The Affordable Branding Blog

What Is Positioning?

Fri, 03 Jul 2009 12:39:05 GMT

What is positioning? Like developing a Unique Selling Proposition or differentiator, positioning is the process by which your business creates an image or identity in the minds of your core market for

Screw it, let's ride

Sat, 27 Jun 2009 18:11:55 GMT

Gotta love Harley-Davidson. They are a true, authentic brand. They stand for one thing--rebel. When I was working through a brand strategy session with a client who had an audience similar to Harley's, I always used to remind the client: "Harley-Davidson does not make motorcycles with training wheels." Why did I have to keep repeating that mantra? Because, like most companies, this client wanted to grow. To expand. And the way most companies do that is by extending their offerings to fit more people. But that only weakens brands. Stretching a brand to fit over a broader array of offerings or audiences only serves to confuse the customer. Harley wants to grow too. But they are doing it right. They are exploring other audiences (younger demographics, women, and hispanics) without ditching their authenticity. To appeal to a younger audience, for instance, they designed the Iron 883, and then put the new cycle's relatively low cost--about $8,000--in terms that align with the rebel image. One ad reads: "About six bucks a day. Cheaper than your smokes, a six-pack, a lap dance, a bar tab, another tattoo, a parking ticket, a gas station burrito, bail, cheap sunglasses or more black T-shirts." Now that's an insightful, creative, and disciplined approach to the brand, the economy, and a new customer segment. AFFORDABLE BRANDING LESSON: Repeat after me: "Harley-Davidson does not make motorcycles with training wheels."

20 for the price of 1

Tue, 23 Jun 2009 23:37:28 GMT

As you know, I don't recommend or participate in projects unless I believe in the value they bring to you. Once in a while, the value seems so undeniable that I jump at the chance to be involved. This is the case with the Ultimate Entrepreneur Toolkit. The Toolkit is an unprecedented collection of 20 Business, Marketing and Personal Mastery products from 20 top experts in each category. And here's the kicker, for one week only this collection is available at a 95 discount. That's basically 20 for the price of 1. These are the flagship products from a who's who of the entrepreneur success world...including me! And between you and me, it's a chance to get my DIY Brand Strategy Workshop (a $195 value) for FREE. I do hope that you check it out and jump at the chance to experience the Ultimate Entrepreneur Toolkit. It's only available this week as these experts can't continue to offer their products at a 95 discount all year round. The sale will be closed at midnight, Friday, June 26th. Click the link below to get more details about the Ultimate Entrepreneur Toolkit:

Back to its roots

Fri, 19 Jun 2009 02:01:56 GMT

I was so glad to see the Wall Street Journal report the other day that in the face of stiffening competition from "value" competitors such as McDonald's and 7-Eleven, Starbucks is returning to the "romance and theatre" experience that was so essential to its rapid rise. Customers will once again smell fresh coffee grounds and hear grinders whirring all day. I say I was glad because I LOVE the Starbucks brand. Not just the product, but I'm a Starbucks brand junkie. I don't like to see them make strategic mistakes--which have seemed legion lo these past several years. But, as my associate, Scott, reminded me: Brand = Prediction of what to expect x Emotional power of that expectation. In Starbucks' case, the "romance and theater" of the coffeehouse experience fits that equation perfectly. The slower service actually enhances the Starbucks experience. Not only does it reinforce that this is authentic, premium coffee, it's the opposite of McDonalds, Dunkin' Donuts, and 7-Eleven. Good move, Howard!

A Hallway Conversation About Walmart

Sat, 13 Jun 2009 16:00:28 GMT

Scott: On every Wal-Mart store are the words "We sell for less." And in every advertisement were the words "Always the low price. Always." Cheap was essentially the word Wal-Mart has owned. And it's a good word to own because it attracts some people and repels others. But I recently read an interview with Al Ries where he derided the change from the "low price" tagline to the new "Save money. Live better." tagline. When I first heard the new tagline, I loved it. And I still love it. The phrase positions Wal-Mart as the place to find cheap retail items, and provides a jolt of aspiration to Wal-Mart shoppers. In my mind, "Save money. Live better." works on three levels. It positions the brand. It succinctly communicates both the feature and the benefit. And it hits an emotional trigger for many consumers.Or maybe they should've just left it alone. Mike: I don't feel like Walmart LOST anything by making the switch. In fact, if anything, this economy has boosted their reputation as the low-cost leader--and their sales prove it. Because living better is everyone's objective--even if you're on a budget. If you can live better and still save a few pennies, well you're one up. I like the new tag. My only concern was it seemed to mirror Target's construction: Expect More, Pay Less.

