as Published in the Globe and Mail (National Edition) - August 2, 2010
The shift occurring in the area of marketing communications was on display at this year's Cannes Advertising Festival. As always, when the world comes together to compare notes on the best marketing work from across the globe, certain trends become apparent.
The winning works focused on the role of brands in consumers' lives. The best marketers and their agencies used communications to add value. From campaigns that tapped into emotional connections, to ones that enhanced the customer service experience, this year's Cannes winners were thought-provoking for marketers and agencies alike.
Give consumers something to love
Everyone has a degree of cynicism about advertising, yet many marketers persist in selling on logic rather than emotion. That's likely because logic is rational, easier and safer. If you let people know why something is good that should be enough. Emotional selling is tougher, mainly because it doesn't work unless it's authentic. Ultimately, if you get it right it pays big dividends. People really do want a reason to love your brand.
A great example from Cannes this year was the Replay campaign from Gatorade. The sports drink maker decided to reignite the athletic spark in adults older than 30, of whom only three of 10 in the U.S. exercise regularly. The Gatorade team returned to two U.S. high schools with a century-old football rivalry - Phillipsburg and Easton, N.J., and chose a tie game from 15 years earlier for the former students to replay.
The players trained at the Gatorade Sports Science Institute for two months, with documentary video clips building the story online. In April, the coaches, players, cheerleaders and school band members, together with NFL quarterbacks and Gatorade-sponsored athletes Peyton and Eli Manning, replayed the game. Regional sales of Gatorade shot up 63 per cent. Now, Gatorade has a property they are using to engage other former high school teams, and using social media has called for nominations for the 2010 Replay team.
Engage your target consumer
One of the more interesting examples came from Yellow Pages in New Zealand. Faced with increased competition from online search, Yellow Pages needed to demonstrate to advertisers why they should continue to use Yellow Pages. In a bold piece of marketing, Yellow Pages issued a challenge to create the taste of yellow to prove you can get any job done using the Yellow Pages. They cast a young New Zealander and filmed his quest to create a Yellow-tasting chocolate bar. Following his progress through TV ads and social media, New Zealanders watched the creation of the product. When the chocolate bar launched in January it became the fastest selling candy bar, outselling the market leader by two to one. Yellow Pages usage increased 9 per cent, and the campaign became the most talked about in the country. Yellow Pages took a chance on engaging people directly with their brand, rather than just selling the brand's features, and it paid off.
Find the unmet need
It feels like an obvious observation but a lot of brand communication is driven by "what's the best thing we can say about our brand?" versus "what is it that consumers really need?" A great example of directly addressing a consumer's pain-point is this year's Cannes Titanium winner - Best Buy's Twelpforce campaign. Twelpforce takes the fact that people become frustrated when they can't understand technology, and addresses it head-on. Best Buy's ad agency created Twelpforce, which leverages Best Buy's knowledgeable work force and lets customers ask questions via Twitter. Any Best Buy employee can respond immediately with answers.
If it works, build on it
Sometimes marketers and their agency partners tap into a campaign idea that ends up becoming a cultural force of its own. The Old Spice "the man your man could smell like" campaign is the most recent example. Old Spice took an unexpected creative turn by creating a story for the brand that tapped an emotional, rather than functional, insight. And, by striking a knowing, self-aware tone that broke through people's barriers and long-held expectations, Old Spice has become the most talked about brand of the moment.
The toughest challenge when you strike it right is how to follow up and continue to build engagement. The Old Spice team has done this in a masterful way by posting YouTube clips of the Old Spice actor in the shower directly answering consumer questions. These clips, as well as the Old Spice ads, have become some of the most searched viral videos.
Take advantage of buzz
Creative marketing means thinking laterally. It's about making unexpected connections that look and feel completely natural in hindsight. There are a lot of great historic examples where brands jumped on something that was getting a lot of media coverage and managed to hijack extra focus for their story.
A good example from Cannes this year was Polo mints. Last December when U.K. citizens were lamenting a blanket of fresh, white snow, Polo jumped into action and created a "Polo snow stamp" which, when stamped on benches, roadways, cars, etc., left an impression that looked exactly like the Polo mint. For a tiny budget Polo created something unexpected that felt exactly right for the brand.
Monday, August 2, 2010
Monday, June 21, 2010
There's power in partnerships for your brand
as Published in the Globe and Mail (National Edition) - June 21, 2010
Many companies have successfully teamed with major events, social causes, high-profile entertainers and events to promote their brand.
However, just hitching your brand to a celebrity or organization isn't enough any more. Brands need to connect with partners in deeper and more meaningful ways. And, as brand owners seek ever more creative ways to stand out from the crowd, the stakes and costs of these brand associations have become bigger.
Marketers who get it right find ways to seamlessly integrate their brands with their partners' brands in ways that elevate both.
So how can marketers put these more powerful symbiotic relationships together?
A complementary partner
Bank of Nova Scotia is in the business of providing mortgages. While a mortgage is part of the equation, creating the perfect home requires more than just financing. Scotiabank saw an opportunity to capitalize on this insight and position itself as a financial institution that thinks about more than money. It teamed with Rogers Communications Inc.'s media group to launch Home Experts, a website that acts as a resource for renovating, decorating and financing advice. Rogers had the home decorating and reno content and experts to complement Scotiabank's financial know-how. Together, they were able to present a more holistic approach to home ownership.
Share a goal Consumers want to understand the full value being created by a brand partnership. They'll give your brand credit only if they are sure your commitment goes beyond providing your logo. They want to know your organization believes in what it's supporting.
Coast Capital Savings Credit Union, based in British Columbia, proved such commitment when it joined forces with the YMCA of Greater Vancouver, signing a multiyear partnership and contributing $1-million to provide financing for 69 licensed child-care and pre-school spaces in a centre bearing its name at the new Robert Lee YMCA in downtown Vancouver. The partnership links Coast Capital's financial expertise with the Y's social expertise and is an extension of the credit union's efforts to support early education and community leadership initiatives.
Ensure a DNA match
Your partner must share similar values and world views. Your target audience will instantly sense if the fit is authentic and if the partner brands are working seamlessly to deliver on the promise of the association.
American Express Co. has a long history of corporate social responsibility (CSR) programs, supporting thousands of non-profit groups over the years. To reignite its efforts, Amex recently linked with Take Part, an online community that provides information and resources for social activism. As a result of this partnership, called the Members Project, Amex provides its members with access to a Web-based resource that introduces them to ways to become involved in their local community, donate money or reward points to one of thousands of charities or receive reward points for volunteering. Take Part gets access to a vast premium audience looking to find ways to make a difference. Amex found a partner that enables it to more efficiently and effectively be involved in the CSR that is a core part of its brand.
It works both ways
Interestingly, it appears that corporate/not-for-profit partnerships have significant benefits for both the corporation and the not-for-profit. More than three-quarters of respondents to Boston-based, cause-marketing agency Cone Inc.'s most recent marketing trend tracker said they believe such partnerships enable the non-profit cause to stand out.
As well, 59 per cent said they are more likely to buy a product associated with the partnership, 50 per cent said they are more likely to donate to the non-profit and 41 per cent said they are more likely to volunteer for the non-profit. Corporate partners seen to be living up to a non-profit's goals and aspirations can add big value to their own brands as well as elevate awareness and interest in the cause.
It doesn't have to be serious
Partnerships don't always have to be deep, meaningful and complex. They can be as simple as picking the right endorser or spokesperson. If your brand is fun, make your partnership fun, too. Mars Inc. did that when it featured former Golden Girls star Betty White playing touch football in the ad for its Snickers chocolate bars during its big-budget Super Bowl campaign, playing off a shared sense of irreverence. Snickers is a fun brand that provides moments of pleasure; taking itself too seriously would have been the wrong approach.
Many companies have successfully teamed with major events, social causes, high-profile entertainers and events to promote their brand.
However, just hitching your brand to a celebrity or organization isn't enough any more. Brands need to connect with partners in deeper and more meaningful ways. And, as brand owners seek ever more creative ways to stand out from the crowd, the stakes and costs of these brand associations have become bigger.
Marketers who get it right find ways to seamlessly integrate their brands with their partners' brands in ways that elevate both.
So how can marketers put these more powerful symbiotic relationships together?
A complementary partner
Bank of Nova Scotia is in the business of providing mortgages. While a mortgage is part of the equation, creating the perfect home requires more than just financing. Scotiabank saw an opportunity to capitalize on this insight and position itself as a financial institution that thinks about more than money. It teamed with Rogers Communications Inc.'s media group to launch Home Experts, a website that acts as a resource for renovating, decorating and financing advice. Rogers had the home decorating and reno content and experts to complement Scotiabank's financial know-how. Together, they were able to present a more holistic approach to home ownership.
Share a goal Consumers want to understand the full value being created by a brand partnership. They'll give your brand credit only if they are sure your commitment goes beyond providing your logo. They want to know your organization believes in what it's supporting.
Coast Capital Savings Credit Union, based in British Columbia, proved such commitment when it joined forces with the YMCA of Greater Vancouver, signing a multiyear partnership and contributing $1-million to provide financing for 69 licensed child-care and pre-school spaces in a centre bearing its name at the new Robert Lee YMCA in downtown Vancouver. The partnership links Coast Capital's financial expertise with the Y's social expertise and is an extension of the credit union's efforts to support early education and community leadership initiatives.
Ensure a DNA match
Your partner must share similar values and world views. Your target audience will instantly sense if the fit is authentic and if the partner brands are working seamlessly to deliver on the promise of the association.
American Express Co. has a long history of corporate social responsibility (CSR) programs, supporting thousands of non-profit groups over the years. To reignite its efforts, Amex recently linked with Take Part, an online community that provides information and resources for social activism. As a result of this partnership, called the Members Project, Amex provides its members with access to a Web-based resource that introduces them to ways to become involved in their local community, donate money or reward points to one of thousands of charities or receive reward points for volunteering. Take Part gets access to a vast premium audience looking to find ways to make a difference. Amex found a partner that enables it to more efficiently and effectively be involved in the CSR that is a core part of its brand.
It works both ways
Interestingly, it appears that corporate/not-for-profit partnerships have significant benefits for both the corporation and the not-for-profit. More than three-quarters of respondents to Boston-based, cause-marketing agency Cone Inc.'s most recent marketing trend tracker said they believe such partnerships enable the non-profit cause to stand out.
As well, 59 per cent said they are more likely to buy a product associated with the partnership, 50 per cent said they are more likely to donate to the non-profit and 41 per cent said they are more likely to volunteer for the non-profit. Corporate partners seen to be living up to a non-profit's goals and aspirations can add big value to their own brands as well as elevate awareness and interest in the cause.
It doesn't have to be serious
Partnerships don't always have to be deep, meaningful and complex. They can be as simple as picking the right endorser or spokesperson. If your brand is fun, make your partnership fun, too. Mars Inc. did that when it featured former Golden Girls star Betty White playing touch football in the ad for its Snickers chocolate bars during its big-budget Super Bowl campaign, playing off a shared sense of irreverence. Snickers is a fun brand that provides moments of pleasure; taking itself too seriously would have been the wrong approach.
Monday, April 12, 2010
We still look to TV for those water-cooler moments
as Published in the Globe and Mail (National Edition) - April 12, 2010
For a medium that is supposed to be in huge decline and no longer relevant, television is going through some interesting times.
Audiences for certain shows not only aren't dropping, they're actually up dramatically. There is talk of 3-D television programming in development, and Google Inc. is putting together partnerships to deliver its own TV network.
Why is there so much fuss about and focus on this once-written-off medium?
Since its inception, TV has been a centrepiece in most homes, delivering an experience that people could share and discuss. Sporting events, moon landings, elections and blockbuster programming brought people together.
But with pressure from niche channels, content-rich DVDs, PVRs and popular video websites such as YouTube and U.S. online TV site Hulu, traditional TV was starting to feel like a distant memory.
But, a funny thing has reared its head lately - human nature. A part of all of us still wants to share big moments with our communities, our country and even the world. Most of us will remember where we were when we were watching the recent men's gold medal hockey game. More than 22 million Canadians watched Sidney Crosby score the overtime goal. Audiences for live broadcasts of recent major events such as the Golden Globes, the Grammys, the Super Bowl and the Academy Awards were all up.
While there are more content options than ever before, it appears that Canadians are still looking for connections to those water-cooler moments. And it's interesting to note that online and social media are increasingly building on the content of these TV events, continuing the coverage and conversation.
