Strategy & Brand

I have partners. I have very smart partners that are not very creative. For being very smart they don’t seem to mind that we have a tagline that is not smart or creative. I think that they (we) are concerned that we won’t know the difference between a good tag line and a bad one if we were to hire creative services. Any advice?

The word “slogan” derives from the Gaelic slaughgaiirm. As it turns out slogans are not for the faint of heart, a slaughgaiirm (slogan) translated is a “war cry”.

A Powerful Tagline is defined by essential characteristics:

1.)    Pop: A powerful tagline gets to it. A well-turned phrase is direct, succinct, and to the point in a few words. Excavating an expression that represents your brand is critical. Big ideas condensed create sticky messages. If you want it remembered and repeated…just say it.

2.)    Differentiates:  The goal is to tell your story with a little punch in a memorable quip. Communicate your attitude, core competencies, flair, and novel purpose in your own voice.

3.)    Capture the truth: Your tagline should be believable, straightforward, clear, focused, and original. Avoid lofty, pretentious, phrases that won’t turn a head, capture anyone’s attention, or mean anything to anyone. Stay clear of jargon and clichés (unless you have a new spin on an common quip).

4.)   Operationalized:  The last thing you want is a message that you can’t deliver and a brand promise that you can’t keep.

5.)    Recognizable: To thine own brand be true. Taglines are intended to reinforce the “word” that you want to own in your customers mind. The trick is to capture and communicate the brand’s collective persona.

6.)    Discover the universal truth in your brand: Sticky slogans get to the heart of the matter revealing an inherent quality, a universal truth, or a drive that all users can relate to at a meaningful level.

8.)    Bold: You want a slogan that is impossible to mimic. This is no time for obscure promotions. Your audience is listening for bold brands to speak up and in a customer centric voice. Be impressively, unequivocally, explicit about who you are, what you do, and what you stand for. Bland is boring. Avoid copy cat, cookie-cutter, safe, vague, tired, homogenized, and drab slogans. A bland brand is nothing to brag about.

9.)    Enduring value: Taglines that have stuck and lasted the test of time have dug deep with a simple message.

10.)    Customer focused: Never forget who you are talking to. Why do they care? Why should they care? What’s the need? The need behind the need? The shared perspective? The promise that compels? The real deal?

11.)    Works: And now that you have done all that…you need to vet it, “google it”, field test it on the outside, put it to the “mother-in-law” clarity check to ensure that it works for you and doesn’t belong to someone else.

We are always amazed at how many brand firms use the phrase “brand fuel” as their proprietary approach, in their taglines, names, and communications. Once upon a time it had zing…now it’s just overdone.

We are taking an industrial product to new, broader markets. Should we be  concerned with losing the confidence of our existing and loyal markets?

It is critical that you first understand the markets that support the product lines now to wisely interpret the direction, synergy, and prospective untapped markets moving forward.

Diversifying into new areas of business demands thoughtful consistency to avoid unintended consequences. Coherence emerges when brand owners and developers understand the target audience’s needs and point of decision preferences. Consistency maximizes and provokes awareness; assuring current markets while encouraging new target audiences to “try” your product. Consistency is the quality that evolves the past forward, ensuring that the history and diversity of time and change come together seamlessly; communicating dependability to customers. Assuming that you know who wants it and why, consistency will be the certain challenge to manage through market expansions.

We can’t seem to get a handle on just who our customer is to create a customer profile. We aren’t sure how to determine who our customer is without revealing that we don’t have a clue. Does it matter if sales are consistent?

One of my favorite magazines, UTNE Reader published an excerpt of an article from imprint that I think addresses this question adequately.

Spray Tips

by Caleb Neelon, from imprint

Spray paint dates to about the 1920s, but the history of the spray paint can in its familiar form begins in the early 1960s. By the early 1970s, it was an art medium in the hands of New York kids, who quickly figured out that swapping out the factory nozzle for one from a can of oven cleaner gives a fatter, cleaner line. They also found that nozzles from cans of spray fixative give a narrow, clean line perfect for detailing. By the mid-1990s, enterprising graffiti writers had figured out how to bulk-order these spray tips and were reselling them to other graffiti writers.