Big Brand, Classic Blunder

Tue, 09 Jun 2009 02:04:52 GMT

Pepsi recently introduced yet another line extension, Pepsi Natural. Billed as a premium cola with all natural ingredients, here's the oft-repeated branding blunder: By it's very description, Pepsi is essential saying that its regular Pepsi, it's cash cow, is NOT premium, and is does NOT use natural ingredients. Why would you tell your customers that? So is "natural cola" supposed to be a new category? And if so, what does it imply about existing cola (including Pepsi)? Is Pepsi Natural supposed to be the REAL choice of a new generation? And, of course, why make this a Pepsi line extension instead of creating this new category and having a new brand name own that category? As my associate Scott observes, "This is the trifecta of branding stupidity."

Being Memorable Begets Buzz

Sat, 06 Jun 2009 22:50:10 GMT

Watching the Travel Channel recently, I discovered an unusual restaurant---unlikely and certainly not for everyone. But you can't deny that, from a branding perspective, they've nailed it. The Heart Attack Grill is exactly what they say they are. They're authentic. The menu is filled with on-target offerings (like the triple bypass burger). They even let people over 350 lbs. eat free. Plus the wait staff wears doctor and nurse outfits. When a brand gets everything right and "markets outrageously," and creates "dramatic differentiation," it really is a great customer experience. But here's the affordable branding tip: Check out their media page and see how much free press they've generated. Better than advertising....any day of the week.

Say it Differently

Sat, 02 May 2009 13:21:57 GMT

A pretty well-cited 1978 Yankelovich study reported that the average American was bombarded with more than 2,000 advertising messages per day. But that was 30 years ago. When Yankelovich revisited the study in 2008, the number had jumped to more than 5,000 messages per day. That's exactly WHY your business needs to be different. To speak differently. The mundane, the predictable, and the usual are filtered from your prospects' consciousness. Click the link below for a business that says it differently. It's memorable. It's buzzworthy.

Kentucky What Chicken?

Wed, 29 Apr 2009 00:16:00 GMT

I remember years ago when a health food craze was sweeping the nation and KFC tried--unsuccessfully--to change their name to Kitchen Fresh Chicken. Not officially, of course. They're objective was to change consumers' minds about what KFC stood for. They're at it again. Monday was UnFry Day at most KFC restaurants. The promotion is supported by an online and offline campaign that asks consumers to "UnThink KFC." A microsite -- "It's Time To Unthink How You get Your Grill On" -- offers nutritional information and content centered on the new products. But KFC has tried to introduce non-fried chicken to its menus at least three times over the last 20 years, without success. That's because, in the mind of the consumer, KFC equals Kentucky FRIED Chicken. No matter how much "unthinking" I do. AFFORDABLE BRANDING LESSON: My colleague Scott reminded me of a great Jack Trout quote: "If your assignment is to change someone's mind, don't accept the assignment."

Lowe's or Lowest?

Sun, 26 Apr 2009 22:48:03 GMT

I've always respected the Lowe's Home Improvement Warehouse positioning. In my mind, it's a much neater store than a Menards and it doesn't have the warehouse feel of a Home Depot. As I learned more about Lowe's, I discovered that their lower shelves and brighter lighting actually appealed to women and other not-so-handy handymen who may have been intimidated by the big, contractor-focused stores. So I was dismayed recently when I started seeing commercials for Lowe's in which the letter T would appear after the name with a voiceover proclaiming "the lowest prices." Get it? Lowe's. LowesT. But someone at Lowe's HQ must have woken up and realized that trying to find a new position in the minds of their customers was a futile exercise. While they still mention Everyday Low Prices, they're stopped trying to compete with Walmart or Home Depot. People shop at Lowe's because it feels like a more quality experience. It's cleaner. It's friendlier to the DIY-challenged. AFFORDABLE BRANDING LESSON: Marketing dollars are wasted when the send a wrong message or a message that's contrary to your established brand positioning.

More Monkeys Than People

Fri, 17 Apr 2009 01:51:21 GMT

Stumbled across this site the other day, and while I'm certainly impressed by this Costa Rican getaway made from a Boeing 727, I'm even more smitten with their tagline: "Still more monkeys than people." Brilliant. As my associate Scott, observed, "It instantly communicates that it's still a wild, undeveloped, pristine place for people who want to experience the natural beauty of a tropical paradise. And it does so in a fun and memorable way." I couldn't agree more.

Affordable Branding

Fri, 10 Apr 2009 02:17:31 GMT

You could out and hire yourself a brand agency or pay a branding consulting to help your business. But youre here because youre looking for affordable branding solutions.

Why Branding?

Wed, 08 Apr 2009 00:17:37 GMT

It's a question I hear all the time: "Why does my business need a brand strategy." The simplest answer: Because branding makes your marketing more efficient and effective. That means you'll sell more stuff without having to shout as loudly as your competition. So to that end, I would encourage you to check out the Toilet Paper Entrepreneur's website featuring 115 Marketing Strategies for Small Business. Pay special attention to #100. ;-)

Big Trouble for Mini?