So, what does this mean for marketers?
If you can afford it, be part of the moment
Both Visa Inc. and Coca-Cola Ltd. offer good examples of leveraging their marketing tools to fully take advantage of the 2010 Olympics.
Visa tailored its TV ads to connect with newsworthy and emotional moments. When skier Alexandre Bilodeau won Canada's first gold medal on home soil, Visa was on the next commercial break congratulating the country.
And Coca-Cola created a completely integrated presence around the Olympics, including advertising capitalizing on our national passion for hockey, a torch relay sponsorship that united Canadians and created its own news stories, and even the launch of a special Olympic-branded bottle.
There are enough water-cooler moments throughout the year to map out a strategy that ensures you reach large audiences effectively with your key message.
For example, the biggest advertiser during this year's Academy Awards was Hyundai Motor Co., which ran six spots promoting the launch of the 2011 Sonata. Producing and running that number of ads can be pricey, but this strategy can be very effective, reaching a large audience with a key brand message.
While notable U.S. Super Bowl advertisers of the past gave it up this year, a recent study looking at sales results for those that did participate re-emphasized the effectiveness of big-event TV advertising. The study, by research company Millward Brown, found that Super Bowl advertisers saw "an average sales uplift of more than 11 per cent in the following month." As well, it calculated that advertisers would have had to devote three times their Super Bowl spending on traditional TV ads to get the same result.
Can your brand leverage TV content?
Dr. Pepper ads currently airing on television feature Dr. Spaceman, a character from 30 Rock; they run immediately after the comedy show finishes and are featured prominently on the show's website. By capitalizing on the show's content, the Dr. Pepper ads blur the line between program and commercial, and transfer the likeability of the show directly to the brand.
Social media will likely increase TV audiences
Sites such as Facebook and Twitter are all about creating connections and community. As friends share their comments about favourite TV shows or tweet about who's going to win an event, they reinforce the power of traditional TV and boost the impact of event experiences.
Marketers can benefit by paying attention to what is getting traction, as that's where the audiences will be.
Tiger Woods' return to golf at the Masters last week was a hot topic on blogs as well as sports, news and social media websites. The momentum behind the online chatter generated one of the biggest viewing audiences for the Masters in TV history.
If you can't afford to be part of the moment, you can still be part of the conversation
It used to be that if, as a marketer, you couldn't afford to be on TV during the event, you missed the opportunity. Now, more than ever, however, big TV events generate online coverage and fan conversation after the fact. That creates an opportunity to participate at a virtual water cooler and keep the connection going. Promoting your brand on targeted sites or blogs (such as msn.ca, tsn.ca or people.com) before or after an event or show allows you to take advantage of the pre- and post-event buzz.
Television may be only one of many content options today, but it still stands alone as the place to gather for the big show.
For a medium that is supposed to be in huge decline and no longer relevant, television is going through some interesting times.
Audiences for certain shows not only aren't dropping, they're actually up dramatically. There is talk of 3-D television programming in development, and Google Inc. is putting together partnerships to deliver its own TV network.
Why is there so much fuss about and focus on this once-written-off medium?
Since its inception, TV has been a centrepiece in most homes, delivering an experience that people could share and discuss. Sporting events, moon landings, elections and blockbuster programming brought people together.
But with pressure from niche channels, content-rich DVDs, PVRs and popular video websites such as YouTube and U.S. online TV site Hulu, traditional TV was starting to feel like a distant memory.
But, a funny thing has reared its head lately - human nature. A part of all of us still wants to share big moments with our communities, our country and even the world. Most of us will remember where we were when we were watching the recent men's gold medal hockey game. More than 22 million Canadians watched Sidney Crosby score the overtime goal. Audiences for live broadcasts of recent major events such as the Golden Globes, the Grammys, the Super Bowl and the Academy Awards were all up.
While there are more content options than ever before, it appears that Canadians are still looking for connections to those water-cooler moments. And it's interesting to note that online and social media are increasingly building on the content of these TV events, continuing the coverage and conversation.
So, what does this mean for marketers?
If you can afford it, be part of the moment
Both Visa Inc. and Coca-Cola Ltd. offer good examples of leveraging their marketing tools to fully take advantage of the 2010 Olympics.
Visa tailored its TV ads to connect with newsworthy and emotional moments. When skier Alexandre Bilodeau won Canada's first gold medal on home soil, Visa was on the next commercial break congratulating the country.
And Coca-Cola created a completely integrated presence around the Olympics, including advertising capitalizing on our national passion for hockey, a torch relay sponsorship that united Canadians and created its own news stories, and even the launch of a special Olympic-branded bottle.
There are enough water-cooler moments throughout the year to map out a strategy that ensures you reach large audiences effectively with your key message.
For example, the biggest advertiser during this year's Academy Awards was Hyundai Motor Co., which ran six spots promoting the launch of the 2011 Sonata. Producing and running that number of ads can be pricey, but this strategy can be very effective, reaching a large audience with a key brand message.
While notable U.S. Super Bowl advertisers of the past gave it up this year, a recent study looking at sales results for those that did participate re-emphasized the effectiveness of big-event TV advertising. The study, by research company Millward Brown, found that Super Bowl advertisers saw "an average sales uplift of more than 11 per cent in the following month." As well, it calculated that advertisers would have had to devote three times their Super Bowl spending on traditional TV ads to get the same result.
Can your brand leverage TV content?
Dr. Pepper ads currently airing on television feature Dr. Spaceman, a character from 30 Rock; they run immediately after the comedy show finishes and are featured prominently on the show's website. By capitalizing on the show's content, the Dr. Pepper ads blur the line between program and commercial, and transfer the likeability of the show directly to the brand.
Social media will likely increase TV audiences
Sites such as Facebook and Twitter are all about creating connections and community. As friends share their comments about favourite TV shows or tweet about who's going to win an event, they reinforce the power of traditional TV and boost the impact of event experiences.
Marketers can benefit by paying attention to what is getting traction, as that's where the audiences will be.
Tiger Woods' return to golf at the Masters last week was a hot topic on blogs as well as sports, news and social media websites. The momentum behind the online chatter generated one of the biggest viewing audiences for the Masters in TV history.
If you can't afford to be part of the moment, you can still be part of the conversation
It used to be that if, as a marketer, you couldn't afford to be on TV during the event, you missed the opportunity. Now, more than ever, however, big TV events generate online coverage and fan conversation after the fact. That creates an opportunity to participate at a virtual water cooler and keep the connection going. Promoting your brand on targeted sites or blogs (such as msn.ca, tsn.ca or people.com) before or after an event or show allows you to take advantage of the pre- and post-event buzz.
Television may be only one of many content options today, but it still stands alone as the place to gather for the big show.
Monday, February 1, 2010
Wired for change should be marketers' mantra
as Published in the Globe and Mail (National Edition)- February 1, 2010
With the dawn of a new decade, it's worth reflecting on the pace of change that has occurred in marketing, and think about what it will take to own the future.
At the start of the last decade, no one could have predicted how the tools with which businesses tell their brand stories would shift so dramatically.
As well, it would have been challenging to accept that the shift in brand ownership from the corporation to the consumer would have been as radical as it has been.
To gear up for the next decade, here are some of the key shifts to keep in mind for your own marketing efforts:
Moving away from tried and true
After 23 years, this year's Feb. 7 broadcast will mark the first Super Bowl without any Pepsi advertising.
Instead, PepsiCo Inc. is shifting its multimillion-dollar budget online. And, rather than relying on celebrities to pitch its products, it's shifted to a philanthropic, cause-related campaign.
Called the "Pepsi Refresh Project" (http://www.refresheverything.com), the initiative, launched in January, offers to fund "refreshing ideas that change the world." People can apply on the website to have their projects funded and vote for projects they believe are worthy of funding.
This noteworthy shift from high-profile, event-based buzz to an online-based, cause-related movement illustrates what many marketers are feeling - that traditional tools don't have the same power to engage consumers that they used to. And, increasingly, marketers are looking at values as a way to demonstrate value.
Speed to market is accelerating
Marketing today has shifted to real-time response, requiring fast assessments of opportunities and threats. This requires a strong understanding of what feels right and appropriate for your brand, so that strategic communication decisions can be made quickly.
The speed with which marketers, not just aid organizations and NGOs, jumped to help raise funds for victims of the Haiti earthquake was astonishing. Within hours, telecom companies created opportunities to contribute via texting, airlines and hotel chains implemented point-donation programs, and other businesses, from packaged-goods to courier companies, were trying to outdo each other with announcements of cash contributions.
More effort to earn your place
Gone are the simpler times when a TV ad presenting a sharp, focused and competitive brand message was enough to do the job. In the past decade, consumers have become increasingly cynical about advertising messages, with blogs and other online tools holding marketers accountable for the promises they make.
As well, consumers are more protective about giving brands the permission to intrude, particularly in personal spaces like Facebook.
To succeed, marketers need to understand where they have permission to show up, and the tools they choose to use must deliver value to consumers and speak in an authentic brand voice.
An interesting example from 2009 is Best Buy's creation of Twelpforce, a service using company staff to answer product and technology questions directly via Twitter - bypassing the usual and often frustrating customer-service practices.
Best Buy's ad agency, Crispin Porter & Bogusky, made Twelpforce a key component of its marketing program, aiming to provide proof that the company's staff are more knowledgeable and supportive than that of its competitors.
Consumers expect to participate with your brand
Over the past 10 years, marketers have increasingly moved from talking at consumers to talking with them. As the lines of brand ownership blur, co-creation of content and user-generated content will increasingly become part of a company's communications approach.
A great example: To promote this year's Grammy Awards, the Recording Academy and its ad agency, TBWA\Chiat\Day, created a campaign centred around an interactive website called "We Are All Fans" (wereallfans.com). It's filled with portraits of Grammy-nominated artists generated entirely from YouTube, Twitter and Flickr postings submitted by fans, constantly updating in real time.
Brands and ideas are borderless
More than ever, we're citizens of the world, with consumers seeking out the latest and greatest, independent of location. With the pervasiveness of global conversations via Facebook, YouTube and Twitter, people feel more directly and immediately connected to brands outside their immediate marketplace.
For last year's United Nations climate change conference in Copenhagen, marketers, agencies and NGOs got together to create a campaign called Hopenhagen, intended to connect people to the issues (hopenhagen.org).
The campaign, promoted via social and paid media, created a platform for people to voice their opinions about climate change. Today, the site showcases comments from some of more than six million citizens of countries all over the world.
Marketers are no longer bound by region, and brands can go global virtually overnight. Today, being nimble, open-minded and prepared to break new ground is the price of entry.
For marketers to find success over the next decade, they will need to be wired for change, creative about understanding their brand's real connection with consumers, and fearless about trying new approaches.
With the dawn of a new decade, it's worth reflecting on the pace of change that has occurred in marketing, and think about what it will take to own the future.
At the start of the last decade, no one could have predicted how the tools with which businesses tell their brand stories would shift so dramatically.
As well, it would have been challenging to accept that the shift in brand ownership from the corporation to the consumer would have been as radical as it has been.
To gear up for the next decade, here are some of the key shifts to keep in mind for your own marketing efforts:
Moving away from tried and true
After 23 years, this year's Feb. 7 broadcast will mark the first Super Bowl without any Pepsi advertising.
Instead, PepsiCo Inc. is shifting its multimillion-dollar budget online. And, rather than relying on celebrities to pitch its products, it's shifted to a philanthropic, cause-related campaign.
Called the "Pepsi Refresh Project" (http://www.refresheverything.com), the initiative, launched in January, offers to fund "refreshing ideas that change the world." People can apply on the website to have their projects funded and vote for projects they believe are worthy of funding.
This noteworthy shift from high-profile, event-based buzz to an online-based, cause-related movement illustrates what many marketers are feeling - that traditional tools don't have the same power to engage consumers that they used to. And, increasingly, marketers are looking at values as a way to demonstrate value.
Speed to market is accelerating
Marketing today has shifted to real-time response, requiring fast assessments of opportunities and threats. This requires a strong understanding of what feels right and appropriate for your brand, so that strategic communication decisions can be made quickly.
The speed with which marketers, not just aid organizations and NGOs, jumped to help raise funds for victims of the Haiti earthquake was astonishing. Within hours, telecom companies created opportunities to contribute via texting, airlines and hotel chains implemented point-donation programs, and other businesses, from packaged-goods to courier companies, were trying to outdo each other with announcements of cash contributions.