Then there were the paints themselves. In the mid-1990s, European spray paint brands such as Belton and Montana really paid attention to graffiti writers, sponsoring projects and even giving star graffiti writers their own signature color of paint. Graffiti writers knew all the nuances of spray paint—coverage, overspray, color intensity, compatibility with other brands—and all of those other details that no weekend warrior out spray-painting his metal deck furniture is ever going to see.

The two main American spray paint companies, Rust-Oleum and Krylon, have always played blind to graffiti. While Belton and Montana each have several hundred colors, Rusto and Krylon have kept their color palettes to about a dozen or two at a time, forcing graffiti writers to shop at out-of-the-way discount stores to stock up on colors  available only for a season or two. Since you can’t mix spray paint colors without a lot of fuss, this is annoying. Krylon, a onetime favorite, has been so watered down that it’s simply useless. Along the way, they switched to a “fan” spray tip—the worst for any kind of artistic use—and even worse, made the fan tip more difficult to replace. Graffiti writers pay close attention to nozzle quality and its ability to accommodate a variety of nozzles. Krylon simply removed itself from the artistic-use market with this one move.

American graffiti writers are fiercely loyal to Rust-Oleum, however. Rusto is legendary as the thickest and most durable of all spray paints. It’s not for finesse: The thickness of the stuff precludes detail work, but there’s nothing that’ll last like it. Unfortunately, Rust-Oleum is busily making a switch to a “female” cap—one where the little post between nozzle and can is connected to the can, not the nozzle. It’s a small detail, but they wouldn’t have done it if they had listened to the people who know their products best.

European spray paints took a while to arrive in U.S. markets, but they’re here now and easy to find. American graffiti writers who would go through hundreds of cans of Rusto in a year are now using Belton, Montana, and a new arrival, Ironlak. These European spray paints can cost twice as much as their American counterparts, but artists are artists and they’ll pay the price to make their work.

Excerpted from imprint, the content-rich online outlet of Print, a bimonthly magazine about visual culture and design. http://imprint.printmag.com
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We have a brand experience process; but we have a very different brand experience. How do we sync what we want done with what is done to deliver the promised and hoped for brand experience?

Executing a brand is a strategy.

Brand strategies may be “believed” by contributors but they still require integrated systems to be operationalized and delivered.

Systems are created to clarify direction, resolve challenges and satisfy needs.

Healthy integrated systems are guided by principles:

1.)   Define, revise and pursue the purpose (outcomes):

You’ll need a sound understanding of the outcomes, the challenges, and the disparities as well as the related and unintended consequences to focus sensible solutions. Don’t trust assumptions.

Encourage everyone involved to adopt an open attitude and a resolve to improve and revise processes. Involve all insiders and outside eyes.

2.)   Take account of the people:

Integrated systems consider everyone that is impacted or affected by the need to be met and the process that resolves the need: specifically those that experience, use and maintain the systems.

Never hand down a system or changes without the input of the very people that work it into a reality.

3.) Be creative and open to new approaches to old ways of doing things:

Entertain and devise effective solutions to the real problems rather than force the problems into canned solutions.

4.) Think holistic; start with the end in mind:

Rely on a long view and critical thinking to resolve the disparity. Imagine what can go wrong at every phase in an effort to achieve a healthy work environment and an exceptional user experience.

5.)    Work the system:

A well-designed system does what it should and doesn’t do what it should not for everyone. Put changes into action.

6.) Engage the relationships and manage the project:

Proactively reconcile the inevitable conflicts that arise. Encourage users to provide insights and feedback relating every real or imagined concern. Encourage everyone involved to adopt an open attitude and a resolve to improve and revise processes.

Garland Pollard, a writer, web editor and SEO consultant writes “Is there too much branding?