Sun, 29 Mar 2009 18:00:07 GMT

I was disturbed to read the other day that BMW's Mini Cooper business was about to make a common management blunder. In a quest for more sales (and who doesn't want more sales?), it was announced that next year, Mini plans to introduce its biggest model ever, a crossover that will be the brand's first vehicle to offer all-wheel-drive. Mini's biggest current model is the Clubman, at 13 feet long, or 9.45 inches longer than the Mini car. Instead of expanding the value proposition of the current brand (and everything wonderful that Mini has come to stand for) management thinks the way to more car-buying hearts is by expanding the car itself. SO I SAID: Like all businesses, they're looking at how they can appeal to a greater number of potential buyers. The management solution is to make different (larger) models to attract people who don't consider the Mini a preferred brand. Result: short term they'll sell more cars, but long term they'll erode the Mini brand. The marketing solution is to make the existing Mini proposition and expectation more compelling and more relevant to more people. Result: they sell more vehicles without taking the luster off their well-established positioning. SO SCOTT SAYS: Management demands continual and unending growth. New products, new flavors, new line extensions. Inevitably, this process causes companies to become unfocused. And in the mind of the consumer, the brand soon becomes meaningless. Is it any wonder CMOs have such short tenures? You can't succeed when you're hamstrung by a business philosophy that's destined to fail.

You've seen the bad ones...

Fri, 27 Mar 2009 17:35:31 GMT

...now here are some super-simple logo designs that are still distinctive and memorable. And a memorable logo will more effectively link your brand to your differentiating factor, creating a preference for your offerings. Check 'em out.

Lame Logos

Wed, 25 Mar 2009 00:45:10 GMT

Here's the formula: Bad clip art + amateurish execution + inappropriate font usage = Your Logo Makes Me Barf. Don't go there, even if you ARE trying to create your mark on the cheap. You'll regret it, and so will your customers (or lack of them).

List of Taglines

Sat, 21 Mar 2009 00:35:15 GMT

Here is a list of taglines categorized by type of business. Some work, others dont. But there are plenty of idea starters here.

Branding Implications for Lean Times

Fri, 13 Mar 2009 01:44:49 GMT

Recent studies have confirmed that rather than entirely forgoing spending on shopping, travel and entertainment, most consumers--at all income levels--are "learning to look up, down and over to find goods and services at prices they can afford ... and want to spend." So, what are the branding implications of this "new economy?" Does it just suggest that businesses need to try even harder to differentiate and express a unique value proposition? Does it mean that the low price leader is automatically going to be the marketplace winner? I posed these questions to my associate, Scott, and he said consumers reassess their wants and needs in times like these. Once the needs are paid for, there often isn't money left for wants. Maslow's hierarchy of needs kicks in. So price isn't always everything. People will still buy what they want. But you have to expect that luxuries and premium brands will take the biggest hit in a recession. Badge brands lose their luster when conspicuous consumption is out of vogue. AFFORDABLE BRANDING LESSON: When times are tough, of course you'll want to refine your focus, build your competitive advantage, differentiate yourself, sell your benefits over cleverness, etc. But those are things your business SHOULD be doing regardless of the economy.

Customer Loyalty Concepts

Sat, 28 Feb 2009 22:39:55 GMT

Trust + Loyalty are the key ways to brand your business right through a recession. Follow these customer loyalty concepts because when times are bad, the door is opened for opportunity.

Calories Be Damned

Sat, 28 Feb 2009 20:44:50 GMT

You gotta love Hardee's single-mindedness in not caving in to "eat healthy" pressures. Absolutely unapologetic. Here's a news item from the other day: St. Louis-based Hardee's is launching a new line of Texas toast-based breakfast sandwiches. The new breakfast menu item features two slabs of buttered and grilled Texas toast egg, American cheese, and a choice of sausage, bacon or ham. SCOTT SAYS: Brilliant. Fast food decadence. They know, regardless of the so-called health trend, that there is still a large and profitable enough segment of consumers who don't care about healthy eating at all. (In fact, in spite of this "trend," obesity rates are rising, not shrinking.) They've got nicely-aligned slogans like "Don't bother me, I'm eating" and "Breakfast as big as our burgers." And their smallest burger is a 1/3-pound hamburger. (Bigger than McD's 1/4-pounder, of course.) Plus they've got the Thickburger and the Monsterburger. And a great Burger Slayer promotion. AFFORDABLE BRANDING LESSON: Like Hardee's, stay focused on what made your business your business. If Hardee's stays smart, they'll never offer a healthy or low-cal meal.

