How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
•
10 j'aime•5,005 vues
Tammy Katz, CEO of Katz Marketing Solutions presents How to Efficiently Build Your Brand at the International Fancy Food Show
![Session Goals ,[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
Similaire à How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small (20)
Dernier
Dernier (20)
How to Efficiently Build Your Brand - 5 Ways to Grow BIG, While Spending Small
- 1. How to Efficiently Build Your Brand 5 Ways to Grow BIG , While Spending Small
- 3. Great Brands – Best Practices
- 6. Making More… with Less X X
- 8. Assessment Best Practice Importance (1-10) 10 is critical Our Skills (1-10) 10 is great Need Gap (Importance – Skills) 1. Winning product development and differentiation strategies 2. Effective Brand Positioning 3. Deliberate Distribution Strategies 4. Consumer Intimacy 5. Guerilla Marketing
- 10. 5 Best Practices Start. Stop. Continue….
- 16. Obsess about Delighting the Consumer Two Company Cultures:
- 30. Positioning - examples “ How we want our customers perceive us….”
- 31. Positioning - examples “… versus competition….”
- 32. Positioning - examples … and is distinct…
- 36. Benefits of Strategic Positioning
- 38. Best Practices
- 39. Best Practices
- 62. Deliberate Distribution Strategies Definition: The plan to launch and expand your brand in channels that maximize your brand’s profit potential.
- 95. Keep Marketing Programs On Strategy or Cut
- 97. … and Use the Right Tools = /
- 109. Case Study: Dancing Deer Creativity Maximizes Impact Creative Brand Awareness Electoral College Cookie Map at Faneuil Hall (’04 DNC Convention) Sampling Event as Mega-Event ‘ Break the Curse’ Cookie
- 114. ‘Assignments’ 1. Market smart. 2. “High expectations are the key to everything.” - Sam Walton
Notes de l'éditeur
- Good Afternoon! Today we are going to talk about How to Efficiently Build Your Brand and the 5 Ways you can accelerate your brand’s growth rate, while staying within your budget. Here’s the core idea:. No matter where your brand is in its evolution…. building to $1MM Growing from $1-$10MM Ramping up from $10-$50MM… Or ramping up to megabrand status The strategies and activities that make brands thrive vs. what causes them to stumble, decline, or waste money, are the same! Today, I want to share with you the 5 Best Practices you can – and should use – to efficiently grow your brand.
- I want you to walk out of here with some very specific, practical tools to leverage the momentum your brand already has…. And unleash your brand’s growth potential. To do that, we will review the Five Brand building best practices. For each best practices, I’ll: define it, so we’re all working with the same framework And give you 4-7 specific Do’s and Don’t’s” that I urge you take home and use. To further illustrate these pointers, we will review several case studies that I’ve handpicked, not only because they are great brands with great performance, but also because they are such pure, illustrative examples of brands who doing these best practices exceptionally well.
- … So that you can understand and really internalize these pointers on how to grow your brand even more efficiently. But before we go any further, I’d like some feedback from you so I can accomplish your goals for this session. Please take out a business card and write down: “What is your biggest marketing challenge?” I want to address as many as I can within the session; or follow-up with you individually after the session.
- We will also have some work sessions so you can have a chance to apply these skills, get some feedback, and importantly, get a chance to share and learn from some of the other terrific people in the room – your industry peers. I want you to walk out of here with a tangible plan and strategies to efficiently build your brand. I’ll ask you to really work in this workshop. Don’t worry – it’s painless, creative, and fun. All you need to do is follow along and we’ll build your workbook together. We’ll complete it here – my goal is that each develops a specific Brand Development Action Plans that you can take home and put to good, profitable use. So let’s get started…… does everyone have their workbook? Please turn to page 2…..
- First, I’d like you to get in the right frame of mind. You know that last hectic day before you came to the show and were putting out fires?? Please take a break from that day to day scrambling….. and think…. Really think….. On the left side, do a summary of what you project your 2007 results to be. On the metrics that most matter to you – sales, profitability, distribution, project accomplishments…. Then on the right side, think about what you DREAM the end of 2009 will look like. I don’t mean anything safe like your long-term budget or production forecasts. Please really think about and visualize your ambitious goals here. Write down your ‘dream outcomes’ for ’09. Great. Now keep this ideal ’09 in mind we discuss these best practices.
