recently ran across an ad for Wales that’s simply too bad to pass up.

It’s a perfect example of what’s missing from most brand messages and a relevant case study of what NOT to do in travel industry advertising.

First, a little background on golfers and golf travel. Golfers spend a lot of money supporting their habit. We buy $400 drivers and travel great distances to play exceptional golf courses. But we’re not stupid. We shop around just like anyone else and make darn sure we’re getting the best experience possible when booking a trip.

travel industry advertising agency

Wales definitely has some pretty pictures.

For Americans, a trip to Wales is a tough sell. Let’s face it… Scotland, the Holy Land of golf, is right next door and Ireland is just a ferry ride away. Wales isn’t even on our radar.

Here’s another important fact the Welch tourism office didn’t consider: Golfers have a phobic aversion to certain numbers. We hate 6s and 7s! An 8 on the scorecard is known as a snowman, and is more dreaded than an STD. Nines and 10’s aren’t even spoken of, much less, featured prominently in the headline of an ad.

Every industry has its advertising conventions — required elements, if you will. In golf advertising it’s the pretty picture. Just show the beauty shot of the course with sunlight streaming across the fairway. It’s the price of admission in the category… if you don’t have good photography, don’t even play.

So it’s not surprising that all golf travel ads look alike. The “creative” part of the assignment usually goes like this: “Just figure out where we should run this pretty picture of our golf course.” There’s no story telling. No relevant message that’ll connect with anyone on an emotional level. And there’s very little differentiation.

Same goes for travel industry advertising in general. It’s almost always just a pretty picture and a few throw-away words.

how to create a great golf adWhich brings us to the ad in question. It was a full page in Golf Digest, retail value; $88,000. There’s a mediocre aerial photo of a costal golf course on a dramatic spit of land, with a big headline that reads:

6,7,5,6,7,7,9,7,5,6,6,7,8,6,7,8,5, but happy.

Huh???? That’s the most blatantly false headline I’ve ever seen in travel industry marketing. There’s no way a traveling golfer is going to be happy with a scorecard like that. And the cliché-ridden body copy does little to relive my discomfort with the whole idea:

“We all get those days. Where you seriously consider packing it all in and taking up darts or something. But even a bad round here has its positives. Stunning championship courses. Reasonable green fees. No pretentious nonsense. A good walk through our beautiful countryside. And best of all, in Wales tomorrow’s always another day.”

Tomorrow’s also a fine day to fire your copywriter.

Apparently, the message is: Travel all the way to Wales and magically, somehow, you’ll feel good about all those 7s and 8s and 9s on the scorecard. Talk about a disconnect! 7s 8s and 9s are even more depressing at a seaside course in Wales than they are back home. It’s every golfer’s worst nightmare… travel 6,000 miles to an epic destination and then stink up the place.

Been there, done that. (Okay not that bad, but bad enough to leave a scar.)

how to avoid bad advertising in the golf industrySo here you have an ad that doesn’t just lie flat on the page, unnoticed and ineffective. It screams bad experience! It conjures up memories that are emotionally scarring to me, and now I associate Wales with that negative experience.

Ouch.

You won’t convince golfers that a terrible round will be more palatable in Wales, and you shouldn’t even try. It’s an unbelievable, irrelevant message that misses the target audience by a mile. (People who shoot 118 don’t travel to obscure oversees destinations to play golf. They ride busses from one tourist trap to the next.)

But let’s be fair. The Wales Tourism Board isn’t the only organization that misses the mark when it comes to strategic message development. Most companies have at least of half-dozen messages they could use for their advertising. The problem is, they’ve never spent the time to figure out which of the six will really resonate.

If you’re faced with that message development problem, here are some guidelines that’ll help:

1. Assess each possible message on a credibility scale. Turn the BS meter to full volume and honestly decide which statements are believable and which ones sound like marketing hype?

2. Identify the hottest pain point for your best customers, and work from there. Big numbers are definitely a pain point for golfers. Unfortunately, Wales can’t promise to solve that problem.

3. Identify the messages that are in line with your core brand concept and move those to the top of the list. Don’t deviate.

golf industry marketing and advertising4. Beware of plagiarism. If your message sounds a lot like your competitor’s message, throw it out. In that Golf Digest Ad, Wales uses the tagline “Golf as it should be.”  A blatant rip-off of the phrase coined by Bandon Dunes Golf Resort: “Golf as it was meant to be.”

5. Get some professional help. You’re too close to it to make sound judgment on what will resonate, and what won’t.  Time after time, our market research proves this point. Travel industry advertising has the potential to be truly great. Don’t waste that opportunity by running mediocre ads.

6. Know your market and subject. Do the research. It’s pretty obvious that whoever did the ad for Wales had no experience with, or knowledge of, golf industry advertising.

Would you like to learn more about how to develop a message that will really resonate with your target audience? Read this post.

Want to see some of travel industry advertising I’ve done? Click here.