More effort to earn your place
Gone are the simpler times when a TV ad presenting a sharp, focused and competitive brand message was enough to do the job. In the past decade, consumers have become increasingly cynical about advertising messages, with blogs and other online tools holding marketers accountable for the promises they make.
As well, consumers are more protective about giving brands the permission to intrude, particularly in personal spaces like Facebook.
To succeed, marketers need to understand where they have permission to show up, and the tools they choose to use must deliver value to consumers and speak in an authentic brand voice.
An interesting example from 2009 is Best Buy's creation of Twelpforce, a service using company staff to answer product and technology questions directly via Twitter - bypassing the usual and often frustrating customer-service practices.
Best Buy's ad agency, Crispin Porter & Bogusky, made Twelpforce a key component of its marketing program, aiming to provide proof that the company's staff are more knowledgeable and supportive than that of its competitors.
Consumers expect to participate with your brand
Over the past 10 years, marketers have increasingly moved from talking at consumers to talking with them. As the lines of brand ownership blur, co-creation of content and user-generated content will increasingly become part of a company's communications approach.
A great example: To promote this year's Grammy Awards, the Recording Academy and its ad agency, TBWA\Chiat\Day, created a campaign centred around an interactive website called "We Are All Fans" (wereallfans.com). It's filled with portraits of Grammy-nominated artists generated entirely from YouTube, Twitter and Flickr postings submitted by fans, constantly updating in real time.
Brands and ideas are borderless
More than ever, we're citizens of the world, with consumers seeking out the latest and greatest, independent of location. With the pervasiveness of global conversations via Facebook, YouTube and Twitter, people feel more directly and immediately connected to brands outside their immediate marketplace.
For last year's United Nations climate change conference in Copenhagen, marketers, agencies and NGOs got together to create a campaign called Hopenhagen, intended to connect people to the issues (hopenhagen.org).
The campaign, promoted via social and paid media, created a platform for people to voice their opinions about climate change. Today, the site showcases comments from some of more than six million citizens of countries all over the world.
Marketers are no longer bound by region, and brands can go global virtually overnight. Today, being nimble, open-minded and prepared to break new ground is the price of entry.
For marketers to find success over the next decade, they will need to be wired for change, creative about understanding their brand's real connection with consumers, and fearless about trying new approaches.
Monday, November 16, 2009
Convergence at last: marketers get mobile
as Published in the Globe and Mail (National Edition)- November 16, 2009
Although the United States, Japan and China have the world's most-developed mobile markets, it's increasingly making business sense to consider mobile as a key element in your marketing strategy.
According to Chetan Sharma Consulting, it's predicted that, by next year, 70 per cent of the world's population will own a mobile device. And mobile Web penetration globally is already above 25 per cent and rising rapidly.
Devices that combine mobility and access, such as smart phones, iPods and the Kindle book reader, create opportunities and stimulate demand for mobile media. The availability of GPS on mobile devices opens the door to countless new location-specific applications allowing people to do things that were the stuff of science fiction a few short years ago.
Consumers now expect easy access to a wealth of digital services, all delivered with broadband speed and available any time, anywhere. For years, marketers have talked about media convergence; it's actually happening within the mobile device.
With mobile, marketers have access to a truly personal communications vehicle, and can reach customers and prospects with messages and offers specific to their location and interests. Because mobile penetration in the U.S. is higher, the use of mobile marketing there tends to lead what we are doing in Canada.
Here's a look at a few practices that are proving effective.
Look for new ways to engage consumers
Soap maker Dove included a text-to-vote number on a billboard that showed a fresh-looking older woman. Pedestrians were asked to choose between "wrinkled" and "wonderful" - the combined results from both text and online voting were displayed on the billboard's live ticker.
Pontiac launched a camera-phone promotion for its new G6, encouraging consumers to look for G6s on the street. Consumers who took a photo of a G6 and sent it in were entered into a draw to win $1-million.
Adidas extended its sponsorship of the London Marathon by getting runners' families and friends more engaged in the event. A Java application for the mobile Web tied together radio-frequency identification chips in runners' shoes with timing mats on the course. Spectators could enter a runner's unique code, via the application or online, to get the latest information on individual progress and projected finish time.
Look for times of special relevance
Honda launched its hybrid Insight vehicle to coincide with Earth Hour, a specific time when people around the world are particularly aware of environmental issues and therefore likely more interested in a hybrid vehicle. The mobile element of the campaign included opt-in alerts reminding people of the Earth Hour event by time zone. This simple but effective campaign allowed Honda to provide a service to consumers while building its brand.
Make it easy
Designing an application specifically for mobile devices makes good sense for companies wanting to stimulate usage. The car-sharing service Zipcar announced a new application that allows members to find, reserve, honk, lock and unlock its vehicles - all from an iPhone or iPod Touch.
Care about what the user cares about
AT&T found an innovative way to cement relationships and stimulate usage while providing a valuable service. AT&T Social Net acts as a "social mission control," providing a live connection to popular social networks such as Facebook, Twitter and MySpace. Visiongain Research predicts mobile social network-related revenue will reach $60-billion (U.S.) by 2012 and, in the United States, mobile-only social networks such as MocoSpace, Mig33 and Peperonity are gaining traction.
Communicate in real time
Minnesota's Mall of America now offers a new text-messaging service called MallCall, giving shoppers real-time information about deals and promotions. Consumers must opt in to the service, and receive texts only during mall hours. The service lets retailers target potential customers already in the mall, driving traffic and making bargain-hunting easier for shoppers.
Reward loyalty
Starbucks recently launched a mobile loyalty program in Mexico that achieved a 60-per-cent coupon redemption rate. In-store signage includes a mobile "call to action" offering various discounts and upgrades. At the same time, the company is targeting new customers with a buy-one-get-one-free offer via postcards handed out in malls, universities and retail outlets.
Build relationships
Because mobile devices are highly personal, they must be treated with respect. Getting permission from the user is imperative, partly because of privacy legislation and also because sending messages without permission destroys brand trust. Spam sent to a mobile phone is particularly offensive because the consumer pays for the cost of delivery.
Marketers who look to the future are building opt-in databases of consumers who genuinely want to be in touch. And forward-thinking marketers are increasingly looking for ways that mobile can give them the creative edge when it comes to building their brand relationships.
Although the United States, Japan and China have the world's most-developed mobile markets, it's increasingly making business sense to consider mobile as a key element in your marketing strategy.
According to Chetan Sharma Consulting, it's predicted that, by next year, 70 per cent of the world's population will own a mobile device. And mobile Web penetration globally is already above 25 per cent and rising rapidly.
Devices that combine mobility and access, such as smart phones, iPods and the Kindle book reader, create opportunities and stimulate demand for mobile media. The availability of GPS on mobile devices opens the door to countless new location-specific applications allowing people to do things that were the stuff of science fiction a few short years ago.
Consumers now expect easy access to a wealth of digital services, all delivered with broadband speed and available any time, anywhere. For years, marketers have talked about media convergence; it's actually happening within the mobile device.
With mobile, marketers have access to a truly personal communications vehicle, and can reach customers and prospects with messages and offers specific to their location and interests. Because mobile penetration in the U.S. is higher, the use of mobile marketing there tends to lead what we are doing in Canada.
Here's a look at a few practices that are proving effective.
Look for new ways to engage consumers
Soap maker Dove included a text-to-vote number on a billboard that showed a fresh-looking older woman. Pedestrians were asked to choose between "wrinkled" and "wonderful" - the combined results from both text and online voting were displayed on the billboard's live ticker.
Pontiac launched a camera-phone promotion for its new G6, encouraging consumers to look for G6s on the street. Consumers who took a photo of a G6 and sent it in were entered into a draw to win $1-million.
Adidas extended its sponsorship of the London Marathon by getting runners' families and friends more engaged in the event. A Java application for the mobile Web tied together radio-frequency identification chips in runners' shoes with timing mats on the course. Spectators could enter a runner's unique code, via the application or online, to get the latest information on individual progress and projected finish time.
Look for times of special relevance
Honda launched its hybrid Insight vehicle to coincide with Earth Hour, a specific time when people around the world are particularly aware of environmental issues and therefore likely more interested in a hybrid vehicle. The mobile element of the campaign included opt-in alerts reminding people of the Earth Hour event by time zone. This simple but effective campaign allowed Honda to provide a service to consumers while building its brand.
Make it easy
Designing an application specifically for mobile devices makes good sense for companies wanting to stimulate usage. The car-sharing service Zipcar announced a new application that allows members to find, reserve, honk, lock and unlock its vehicles - all from an iPhone or iPod Touch.
Care about what the user cares about
AT&T found an innovative way to cement relationships and stimulate usage while providing a valuable service. AT&T Social Net acts as a "social mission control," providing a live connection to popular social networks such as Facebook, Twitter and MySpace. Visiongain Research predicts mobile social network-related revenue will reach $60-billion (U.S.) by 2012 and, in the United States, mobile-only social networks such as MocoSpace, Mig33 and Peperonity are gaining traction.
Communicate in real time
Minnesota's Mall of America now offers a new text-messaging service called MallCall, giving shoppers real-time information about deals and promotions. Consumers must opt in to the service, and receive texts only during mall hours. The service lets retailers target potential customers already in the mall, driving traffic and making bargain-hunting easier for shoppers.
Reward loyalty
Starbucks recently launched a mobile loyalty program in Mexico that achieved a 60-per-cent coupon redemption rate. In-store signage includes a mobile "call to action" offering various discounts and upgrades. At the same time, the company is targeting new customers with a buy-one-get-one-free offer via postcards handed out in malls, universities and retail outlets.
Build relationships
Because mobile devices are highly personal, they must be treated with respect. Getting permission from the user is imperative, partly because of privacy legislation and also because sending messages without permission destroys brand trust. Spam sent to a mobile phone is particularly offensive because the consumer pays for the cost of delivery.
Marketers who look to the future are building opt-in databases of consumers who genuinely want to be in touch. And forward-thinking marketers are increasingly looking for ways that mobile can give them the creative edge when it comes to building their brand relationships.
Monday, September 28, 2009
How to freshen your brand without wasting dollars
as Published in the Globe and Mail (National Edition)- September 28, 2009
During last week's Emmy Awards, host Neil Patrick Harris opened the show with a musical plea for viewers to "put down the remote" and not miss the live action by recording the show or "jumping online."
While TV viewers do multitask, tape and watch online, shows still draw large audiences and become the talk of the water cooler the next day. The 2009 Emmys attracted its largest audience since 2003, with more than 17 per cent of Canadians aged 25 to 54 tuning in.
Clearly, traditional media aren't dead. But increasingly, the bold new ideas are coming from marketers who are working with their ad agencies and media partners to combine new technologies with traditional media approaches.
With the media landscape changing, and people shifting how they spend their time, it's often challenging to assess how to balance marketing spending among traditional media like television, radio, outdoor and print advertising against newer technologies, like the Web, mobile, smart phone and social networking applications.
Approaching marketing challenges by asking the question, "How would I do this if traditional media tools did not exist?" helps to move beyond traditional thinking to communicate your brand story in new ways. This doesn't mean you ignore traditional media. Rather, it means that you push for new frontiers that disrupt the conventional approaches, showcase your brand in fresh ways, and effectively separate you from your competitors.
While it's tempting to believe that just because something is new it must be better, without a smart idea that makes sense for your brand, dollars spent on innovative media approaches will be dollars wasted.
Here are some key factors to consider to get it right:
Ensure relevance
While people are increasingly adopting Twitter, this doesn't mean that your brand's consumers will sign up in droves to hear from you. It needs to be relevant for them to care enough to follow your brand's tweets. A good example is the Albion Café in Britain. Bakertweet.com created a device for the bakery allowing them to tweet when goodies were coming out of the oven. This helped extend the relationship between the bakery and their customers because people were excited about getting the freshest baked goods first.
Create utility
While the iPhone is still building distribution in Canada, globally there are 30 million users who've collectively downloaded one billion apps. The best smart phone apps are useful or entertaining. The "Dunkin' Donuts Dunkin' Run" iPhone app allows you to collect your friends' or coworkers' doughnut orders as you head out for a "doughnut run" and Benjamin Moore's "Ben Color Capture" iPhone app allows you to snap a picture of a colour you'd like to match, finds the appropriate Benjamin Moore paint colour and uses GPS to suggest the nearest Benjamin Moore store.