- Now I want us all to be thinking about effective marketing is and isn’t. It’s not – or shouldn’t be – a big, fat expense center – or something that you think of as expensive or something you can’t yet afford. It’s also not just cosmetic outcomes like fonts, colors, packaging, and selling material. Efficient marketing is very different. Efficient marketing is being absolutely riveted on a desired outcome FIRST, and then figuring out how to make the most of any and all Dollars you choose to invest in achieving that outcome. Think Before You Spend!!!
- Now let’s review the 5 Best Practices. We will go through each of these in more detail. These are the 5 Best Practices that will review – each with more specific how to’s: 1. Winning product development and differentiation strategies 2. Effective Brand Positioning 3. Deliberate Distribution Strategies 4. Consumer Intimacy 5. Guerilla Marketing
- Now assess yourself and your organization on these best practices. You will need to apply all of them to achieve your ’09 Dream. This exercise helps you identify which of these best practices you will most want to focus on. In the first column, please assess how important you think it is for your organization to excel in this best practice……. In the second column, please assess how good your company currently is at this best practice. In the third column, use the “Importance” score from the 1 st column. Now subtract the “Our Skills” score from the second column. This gives you the “Need Gap” score…. A very simple way to identify which best practice areas may be your near-term priority. Just to be clear, you should use all five of these best practices to optimize your brand. However, this is a tool for you to think about in which areas you may want to prioritize your efforts to improve AND leverage the areas (with the smaller need gap scores) where you are particularly strong.
- Going into specific things you can go do – consider how these apply to you. Think Stop. Start. Continue…. For the Do’s – consider which of these are things you need to Start doing. For the Don’ts – in most cases, save yourself the money and time and Stop!! And if you are already doing any of these – terrific! – continue doing them.
- In Marketing, we usually start with Brand Positioning. But the product – and in fact a superior and different product – is so vital for Specialty Foods, that in your business it’s the First Best Practice….
- You need to build a product that is truly superior and different.
- Feedback loops.like Customer Service, Web, Salesforce Consumer Panels Incorporate and anticipate consumer trends: e.g. convenience, health conscious, value seeking, global palates, demographic shifts Trend performance – band awareness, consumer satisfaction; Movement per store ($ per point of dist)
- Okay, so let’s back up with definitions. What is positioning anyway? -the way we want customers to perceive, think and feel about our brand versus competitive entries 1 ; - (think Nike). They are now a brand that is in a category by itself versus competition… they sell ‘self-actualization,’ make you feel just a little bit more world class by buying something with their brand and live in an entirely different intellectual position, than, let’s say Puma or Adidas. -the brand’s perception in the prospect’s mind that takes into consideration not only its own strength and weaknesses, but those of its competitors as well 1 (like Pepsi is refreshment for the young at heart… not old and staid… for example, in its positioning versus Coke) The distinct intellectual location of your brand (when done right as distinct, undisputable place your brand lives in your customer’s mind) – (like Rolex watches, or the VW Beetle) The best way you can think of successful positioning is when you consider a brand as ‘the best’, ‘the only’ or ‘cannot be substituted.’
- Okay, so let’s back up with definitions. What is positioning anyway? -the way we want customers to perceive, think and feel about our brand versus competitive entries 1 ; - (think Nike). They are now a brand that is in a category by itself versus competition… they sell ‘self-actualization,’ make you feel just a little bit more world class by buying something with their brand and live in an entirely different intellectual position, than, let’s say Puma or Adidas. -the brand’s perception in the prospect’s mind that takes into consideration not only its own strength and weaknesses, but those of its competitors as well 1 (like Pepsi is refreshment for the young at heart… not old and staid… for example, in its positioning versus Coke) The distinct intellectual location of your brand (when done right as distinct, undisputable place your brand lives in your customer’s mind) – (like Rolex watches, or the VW Beetle) The best way you can think of successful positioning is when you consider a brand as ‘the best’, ‘the only’ or ‘cannot be substituted.’
- So, the key words are: “How we want our customers to perceive us” Disney’s positioning is magical experiences and McDonalds is all about fun….
