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.
Monday, April 13, 2009
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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