He continues, “… must we all be so concerned with branding? Isn’t a good brand really the result of a moral, well-run company? Isn’t it better that hospitals focus on patients, and let the “branding” speak for itself? Do churches really need to “brand” themselves, or is it better that they focus on saving souls? Do we really need for banks to have visual identities, or do we want them to treat us properly when we make a deposit? Is the most recent mania for branding yet another management fad that we use to obscure coercion, duplicity and manipulation?”

Taking those in bite size pieces:

“Is there too much branding?”

A.) No, there is not “too much branding” anymore than there are too many interesting, purpose driven people making honorable contributions to the world.  There is far too much talk about branding and too many quick fix, faux solutions applied that actually distort the power of brand.

“Must we all be so concerned with branding?”

B.) Yes, in global and competitive markets we should all be concerned with branding; differentiating our organizational value in a memorable way is critical to vitality.

“Isn’t a good brand really the result of a moral, well-run company?”

C.) Yes, exactly! A good brand is the result of a moral, well-run company. But how does a working community define a moral company and align a well-run company without a shared identity and concerted purpose?

“Isn’t it better that hospitals focus on patients, and let the “branding” speak for itself?”

D.) Yes, hospitals should focus on patients. Healthy “brand philosophies” align the operating objectives of hospitals with the patient needs and expectations.

Appreciating that everyone, from patients to our nation as a whole, expects more than just advanced health-care today demands that hospitals offer more than quality recovery.

E.) Strong brands rarely, if ever just emerge from the operational routine to speak explicitly and align strategically.

“Do churches really need to “brand” themselves, or is it better that they focus on saving souls?”

F.) This not an either or proposition. Churches most certainly need to distinguish one from another in an effort to save souls. Churches passionate about their “call” want to speak beyond the pulpit to the people that are hoping for a message of hope and membership. Pentecostal? Down-to-earth? Fiscally transparent and accountable? Humanitarian outreach focused? Missions supportive? What a church represents is a story worth telling.

“Do we really need for banks to have visual identities, or do we want them to treat us properly when we make a deposit?”

G.) Yes, yes, and yes. A compelling brand ensures that your teller will treat you properly when making a deposit. The goal is to align what you do and how you do it around a simple, relevant and meaningful concept (brand promise) that can be delivered consistently provokes interest and woos customers.

I attempted to make a deposit with the wrong paperwork just recently. A logo on the slip would have been time saving for everyone waiting in line.

“Is the most recent mania for branding yet another management fad that we use to obscure coercion, duplicity and manipulation?”

H.) Identity matters. Buyers report that a cohesive brand for a relevant product/service eliminates the mental tug of war that they face when they make buying decisions.

“If the writing is honest it cannot be separated from the man who wrote it.” Tennessee Williams

The hardest part of crafting an authentic brand narrative is excavating who you really are, what you really do, and why you really matter.

It’s easy rattle off a check-list of standard, homogenized, industry phraseology that mimics what everyone else has always said about themselves. But you can’t differentiate yourself with corporate bologna and cookie cutter content. Saying what everyone else already says just makes you sound like everyone else.

If your narrative, the way you’re telling your story, doesn’t flawlessly capture your real-life story, identity, and Big !dea – you haven’t gotten it right yet.

Excavating what really matters is rarely an easy task, and the process is exponentially more daunting, grueling, and gut-wrenching when you’re close to the story. In “Made to Stick,” Chip and Dan Heath help brand stewards understand what journalists have long called “burying the lead.” While explaining the “burying the lead” concept, the Heath brothers quote the hard earned wisdom of newspaper editor and communications professor Ed Cray: “The longer you work on a story, the more you can find yourself losing direction. No detail is too small. You just don’t know what your story is anymore.” [1] Instead of giving in, giving up, and settling for generic content, focus on what really matters: Your Big !dea, your points of differentiation, your unique perspective.

When you’ve gotten it right, your one-of-a-kind narrative will be inseparable from the real life organization. When it’s right, you’ll know it! It’ll feel authentic, ring true, and resonate with your customers, your employees, and your favorite barista at the corner coffee shop.

