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10 Things to Know About Your Brand

top10Branding – the idea of creating an image, sound, word, that conveys an instantaneous message – is both and art and a science.  The art is in the creativity, finding just the right image and word and sound combination to trigger an emotional response in your customers.  The science is understanding what triggers certain behaviors, tracking your progress, measuring your success.

As an entrepreneur, consultant or what I call an “independent professional” there is so much to learn about branding that it is sometimes hard to know where to start.  When embarking on any branding activity ask yourself these 10 questions.

  1. Who is your target audience? You can solve a customer problem if you don’t know who the customers are.  Focus on them and they will help you answer the rest of these questions.
  2. What is your brand promise? What does the company stands for?  What is the single most important thing that the organization promises to deliver to its customers? What do you want customers, employees, and partners to expect from EVERY interaction with you.
  3. What is your unique value proposition? What do you offer that no one else does?  How do you want customers to FEEL about your organization after interacting with you?
  4. What are your key messages? Customer messages are divided into core ideas which are made relevant by including supporting statements that reinforce the idea (data, benefits, features, etc.)  These are the ideas that your customers think are important – not the one you think they think are important.
  5. What is your brand personality? Illustrate what the organization wants its brand to be known for. Think about specific personality traits you want prospects, clients, employees, and partners to use to describe your organization. You should have 4-6 traits (5 is ideal), each being a single term (usually an adjective).
  6. What is the tone of your brand communications? Think of the voice, tone and language used to communicate your brand?  Does it relate to your customers?  Does it relate to your personality?  does it support your promise?
  7. What is the ONE thing that you want people to take away from your brand? If you can only communicate one thing to you customers what would it be? What is the single most important thing to them (not to you).
  8. How do you describe your brand? Your description should include Aa brief explanation of how you solve their problem using important details of the offering that reinforce the key messages and differentiation.
  9. Do you have a tagline? A tagline is a brief statement that captures the essence of your brand in a few words.
  10. How do you personally feel about the answers to these questions? If your gut tells you that this isn’t authentic, or that this is the same stuff you’ve been saying for years, then you should listen.

Book Excerpt: Deliver what you promise

a-christmas-storyThe following is an excerpt from 42 Rules of Marketing by Laura Lowell.

There is a classic holiday movie that my family watches every year after Thanksgiving dinner—A Christmas Story. Set in the 1940s, the movie is about a young boy, Ralphie, his mother, father and little brother. There are a dozen memorable scenes in the movie. Ralphie’s friend gets his tongue stuck on a lamp post in the dead of winter after another friend “double dog dares” him to try it. Ralphie asks his mother for a “Red Rider BB gun” for Christmas to which she replies “You’re gonna shoot your eye out.”

There is one scene that is especially relevant for marketers. Ralphie and his brother are big fans of the “Little Orphan Annie” radio hour. As part of a promotion, the listeners were encouraged to send away for the secret decoder ring, and they would receive a secret message from Annie herself.

Ralphie could hardly stand it. He ran home from school everyday to check the mail, only to be disappointed. Then finally, one day, there was a large envelope addressed to him. It must be his decoder ring. He could hardly wait. He ran into the house and locked himself in the bathroom. He sat down and began to decode the secret message from Annie herself.

Letter by painstaking letter, the message appeared. He couldn’t work fast enough. He had to know what Little Orphan Annie wanted to tell him. D…..R…..I….oh, the anticipation. N….K….come on. M….O…R….E…O…V…A…L…T…I…N…E. You have got to be kidding! “Drink more Ovaltine.” Ralphie was crushed. He threw down the decoder ring and never felt quite the same about Ovaltine or Little Orphan Annie.

The lesson I’ve always taken away from that scene is that it is your responsibility as a marketer to deliver what you promise. There is nothing wrong with creating an environment of anticipation. It is a great strategy and can pay off big time. But the experience better pay off. Otherwise it can backfire big time.

What about poor Ralphie? The makers of Ovaltine sponsored the Little Orphan Annie radio hour in order to sell more of their product. Unfortunately their promotion had the opposite effect. It alienated a poor little kid and probably turned him off Ovaltine forever. Not exactly good for business.


Case Study: Rob Frankel – Personal branding or career suicide?

