Brand Planning

    Love. It’s What Makes a Brand Plan a Brand Plan.

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    On my website and bio I let everyone know about the high-profile brands I have worked on: Microsoft, JP Morgan Chase, Abbott Nutrition, Northwell Health, Pricewaterhouse Coopers, ConAgra, Newsday and Sunkist.  But that’s me showing off. 

    A lot of the work I’ve done and enjoyed has been for lesser-known brands: Excel Commercial Maintenance, Sweet Loren’s, Biz2Credit, Trail of Bits, Handcraft Manufacturing, and pro-bono Appalachian Specialty Pharmacy to name a few.  I’ve written before that a brand planner has to fall in love with the brands s/he works on…and it’s true.

    You don’t set out to love them but it just comes naturally. The more you know the more you warm up.  Knowing you are searching for ways to shed them in the most positive light helps. That’s not to say you overlook any shortcomings or negatives but it’s our job to accentuate the positive. And that becomes easier as you grow more acclimated and more predisposed. Love may sound a little over-the-top, but it’s not. It comes with time and effort.

    Sometimes the smaller brands are easier to love. They come with less baggage. Less complication. It’s all good. They are all fun. Love is love.

    Peace.

     

     

    One stop shopping.

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    One stop shopping. One stop shopping.  If I’ve heard this statement once, I’ve heard it a thousand times.  Everyone uses it as a positive. I’m the debunker. One stop shopping is the enemy of the brand planner.  And, blushingly, I’ve used the words myself.  Bad doggy.

    One stop shopping is not a position.  It’s multiple positions. All without provenance. Or the provenance is everything-ness. Hence nothing-ness.

    The brand planner takes brand good-ats and consumer care-abouts and gently places them in a stock pot. Then, starts the boil down. When all extraneous flavors are boiled away, we’re left with one super flavorful “value.” One.

    So, from here on out, please don’t use one stop shopping in your brand planning rigor.

    This consultancy is What’s the Idea? Not What Are The Ideas?

    Peace.

     

    Broadcast vs. Face-to-face.

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    Not sure why, but I have a fascination with Fashion Week and the Milan and Paris fashion shows. Okay I know why, but let’s not go there. From an academic point of view, fashion is a “beyond the dashboard” pursuit.  That is, the best in new fashion designs must feel fresh. Unseen. And stimulate the senses and taste glands.  During fashion week a designer’s brand name may carry lots of water but the designs themselves are what everyone, especially the buyers, are there to see. The attention and vibe of the audience is the center of gravity.

    kim karashian at heatherette

    I remember being at a Richie Rich and Traver Rains show in NY when a crazy buzz and hum developed.  The din turned into “That’s Kim Kardashian walking.”  Everyone knew who she was at the time but me. That’s live buzz. Perhaps for the wrong reason but that’s what designers are looking for. For an artist to perform in front of a live audience is perhaps his/her most important form of expression.  Looking into the eyes of your target while performing provides the most visceral of feedbacks.

    Much advertising and market are done via broadcast. One to many. You can’t look into the eyes of your customers when broadcasting an online display ad. Click or no click. The best marketers and brand planners get this. They seek out and soak up live impressions. Live is better. Find ways to do your selling live. Peace.

    Italian Leather Branding.

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    I’m thinking of changing the name of my business to Italian Leather Branding.  I don’t know why I believe Italian leather is better than any other leather but I do.  Someone, somewhere planted that seed in my mind and it wouldn’t surprise me if you felt the same way. Italian leather is softer. More supple. The most beautiful tan color. And most important of all, it’s worth double maybe triple the price.

    That seed that someone planted — that’s branding.  It’s what all brand planners aspire to. To create an image in the mind of a consumer that pre- and post-disposes one to purchase. Or to prefer.  I did buy some Italian shoes one time.  Most expensive shoes I ever bought. And you are not going to believe it but they squeaked. Swear to God. My local shoe maker, Gaspar, suggested soaking the soles in water and guess what? Italian leather leaches. I didn’t know that. Water-stained Italian shoes…ouch.

    But here’s the thing, it wasn’t the shoes’ fault.  Couldn’t have been the Italian leather.

    Feel me?

    Peace.

     

    Contextual vs. New.

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    “This guy looks like he’s up to no good or he’s on drugs or something. He looks black” was a quote by George Zimmerman, taker of Trayvon Markin’s life last March 22. NBCUniversal is being sued for playing this snippet because it was edited together and aired without the dispatcher’s question “O.K. and this guy – is he white, black or Hispanic?”