[1] Ed Cray, Professor of Communications at the University of Southern California. QTD In: Chip Health and Dan Heath. “Making it Stick: Why Some Ideas Survive and Others Die.” New York: Random House, 2008. P. 32.

When you work with clients do you include in a proposal ongoing “marketing support” or is it more projects based?

Every company and project is different. Some Requests for Proposal (RFPs) request, and other contracts bind, a firm for ongoing marketing support for as long as 3 years. Some projects engage different firms for various phases and stages of brand development (writing multiple RFPs for audits, brand identity, web presence, communication strategies, and/or awareness campaigns).

The ideal brand RFP simply defines the need and delineates the broad outcomes (increase awareness and sales, etc) freeing brand houses to consider thoughtful and innovative approaches and methods.

What’s the point?

We have found that outrageous talent united around a common focus, shared values, and a philosophical sense of purpose, engaged in meaningful work, that exercises the core competencies and enthuses the synergy of the working community of people, managed by commitment with enough resources to accomplish their agreed upon objectives, are not going to find themselves at the center of the next corporate scandal or be out smarted by a distracted competitor.

We believe that brand has the power to humanize.

How can a business build brand equity around a charitable activity without appearing to be “doing it just for the publicity”?

If the purpose of a business’ charitable activities is just to build brand equity, they are “doing it just for the publicity.” It’s not a publicity stunt if a business has a Big !dea- an inspired mission and vision worth supporting and carrying forth- and they use their time, talents, and resources to support a like-minded cause.

Businesses founded on Big !deas stand out and stand apart. If you’re communicating your Big !dea and conveying your purpose, your charitable contributions won’t be misunderstood. If your intentions are sketchy, if your mission and vision aren’t clear, or aren’t being successfully conveyed, you’ve got some brand issues to sort out. Get on it.

BlackDog believes we’re are all responsible for the ways we contribute to global and community problems or fail to contribute to their solution. Research indicates your customers agree with us…

• 83% of consumers are actively willing to change their buying habits if doing so would help “make the world a better place.”

• 61% of consumers have chosen a brand that differentiates itself through values, ideas, and impact over brands that differentiate on price.

• “64 percent of people globally say they would recommend a brand that supports a good cause.”

So, stick up for your values and the issues that matter to you and your customers fearlessly.

goodpurpose: “Despite Prolonged Global Recession, an Increasing number of people are spending on brands that have social purpose: According to the 2009 Global Edelman goodpurpose Study.” New York, 2009; 21 (October).

We appreciate that you operate in a complicated cultural reality – economic uncertainty, political divide, scarcity mentalities, and fear have collided in the health-care sector. The insured, underinsured, and uninsured are feeling anxious, concerned, entitled, angry, and threatened. We find it frustrating and shortsighted that the health-care “hysteria” is largely avoided by the very industry that is positioned to address the uncertainties and acknowledge the prevailing social vulnerability that we all sense when sea change is required.

We suspect that the majority of advertising campaigns designed and launched by health insurers are well-intentioned. But the reality is that the messages communicated have less to do with the higher order needs, desires, sensitivities, and fears of people than they do with promoting what any one insurer has to offer as a “program” or a “perk” in the same-old, same-old approach. It seems to us that the messages conveyed and brand promises made seem to rely on consumption axioms that actually provoke cultural contradictions and rouse social anxieties. Meaningless programs and messaging dominate the awareness strategies of insurers distracted by their own positioning. Even the most thoughtful participants in the industry are minimizing their role and limiting their potential by skirting the blazing issues.

Not long ago McKinsey reported that people are less concerned with having to change than they are that no one is defining how in relation to health-care. People want to know that health insurers understand that more and more decision-making power and financial responsibility fall to people, not companies. People want to know that health insurers intuit the seriousness with which they fear illness- given that more than half of the working population reports being ‘unprepared’ for an injury or illness. People want to know that health insurers realize health-care is costly to them, regardless of the “value” offered.

Until health insurers recognize the relevant, deeply personal influences and the range of emotions that control decision making it is impossible to speak the same language, elevate cultural understanding, evolve behavior – or – attract, woo, and secure ideal subscribers.

