When a sale isn’t a sale.
I wrote a brief for a top 10 daily newspaper which, at its very core, contained an organizing principle that grew paper subscriptions and newsstand business. The idea was intended to grow share at the expense of a much larger competitor with a grand national reputation.
The brief was presented and so well received that the paper’s marketing officer decided to use the brand strategy (with one word omitted) as the newspaper’s tagline. The omitted word was important (to me), but overall the integrity or ballast of the idea was maintained even with its absense.
It was a pyrrhic victory however, because rather than becoming the brand strategy (one claim, three support planks) it simply became a tagline. Sure the tagline governed communications and did so for many years to come, but I never had the chance to enculturate the planks into the paper’s marketing operations. I was with an ad agency at the time – paid to deliver of ads. The agency made lots of TV and print ads. We won awards for ourselves and for the paper. And we changed the market dynamic for a while — the real goal. But by selling a tagline not a strategy, we missed the opportunity to create a powerful brand that lived beyond paper and ink. A sale that was not a sale, in other words.