More Coffee Wars

Sun, 22 Feb 2009 16:20:30 GMT

According to a recent study, consumers who drink premium coffee every day at a coffeehouse such as Starbucks or Caribou turn out to be 114 more likely than the general population to be "highly open"--defined as seeking "rich, varied and novel experiences" and "believing that imagination and intellectual curiosity contribute to a life well-lived." Mike says: This is simply more proof that Dunkin's and McD's are making a strategic error by going after Starbucks on either taste or cost. Die-hards DON'T CARE. Starbucks' worst enemy is Starbucks; not Mickey Dees. Scott says: Yes...coffee drinkers are not a homogenous group. Starbucks appeals to those who "crave the experience of novelty." In other words, the European coffeehouse experience. It's Starbucks' hook -- their off-core differentiator. It's not about the coffee as much as it's about giving a subset of coffee drinkers a "rich, varied and novel experience." Starbucks is not all things to all coffee drinkers, and their missteps with too many cookie-cutter stores, drive-thrus, and discount meals dilutes this "novel" experience. Dunkin' and McD's, of course, mistakenly think it IS about the coffee. So Dunkin' has foolishly eschewed donuts for superior coffee. And McD's has lost focus on fast, inexpensive breakfasts in place of good, inexpensive coffee. AFFORDABLE BRANDING LESSON: Stick to your knitting. Stop throwing cash trying to chase the competition. Say focused on your differentiator and stop playing "me too."

Effective Marketing Starts with Effective Branding

Sat, 21 Feb 2009 17:35:26 GMT

Most companies marketing efforts are neither efficient nor effective. Effective marketing starts with a strategic brand on which to find a foothold.

Meet Tiny

Fri, 20 Feb 2009 02:57:28 GMT

A few weeks ago at church, an older gentleman--very gregarious and outgoing--introduced himself to my wife and me. "I'm Tiny," he announced, warm hand outstretched. "What's your name?" He genuinely wanted to know. And that's the whole story. But here's the backstory--and the affordable branding lesson. I'm HORRIBLE with names (just ask my wife). But the other evening I saw Tiny again, and I not only recognized him, I immediately recalled his name. Why? It was an unusual nickname. Tiny was not tiny. His personality imprinted on me. He wasn't just "making nice" with his introduction, he was authentic. Is your business name easy to recall and memorable? Does your brand personality resonate with your target market? Are your offerings relevant? Is your business authentic, or you trying to be something you're not? Remember Tiny when you think about your business.

Leveraging Your Logo

Sun, 08 Feb 2009 16:08:28 GMT

You can get more mileage out of your logo by using it to express your brand essence. Instead of a generic-looking, "me too" mark, let your logo communicate more by combing elements of your name into a playful, engaging, and memorable symbol. One way designers do this is to combine images to make multiple statements--with simplicity. Perhaps the most well-known example is the "hidden" arrow in the FedEx logo. Click the link for more examples of what are called, dual-element logos.

Branding Dictionary

Sat, 07 Feb 2009 22:13:16 GMT

Heres a simple branding dictionary to take some of the mystery out of the branding process.

Stay Focused...or Risk Failure

Sat, 07 Feb 2009 21:10:50 GMT

Reacting to the news that Starbucks will be offering up some value menu options, I mentioned to my associate, Scott, that I thought it would be a mistake for Starbucks to pursue this value strategy. Discounting, while attractive in this tanking economy, is a dead end street for a brand like Starbucks that practically pioneered the "premium commodity." Scott agreed that high-priced "prestige" brands are in a tough spot right now. It's understandable why Starbucks wants to be more relevant to price-conscious consumers, but the most important thing for them is to make it through this recession with their brand intact. They should spend more time reinforcing the VALUE of the Starbucks brand. As Sergio Zyman says in Renovate Before You Innovate, "Preference is a perishable commodity; you must constantly refresh consumers' minds about the things that make you unique, why those things are important, and why they should buy your brand over someone else's. Not doing so can be expensive." The Starbucks value proposition is the coffee house EXPERIENCE, and they need to stay focused on that. AFFORDABLE BRANDING LESSON: What is your value proposition? Stay focused on that, even through the dismal economy, and you'll come out the other end stronger for it.

Name Your Way To Success

Sun, 01 Feb 2009 16:35:09 GMT

Good business or product names can make the job of marketing easier by doing some of the work for you. A short, memorable name is often more "sticky" than a long-winded, descriptive, and uninspired name. A good name can also build buzz. Would Google have made as big a splash in the media and through word of mouth if the ubiquitous search engine were called Innovative Search Engine, Inc.? I think not. Further, a well-thought-out name can position your business in the marketplace and help differentiate it from the competition. The Apple computer sitting in front of me while I write this is positioned--by its name, the brand personality, and the functional design of the unit--as a fun, easy-to-use, personal computer, which is perfectly aligned with its brand promise of "Think Different." The suggestive name Apple, positions the computer in the mind of the customer or prospect as something, well, different. While suggestive naming isn't for every business, explanatory names, concocted names, and experiential names are all options that should be considered before hanging out your shingle with on the first handle that pops into your mind. Pollywog, a naming firm, recently posted its picks for best and worst names of 2008. Check it out here. AFFORDABLE BRANDING LESSON: Good names can your carry your brand farther than weak, uninspired names by doing some of the heavy lifting for you.

Modern Logo Design

Sat, 31 Jan 2009 21:39:52 GMT

Modern logo design is only one aspect of a company's brand, and its shapes, colors, fonts, and images are strongest if they are differentiated from the other businesses sharing its marketspace.

