Wednesday, November 10, 2010
Thursday, October 8, 2009
Activation Strategy
The visible output of marketing, what defines our profession to most people, are mere tactics. An ad. A coupon. A promotion. A jingle. A sign in a ballpark. Essential? Yes, but inherently disposable and fleeting. However, underneath the tactics resides strategy. And if we get strategy right, it can endure and will spawn endless tactical executions that propel the brand.
In the brand architecture model I'm discussing, an activation strategy is written for each functional area of marketing. Each functional strategy starts with the positioning, lifting elements that are to be emphasized in the functional area. Next a specific strategy is developed that is relevant to the function and enables a tactical marketer to deliver the positioning.
These strategies, while self sufficient, are built to integrate completely across the marketing mix. It is key to see the collection of strategies as a whole and as individuals, much like a sports team where different players play different roles.
Most brand architectures include the following functional strategies: TV advertising, print advertising, promotion, premise marketing, product development, packaging, product aesthetics, properties/sponsorships, social media, publicity and on. Everything communicates, so don't overlook anything.
In a perfect world each functional strategy would communic
ate the complete positioning, but that is not always feasible or practical. So understand what part of the positioning can be most effectively communicated by this functional area and frame a strategy around it.
A simple template is this:
Brilliant tactics rarely overcome bad strategy.
In the brand architecture model I'm discussing, an activation strategy is written for each functional area of marketing. Each functional strategy starts with the positioning, lifting elements that are to be emphasized in the functional area. Next a specific strategy is developed that is relevant to the function and enables a tactical marketer to deliver the positioning.
These strategies, while self sufficient, are built to integrate completely across the marketing mix. It is key to see the collection of strategies as a whole and as individuals, much like a sports team where different players play different roles.
Most brand architectures include the following functional strategies: TV advertising, print advertising, promotion, premise marketing, product development, packaging, product aesthetics, properties/sponsorships, social media, publicity and on. Everything communicates, so don't overlook anything.
In a perfect world each functional strategy would communic
ate the complete positioning, but that is not always feasible or practical. So understand what part of the positioning can be most effectively communicated by this functional area and frame a strategy around it.
A simple template is this:
In (functional area) we will emphasize the following key aspects of the positioning (positioning elements) by (strategic choices inside the functional area).
An example:- "In sports marketing for Fanta, we will emphasize the "tween social fun" aspects of the positioning by only pursuing sports that are played in groups and are often at the center of tween activity (e.g., basketball, not golf). Activation will emphasize the social aspect of the brand, not personal achievement". This strategy led us to beach volleyball.
Brilliant tactics rarely overcome bad strategy.
Friday, September 25, 2009
Brand Architecture
All marketers are enamored with buzz words and lingo. I am not immune. But for metaphor's sake, bear with me as I discuss Brand Architecture, the blueprint for brand building.
I'm not sure who coined this phrase, but it hit my radar around 1997 as I was working with Randel (Randy) Ransom at Coke trying to deploy a new brand positioning on FANTA into 142 countries around the world. We found out quickly that a positioning statement alone was insufficient to communicate brand strategy. Since then, I have found that this is true regardless of the geography or team size. Partners need additional guidance in HOW to bring a positioning statement to life in their functional area (advertising, point of purchase, media, etc). And if you aren't working with partners, then YOU need to do this work for yourself to map out how each marketing element will be used to establish the positioning.
The problem is that even well crafted positioning statements leave a fair amount of room for interpretation or misinterpretation as the case may be. To ensure consistent execution across functions and countries, we took the additional step to build-out a robust brand architecture that included activation strategy and example tactics across the core elements of the marketing mix. This gave business partners an overall, and specific, view as to how we intended to "activate" the brand.
In this blog, we have already tackled the foundational elements of a brand architecture, specifically functional benefits, emotional benefits, brand character and positioning statement. But a complete architecture extends into an activation strategy for each element of the marketing mix. In my experience, these strategies are often used as the creative brief for each functional area.
In my next post, I will introduce a simple template for activation strategy that ensures alignment to objectives and positioning strategy.
I'm not sure who coined this phrase, but it hit my radar around 1997 as I was working with Randel (Randy) Ransom at Coke trying to deploy a new brand positioning on FANTA into 142 countries around the world. We found out quickly that a positioning statement alone was insufficient to communicate brand strategy. Since then, I have found that this is true regardless of the geography or team size. Partners need additional guidance in HOW to bring a positioning statement to life in their functional area (advertising, point of purchase, media, etc). And if you aren't working with partners, then YOU need to do this work for yourself to map out how each marketing element will be used to establish the positioning.
The problem is that even well crafted positioning statements leave a fair amount of room for interpretation or misinterpretation as the case may be. To ensure consistent execution across functions and countries, we took the additional step to build-out a robust brand architecture that included activation strategy and example tactics across the core elements of the marketing mix. This gave business partners an overall, and specific, view as to how we intended to "activate" the brand.
In this blog, we have already tackled the foundational elements of a brand architecture, specifically functional benefits, emotional benefits, brand character and positioning statement. But a complete architecture extends into an activation strategy for each element of the marketing mix. In my experience, these strategies are often used as the creative brief for each functional area.