Use technology to engage
Nike teamed up with Lance Armstrong's Live Strong campaign during the Tour de France to engage fans in a direct and novel way. Typically during the Tour, fans write support messages in chalk along the route. Nike created a computerized "Chalkbot" that allowed fans to suggest messages via text or website which were sent to the Chalkbot computer and then relayed to a "printer" which chalked the message onto the Tour de France route ahead of the bikers. The Chalkbot then sent fans a photo of their message and a link that used Google Maps to help fans track when the Tour de France team was passing their chalked greeting. This year over 100,000 messages were created that allowed fans to engage with the brand and feel part of the event.
Use technology to increase traditional media's impact
Lexus and its agency Dentsu recently took outdoor advertising to a new interactive level by using real-time weather data to tailor the advertising message that runs on digital outdoor screens in order to highlight the convertible aspect of their cars. The outdoor screens display the weather feed at the bottom and change the picture of Lexus IS 250 C (top up or down) to match the current weather conditions.
Extend your brand idea
Okanagan Spring Brewery knew it had a provocative summer campaign focused on the grassroots idea of sponsoring everyday events like "Going fishing at Jeff's cabin" or "Mike's ping-pong tournament." And, in order to further engage beer consumers Okanagan Spring created "Sponsor Me Spring" - a microsite that encouraged people to send in videos requesting sponsorship for their events. The microsite allowed visitors to vote on who was deserving of sponsorship support. By inviting audience participation and directly interacting with their target consumer, Okanagan Spring not only posted significant sales and market share gains, they also created strong consumer engagement and brand loyalty.
Make sure you measure
Sales are still the ultimate measure of a marketer's success. But the use of new media approaches requires some creative thinking to ensure understanding of what's working and what isn't. Quantitative audience numbers don't reflect the level of engagement that a good idea can create for your brand. Including a measurement tool that assesses the qualitative value of the connection that your message is making is increasingly important.
During last week's Emmy Awards, host Neil Patrick Harris opened the show with a musical plea for viewers to "put down the remote" and not miss the live action by recording the show or "jumping online."
While TV viewers do multitask, tape and watch online, shows still draw large audiences and become the talk of the water cooler the next day. The 2009 Emmys attracted its largest audience since 2003, with more than 17 per cent of Canadians aged 25 to 54 tuning in.
Clearly, traditional media aren't dead. But increasingly, the bold new ideas are coming from marketers who are working with their ad agencies and media partners to combine new technologies with traditional media approaches.
With the media landscape changing, and people shifting how they spend their time, it's often challenging to assess how to balance marketing spending among traditional media like television, radio, outdoor and print advertising against newer technologies, like the Web, mobile, smart phone and social networking applications.
Approaching marketing challenges by asking the question, "How would I do this if traditional media tools did not exist?" helps to move beyond traditional thinking to communicate your brand story in new ways. This doesn't mean you ignore traditional media. Rather, it means that you push for new frontiers that disrupt the conventional approaches, showcase your brand in fresh ways, and effectively separate you from your competitors.
While it's tempting to believe that just because something is new it must be better, without a smart idea that makes sense for your brand, dollars spent on innovative media approaches will be dollars wasted.
Here are some key factors to consider to get it right:
Ensure relevance
While people are increasingly adopting Twitter, this doesn't mean that your brand's consumers will sign up in droves to hear from you. It needs to be relevant for them to care enough to follow your brand's tweets. A good example is the Albion Café in Britain. Bakertweet.com created a device for the bakery allowing them to tweet when goodies were coming out of the oven. This helped extend the relationship between the bakery and their customers because people were excited about getting the freshest baked goods first.
Create utility
While the iPhone is still building distribution in Canada, globally there are 30 million users who've collectively downloaded one billion apps. The best smart phone apps are useful or entertaining. The "Dunkin' Donuts Dunkin' Run" iPhone app allows you to collect your friends' or coworkers' doughnut orders as you head out for a "doughnut run" and Benjamin Moore's "Ben Color Capture" iPhone app allows you to snap a picture of a colour you'd like to match, finds the appropriate Benjamin Moore paint colour and uses GPS to suggest the nearest Benjamin Moore store.
Use technology to engage
Nike teamed up with Lance Armstrong's Live Strong campaign during the Tour de France to engage fans in a direct and novel way. Typically during the Tour, fans write support messages in chalk along the route. Nike created a computerized "Chalkbot" that allowed fans to suggest messages via text or website which were sent to the Chalkbot computer and then relayed to a "printer" which chalked the message onto the Tour de France route ahead of the bikers. The Chalkbot then sent fans a photo of their message and a link that used Google Maps to help fans track when the Tour de France team was passing their chalked greeting. This year over 100,000 messages were created that allowed fans to engage with the brand and feel part of the event.
Use technology to increase traditional media's impact
Lexus and its agency Dentsu recently took outdoor advertising to a new interactive level by using real-time weather data to tailor the advertising message that runs on digital outdoor screens in order to highlight the convertible aspect of their cars. The outdoor screens display the weather feed at the bottom and change the picture of Lexus IS 250 C (top up or down) to match the current weather conditions.
Extend your brand idea
Okanagan Spring Brewery knew it had a provocative summer campaign focused on the grassroots idea of sponsoring everyday events like "Going fishing at Jeff's cabin" or "Mike's ping-pong tournament." And, in order to further engage beer consumers Okanagan Spring created "Sponsor Me Spring" - a microsite that encouraged people to send in videos requesting sponsorship for their events. The microsite allowed visitors to vote on who was deserving of sponsorship support. By inviting audience participation and directly interacting with their target consumer, Okanagan Spring not only posted significant sales and market share gains, they also created strong consumer engagement and brand loyalty.
Make sure you measure
Sales are still the ultimate measure of a marketer's success. But the use of new media approaches requires some creative thinking to ensure understanding of what's working and what isn't. Quantitative audience numbers don't reflect the level of engagement that a good idea can create for your brand. Including a measurement tool that assesses the qualitative value of the connection that your message is making is increasingly important.
Monday, August 3, 2009
Sharpen the focus again on corporate social responsibility
The Bank of Canada’s declaration that the recession is over provides an opportunity to look at your business and brand strategies with fresh eyes. One import focus: corporate social responsibility.
In tough times, businesses make decisions that emphasize short-term survival, and neglect longer-term investments that feel like “nice to do’s.” Before the economy softened, companies were increasingly making corporate social responsibility an integral part of their business and marking strategies. When money got tight, many companies cut back or shelved their plans entirely.
With positive news on the horizon, it’s time to take the CSR strategy off the back burner and ensure you’re well-positioned for growth.
Some companies will have more of an uphill battle against competitors that didn’t back off CSR. (Wal-Mart, Procter & Gamble and Coca-Cola Enterprises are notable examples of companies that increased their commitment to CSR during the recession.) But they’ll have to respond to consumers who increasingly want to deal with companies doing everything in their power to be socially and environmentally responsible.
So how can you reignite a CSR focus in ways that are meaningful and authentic? Here are some thoughts to kick-start the conversation:
START WITH PASSION
A focused CSR strategy starts from a point of passion, whether it’s because the board or senior leadership decides it’s time to use the corporate platform to lead change or the corporate communications or marketing departments see an opportunity to address negative perceptions or create a competitive advantage.
Look for a natural extension of what you do. Your CSR strategy should be tied as directly as possible to your corporate or brand mission and ultimately help differentiate your company from competitors that are doing less to meet CSR goals
PICK A FOCUS
Corporate social responsibility strategies can be narrowly focused around specific goals (say, support a charity) or be more broadly defined (for instance, sustainability or community economic development). The key is to pick something that you can own and that fits with your corporate values.
Often, larger companies, particularly when profits are good, have a hard time saying “No” to specific requests. By spreading their CSR budget around too many initiatives, they reduce their ability to play a true leadership role and effectively engage their stakeholders.
BE REALISTIC
You need to make an honest assessment of what you can directly affect (your internal operations) and what you can influence (your stakeholders and partners).
And be clear about what is not within your control so that you’re not wasting valuable resources trying to change things that you can’t. Consumers don’t expect you to change the world, but they’ll reward you if you do what you can within your sphere of influence.
LOOK INSIDE AND OUTSIDE
Companies with the smartest strategies ensure they are being fully inclusive, across their organization and into the wider world, with outside partners, stakeholders and the general public.
One smart move often overlooked is using employees to make a difference in their communities. As well, companies that are working hard to change behavior inside their organization may forget the influence they can have outside with, for example, their buying power with suppliers.
IDENTIFY EXPECTATIONS, PLANS
Too often, the heavy lifting of getting CSR initiatives off the ground is shouldered by one department. While individual or departmental passion can do a lot to drive action, it’s more effective to ensure that operational expectations and action plans are created at all levels of the company. Without strong communication and engagement, execution falls short and innovation opportunities are missed.
IT’S NOT JUST MARKETING
A CSR commitment needs to come from a genuine place. If you’re acting socially responsible purely to increase sales, consumers will call you on it. That’s not to say, however, that CSR initiatives can’t be used to complement marketing strategies.
SET MEASURES OF SUCCESS
A focus on results is needed to drive and maintain momentum. Without measurement, it’s harder to get buy-in, determine which actions have the most impact and keep all stakeholders motivated to meet long-term CSR goals.
Developing a focused corporate social responsibility strategy requires an investment of time and resources. The results, though, can often be what sets you apart from competitors, now and in the future.
In tough times, businesses make decisions that emphasize short-term survival, and neglect longer-term investments that feel like “nice to do’s.” Before the economy softened, companies were increasingly making corporate social responsibility an integral part of their business and marking strategies. When money got tight, many companies cut back or shelved their plans entirely.
With positive news on the horizon, it’s time to take the CSR strategy off the back burner and ensure you’re well-positioned for growth.
Some companies will have more of an uphill battle against competitors that didn’t back off CSR. (Wal-Mart, Procter & Gamble and Coca-Cola Enterprises are notable examples of companies that increased their commitment to CSR during the recession.) But they’ll have to respond to consumers who increasingly want to deal with companies doing everything in their power to be socially and environmentally responsible.
So how can you reignite a CSR focus in ways that are meaningful and authentic? Here are some thoughts to kick-start the conversation:
START WITH PASSION
A focused CSR strategy starts from a point of passion, whether it’s because the board or senior leadership decides it’s time to use the corporate platform to lead change or the corporate communications or marketing departments see an opportunity to address negative perceptions or create a competitive advantage.
Look for a natural extension of what you do. Your CSR strategy should be tied as directly as possible to your corporate or brand mission and ultimately help differentiate your company from competitors that are doing less to meet CSR goals
PICK A FOCUS
Corporate social responsibility strategies can be narrowly focused around specific goals (say, support a charity) or be more broadly defined (for instance, sustainability or community economic development). The key is to pick something that you can own and that fits with your corporate values.
Often, larger companies, particularly when profits are good, have a hard time saying “No” to specific requests. By spreading their CSR budget around too many initiatives, they reduce their ability to play a true leadership role and effectively engage their stakeholders.
BE REALISTIC
You need to make an honest assessment of what you can directly affect (your internal operations) and what you can influence (your stakeholders and partners).
And be clear about what is not within your control so that you’re not wasting valuable resources trying to change things that you can’t. Consumers don’t expect you to change the world, but they’ll reward you if you do what you can within your sphere of influence.
LOOK INSIDE AND OUTSIDE
Companies with the smartest strategies ensure they are being fully inclusive, across their organization and into the wider world, with outside partners, stakeholders and the general public.
One smart move often overlooked is using employees to make a difference in their communities. As well, companies that are working hard to change behavior inside their organization may forget the influence they can have outside with, for example, their buying power with suppliers.
IDENTIFY EXPECTATIONS, PLANS
Too often, the heavy lifting of getting CSR initiatives off the ground is shouldered by one department. While individual or departmental passion can do a lot to drive action, it’s more effective to ensure that operational expectations and action plans are created at all levels of the company. Without strong communication and engagement, execution falls short and innovation opportunities are missed.
IT’S NOT JUST MARKETING
A CSR commitment needs to come from a genuine place. If you’re acting socially responsible purely to increase sales, consumers will call you on it. That’s not to say, however, that CSR initiatives can’t be used to complement marketing strategies.