RobHeaderRob Frankel has been called “the best branding expert on the planet”.   He’s the author of “The Revenge of Brand X: How to Build a Big Time Brand on the Web or Anywhere Else” and founder of i-legions.com.  Rob and I have similar “big business” backgrounds.  We have similar perspectives on the art of branding and the role it plays in building a business – be it a big one or a small one.  Here’s what Rob had to say when we talked about “personal branding” as it relates to building your business.

Laura: What is your definition of a brand?

Rob: A brand is how you get your prospects to perceive your solution as the only solution to their problem.

Laura: What do you think of personal branding and the role it plays when building a business.

Rob: The idea of personal branding is a corruption and co-opting of a legitimate process – branding.  In terms of small businesses, on entrepreneurs, people have a tendency to think that because they are the business, they are the brand.  Nothing is further from the truth.  No matter how small your business is, customers are buying the business, product or service…not you.  Customers don’t hire me because I’m a nice guy, good dad, and soccer coach.  They hire me because they have a branding issue and I can solve it.

Laura: How do you differentiate your personal characteristics from a business brand?

Rob: Your brand is your business…not your person.  Its about business…not about being a good dad.  There are core brand attributes that make brands successful.  For example, credibility, authenticity, and honesty.   Just because you have these personal attributes doesn’t mean you have to embark on a personal branding crusade.  Use the attributes to build an image and meaning for the company brand.

Laura: What are the implications of “personal branding” on employees and companies?

Rob: The purveyors of “personal branding” get into some serious ethical issues.  If you’re working for a company, then why promote the company brand when should be promoting yours?  There are legal issues as well as the company hires you to further their interest, not your own.  Younger, entry level people are really buying into the idea of building a personal brand.  I predict that we’re going to see examples of career suicide resulting in the conflict of interest between personal and business brands.


Case Study: Grasshopper – Rebranding done right

grasshopperWhen most people think of virtual phone systems (if they think of them at all) they probably don’t think of them in turns of grasshoppers.  They do now – thanks to David Hauser and Siamak Taghaddos, co-founders of Grasshopper.  These guys have been making it easier to start and grow your small business since 2003. Back then, they started out with a mission to empower entrepreneurs with their first product, the virtual phone system, and they did just that – serving nearly 100,000 entrepreneurs and still growing.

Back then they were called “GotVMail”.  They had an idea “Empower Entrepreneurs to Succeed”…and virtual phone systems for small businesses were the first step.  GotVMail was descriptive, but limiting.  They needed a brand that would connect with their core purpose – to help entrepreneurs grow their businesses.  Hence the transition to Grasshopper, an insect which can oddly leap nearly 20 times its size and is always on the move.  The Grasshopper brand would allow the company to be THE brand for entrepreneurs.  Future plans have Grasshopper creating 3 to 4 new products a year which simply solve everyday problems for entrepreneurs.  They are not creating something new, rather helping fix a recognized problem. Now’s there an idea?!?!

What really impressed me about Grasshopper, besides their really cool products, was the way they re-branded themselves.  As someone who has branded and re-branded some pretty well-known brands, I know that this is not an insignificant task.  What these guys did was clever, effective and fun.  A great combination for any marketing campaign.  Basically, they identified 5000 influencers and FedEx’d them all 5 chocolate-covered grasshoppers.  No cover letter.  No explanation.  Just a link to a website with a must-see video.

The campaign went viral – the holy grail for a marketing campaign.  YouTube, FaceBook, Twitter were all humming with Grasshoppers.    During the campaign, the team at Grasshopper began receiving hundreds of unsolicited videos and images of people eating the grasshoppers, or trying to convince others to do so.  This user-generated content provided the impetus for the final leg of the campaign: using the “buzz” to pitch to news outlets across the country.  By providing examples of what other people had done with their shipment of grasshoppers, the folks at Grasshopper were able to entice four news anchors to eat the grasshoppers live, on air – don’t you just love that!

Grasshopper executed a flawless campaign.  They got tons of coverage and visibility.  But here’s the thing – they connected the brand to their core purpose – empowering entrepreneurs to succeed.  If you want to build a brand for your business, this is how to do it.


Book Excerpt: Pick the problem you want to solve

red question markThe following is an excerpt from 42 Rules of Marketing by Laura Lowell.