The times and reality cry out  for a thought leader, a compassionate visionary that is willing to address head on what must be done. A thought leader driven by deep convictions, that appreciates that it is moral to be realistic and realistic to be moral. A thought leader that acknowledges the uncertainty with a perspective that communicates solutions in an open declaration of confidence to an insecure people, at such a time as this. Rather than advertising quips that gloss and avoid the cultural tensions and political divide – a thought leader that speaks directly to the collective psyche of society, one ad, one sponsorship, one promotion at a time. A thought leader that will keep it real; interacting authentically and sincerely. No visionary should ignore the well-being of people in conflict, especially in the wellness industry. An energized industry insider ready to make a promise that can be kept, and communicated, through a perspective that holistically and strategically connects with the needs of people. What is needed is “a utopian moment of healing built around” ¹ solutions and concepts that address the way forward.

If the programs, products, and partnerships of health-care providers are in-sync with an honorable philosophy, a robust purpose and a motivating vision then the organization should NOT be dumbed-down with trite messaging and out-of-touch promotions. Health insurers have a responsibility to make explicitly plain how the industry and providers intend to participate and interact in the colliding worlds of health, wellness, and fear.

When the needs are great, the issues sensitive, and the future uncertain, it is necessary for organizations in competitive and personal arenas to reveal more of ‘who they are’ rather than what programs they sell. The insured and uninsured want to know the motives of health insurers; key to understanding and deciding who can and should be trusted in the new and uncertain world order. The contrast between health insurer’s campaigns and their organizational way of being were less important once upon a time then they are now. In the new health insurance world order who you are, what you stand for, and why anyone wants your version of health-care genuinely matters. Your purpose and philosophy, as it relates to health, disease, trust, and people are intensely relevant.

The debate on health-care seems to hover and stall at cost. To not integrate or speak to the emotional aspect of health insurance is to ignore a fundamental aspect of the very real human experience. What people are concerned about is security, which is related to freedom. Freedom certainly has a cost but it’s far more complex than premium rates. Freedom, and control, are foundational to our national health and wellness mindsets. It will take a confident thought leader with a genuine interest in the wellness of people to motivate a nation to healthier behavioral choices, key to securing their freedom and health in the new world order. To sincerely address the real issues, thoughtfully, in a relevant voice is to alleviate the fears that will ultimately distract people’s ability to make sound decisions. Once a sense of direction hits tipping point a sense of acceptance, responsibility, certainty, and progress will infuse the human spirit and collective willpower transcending powerlessness, confusion, fear, anger, resentment, entitlement…

We challenge the health insurance industry to reconsider and re-imagine their influence, relevance, and role moving forward. Visionary, purpose-driven, people-centric providers are in a position to offer more than benefits within a category. What is needed now is a compassionate visionary who has the potential to innovate, negotiate, and champion change within the industry and society. Competitive forces and the anxiety of the masses demand that insurers develop wider brand strategies that develop and broadcast differences that truly make a difference. To our way of thinking, an authentic brand is driven by a humanizing philosophy and a captivating purpose, fueled by relentless conviction intent on guiding people-centric, spot-on decision making that doesn’t disappoint. Anything less is just malarkey. Relevance, credibility, and awareness are not an accidental consequence of advertising campaigns nor are they fringe activities unrelated to the greater purposes and objectives that providers sincerely intend to achieve, short and long term.

In times of trouble we listen for the confident; we are willing to follow the confident. Are you confident? Are you different? Are you relevant? Credible? Compelling? Do you care?

There will be plenty of those that simply wait and watch to see what the future holds. Insurers that ignore the realities that keep us up at night and chewing our nails during the day, do so at our collective peril. We implore relevant providers to rise to the occasion as champions of the health-care revolution, provoking conversations, deepening their relevance and proving that the exceptional is possible. Genuine leadership finds the courage to address the conflicts of society, culture, and people…not merely customers, consumers, and programming.

The best prospects for a meaningful future demand that we all do our part, giving the best of what we have, generously.