SET MEASURES OF SUCCESS
A focus on results is needed to drive and maintain momentum. Without measurement, it’s harder to get buy-in, determine which actions have the most impact and keep all stakeholders motivated to meet long-term CSR goals.
Developing a focused corporate social responsibility strategy requires an investment of time and resources. The results, though, can often be what sets you apart from competitors, now and in the future.
Monday, July 6, 2009
Lessons in marketing courage from Cannes
as Published in the Globe and Mail (National Edition) - July 6, 2009
At this time of year, the marketing and advertising community looks to the to see what ideas, campaigns and media innovations rise to the top. In our changing media landscape, it's inspiring to see what's getting recognition.
The winning entries this year indicate that the tipping point has clearly tipped.
Among the major awards, the TV Grand Prix went to an ad that ran online, and not on TV; the Media Grand Prix went to a campaign that used a vehicle that would normally never be considered media; a public relations campaign won the Grand Prix not only for PR but also for direct marketing, for online components and interactivity; and the Titanium, or top award, along with the Integrated Grand Prix went to a political campaign.
What was it about these undeniably successful marketing efforts that made the difference? And, what lessons can we draw to leverage our marketing resources in an increasingly complex media environment?
TV Grand Prix: To Philips Electronics, Ltd. for its Carousel spot.
For the first time in history, the winner of the TV Grand Prix came from outside the traditional broadcast world: The Philips ad for the Cinema 21:9, the first TV to deliver a true movie experience, ran online.
Since the ad's April launch, it's driven more than one million visitors to Philips.com, the consumer electronics company's website.
The lesson from Cannes: It's not about the medium, it's about the message. People will only tune you in if you give them something compelling, relevant and interesting to connect with. The days of interrupting people, shouting out your message and hoping that drives action are over.
Media Grand Prix: To Nestlé, for its Kit Kat Mail product launched through Japan Post as the media channel.
In Japan's crowded packaged goods market, there are limited ways to stand out. As Japan Post privatized its postal outlets, Nestlé and JWT Tokyo, Nestle's advertising agency, worked with the postal service to co-create a brand-new product and a retail distribution channel with no competitors.
The Kit Kat Mail, intended as a good-luck greeting to students preparing for exams, was a specially designed, ready-to-send package containing the chocolate bar and space for an accompanying message.
Launched in 20,000 Japan Post outlets, it was an instant success. The launch received more than $15-million in free media coverage, and Kit Kat Mail is now permanently available through Japan Post outlets.
Jun Fukawa, executive creative director of JWT Tokyo, says "this new distribution channel is the killer combination of brand building and immediate sales growth."
The lesson here is to think beyond traditional boundaries. That comes from being brave enough to ask: "Are there bolder, more interesting ways for people to experience my brand?"
Paul Little, creative director at TBWA\Vancouver, puts it this way: "The problems haven't changed, but the solutions sure have. We live in a post-formula world and if you insist on doing what you did yesterday, you will fail.
But on the flip side, the rewards can be huge. The bold are now rewarded with success never before possible."
Grand Prix for PR, direct marketing and website and interactive: To Queensland Tourism's Best Job in the World campaign.
What was brave about this campaign was making the decision to take the entire Queensland Tourism budget and put it behind a single promotional PR idea: Hold a global contest for a job to explore and blog about islands in the Great Barrier Reef.
It attracted attention around the world and was rewarded with success because it was a big, broadly relevant idea that tapped into a strong emotional desire within the target group.
The lesson: When you have a big idea, be brave enough to put all of your eggs into that basket.
The Titanium and Integrated Grand Prix: To the 2008 U.S. presidential election.
The Barack Obama-Joe Biden campaign was a clear demonstration of creating effective connections by using all available media, particularly new social media tools.
There is obviously a different level of emotional engagement during political campaigns, particularly this one.
But the lessons from this campaign can be applied to any marketing campaign to make it more emotionally relevant.
During an interview at Cannes, David Plouffe, President Obama's campaign manager, observed: "There's nothing more valuable than a human being talking to a human being. Nothing. Particularly in a world where people are watching less mainstream media and trusting official sources less."
Despite today's uncertainty, it's comforting to know it's ultimately that simple: Marketing is about people connecting with people.
The real prize isn't winning at Cannes, it's winning the hearts and minds of your consumer and elevating the brand experience to the level where they actually welcome you into their lives.
At this time of year, the marketing and advertising community looks to the to see what ideas, campaigns and media innovations rise to the top. In our changing media landscape, it's inspiring to see what's getting recognition.
The winning entries this year indicate that the tipping point has clearly tipped.
Among the major awards, the TV Grand Prix went to an ad that ran online, and not on TV; the Media Grand Prix went to a campaign that used a vehicle that would normally never be considered media; a public relations campaign won the Grand Prix not only for PR but also for direct marketing, for online components and interactivity; and the Titanium, or top award, along with the Integrated Grand Prix went to a political campaign.
What was it about these undeniably successful marketing efforts that made the difference? And, what lessons can we draw to leverage our marketing resources in an increasingly complex media environment?
TV Grand Prix: To Philips Electronics, Ltd. for its Carousel spot.
For the first time in history, the winner of the TV Grand Prix came from outside the traditional broadcast world: The Philips ad for the Cinema 21:9, the first TV to deliver a true movie experience, ran online.
Since the ad's April launch, it's driven more than one million visitors to Philips.com, the consumer electronics company's website.
The lesson from Cannes: It's not about the medium, it's about the message. People will only tune you in if you give them something compelling, relevant and interesting to connect with. The days of interrupting people, shouting out your message and hoping that drives action are over.
Media Grand Prix: To Nestlé, for its Kit Kat Mail product launched through Japan Post as the media channel.
In Japan's crowded packaged goods market, there are limited ways to stand out. As Japan Post privatized its postal outlets, Nestlé and JWT Tokyo, Nestle's advertising agency, worked with the postal service to co-create a brand-new product and a retail distribution channel with no competitors.
The Kit Kat Mail, intended as a good-luck greeting to students preparing for exams, was a specially designed, ready-to-send package containing the chocolate bar and space for an accompanying message.
Launched in 20,000 Japan Post outlets, it was an instant success. The launch received more than $15-million in free media coverage, and Kit Kat Mail is now permanently available through Japan Post outlets.
Jun Fukawa, executive creative director of JWT Tokyo, says "this new distribution channel is the killer combination of brand building and immediate sales growth."
The lesson here is to think beyond traditional boundaries. That comes from being brave enough to ask: "Are there bolder, more interesting ways for people to experience my brand?"
Paul Little, creative director at TBWA\Vancouver, puts it this way: "The problems haven't changed, but the solutions sure have. We live in a post-formula world and if you insist on doing what you did yesterday, you will fail.
But on the flip side, the rewards can be huge. The bold are now rewarded with success never before possible."
Grand Prix for PR, direct marketing and website and interactive: To Queensland Tourism's Best Job in the World campaign.
What was brave about this campaign was making the decision to take the entire Queensland Tourism budget and put it behind a single promotional PR idea: Hold a global contest for a job to explore and blog about islands in the Great Barrier Reef.
It attracted attention around the world and was rewarded with success because it was a big, broadly relevant idea that tapped into a strong emotional desire within the target group.
The lesson: When you have a big idea, be brave enough to put all of your eggs into that basket.
The Titanium and Integrated Grand Prix: To the 2008 U.S. presidential election.
The Barack Obama-Joe Biden campaign was a clear demonstration of creating effective connections by using all available media, particularly new social media tools.
There is obviously a different level of emotional engagement during political campaigns, particularly this one.
But the lessons from this campaign can be applied to any marketing campaign to make it more emotionally relevant.
During an interview at Cannes, David Plouffe, President Obama's campaign manager, observed: "There's nothing more valuable than a human being talking to a human being. Nothing. Particularly in a world where people are watching less mainstream media and trusting official sources less."
Despite today's uncertainty, it's comforting to know it's ultimately that simple: Marketing is about people connecting with people.
The real prize isn't winning at Cannes, it's winning the hearts and minds of your consumer and elevating the brand experience to the level where they actually welcome you into their lives.
Monday, June 8, 2009
In these times, creativity may be your most inspired tool
as Published in the Globe and Mail (National Edition) - June 8, 2009
As we absorb the news of General Motors Corp. declaring Chapter 11 bankruptcy protection, and reflect on the significant changes that other iconic businesses and brands are undergoing, it's worth thinking about what tools we have in our arsenal to thrive in these rapidly changing times. In reflecting on businesses that are weathering the storm, it's apparent that one of those tools is creativity.
The need for creative thinking is illustrated in a quote from Procter & Gamble Co. chairman and chief executive officer A.G. Lafley: "We need to reinvent the way we market to consumers. We need a new model. It does not exist. No one else has one yet. But we need to get going now."
In today's commodified markets, creativity is a key differentiator. Creativity allows you to create change in your favour, thereby creating a larger share of the future for your business.
Creativity is a mental and social process involving the generation of new ideas or concepts. Creativity is fuelled by the process of either conscious or unconscious insight.
While challenging the status quo is a natural state for some, most of us need a little help. The following are some examples of how you can inspire creativity in your business:
FOCUS: WHAT SETS YOU APART
To be truly creative, you need to understand the essence of what sets you apart, and leverage it at every point of connection your business has with its customers, suppliers and partners.
Creativity comes from looking for ways to reinforce what your brand and business is about - from how you answer the phone to how you send out invoices.
"A brand is a living entity - and it is enriched or undermined cumulatively over time, the product of a thousand small gestures," former Walt Disney Co. CEO Michael Eisner has been quoted as saying.
Footwear maker Timberland Co. showcases its brand values on its shoeboxes, enhancing the brand experience by talking about the environmental and community impact of the specific shoe you're buying. What Timberland did was borrow from food packaging, creating a way of talking about its values that feels fresh and new on the side of a shoebox.
ENCOURAGE SPONTANEITY
Adding a little spontaneity in your strategy allows you to focus on what it takes to be relevant. Culture changes in real time and, if you don't keep up, your product and business can look awkward and out of step.
Burger King Corp.'s Facebook promotion (lose 10 friends and get a free Whopper) capitalized on a reality that many Facebook users' online friends were not necessarily their "true" friends. By using that insight as a basis for its promotion, Burger King earned kudos and business for understanding and effectively connecting with its consumers.
SMALL BUDGET'S NO BARRIER
When faced with tight budgets, it pays to think beyond traditional approaches. Tourism Queensland's recent "Best Job in the World" promotion is a great example of budget leverage. It created a global contest for a job paying $150,000 Australian ($132,000 Canadian) to explore and blog about islands in the Great Barrier Reef. It bet its entire marketing budget on a creative new way to reach people, and reaped huge rewards worldwide in buzz and public relations (millions of Web hits and almost 35,000 entries from more than 200 countries).
FIND INSPIRATION OUTSIDE
By working with suppliers and leveraging non-traditional partnerships, you can inspire new thought. P&G, whose push for innovation was described in Mr. Lafley's book The Game-Changer, has a mandate to find at least half of its new ideas from outside the company.
A non-traditional partnership example is one between toothpaste maker Crest and car rental company Avis. When airports changed their carry-on allowances for liquids and creams, it resulted in a lot of traveller frustration. Crest capitalized on this by working with Avis to create "comfort packs" with travel necessities that were left in Avis cars rented at the airport.
BE BOLD
Original ideas come from not fearing failure. Internal cultures have to cultivate the permission to bring forward new thinking without fear. This requires support from the most senior levels of management, as well as processes that encourage contribution from a broad range of sources. Creating a safety net for creative risk-taking allows you to push further for new ideas.
Apple Inc. is a model for this. Throughout the years, its push for new frontiers has had brilliant successes (the iPod), but not without experiencing failure as well (the Newton).
Bringing more creativity into your business's DNA requires an active commitment, particularly from the top. The rewards, in today's economy where every tool in the toolkit needs to be leveraged, are well worth the effort.
As we absorb the news of General Motors Corp. declaring Chapter 11 bankruptcy protection, and reflect on the significant changes that other iconic businesses and brands are undergoing, it's worth thinking about what tools we have in our arsenal to thrive in these rapidly changing times. In reflecting on businesses that are weathering the storm, it's apparent that one of those tools is creativity.
The need for creative thinking is illustrated in a quote from Procter & Gamble Co. chairman and chief executive officer A.G. Lafley: "We need to reinvent the way we market to consumers. We need a new model. It does not exist. No one else has one yet. But we need to get going now."