The problem most companies have is that they have more ideas than they have resources (money or people) to implement them. You can’t solve everything all at once, so you have to pick the problem you want to solve today. There will always be problems to solve. The important thing is to know what the problems are. Then you can prioritize which to tackle first and which to put off until next quarter (or the following quarter, or the next year…).

Prioritizing activities is difficult for most marketers because it means that something won’t get done. By your very nature, you want to do everything you can to make your company or your product successful. The hard, cold fact is there usually isn’t enough time, money or people to do everything you want to do—right now.

To get beyond this sometimes emotional reaction, ask yourself or your organization a very simple question; “If you can only do one thing—what would it be?”

The answer is your priority. It sets the context for evaluating other options. Which option helps you reach the objective…
• Faster?
• For less money?
• With better results?

Prioritization doesn’t have to be complicated and doesn’t have to take a lot of time. Try following these simple steps next time you’re faced with a difficult prioritization challenge.
• Brainstorm a list of everything you’d like to accomplish in order to achieve your objectives.
• Outline the potential impact of each activity on the business objective.
• Estimate the cost of each activity (time, money and resources).
• Evaluate the likelihood of success.
• Identify the activities that provide the biggest return on investment (ROI).
• Prioritize the activities according to their ROI.

Armed with this information, you are better prepared for the inevitable budget discussions. Depending on the available budget, there is a point at which you will probably run out of money. By evaluating the ROI for each activity, you can determine how far your budget will actually take you. At this point, draw a line. The activities that have been prioritized above the line get done, and things below the line get done later. These are the problems you will solve another day.

Prioritization can get tricky, and sometimes political. This is especially true when the review and approval process involves multiple businesses, decision-makers and executives. People have opinions. Sometimes you agree with them and sometimes you don’t. And sometimes you don’t get to vote. The key to effectively navigate these waters is to be clear in your approach:
• These are the objectives.
• This is how these strategies support the objective.
• This is how much money we have to spend.
• This is the return on investment for each strategy.

Having laid out an articulate, well thought out assessment of the options, you have done everything in your power to help the organization pick the problem they want to solve. Rest assured—there will always be more problems to solve. Can you think back to a situation where prioritization would have helped you more effectively achieve your objective? I know I can.


How to Win New Business

megaphoneIt is the million-dollar-question for most entrepreneurs.   In order for your business to grow, you need to win new business, while growing your existing business.  Study after study have proven that it is much cheaper, and much more profitable, to market to an existing customer.  If you already have a relationship with a customer and they buy something else from you (either a product or service) that “sale” didn’t cost you half of what acquiring a new customer would cost.  So, when looking to grow your business, start with customers you already have.

However (and it is a big however), marketing and selling to your existing customers will only get you so far.  Eventually, you need to win new business, find new markets and attract new customers.  I estimate that probably millions of pages have been written on this subject.  But Chris Brogan narrowed it down to 7 Ways to Win New Business.  I like things that are direct and to the point.  I like lists.  And I loved this post.

One of his ideas struck me as critical to the success of most entrepreneurs: Focus on what you do best, and do that even better.

One of the most common “mistakes” I see entrepreneurs make is to try and do everything all at once…even things they don’t like and/or aren’t good at.  The best marketing strategy won’t work if you don’t execute it well.  The best way to make sure you execute well is to….focus on what you do best and do it even better.  If you need help with other stuff, ask for it.  You can find a consultant, contractor or an employee who likes doing what you don’t.  Find the things that you like doing and are good at.  Focus your energies there.  The results will speak for themselves.


Case Study: KidzSack – planning and doing alot!

frontPackaging_op_626x693I first came across Tina’s products while looking for some entertaining and useful stuff for my kids when we travel.  I found the KidzSack and have been a fan ever since.  What I love about this product, and the company founder Tina Hill, is that these handy kids backsacks are practical, thoughtful and tough.

I found out why when I asked Tina to explain her business to me.  Tina planned everything down to the smallest details.  Then she started working…I mean doing things, calling people, sending samples.  She planned a little so that when she started doing stuff it worked.  Here’s what Tina has to say about her experiences building her business and her brand.

Laura: How did you get started with KidzSack?

Tina: I am a 44 year old mom of four who started my business with just $200 about 2 years ago.  Now, I am in over 120 stores internationally including Four Seasons and Ritz Carlton Resorts.

Laura: What was your strategy when starting out?  What made your backpacks different?

