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Grown-up Marketing Strategy

14 Jan

My latest musical crush is Austin, TX singer-songwriter named Bruce Robison. I discovered him as the songwriter behind a heart-rending tune by the Dixie Chicks called “Travelin’ Solider“, and last year he put out an achingly awesome album of duets with his wife, the slightly better-known country artist Kelly Willis.

What’s cool about Bruce Robison is that he writes songs like a grown-up for grown-ups. In his song “Just Married“,  a travelogue from beginning to “now” of a thoroughly loving and real marriage, the “now” verse goes:

They say everything changes, and no one’s to blame
But the more things change the more I stay the same
And everything about me that she loved before
Are the same damn things she can’t stand no more.

Right? But just when you think he’s getting all cynical on you, he finishes with:

When my friends ask me how I am today
I just smile and say
It’s like when we were just married

There’s a tension in our lives — between wanting everything to be like it was — bein’ a kid for as long as you can — and adapting to the way life changes. While it seems like every other movie, song and self-help guide glorifies childhood that lasts forever, growing up is complicated, it’s messy and it’s hard. You know the world’s changing…and you may not want to change but you want to adapt, and at the same time hold onto what’s right, or in the song, to ‘a love so true’.

Marketing has this same tension over adaptation and change. Staying the same while everything changes in marketing isn’t just sad, they say, it’s contemptible. There’s a rush to the new, a drive to disrupt. Skim the marketing chatter and you’ll quickly discover that whatever you’ve been doing, you should be doing the new thing, and if you’re doing the new thing, you’re probably doing it wrong. Oh, and someone else is doing it in ways much more awesome than you could ever hope to do, unless you Innovate! Disrupt! Tear it all down and start over.

Here in the real world, the challenge of change isn’t just a matter of rushing to the latest fad. Everyone is busy. Swamped. Overworked. Underpaid. A lot of problems could be solved with one more new hire, and as soon as we finally get the [Marketo-Eloqua-Salesforce-new website-more technology-more budget] approved and finished. We need more leads in the top the funnel, more nurturing in the middle, more demand, more sales lit. The channel needs more attention, the blog needs more content, the media needs answers, we need more case studies, we should be doing more with LinkedIn and Twitter, and are our customers really on [insert hot new social network here], and who knows what else they are saying about us out there?

The reality of our changing media landscape is that it is more additive than disruptive. Every marketing communications channel has it’s place, and we need to drive them all. Web? Check. Solution sheet? Check. Case studies? Check. Daily social posts? Check. Blog? Check. PR? Check. Email marketing? Check. Webinars? Check. Ads? Check. Trade shows? Check. I’m sure we’re forgetting something…check check check.

Grown-up marketing is about more than checking boxes.  Grown-up marketing recognizes that you have to build a foundation from certain universal truths, forsake excuses and easy answers for hard choices about priorities, and adapt. Here are mine:

  • Customer insights drive the business. You’re in business because you understand something about what customers need, and have a unique ability to deliver. But customer needs have a habit of changing. There is a continual need for customer insights to drive strategy; it can come from frequent interaction with key customers, surveys, user councils, analyst reports, focus groups, insightful sales and service personnel, and directed, in-depth interviews.
  • Business objectives drive brand positioning. The brand strategy should flow organically and creatively out of who you are and — more importantly — who you want to be as a business. And the brand should be a platform to drive growth.
  • Brand positioning drives your marketing strategy. Brand positioning is more than a logo and a list of messages. It should express who you are and how you act with your customers. A good brand positioning platform will help you make choices and prioritize how you communicate to customers to drive awareness, preference, demand and sales.
  • Marketing strategy meets the customers where they are. Should you focus on getting into the media? Email? SEO?  Website? How about working with analysts? Facebook? User conferences? Trade shows? Super Bowl ads? The answer is: go where your customers are and give them a clear path to come to you.  It all comes back to those customer insights — how will the market know they need you? Where will they go to meet that need? Who will they ask for advice? This is where you need to be — with the right brand, positioning and message.  Oh, and if they have no place to go — create one!
  • Don’t take it on faith. Measure everything to know if it’s working. When I started out in communications, the most dreaded question you could get was, “how do you know if it worked?” You had to take it on faith that audience reach equaled minds changed and hope that sales or other action backed you up.  Today, we are in the golden age of analytics. If someone asks you if it’s working, you can answer. You can watch web visits rise and fall, and see what they saw and how long they stayed. It’s easier than ever to get direct feedback — through social networks or low-cost surveys or even phone calls and customer visits. Most importantly, use the data — know what’s important, know if it’s working, and adapt.
  • Invest in what’s working. Stop or streamline what doesn’t. Here’s where the hard decisions come in. Because at some point, if you’re checking all the boxes, something has to give.