- For example: ….distancing yourself versus competition……… Pepsi, in its relentless strategy of REFRESHMENT FOR YOUNGER PEOPLE, thus redefine Coca-Cola as the brand for old people… not exactly an aspirational image. Hallmark elevates itself within the greeting card market by creating a brand that is about ‘When you care to send the very best,” - - not only defining their superiority, but by definition, degrading their competition and questioning YOU for choosing anyone else.
- And is distinct – an image and continuously filling a set of expectations that are VERY DISTINCT from competition Like Volvo which means Safety Or Mercedes – luxury and precise engineering:
- Developing a strategic Brand Positioning is one of the best things you can do for your brand. And the beauty of it – you can do it at any time. A year before you are launching a new idea or several years in market, when you want to improve your performance. It is a great tool to build your competitive advantage. When you clearly define who you are and why you are superior it’s also a great method to reposition or deposition your competition.
- For example. Coke was “the first” and is the “real thing”… so Pepsi used that against them with their positioning as “Refreshment for the Young at Heart” thereby making Coke the brand for old people.
- The 2nd key benefit is enhanced profitability. Good positioning makes your business more profitable in two major ways: first, by giving you reason, in consumer’s minds, to command a premium price for your product… which gives you higher gross margins. And second, by continuing to reinforce one central strategy and leveraging earlier investments… therefore actually making it less expensive to support your business…. As opposed to continuously and expensively having to build an unknown brand….. Which takes us to the fourth benefit: branding gives your consistency and synergy of your business efforts. For example, EVERYTHING Nike does is about building its brand as the ultimate choice for performance and letting you be the best your can be. You can see how it pervades their strategy for product development, innovation, advertising creative, channels of distribution, promotions. But how do you get there? Remarkably, the strategies across virtually every industry are the same!
- For example, when Grey Poupon defined itself as gourmet Dijon mustard in the 80’s it made French’s yellow mustard bland and downscale by comparison. Similarly, consider how Starbucks is “the” definition of the true, quality coffee experience, again redefining market leaders like Maxwell House and Folger’s low quality and tasteless, by comparison.
- Which takes us to the 3rd benefit: Building a strategic brand positioning makes you much more efficient. It’s a great tool to clearly define what your brand is – and is not – which drives consistency and synergy in your planning, be much more precise about where you choose to take your brand, and be focused by defining what you are building your brand to be, But how do you get there? Remarkably, the strategies across virtually every industry are the same!
- Think about how precisely engineered Nike’s your perception of them as helping you “be the best you can be”… all their external communication, product development, and almost every function uses that as its business principal…. So they are competing in a completely different arena than slugging it out with competition on product features, who has a new product or service, or who changed their prices.
- Closer to home, Whole Foods clearly defines themselves as the best retailer of natural and organic foods, which drives everything from store appearance, customer service, product mix, and ingredient dec requirements.
- Here’s as I mentioned before, the single most important tool you can have compete more effective. A power Positioning. I refer to Positioning as the strategic Blueprint, because, just like a house, it is the detailed and essential outline of how you will construct your brand. Can you imagine hiring a contractor and handing them a sizable check to just build you a nice house? No of course not. So similarly, this blueprint enables you to construct a new, or evolve an existing brand to meet your distinct specifications. And since your branding efforts are ongoing, the good news is that it is never too late to develop one of these. You are going to build yours in a few minutes. Your brand positioning statement has 6 important pieces. 1. Your target (demographic, attitudinal, and current usage) Brand Frame of reference (who you compete for share of wallet) adult health care facilities OR housing?? Benefit (only one that does this??) Because (reasons why/support) Brand character (if a person – describe in traits; ideally a person) Mother Theresa? Martha Stewart?