Best Branding Book Ever?

Sat, 24 Jan 2009 15:39:44 GMT

Well, that would be a tough sell. But Killer Brands, by Frank Lane is certainly one of the most relevant, easy-to-read-and-understand books on branding I've ever devoured. And I've read many. Subtitled, Create and Market a Brand That Will Annihilate the Competition, Lane explains the difference between a ho-hum product that hurts your bottom line and a Killer Brand that compels people to choose it and use it. He reveals his recognized three-step method to unlocking the marketplace and creating brands that annihilate the competition. His secrets? FOCUS: how to find the one singular, differentiating, and powerfully compelling quality that will make your Killer Brand known--not because of what it says it does, but because it does what it says. ALIGNMENT: how to connect everything that you do in perfect harmony to deliver that focus consistently time after time, making sure that nothing you do inadvertently detracts from that expectation. LINKAGE: how to make your Killer Brand synonymous with the product in the marketplace, so the consumer thinks of only your brand when the need arises No matter if you're selling socks or software, by following these three tenets of branding, you're guaranteed to kill the competition and create a dynamic, thriving brand. AFFORDABLE BRANDING LESSON: For just $13.45 (at Amazon) Killer Brands, can fundamentally change the way you do business...for the better.

Green Bleach?

Wed, 14 Jan 2009 03:23:37 GMT

As a brand strategist, I was pleased to see that when Clorox launched its line of green household cleaning products, they didn't attach the Clorox name to them. Oh sure, the Clorox logo is featured on the packaging, small and discreet, like a good endorsed brand should. But they didn't let their pride get in the way of smart branding by trying to extend the Clorox name to stand for something more than bleach. After all, Clorox MEANS bleach in our minds. So how can bleach also be "green"? Their new line of natural cleaning products, dubbed Greenworks, have reached the top of the market for eco-friendly cleaners only one year after their launch. According to the Mercury News, "Greenworks cleaners, made mostly with coconut oil, corn and lemon--and without bleach--have become the top-sellers among natural cleaners. Clorox now has 42 percent of the total market, estimated to generate more than $200 million in revenue per year." AFFORDABLE BRANDING LESSON: THANK YOU, Clorox, for not falling into the pride trap. Don't make the classic branding blunder of extending a brand name where it doesn't belong.

Identifying Target Markets For Your Brand

Sat, 10 Jan 2009 21:48:34 GMT

Identifying target markets for your brand is critical because your customers are the future success and growth of your business. How will you find more like them?

Trademark and Protect Your Logo, Name, or Tagline

Sat, 10 Jan 2009 16:50:50 GMT

Once you have a company or product name, a logo, or even a tagline that you want to protect, youll want to file for a trademark. Heres a step-by-step guide to protecting your tradema

Are the Domino's About to Tumble?

Fri, 09 Jan 2009 23:26:10 GMT

Advertising Age reported last week that Domino's is going on the taste-test attack against Subway, "running a new campaign designed to hit Subway right in the $5 foot-long." MIKE SAYS: But Domino's is a one of those words that's hard to say without saying--or at least thinking--the word "pizza." Domino's IS fast, hot pizza delivered to your door. "Get the door, it's Domino's." "30 minutes or less or it's free." No one ever said Domino's pizza TASTES good (except my son, Nick.) Domino's was never about the taste. And Domino's can never really be about sub sandwiches--regardless of how much better they reportedly taste than Subway. SCOTT SAYS: I'd say it's a last gasp by a brand which lost their USP years ago. They should've at least tried to find a new USP within the pizza category. This is like Dunkin' Donuts going after Starbucks' coffee and Porsche going after the SUV market. Too big of a leap for minds to make. Domino's is pizza, Dunkin' is donuts, and Porsche is high-performance sports cars. It's a shame because Domino's was once such a classic brand that just didn't have a sustainable competitive advantage. AFFORDABLE BRANDING LESSON: "Get the Door, it's Papa Johns." Stick to your "one thing" essence for long-term growth.

Subarules

Tue, 06 Jan 2009 01:51:12 GMT

How is it that in the worst economy in decades--with the U.S. auto industry running to Capital Hill for financial support and grim sales forecasts--that Subaru, a wholly owned subsidiary of Fuji Heavy Industries Ltd. of Japan, and headquartered in Cherry Hill, N.J., announced year-to-dates sales up 1 percent? One word: Focus. Unlike most auto makers (and all U.S. car companies) Subaru actually stands for something: All-wheel drive. They've simplified their brand, which leads to an amplified brand. They've narrowed their focus to relatively few models (Forester, with sales up a whopping 64), Outback, Impreza, Legacy, and Tribeca. They know who their target market is: environment-loving; reasonably well-off (could afford more but believe the Subaru brand is "good enough"); and concerned about family safety. While other automakers are scrambling to survive, Subaru stands confident in what makes a Subaru, Subaru. It's exactly what people want: a brand they can believe in; a brand they can understand; a brand they can trust; and a brand they can love. AFFORDABLE BRANDING LESSON: ALL-WHEEL WINNER! More brands--like yours--should take their cue from Subaru and simplify...and thrive.