Stay true to these principles and you won’t chase fads. Your strategy will have a foundation. When everything changes around you, and you find yourself staying the same, you’ll take a breath and remember what’s true, and adapt. Because grown-up marketing isn’t just about being a grown-up. It’s about growing.

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5 Principles for Creating a Great Brand Promise

14 Oct

I’ve been thinking brand promises of late. Here’s what I believe goes into a great brand promise:Handshake

  • Singular Expression of Value: A brand promise is a singular expression of what makes your organization — or its offerings — uniquely valuable to your customers.
  • How You Want to Change the World: The brand promise shouldn’t just describe what you do and how you deliver it. It should express how you want your customers’ lives or work to be improved as a result of what you do.  How do you want them to feel before, during and after they choose you?
  • Build from Customer Insights: As a result, the brand promise should grow organically from insights about your customers. This is a combination both of what you believe, and what people outside the organization believe about what you do.
  • Be Aspirational: A good brand promise should reflect both who you are, and who you aspire to be.  It’s OK if you’re not meeting every aspect of the promise today…as long as you’re committed to getting there.
  • Put it up on the Wall: Your brand promise may not be a company tagline, but it could well be your mantra — and that of everyone in the organization. Put it up on the wall — it’s what you’re trying to live up to each and every day.

These are my principles. Your thoughts?

Five Leadership Positioning Strategies: What Kind of “Leader” is Your Business?

30 Nov

Everyone wants to buy from a leader. You want to buy from companies that give you confidence that when you lay down your money, to know that you’re doing right by yourself, your family or your business.

So if everyone wants to buy from a leader, every business wants to be a leader. So what kind of leader is your company? What kind of leader should you be? The answer can go a long way toward focusing your public relations and marketing efforts in the right direction.

Consider these five leadership styles:

1. The Visionary Leader: The company that looks ahead. Keeps the customers at the state of the art, and guides them to the future. Visionary leaders think beyond their own product, shape industries, and tell us which way the world is headed.

2. The Market Leader: The one that dominates market share because they sell the most. They are the leader because they make good products, sell them well, and at some point “everyone else” buys their stuff, so it’s a safe choice. Not the flashiest or the coolest, but solid and reliable. Many Market Leaders  are content to continue as Market Leaders; others look to extend themselves into the role of visionary.

3. The Technology Leader: The geeks and the nerds.  The ones who get known for making the best products, with the most elegant feature sets or innovative designs. As leaders, the team’s experts explain technology and advocate for better solutions. They quickly integrate ‘what’s next’. They position their team as the smartest guys in the room who can solve their customers’ problems with their smart thinking.

4. The Best Practices Leader: These are the process experts. They know what’s going on in the customer’s world, and are always thinking about how to solve problems and make things better. They’re team has typically been there, done that, and can send you a whitepaper on how to implement best practices that enable customers to lower costs and improve speed and efficiency.  The Best Practices Leader wants to sell their solution, of course, but doesn’t mind sharing their broader knowledge of how to do things right.

5. The Customer Service Leader: These are the customer advocates. They are there for their customers. They differentiate on service – fast response, easy to reach, easy to do business. Go the extra mile to ensure customer satisfaction. It’s a positioning that works in industries where most products are largely the same – what the customer needs is to know that their vendor will take good care of them.

Every company uses different styles, often more than one at once.  Choosing a primary leadership positioning style focuses public relations and marketing strategy. The key is to choose a strategy that fits, that amplifies the existing products, brand, and company culture.

For further discussion:

• Agree or disagree with these leadership positioning types?

• What other categories would you add?

• What style does your company use?

• What well-known companies would you attach to each of these leadership positioning styles?

Applying the tourniquet

7 Jun

There’s a comfort in metaphors.  The gulf oil spill is or will soon be “Obama’s Katrina,” as if there was something heshould, or could, be doing.  Maureen Dowd says that the problem is that:

“Oddly, the good father who wrote so poignantly about growing up without a daddy scorns the paternal aspect of the presidency.” (via Clive Crook)

Clive Crook remarks at The Atlantic that, “Apparently it’s a great idea to elect a president who is calm in a crisis, except when there’s a crisis,” noting that we’re all acting like little Malia Obama, waiting for daddy to put a Band-Aid on the Earth…or maybe a tourniquet.