    Words are important, but context more so. Taking the dispatcher’s question out of the mix created a whole new context for Mr. Zimmerman’s quote.

    Context is rarely the enemy of the brand planner.  For those who work on brands with limited budgets, context (an idea pregnant with meaning) is your friend. Contextual turns of a phrase, e.g., “We know where you live” for Newsday, orwebertarian” for Zude.com (combing libertarian and web), use things already in people’s brains to convey information. Webertarian was the Zude target. Though webertarain was pregnant with meaning the product name Zude had little. It rhymed with dude and was similar to Zune but that’s it.  Without millions of dollars to promote it, the name was a poor choice. 

    I have a hard time remembering people’s names.  How many Brian’s can you meet in a lifetime?  The American Indians had it right: Crooked Nose, Crazy Horse, Runs Like Deer…these names are memorable, narrative and contextual.

    In brand planning you can build it or you can borrow it. Building is better when you are well-funded. Borrowing is faster but can be less differentiated. For my brand ideas, I use context as an appetizer and push for the new big idea as main course. Peace!

    Officious and Dysfunctional Strategies.

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    Officious is a wonderful word and one too infrequently used in strategic planning.  An adjective, it is defined as: objectionably aggressive in offering one’s unrequested and unwanted services, help, or advice; meddlesome: an officious person.  Strategies that lead to this type of brand claim are a blight.  Conversely, strategies so soft and huggable consumers cozy up to a tangent in order to get the brand claim, are also a blight. Some might call that borrowed interest.

    What does Coke do better than any other soft drink?  Refresh. People want to be refreshed, so offering up examples of how and when Coke refreshes in not officious. Telling them Coke is more refreshing (world’s most, more people refresh, more refreshing than…) is.  As Coke and Wieden and Kennedy would have you believe today, Coke makes you Happy. That’s borrowed or tangential. It makes for nice advertising and playful Coke machines, but is an indirect sell. When Coke gets back to its core refreshment value and shows us how it refreshes, proves how it refreshes, the advertising will sell more.

    The line between officiousness and borrowed, tangential value in not a fine line, ii’s a chasm.  So what do so many brand strategies jump to one or the other? It’s dysfunction, is what it is. Peace!

     

    Blackberry Backing Up?

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    Blackberry’s current TV campaign built around the Beatles song “All you need is love” is goofy. Pretty to watch, great editing, hum it and smile – but it really has no inherent brand building value.  And in a slipping market for Research In Motion, manufacturer of the Blackberry, this is not good thing. Enter a print ad today on battery life.  The headline reads “Imagine falling in love with a battery?” Does anyone hear the “beep, beep, beep” of a truck backing up here?

    The Blackberry is a stud phone.  My son in college has one.  My friend’s high school daughter has one. As does his wife, for work.  Now we don’t live in “the valley” and I know that the kids might like an iPhone as an accessory, but they are sold on the Blackberry’s ability to get them on the net and text with grace and ease.  Why? Because it works. It delivers. Blackberry owns the word “work” — in its two dimensions. Get on mass transit and see who is using Blackberrys. Fill up a gym with kids – put the Blackberrys on one side, the iPhones on the other. What do you see?

    Research will tell you love is strong, but it’s not reason to buy a Blackberry. This is a difficult, difficult category for brand planners. I don’t have the inside track, but I will tell you this:  “Love” isn’t it.  Beep, beep, beep.  Peace!

    Brand Planning Bracketing.

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    Let’s face it, every account planner is different. No matter the mentor or the shop one comes from, each planning point of view has to be, like a snow flake, different. But one thing that might bring a cohort of planners together is age. I’m 66. I’ve seen a lot of stuff in marketing. My skin may be thicker than that of a 20 something planner. How could our worldviews not be different?

    I love the idea of putting brand planners of different ages on an assignment. Photographers call it bracketing: the process by which one takes the same shot with different exposures.

    Were I doing new business at a large ad agency with good resources, I’d love to put a 45 year old planner on an insight assignment at the same time as a Gen Z planner — independent of one another.  Not a race or competition, just a bit of bracketing.    

    Ad shops aren’t organized this way. They are organized by hierarchies. Senior to junior. Group director, director, associates. Let’s mix it up a bit. Age perspective might turn up some interesting discontinuities. Or continuities.

    Peace.