Corporate Citizenship and Your Brand

Wed, 31 Dec 2008 02:07:55 GMT

Beyond your companys core mission is another aspect of corporate citizenship or corporate social responsibility that I call Organizational Connectionsa win-win for both organizations.

Branding Your Way Through a Recession

Mon, 29 Dec 2008 16:45:46 GMT

Advertising Age reports that while the recession officially began in December 2007, US ad spending actually fell in full-year 2007, with bigger drops seen in 2008 and expected in 2009. That would be the first three-year decline since the Great Depression. Those negatives add up: US spending in 2009 likely will slump to its lowest point since 2003. Factor in inflation, and '09 spending on advertising likely will come in well below the level of 2001. But that's exactly why having a solid brand strategy is so important. When done correctly and well, branding "pre-sells" your products and services. By narrowing your focus to a one-word (or phrase) "essence," you'll be implanting your business deep into the brains of your customers and prospects so that they only think of YOU when they're preparing to make a purchase. Good branding means you won't have to shout as loudly (i.e. spend as much money on advertising) when you get into the marketplace, because your voice will have already been heard and noted. AFFORDABLE BRANDING LESSON: RIDE IT OUT. You'll zip through this recession on the strength and efficacy of your brand strategy.

Winning Hearts & Minds

Tue, 23 Dec 2008 13:41:43 GMT

What are your customers saying about you? Are the positive comments about your business overshadowed by the complaints? BrandIndex surveys and then scores brands from 100 to -100 by subtracting negative feedback from positive. Travel brands were recently tossed into the BrandIndex and Southwest scored a 40.0 value ranking--soaring well above No. 2 JetBlue (16.9), which itself beat out No. 3 AirTran (3.0). In buzz, Southwest also soared with a 30.6 score vs. JetBlue's 8.9 and Continental's 2.4. The hotel races were much tighter. For the non-luxury brands, less than five points separated the top six value-wise, with Courtyard by Marriott nabbing 27.8, its sister Marriott chain, 27.4; Comfort Inn, 27.2; Holiday Inn, 26.0; Best Western, 25.8, and Hampton Inn, 23.3. In buzz, Holiday Inn's 18.7 was followed closely by Marriott's 18.5. The lowest-ranking brands in each category were United Airlines, Aeromexico, Motel 6 and W Hotels. How does your brand hold up? Someone is always watching...

9 Signs Your Brand Stinks

Sat, 20 Dec 2008 03:38:15 GMT

Does your brand stink? Discover the warning signs with this free whitepaper.

Making Sure Your Business Stays Relevant

Fri, 19 Dec 2008 17:09:41 GMT

In my mind, there's nothing quite as irrelevant as the Yellow Pages. But you have to give them credit: they continue to reinvent themselves by revising their business model to find a way to be profitable in an Internet age. And they remain relevant by changing how people do business with them and continue to show consumers how they can get value from what Yellow Pages has to offer. Their forward-looking strategy can be an instructive exercise for any business struggling to remain relevant. Yellow Pages' current advertising projects their product into the future making them APPEAR relevant through suggestive innovation (and real-world innovation). So, what does your business look like in 2020? Why is it important? Why should people continue to care? What's different? AFFORDABLE BRANDING LESSON: If your business is going to remain relevant, you'll need to reinvent yourself often.

This Logic Melts in My Hand

Sat, 13 Dec 2008 18:01:11 GMT

THE NEWS SAYS: Everything about M&M's Premiums--from the formulation to the packaging, price and flavor--is different. The candies themselves are fatter and less uniform than traditional M&M's. More radically, they have no candy shell--just a shiny topcoat with a marbleized, almost metallic-looking finish in bright colors. There are five flavors--mint chocolate, mocha, triple chocolate, raspberry almond and chocolate almond--sold in a six-ounce package for $3.99. Instead of a rectangular brown bag, M&M's Premiums sit in an upright cardboard box with a clear window that shows off the candy. SO MIKE SAYS: If M&M means (occupies the place in the mind of) inexpensive, melts-in-your-mouth, drugstore candy for the masses, can it also stand for high-end gourmet chocolate? I mean, what would they have lost by developing a new brand name instead of just tacking the word Premium to a brand with decades of dime-store meaning? THEN SCOTT SAYS: This floors me that there is so much literature, AND PROOF, that a brand can't occupy two opposing positions in the brain. Yet execs still feel they can piggyback on the power of a brand to move into new territory. They seem to think they're moving into new market territory, but don't understand they're trying to move into new territory in the brain, and brains can't make those leaps. As good ol' Al [Ries] said, "Marketing doesn't take place in markets, it takes place in the mind." So you're right, how can M&Ms be a fun, melt-in-your-mouth, drugstore candy, and also be a premium chocolate? Even if their premium chocolate wins blind taste tests (a la New Coke), people are buying the perception created by the brand, not just the product itself. And M&Ms will never be perceived as a premium chocolate. They could have at least made an effort by calling them N&Ns. VERDICT: SHORT-TERM GAIN, LONG-TERM PAIN. Learn from history, M&Ms!