Leadership — in government and in industries — is about more than giving comfort and simply being there. It’s about mobilizing people around solving problems and achieving a vision.  Where there is a leadership crisis in the Gulf today isn’t that the government can’t convince people that it is doing everything it can to address the crisis, or that the President isn’t sufficiently comforting.  It’s that there is no vision for addressing the crisis.  Like in the wars of the past decade, we don’t know what success looks like — if it is even possible for us — that is, BP, the government and “humanity” — to cap the well, protect the coasts, and undo the damage that has been done.

But in many cases, leadership is a chicken and and egg question. Are leaders successful, or does success breed and create leaders?   Can a leader mobilize people around a vision while the crisis bleeds — and no one knows how to apply the tourniquet? Or will having a solution confer the opportunity for someone to lead — and define their own vision of success?

An Avatar for Real Marketing

21 Dec

The reviews of James Cameron’s Avatar were written before the movie premiered:  Visually stunning, weak/derivative/borderline offensive story. I saw it over the weekend; my Twitter-friendly review:  “Dances With Wolves meets The Lion King.” Maybe throw in a little Lord of the Rings. Is it a good movie? Sure. And if I were 13, I’d have been blown away.

But the more I think about it, the less impressed I am. When you’re making and selling a movie, that’s OK. Strip away the art (you can’t, I know, but stay with me for a minute), and you’re selling a 1.5-3-hour experience.  If you can get people to the door, it needs to impress folks enough to get them to tell their friends so that they walk through that door or buy that DVD.

As a communicator and marketer, “looks pretty but dumb story” is just wrong. It doesn’t work for brands and it doesn’t work for reputations.  What works?  Smart stories about what you do to make yourselves valued.  Real stories about the good you do, told by the people and businesses who benefited.  Long-term commitment to your customer’s cause.

“Looks pretty” is just a short-cut unless the organization has a strong brand story to tell at its core.  If you have that story, and know how to tell it…well, then you can move people.

6 Essential Public Relations Projects for Corporate Communications and Marketing

17 Nov

Rumor has it that the economic recovery has begun, so it’s time for another edition of “Invest in the Upswing”.  I know, I know –when a marketer tells you to start marketing more, hold onto your wallet.

On the other hand, who in corporate communications and marketing doesn’t want to raise the bar in PR and marketing? Perhaps more urgently, who doesn’t want to have an answer when an executive reads an in-flight magazine article about ‘the next big thing’…and wonders what you’re doing about it?

So here’s my list of 6 essential PR projects for corporate communications and marketing. If you have time, put them on your list; if you don’t, this is what I do, and I’m happy to help.

  1. Make web analytics part of your PR and marketing ROI reporting. I recently spoke to an industry association and asked the group, “who here watches web traffic stats?” Not a single hand went up.  This may be the single biggest missed opportunity for PR and marketing professionals. Track communications activity to web traffic and you’ve started a link in the chain toward sales leads, sales and truly meaningful ROI measures.   (Or, you’ll find out that your programs aren’t working – and change your strategy).
  2. Start a Competitive Intelligence Report. What are people saying about you and the competition in the media? On blogs and comments? On Twitter? On industry forums?  Set up a daily monitoring and a daily or weekly digest – less if there’s not much out there.  Share it online with the people who need to know.  For free, I’d start with Google Reader and news alerts, or set up a custom, shareable homepage with feeds from multiple sources.  Or you can pay folks like Radian6 for all the bells and whistles.
  3. Establish a Social Media Policy. Two reasons.  First, you need to protect company interests.  Second, you’re missing an opportunity to unleash your employees into their own networks to get the word out about what you do.  More thoughts on this here.
  4. Meet the Media. Get on the phone or on a plane and get to know better the folks who buy ink (and pixels) by the barrel. Traditional media relations is far from dead – even if you don’t care if your company sees print, media coverage gets you an online audience, contributes to SEO, and gives you a link to share with personal and sales contacts, on the corporate website and blog, and across social networks – all of which deepens awareness and relationships.
  5. Add Sharing to Your Website. You put the time into writing, formatting and designing web content.  Don’t you want people to share it? Don’t you want RSS users to get your updates in their reader? Or offer email and text alerts? Don’t you want to make it easy for bloggers to bookmark, vote up or share your news releases, video, customer story, new promotion or photo essay?  Here’s a list to get you started…add: RSS, Digg, ShareThis.
  6. Be the Media. Once you’ve added sharing, you need something to share. “Be the media” means building awareness, interest, loyalty and word-of-mouth (or pixel) by creating content online that people want to read, view and share. It means “pulling” people to you via strategies that connect what you put online with the people you want to reach.  And it means thinking every day about what you want your “audience to do” and how you can help get them there.  More thoughts on this here.