- For example :
- The first part, is your Target. To whom are you selling or trying to appeal? Typically, people think only about their demographic target, let’s say Baby Boomers or Female Head of Household 25-54. Great. Good start. How about if we are more specific than like 30 million peope??? . A better target definition you should use is: 1) demographic – and within your demographic target, thinking long and hard about your PRINCIPAL target, and this is particularly important to you… whether your PRIMARY target is the Purchaser or the User. Typically if you have to choose, pick the Purchaser. 2) The user profile – not just who they are, but what their usage profile is…. Let’s say… Foodies who use (our category) more than twice a month and prefer premium brands ….. And the third element, their Need Mindset – what are the issues involved with their need…. Let’s say ‘want to make high quality meals, but are time poor, and are not sure how to use (our category)
- For most of you, your target is probably somewhat clear, but I would challenge you to think about how you might make it even more precise…. Some of the best ways you can better define your target are: Consumer research – talking to your current, former, or potential customers Customer points of contact – ask those people who have the most frequent customer interaction, lets say admitting staff, nursing, doctors, accounting…. Customer analysis – do an analysis of your current customer base and where it is disproportionately concentrated. I’ll share another secret here… rather than agonize about the limitless potential you haven’t yet captured, one of the best ways you can grow is by replicating what you already do well Industry research – See where direct and indirect competition in your market get their customers, using the work that someone else has already prepared….. The obvious source would be analyzing your local competitor or perhaps someone you admire outside of your geography…. This includes prepublished syndicated research studies, AARP, publicly held health care companies, other categories seniors consume, like senior travel and magazines. Another tool can be looking at targeting information for other like things that your market consumes – like senior magazines and other media, trade associations (like AARP) Category unmet needs – and this one is one of your best tools, because it’s also a great place to possibly uncover a proprietary strategy. During your research, if your consumers can tell you they have an unmet need, or in your analysis of the competitive landscape you see that “no one is providing this” AND you see it is an need that your customers have…. You have uncovered a potential winning benefit It works much like the need gap exercise we did a little earlier.
- The 2 nd key item is your brand name. For many of you this may be a given. But maybe it isn’t quite that simple. What is your brand name in consumer’s mind? There’s a very good reason that Federal Express rebranded itself to FedEx… that’s what they were to consumers, so they leveraged that perception. Another common issue is if you have a brand or sub-brand that is part of a parent company…. We could probably spend a day on this… but in general, again, to strengthen your positioning in consumers’ minds, use the brand name that already has the highest level of consumer recognition… and if your customers tell you that the hospital or other secondary company’s association is positive, use that too, but in a secondary, recommending mode. Lastly, if you have are amid a branding evolution question… when in doubt use the one that has the best and most consistent imagery….
- The third item is your Category Frame of Reference. It is the market in which you compete for share of wallet…. And it typically is broader than your direct competitors. So for most of you, think about the array of other options that your consumers have for where they will spend “your” money…. For most of you, that is the larger definition of your category, not just the specialty subsegment. That’s what consumers compare you against and also consume. This is the CONSUMER frame of reference. If you are more narrowly defining your segment to the TRADE to show how well you perform in your subsegement, that’s great. Keep doing it. But for positioning, you need to view the competition as your consumer does.
- The most critical item on your positioning is your benefit. What your looking for, like the Best Practices we’ve covered today, is the opportunity to distinguish yourself is “ The one that is____” , or “The only ones___” or the “Ones that mean____” and do it on a benefit that truly matters and motivates your consumer. Real or perceived as proprietary Primary advantageous outcome Advantageous to the target Functional or emotional First, you objectively assess your organization, ideally using consumer research if you have it. To identify a real benefit: like Superior Taste, or the only ones with XXXXX) or a perceived benefit (the most intense, the authentic French recipe). Another source of your best benefit is your PRIMARY advantageous outcome. It is a common tendency to want to tout all your benefits, but the most impactful approach for distinct positioning in selecting the MOST IMPORTANT benefit and developing synergy around that. You also need to focus on outcomes, rather than means…. Organic basil is not a benefit – great taste is! This is a very common challenge. We spend so much time building our businesses that we get a little too close to it and start talking about our new ingredients, new package, our new recipe because that’s how we see it. But again, challenge yourself to see and articulate these benefits in the consumers mind…. Those are nice features, but as a consumer the benefit to me is “taste or making an unbelievable meal.” There are two kinds of benefits, functional (lets say Best Flavor) or emotional (Show I’m a loving Mom; or Self-esteem)…. Particularly in your industry, it’s the emotional benefits that are the most compelling and motivating, and I challenge you to really use these.