Who Really Needs a Brand Strategy?

Mon, 08 Dec 2008 22:36:38 GMT

A respected CEO and president of a small business recently asked me a pointed, but not uncommon, question. "What do I need a brand strategy for?" It's a query I hear often, however one I never get tired of answering. My typical response is another question: "Are you satisfied with the results of your marketing efforts?" And invariably, the answer is no. It wouldn't be a stretch to say that ALL businesses and organizations would like to see a better return on their marketing and communications investment. But let's get back to the core of the CEO's question. Why brand strategy? In most cases--and for virtually every business I've worked with--their marketing and communications efforts were not meeting expectations. And the root causes were
* a lack of unified messaging
* a schizophrenic voice or tone
* an undefined brand personality
* a confusing, customer-unfriendly structure
* no clearly and consistently articulated promise to the marketplace
* an essence that is neither different or relevant
* a name or logo that doesn't align with the brand
* a weak or uninspired tagline
or some combination of the above. These are the very attributes that make up a business' brand strategy. They are the foundational reasons why marketing efforts succeed or fail--whether they contribute to a company's bottom line or subtract from it. You may not refer to it as "branding." But branding is a key concept in every corporate entity--and your business is no exception. A brand strategy will help you focus, differentiate, and "sell" your business, ultimately leading to marketing communications that are more efficient and effective.

Brand Extensions That Stink

Thu, 04 Dec 2008 02:01:58 GMT

Mike: I grew up with the smell of Pine-Sol. Tuesdays at my house was cleaning day, and I remember coming home from school and smelling the distinctive scent of Pine-Sol. Its name was aligned with its promise: the promise that the crisp and pure pine scent would mean that our house was really clean and disinfected. Their current tagline says it all: "Powerful Scent of Clean." So how did Pine-Sol make the classic brand extension blunder and create a whole line of NON-pine-scented cleaners. Lavender? Wild Flower Blast? WTF? Scott: Listerine made a similar mistake. They used to be "the taste you hate, twice a day." The bad flavor was proof it was powerful stuff. But then they created Vanilla Mint and Natural Citrus flavors that they call a "blend of orange, tangerine, grapefruit, and lemon that has all the germ-killing power of LISTERINE Antiseptic, but in a smooth, less-intense flavor." So much for their differentiating attribute. VERDICT: STINKY. If your brand stands for something unique in the marketplace, don't let pride trick you into thinking it's a good idea to slap that name onto everything.

It's OKAY If Some People Don't Like You

Tue, 02 Dec 2008 02:18:51 GMT

As a marketer--or even a business owner--can you imaging WANTING some people to hate your brand? Can you imagine that it's okay to be disliked; that you shouldn't care what 80 of the market thinks as long as 20 loves you? It's a mind-blower, I know. But that's exactly the dynamic working over at Crocs--you know, the butt-ugly plastic shoes that are all the rage. Crocs went from selling 1,500 pairs of shoes in 2002 to more than 6 million pairs with total revenues of more than $200 million last year. Look, it's okay if some people hate you. As long as others love you. And it's better to have a brand with a love-hate following than be stuck in the middle where your business means nothing...and stands for even less. I had a boss that used to say: "If you want to start a business, start a fight." What he meant was, even if some people hate you or your product, it's okay to have an enemy; to have some detractors. Think of the level of buzz and publicity generated because some people (including me) hate Crocs. VERDICT: OBVIOUS. I hated them all the way to the bank.

7 Ways to Differentiate and Position Your Business

Sun, 30 Nov 2008 16:07:44 GMT

By dissecting their advertising, heres how the seven helicopter tour operators differentiate. These are some of the same ways you can differentiate and position your business.

Bigger than Coffee

Sat, 29 Nov 2008 18:15:37 GMT

When you think of Starbucks, you probably think of coffee. But the brand was not built around their consumable product. When Howard Schultz launched Starbucks, it was about the European coffee house experience. It was about connecting with the Baristas--as people--who cared about you and attempted to memorize your favorite drink. It was about creating an inviting, warm atmosphere. Starbucks, for me, is an everyday reward. (Okay, I don't go EVERY day.) So that's why this quote from Terry Davenport, SVP and CMO at Starbucks struck me: "The recent Election Day free coffee offer...helped generate enormous attention for the brand, drive traffic to our stores, and remind everyone that the connection between Starbucks and its customers is bigger than coffee." Starbucks has made some blunders in the past: expansion that makes the brand almost TOO easy to get; distractions from music and movies; breakfast sandwiches; and more. But lately, they've been coming back to their roots. VERDICT: CHEERS! It's good to see you back, Starbucks. BTW, love the Signature Hot Chocolate (Salted Caramel is the best!).