In today's commodified markets, creativity is a key differentiator. Creativity allows you to create change in your favour, thereby creating a larger share of the future for your business.
Creativity is a mental and social process involving the generation of new ideas or concepts. Creativity is fuelled by the process of either conscious or unconscious insight.
While challenging the status quo is a natural state for some, most of us need a little help. The following are some examples of how you can inspire creativity in your business:
FOCUS: WHAT SETS YOU APART
To be truly creative, you need to understand the essence of what sets you apart, and leverage it at every point of connection your business has with its customers, suppliers and partners.
Creativity comes from looking for ways to reinforce what your brand and business is about - from how you answer the phone to how you send out invoices.
"A brand is a living entity - and it is enriched or undermined cumulatively over time, the product of a thousand small gestures," former Walt Disney Co. CEO Michael Eisner has been quoted as saying.
Footwear maker Timberland Co. showcases its brand values on its shoeboxes, enhancing the brand experience by talking about the environmental and community impact of the specific shoe you're buying. What Timberland did was borrow from food packaging, creating a way of talking about its values that feels fresh and new on the side of a shoebox.
ENCOURAGE SPONTANEITY
Adding a little spontaneity in your strategy allows you to focus on what it takes to be relevant. Culture changes in real time and, if you don't keep up, your product and business can look awkward and out of step.
Burger King Corp.'s Facebook promotion (lose 10 friends and get a free Whopper) capitalized on a reality that many Facebook users' online friends were not necessarily their "true" friends. By using that insight as a basis for its promotion, Burger King earned kudos and business for understanding and effectively connecting with its consumers.
SMALL BUDGET'S NO BARRIER
When faced with tight budgets, it pays to think beyond traditional approaches. Tourism Queensland's recent "Best Job in the World" promotion is a great example of budget leverage. It created a global contest for a job paying $150,000 Australian ($132,000 Canadian) to explore and blog about islands in the Great Barrier Reef. It bet its entire marketing budget on a creative new way to reach people, and reaped huge rewards worldwide in buzz and public relations (millions of Web hits and almost 35,000 entries from more than 200 countries).
FIND INSPIRATION OUTSIDE
By working with suppliers and leveraging non-traditional partnerships, you can inspire new thought. P&G, whose push for innovation was described in Mr. Lafley's book The Game-Changer, has a mandate to find at least half of its new ideas from outside the company.
A non-traditional partnership example is one between toothpaste maker Crest and car rental company Avis. When airports changed their carry-on allowances for liquids and creams, it resulted in a lot of traveller frustration. Crest capitalized on this by working with Avis to create "comfort packs" with travel necessities that were left in Avis cars rented at the airport.
BE BOLD
Original ideas come from not fearing failure. Internal cultures have to cultivate the permission to bring forward new thinking without fear. This requires support from the most senior levels of management, as well as processes that encourage contribution from a broad range of sources. Creating a safety net for creative risk-taking allows you to push further for new ideas.
Apple Inc. is a model for this. Throughout the years, its push for new frontiers has had brilliant successes (the iPod), but not without experiencing failure as well (the Newton).
Bringing more creativity into your business's DNA requires an active commitment, particularly from the top. The rewards, in today's economy where every tool in the toolkit needs to be leveraged, are well worth the effort.
Monday, April 13, 2009
Even in a recession, it's worth being green
as Published in the Globe and Mail (National Edition) - April 13, 2009
Given the mood of the times, consumers are changing their habits and redefining how they evaluate the value of the products they purchase. Whether the goal is to cut the household budget, hunt for bargains or contribute to a greener world, people are thinking harder about where they spend their money: choosing lasting over fleeting, and meaningful over frivolous.
The old culture of style over substance is giving way to one where the watchword is value. Consumers want to feel they are, as well as are seen to be, making smart choices in these uncertain times.
The impact of this heightened importance on value is that consumers are increasingly making tradeoffs. In the past, they might have taken the expensive trip and bought the new car. Now, they want to avoid taking on the extra debt, which means making the hard choices. The implication for marketers is that you now have to compete for a smaller overall consumer wallet. One of the most obvious signals of the changing times is the decrease in global tourism. Even those still well-off financially are shying away from high-end travel for fear of looking out of step with the times. But there is a silver lining here: People are choosing to spend their personal "escape time" and entertainment dollars locally.
The potential benefits for marketers do not apply only to local travel and entertainment alternatives; people are also looking at a wide variety of new ways to treat themselves in lieu of extravagant luxuries. The brands in highest demand are those that deliver the best economic or emotional value. For example, lipstick sales are up — it's an inexpensive indulgence. A local optometrist reports that customers are spending more than usual on stylish glasses to make themselves feel better. Movie theatre ticket sales have reversed their downward decline, and are up a surprising 17.5 per cent, as people look for an inexpensive way to forget their troubles.
A few tips for delivering value in the current environment:
Understand your competitive context.
To ensure your brand is perceived as delivering value, it's important to understand how consumer behaviour is shifting. Before, the competitive context for lipsticks was other cosmetics; now it's "things I buy to make myself feel better."
Offer consumers new ways to experience your product.
One aspect driving the increased cinema box office is giving customers more entertainment value for the same price. The growth of Imax and 3D films (such as Hannah Montana/Miley Cyrus: Best of Both Worlds and Jonas Brothers: The 3D Concert Experience) offer exciting, but less expensive, ways to keep the kids entertained.
Tap into the best-kept secrets of local community.
As consumers stay closer to home, they need to look more closely at what is available in their own backyard. With the increased functionality of the iPhone and BlackBerry, people have new tools to seek out intriguing local options. Location-based services allow marketers to inform consumers about specific and relevant offerings in a more immediate and direct way.
Shift from owning to using.
How many hours a year do people actually use their power tools or power washers? Savvy marketers are creating businesses built around the shift from owning to using, as people realize that they can get the full value of a product without shelling out the full purchase price. An example is companies such as Zipcar or Vancouver's Co-operative Auto Network, which let people share vehicles and pay only when they actually use them. Beyond the value benefit, selling shared ownership also gives marketers a green story to tell.
Tap into the power of local stories.
Another aspect of value for consumers is helping them understand more about where and how the products they purchase are made. And example is the fast-growing Good Earth Cooking School in the Niagara Valley. It sees its success as a direct result of offering customers an experience tied to the region where the owner grew up; she knows how the land has been cared for, provides the best in local ingredients, and freely shares her own story with people. Building on local stories also helps people feel that they are giving their "neighbours," rather than strangers, a helping hand in a tough economy.
As economic factors continue to shift, you can't sit on the sidelines as a marketer. Take the time to understand the context in which your brand competes, and look for smart opportunities that add value to your brand story.
Given the mood of the times, consumers are changing their habits and redefining how they evaluate the value of the products they purchase. Whether the goal is to cut the household budget, hunt for bargains or contribute to a greener world, people are thinking harder about where they spend their money: choosing lasting over fleeting, and meaningful over frivolous.
The old culture of style over substance is giving way to one where the watchword is value. Consumers want to feel they are, as well as are seen to be, making smart choices in these uncertain times.
The impact of this heightened importance on value is that consumers are increasingly making tradeoffs. In the past, they might have taken the expensive trip and bought the new car. Now, they want to avoid taking on the extra debt, which means making the hard choices. The implication for marketers is that you now have to compete for a smaller overall consumer wallet. One of the most obvious signals of the changing times is the decrease in global tourism. Even those still well-off financially are shying away from high-end travel for fear of looking out of step with the times. But there is a silver lining here: People are choosing to spend their personal "escape time" and entertainment dollars locally.
The potential benefits for marketers do not apply only to local travel and entertainment alternatives; people are also looking at a wide variety of new ways to treat themselves in lieu of extravagant luxuries. The brands in highest demand are those that deliver the best economic or emotional value. For example, lipstick sales are up — it's an inexpensive indulgence. A local optometrist reports that customers are spending more than usual on stylish glasses to make themselves feel better. Movie theatre ticket sales have reversed their downward decline, and are up a surprising 17.5 per cent, as people look for an inexpensive way to forget their troubles.
A few tips for delivering value in the current environment:
Understand your competitive context.
To ensure your brand is perceived as delivering value, it's important to understand how consumer behaviour is shifting. Before, the competitive context for lipsticks was other cosmetics; now it's "things I buy to make myself feel better."
Offer consumers new ways to experience your product.
One aspect driving the increased cinema box office is giving customers more entertainment value for the same price. The growth of Imax and 3D films (such as Hannah Montana/Miley Cyrus: Best of Both Worlds and Jonas Brothers: The 3D Concert Experience) offer exciting, but less expensive, ways to keep the kids entertained.
Tap into the best-kept secrets of local community.
As consumers stay closer to home, they need to look more closely at what is available in their own backyard. With the increased functionality of the iPhone and BlackBerry, people have new tools to seek out intriguing local options. Location-based services allow marketers to inform consumers about specific and relevant offerings in a more immediate and direct way.
Shift from owning to using.
How many hours a year do people actually use their power tools or power washers? Savvy marketers are creating businesses built around the shift from owning to using, as people realize that they can get the full value of a product without shelling out the full purchase price. An example is companies such as Zipcar or Vancouver's Co-operative Auto Network, which let people share vehicles and pay only when they actually use them. Beyond the value benefit, selling shared ownership also gives marketers a green story to tell.
Tap into the power of local stories.
Another aspect of value for consumers is helping them understand more about where and how the products they purchase are made. And example is the fast-growing Good Earth Cooking School in the Niagara Valley. It sees its success as a direct result of offering customers an experience tied to the region where the owner grew up; she knows how the land has been cared for, provides the best in local ingredients, and freely shares her own story with people. Building on local stories also helps people feel that they are giving their "neighbours," rather than strangers, a helping hand in a tough economy.
As economic factors continue to shift, you can't sit on the sidelines as a marketer. Take the time to understand the context in which your brand competes, and look for smart opportunities that add value to your brand story.
Monday, March 16, 2009
The value of value is the new consumer angle
as Published in the Globe and Mail (National Edition) - March 16, 2009
Given the mood of the times, consumers are changing their habits and redefining how they evaluate the value of the products they purchase. Whether the goal is to cut the household budget, hunt for bargains or contribute to a greener world, people are thinking harder about where they spend their money: choosing lasting over fleeting, and meaningful over frivolous.
The old culture of style over substance is giving way to one where the watchword is value. Consumers want to feel they are, as well as are seen to be, making smart choices in these uncertain times.
The impact of this heightened importance on value is that consumers are increasingly making tradeoffs. In the past, they might have taken the expensive trip and bought the new car. Now, they want to avoid taking on the extra debt, which means making the hard choices. The implication for marketers is that you now have to compete for a smaller overall consumer wallet. One of the most obvious signals of the changing times is the decrease in global tourism. Even those still well-off financially are shying away from high-end travel for fear of looking out of step with the times. But there is a silver lining here: People are choosing to spend their personal "escape time" and entertainment dollars locally.
The potential benefits for marketers do not apply only to local travel and entertainment alternatives; people are also looking at a wide variety of new ways to treat themselves in lieu of extravagant luxuries. The brands in highest demand are those that deliver the best economic or emotional value. For example, lipstick sales are up — it's an inexpensive indulgence. A local optometrist reports that customers are spending more than usual on stylish glasses to make themselves feel better. Movie theatre ticket sales have reversed their downward decline, and are up a surprising 17.5 per cent, as people look for an inexpensive way to forget their troubles.
A few tips for delivering value in the current environment:
Understand your competitive context.
To ensure your brand is perceived as delivering value, it's important to understand how consumer behaviour is shifting. Before, the competitive context for lipsticks was other cosmetics; now it's "things I buy to make myself feel better."
Offer consumers new ways to experience your product.
One aspect driving the increased cinema box office is giving customers more entertainment value for the same price. The growth of Imax and 3D films (such as Hannah Montana/Miley Cyrus: Best of Both Worlds and Jonas Brothers: The 3D Concert Experience) offer exciting, but less expensive, ways to keep the kids entertained.
Tap into the best-kept secrets of local community.
As consumers stay closer to home, they need to look more closely at what is available in their own backyard. With the increased functionality of the iPhone and BlackBerry, people have new tools to seek out intriguing local options. Location-based services allow marketers to inform consumers about specific and relevant offerings in a more immediate and direct way.
Shift from owning to using.