In my next post, I will introduce a simple template for activation strategy that ensures alignment to objectives and positioning strategy.
Friday, September 18, 2009
Simple Template for Brand Positioning Statement
There are a variety of valid templates for building brand positioning statements. Below find one we used at Coca-Cola that I have modified through the years. The template is just a starting point, a recipe that almost begs to be modified to suit your tastes. That said, starting with a template ensures that all the basic ingredients are in place and that any omissions are purposeful.
Here’s the simple template:
For (insert consumer target), (insert brand name) is the (insert competitive set) that provides (insert benefits) because only (insert brand name) has/does (insert reason to believe the benefit).
- Consumer Target: Who will use this brand (I’m purposely saying “use” not buy.) Think demographically and psychographically.
- Competitive Set: This is the product category(s) that consumers will primarily evaluate when choosing your brand. Be as narrow as you can.
- Benefit: Functional and/or emotional benefits need included here.
- Reason To Believe / Proof: Why I should believe the above benefits.
- Brand Character: I have found it works best to weave character statements into the benefit and/or the reason to be believe sections. If insufficient, at another line that states brand character.
Examples:
- For large frame runners, New Balance 993 is the no-nonsense, performance running shoe that let’s you run pain-free. That’s because New Balance 993 with Abzorbs Cushioning is built to handle the pounding of a large frame runner so your knees and angles won’t have to.
- For dissatisfied, middle-class Americans, Barack Obama is the presidential candidate that provides hope for a better life because only Barack Obama will bring real change to America. That’s because Barack Obama can be trusted to break down racial and class boundaries that favor the rich enabling everyone to enjoy the richness of America.
In closing, let me repeat from my previous post that positioning statements are written for business partners (creatives, sales people, engineers, marketers, etc). This is not a consumer communication. Focus on getting the language concise and clear, not clever.
Give it a try with one of your favorite brands like Starbucks, Nike, etc.
Wednesday, September 9, 2009
Brand Positioning Statement
The brand positioning statement is written to clarify your strategy and align all internal and external business partners. The positioning statement is the fulcrum of your strategy and the extended brand architecture. It sets a clear direction that all brand activity must align to. I cannot over emphasize the importance of the positioning statement. Everything in this blog thus far has only prepared us to write the positioning statement. Everything that follows will tie back to the positioning statement.
When I was a kid we had a board game called Pente. Pente's slogan was "moments to learn, a lifetime to master". Such is the art of creating positioning statements. I don't really know anyone great at writing positioning statements. Inevitably it's a trial and error, grind it out process. But for those that get it right, there is exponential reward! In the next post I will introduce a simple format for positioning statements. It will take moments to learn, and in my experience, a lifetime to master.
But before we get started, a couple of pointers.
When I was a kid we had a board game called Pente. Pente's slogan was "moments to learn, a lifetime to master". Such is the art of creating positioning statements. I don't really know anyone great at writing positioning statements. Inevitably it's a trial and error, grind it out process. But for those that get it right, there is exponential reward! In the next post I will introduce a simple format for positioning statements. It will take moments to learn, and in my experience, a lifetime to master.
But before we get started, a couple of pointers.
- Audience: You are writing the positioning statement for business associates (creatives, sales people, engineers, marketers, etc). This is not a consumer communication.
- Concise: The fewer the words the better.
- Clarity: The language cannot leave room for interpretation, it must be 100% clear, free of jargon and hype.
- Positioning vs Positioning Statements: Don't lose site of the fact that positioning statements are ASPIRATIONAL by design. They are not current state. That said, the aspiration must be rooted in something that is obtainable and reasonable. Brand positioning is current state in CONSUMERS' minds (not the marketer's mind). Brand positioning is where you are, brand positioning statements are where you want to be.
- Choosy: Great positioning statements make tough choices. They narrowly focus and avoid the temptation of overly broadening the benefit or consumer target.
- Perseverance: Plan on this taking a while. They must be meticulously crafted, refined, checked and tested with the audience. This isn't a one day project nor should it be. This is the central load bearing wall for your brand architecture. Take the time and get it right!
Saturday, August 29, 2009
Brand Character
We are moving toward construction of a brand positioning, but we need to understand the components first. Having discussed functional and emotional benefits, now it's time to discuss brand character (if you prefer, brand personality).
This is an exercise in personification. For this discussion, personification is the projection of human qualities on inhuman objects. Upbeat, empathetic, problem-solver, friendly, fun, intense, progressive, zany, cool, reliable, sincere, traditional, out-of date, old fashioned, stale, annoying, cheap, unreliable, schizo. These are all words I have heard consumers use to describe brands. Drier sheets or detergents or beverages or cars cannot by themselves assume any of these traits. It's the BRAND behind them that brings those traits to life.
Everybody claims to have brands, but few really do. Most have products. One way to measure if you have built a brand in consumer's minds (which is where all brands live, by the way) is to conduct the personification test. Ask consumers (or yourself) "If brand Z were a person what would they be like?" The strength, depth and consistency of the response will give you a great indication of whether or not you are working with a brand and what its CHARACTER is.