Tina: I had to be both unique and creative in my marketing and brand strategies.  First, let me tell you that Kidzsack is an eco friendly, creative backsack for kids ages 4 and up. There are obviously tons of backsacks, backpacks, and sportsacks out there…so what makes mine different?  What would make mine stand out among all the others?  And why is it eco friendly…I mean, everyone is jumping on the eco band wagon these days, right.

Kidzsack fabric is made from 100% recycled cotton and soda bottles making it eco friendly..and it is made in the USA.  I decided from the get go that I needed something to set me apart.  I wanted to be first in a new category…something to give buyers something to really think about. Kidzsack is the only creative backsack on the market that uses recycled fabric.  Something that Whole Foods has taken notice of and I’m now selling there.

Kidzsack packaging is made from cardboard that can be recycled but not just that…being a parent concerned with quality, I’ve made packaging that isn’t entirely enclosing the product.  I want consumers to be able to touch the fabric and see the quality.  It’s not cheap lightweight poly cotton.  The fabric is 10 oz. canvas that the consumer can actually feel for themselves.  The packaging is even mom designed by a local mom!

Kidzsack is mom invented and made in the USA.  I know that when I’m shopping for gifts, seeing something mom invented and made in the USA makes me pause and read more.  Especially in a market where EVERYTHING is made in China.  This also sets me apart from the majority of mass merchandise coming out of China.

Kidzsack is packaged with reusable markers because as a mother of four kids (13, 11, 9, & 7), I understand the importance of buying an activity (arts & crafts item) that can be used again…and again.  How many times have I bought a gift in the past that my kids played with once…and then it got put away on a shelf…or in a closet…never to be played with again and left to collect dust!!  Buying a reusable product, activity is something that consumers are looking for…especially in this economy when everyone is feeling the pinch.

Laura: What have you done to get visibility for your product?

Tina: I have created a  product that is first in a new category; that stands apart from the rest because it’s using materials that other similar products are not. I have contacted every newspaper in every town that I have ever lived in to get them to write a story on me.  I have contacted every eco magazine to get them to do a write up on Kidzsack.  I have e-mailed friends for contacts at networks and that has gotten Kidzsack on CBS NY.  I have networked and e-mailed and blogged and you name it…because I have every intention of making Kidzsack a household name.  I’m trying my hardest to stay true to the USA and am even using local manufacturers for both screenprinting and sewing. I’ve created something that moms can understand because it’s a mom must have.  The Kidzsack solves a problem.  When mom is running out the door…all she has to do is, grab a Kidzsack, throw a juice box in and snack. No more looking for toys, activities, coloring books, crayons…BECAUSE KIDZSACK IS THE ACTIVITY.  Kidzsack is a Fun Creative Bag for Kids on the Go!


Book Excerpt: Plan a little so you can do a lot more

42_rules_marketing_3d1The following is an excerpt from the Amazon bestseller 42 Rules of Marketing by Laura Lowell.

After much observation and questioning, I have come to classify marketing people into two groups: Planners and Doers. This may seem a stereotype, and it probably is, but bear with me.  Most people I talk to can definitely place themselves into either one camp or the other.

The Planners: You know these folks. They are endearing for their need to always “have a plan.” They think, analyze, request more data and then reassess their assessment. Then something changes—ugh! After a moment of panic and deep breathing, they get to work. They go back to the plan and test their assumptions, review their contingencies and are quite proud to report that the plan is still workable “with a few tweaks.”

These folks plan and plan and plan but actually  don’t do very much. Planners are important and we need them. Without them the Doers would be running around like chickens with their heads cut off! Remember the hit series Friends? The character Monica, played by Courtney Cox, was the epitome of a Planner. She had her life planned out from the time she was 12 years old.  Not only did she plan her life, but her friends’ lives as well. Everyone loved Monica because she was practical and you could always count on her to “have a plan.”

The Doers: These folks, on the other hand, must be doing something. Anything. It doesn’t matter what they do as long as they are “moving the needle” and “making progress.” They have great ideas, and are excited and energetic. They are generally fun to be around. Because of the infectious spirit of the Doers, others jump on the bandwagon and everyone starts doing things.

The issue is whether the Doers are doing the right things. Are they consistent with the strategy and business objectives? Are they integrating with other activities going on? Are their activities repeatable? Can they grow over time? Back to the Friends example—Phoebe, as opposed to Monica was the quintessential Doer. She did whatever came to mind, whenever it came to mind. Everyone loved Phoebe because she was spontaneous and full of energy.