On a Mission

Fri, 28 Nov 2008 16:41:58 GMT

Mike: Here's a "watch out" that I wanted to share because it's one I see repeated often in mission statements. Here is an example of a mission statement that features both "quality" and "service." To provide our customers with the highest quality imaging products, world-class service and recycling programs that help protect the environment. Granted, the adjectives preceding "quality" and "service" might be unique, but shouldn't quality and service be givens? Scott: Most definitely. Not only are they table stakes, but the average person can't measure quality, and service is dependent on the success of having superior employees... a risky gamble to build your brand around. Plus, these are differences of degree, not kind. Worst of all, saying "better quality" and "better service" is such a cliche that nobody believes it anymore. Unless you've got the amazing personal service of Nordstrom's or the quality track record of Toyota, quality and service are just basic expectations of any brand. VERDICT: FAIL. Steer clear of generic objectives in your mission and vision statements.

What Does Your Business Stand For?

Fri, 21 Nov 2008 02:50:17 GMT

I proudly drive a Hyundai Sonata. I bought the pearl white sedan when the name Hyundai wasn't well understood in the marketplace. At the time, the South Korean-made car was considered a relatively "cheap" vehicle with an excellent warranty. Those buyers willing to roll the dice on the vehicle that stood behind the 100,000-mile warranty were rewarded with a handsome car that stands the test of time. The point is, Hyundai stands for something: the perception and marketplace position of a low-priced vehicle with a solid reputation for its warranty. Period. Now, the Wall Street Journal reports, "Hyundai is boldly jumping into the market for $30,000-plus sedans--a crowded field where quality is a given and image matters much more to both buyer and seller. Its new sedan--called Genesis--[hit the U.S. in June]." I'm cheering for them, but I wish the automaker would have looked at auto-branding's recent examples of what happens when you try to change what your brand stands for. The Right Way
When Toyota launched an upscale brand, they didn't try to make the Toyota name stand for something new. They launched a new brand: Lexus. When the Japanese carmaker went downmarket to make an affordable, youth-oriented vehicle, they launched another brand: the Scion. Toyota can continue to stand for what Toyota already stands for and continue to make marketshare gains while Lexus and Scion are no slouches either. The Wrong Way
A few years back, German carmaker Volkswagen introduced a new luxury vehicle in the $70,000 range called the Phaeton. It soon became known as the best car that nobody wanted. It was a great automobile, scoring high in virtually every category that car buyers and picky reviewers care about. So what was the problem? The Phaeton had a Volkswagen logo on it. Volkswagen does not stand for high-end, luxury vehicles. It stands for German-engineered performance in a small package (the ubiquitous "Bug," Rabbit, Golf, Jetta, etc.). So how could Volkswagen also stand for lavish opulence? It couldn't! Dealers soon began offering Phaetons for $10,000 under the sticker price. VERDICT: FAIL. I wish Hyundai well, but history tells us the Genesis is a bad move.

Remain Relevant

Sun, 16 Nov 2008 18:44:17 GMT

Remaining relevant means having a bearing on, or connection with, the matter at hand. Is your business germane? Is it pertinent? In other words, does anyone care?

Great Expectations

Sun, 16 Nov 2008 17:49:07 GMT

Here's a simple brand formula:
[Give your prospects and supports what they expect] +
[Wrap that expectation in flawless delivery]
= A memorable brand.
Marketing guru and author, Seth Godin, says, "If I encounter a brand and I don't know what it means or does, it has zero power. If I have an expectation of what an organization will do for me, but I don't care about that, no power. Fedex is a powerful brand because you always get what you expect, and the relief you get from their consistency is high. AT&T is a weak brand because you almost never get what you expect, because they do so many different things and because the value of what they create has little emotional resonance." I recently had a personal experience with the expectation formula. I was working with a client on a celebrity golf tournament to raise funds for their cause. The director of the tournament asked me my opinion on a gift item for the top-tier foursomes. She had suggested custom golf bags from a company called Club Glove. Now, understand that while I am a recreational golfer, I have ZERO personal experience with the brand. I've never touched a Club Glove bag. But because I watch professional golf on TV and play a half-dozen rounds each summer, I only know, and was aware of, one thing: Most pros use Club Glove bags. So when the tournament director approached me about the bags, I fawned all over them. I touted their status, their quality, and their reputation. Then I stepped back and realized that I had been pre-sold an "idea." The expectation that this would be a good golf bag came from the pre-selling power of the brand. The tournament director took my advice, and thankfully, the bags lived up to expectations. Club Glove is a powerful brand because they are able to pre-sell by their reputation alone and because they are able to deliver flawlessly on their promise of a top-of-the-line golf bag that many pros use and endorse. And that's the power of branding.

Helpful Links

Sat, 15 Nov 2008 22:58:02 GMT

Here are some helpful links; branding blogs, agencies, and other resources that may help you in your quest to develop a solid brand strategy and grow your business.