As a brand builder, our job is to DEFINE the brand character we want to develop with consumers. Do we want to be perceived as modern or traditional, liberal or conservative, optimistic or realistic, unpredictable or reliable? These are choices WE make, then work relentlessly to build in consumers minds. Practically speaking, these choices must tie back to the functional and emotional benefits you have already selected. (e.g., progressive brands can't rely on out of date technology.)
Most of us work with inherited brands, to begin understanding BRAND CHARACTER start by asking your consumers the personification question.
This is an exercise in personification. For this discussion, personification is the projection of human qualities on inhuman objects. Upbeat, empathetic, problem-solver, friendly, fun, intense, progressive, zany, cool, reliable, sincere, traditional, out-of date, old fashioned, stale, annoying, cheap, unreliable, schizo. These are all words I have heard consumers use to describe brands. Drier sheets or detergents or beverages or cars cannot by themselves assume any of these traits. It's the BRAND behind them that brings those traits to life.
Everybody claims to have brands, but few really do. Most have products. One way to measure if you have built a brand in consumer's minds (which is where all brands live, by the way) is to conduct the personification test. Ask consumers (or yourself) "If brand Z were a person what would they be like?" The strength, depth and consistency of the response will give you a great indication of whether or not you are working with a brand and what its CHARACTER is.
As a brand builder, our job is to DEFINE the brand character we want to develop with consumers. Do we want to be perceived as modern or traditional, liberal or conservative, optimistic or realistic, unpredictable or reliable? These are choices WE make, then work relentlessly to build in consumers minds. Practically speaking, these choices must tie back to the functional and emotional benefits you have already selected. (e.g., progressive brands can't rely on out of date technology.)
Most of us work with inherited brands, to begin understanding BRAND CHARACTER start by asking your consumers the personification question.
Saturday, August 15, 2009
Hierarchy of Benefits
Just like Maslow believed in a hierarchy of needs, I believe there is a hierarchy of benefits. For brand builders, the precedent benefit is the functional benefit. What is the physical function of the brand? Cleaning clothes, reducing thirst, providing energy, dry cleaning clothes, transportation, supporting feet, etc. Define what functional benefit you want to stand for first, and build from there. And practically speaking, most of us market brands/products that already exist. It's just not a practical option to start over. So understand what your brand does functionally, then proceed.
From my P&G days, Tide stood for clean, Cheer stood for color safety, Gain stood for scent. Oh they all cleaned clothes, gave them fragrance and had an acceptable level of color safety, but the brands were built off of three different functional benefit platforms. With their core functional benefit determined, they were then able to differentiate product performance through synergistic product design and communication focus. Similarly, from a well defined functional benefit, you are also able to develop a relevant emotional benefit.
Emotional benefits that are disconnected from functional benefits are inherently inauthentic. Consumers smell these for what they are, marketing over promise. A couple of current examples of over-promise: Coca-Cola: Open Happiness. McDonald's: I'm Lovin' It. I'm just not believing this. Are you? On the flip side, Apple: Think Different. Olay: Love the Skin Your In. These brands back up the emotional promise with functional performance.
For a season, I was Global Brand Manager on Fanta. Fanta is a sticky sweet, brightly colored (usually Orange), carbonated beverage. Not a thirst quencher, it's too sweet. It's liquid candy. Our emotional benefit was a sense of belonging that emerges from fun times with friends. Why? Because the marquee consumption occasion for Fanta was fun social environments for tweens. Is Fanta a cool hip teen/young adult brand? No. It has no credibility in that world, partly because its intrinsic properties keep it from ever being taken too seriously.
So, figure out the functional benefit first, THEN define a believable emotional benefit.
From my P&G days, Tide stood for clean, Cheer stood for color safety, Gain stood for scent. Oh they all cleaned clothes, gave them fragrance and had an acceptable level of color safety, but the brands were built off of three different functional benefit platforms. With their core functional benefit determined, they were then able to differentiate product performance through synergistic product design and communication focus. Similarly, from a well defined functional benefit, you are also able to develop a relevant emotional benefit.
Emotional benefits that are disconnected from functional benefits are inherently inauthentic. Consumers smell these for what they are, marketing over promise. A couple of current examples of over-promise: Coca-Cola: Open Happiness. McDonald's: I'm Lovin' It. I'm just not believing this. Are you? On the flip side, Apple: Think Different. Olay: Love the Skin Your In. These brands back up the emotional promise with functional performance.
For a season, I was Global Brand Manager on Fanta. Fanta is a sticky sweet, brightly colored (usually Orange), carbonated beverage. Not a thirst quencher, it's too sweet. It's liquid candy. Our emotional benefit was a sense of belonging that emerges from fun times with friends. Why? Because the marquee consumption occasion for Fanta was fun social environments for tweens. Is Fanta a cool hip teen/young adult brand? No. It has no credibility in that world, partly because its intrinsic properties keep it from ever being taken too seriously.
So, figure out the functional benefit first, THEN define a believable emotional benefit.
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