As always, we never do these things just to do them  — we do them because they move our organizations toward their goals.

Have more? What’s on your list? As always, I’m here to help

Work With Me, People – Part 1

23 Oct

Kadet Communications helps clients move people through communications strategy, brand positioning and storytelling.  It also is a one-man-show, which means that when I want to have an all-employee meeting on strategic communications, it helps to have a vivid imagination…

President: Alright, let’s call this meeting of the Kadet Communications team to order.  At the last meeting, we wanted to see how we’re doing, so we asked the Chief Strategist to get some feedback from clients and colleagues.  Tell me what you found.

Chief Strategist: Let’s step back for a minute.  What we agreed is that we should treat Kadet Communications like we would a client, review our positioning and make adjustments where necessary. If we’re going to talk about this, we need start with objectives.

President: Hmmph.  OK, the main objective is the same as that of our clients: “sell more stuff.” Or in our case, get more clients. I’d also add that we want more opportunities to earn in-depth projects and long-term relationships.

Happy now?

Chief Strategist: Quite! So, as you noted, I was sent off to get some feedback on how we’re doing. I talked to clients and colleagues because our Strategic Communications process always begins with reflection on the inside and input from the outside. You see, it’s only by…

President: Yes, yes, we understand. Get on with it.

Chief Strategist: Right then.  We talked to about a half dozen people. Let me put them up on the screen:

You’re always getting us to think differently…to consider more than just this one project.

When I think of you, I think of technology. You have big time technology experience that translates from big companies to small ones.

You’re strategy really comes from experience. Strategy comes easy because you’ve been there before, but you always considered not just what we should do, but what would work for our company.

You get to the heart of the story—understand clients’ needs and goals, and communicate them perfectly… the balance of classical marketing and PR to online social networks.

President: I love it.  That sounds great!

Chief Strategist: Well, yes, but there’s a gap.

President: A gap? What gap? I see no gaps…

Chief Strategist: Here’s the thing: When you ask people to describe you, and each one responds with a different answer, you may have a brand positioning problem.

President: Maybe you’re over-thinking it.  Each of these responses fits into our core message of Strategy. Positioning. Storytelling.

Chief Strategist: But ideally, we’d hear that back from people. Let’s ask the team…how do we describe ourselves?

PR Manager: Smart PR and marketing strategies that work!

Writer/Storyteller: Compelling writing that moves people!

President: I tell people that we do communications that moves people depending on what they want.

Chief Strategist: See?

President: Hmmph. Don’t we have work to do?

Chief Strategist: Of course. But positioning and storytelling are critical — this is what we tell our clients — everything starts with the story. What is our story?

President: You know, my favorite story since we set up shop two years ago is our client where we did the whole thing. When we started, they had two businesses — one in data storage, the other in business process optimization — and they could talk about one, or the other, but never together. No one knew what they did, they were losing cross sales opportunities right and left. The employees were all over the map.  Their prospects heard a lot about technology, but little about what it would do for them.

Chief Strategist: Right. So we interviewed their people… executives, sales… consultants.  And we interviewed and surveyed customers. We analyzed competitors’ positioning….

President: And we found gaps!

Chief Strategist: Indeed we did. So we showed them the responses. We found out that customers indeed didn’t know about the two sides of the business. And the customers viewed them as tech experts with deep knowledge of whatever our client did for them.

President: So if they wanted to be a strategic partner who could solve an array of problems, the customers didn’t see it. We  held a  workshop to get everyone together on this…

Writer: If I might move this along a bit…we repositioned them as making critical business processes like the stuff they do work better and smarter…so that their customers would have high performance solutions. We laid out a brand promise around delivering high performance solutions and the confidence that they’d be right for the customer.

Chief Strategist: And it worked — now their marketing and sales are coherent, their message is consistent, and they get more chances to cross-sell to existing customers.

President: Then we worked with them on a new website, new marketing materials, new whitepapers, and a communications strategy.  I love that story.

Chief Strategist: So what have we learned from this?

President: We’re pretty good at this stuff!  But…that was a long story.

Chief  Strategist: Right.  And what makes us the best?

President: Well, we have the experience to handle just about anything in public relations.

PR Manager: And we do smart strategy based on what works, not the media of the moment. And, our goals are the business goals, not PR goals.

Writer: And write good…heh…I mean, well. And we really shine when we bring deep client insight into our client stories.

Chief Strategist: So what we really need to do is bring all of this together…

President: Hmmm.

PR Manager: I’ll get the coffee.

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