How many hours a year do people actually use their power tools or power washers? Savvy marketers are creating businesses built around the shift from owning to using, as people realize that they can get the full value of a product without shelling out the full purchase price. An example is companies such as Zipcar or Vancouver's Co-operative Auto Network, which let people share vehicles and pay only when they actually use them. Beyond the value benefit, selling shared ownership also gives marketers a green story to tell.
Tap into the power of local stories.
Another aspect of value for consumers is helping them understand more about where and how the products they purchase are made. And example is the fast-growing Good Earth Cooking School in the Niagara Valley. It sees its success as a direct result of offering customers an experience tied to the region where the owner grew up; she knows how the land has been cared for, provides the best in local ingredients, and freely shares her own story with people. Building on local stories also helps people feel that they are giving their "neighbours," rather than strangers, a helping hand in a tough economy.
As economic factors continue to shift, you can't sit on the sidelines as a marketer. Take the time to understand the context in which your brand competes, and look for smart opportunities that add value to your brand story.
Given the mood of the times, consumers are changing their habits and redefining how they evaluate the value of the products they purchase. Whether the goal is to cut the household budget, hunt for bargains or contribute to a greener world, people are thinking harder about where they spend their money: choosing lasting over fleeting, and meaningful over frivolous.
The old culture of style over substance is giving way to one where the watchword is value. Consumers want to feel they are, as well as are seen to be, making smart choices in these uncertain times.
The impact of this heightened importance on value is that consumers are increasingly making tradeoffs. In the past, they might have taken the expensive trip and bought the new car. Now, they want to avoid taking on the extra debt, which means making the hard choices. The implication for marketers is that you now have to compete for a smaller overall consumer wallet. One of the most obvious signals of the changing times is the decrease in global tourism. Even those still well-off financially are shying away from high-end travel for fear of looking out of step with the times. But there is a silver lining here: People are choosing to spend their personal "escape time" and entertainment dollars locally.
The potential benefits for marketers do not apply only to local travel and entertainment alternatives; people are also looking at a wide variety of new ways to treat themselves in lieu of extravagant luxuries. The brands in highest demand are those that deliver the best economic or emotional value. For example, lipstick sales are up — it's an inexpensive indulgence. A local optometrist reports that customers are spending more than usual on stylish glasses to make themselves feel better. Movie theatre ticket sales have reversed their downward decline, and are up a surprising 17.5 per cent, as people look for an inexpensive way to forget their troubles.
A few tips for delivering value in the current environment:
Understand your competitive context.
To ensure your brand is perceived as delivering value, it's important to understand how consumer behaviour is shifting. Before, the competitive context for lipsticks was other cosmetics; now it's "things I buy to make myself feel better."
Offer consumers new ways to experience your product.
One aspect driving the increased cinema box office is giving customers more entertainment value for the same price. The growth of Imax and 3D films (such as Hannah Montana/Miley Cyrus: Best of Both Worlds and Jonas Brothers: The 3D Concert Experience) offer exciting, but less expensive, ways to keep the kids entertained.
Tap into the best-kept secrets of local community.
As consumers stay closer to home, they need to look more closely at what is available in their own backyard. With the increased functionality of the iPhone and BlackBerry, people have new tools to seek out intriguing local options. Location-based services allow marketers to inform consumers about specific and relevant offerings in a more immediate and direct way.
Shift from owning to using.
How many hours a year do people actually use their power tools or power washers? Savvy marketers are creating businesses built around the shift from owning to using, as people realize that they can get the full value of a product without shelling out the full purchase price. An example is companies such as Zipcar or Vancouver's Co-operative Auto Network, which let people share vehicles and pay only when they actually use them. Beyond the value benefit, selling shared ownership also gives marketers a green story to tell.
Tap into the power of local stories.
Another aspect of value for consumers is helping them understand more about where and how the products they purchase are made. And example is the fast-growing Good Earth Cooking School in the Niagara Valley. It sees its success as a direct result of offering customers an experience tied to the region where the owner grew up; she knows how the land has been cared for, provides the best in local ingredients, and freely shares her own story with people. Building on local stories also helps people feel that they are giving their "neighbours," rather than strangers, a helping hand in a tough economy.
As economic factors continue to shift, you can't sit on the sidelines as a marketer. Take the time to understand the context in which your brand competes, and look for smart opportunities that add value to your brand story.
Monday, February 16, 2009
Tough times need tough thinking from not-for-profits
as Published in the Globe and Mail (National Edition) - February 16, 2009
While businesses are feeling new pressures with recent market shifts, those pressures are even more acute for not-for-profits. Many corporate donors have had to shift away from, or limit, charitable contributions due to business pressures.
At the same time, private donors are cutting back because they have seen their personal net worth dramatically eroded – and many are unsure of what the future holds for their earnings potential. Endowments that have provided operational and capital funding may also become less reliable, as many have seen significant drops in value or in earnings. All of these funding uncertainties come at a time when many not-for-profits are seeing increased demand for their services.
Tougher times put increased pressure on any organization; they highlight weaknesses and require you to rely on strengths. Now, more than ever, you have to have your fundamentals right to survive and thrive – so that you can take advantage of some of the opportunities that tougher times bring.
Get real
With the notable exception of Barack Obama – hope is not a strategy. What's required is a hard look at reality, including a tight, conservative review of funding sources. What are the impacts on endowments? Which donors are cancelling or delaying commitments? Can you count on the same attendance at fundraising events at the same price points as in the past? A realistic assessment will allow you to adjust your plan while you still have room to move.
Focus and Edit
It's always tempting to add projects. But now, more than ever, is really the time to ensure that you're looking at the market, not just your mission. Given pressure on staff, volunteers, board members and donors, absolute clarity around what you are trying to achieve is needed.
A recent Harvard Business Review article titled “Delivering on the promise of non-profits” showcased an interesting example of the power of focus.
The article talked about the Rheedlen Foundation, whose mission was to improve the lives of poor children in America's most devastated communities. The organization had limited success until it zeroed in on exactly what it wanted to achieve: helping 3,000 Harlem children under the age of 18 reach the same standards as children in middle-class communities. The Rheedlen Foundation changed its name to “Harlem Children's Zone,” cut out activities that didn't serve its focused goal, measured performance and achieved unprecedented results.
Get a grip on costs
Don't play down the importance of overhead. Many not-for-profits underinvest in administrative and marketing activities that are essential to support service delivery. Others underreport their spending. Either way, failing to identify the true cost of delivering services will ultimately hurt the organization. With actual costs in hand, not-for-profits are equipped to make tradeoffs and focus on areas that deliver the greatest impact.
Leverage the values shift
As times get tougher, we're seeing a shift toward more fundamental values, such as the importance of family, community and looking out for each other. This creates an opportunity for not-for-profits to create a greater grassroots connection. For BC Children's Hospital's major capital campaign, this has meant shifting from a focus on major donors to include social media tools that drive grassroots awareness.
Differentiate yourself
Think about what makes you different, focus on your core competencies, be sensitive to the challenges that your corporate and individual donors are facing and get specific about what donor dollars deliver. Donor are demanding more accountability – they need to feel that every dollar they give matters.
Play nicely with others
Use this time as an opportunity to connect with other not-for-profits that may serve a similar market. Are there synergies you can achieve by working together? Overhead you can share? Can you create a donor program that benefits both of you?
Think like a business
Now is the time to ensure your mission has a market. Which specific results are you holding yourself accountable for; what's the true cost of achieving those results and how can you focus the organization to achieve them?
Be Countertrend
Take a page from Procter & Gamble Co. – in good times, the company looks for slow, steady growth. In tough times, they take advantage of market chaos and overinvest to gain ground with consumers.
Yes, what's happened has thrown us all a giant curve ball. But this can actually be exciting – it forces you to revisit your assumptions. Addressing the disruption actually frees you to think and act creatively – which ultimately helps you better understand your own true potential.
While businesses are feeling new pressures with recent market shifts, those pressures are even more acute for not-for-profits. Many corporate donors have had to shift away from, or limit, charitable contributions due to business pressures.
At the same time, private donors are cutting back because they have seen their personal net worth dramatically eroded – and many are unsure of what the future holds for their earnings potential. Endowments that have provided operational and capital funding may also become less reliable, as many have seen significant drops in value or in earnings. All of these funding uncertainties come at a time when many not-for-profits are seeing increased demand for their services.
Tougher times put increased pressure on any organization; they highlight weaknesses and require you to rely on strengths. Now, more than ever, you have to have your fundamentals right to survive and thrive – so that you can take advantage of some of the opportunities that tougher times bring.
Get real
With the notable exception of Barack Obama – hope is not a strategy. What's required is a hard look at reality, including a tight, conservative review of funding sources. What are the impacts on endowments? Which donors are cancelling or delaying commitments? Can you count on the same attendance at fundraising events at the same price points as in the past? A realistic assessment will allow you to adjust your plan while you still have room to move.
Focus and Edit
It's always tempting to add projects. But now, more than ever, is really the time to ensure that you're looking at the market, not just your mission. Given pressure on staff, volunteers, board members and donors, absolute clarity around what you are trying to achieve is needed.
A recent Harvard Business Review article titled “Delivering on the promise of non-profits” showcased an interesting example of the power of focus.
The article talked about the Rheedlen Foundation, whose mission was to improve the lives of poor children in America's most devastated communities. The organization had limited success until it zeroed in on exactly what it wanted to achieve: helping 3,000 Harlem children under the age of 18 reach the same standards as children in middle-class communities. The Rheedlen Foundation changed its name to “Harlem Children's Zone,” cut out activities that didn't serve its focused goal, measured performance and achieved unprecedented results.
Get a grip on costs
Don't play down the importance of overhead. Many not-for-profits underinvest in administrative and marketing activities that are essential to support service delivery. Others underreport their spending. Either way, failing to identify the true cost of delivering services will ultimately hurt the organization. With actual costs in hand, not-for-profits are equipped to make tradeoffs and focus on areas that deliver the greatest impact.
Leverage the values shift
As times get tougher, we're seeing a shift toward more fundamental values, such as the importance of family, community and looking out for each other. This creates an opportunity for not-for-profits to create a greater grassroots connection. For BC Children's Hospital's major capital campaign, this has meant shifting from a focus on major donors to include social media tools that drive grassroots awareness.
Differentiate yourself
Think about what makes you different, focus on your core competencies, be sensitive to the challenges that your corporate and individual donors are facing and get specific about what donor dollars deliver. Donor are demanding more accountability – they need to feel that every dollar they give matters.
Play nicely with others
Use this time as an opportunity to connect with other not-for-profits that may serve a similar market. Are there synergies you can achieve by working together? Overhead you can share? Can you create a donor program that benefits both of you?
Think like a business
Now is the time to ensure your mission has a market. Which specific results are you holding yourself accountable for; what's the true cost of achieving those results and how can you focus the organization to achieve them?
Be Countertrend
Take a page from Procter & Gamble Co. – in good times, the company looks for slow, steady growth. In tough times, they take advantage of market chaos and overinvest to gain ground with consumers.
Yes, what's happened has thrown us all a giant curve ball. But this can actually be exciting – it forces you to revisit your assumptions. Addressing the disruption actually frees you to think and act creatively – which ultimately helps you better understand your own true potential.
Monday, December 8, 2008
Difficult times? Be sure to ask the difficult questions
as Published in the Globe and Mail (National Edition) - December 8, 2008
With the United States now in recession and Canadian consumer confidence badly shaken, it's not surprising that many marketers are worried - particularly retailers who count on the holiday season to make their annual numbers. Do you rely on traditional tactics, such as discounting and special promotions, to pull in the bargain hunters this year? Or do you need to do something more drastic to attract skittish shoppers? Some companies are resorting to price cuts so deep that they are damaging the perceived value of their products. Others are abandoning their marketing plans and disappearing from consumers' sight altogether - leaving the field wide open to their competitors. But the good news is that many marketers are not only finding creative ways to connect with consumers during these tough times, they are strengthening their brands by doing so. One strategy is to keep the marketing messages in tune with the mood of the times, particularly as society shifts from gleeful spending to belt-tightening and reflection. These marketers recognize both the need and the opportunity to connect with consumers in an honest and meaningful way, to boost spirits and relieve some stress. Here are some tips from some of the organizations that are leading the way.