- This quest for a proprietary benefit is critical and challenging, so here are some good sources: Consumer research Quantitative and qualitative Probe for ultimate benefit Competitive analysis - see what your competitors offer and offer something distinct or better Emotional or intellectual resonance In your consumer research, you should do quantitative (mail or email surveys in large (100+) sizes) so you know what the majority is telling you AND qualitative (typically smaller, focus groups) where your consumers, in their own language, tell you what benefits really matter to them The other way you find these nuggets, or “key consumer insight” is by probing on the ultimate benefit…. So for example they’ll say “I want a place with attentive staff” or “well-trained aides” … your researcher should keep probing and probing… “why is that important…” or “what does that do for you…” and you will uncover richer, more compelling motivations like “my peace of mind,” “confidence,” “freedom from guilt” and truly persuasive motivations that truly sway the head or heart.
- For support, you add the features that support your claim…. Features that support benefit Proprietary or superior features Product- or people-based And they need to be so linear, that they make sense, when linked to your benefit with the word because….. Now here’s the place where you can use some internal features, like doctor to patient ratio, new facilities and equipment…..
- Brand character (if a person – describe in traits; ideally a person) - Like Mother Teresa or a Warm, nurturing and very competent Mom
- The places you can find this are in: consumer research And having an internal ideation session (provocative question: if we were a well-known person, who would we be? Or if we were a car who would we be). This exercise might make people uncomfortable or pull people out of their comfort zone, but again, it’s a very powerful way to help carve out that distinct positioning of your organization and help guide some very important issues and nuances, like corporate values for personnel training or the proper (or improper) tone for your external communications.
- One company that has done a fantastic job with positioning is Metromint. The product is distinct, the brand promise is clear – and what I like about this one is the positioning is so clear that you grasp the idea from the package alone – even before you read it!
- I refer to Positioning as the strategic Blueprint, because, just like a house, it is the detailed and essential outline of how you will construct your brand. Can you imagine hiring a contractor and handing them a sizable check to just build you a nice house? No of course not. So similarly, this blueprint enables you to construct a new, or evolve an existing brand to meet your distinct specifications. And since your branding efforts are ongoing, the good news is that it is never too late to develop one of these. Your brand positioning statement has 6 important pieces. 1. Your target (demographic, attitudinal, and current usage) Brand Frame of reference (who you compete for share of wallet) adult health care facilities OR housing?? Benefit (only one that does this??) Because (reasons why/support) Brand character (if a person – describe in traits; ideally a person) Harrison Ford vs. Steve Segall
- I refer to Positioning as the strategic Blueprint, because, just like a house, it is the detailed and essential outline of how you will construct your brand. Can you imagine hiring a contractor and handing them a sizable check to just build you a nice house? No of course not. So similarly, this blueprint enables you to construct a new, or evolve an existing brand to meet your distinct specifications. And since your branding efforts are ongoing, the good news is that it is never too late to develop one of these. Your brand positioning statement has 6 important pieces. 1. Your target (demographic, attitudinal, and current usage) Brand Frame of reference (who you compete for share of wallet) adult health care facilities OR housing?? Benefit (only one that does this??) Because (reasons why/support) Brand character (if a person – describe in traits; ideally a person) Harrison Ford vs. Steve Segall
- Here’s as I mentioned before, the single most important tool you can have compete more effective. A power Positioning. I refer to Positioning as the strategic Blueprint, because, just like a house, it is the detailed and essential outline of how you will construct your brand. Can you imagine hiring a contractor and handing them a sizable check to just build you a nice house? No of course not. So similarly, this blueprint enables you to construct a new, or evolve an existing brand to meet your distinct specifications. And since your branding efforts are ongoing, the good news is that it is never too late to develop one of these. PASS OUT THE FORMS! Your brand positioning statement has 6 important pieces. 1. Your target (demographic, attitudinal, and current usage) Brand Frame of reference (who you compete for share of wallet) adult health care facilities OR housing?? Benefit (only one that does this??) Because (reasons why/support) Brand character (if a person – describe in traits; ideally a person) Harrison Ford vs. Steve Segall
- Courage to Say “No” Inconsistent with brand strategy Cannot execute well Drains company focus