The point is, you need both Planners and Doers in order to get things done. Not everyone can walk the tightrope between planning and doing. And that’s the biggest issue—the lack of balance between strategy and tactics. Thanks to the Planners, companies can develop brilliant strategies— on paper at least.

Thanks to the Doers, companies can spend a lot of time and money without much to show for it. What the lucky ones quickly learn is that developing a strategy is very different from executing one.

When companies try to implement their strategies, they run into obstacles such as channels, partners, technology, infrastructure, competition, or lack of resources. The reverse is also true. Companies can spend so much time executing that they lose sight of the business objective.For example, they might end up with an awesome website, but no incremental sales (See Rule 2.) To be valuable, strategy must be practical, and tactics must be integrated.

Planners and Doers tend to have difficulty connecting the dots between their plans (strategies, objectives, etc.) and their actions (tactics or activities). Lots of time, resources and money get wasted. This is a luxury of days gone by and one that business today can’t afford.

My Mom used to tell me “if you slow down, you’ll go faster” and she was right. How many times do you wish you’d just taken a minute to think something through before you jumped in? How about you? Are you a planner or a doer or maybe a little of both?


What do you do?

doing-it-wrong-ballAs you may know, I’m a HUGE fan of Seth Godin.  The guy’s just plain brilliant, in a practical, no-nonsense, direct and to-the-point kind of way.  There are so many things that I’ve learned from Seth over the years, but the one that keeps coming up is the idea of Talking vs. Doing…Thinking vs. Planning.  Seth has a great blog post on the topic – and the best part of it is, the post is less than 100 words (98 to be exact).

Marketing is about ideas, creativity and finding ways to get people to listen to what you have to say.  But the point of the matter is that ultimately, you need to do something that makes people want to listen to you.  You can talk and talk and talk, but if what you have to say isn’t interesting, compelling or relevant, no one is going to listen.  If they don’t listen, then you have failed in your job as a marketer.  Our job as marketers is to convince people to buy more of our stuff – whatever that stuff is.  That’s it.  Now there are lots of ways to do that – that’s where the ideas, creativity and such come in.

Where I see entrepreneurs getting into trouble is that they talk, and plan and think…and never do anything.  What do you do?


Case Study: Athol Foden and Brighter Naming

BNLogoWRed2When I first met Athol Foden, we were at a typical networking event.  But Athol is anything but your typical Silicon Valley branding guy.  He is a creative, out of the box, idea generating machine.  I had the great fortune to work with him on a challenging naming project that proved, beyond a shadow of a doubt, that Athol is the real deal when it comes to naming and branding.  Check him out at Brighter Naming.

Laura: What is your definition of a brand?
Athol: “A brand is a promise of an experience.”  You can make it more complex, but it all comes down to the experience.

Laura: How did your brand come to be?
Athol: When you have a funny name, use it to your advantage.  As you know, branding is often about telling stories to illustrate the brand promise.  In the case of small businesses, consultancies, etc. the story is often about the owner, founder or principal.  Rather than treating my name (that many mispronounce rudely at first in the USA) as a handicap, I play it up instead.  In my case I have achieved a lot of initial brand recall for my business by having first given them some stories about me personally…for example, I’m a white African American with funny name.

Laura: As a naming expert, how did you come up with the name for your company?
Athol: The name “Brighter Naming” didn’t take a lot of effort in fact.  It was supposed to be a temporary name because I wasn’t going to start another agency.  I had had a lot of success with client names that had the root word “bright”.  Steve Jobs named his company “Next” after he left Apple to imply leadership and positioning.  “Bright” also has a subtle double meaning – it implies smarter and/or more light – both of which are positive meanings.

Laura: What are the most important elements of a brand?
Athol: It isn’t the name per se…it is the experience.  The website, the marketing materials must be more personable and detailed.  But they don’t need to be fancy.  I get tons of comments and business from my web site.  Now there are not many small businesses with 150+ pages in their site.  We try and have many different entry points for different customers.  High tech, sports, consumer companies…hooks and experiences for all of them. Customer experiences are detailed through customer successes and testimonials of work we’ve done for other companies in specific industries, regions, languages.  Plus, we have tons of naming articles, research and information.