Address peoples' concerns
This is not a time for either platitudes or avoidance. People want to know where they stand - particularly when it comes to their money. Vancouver City Savings Credit Union is keenly aware of peoples' concerns about global economic volatility and the financial sector's stability, and decided to address those concerns head-on. In a confident, headline-driven campaign produced by TBWA just over a month ago, Vancity actively offers reassurance to members, helping them understand that it "is not Wall Street." By showing confidence and differentiating itself from the big banks, Canada's largest credit union has been able to provide a sense of calm in the midst of turbulence.
Slow time, productive time.
How many times have busy executives complained that they don't have time for the strategic planning or market research that would expand their business? If this strikes a familiar chord with you, now might be the time to break free of this Catch-22. Use this slow time to explore new market opportunities and invest in your own future. Alternatively, invest in someone else's future. Builders Without Borders, a charitable group in Vancouver that provides project management expertise, has taken advantage of slowing construction to do something significant for the city's homeless population. It is now relying on volunteer architects, engineers and other industry professionals to help complete construction of an innovative housing project - one it hopes will become a template for other projects and offer hope to many. Attracting skilled volunteers is nearly impossible in boom times when resources are stretched thin; now, people have a little more time available to give back.
Connect in new ways
Using the opposite of high-pressure sales tactics, Teen Vogue magazine is opening a stress-free outlet in a New Jersey mall where it is impossible to buy anything. Teen Vogue's "Haute Spot" attracts teenage girls to come to enjoy free smoothies, gift-wrapping, and styling advice - all while playing with and learning about the products of the 20 participating Teen Vogue advertisers.
We could use some cheer
The holiday season is a critical time for retailers to build the bottom line - but also a great time to reinforce a brand. In keeping with its nostalgic history, R.H. Macy & Co. Inc. has launched its "Million Reasons to Believe" campaign with the goal of raising spirits as well as money for charity. The New York-based department store has created "Believe Stations" for children to write letters to Santa, donating a dollar to charity for every letter deposited in-store and filling valuable floor space with holiday cheer - enough to make you believe in Santa all over again. Starbucks Corp. is also offering consumers an easy way to give. For each Starbucks "red" beverage purchased until Jan. 2, the Seattle-based coffee chain will donate 5 cents to help fight AIDS in Africa. People can connect with other contributors through an online community and even track contributions through an "impact calculator."
Stay calm and focused
To borrow from Rudyard Kipling: "If you can keep your head when all about you are losing theirs ... Yours is the Earth and everything that's in it." Great brands have been born in recessionary times, including FedEx Corp. (1973), CNN (1980) and USA Today (1982). If you have something great to offer, if you believe in your brand, and if you're willing to support it, you don't have to wait for sunny skies to be successful.
With the United States now in recession and Canadian consumer confidence badly shaken, it's not surprising that many marketers are worried - particularly retailers who count on the holiday season to make their annual numbers. Do you rely on traditional tactics, such as discounting and special promotions, to pull in the bargain hunters this year? Or do you need to do something more drastic to attract skittish shoppers? Some companies are resorting to price cuts so deep that they are damaging the perceived value of their products. Others are abandoning their marketing plans and disappearing from consumers' sight altogether - leaving the field wide open to their competitors. But the good news is that many marketers are not only finding creative ways to connect with consumers during these tough times, they are strengthening their brands by doing so. One strategy is to keep the marketing messages in tune with the mood of the times, particularly as society shifts from gleeful spending to belt-tightening and reflection. These marketers recognize both the need and the opportunity to connect with consumers in an honest and meaningful way, to boost spirits and relieve some stress. Here are some tips from some of the organizations that are leading the way.
Address peoples' concerns
This is not a time for either platitudes or avoidance. People want to know where they stand - particularly when it comes to their money. Vancouver City Savings Credit Union is keenly aware of peoples' concerns about global economic volatility and the financial sector's stability, and decided to address those concerns head-on. In a confident, headline-driven campaign produced by TBWA just over a month ago, Vancity actively offers reassurance to members, helping them understand that it "is not Wall Street." By showing confidence and differentiating itself from the big banks, Canada's largest credit union has been able to provide a sense of calm in the midst of turbulence.
Slow time, productive time.
How many times have busy executives complained that they don't have time for the strategic planning or market research that would expand their business? If this strikes a familiar chord with you, now might be the time to break free of this Catch-22. Use this slow time to explore new market opportunities and invest in your own future. Alternatively, invest in someone else's future. Builders Without Borders, a charitable group in Vancouver that provides project management expertise, has taken advantage of slowing construction to do something significant for the city's homeless population. It is now relying on volunteer architects, engineers and other industry professionals to help complete construction of an innovative housing project - one it hopes will become a template for other projects and offer hope to many. Attracting skilled volunteers is nearly impossible in boom times when resources are stretched thin; now, people have a little more time available to give back.
Connect in new ways
Using the opposite of high-pressure sales tactics, Teen Vogue magazine is opening a stress-free outlet in a New Jersey mall where it is impossible to buy anything. Teen Vogue's "Haute Spot" attracts teenage girls to come to enjoy free smoothies, gift-wrapping, and styling advice - all while playing with and learning about the products of the 20 participating Teen Vogue advertisers.
We could use some cheer
The holiday season is a critical time for retailers to build the bottom line - but also a great time to reinforce a brand. In keeping with its nostalgic history, R.H. Macy & Co. Inc. has launched its "Million Reasons to Believe" campaign with the goal of raising spirits as well as money for charity. The New York-based department store has created "Believe Stations" for children to write letters to Santa, donating a dollar to charity for every letter deposited in-store and filling valuable floor space with holiday cheer - enough to make you believe in Santa all over again. Starbucks Corp. is also offering consumers an easy way to give. For each Starbucks "red" beverage purchased until Jan. 2, the Seattle-based coffee chain will donate 5 cents to help fight AIDS in Africa. People can connect with other contributors through an online community and even track contributions through an "impact calculator."
Stay calm and focused
To borrow from Rudyard Kipling: "If you can keep your head when all about you are losing theirs ... Yours is the Earth and everything that's in it." Great brands have been born in recessionary times, including FedEx Corp. (1973), CNN (1980) and USA Today (1982). If you have something great to offer, if you believe in your brand, and if you're willing to support it, you don't have to wait for sunny skies to be successful.
Monday, November 10, 2008
The perils of putting your brand in the hands of others
as Published in the Globe and Mail (National Edition) - November 10, 2008
Has anyone ever messed with your logo? Played around with the treasured symbol of your brand? The one that represents millions of dollars in brand value? No matter how jealously you guard your brand standards, there will always be those people who just can't resist the urge to leave their own mark on your mark. This challenge is even greater if you're running a not-for-profit or if you are a cause marketer because you rely on corporate partners and other organizations to help you get the word out. For a profile, you want your logo on their publications, their events and their communications ... but you don't want them to change the colour, introduce a new "creative" tagline or add a "cute" accessory reflecting their own message. So how do you ensure brand consistency? While there isn't a magic solution, there are some things you can do to protect your brand.
Use a carrot, not a stick
It's important to tightly manage your brand but being a strong Brand Cop runs the risk of triggering subversive behaviour from corporate partners, franchisees or even internal teams. They would rather ignore your guidelines and execute their own expression of the brand. To mitigate against this, help people understand why the brand guidelines are in place. Tell your employees and partners about your brand story. Explain how every action adds to (or subtracts from) the brand's market power. When people understand the impact of each branding decision, they are more likely to want to play by the rules. Of course, you have to be clear about what the rules are. How much leeway do you want to give to those who have permission to use your brand? The clearer you are about defining the parameters for how your brand can be used, the more successful you will be in ensuring that its value is not compromised when others use it in their communications. Be clear with anyone who gets permission to use the brand and let them know your expectations regarding usage approval.
Put your brand in context
One of the most important things a marketer can do is understand the environment where the brand lives. Study where it touches those you want to connect with - from print to Web to the signage on your building - and see how your audiences "experience" you. Look further to partner publications, trade shows and promotions. Is there consistency? Have you provided people with brand alternatives that fit every need - or are you forcing them to improvise when it comes to how the brand is used?
Doing the right thing
Instead of giving people a 200-page brand guideline binder that gathers dust on shelves, offer people tools that make "brand compliance" easy. Provide them with templates and "ready-to-go" kits for every situation. Take a page out of Lululemon Athletica Inc.'s book and offer customizable tools online. This approach ensures consistency, cuts down on the back-and-forth approval process, and makes it fun for others to work with your brand. Another tip: When you're developing your templates, test them out with the people who will be using them. That way, you can avoid potential hiccups and you'll end up with better brand communications.
Pick your battles
You definitely want to ensure that everyone in your marketing team understands the importance of correct trademark usage. But, other battles may be less important - or even tough to win. Consider how the Internet, blogging, YouTube and social networking have changed the face of branding. You can't stop people from saying what they think about your brand. In this age of transparency, you need to establish authentic connections with your stakeholders. If you monitor blogs, you'll find out pretty quickly if people outside of your walls see your brand the same way you do. Instead of arguing with them, think about what you can do with this information. Maybe you need to improve your customer service; respond more quickly to complaints; tell people about the good things you're doing in the community. Whatever the issue, this feedback is invaluable, but only if you solicit it and act on it. Your logo is only as strong as the brand behind it.
Appoint brand champions
This starts from the CEO on down. If you have people throughout your organization who are passionate about your brand, it will show up in your workplace, in communications, and in peoples' attitudes. But if you act like you don't care about your brand, why should anyone else?
Has anyone ever messed with your logo? Played around with the treasured symbol of your brand? The one that represents millions of dollars in brand value? No matter how jealously you guard your brand standards, there will always be those people who just can't resist the urge to leave their own mark on your mark. This challenge is even greater if you're running a not-for-profit or if you are a cause marketer because you rely on corporate partners and other organizations to help you get the word out. For a profile, you want your logo on their publications, their events and their communications ... but you don't want them to change the colour, introduce a new "creative" tagline or add a "cute" accessory reflecting their own message. So how do you ensure brand consistency? While there isn't a magic solution, there are some things you can do to protect your brand.
Use a carrot, not a stick
It's important to tightly manage your brand but being a strong Brand Cop runs the risk of triggering subversive behaviour from corporate partners, franchisees or even internal teams. They would rather ignore your guidelines and execute their own expression of the brand. To mitigate against this, help people understand why the brand guidelines are in place. Tell your employees and partners about your brand story. Explain how every action adds to (or subtracts from) the brand's market power. When people understand the impact of each branding decision, they are more likely to want to play by the rules. Of course, you have to be clear about what the rules are. How much leeway do you want to give to those who have permission to use your brand? The clearer you are about defining the parameters for how your brand can be used, the more successful you will be in ensuring that its value is not compromised when others use it in their communications. Be clear with anyone who gets permission to use the brand and let them know your expectations regarding usage approval.
Put your brand in context
One of the most important things a marketer can do is understand the environment where the brand lives. Study where it touches those you want to connect with - from print to Web to the signage on your building - and see how your audiences "experience" you. Look further to partner publications, trade shows and promotions. Is there consistency? Have you provided people with brand alternatives that fit every need - or are you forcing them to improvise when it comes to how the brand is used?
Doing the right thing
Instead of giving people a 200-page brand guideline binder that gathers dust on shelves, offer people tools that make "brand compliance" easy. Provide them with templates and "ready-to-go" kits for every situation. Take a page out of Lululemon Athletica Inc.'s book and offer customizable tools online. This approach ensures consistency, cuts down on the back-and-forth approval process, and makes it fun for others to work with your brand. Another tip: When you're developing your templates, test them out with the people who will be using them. That way, you can avoid potential hiccups and you'll end up with better brand communications.
Pick your battles
You definitely want to ensure that everyone in your marketing team understands the importance of correct trademark usage. But, other battles may be less important - or even tough to win. Consider how the Internet, blogging, YouTube and social networking have changed the face of branding. You can't stop people from saying what they think about your brand. In this age of transparency, you need to establish authentic connections with your stakeholders. If you monitor blogs, you'll find out pretty quickly if people outside of your walls see your brand the same way you do. Instead of arguing with them, think about what you can do with this information. Maybe you need to improve your customer service; respond more quickly to complaints; tell people about the good things you're doing in the community. Whatever the issue, this feedback is invaluable, but only if you solicit it and act on it. Your logo is only as strong as the brand behind it.
Appoint brand champions
This starts from the CEO on down. If you have people throughout your organization who are passionate about your brand, it will show up in your workplace, in communications, and in peoples' attitudes. But if you act like you don't care about your brand, why should anyone else?
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